An International Peer-Reviewed Journal on Managerial Science Asian Journal of Managerial Science Asian Journal of Managerial Science

ISSN: 2249 - 6300Vol. 1 No. 1

January - June 2012

An International Peer-Reviewed Journal on Managerial Science

w w w . t r p . o r g . i n

Asian Journal of Managerial Science

Journals Division

THE RESEARCHP U B L I C A T I O Nw w w . t r p . o r g . in

MSAsian Journal ofManagerial Science

Asian Journal of Managerial Science(ISSN: 2249-6300)

Editorial Advisory Board

AJMS is an international peer-reviewed research journal published half-yearly by The Research Publication. Responsibility for the contents rests upon the authors and not upon the AJMS. For copying or reprint permission, write to Copyright Department, AJMS, The Research Publication, Coimbatore - 641 031, Tamil Nadu, India.

Editor-in-Chief

Dr. Balan SundarakaniFaculty of Business and ManagementUniversity of Wollongong in DubaiKnowledge Village, Dubai, UAE

Dr. K. Ganesh Knowledge SpecialistSupply Chain Management - Center of CompetenceMcKinsey Knowledge Center, McKinsey and CompanyGurgaon, Haryana, India

Associate Editor

Dr. Nicholas Apergis

Dr. Satya Paul

Dr. Yi-Kuei Lin

Dr. B. Muniyandi

Dr. Matti Muhos

Prof. Siau Ching Lenny Koh

Prof. Tzong-Ru (Jiun-Shen) Lee

Dr. Paivi Iskanius

Professor in EconomicsDepartment of Banking and Financial ManagementUniversity of Piraeus, Greece

Professor in EconomicsSchool of Economics and FinanceUniversity of Western Sydney, Australia

Chair Professor, Department of Industrial ManagementNational Taiwan University of Science & TechnologyTaiwan

Professor & Dean, Faculty of ArtsBharathiar UniversityCoimbatore, Tamil Nadu, India

Research Director, Oulu Southern InstituteUniversity of OuluNivala, Finland

ProfessorUniversity of Sheffield Management SchoolSheffield, UK

Department of MarketingNational Chung Hsing UniversityTaichung City, Taiwan

Project ManagerNorthern Research and Innovation PlatformUniversity of Oulu, Finland

Prof. Sihyun Paik

Prof. T.T. Narendran

Prof. M. Punniyamoorthy

Dr. Suseela Malakolunthu

Prof. Bruce Chien-Ta Ho

Prof. Yves Ducq

Dr. Seema Narayan

Dr. Lefteris Tsoulfidis

Department of Management Information SystemYanBian University of Science and TechnologyYanji City, Jilin Province, China

Department of Management StudiesIndian Institute of Technology MadrasChennai, Tamil Nadu, India

Department of Management StudiesNational Institute of TechnologyTrichy, Tamil Nadu, India

Department of ManagementPlanning and Educational PolicyFaculty of Education, University of Malaya, Malaysia

Institute of Electronic CommerceCenter for Electronic Commerce & Knowledge Economics Research

National Chung Hsing University, Taiwan

LAP-GRAI - IMSUniversity of Bordeaux 1Talence, Cedex, France

School of EconomicsRMIT UniversityMelbourne, Australia

Department of EconomicsUniversity of Macedonia, Greece

1. The Effectiveness of Organisational Climate on Job Involvement 01

K. Uthayasuriyan and A. Jayasagar

2. Human Resources for Diseases Control: Administrative Function or Strategic Priorities 07 Farhad Ali, Belaynew Wassie, Alessandro Greblo and Purnima Bhoi

3. FII Flows and Indian Equity Market Performance 12 P. Karthikeyan and T. Mohanasundaram

4. An Investigation into Work Postures of Workers Engaged in Casting Industry: 17

A Study in India

Lakhwinder Pal Singh

5. A Study on Occupational Stress Among Teachers in Selective Engineering Colleges 23

Affiliated to Anna University of Technology, Trichy C. Muthuvelayutham and H. Mohanasundaram

6. HRM Practices in NRI Medical Sciences and General Hospital in 30

Guntur District, Andra Pradesh

V. Tulasi Das and V. Krishna Reddy

7. Is it Time to Replace Skill With Style? A Case for Studying Communication Style 38

Vinay Kumar Chaganti

8. Application of SERVPERF for Rural Retailer: Reliability and Factor Analysis 43

R. Saravanan and P. Kannan

9. Behind the Boom: What is Leading the Entrpreneurial Fire and its Nature in India 53

Kavita Meena

10. Successful Women Entrepreneurs in India: Attributes Based Analysis 57

Raj Kumar, Saumya Singh and Nitam Singh

11. Job Satisfaction in Banking Sector: An Exploratory Analysis 63

G. V. S. S. N.Sanyasi Raju


Volume 1 Number 1 January – June 2012

CONTENTS

Sl. No. Title Page No.

The Effectiveness of Organisational Climate on Job Involvement

1K. Uthayasuriyan and

1Department of International Business & Commerce, Alagappa University, Karaikudi - 630 004, Tamil Nadu, India. 2Research Scholar, Manonmaniam Sundaranar University, Tirunelveli - 627 012, Tamil Nadu, India.

Email: [email protected],

(Received on 02 September 2011 and accepted on 05 December 2011)

2A. Jayasagar

[email protected]

Abstract - Every organization operates in terms of a set of policies

and norms, which are sometimes clearly laid down, while at other

times, are in the form of traditions and conventions. Thus, an

internal environment is created, consisting of a set of

organizational characteristics, which can be induced in the way

an organization deals with its members. As such, Organizations

Climate (OC) may be defined as the human environment within

an organization was an employee does their work. It is the

shared perception of employees who work and live in the

organization. Organizational climate is the root cause for the

success or failure of every organization. It is the resultant effect of

an interaction of a number of internal variables like structure,

system, culture, leaders' behavior, working conditions and

psychological needs of employees with one another.

Organizational climate can have a major influence on

motivation, productivity and job satisfaction. Climate

determines the action and it creates little expectancy as to

consequences. This article traces the relationship between OC

and the other organizational variables, especially job

involvement, which ultimately determines the performance of

the employees.

Keywords: Job Involvement, Organisational Climate

I. INTRODUCTION

In recent years, several studies were made on

Organizational Climate (OC) and Job Involvement (JI),

regarding the contents and structures of these phenomena,

their relationships to other phenomena, their necessity for Job

Involvement, good / bad organizational performance, etc.

Organizational Climate reflects the struggles, both internal

and external, the type of people who compose the

organization, the work processes, the means of

communication and the exercise of authority within the

individual organization. Further, they recognize that it is easy

to detect differences in the climate of organizations, but it is

difficult to name the dimensions of these differences.

The various aspects of work environment, as affecting

productivity of labour, generalization is neither intended nor

attempted. The fact that organizational conditions are not

going to change their names is well understood, but the fact

that effectiveness of labour in production is dependent on the

perception of the work force is still to be understood. The

efforts are toward understanding the details of OC through the

perception of the men in organization. Within any

organization, there are always some employees, who are more

job involved than others. But, all employees consider their job

to be instrumental in satisfying some of their need.

Differences in their Job Involvement attitudes may influence

employee to look at the same job in different perspectives, and

may direct them to emphasize different kinds of goal

attainments in the job.

II. RESEARCH STUDIES IN OC AND JI

The importance of a conducive OC is generally conceded

by most organizations, but they usually provide a large

number of material rewards to create favourable service

conditions, eg., attractive salary, comfortable working

conditions, job security, and other service benefits. The

concepts of organizational culture, internal work climate, and

management values remain largely elusive and their links with

administrative practices and procedures are further uncertain.

Kumar (1979) has observed negative relationship between the

perception of OC and some self-actualization factors on the

variables that arouse need achievement and positive

correlations between those that arouse need affiliation.

Subha and Anantharaman (1981) found that a deficiency

was felt in the fulfillment of needs and that the correlations

between need satisfaction and OC variables were negative.

This shows that when needs are not met, the perception of OC

is negative. Dhingra and Pathak (1973) analysed the

differences among managers working in different kinds of

organizational cultures. The study was undertaken in two

types of organization: (a) proprietary and partnership firms,

and (b) subsidiaries of foreign companies. The study showed

significant differences between the managers of the two types

of organization with regard to their socio-personal

background, values and work-related attitudes, and

behavioural preferences for certain simulated job incidents.

Akhtar and Pertonjee (1967) examined the effectiveness of

different types of organizational structure in terms of job

1AJMS Vol.1 No.1 January - June 2012

adjustment and satisfaction. The findings showed that job

adjustment and satisfaction with work were positive in the

employee oriented structure and climate.

Menon (1971) has found that supervisors feel responsible

and committed when they experience satisfaction due to

opportunities in the job for learning new things and the

challenging nature of work in an atmosphere characterized by

a high degree of support from supervisors. This support from

supervisors seems to be instrumental in bringing about a sense

of responsibility and commitment to work, especially on the

part of subordinates who do not look for detailed work

instructions.

Jayalakshmi Indiresan (1981) has analyzed the

relationship between the OC dimensions and the satisfaction

of five need areas namely, physical, social, esteem, autonomy

and self-actualization. The data were obtained from a sample

of 158 teachers from nine different higher technological

institutions from all parts of India. Analysis of data has shown

that there is a positive and significant correlation between the

overall perception of OC and overall need satisfaction.

Kumar and Srivastava (1979) have studied the modes of

conflict resolution adopted by 110 managers and their

relationship with OC. They have found that the managers

present a well-defined value hierarchy of strategies of conflict

resolution considered desirable, which might be associated

with the nature of the organizational environment.

Meera Komarraju (1981) analyzed the relationship

between climate and productivity. Data were collected from a

sample of 70 workers of a medium-sized, public sector

industrial organization. The results suggested that the

perception of OC did not influence productivity. That is,

whether the perception of climate was positive or negative, its

effect on the productivity level of the workers was non-

significant. Further, the relationship between perception of

OC and job tenure was also found to be non-significant.

III. RESEARCH PROBLEM

The above recent researches have demonstrated that

effective responses (Job Involvement) to work are related

more directly to structural characteristic (Supervisory and

Non-Supervisory) of the organization than to individual

differences. Individual characteristics, however, have often

been thought to be antecedent to job satisfaction, but relevant

empirical evidence supporting this notion has not been

accumulated. If achievement concern is such an important

factor in the economic development of a country, the next

logical question is how to tap this valuable source or how to

develop this need in this people?.

Some organizations are encouraging employees at lower

levels in the organization to take a much more active role in

how the company is run. This may include easy means to

express ideas to higher level management and involvement in

setting work schedules and goals. The behavior of the human

component plays a pivotal role in maximizing organizational

effectiveness. The concept of Job Involvement determines the

behavior of the human component in the work context, and

maximization of organizational effectiveness depends on the

achievement of the highest level of Job Involvement on the

part of the members of the organization. Thus all efforts

maximizing organizational effectiveness have to be directed

towards improving the level of Job Involvement to the highest

point possible. In this context, it is proposed to undertake a

study to examine the link between perception of climate and

job involvement in order to formulate viable suggestions to

improve job involvement in terms of climate dimensions.

IV. OBJECTIVES

The present study principally aimed at the determinants of

job involvement in terms of climatic dimensions. With this

end in view of the study sharply focuses on the following

objectives:

1. To identify the significant relationship that exists between

OC and level of job involvement;

2. To bring out the major determinants of job involvement in

terms of climatic dimensions for a better overall employee

performance.

V. HYPOTHESES

In order to serve the above stated objectives, the following

hypotheses have been proposed and tested in this study:

H - There is no significant relationship between OC and JI. 1

H There is no significant difference in the determinants of JI 2

between employees of Production and Service

departments.

VI. METHODOLOGY

A. Sources of Data

This study is mainly based on the primary data collected

from the sample respondents with the help of the standardized

questionnaire used by several researchers in the past.

Perception of OC was measured with the help of the

questionnaire developed by Baldev R. Sharma (1987).

Although the questionnaire contains nine dimensions of OC

with three statements for each dimension, it was reduced to

sevenfactors with three statements for each factor. The

2


AJMS Vol.1 No.1 January - June 2012

climatic factors incorporated in the questionnaire are: Pay,

Promotion, Welfare Facilities, Training and Development,

Grievance Handling, Participative Management and

Performance Reward Relationship. For each statement, score

was obtained using the Likert type 5-point scoring system

ranging from to 'Strongly Agree (5) to Strongly Disagree (1)'.

B. Sampling

The respondents for the study were chosen from Packing

India Private Limited, Pondicherry the largest flexible

packaging company in South India, supplying to a wide

variety of customers including HLL, Henkel-Spic, GM Pens,

Britannia, Godrej etc. The sample was obtained after

stratifying the total population into regular and casual. After

stratification, the total population of 230 was ultimately

reduced to 150 regular employees from which the sample

subjects 70, a composite of 30 from Production and 40 from

Service were proportionately and randomly selected,

constituting nearly half of the stratified population.

VII . ANALYSIS OF DATA

In this study, the data were analysed by using statistical

methods like Factor Analysis and Discriminant Analysis.

Factor analysis is a method for determining the number of

structures of the underlying variables among a larger number of

measures. This is a powerful method of statistical analysis that

aims at explaining relationships among numerous variables in

terms of a relatively few underlying factor variants. Further,

Discriminant Analysis is used to study the discriminating

power of those factors of OC on the scores of JI. The

computation was done for the total sample, besides an analysis

carried out with a break-up of respondents of production and

service centres and the results are presented as follows.

The seven dimensions of OC have been separately

processed for inter-correlation and factor analysis to arrive at

the cluster of factors. The principal component factor analysis

method was applied to the inter-correlation matrix of seven

dimensions of OC and the results are rotated using Kaizer's

(1958) varimax criteria. Three-factor solutions emerged for

the total respondents. The results of the pigeon value and

rotated factor analysis are presented in Tables I and II

respectively.

Factor I

It is observed that factors OCF1, OCF2 and OCF5 are

loading high on Factor I. These dimensions and their

corresponding factor loadings are:

0.8937 - Pay (OCF1)

0.5517 - Promotion (OCF2)

0.8494 - Grievance Handling (OCF5)

Factor II

Dimensions OCF3, OCF4 and OCF6 show high loading

on Factor II as presented below:

0.9279 - Welfare Facilities (OCF3)

0.6620 - Training and Development (OCF4)

0.4663 - Participative Management (OCF6)

Factor III

The remaining factor OCF7 has high loading on Factor III.

That is, 0.9196 - Performance Reward Relationship

(OCF7).

Thus, by using inter-correlation matrix and factor analysis

the seven dimensions of OC have been grouped into three

different factors (F1, F2 and F3) for the total respondents as

well for each group of respondents (Production and Service).

The different factors and the variables within a factor with

their corresponding loading scores are presented in Tables III,

IV and V for all respondents, production centre and service

centre respectively.

Subsequently an attempt was made to study whether these

three factors have any influence on the level of involvement.

That is, whether these three factors had the power of

discriminating the extreme group of involved employees. It

was also aimed to identify the major determinant of Job

Involvement among the three factors of climate. The group

difference had been examined, using climate factors through

two- group discriminating analysis. As the 'Z' values are not

statistically significant for the total respondents (Table VI) as

well as for each group of respondents (Production and

Service), it is observed that none of the three factors influences

the level of job involvement (Table VII).

3



TABLE I EIGEN VALUES – ALL RESPONDENTS

(N=70)

OC Dimensions

Eigen Value

Percentage of Variance Explained

Cumulative Percentage of

Variance

OCF1

2.5439

36.34

36.34

OCF2

1.3818

19.74

56.08

OCF3

1.0501

15.00

71.08

OCF4 0.9103 13.00 84.09

OCF5 0.5020 7.17 91.26

OCF6

0.3764

5.38

96.63

OCF7

0.2356

3.37

100.00

TABLE II ROTATED FACTOR MATRIX – ALL RESPONDENTS

Sl.

No.

OC Dimensions

Factor Loadings

Communality h2

Factor I

Factor II

Factor III

1

2

3

4

5 6 7

OCF1

OCF2

OCF3

OCF4

OCF5 OCF6 OCF7

0.8937

0.5517

-0.0127

0.1972

0.8494 0.4038 -0.0785

-0.0232

0.3985

0.9279

0.6620

0.1100 0.4663 -0.0142

-0.0249

0.4302

0.1043

-0.4430

0.1127 0.0606 -0.9196

0.7998

0.6482

0.8720

0.6733

0.7462 0.3842 0.8520

Eigen Value (Common Variance)

2.0328 1.6882 1.2547 4.9757

Proportional of Total Variance

0.2904 (29.04%)

0.2412 (24.12%)

0.1792 (17.92%)

0.7108 71.08

Cumulative Variance

(29.04%)

(53.16%)

(71.08%)

Proportion of Common Variance

0.4085 (40.85%)

0.3393 (33.93%)

0.2522 (25.22%)

1.0000 100.00

(N=70)

TABLE III ROTATED FACTOR MATRIX – PRODUCTION RESPONDENTS

S1.No.

OC DimensionsFactor Loadings

Communality h2

Factor I Factor II Factor III

1

2

3

4

5

6

7

OCF1

OCF2

OCF3

OCF4

OCF5

OCF6

OCF7

0.9386

0.5193

-0.0956

0.0705

0.7944

0.7543

-0.1730

0.0307

0.6819

0.6251

-0.0367

0.3830

0.1290

-0.8348

-0.0515

0.0009

0.3362

0.9457

0.2499

0.0524

0.1499

0.88460.73470.51290.90070.84020.58830.7494


2.3948

1.7183

1.0977

5.2109


0.3421 (34.21%)

0.2455 (24.55%)

0.1568 (15.68%)

0.7444 74.44

Cumulative Variance

(34.21%)

(58.76%)

(74.44%)


0.4596

(45.96%)

0.3298

(32.98%)

0.2107

(21.07%)1.0000 100.00

(N = 30)

4



S1. No.

OC Dimensions

Factor LoadingsCommunality

h2

Factor I

Factor II

Factor III

1

OCF1

0.7371

0.1307

-0.1395 0.5798

2

OCF2

0.7756

0.3141

-0.0813 0.7068

3

OCF3

0.1265

0.869

0.1581 0.7962

4

OCF4

0.2758

0.4932

0.6167 0.6996

5

OCF5

0.8702

-0.1057

0.2209 0.8172

6

OCF6

-0.0200

0.8317

-0.1333 0.7100

7

OCF7

-0.0362

-0.0478

0.8937 0.8024


1.9958

1.8195

1.2967 5.112


0.2851 (28.51%)

0.2599 (25.99%)

0.1852 (18.52%)

0.7303 73.03

Cumulative Variance

(28.51%)

(54.50%)

(73.03%)


0.3904 (39.04%)

0.3559 (35.59%)

0.2537 (25.37%)

1.0000 100.00

TABLE IV ROTATED FACTOR MATRIX – SERVICE RESPONDENTS

TABLE V FACTORS OBTAINED FOR DIFFERENT GROUPS OF RESPONDENTS

Respondents Factor I Factor II Factor III

All

Respondents

OCF1 –

0.8937

OCF2 –

0.3517

OCF3 –

0.8494

OCF3 –

0.9279

OCF4 –

0.6620

OCF6 –

0.4663

OCF7 –

0.9196

Production

Staff

OCF1 – 0.9386

OCF5 – 0.7944 OCF6 –

0.7543

OCF2 – 0.6819

OCF3 – 0.6251 OCF7 –

0.8348

OCF4 – 0.9457

Service Staff

OCF1 –

0.7371

OCF2 –

0.7756

OCF5 – 0.8702

OCF3 –

0.8690

OCF6 –

0.8317

OCF4 –

0.6167

OCF7 –

0.8937

H - There is no significant relationship between OC and JIo

Tool Used: Discriminant Analysis

EquationWilks’

LambdaF-Value ‘P’ Value

Overall Wilks’

Lambda

Overall F Value

Overall ‘P’

Value

All Respondents (N = 70)

Factor I

Factor II

Factor III

0.9717

0.9517

0.9464

1.2200

0.5573

0.3821

0.28

0.46

0.54

0.9349 0.7198 0.55

5



(N=40)

TABLE VI RESULTS OF DISCRIMINANT ANALYSIS BETWEEN LOW-HIGH LEVEL OF JOB INVOLVEMENT

H - There is no significant difference in the determinants of JI between employees of Production and Service departmentso

Tool Used: Discriminant Analysis

Equation Wilks’ Lambda

F-Value ‘P’ Value Overall Wilks’

Lambda

Overall F Value

Overall ‘P’

Value

Production Department (N = 30)

Factor I Factor II

Factor III

0.7792 0.8223

0.9006

0.4116 1.0439

2.1905

0.53 0.33

0.17

0.7511

1.2253

0.35

Service Department (N = 40) Factor I

Factor II

Factor III

0.9753

0.9010

0.9091

1.4798

0.1489

0.2942

0.24

0.70

0.600.8927

0.6410

0.60

Decision: None of the above factors has discriminating power

on the level of Job involvement. However, it is observed that

Factor III has the discriminating power in the Job involvement

of Production staff if the rejected region is relaxed to 20 %.

VIII. MAJOR FINDINGS

Based on the above analyzed results, the important

observations are recorded as follows:

1. In general, no significant relationship is observed

between the respondents' perception scores on OC and

their level of job involvement, which indicates that

perception of OC does not influence job involvement.

2. However, among the various dimensions of OC, it was

observed that the factor 'Training and Development'

influence the level of job involvement for the

respondents as a whole.

3. There is no significant difference in the impact of OC

on job involvement for the respondents as a whole.

4. Difference in the impact of OC on job involvement also

exists between the two groups of the respondents,

Production and Service. It is mainly due to the factor

'Promotion'.

IX. CONCLUSION

Though, there exist no relationship between the overall

scores of OC and Job Involvement, one of the factors of OC

namely 'Training and Development' influences the level of job

involvement. Likewise, the factor, 'Promotion' has the

discriminating power between the two groups of respondents,

namely Production and Service departments, which indicates

that employees of service centers are happier with the

promotional policies and opportunities compared to the

employees of production centre. Therefore, it is suggested that

the organization could improve the climate by modifying

some of its Training and Development methods to the

expectations of the employees. There should be sufficient

scope for promotion and career advancement. Due

recognition should be given to efficient workers,

distinguishing them from average workers to motivate the

employees, which will enable the organization to improve the

level of Job Involvement and thereby the performance of the

employees.

REFERENCES

1. Baldev.R.Sharma, Not by Bread Alone : A Study of OC and Employer-

Employee Relations in India , Shri Ram Centre for Industrial Relations and

Human Relations. New Delhi, 1987.

2. U.C. Davis, “Performance Measurement-Organizational Climate”. Staff

Workload issues Task Force's Report and Recommendation, December

1998.

3. H.F. Kaizer, “The Varimax Criterian for Analytic Rotation in Factor

Analysis”, Psychometrics, Vol. 23, pp. 187-200, 1958.

4. R.N. Kanungo, “Measurement of Job and Work Involvement”, Journal of

Applied Psychology, Vol. 67, No.3, pp. 341-349, 2002.

5. Knoop, “Job Involvement. Anelisive concept”, Psychological Reports,

Vol.59, pp.451-456, 2006.

6. Meera Komarraju, “OC and Productivity”, Managerial Psychology,

Vol.2,No.1, pp.61-68, 1981.

7. S. Sharma, “A Study of Relationship between OC with Organizational

Commitment and Psychological weil-Being”, Unpublished Ph.D. Thesis,

Himachal Pradesh University, 1989.

8. O.P. Dhingra and V.K. Pathak, “Organizational Culture and Managers”,.

Indian Journal of Industrial Relations, Vol. 8, pp. 387-405, 1973.

9. Jayalakshmi Induresan, “Some correlates of perception of Organizational

Climate”. Managerial Psychology, Vol.2, No.2, pp.40-43, 1981.

10. Meera Komarraju, “OC and Productivity”, Managerial Psychology, Vol.2,

No.1, pp.61-68. 1981.

11. A.S. Menon Performance effects , Shri Ram Centre for Industrial Relations

and Human Resources. New Delhi, Unpublished Manuscript, 1971.

12. V.Subha and R.N. Anantharaman, “OC and Need Satisfaction”, Indian

Journal of Applied Psychology, Vol. 18, No. 1, pp.8-10, 1989.

6



TABLE VII RESULTS OF DISCRIMINANT ANALYSIS BETWEEN LOW-HIGH LEVEL OF JOB INVOLVEMENT FOR PRODUCTION AND SERVICE DEPARTMENTS

Human Resources for Diseases Control: Administrative Function or Strategic Priorities

1 1 2 3Farhad Ali Belaynew Wassie , Alessandro Greblo and Purnima Bhoi,

1International Public Health Consultant, IPE-GLOBAL,New Delhi -110 016, India 2Head School of Public Health, College of Medicine and Health Sciences, University of Gondar, Ethiopia

3Institute of Public Health, University of Heidelberg, GermanyE-mail : [email protected],


Abstract - The health sector is one of the most challenged sectors

in developing countries given to the shortage of trained

manpower particularly in the developing countries. Human

resource is a very important aspect of any functioning health

system. However this aspect is often neglected in the development

of the health system and when it comes to the disease control

programmes not enough importance is given to this aspect.

Generally human resource in health is often ignored and just seen

as an administrative function in disease control programmes.

This affects the overall effectiveness of the programmes in terms

of its impact on disease control. We observe an acute shortage of

trained manpower especially in the developing countries. There

are several reasons of such a crisis like situation in human

resources in health system. Among them some are like HIV/AIDS

Epidemic, Training Capacity, Brain drain, Poor working

conditions and Remuneration. Especially the HIV/AIDS control

programmes have suffered a lot due the shortage of trained

manpower particularly in countries where HIV is among the

main health problems. However there are ways in which such

problems can be addressed to ensure the sustainability of HIV

control and other disease control initiatives in developing world

to reach near to the Millennium Development Goals (MDG

–particularly Goal-6) in health. In this paper authors discuss the

evidence based solutions to the problem of human resource in

health sector to combat HIV/AIDS and other diseases in

developing countries. Some of the initiative to address the

problem may be improving the training capacity, improving use

of available skills, staff retention and support, recognizing the

health workers rights and putting them first along with taking

care of administrative issues involved in the management of the

human resources.

Keywords: Health, Health and Human Resource, Human

Resource Crisis, Disease Control, HIV/AIDS

I. INTRODUCTION

The health sector is one of the most challenged sectors in

developing countries given to the shortage of trained

manpower. For instance, the density of total health workforce

in South – East Asia is 4.3 per 1000 population. In Africa the

situation is even worst where there are 2.3 total health

workforce is available for every 1000 population. On the other

hand it is 24.8 for America and 18.9 for Europe. In Asia and

Africa the majority of these health workers are lowly skilled

workers. The disproportionate burden of disease, disability

and death in poor countries is caused by, and aggravated by

numerous complex factors. There is a consensus that the

inadequate number of health workers is the most important

factor in the crisis of health care delivery in poor countries.

Weak health systems, rapid population growth, corruption,

poverty and poor health financing by central governments

only worsen the situation.

Moreover, due to the interaction of widespread poverty,

breakdown of health services and the HIV/AIDS epidemic,

and several other factors, there has been sharp increase in

communicable diseases. At the same time, there has been

another rise in cases of lifestyle-related diseases like heart

disease and diabetes especially in the urban areas of these

countries. HIV/AIDS, the resurgence of TB, and malaria have

dramatically increased the number of patients in need of health

services. These three diseases alone have increased demand

for hospital admissions, and increased the length of stay in

hospitals, thus creating more demand for labour-force in

health facilities. In addition, health staff themselves have also

been seriously afflicted, especially by HIV/AIDS, leading to

more staff absence from work or death, hence poor service

delivery, especially in sub Saharan Africa. As an illustration,

in 1997, Malawi lost 44 nurses to HIV/AIDS, representing

44% of all nurses trained. By comparison, Zambia lost 185

nurses in 1999, representing 38% of all nurses trained in

government institutions that year. All these add to the strain

felt by the over burdened health workers in these countries,

and contribute to the human resource crisis.

The human resource is the first and foremost important

aspect of any disease control programme and thus for

HIV/AIDS. Many disease control programmes in the

developing countries suffer negligence of human resource

aspect. HIV/AIDS programme and scaling up of the

antiretroviral therapy is particularly such a case in Sub-

Saharan Africa and in Asia in this respect. In the context of

Asia, countries such as India, Nepal, Bangladesh, Pakistan

and Sri Lanka also suffer the shortage of the trained human

resources in health.7


There is worldwide shortage of the trained manpower in

health sector. This shortage is highest in the countries where

health problems are more. The health sector is not the priority

in many developing countries and the public spending in

health is very low. These low income countries have to depend

upon the donor agencies for supporting the health

programmes. The donors have not shown interest in investing

in the human resource problems in these developing

countries. The concern of the donors is that they do not want to

increase the dependency on the external donations.

The estimation of the global shortage of the health workers

is more than 4 million. A recent study reveals that the Sub-

Saharan African countries must nearly triple their current

number of workers by adding the equivalent of one million

workers through retention, recruitment, and training if they

are to come close to approaching the Millennium

Development Goals (MDGs) for health particularly the

HIV/AIDS related MDG (Goal-6). The scenario of Southeast

Asia is further more dramatic where there is a shortage of

trained health human resource coupled by the mal-distribution

of the health work force in rural areas the shortage is more than

the urban and semi-urban areas. For instance, maternal health

is a major public health problem in India and the role of

emergency obstetric care is critically important for reducing

mater mortality ratio. Lack of trained professionals to deal

with the issues of emergency obstetric care is a major

bottleneck in bringing women to health institutions for

delivery and there by curtailing the mother to child

transmission of HIV in India. India faces acute shortage of

obstetricians. The shortage is further more in rural areas . In

the recent years India has suffered shortage of all most all

cadre of trained human resource due to fiscal difficulties and

civil service reform.

According to Charles Hongoro human resources in health

is like the heart of the health system in any country, the most

important aspect of health care systems, and a critical

component in health policies. The country specific

sustainable solutions to human resource problems have to be

found in order to achieve targets of disease control. In health

system in each country is different and the context in which

the health system functions is also unique.

The health human resource problems should be seen in the

context of a specific health system and local solution should

be aimed keeping in mind the future health demand of the

population and it should be made responsive to the needs of

the people in general and to control various endemic diseases

and HIV/AIDS in particular where HIV forms a major health

problem. In this manuscript the authors have attempted to

identify the specific reasons of the crisis like situation in health

human resources and suggested some means and ways to

address these problems in the context of developing counties.

II. METHODOLOGY

The published research work was reviewed on the topic

using Science Direct data base. The keywords used for

searching the research papers on the topic were – 'health

human resource', 'HIV/AIDS and human resource and human

resource crisis in developing countries'. The first search

resulted in 216595 journal articles, 21184 book articles and

3832 reference work. The research with second keyword

resulted in 14569 journal articles, 1967 book articles and 425

reference works. The search with the third key word resulted in

19854 journal articles, 2895 book articles and 691 reference

works. This search resulted in several papers which were

addressing similar issues under various contexts. Only those

papers selected finally for review which were considered more

close to the topic. For screening the papers further following

criteria were used – inclusion of both qualitative and

quantitative research papers, articles of last 10 years, relevant

to Africa and Asia and having the words such as health, human

resource, crisis, skill etc. This was done manually. As a result

of this the number of articles reduced significantly to the tune

of 57. The abstracts of these 57 papers were printed and read

thoroughly. During this process those papers were marked and

selected that discus about the problems of disease control

programmes, HIV/AIDS, human resources crisis and solution

to the shortage of trained health human resources in the

context of developing countries in Asia and Africa. This

further reduced the number of selected articles to the tune of 9.

These 9 full articles were downloaded and printed and

thoroughly read. Apart from this database search, the some

reports relevant to the topic in the context of Africa and Asia

were also searched using Google Search.

The authors studied the papers, internalized the findings

and commented and interpreted the results based on their field

and academic experiences.

III. RESULT AND DISCUSSION

A. Human Resource Situation in Developing World

We search results that there is an acute shortage of all

cadres of trained health human resources. The shortage is

further acute in the rural areas. WHO (year 2006) estimated

that there are 57 countries facing critical shortage of health

workers. Over half of them are in Africa and rest in Asia and

Latin America. The situation of health workforce in Asia is

also similar but relatively better. In Africa there is an acute

shortage of human resource for scaling up of antiretroviral

8

Farhad Ali, Belaynew Wassie, Alessandro Greblo and Purnima Bhoi


therapy. In India the shortage of trained workforce in

antiretroviral therapy is a major constraint and as a result the

therapy is available only at the tertiary level of the care. This

limits the geographic access of antiretroviral therapy. This

also increases the cost of the therapy in terms of loss of wages,

transport to the health facility and expenses of patient's

companion.

A current situation of the physicians and nurses is shown in

some of the developing countries in Asia and Africa in the

following table.

TABLE I PHYSICIANS AND NURSES PER 100 000 POPULATION IN SOME OF THE DEVELOPING COUNTRIES IN ASIA AND AFRICA

S. No.

CountryPhysicians per

100 000 Population

Nurses per 100 000

Population

1 Bangladesh 23 24

2 India 51 61

3

Pakistan

66

47

4

Sri Lanka

43

79

5

Niger

3

27

6

Bolivia

73

32

7

Papua New Guinea

5

53

8

Ethiopia[10]

2.7

22

9

Global Average

170

399

The table reflects huge disparity in distribution of the

human resources in the health across various regions in the

developing world. There are some countries like Niger and

Papua New Guinea where the number of physicians and

nurses are far below the global average. The availability of

trained physicians and nurses are far below its peers in the

table. In Asia Bangladesh face an acute shortage of the

physicians and nurses.

B. Human Resource in Wider Health System

There is a need to see the human resource in the context of

wider health systems in a specific context. Health human

resource forms the basis of a strong health system and makes

the health system respond to health problems of the

communities. Figure 1 represents a conceptual framework of

the human resource as part of a wider health system and its

effects on the health of the people. It reflects how certain

actions with respect to improving functioning of health

workforce can bring better quality in terms of service delivery,

increase efficacy and efficiency and lead to equitable access.

This also summarizes that actions aiming to improve human

resources improve health of the people in general.

Human Resource

Actions

Numeric adequacy

Worker mixSocial outreach

Satisfactory remuneration Work environment Systems of support

Appropriate skills Training & continuous learning

Leadership & entrepreneurship

Workforce

Objectives

Coverage:

Social &

Physical

Motivation: System & Support

Competency:

Training &

Learning

Health system

Performance

Equitable access

Efficiency &

Effectiveness

Quality

&

Responsiveness

Health outcome

Healthof the

Population

C. Some of the Causes of the Present Situation

1. HIV/AIDS Epidemic

The HIV/AIDS epidemic is killing the work force. The

problem is acute in many developing countries. In 1997,

Malawi lost 44 nurses as a result of AIDS, which is 44% of the

annual number of nurses trained; in 1999 in Zambia 185

nurses died, which is 38% of the annual number of nurses

trained in government institutions. Problems of absence from

work and reduced productivity associated with the epidemic

are also common.

2. Training Capacity

The training capacity is low in general in the region. Two

thirds of sub-Saharan African countries have only one medical

school. Investment in educational infrastructure and educators

is declining. In India in the states such Bihar and other

Northern states the number of medical colleges is far below

the number required as per the population forms.

9



Source : WHO

Fig. 1 Human resource in wider health system

Source: Adopted from Prehospital and Disaster Medicines – Special Report 2007

3. Brain Drain

The brain drain in these countries is high. This is both

internal as well as external. Professional bodies that protect the

interests of their members have played a part in defending

training that promotes a level of specialization inappropriate

to the health needs of low and middle income countries. One of

the main reasons of the brain drain (internal and external) is the

poor HR policies in the health sector of these countries.

4. Poor Working Conditions and Remuneration

A survey of African health workers intending to migrate or

already migrated showed that issues of salary and living

conditions dominated, with 80% of health workers surveyed

in Cameroon citing living conditions, and 72% in Uganda and

89% in Senegal citing salary as reasons for intending to leave

their country. The living and working conditions in Asia and

particularly in the countries such as India and Bangladesh are

very poor.

5. Skill Imbalance

Skill imbalance is a major issue particularly in the context

of the developing countries. The effect of the colonial

governments' medical education is prominent. The medical

education should be according to the health needs of the

people in specific country.

Skill imbalance in the workforce created lot of

inefficiencies in many developing countries and these

countries should change their plan to develop their workforce

that is closer to the public health needs in these countries.

6. Mal-Distribution and Poor Knowledge Base

Across various regions in the developing world, the

concentration of the health service providers is around the

cities and urban areas. In the rural areas in India the doctors

and nurses are very few. The retention of the health workforce

in the rural areas is a huge challenge.

The knowledge base of the workforce is poor. It means that

the data is lacking with respect to the knowledge and skills

level of the workforce. It is a main constraint in planning of the

programmes and policy for training and further development

of the workforce.

D. Solution to the Problem of Human Resource Crisis

1. Improving the Training Capacity

HIV/AIDS and TB have not only affected the general

population but these disease conditions have also affected the

health workforce. Malawi has suffered in terms of loss of

human resource due the HIV/AIDS. Other factor that affected

the availability of the human resource is brain drain.

Increasing the training capacity seems be promising in terms

of improving the supply of the trained manpower. Two

important factors that need to be considered are sustainability

of the resources for increasing the training capacity and ways

and means to ensure that the increased flow of trained

manpower is retained and absorbed in the health system of the

country.

2. Improving Use of Available Skills

Auxiliary cadres are often less employable abroad,

especially if the qualifications involved do not easily translate

into those used in the developed world, such as medical

assistant or clinical officer. The skills enhancement of this

cadre can be useful. In Africa, for example, nurse aids,

medical assistants (with more basic training than a nurse), and

clinical officers (the equivalent of medical assistants in

Tanzania and Uganda) are doing essential medical tasks,

especially in rural areas, despite the existence of professional

restrictions and regulations. A good example is Malawi, where

clinical officers are a major resource in surgical procedures

and medical care. Task shifting is a major debate in many

developing countries especially in Sub-Saharan Africa. Many

believe that it is not a panacea and undermine the health

system development and would weaken the health system in

long run. Task Shifting and scale up of ART in Malawi

through non-physicians clinicians resulted providing

lifesaving drugs to 130 488 patients .

Health services such as condom distribution, food and

hygiene counseling, distribution of insecticide impregnated

bed nets, and nutrition education can safely be provided by

trained community workers.

3. Staff Retention and Support

The way the health system is funded, organized, managed,

and regulated affects heath workers' supply, retention, and

performance. There are no universal formula for staff

retention and support. In some countries incentive has worked

and in some other countries it did not.

The idea of giving incentives to the workers who work in

difficult settings is being proposed in many settings. This has

shown some good results in terms of retaining the staff.

However the legal bonding of the workers to stay in their job

has not shown good results in many parts of the world and

professional bodies have opposed it. Interestingly these

strategies have worked in Thailand to retain the health

workers where bonding of the doctors along with incentives

was used.

10

Farhad Ali, Belaynew Wassie, Alessandro Greblo and Purnima Bhoi


4. Recognizing the Health Workers Rights and Putting them

First

The workers are very important for any diseases control

program. Strong leadership, sustained finances and political

will are needed to ensure that workers get what they need to

deliver at the workplace.

5. Development of National Workforce Strategic Plans

All countries should develop national workforce strategic

plans to guide human resource development and should

examine and increase their investments in appropriate

education, deployment, and retention of human resources.

National level initiatives need to be taken in this direction and

country specific policy on health human resources is

necessary.

6. Combating Health Emergencies

Certain health conditions have not only affected masses

but also affected a huge number of the health workers.

HIV/AIDS and TB are among those health conditions. These

two health conditions particularly resulted in increase in the

absenteeism and deaths. Safety of the staff against HIV/AIDS

and TB is crucial. It is very important that the use of universal

precaution is encouraged among the health workers and

appropriate environment should be developed for the same.

7. Building Knowledge Base and Simultaneous Learning

It is important that knowledge and continuous learning of

the health workers is encouraged and promoted. One such

example of building knowledge base at district level health

planning and management is there in India. The Public Health

Resource Network which is a networking and capacity

building programme running in four state of India is a good

example. However its impact on retention on the health

workers is yet to be evaluated.

8. Non - Financial Incentives

The experiences from the field show that across various

countries under different circumstances non-financial

incentives in the form of acknowledgement, recognition,

career development have helped in increasing the motivation

of the staff and retention. This is very important in realizing

the objectives of the project.

IV. CONCLUSION

The development of the health system is very critical to

address the health human resource crisis. All the developing

countries should evolve an appropriate action plan to

strengthen their health system. Country specific strategic

investment should be made in developing human resources.

There is a need of a national policy on the human resources

that clearly defines the strategy to recruit, deploy, retain and

develop human resources.

It can be concluded that in the developing countries the

acute shortage of the human resource is an important issues

with respect to sustainability of the disease control and making

health services responsive to people's need. Country specific

strategies need to be developed and understood as a strategic

function rather than administrative routine.

REFERENCES

[1] B. Samb, F. Celletti, J. Holloway, W. Van Damme, K. M. De Cock, and

M. Dybul, "Rapid expansion of the health workforce in response to

the HIV epidemic.," The New England journal of medicine, Vol. 357,

No. 24, pp. 2510-4, Dec. 2007.

[2] Commission for Africa Report. 2005, pp. 40.

[3] K. Kober and W. Van Damme, "Public sector nurses in Swaziland: can

the downturn be reversed?," Human resources for health, Vol. 4, pp. 13,

Jan. 2006.

[4] C. Hongoro and B. McPake, "How to bridge the gap in human resources

for health.," Lancet, Vol. 364, No. 9443, pp. 1451-6.

[5] D. Palmer, "Tackling Malawi's Human Resources Crisis," Reproductive

Health Matters, Vol. 14, No. 27, pp. 27-39, 2006.

[6] C. Kanchanachitra et al., "Human resources for health in southeast Asia:

shortages, distributional challenges, and international trade in health

services.," Lancet, Vol. 377, No. 9767, pp. 769-81, Feb. 2011.

[7] D. Mavalankar, A. Singh, R. Bhat, A. Desai, and S. R. Patel, "Indian

public-private partnership for skilled birth-attendance.," Lancet, Vol.

371, No. 9613, pp. 631-2, Feb. 2008.

[8] The Health Sector Resour esource Human R esour ce Crisis in Africa: An

Issue Paper, pp.40, 2003.

[9] R. Zachariah et al., "Task shifting in HIV/AIDS: opportunities,

challenges and proposed actions for sub-Saharan Africa.," Transactions

of the Royal Society of Tropical Medicine and Hygiene, Vol. 103, No. 6,

pp. 549-58, Jun. 2009.

[10] "Country Health System Fact Sheet 2006 Ethiopia," World Health.

World Health Organisation, pp. 1-8, 2006.

[11] "Human Resources and Management of Health Systems," in Human

Resources and Management of Health Systems, 2008, pp. 12, 2008.

[12] A. D. Harries, E. J. Schouten, and E. Libamba, "Scaling up antiretroviral

treatment in resource-poor settings.," Lancet, Vol. 367, No. 9525, pp.

1870-2, Jun. 2006.

[13] L. Chen et al., "Human resources for health: overcoming the crisis.,"

Lancet, Vol. 364, No. 9449, pp. 1984-90.

11



FII Flows and Indian Equity Market Performance P. Karthikeyan and T. Mohanasundaram

School of Management Studies, Kongu Engineering College, Perundurai, Erode - 638 052,

Tamil Nadu, India.

E-Mail: [email protected], [email protected]


Abstract -This study mainly focuses on the FII flows in India and

its impact on Indian equity market viz. BSE, NSE and S&P CNX

500. The data used for the study is secondary in nature. The study

period is 10 years i.e., from 2001 to 2010. Literature collection

and review helps the researcher to get the knowledge on the

research topic and proceedings. Research design used in the

study is analytical research and the statistical tools used are

Correlation, Regression and Simple percentage. The study shows

that there is a positive relationship between the FII flows and

Indian equity market performance but the impact is not

significant. This makes the researcher to conclude that Indian

equity market performance is not only depending upon FIIs but

also other unexplained factors like domestic investors, inflation,

interest rate, government policy etc.

Keywords: Foreign Institutional Investors, Sensex, Nifty, Capital

Flows, Investment

I. INTRODUCTION

Any investment flowing from one country into another is

foreign investment. The Government of India differentiates

cross-border capital inflows into various categories like

foreign direct investment (FDI), foreign institutional

investment (FII), non-resident Indian (NRI) and person of

Indian origin (PIO) investment. Inflow of investment from

other countries is encouraged since it complements domestic

investments in capital-scarce economies of developing

countries. Foreign investments not only help in creating

additional economic activity and employment generation but

also facilitate flow of technology in to our country and help the

economy to become more competitive. India opened up to

foreign investments gradually over the past two decades,

especially since the landmark economic liberalization of

1991. Initially, Indian government holds a higher control on

foreign investments and slowly the government has reduced

controls on foreign trade and investment. Higher limits on

foreign direct investment were permitted in a few key sectors,

such as automobiles, textiles, telecommunications etc.

However, tariff spikes in sensitive categories including

agriculture are still hindering the foreign access to India's vast

and growing market.

FIIs have been allowed to invest in the Indian capital

market since September 1992 when the guidelines for Foreign

Institutional Investment were issued by the Government. The

Foreign Institutional Investors (FIIs) have emerged as

important players in the Indian equity market in the recent past

with a contribution of nearly 60% of the total foreign

investment. FIIs include asset management companies,

pension funds, mutual funds, investment trusts as nominee

companies, incorporated/institutional portfolio managers or

their power of attorney holders, university funds, endowment

foundations, charitable trusts and charitable societies. FIIs can

buy/sell securities on Indian stock exchanges, but they have to

get registered with stock market regulator Securities Exchange

Board of India (SEBI). They can also invest in listed and

unlisted securities outside stock exchanges if the price at which

stake is sold has been approved by RBI. No individual FII/sub-

account can acquire more than 10% of the paid-up capital of an

Indian company.

The FII inflows into Indian equity market can be classified

in to two ways viz., Primary market and secondary market. The

FII inflow to primary market in India comes mainly through

the conversion of foreign currency convertible bonds

(FCCBs), private placement to qualified institutions

placements (QIPs), initial public offers (IPOs), follow-on

overseas offers, conversion of warrants and preferential offers.

As far as the secondary market is concerned, the significance of

FIIs is every much evident as one of the familiar reasons

offered by the market analysts may be “FIIs fuel rally” at the

time of market rises and “Market melts due to FIIs selling” at

the time of down trend. To fasten the economic performance

FIIs role is inherent one for developing nations.

II. OVERVIEW OF INDIAN STOCK MARKET

The working of stock exchanges in India started in 1875.

BSE is the oldest stock market in India. National Stock

Exchange comes second to BSE in terms of popularity. BSE

and NSE represent themselves as synonyms of Indian stock

market. The 30 stock sensitive index or Sensex was first

compiled in 1986. The Sensex is compiled based on the

performance of the stocks of 30 financially sound benchmark

companies. In 1990 the BSE crossed the 1000 mark for the


first time. It crossed 2000, 3000 and 4000 figures in 1992.

The reason for such huge surge in the stock market was the

liberal financial policies announced by the then financial

minister Dr. Manmohan Singh. The up-beat mood of the

market was suddenly lost with Harshad Mehta scam. It came

to public knowledge that Mr. Mehta, also known as the big-

bull of Indian stock market diverted huge funds from banks

through fraudulent means. He played with 270 million

shares of about 90 companies. Millions of small-scale

investors became victims to the fraud as the Sensex fell flat

shedding 570 points. To prevent such frauds, the

Government formed The Securities and Exchange Board of

India, through an Act in 1992. SEBI is the statutory body that

controls and regulates the functioning of stock exchanges,

brokers, sub-brokers, portfolio managers investment

advisors etc. SEBI oblige several rigid measures to protect

the interest of investors. Now with the inception of online

trading and daily settlements the chances for a fraud is nil,

says top officials of SEBI.

India, after United States hosts the largest number of listed

companies. Global investors now ardently seek India as their

preferred location for investment. Once viewed with

scepticism, stock market now appeals to middle class Indians

also. The past incidents that led to growing interest among

Indian middle class are the initial public offers announced by

Tata Consultancy Services, Maruti Udyog Limited, ONGC,

Reliance and big names like that. Good monsoons always

raise the market sentiments. A good monsoon means

improved agricultural produce and more spending capacity

among rural folk. The bullish run of the stock market can be

associated with a steady growth of around 6% in GDP, the

growth of Indian companies to MNCs, large potential of

growth in the fields of telecommunication, mass media,

education, tourism and IT sectors backed by economic

reforms ensure that Indian stock market continues its bull run.

The following chart shows India's average GDP growth rate

over the period of time.

Source: www.tradechakra.com

Fig.1 India's average GDP Growth rate

III. PROBLEM IDENTIFICATION

In the recent past, investments made in the Indian equity

market have seen a huge surge. Predominantly, foreign

investments in India are rising. Among the investments from

foreign nations, FIIs plays a vital role in the Indian equity

market as they are the main source of foreign investments in

India. This induced the researcher to study the relationship

between FII flows and Indian Equity market performance. The

FII's contribute a major chunk of volumes on the Indian

bourses and this in turn impacts the market moves.

This research paper studies the relationship between FIIs

investment and stock indices. For this purpose India's two

major indices i.e., Sensex and S&P CNX Nifty along with

S&P CNX 500 are selected. These indices, in a way, represent

the true picture of India's stock markets. So this paper reveals

the impact of FII on the Indian capital market. There may be

many other factors on which a stock index may depend i.e.,

Government policies, budgets, bullion market, inflation,

economic and political condition of the country, FDI, Foreign

exchange rate etc but, for this study, only one independent

variable is selected i.e., Foreign Institutional Investors (FIIs).

IV. OBJECTIVES

1. To study the Foreign Institutional Investor (FII) flows

into India and its impact on Indian equity market viz

BSE and NSE along with the S&P CNX 500 index;

2. To find the relationship between the FIIs equity

investment pattern and Indian stock indices.

V. LITERATURE REVIEW

Krishna Reddy Chittedi (2008) analyzed the performance

of the Sensex Vs.FIIs in Indian stock market. The study shows

that the liquidity as well as volatility was highly influenced by

FII flows. FIIs are significant factor determining the liquidity

and volatility in the stock market prices.

Dr.Tanupa Chakraborty (2007) has examined the Foreign

Institutional Investment (FII) flows, i.e., capital flows across

national borders, to emerging market economies (EMEs). The

empirical study has been undertaken to throw some light on

the direction of causality between FII flows and Indian stock

market returns using data on both the variables from over the

period April 1997-March 2005. The study shows that BSE

National Index return series show greater variability than net

FII flows. It may be noted that as information flows in

financial markets drive both stock market returns and

investment flows.

13

FII Flows and Indian Equity Market Performance


Mohd. Aamir Khan, Rohit, Siddharth Goyal, Gaurav

Agrawal (2010) investigated the causal relationship between

Nifty and FIIs' net investment for the period January, 1999 to

February, 2009 using daily data. Correlation between FII and

Nifty was the maximum in the bear phase as compared to all

other phases. Further they found the causality between Nifty

returns and FIIs net investment. Granger Causality

highlighted unidirectional relationship of Nifty over FIIs

during each phase in the long run. Variance decomposition

and impulse response functions determined the short term

causal relationship which reveals that there was only positive

unidirectional causality from Nifty to FIIs. No reverse

causality was observed in any phase.

Paramita Mukherjee, Suchismita Bose and Dipankor

Coondoo (2002) explored the relationship of Foreign

Institutional Investment (FII) flows to the Indian equity

market with its possible covariates based on a daily data-set

for the period January 1999 to May 2002. Some interesting

results: viz., (1) the FII net inflow is correlated with the return

in Indian equity market and the former is more likely to be the

effect than the cause of the Indian equity market return; (2) so

far as investment in Indian equity market is concerned,

foreign investors do not seem to be at an informational

disadvantage compared to domestic investors; and (3) the

Asian crisis marked a regime shift in the sense that in the post-

Asian crisis period the return in the Indian equity market

turned out to be the sole driver of the FII inflow, whereas for

the pre-Asian crisis period other covariates reflecting return in

other competing markets, urge for diversification etc., were

also found to be correlated with FII net inflow.

Rajesh Chakrabarti (2001) studied the FII flows to India

and analysed the FII flows and their relationship with other

economic variables and arrive at the following major

conclusions:

(a) While the flows are highly correlated with equity

returns in India, they are more likely to be the effect than the

cause of these returns; (b) The FIIs do not seem to be at an

informational disadvantage in India compared to the local

investors; (c) The Asian Crisis marked a regime shift in the

determinants of FII flows to India with the domestic equity

returns becoming the sole driver of these flows since the crisis.

Given the thinness of the Indian market and its susceptibility

to manipulations, FII flows can aggravate the equity market

bubbles, though they do not actually start them.

VI. RESEARCH METHODOLOGY

Historical data for the past 10 years have been used and

analysed to make a critical evaluation of the material. So the

research design is analytical in nature. Secondary data

collection method is used for various literatures, FII, Sensex,

Nifty & S&P CNX 500 data. Various analysis tools used in this

research are Correlation Analysis, Regression Analysis and

Simple Percentage Analysis.

VII. DATA ANALYSIS

TABLE 1 NET CHANGE IN SENSEX, NIFTY, SNP 500 AND FII (YOY)

YEAR SENSEX NIFTY SNP 500 FII

2001

-709.79

-204.5

-212.25

12795.80

2002

114.95

34.45

72.25

3629.60

2003

2461.68

786.25

758.5

30458.70

2004 763.73 200.75 273.55 38965.10

2005 2795.24 756.05 654.3 47181.20

2006 4388.98 1129.85 835.85 36539.70

2007

6500.08

2172.2

2059.65

71486.50

2008

-10639.7

-3179.45

-3058.95

-52987.10

2009

7817.5

2241.9

2033.35

83423.89

2010 3044.28 933.45 611.85 133266.00

Fig. 2 Net Change - FII Vs SENSEX

Fig. 3 Net Change - FII Vs NIFTY

14

P. Karthikeyanand T. Mohanasundaram


Fig. 4 Net Change - FII Vs S&P CNX 500

1. FII VS SENSEX (YOY)

The data includes 10 observations of yearly Sensex and

FIIs in a decade.

There is positive effect of FII on Sensex and the correlation

coefficient is 0.790 which is high. This means that Sensex has

a positive relation with FII and also the significance is low.

The regression coefficient is 0.6241 which reflects 62.41%

variability in Sensex with the independent variable (FII) and

the level to which FII affects the Sensex over the year. The

standard error comes out to be 3306.84 which is very high and

so it means that the deviation from the mean value is very high.

This does not mean the relation is false but we can say that the

error in linear relation is high.

There is positive effect of FII on nifty and the correlation

coefficient is 0.795 which is high. This means that nifty has a

positive relation with FII and also the significance is low. The

regression coefficient is 0.6316 which reflects 63.16%

variability in Nifty with the independent variable (FII) and the

level to which FII affects the Nifty over the year.

TABLE II CORRELATION - FII VS SENSEX (YOY)

NET CHANGE

IN SENSEX

NET CHANGE

IN FII

NET CHANGE IN SENSEX

Pearson Correlation

1 0.790

Sig. (2-tailed)

0.007

N

10 10

NET CHANGE IN FII

Pearson Correlation

.790 1

Sig. (2-tailed)

.007

N 10 10

TABLE III REGRESSION – FII VS SENSEX (YOY)

Regression Statistics

Multiple R

0.789999

R Square

0.624099

Adjusted R Square 0.577112

VIII. CORRELATION AND REGRESSION

2. FII VS NIFTY (YOY)

TABLE IV CORRELATION – FII VS NIFTY (YOY)

NET CHANGE

IN FII

NET CHANGE IN NIFTY

NET CHANGE IN FII Pearson Correlation

1 0.795

Sig. (2-tailed) 0.006

N 10 10

NET CHANGE IN NIFTY

Pearson

Correlation

.795 1

Sig. (2-tailed)

.006

N

10 10

TABLE V REGRESSION – FII VS NIFTY (YOY)


Multiple R

0.794721

R Square

0.631581


There is positive effect of FII on nifty and the correlation

coefficient is 0.795 which is high. This means that nifty has a

positive relation with FII and also the significance is low. The

regression coefficient is 0.6316 which reflects 63.16%

variability in Nifty with the independent variable (FII) and the

level to which FII affects the Nifty over the year.

3. FII VS S & P CNX 500 (YOY)

NET CHANGE

IN FII

NET CHANGE

IN S&P CNX 500

NET CHANGE IN FII

Pearson

Correlation

1

0.765

Sig. (2-tailed)

0.010

N

10

10

NET CHANGE IN S&P CNX 500

Pearson Correlation

.765

1

Sig. (2-tailed)

.010

N 10 10

TABLE VII REGRESSION – FII VS S&P CNX 500(YOY)


Multiple R

0.764668

R Square

0.584717


There is positive effect of FII on S&P CNX 500 and the

correlation coefficient is 0.765 which is high. This means that

S&P CNX 500 has a positive but not strong relation with FII

and also there is significance between the two. The regression

coefficient is 0.5847 which reflects 58.47% variability in S&P

CNX 500 with the independent variable (FII) and the level to

which FII affects the S&P CNX 500 over the year.

15

FII Flows and Indian Equity Market Performance


TABLE VI CORRELATION – FII VS S&P CNX 500 (YOY)

IX. OUTCOME OF THE STUDY

FIIs have positive relationship with Indian equity market,

but they do no have strong impact on the stock market. Though

there is a positive relationship between FII flows and equity

market movements, Indian equity market is not fully

depending upon FIIs as the regression score is not too high.

Domestic investors may concentrate equally on other

variables like Inflation, Interest rate, Government policy etc

along with FII flows as they also influence the market

movements.

X. CONCLUSION

In developing countries like India, foreign investment

avenues provide a channel through which country can have

access to foreign capital. This study concludes that FIIs are not

the only determinant to have any significant impact on the

Indian Stock Market but there are other factors like

government policies, budgets, bullion market, inflation,

economical and political condition, etc. The research may be

extended by using the data on daily or monthly basis which

may give more accurate and detailed results.

REFERENCES

[1] Aamir Khan, Rohit, Siddharth Goyal, and Gaurav Agrawal,

“Investigation of Casuality Between FII's Investment and Stock Market

Returns”, International Research Journal of Finance and Economics,

Vol. 40, 2010.

[2] Bose Suchismita and Coondoo Dipaankar, “The Impact of FII

Regulations in India”, International Journal of Financial Market

Trends, Vol. 30, 2005.

[3] Chakrabarti, “FII Flows to India: Nature and Causes”, Journal of

Foreign Institution Investments, Vol. 27, 2001.

[4] Krishna Reddy Chittedi, “Volatility of Indian Stock Market and FII's”,

The India Economic Review, Vol.5, No.31, 2008.

[5] Tanupa Chakraborty, “Foreign Institutional Investment Flows and

Indian Stock Market Returns - A Cause and Effect Relationship Study”,

Indian Accounting Review, Vol. 11, No.1, pp 35-48., 2007.

[6] D. Ilangovan and M. Tamilselvan, “Extra Mileage In Foreign

Investment in Resurging India”, International Journal of Foreign Money

Supply Management, Vol. 28, 1997.

[7] K. S. Chalapati Rao, M R Murthy and K V K Ranganathan: “Foreign

Institutional Investments and the Indian Stock Market”, Journal of

Indian School of Political Economy, Vol . 11, No.4, 1999.

[8] Paramita Mukherjee, Suchismita Bose & Dipankor Coondoo, “Foreign

Institutional Investments in the Indian Equity Market”, ICRA Money and

Finance, 2002.

[9] M.T. Raju and Ghosh Anirban, “Stock Market Volatility – An

International Comparison”, Research on Indian Stock Volatilit, Vol 14,

2004.

[10] P. Samy Chella and Murugan Bala, “A Study on Capital Stock Market

Movement in India – Present Scenario”, European Business Review,

Vol 15 , 2006.

[11] S. Sivakumar, “FIIs: Bane or boon?”, Journal of Stock Market Volatility ,

Vol. 34, 2003.

16

P. Karthikeyanand T. Mohanasundaram


An Investigation into Work Postures of Workers Engaged in Casting Industry: A Study in India

Lakhwinder Pal Singh Department of Industrial and Production Engineering, Dr. B.R. Ambedkar National Institute of Technology,

Jalandhar - 144 011, Punjab, India.E-mail : [email protected]


Abstract - Casting industry in India is appreciably providing

employment to more than 5 million people. These are various

jobs which may cause musculoskeletal disorders among the

working generation. Awkward posture, lifting, forceful

movements and manual work at rapid rate contribute to

musculoskeletal disorders. Present study is focused on assessing

the work posture of workers engaged in different actives of

casting units. A video film was recorded in real postures during

the various actives performed by the workers. Snaps were

cropped after an interval of 10 second for each of the activity. The

work postures were evaluated using OWAS, RULA and REBA

tools. As per the OWAS assessment, 17% workers required

immediately corrective measures and 46% workers needed to

correct their postures as soon as possible. In RULA assessment

reveals that workers at high and medium risk levels were 64%

and 22% respectively. In REBA assessment 27% workers were at

very high, 34% workers were high and 32% workers were at

medium risk levels. This paper is restricted to only posture

analysis on observation based, however application of

ergonomics posture could was suggested to the workers.

Awkward postures and manual material handing in the

workplace should be eliminated. These industries must adopt

ergonomics techniques and low cost automation so that

workload can be reduced and efficiency can be increased to affect

the organizational cost and the society as a whole.

Keywords : Work Posture in SMEs, Services, Design for Quality.

I. INTRODUCTION

Ergonomics enhances human performance including the

health, safety and productivity of workers. The International

Ergonomics Association (IEA) defines ergonomics as; the

scientific discipline concerned with the understanding of

interactions among humans and other elements of a system,

and the profession that applies theory, principles, data and

methods to design in order to optimize human well-being and

overall system performance. Indians live in an ocean of bad

ergonomic design. Sadly, almost all good ergonomic design

seen in our country is of foreign origin (Gupta, 2004). There is

an amazing lack of awareness and knowledge about this field

even today. It is the professional and ethical duty of all

designers to keep ergonomics above all other considerations,

and ensure that the interaction between their design and its

final user does not become unpleasant, difficult to use

(difficult to reach and clean too), confusing, tiring, illegible,

unintelligible, mistake-prone, harmful or dangerous even in

the smallest possible way (Gupta, 2004). Shikdar & Al-

Hadhrami (2007) reported that flexibility in workstation set-

up can eliminate the anthropometric and ergonomic problems

of fixed workstations and boost the operator's performance.

Erdinc & Vayvay (2008) reported that ergonomics

interventions that enhance employee performance lead to

better quality in manufacturing. Other study by

Balasubramanian et al. (2011) reported safe driving places

importance on cognitive aspects, such as perception,

vigilance, reasoning, judgment as well as efficient motor

skills. Cognitive fatigue brings about a loss of attentiveness in

drivers, which could be detrimental; decrease in attentiveness

can be measured using electroencephalogram (EEG) signals.

Balasubramanian et al. (2011) provided a single measure of

the ergonomic assessment in terms of several factors (e.g.

posture, biomechanical forces, environmental, etc.)

collectively contributing to ergonomic impairments. This

integrated score provides a clearer picture of the risk involved

in the job and hence it can be used as a basis for prioritizing

operations for ergonomic interventions.

For many years it has been possible to observe the reasons

behind injuries in small scale and medium scale industries. In

these industries casting process is a physically demanding

occupation, the work operations often involve lifting heavy

objects, moving and carrying equipment and awkward

working postures, all of which are risk factors for back injuries

and other musculoskeletal disorders (MSDs). Manual material

handling has been known to be one of the prime causes of

musculoskeletal disorders (MSDs). The small and medium

scale enterprises (SMEs) do not only have contribution in

growth of national economy but in spite of all progress bad

occupational status, too.

The objective of this study is to analyse the working

postures of workers engaged in various processes of small

scale casting industry. The study used three assessment tools

like Ovaku Work posture Analysis (OWAS), RULA (Rapid

Upper Limb Assessment) and REBA (Rapid Entire Body

Assessment), and recommended the changes to be made in the

body posture while working.


OWAS is a method for the evaluation of postural load

during work. The OWAS method is based on a simple and

systematic classification of work postures combined with

observations of work tasks. The method can be applied for the

development of a workplace or a work method, to reduce its

musculoskeletal load and to make it safer and more

productive (Karhu et al. 1977).

RULA was developed earlier by McAtamney and Corlett,

1993, to provide a rapid objective measure of musculoskeletal

risk caused by mainly sedentary tasks where upper body

demands were high; where work related upper limb disorders

are reported. RULA assesses the posture, force and movement

associated with sedentary tasks such tasks include computer

tasks, manufacturing or retail tasks where the worker is seated

or standing without moving about. This tool requires no

special equipment in providing a quick assessment of postures

of the neck, trunk and upper limbs along with muscle function

and the external loads experienced by the body. A coding

system is used to generate an action list which indicates the

level of intervention required to reduce the risks of injury due

to physical loading on the operator.

REBA (Rapid Entire Body Assessment) was developed by

Hignett, S. and McAtamney, L. 2000, to provide a quick and

easy observational postural analysis tool for whole body

activities (static and dynamic giving musculoskeletal risk

action level. The development of REBA is aimed to divide the

body into segments to be coded individually with reference to

movement planes. It provides a scoring system for muscle

activity caused by static, dynamic, rapid changing or unstable

postures. It reflects that coupling is important in handling of

the loads but may not always be via the hands. It also gives an

action level with an indication of urgency.

II. LITERATURE SURVEY

Manual material handling is one of the major causes of

severe industrial injury. Foundries are an industry where

manual material handling is performed routinely. For the last

four decades various studies have been conducted on

assessment of health related problems and musculoskeletal

disorders (MSD). One of the study on women workers in a

woollen textile factory found that pain and fatigue are the

major problems for the women in the spinning section. The

study recommended that ergonomic factors such as provision

of backrest and frequent rest periods could remediate the

musculo-skeletal symptoms (Karhu et al. 1977).

Visual discomfort has a high prevalence for Visual

Display Unit (VDU) workers. In three different prospective

epidemiological studies, correlation between Visual

discomfort and average pain intensity in the neck and

shoulder were studied. Three different prospective

epidemiological studies have shown that there is a clear

indication of a relationship between visual discomfort and

pain in the neck and shoulder (McAtamney et al. 1993). In an

anthropometric survey was carried out for female agricultural

workers from north-eastern India, it appeared that most body

dimensions are higher in the middle age group and lower with

higher age groups and hence, there is a great scope of

improving the agricultural tools (Hignett et al. 2000). The

musculo-skeletal disorders (MSDs) in Chinese restaurant

cooks were studied using National Health Insurance data. The

most affected body parts was low back with epicondyle and

elbow at highest risk (Karhu et al. 1977). The highest

prevalence was reported in lower back, knees and upper back

and recommendations were made for elimination of awkward

postures and manual material handling (Moen, S. Torp, 2005) .

A relationship between work-related factors and disorders in

neck-shoulder and low-back region among male and female

ambulance personnel was studied. Technical improvements

such as design of ambulance vehicles were needed to facilitate

physically demanding tasks along with psychosocial work

environment in the ambulance service (Singh et al. 2010).

Cleaning is associated with high physical and psychosocial

workloads and musculo-skeletal disorders related to it were

studied. A few studies concern equipment design, working

environments and factors affecting individual workers. A need

to conduct research on cleaning tools/equipment, working

environments and individual risk factors is apparent Singh et

al. 2008). The Strain Index to Analyze Jobs for Risk of Distal

Upper Extremity Disorders was developed. Three different

studies have shown that it is capable of identifying jobs with

no distal upper extremity morbidity as “safe” and jobs with

distal upper morbidity as “hazardous.” The results provide

evidence of the Strain Index's generalizibility and predictive

validity (Fredericks et al. 2008). A study was conducted to

modify an existing data reduction method for directly

quantifying physical exposures during variable non-cyclic

work. CEVA (Clustered Exposure Variation Analysis) is a

useful modification of EVA (Exposure Variation Analysis) for

contrasting the non-cyclic work typical of understudied

industries like construction. A simplification of

electromyography with summary measures such as CEVA

provides a comprehensible, yet accurate measure of forceful

exertions during work tasks (Hutchinson TP, 2008). This study

investigated the effects of implementing or improving

occupational H&S management on the work environment,

H&S-related behavior and musculoskeletal health of workers

in small and medium-sized companies. The satisfactory result

was come out in companies with improved H&S management

from baseline to follow-up reported increased satisfaction

18



with the H&S activities at the garage; improved support from

management and colleagues; improved health-related support

and control; and increased participation in H&S activities

(Metgud et al. 2008). OWAS method of postural analysis

classifies that the postures adopted by the workers while

performing the tasks of casting and grinding are very

awkward. The frequency of load lifting in these workers is

much more and thus it further puts the workers into more

stressed conditions of work (Kilbom et al .2001). According to

the Strain Index method the workers of small scale forging

industry were found with higher risk of distal upper

extremities disorders (DUE) (

III. MATERIAL AND METHOD

The study was carried out in a small scale casting unit in

Punjab and observations were made in different sections of the

casting unit. It was observed that in various casting operations

like pattern making, mould making, core making, molding,

sand preparation, and molten metal pouring etc, people are

dealing with hazardous postures. Few problem areas were

identified based on observation made over the operations and

operating conditions. A video film was recorded on different

casting operations with the emphasis over the each activity.

After recording the video, the snapshots were cropped after

every ten seconds of time gap. The snapshots of 100 in

numbers were cropped in such a way that a range of postures of

body parts in the activities were clear to observe. The

snapshots were analyzed to fill the scores in OWAS, RULA

and REBA; score sheets (Figure 1-3). As a protocol of the

study, the first step was overall body posture assessment using

OWAS method. The jobs with the involvement of high risk

were numbered higher and those with less risk involvement

were numbered 1. Immediate corrective actions and necessary

changes were recommended for activities numbered higher to

avoid any risk. The upper limbs mainly arms and wrist of (both

the sides; left and right) posture was assessed using RULA

score sheet; the range of movement for each body part is

divided into sections. These sections are numbered so that the

number 1 is given to the range of movement or working

posture where the risk factors present are minimal. Higher

numbers are allocated to parts of the movement range with

more extreme postures indicating an increasing presence of

risk factors causing load on the structures of the body segment.

The exposure scores according to RULA were divided into

four exposure categories: negligible, low, medium and high.

Medium and high risk actions should be urgently addressed to

reduce the level of exposure of risk factors. For those activities

where whole body and limbs motion needs to be assessed

REBA was used which is also a pen paper technique. In REBA

the body parts are divided into sections and each body part is

scored according to its range of movement. Higher scores are

Krause et al. 2004).

Fig.1 OWAS score sheet

Fig. 2 RULA score sheet

Fig. 3 REBA score sheet

19



given to the body parts where presence of risk factors are more

and lower scores are given to those where presence of risk

factors are minimal. The REBA scores were divided into five

categories: negligible, low, medium, high and very high.

Medium, high and very high needed an immediate action to

avoid any musculoskeletal disorder.

IV. RESULTS AND DISCUSSION

The scores obtained from three risk analytical tools are

tabulated in terms of risk level, action and percentage of

workers using left or right hand. Table 1 reveals scoring data of

OWAS analytical tool, 17% workers are working in very bad

working place and working methods and therefore corrective

measures should be taken immediately. Data shows that 46%

and 17% workers are involved in various operations and

therefore corrective measures should be taken as soon as

possible and in the near future and 20% workers have

satisfactory working conditions and therefore no corrective

measures is to taken. Table II shows scoring data of RULA

analytical tool, 61.40% workers using left hand and 67.82%

workers using right hand are exposed to high level of risk and

MSDs. These adopted an awkward posture and an

investigation is needed to do the operations effectively and

TABLE I RISK LEVEL DETERMINED USING OWAS

OWAS Score

Action

No. of Workers

% of Workers

1

No corrective measures

20

20.00

2 Corrective measures in the near future 17 17.00

3 Corrective measures as soon as possible 46 46.00

4 Corrective measures immediately 17 17.00

Total 100

TABLE II RISK LEVEL DETERMINED USING RULA

this posture should be change immediately. Similarly, 25%

and 13.60% workers using left hand and 19.54% and 12.64%

workers using right hand are exposed to medium and low

level of risk respectively. From these data sets it is

recommended as soon change should be done and

investigates further to do work effectively. Table II shows

scoring data of REBA analytical tool, 26.40% and 27.70%

workers using left hand and 35.20% and 33.70% workers

using right hand are exposed to very high and high level of

risk respectively. From these data sets it is recommended as

immediate necessary and soon change should be done to

reduce level of exposure to risk and MSDs. Similarly, 32.90%

and 32.50% workers using left hand and 5.50% and 6.10%

workers using right hand are exposed to medium and low

level of risk respectively. From these data sets it is

recommended as necessary actions have to be taken and for

second data set it may be necessary to take further actions.

RULA Score Risk Level Action No. of Workers % Workers

L

R

L

R

1-2 Negligible

Acceptable

-

-

3-4 Low

Investigate further

12

11

13.60

12.64

5-6 Medium

Investigate further and change soon

22

17

25.00

19.54

7 High

Investigate and change immediately

54

59

61.40

67.82

Total 88 87

TABLE III RISK LEVEL DETERMINED USING REBA

REBA score

Risk Level

Action

No. of Workers

% Workers

L

R

L

R

1

Negligible

None necessary

-

-

- -

2-3

Low

May be necessary 05

05

05.50

06.10

4-7

Medium

Necessary

30

27

32.90

32.50

8-10 High Necessary soon 32 28 35.20 33.70

11-15 Very high Necessary now 24 23 26.40 27.70

Total 91 83

20



Fig. 4 Workers Performing various activities in awkward postures

TABLE. IV PROCESS-WISE DISTRIBUTION OF OWAS SCORE

ProcessScores

1 2 3 4

Mould making

4 5 10 7

Mould lifting

9 4 20 2

Pattern making

1 1 5 -

Molten metal lifting/carrying to mould box

2 1 3 -

Molten metal pouring

4 6 8 8

The entire process of casting unit can be categorized as

five main processes which are mould making, mould lifting,

pattern making, molten metal lifting to mould box, molten

metal pouring. According to OWAS, no awkward posture and

high level of risk are found in pattern making process and

molten metal lifting/ carrying to mould box process. In mould

making process 41.17% workers are at high risk and

therefore, corrective measures need to be taken immediately.

Similarly, 21.73% workers are at medium risk, 29.41%

workers are at low risk l and 20% workers are at negligible

risk level and corrective measures need to taken accordingly.

In case of mould lifting 11.76% workers are at high risk,

43.47% workers at medium risk, 23.52% workers at low risk

and 45% workers at negligible risk level. Similarly, in pattern

making process 10.86% people are at medium risk, 5.88% are

at low risk and 5% are at negligible risk. In molten metal

lifting to mould box process 6.52% people are at medium risk,

5.88% are at low risk and 10% are at negligible risk. In

process of molten metal pouring about 47.05% employees are

under severe level of risk which is a big count, so immediate

actions are needed. Similarly, 17.39% workers are at medium

level of risk, 35.29% are at low level of risk and 20% are at

negligible level of risk. Thus, according to severity of job

postures the corrective measures are needed.

TABLE V PROCESS-WISE DISTRIBUTION OF RULA SCORE

Process

Scores

1-2 3-4 5-6 7

L R L R L R L R

Mould making

-

- - - 9 6 13 15

Mould lifting

-

- 8 8 3 3 17 19

Pattern making

-

- - - 4 2 2 5

Molten metal lifting to mould box

-

- - - 2 1 4 5

Molten metal pouring

-

- 4 3 4 5 17 20

According to RULA, in this casting unit in mould making

process 24.74% workers are at high risk, therefore a keen

investigation is needed and posture should change

immediately. Also, in this process 38.09% workers are at

medium risk level, therefore further investigation is needed. In

process of mould lifting with the help of mechanical

equipments 31.84% workers are at high level of risk, 15.63%

are at medium level of risk and 69.69% are at low level of risk.

The corrective actions are recommended accordingly.

Similarly, in process of pattern making only 6.08% workers are

at high level of risk, and only 14.97% workers are at medium

level of risk, and therefore suitable actions are in demand. In

process of molten metal lifting/carrying to mould box 7.93%

workers are engaged in jobs with awkward postures and are at

high level of risk, likewise 7.48% people are at medium level

of risk. In molten metal pouring about 32.68% employees are

doing their jobs at the cost of health having adverse effect on

body causing MSD's so, at high risk level, hence some

remedial actions, automation and ergonomics techniques

should be adopted. In the same process 23.79% workers are at

medium risk level and 30.30% are at low level of risk.

According to REBA, 59.59% workers from mould making

process are at very high level of risk, that's why remedial

actions and initiative steps should be taken immediately and

28.12% workers are at high level of risk, so actions should be

taken soon. Similarly 15.73% workers are at medium risk level

and 20% workers are at low risk level. In the process of mould

lifting 12.77% workers are at very high risk, 41.51% workers

are at high risk, 36.84% workers are at medium level of risk

and 70% workers are at low level of risk and thus as per

severity of risk necessary actions have to be taken. The process

of pattern making involve 4.25% employees at very high risk

level, 11.60% employees at high risk level and 5.36%

employees at medium level risk. Molten metal lifting to mould

box is the process involve a long movement with heavy

workload, about 4.25% workers engaged in this process are

working at very high level of risk and therefore ergonomics

training, conveyer techniques and other necessary actions are

to be taken. In this process 6.69% workers are at high level of

21



risk and 10.55% are at medium level of risk. In the other

process of molten metal pouring which is to be mentioned as

quite laborious work 42.56% workers are at very high level of

risk among all the workers under this category. Similarly

13.61% workers are at high level of risk and 31.47% workers

are at medium level of risk. The remedial action should be

taken for the people at high level of risk as soon as possible.

TABLE VI PROCESS WISE DISTRIBUTION OF REBA SCORE

Process

Scores

1 2-3 4-7 8-10 11-15

L

R

L

R

L

R

L R L R

Mould making

-

-

1

1

5

4

10 7 7 7

Mould lifting

-

-

3

4

11

10

14 11 3 3

Pattern making

-

-

-

-

1

2

4 3 1 1

Molten metal lifting to mould box

-

-

-

-

3

3

2 2 1 1

Molten metal pouring - - - - 10 8 3 5 10 10

V. CONCLUSION

This study reveals that the workers of in small and medium

scale enterprises (SMEs) are at high risk of musculoskeletal

disorders. Awkward postures and manual material handing in

the workplace should be eliminated & small and medium scale

industries should adopt ergonomics techniques and

automation techniques like installation of mechanical aids

such as pneumatic lifts, conveyors, and/or automated material

handling equipment will undoubtedly decrease the risk of

injuries and musculoskeletal disorders (MSDs) for workers

employed by foundries and therefore workload can be

reduced and efficiency can be increased to put the effect to

organizational cost and the society as a whole. It is

recommended as the distance of carrying molten metal in

crucibles should be diminished and there should be a proper

training of metal pouring by ergonomics techniques and well

defined plant layout.

REFERENCES

[1] V. Balasubramanian, A. Adalarasu and A. Gupta, “EEG based

analysis of cognitive fatigue during simulated driving”, International

Journal of Industrial and Systems Engineering , Vol. 7, No.2 pp. 135 -

149, 2011.

[2] V. Balasubramanian, TT. Narendran, V.S. Praveen, “RBG risk scale: an

integrated tool for ergonomic risk assessments”, International Journal

of Industrial and Systems Engineering,Vol. 8, No.1, pp. 104 - 116,

2011.

[3] P. Chandna, S. Deswal, A. Chandra, An anthropometric survey of

industrial workers of the northern region of India , 2010.

[4] O. Erdinc, O.Vayvay, “Ergonomics interventions improve quality in

manufacturing: a case study”, International Journal of Industrial and

Systems Engineering, Vol. 3, No. 6 pp. 727 - 745, 2008.

[5] L. McAtamney and E.N. Corlett, “RULA: a survey method for the

investigation of work related upper limb disorders”, Applied

Ergonomics, Vol. 24, pp. 91-99, 1993.

[6] S. Hignett and L.McAtamney, “Rapid Entire Body assessment

(REBA)”, Applied Ergonomics, Vol. 31, pp. 201- 205, 2000.

[7] O. Karhu, P. Kansi and I.Kuorinka, “Correcting working postures in

industry: a practical method for analysis. Applied Ergonomics, Vol.8,

No.4, pp. 199-201.

[8] S. Moen Torp, “The effects of occupational health and safety

management on work environment and health: A prospective study”,

Faculty of Health Science, Vestfold University College, Department of

Public Health and Primary Health Care, Norway, 2005.

[9] L.P.Singh, A. Bhardwa, K.K. Deepak and S. Sahu, “Small & medium

Scale Casting and Forging Industry in India: an ergonomic study,

Ergonomics, Vol. 22, No.1, 2010.

[10] L.P.Singh, A. Bhardwaj, K.K.Deepak and S. Shahu, “ Evaluation of

Work Strain on Workers Working in Small Scale Forging Industry,”

Journal of Environmental Physiology, Vol. 1, No.20, pp.83-92, 2008.

[11] T.K. Fredericks, A.R. Kumar and S. Karim, “ An ergonomic evaluation

of a manual metal pouring operation”, International Journal of

Industrial Ergonomics, Vol. 38, pp.182–192., 2008.

[12] T.P. Hutchinson, “On ratings of comfort and exertion by visual display

unit users and ratings of workplace layout and working posture by

expert ergonomists”, Applied Ergonomics, Vol. 39, No. 1, pp. 131-

132, 2008.

[13] D.C. Metgud, M.G. Mokashi, P.N. Saha and S. Khatri, “An

ergonomics study of women in a woolen textile factory for

identification of health-related problems”, Indian J. Occup Environ

Med., Vol. 12, No.1, pp. 14–19, 2008.

[14] A. Kilbom, E.V. Juntura, N.Fallentin and M.Waersted, “Evaluation of

physical workload standards and guidelines from a Nordic

perspective”, National Institute of Occupational Health Copenhagen,

Denmark, Finnish Institute of Occupational Health Helsinki, Finland,

National Institute of Occupational Health Oslo, Norway, National

Institute for Working Life Stockholm, Sweden, Scand J Work Environ

Health ,Vol. 27, pp. 21-52, 2001.

[15] N.Krause, Rs.Rugulies and S.L. Syme, 'Physical Workload, Ergonomic

Problems, and Incidence of Low Back Injury: A 7.5-Year Prospective

Study of San Francisco Transit Operators”, Department of Medicine,

University of California, San Francisco, National Institute of

Occupational Health, Denmark, Department of Epidemiology and

Biostatistics, School of Public Health, University of California,

Berkeley”, American Journal of Industrial Medicine, Vol. 46, pp.570-

585, 2004.

22



A Study on Occupational Stress Among Teachers in Selective Engineering Colleges Affiliated to Anna University

of Technology, Trichy1 2C. Muthuvelayutham and H. Mohanasundaram

1DODE, Anna University of Technology Coimbatore, Coimbatore – 641 047, Tamil Nadu, India2Sengunther B-School for Women,Tiruchengode - 637 205, Tamil Nadu, India

E-mail :[email protected](Received on 25 September 2011 and accepted on 28 December 2011)

Abstract - This study focus on finding out the perceived level of

occupational stress among teachers in selective engineering

colleges affiliated to Anna University of Technology, Trichy.

Stress is the major factor which affects the health and efficiency

of a teacher. So the researcher prepared a questionnaire to

measure the level of occupational stress among teachers. For

conducting the survey twenty eight colleges having crossed five

years were chosen to collect samples. Out of the total (2065)

population 422 teachers having completed two years of service

in their present institution were circulated questionnaire for

data collection. Collected data were analysed through SPSS

software. Finally researcher found that some socio-

demographic variables have an impact on occupational stress

index of teachers. So the management should take necessary

steps to reduce occupational stress among teachers because it

will result in increased job satisfaction and quality of education.

Keywords: Engineering College, Faculty Members,

Occupational Stress

I. INTRODUCTION

It is the known fact that pressure is the part of all work

situation and pressure, which can lead to stress that in turn,

undermine performance, adversely affects the health and also

has a negative impact on personal and social life.

Stress is an inevitable and unavoidable component of life

due to increasing complexities and competitiveness in living

standards. The speed at which change is taking place in the

world today is certainly overwhelming and breathe taking. In

the fast changing world of today, no individual is free from

stress and no profession is stress free. Everyone experiences

stress, whether it is within the family, business, organization,

study, work, or any other social or economical activity. Stress,

long considered alien to Indian lifestyle, is now a major health

problem / hazard.

II. REVIEW OF LITERATURE

Research conducted in the United Kingdom (UK), Unites

States of America (USA), Australia and New Zealand has

identified several key stressors commonly associated with

stress among academic staff. These include work overload,

time constraints, lack of promotion opportunities, inadequate

recognition, inadequate salary, changing job role, inadequate

management and/or participation in management, inadequate

resources and funding and student interactions (Blix, Cruise,

Mitchel, & Blix, 1994; Boyd & Wylie, 1994; Cross & Carroll,

1990; Daniels & Guppy, 1994; Doyle & Hind, 1998; Kinman,

1998).

Kinman (1998), in her survey for the Association of

University Teachers (AUT), suggests that the impact of the

changing nature of the academic's work and the resulting work

overload, longer working hours, and job insecurity has led to

increased stress in this occupational group. Research and

publication demands ( Blix, Cruise,Mitchell& Blix, 1994) as

significant sources of job stress.

Teacher stress has been viewed as an interactive process

which occurs between teachers and their teaching environment

which leads to excessive demands being placed on them and

resulting in physiological and psychological distress (Forlin &

Hattie, 1996). The consequences of stress include health

problems and reduction in work performance effectiveness

(Quick & Quick, 1984).

Salami (2006) also identified heavy workload, working

under pressure, large classes, students' disruption of lectures

and delayed and inadequate salaries as sources of stress among

college of education lecturers in Nigeria. In fact, a bit of stress

is necessary to gain outstanding success. Because of this,

successful people are those who convert their stress to creative

energy and creative power (Krüger, 1993).

Various studies have highlighted that time pressure with

regards to administrative demands and excessive paper work

are major sources of stress for teachers, as there is inadequate

time for preparation; unrealistic deadlines imposed and issues

concerning the workload of teachers (Dinham, 1993;

Kyriacou, 2001; Louden, 1987; Pithers & Soden, 1999; Punch

& Tuetteman, 1996).

Certain demographic and career faculty characteristics are

considered to affect job-related stress and, consequently job


performance. These characteristics may be characterized as

either personal or professional in nature. Some of these

personal characteristics may include age, gender, and marital

status. Professional characteristics may include teaching

field, academic rank, tenure status, and years of service at an

institution (Bayer & Braxton, 1998; Gmelch, Wilke, &

Lovrich, 1986; Happ & Yoder, 1991; Iiacqua, Schumacher, &

Li, 1995; Jenkins, 1996; Thomspon & Dey, 1998).

TABLE I AGE VS OCCUPATIONAL STRESS INDEX - TEACHERS

OSI Sum of Squares

df Mean Square

F Sig.

I often have headaches and migraines

Between Groups

12.926 3 4.309 2.718 .044

Within Groups

662.732

418

1.585

Total

675.659

421

I feel tired even when I wake

after an adequate sleep

Between Groups

15.654

3

5.218

3.464 .016

Within Groups

629.721

418

1.507

Total

645.374

421

Having repetitions in teaching assignments

Between Groups

9.292

3

3.097

2.629 .050

Within Groups

492.473

418

1.178

Total

501.765

421

Lack of information about what is going on

Between Groups

14.600

3

4.867

4.598 .004

Within Groups

442.452

418

1.058

Total

457.052

421

Lack of time to undertake research

Between Groups

16.961

3

5.654

4.520 .004

Within Groups

522.852

418

1.251

Total

539.813

421

Assignment of

duties that take me away from my office

Between Groups

8.633

3

2.878

2.663 .048

Within Groups

451.765

418

1.081

Total

460.398

421

Frequent changes in Management policies

Between Groups

10.970

3

3.657

3.704 .012

Within Groups 412.613 418 .987

Total 423.583 421

I often make complaints with colleagues about work related things

Between Groups

10.201 3 3.400 2.733 .043

Within Groups 520.017 418 1.244

Total 530.218 421

Organizational policies, the structure and the climate of the

organization, physical conditions and process are the basic

factors of stress in the organization (Luthans,1994). Kahn and

Cooper (1993) also indicate that limited opportunities for

advancement, insufficient performance feedback,

performance assessment measures being inadequate and

biased control systems and culture within the organisation,

may be perceived as potential stressors.

24

C.Muthuvelayutham and H.Mohanasundaram


III. METHODOLOGY

To analyse the perceived level of occupational stress

among teachers in selective engineering colleges affiliated to

Anna University Trichy, the researcher has used descriptive

research design. Descriptive research studies are concerned

with describing the characteristics of a particular individual,

or a group (C.R.Kothari, 2007). For conducting the survey

twenty eight colleges having crossed five years were chosen to

collect samples. Out of the total population faculty members

having completed two years of service in their present

institution were circulated questionnaire. There are 2065

teachers working with two years of experience in present

institution during 2011. Out of which 422 samples were

collected from the list. Here the researcher has used stratified

random sampling to collect the samples from the universe. For

collecting the data researcher has used questionnaire where he

has categorized the questions into two perspectives

(demographic variables, occupational stress index) which will

enable the researcher to understand and analyse the perceived

level of occupational stress among teachers. Finally the

researcher has used SPSS software for analyzing the data and

the results are interpreted on the basis of outputs.

IV. ANALYSIS AND INTERPRETATIONS

H : There is no significant difference between the age 0

group(s) with that of occupational stress index of teachers.

H : There is a significant difference between the age 1

group(s) with that of occupational stress index of teachers.

From the above Table I it is inferred that in one-way

ANOVA, the total variation is partitioned into two

components. Between groups represents variation of the

group means around the overall mean and within groups

represents variation of the individual scores around their

respective group means, significance indicates the

significance level of the F-test. Small significance value

(<.05) indicate group difference, from the above table, it is

inferred that the significance level is observed to be less than

.05. Hence, null hypothesis is rejected and alternate

hypothesis is accepted and inferred that there is a significant

difference observed between the age with that of

occupational stress index of teachers.

TABLE II ANOVA RESULT FOR THE SEX AND OCCUPATIONAL STRESS INDEX - TEACHERS

OSI Sum of Squares

df Mean

Square F Sig.

I often have headaches and migraines

Between Groups 17.383 1 17.383 11.091 .001

Within Groups 658.275 420 1.567

Total

675.659

421

I feel that I do not have enough time for teaching preparation

Between Groups 7.858

1

7.858

5.754

.017

Within Groups 573.592

420

1.366

Total

581.450

421


Between Groups

8.700

1

8.700

7.411

.007

Within Groups

493.065

420

1.174

Total

501.765

421

Teaching large classes / more students

Between Groups

6.737

1

6.737

5.309

.022

Within Groups

532.981

420

1.269

Total

539.718

421


Between Groups

6.101

1

6.101

4.889

.028

Within Groups

524.117

420

1.248

Total 530.218 421

25

A Study on Occupational Stress Among Teachers in SelectiveEngineering Colleges Affiliated to Anna University of Technology, Trichy


From the above Table II, it is inferred that the significance

level is observed to be less than 0.05. Hence, null hypothesis is

rejected and alternate hypothesis is accepted and inferred that

there is a significant difference observed between the sex with

that of occupational stress index of teachers.

From the above Table III, it is inferred that the significance

level is observed to be less than.05. Hence, null hypothesis is


there is a significant difference observed between the

educational qualifications with that of occupational stress

index of teachers.

TALBE III ANOVA RESULT FOR THE EDUCATIONAL QUALIFICATION AND OSI - TEACHERS

OSISum of Squares

dfMean

SquareF Sig.

It is difficult to achieve my career goals in this organisation

Between Groups

18.693

3

6.231

4.283 .005

Within Groups

608.143

418

1.455

Total

626.836

421


Between Groups

12.723

3

4.241

3.117 .026

Within Groups

568.727

418

1.361

Total

581.450

421

Inadequate facilities (office, library, labs)

Between Groups

15.580

3

5.193

3.702 .012

Within Groups 586.449 418 1.403

Total 602.028 421

TABLE IV ANOVA RESULT FOR THE DEPARTMENTS AND OCCUPATIONAL STRESS INDEX - TEACHERS

OSI

Sum of Squares

df

Mean Square

F Sig.

I find myself grinding my teeth

Between Groups 13.074 3 4.358 3.795 .010

Within Groups 479.988 418 1.148

Total

493.062

421

It is difficult to achieve my career goals in this organisation

Between Groups

18.433

3

6.144 4.221 .006

Within Groups

608.404

418

1.456

Total

626.836

421


Between Groups

24.753

3

8.251 6.195 .000

Within Groups

556.698

418

1.332

Total

581.450

421

Increased caffeine intake (coffee, tea, etc.)

Between Groups

36.619

3

12.206 9.102 .000

Within Groups

560.585

418

1.341

Total

597.204

421

Teaching large classes / more students

Between Groups

20.552

3

6.851 5.516 .001

Within Groups

519.166

418

1.242

Total 539.718 421

Insufficient institutional recognition and support for research

Between Groups 18.987 3 6.329 5.304 .001

Within Groups 498.759 418 1.193

Total 517.746 421

26



From the above Table IV, it is inferred that the significance




departments with that of occupational stress index of teachers.

27



From the above Table V, it is inferred that the significance




designations with that of occupational stress index of teachers.

OSI

Sum of Squares

df

Mean Square

F Sig.


Between Groups

17.669

4

4.417

3.267 .012

Within Groups

563.781

417

1.352

Total

581.450

421

Receiving inadequate salary to meet financial needs

Between Groups

13.962

4

3.491

2.784 .026

Within Groups 522.910 417 1.254

Total 536.872 421

TABLE V ANOVA RESULT FOR THE DESIGNATION VS OCCUPATIONAL STRESS INDEX - TEACHERS

From the above Table VI, it is inferred that the significance




designations with that of occupational stress index of teachers.

From the Table VII, it is inferred that the significance level

is observed to be less than.05.Hence, null hypothesis is


there is a significant difference observed between the lecture

hours with that of occupational stress index of teachers.

V. FINDINGS

1. There is a significant difference observed between

the age with that of occupational stress index of

teachers.


the sex with that of occupational stress index of

teachers.


the educational qualifications with that of

occupational stress index of teachers.


the departments with that of occupational stress

index of teachers.


the designations with that of occupational stress

index of teachers.


the teaching experiences with that of occupational

stress index of teachers.


the lecture hours with that of occupational stress

index of teachers.

VI. SUGGESSIONS

Occupational stress among teachers can be reduced when

the following areas are addressed: Health problems,

repetitions in teaching assignments, not enough time for

teaching preparations, assignment of duties that take me away

from my college, frequent changes in policies, poor

interpersonal relationship, heavy work load, resource

constraint, insufficient recognitions and support for career

growth, inadequate salary.

VII. CONCLUSION

From the above findings it is concluded that some socio

demographic variables have an impact on occupational stress

index. Management should focus on how the perceived level

of occupational stress among teachers can be reduced because

it will result in increased job satisfaction and quality of

education. Finally the management the faculty the students'

community will benefit when the occupational stress among

teachers are reduced.

28



TABLE VI ANOVA RESULT FOR THE TEACHING EXPERIENCE AND OSI - TEACHERS

OSI Sum of

Squares df

Mean

SquareF Sig.

I work hard but accomplish little

Between Groups 12.934 4 3.234 2.366 .052

Within Groups

569.919

417

1.367

Total

582.853

421


Between Groups

18.685

4

4.671 3.461 .008

Within Groups

562.765

417

1.350

Total

581.450

421

Feeling pressure to compete with my colleagues

Between Groups

13.131

4

3.283 2.989 .019

Within Groups

458.044

417

1.098

Total

471.175

421


Between Groups

13.271

4

3.318 2.832 .024

Within Groups

488.495

417

1.171

Total

501.765

421

Lack of information about what is going on

Between Groups

13.471

4

3.368 3.166 .014

Within Groups

443.581

417

1.064

Total

457.052

421

Behavioral Problems (students) in classrooms

Between Groups

14.710

4

3.678 3.222 .013

Within Groups

476.003

417

1.141

Total

490.713

421

Assignment of duties that take me away from my office

Between Groups

14.690

4

3.673 3.436 .009

Within Groups

445.708

417

1.069

Total

460.398

421

Insufficient institutional recognition and support for research

Between Groups

13.155

4

3.289 2.718 .029

Within Groups 504.592 417 1.210

Total 517.746 421


Between Groups 15.423 4 3.856 3.123 .015

Within Groups 514.795 417 1.235

Total 530.218 421

29



TABLE VII ANOVA RESULT FOR THE LECTURE HOURS AND OCCUPATIONAL STRESS INDEX - TEACHERS

OSISum of Squares

dfMean

SquareF Sig.

Feeling pressure to compete with my colleagues

Between Groups

7.487

2

3.744

3.383 .035

Within Groups

463.688

419

1.107

Total

471.175

421

Excessive paperwork

Between Groups

7.912

2

3.956

3.283 .038

Within Groups

504.840

419

1.205

Total

512.751

421

Frequent changes to timetable or courses

Between Groups

9.203

2

4.601

4.081 .018

Within Groups

472.392

419

1.127

Total 481.595 421

REFERENCES

[1] G. Kinman, Pressure points: A survey into the causes and

consequences of occupational stress in the UK academic and related

staff. London: Association of University Teachers, 1998.

[2] A.E. Bayer and J.M. Braxton, “The Normative Structure of

Community College Teaching: A Marker of Professionalism”,

Journal of Higher Education, Vol. 69, pp. 187- 206, 1998.

[3] C. Forlin, G. Douglas and J. Hattie, “Inclusive practices: How

accepting are teachers?”, International Journal of Disability,

Development and Education, Vol. 43, No.2, pp. 119-133, 1996.

[4] J.C. Quick and J.D.Quick,Organizational stress and preventive

management. New York: McGraw-Hill, 1984.

[5] J.A. Iiacqua, P. Schumacher and H.C. Li, “Factors Contributing To

Job Satisfaction in Higher Education”, Education,Vol. 116, pp. 51-62.

[6] C. Kyriacou, “Teacher stress: Directions for future research”,

Educational Research, Vol. 53, No.1, pp. 27-35, 2001.

[7] S.O.Salami, “Management of Stress Among Trainee-Teachers

Through Cognitive Behavior Therapy”, Personality Study and Group

Behaviour, Vol. 26, pp. 1-25, 2006.

[8] C. Doyle , and P. Hind, “Occupational Stress, Burnout and Job Status

in Female Academics”, Gender, Work and Organisations, Vol.5, pp.

67-82,1998.

[9] C. McInnis, “Change and Diversity in Work Patterns Of Australian

Academics”, Higher Education,Vol. 8, pp. 105-117, 1999.

[10] A.G. Blix, R.J. Cruise, B.M. Mitchell and G.G. Blix, “Occupational

stress among university teachers”, Educational Research, Vol. 36,

pp.157-169, 1994.

[11] S. Forrest and E. Jepson, “Individual Contributory Factors in Teacher

Stress: The Role of Achievement Striving and Occupational

Commitment”, British Journal of Educational Psychology, Vol. 76,

pp.183-197,2006.

[12] R. Lewis, “Teachers coping with the stress of classroom discipline”,

Social Psychology of Education, Vol.3, pp.155-171, 1999.

[13] R.L. Kahn and C.L. Cooper, Stress in the Dealing Room: High

performers under pressure, Routledge: London and New York., 1993.

[14] F.Luthans, Organizational behavior. Boston: Mc Graw Hill

Publishing, 1994.

HRM Practices in NRI Medical Sciences and General Hospital in Guntur District, Andra Pradesh

V. Tulasi Das and 1 2Department of HRM, Deapartment of Commerce & Business Administration,

Acharya Nagarjuna University. Guntur - 522 510, Andhra Pradesh, India E-mail: [email protected]

(Received on 28 September 2011 and accepted on 07 January 2012)

1 2V. Krishna Reddy

, [email protected]

Abstract - Deregulation of services and the application of new

technologies are presenting considerable challenges to service

quality, especially in healthcare services. Health care service

quality is crucial to the patient and the hospital / clinic. To

deliver the quality services to patients, the quality of human

resources is essential. The quality of human resources depends

upon the quality of Human Resource Management (HRM)

practices been practicing by the organization. Therefore,

keeping in view the significance acquired by the HR practices,

the present research work entitled HRM Practices in NRI

Medical Sciences and General Hospital in Guntur district of

Andhra Pradesh was undertaken. The HR practices at NRI

Medical Science and General Hospital yielding positive results

and make the organizations as the well result oriented.

Keywords: HRM Practicies, Medical Sciences, General

Hospital

I. INTRODUCTION

Health is above wealth, a proverb was effective

yesterday, it is effective today and it would remain effective

tomorrow or even a day after tomorrow. This is due mainly to

the fact that a sound health is a pre-requisite for a healthy and

sound mind. The accelerated pace of economic

transformation, we can image the contributions of human

beings and to improve the quality and strength of human

beings, we estimate high the contribution of healthcare

services. Deregulation of services and the application of new

technologies are presenting considerable challenges to

service quality, especially in healthcare services. Healthcare

service quality is crucial to the patient and the hospital /

clinic. Healthcare hospitals / clinics use service quality in

maintaining competitive advantage and patients use

healthcare service quality to differentiate between hospitals

and doctors. The quality concept applies in several different

areas in healthcare services i.e. sanitation, medical, clinical,

pharma, ICU, emergency, post operation of the patient,

inpatient, outpatient services etc. To deliver the quality

services to patients, the quality of human resources is

essential. The quality of human resources depends upon the

quality of Human Resource Management (HRM) practices

been practicing by the organization.

II. OBJECTIVES OF THE STUDY

Therefore, keeping in view the significance acquired by

the HR practices, the present research work entitled HRM

Practices in NRI Medical Sciences and General Hospital in

Guntur district of Andhra Pradesh was undertaken with the

following specific objectives.

1. To examine the socio-economic profile of the

respondents of Employees of NRI;

2. To study the perception of employees towards

various aspects of HR Practices; and

3. To forward certain conclusions based on findings

arrived.

III. HYPOTHESIS

The study was carried out with the basic presumption that

there is no systematic HR practices been practising in NRI

Medical Sciences and Hospitals.

IV. METHODOLOGY OF THE STUDY

To fulfil afore said objectives, the data were collected both

primary sources as well as secondary sources. The secondary

data were collected from the various journals, books,

periodicals and web. The primary data were collected with

support of well designed questionnaire from the sample

respondents. The sample consisted of 75 respondents working

in NRI organization. The sample size consisted of various

departments in the hospital. The data were collected

personally by the researcher, using the non-probability

incidental sampling with an assurance that the information

obtained would be kept confidential. The data were collected

with an assumption that they would possess an accurate and

comprehensive perception of the HRM practices employed.

The sole purpose of this sampling was to get an honest picture

of the HRM practices of the organization. Employee's

perception towards different aspects of HR practices were

analysed through Analysis of Variance (ANOVA) Standard

Deviation etc., with experiences as the basic factor. The

results arrived at by analysing the data have been discussed in

the paper.


V. REVIEW OF THE LITERATURE

It has been already been accepted both in domestic and

international markets that employees can be an important

source of competitive advantage for corporations (Peteraf,

1993). Therefore, it is critical that corporations adopt

Human Resources Management (HRM) policies and

practices that utilize the particular employee's potential to

the fullest (Boxall & Purcell, 2000; Grant, 1996). Thorough

recruitment and selection processes, effective compensation

systems, extensive training and development activities,

adequate job satisfaction and employment security all impact

positively on the overall business and performance of a

corporation. It has also been found that if HRM is linked to the

overall business of an organization, it may further enhance the

performance of the organization (Pfeffer, 1998). Moreover,

due to the complexity of managing people from different

socio-economic and cultural background, it is argued that the

way global employees are managed will also have a

significant impact on a firm's economic outcome (Bjorkman

& Xiucheng, 2002). However, it has been noted that few

organizations know how to manage HR effectively in a

dynamic global environment because best practices in one

context do not always translate to other contexts with differing

socio-economic conditions and cultures (Chilton, 1993).

Human Resources (HR) are usually considered as one of

the most valuable assets in an organization, but only few

organizations generate real benefit out of this resource

(Pfeffer, 1998). The resource-based view of the firm poses that

superior performance is the result of the proper and timely mix

of corporate resources including HR. It follows then that

Human Resource Management (HRM) practices may lead

to higher firm performance and act as a source of long-lasting

competitive advantage because these practices are usually

ambiguous, often unique and difficult to imitate (Wright,

Duford & Snell, 2001).

Despite the general applicability of HRM theories, HRM

practices carry a significant amount of local flavors. In any

particular nation, HRM practices will be rooted in the

country's historical, political, social and political differences

(Tanure & Duarte, 2005). Tayeb (1998) claims that as opposed

to universal aspects, locally meaningful aspects of HRM are

based on employee's work-related values and attitudes. These

deep rooted values and attitudes have a strong association

with the employee's occupational, cultural and social

backgrounds.

A growing body of empirical research has examined the

effect of HRM practices on organizational performance

(Vlachos, 2008). The list of HR practices that can affect

employees individual, as well as the organization's

performance either independently or in bundles is quite long.

However, not every HR practice can be a source of sustained

competitive advantage (Ahmad & Schroeder, 2003; Cardon &

Stevens 2004; Guest 1997). In order to examine the effect of

HR practices on employee and organizational performance in

the NRI context, we have chosen to examine the key HRM

practices as proposed by Pfeffer (1998), Ahmad and Schroeder

(2003) and Aycan (2005). A number of studies have been

conducted in different settings to test the relationships

between the stated HR practices and organizational

performance. Many studies have found that significant

relationships exist between the stated HR practices and

organizational performance (Vlachos, 2008). Ahmad and

Schroeder (2003) conducted a study to generalize the

findings of impact of HR practices proposed by Pfeffer

(1998) on operations management across countries and

industries. Their findings provide overall support for Pfeffer's

proposed HR practices.

VI. DATA ANALYSIS AND INTREPRETATION

A. Socio-Economic Profile of the Respondents

The data were presented in the Table 1 shows that the

Socio-Economic profile of the respondent employees of NRI.

Age: The data were presented in the table shows that about

32% of employees were in the age group of 16 – 30 years.

Nearly about 43% were in the age group of 31 – 45 years. This

shows that majority of the respondents were belongs to middle

age group and experienced people were working with NRI.

Sex: Majority of the (64%) employee respondents were

female, while only 36% were male. This indicates that, the

female dominate in the service sector in extended services to

people.

Educational Background: The data presented in the table

shows that 56% of the total respondent having the educational

level up to graduation, while 29% of the respondents with

above graduation level education, where the remaining

studied up to SSC level. This indicates that majority of the

employees have qualified up to graduation level of education.

More the qualifications, more the chances to understand about

the organizational human resource practices.

Experience: The data were presented in the table reveals

that majority of the respondent employees were up to five

years of experience. About 32% of the respondents having the

experience of in between six to 15 years. It is interesting to

note that about six respondents were having the job experience

of more than 15 years.

31



Monthly Income: The data were presented in the table

shows that 56% of employees with low monthly income up to

Rs. 25,000 per month, while 28% of the total respondents

having monthly income of between Rs. 25,001 to 50,000 per

month and about 12% of the respondents having the monthly

income of between Rs.50,001 to 75,000. This shows that

employees at NRI were enjoying attractive salaries.

B. Recruitment and Selection at NRI

In the HRM system, the selection and recruitment process

has an important place. Proper selection and recruitment

processes can ensure that the right people, with desirable

characteristics and knowledge, are in the right place, so that

they fit with the culture and climate of the organization

(Aycan, 2005). In addition, identifying the right employees in

the first place can decrease the cost of employees

Socio-Economic Profile

Number of Respondent

Percentage

Age (Years)

16 – 30 24 32

31 – 45 32 43

46 – 60 19 25

Gender

Male 37 36

Female 48 64

Qualifications

Up to SSC

11 15

Up to Graduation

42 56

Above Graduation

22 29

Experience (in years)

Up to 5 years

37 49

6 to 10 years

18 24

11 to 15 years

14 19

More than 15 years

06 08

Monthly Income

(in Rupees)

Up to 25,000

42 56

25,001 to 50,000

21 28

50,001 to 75,000

09 12

More than 75,000 03 04

training and development. In addition, organizations have to

attract skillful employees whose values and goals are

consistent with the organization.

TABLE I SOCIO-ECONOMIC PROFILE OF THE RESPONDENT

AT NRI MEDICAL COLLEGE AND HOSPITAL.

TABLE II METHOD OF RECRUITMENT PRACTICED

BY NRI HOSPITAL AND MEDICAL COLLEGE

Socio-Economic Profile

Number of Respondent

Percentage

Age (Years)

16 – 30 24 32

31 – 45 32 43

46 – 60 19 25

Gender

Male 37 36

Female 48 64

Qualifications

Up to SSC 11 15

Up to Graduation 42 56

Above Graduation 22 29

Experience (in years)

Up to 5 years

37 49

6 to 10 years

18 24

11 to 15 years

14 19

More than 15 years

06 08

Monthly Income

(in Rupees)

Up to 25,000

42 56

25,001 to 50,000

21 28

50,001 to 75,000

09 12

More than 75,000

03 04

In NRI Academy of Sciences, main sources of recruitment

are casual applications, applications through present

employees and paper publications. For recruitment of freshers,

we mostly depend on casual applications and applications

through the present employees. For recruiting clerks/computer

operators/ data entry operators, short listed candidates will be

called from the applications we have already received and

their computer skills will be tested mainly in MS Office. If

they are good in computer skills, they will be interviewed to

know their back ground and salary expectation. If they are

acceptable to the terms and conditions of our Institute, they

will be appointed on probation for a period of six months. If

their services are good, they will be absorbed in regular service

with scale.

32



TABLE III SELECTION TOOLS AND TECHNIQUES FOLLOWED BY THE NRI

ANOVAANOVA

Tools & Techniques Number of Respondents

Percentage

Tests

--

--

Interview

07

9.34

Test and Interview

34

45.33

Reference Check

--

--

Medical Examination

--

--

All the above 34 45.33

F-ratio 1.98

F-crit

2.68

P Value 0.124

Sum of Squares df

Mean Square F Sig.


3

4.977

1.988 124

Within Groups

177.737 71

2.503

Total 192.667 74

For recruiting Officers/Managers, advertisement will be

given in largest circulated daily papers calling applications

f rom the sui table candidates . After receiving

applications/resumes/Curriculum Vitae, they will be

examined by HR department and short list will be prepared.

After that they will be called for interview. Selection board

consists of Dean, Principal, Medical Superintendent and

Subject expert will interview the candidates and select the

suitable candidate for the posts.

For recruiting major posts such as Chief Administrative

Officer, Chief Financial Officers, Chief Executive Officer,

Hospital Administrators, paper advertisement will be given in

largest circulated news papers of different languages in South

India. Selection board as stated supra will select the suitable

candidate. While selecting candidates, age, previous

experience, salary expectation will be taken into

consideration. For recruiting technicians such as Lab

technicians, Ophthalmology technicians, X-ray technicians,

Respiratory technician etc, our paramedical college students

will be preferred. House Keeping and Security services have

been outsourced. Respective contractors look after their day -

to-day work. The above ANOVA test results show that at 0.05

level is not significant hence we accept the null hypothesis and

reject the research hypothesis and it can be inferred that there

is no variance in Selection Tools and Techniques Followed by

the NRI by linking experience.

TABLE IV OPINION ON RECRUITMENT POLICY AND SELECTION

Opinion Number of Respondents

Percentage

Good

28

37.33

Satisfactory

34

45.33

Average

07

9.34

Poor 06

8

Can’t say -- -- F-ratio 6.18 F-crit

2.76

P Value 0.001

Sum of Squares df

Mean Square F Sig.

Between Groups

401.398 3

133.799

6.186 .001

Within Groups 1535.749 71 21.630

Total 1937.147 74

The data were presented in the table reveals that majority of

the respondents (45%) express their satisfaction on

recruitment and selection process been practiced in NRI.

About 37% felt the process was good. Where 9% and 8% have

expressed their opinion as average and poor respectively. The

analysis of the table clearly pictures out that majority of the

employees in NRI have perceived that the recruitment and

selection practices were good and satisfactory. The above

ANOVA test results show that at 0.05 level is significant hence

we accept the research hypothesis and reject the null

hypothesis and it can be inferred that there is positive HR

practices on Recruitment Policy by linking experience in NRI

hospital.

C. Job Security at NRI

In today's fiercely competitive world where employees

are hired and fired instantly based on a company's needs, job

security has emerged as one of the most important issues to

employees around the world. Job security helps to create an

environment of confidence among employees which

reinforces their commitment to the company (Pfeffer, 1998).

W hen companies do provide job security, it can have a positive

impact on the company's performance. This relates to the

notion that job security both increases an employee's

commitment, and has a significant effect on an employee's

level of motivation as well (Nohria et al., 2008).

Ahmad and Schroeder (2003) found that job

security also affects operational performance of an

33

HRM Practices in NRI Medical Sciences And General Hospital in Guntur District, Andra Pradesh


Sum of Squares

dfMean

SquareF Sig.

3.989

3

1.330 2.716 .051

Within Groups

34.758

71

.490

Total 38.747

74

Between Groups

organization indirectly through organizational commitment.

In their study of 101 foreign companies operating in Russia,

Fey et al. (2000) also found that job security improves

company performance. Delery and Doty (1996) studied the

US banking sector and found significant support for a positive

relationship between job security and organizational

performance (Vlachos, 2008).

Job security is particularly important to the employees

because they want to avoid the risk of losing their jobs.

In collectivist cultures, losing a job is considered as a discredit

to the employees. Most of the time, the cause of the job loss

is irrelevant to other members of the group. Hence, in the

collectivist cultures, employees are often motivated to put

considerable effort in their jobs to make sure that they are not

fired or laid off. In the NRI context, job security is one of the

most important elements for employee motivation. People

put considerable effort into making sure that their job is

secure.

TABLE V OPINION ON JOB SECURITY AT NRI HOSPITAL AND MEDICAL COLLEGE

Level of Satisfaction

Number of

Respondents Percentage

Highly Secured

48

64.00

Secured 17 22.67

Not Secured

10

13.33

Can’t Say

--

--

F-ratio

2.716

F-crit 2.68

P Value 0.051

ANOVA

Assurance (or lack of it) that an employee has about the

continuity of gainful employment for his or her life. Job

security usually arises from the terms of the contract of

employment, collective bargaining agreement, or labor

legislation that prevents arbitrary termination, layoffs, and

lockouts. It may also be affected by general economic

conditions. Job security is a must to every employee to work

freely without any stress. In NRI Academy of Sciences, there

is job security. The employees working here feel it like a

government job. Nobody has been terminated or removed

from the organization so far. There are no retrenchments also.

The above ANOVA test results show that at 0.05 level is

significant hence we accept the research hypothesis and reject

the null hypothesis and it can be inferred that there is positive

HR practices on job security by linking experience in NRI

hospital.

D. Training and Development

Training and development activities have been identified

as crucial to organizational growth and survival in today's

competitive world (Dee Saa-Davis, 2006). Training

programs increase employee skills, which has a direct impact

on employee productivity (Huselid, 1995). In addition,

training is an effective way to overcome the factors that

decrease employee job performance and satisfaction (Xiao,

1996). Like job security, training and development requires

a certain degree of reciprocity: a company that

continuously trains and develops its employees is actually

increasing the market value of its employees, which affects

employees productivity, commitment and may decrease the

motivation to quit the company (Vlachos, 2008). In the NRI

context, providing adequate training not only equips the

employees with necessary knowledge and skills to perform

their assigned duties but also makes the employees more

loyal and committed to the company due to the perception that

the company has done them a favor by allowing them to get

adequate training.

TABLE VI METHOD OF TRAINING PRACTICED AT NRI

HOSPITAL AND MEDICAL COLLEGE

Method of TrainingNumber of

RespondentsPercentage

On the job methods

68

90.67

Off the job methods

07

9.33

F-ratio 2.883

F-crit 2.68

P Value 0.042

ANOVA

Sum of Squares

dfMean

SquareF Sig.

Between Groups 6.290 3 2.097 2.883 042

Within Groups 51.630 71 727

Total

57.920 74

34



Sum of Squares

dfMean Square

F Sig.

Between Groups 19.614 3 6.538 12.591 0.000

Within Groups

36.866 71 0.519

Total

56.480 74

In NRI Academy of Medical Sciences, only new recruited

trainees involved in training. Those who are selected as trainee

Lab Technicians will be trained in our Labs. Senior

technicians will guide them in doing tests. Likewise

technicians in other departments such as bio-medical,

Operation Theatres, Cathlabs, will be properly trained by the

HOD's as well as senior technicians, so that they will be able to

do work on their own within a short span of time. As soon as a

fresher is recruited, they will be sent to the department for

which he is selected and appointed as a trainee with a

probation period of 6 months. After successful completion of

probation, their service will be regularized. Before

completion of probation, they will be given full fledge

training. Then only they will be regularized. Every employee

needs training. Without training, human resources cannot be

utilized in a proper way. Majority of the time the organization

been practiced on the job training methods in extending

training for their employees.

The above ANOVA test results show that at 0.05 level is

significant hence we accept the research hypothesis and reject

the null hypothesis and it can be inferred that there is positive

HR practices on training and development by linking

experience in NRI hospital.

E. Decentralization / Team Work

Decentralization and teamwork are critical to

organizational competitiveness and innovativeness (Lau &

Ngo, 2004; Mivvis, 1997). Team activities not only

improve cooperation and communication among

employees, but also create an appropriate work culture

(Kaya, 2006). In most contemporary organizations more and

more employees are required to work in teams and make joint

decisions to meet team and organizational goals (Aycan,

2005). Ahmad and Schroeder (2003) assert that effective

team working requires professional people skills, including a

deep understanding of aptitudes, abilities, and personal traits

of team members.

Tata and Prasad (2004) found that decentralization and

teamwork promotes employee commitment and creates a

sense of attachment to the organization. A number of studies

identified decentralization and teamwork as important high-

performance HRM practices (Pfeffer, 1998; Wagner, 1994,

Singer & Daval, 2000). In a study of differential outcomes of

team structures for workers, supervisors and middle managers

in a large telecommunications company, Butt (2004) found

that participation in decentralized teams was associated

with significantly higher level of employment security

and satisfaction for workers. In the NRI context, employees

prefer teamwork and decentralized decision making.

F. Information Sharing

Information sharing has emerged as a significant HR

practice in contemporary organizations. Sharing information

on both the individual and company performance fosters

organizational openness. This in turn enhances loyalty and

trust of the employees to the company which results in

enhanced motivation and co-operative behaviors (Grzelak,

1988; Stone, 1998). Aycan(2000) asserts that

communicating performance data on a routine basis help

employees to improve and develop. In the absence of any

feedback, employees may perceive to have a satisfactory

performance when in reality they don't (Choe et al., 1999).

Besides, information sharing leads to organizational

transparency that helps to enhance employee commitment and

reduce turnover (Ahmad & Schroeder, 2003). In his study,

Morishimo (1991) found a positive association between

information sharing, and productivity and profitability. In the

NRI context, employees accept the fact that not all

information will be shared with them by their superiors and

there will be a certain degree of lack of transparency in

information sharing.

TABLE VII OPINION OF EMPLOYEES ON INFORMATION SHARING AT NRI HOSPITAL AND MEDICAL COLLEGE

OpinionNumber of

the Respondents

Percentage

Very Frequently

11 14.67

Frequently 19 25.33

If Necessary

37 49.33

Never Share

08 10.67

Can’t Say

-- --

F-ratio

12.591

F-crit

2.68

P Value

0.000

ANOVA

35



The data were presented in the above table comprehended

that majority of the respondents (49%) have to share the

information if necessary. About 25% and 15% stated that they

have share the information frequently and very frequently

respectively. Whereas only 11% of the total respondents

expressed their opinion that they have never share the

information. The analysis of the table discloses that

employees working in the NRI have to share the information if

necessary and frequently. The above ANOVA test results show

that at 0.05 level is significant hence we accept the research

hypothesis and reject the null hypothesis and it can be inferred

that there is positive HR practices on information sharing by

linking experience in NRI hospital.

G. Compensation Policy

Performance-based compensation is one of the most

important HR practices that companies use to evaluate and

reward employees (Colin & Clark, 2003). Many studies have

found that there is a positive link between performance-based

compensation and employees performance (Cardon &

Stevens, 2004). Empirical studies on the relationship between

performance related pay and company performance have also

found a positive relationship (Singh, 2005). Uen and Chien

(2004) identified performance-based compensation and

merit-based promotion as ingredients in company's

incentive systems that encourage employees

performance and higher commitment level. In the NRI

context, employees do not resist the fact that differential

salaries and benefits are paid to different employees based on

subjective decisions of the top management rather than paying

salaries and benefits based on a structured compensation

policy.

Individualism and collectivism can also play an important

role in deciding what kind of reward system a company

should adopt. As opposed to a focus on individual

performance and the related pay-for-performance system, in

collectivistic cultures, there is a strong emphasis on group-

based rewards (Glushinos, 1988). As individual differences

are downplayed in collectivistic cultures, the equality

principle in compensation and reward systems is very

significant (Aycan, 2005). Indirect compensation which

includes benefits and allowances offered by an organization is

also subject to cross-cultural variations. Hao and Von Glinow

(1995) found a strong positive correlation between

collectivism and flexible benefit plans. Preferred benefits for

collectivist cultures include welfare programs such as

contribution to children education fund, housing loan, etc

(Sparrow and Budhwar, 1997). In NRI Academy of Sciences,

Incentives are provided only to the Pharmacists basing on the

sales and profit. They are not providing any incentive to the

employees working in other departments.

TABLE VIII EMPLOYEE SATISFACTION WITH OVERALL

COMPENSATION POLICY OF NRI HOSPITAL AND MEDICAL COLLEGE

Level of Satisfaction

Number of Respondents

Percentage

Highly Satisfied

1824

Satisfied 34 45.33

Not Satisfied

16

21.33

Dissatisfied

07

9.34

Can’t Say

--

--

F-ratio 3.670

F-crit 2.68

P Value 0.016

ANOVA

Sum of Squares df

Mean Square F Sig.


3

2.688 3.670 .016

Within Groups 52.015 71 .733

Total 60.080

74

The data were presented in the above table reveals the

satisfaction of employees of NRI on overall wage and

compensation policy, been practiced in NRI. Out of the total

respondents about 45% have satisfied with the current wage

and compensation policy. Nearly 24% have highly satisfied

and only 21% were dissatisfied with the existing wage and

compensation policy of NRI. Hence, proper policy should be

designed to satisfy all the employees of the organization to

relive dissatisfactions and make them better performed. The

above ANOVA test results show that at 0.05 level is significant

hence we accept the research hypothesis and reject the null

hypothesis and it can be inferred that there is positive HR

practices on overall compensation policy by linking

experience in NRI hospital.

VII. CONCLUSION

This paper has discussed six salient HR practices (i.e.

compensation policy, job security, training and

development, selection and recruitment, decentralization

and team work and job security) at NRI Medical Sciences

and General Hospitals. The HR practices at NRI Medical

Science and General Hospital yielding positive results and

make the organizations as the well performed. In some

practices they must take extra care to make the organization as

better competitive positioning. Furthermore, these indicators

are believed to have a significant impact on employee

36



expectations in the context of NRI. Future quantitative

analysis is proposed to identify specific employees cognitive

and behavioral outcomes of job satisfaction, commitment and

motivation as these are significantly affected by the identified

elements of HR practices.

REFERENCES

[1] S. Ahmad, and R.G.Schroeder, “The Impact of Human Resource

Management Practices on Operational Performance:

Recognizing Country and Industry Differences”, Journal of

Operations Management, Vol. 21, pp.19 - 43, 2003.

[2] Z. Aycan, “The Interplay Between Culture and Institutional/Structural

Contingencies in Human Resource Management Practices”,

International Journal of Human Resource Management, Vol.16,

No.7, pp.1083-1119, 2005.

[3] I. Bjorkman and F. Xiucheng, “Human Resource Management and the

Performance of Western firms in China”, International Journal of

Human Resource Management, Vol. 13, No.6, 2003.

[4] P. Boxall and J. Purcell, J, “Strategic Human Resource Management:

W here Have W e Come From and Where Should W e be

Going?”, International Journal of Management Reviews, Vol. 2,

No.2, pp. 183- 203, 2000.

[5] M.S. Cardon and C.E. Stevens, “Managing Human Resources in

Small Organizations: W hat Do W e Know?”, Human Resource

Management Review, Vol.14, pp. 295- 323, 2004.

[6] K. Chilton, “Lincoln Electric's Incentive System: Can it be Transferred

Overseas?”, Compensation and Benefits Review, Vol, 25, No.6, pp.

21-30, 2008.

[7] B.A. Friedman, “Globalization Implications for Human Resource

Management Roles”, Employee Response Rights Journal, Vol.19,

pp.157-171, 2007.

[8] R.M. Grant, “ Prospering in Dynamically-Competitive

Environments: Organizational Capability as Knowledge Integration”,

Organization Science, Vol. 7, No.4, pp.375-389, 1996.

[9] A.K.Gupta and V.Govindarajan, “Converting Global Presence into

Competitive Advantage”, Academy of Management Executive: The

Thinking Manager's Source, Vol. 15, pp.45-56, 2001.

[10] M.A. Huselid, “The Impact of Human Resource Management

Practices on Turnover, Productivity a n d C o r p o r a t e

Financial Performance”, Academy of Management Journal, Vol. 38,

No.3, pp. 635–672, 1995.

[11] N. Kaya, “The Impact of Human Resource Management Practices and

Corporate Entrepreneurship on Firm Performance: Evidence of

Turkish Firms”, International Journal of Human Resource

Management, Vol. 17, No.12, pp. 2074-2090, 2006.

[12] N. Nohria, B. Groysberg and L. Lee, “Employee Motivation:A

Powerful New Model”, Harvard Business Review, Vol.86, No.7/8, pp.

78-84, 2008.

[13] M. A. Peteraf, “The Cornerstones of Competitive Advantage: A

Resource Based View”, Strategic Management Journal, Vol. 14, pp.

179-191, 1998.

[14] J. Pfeffer, The Human Equation, Boston, M.A: Harvard Business

School Press., 1998.

[15] P. Sparrow and P.C. Wu, “Does National Culture Really Matter?

Predicting HRM Preferences of Taiwanese Employees”, Employee

Relations, Vol. 20, No.1, pp. 26–56, 1998.

[16] P.R. Sparrow and P.S. Budhwar, “Competition and Change: Mapping

the Indian HRM Recipe against W orld-wide Patterns”, Journal of

World Business, Vol. 32, No.3, pp.224–243, 1997.

[17] B. Tanure and R.G. Duarte, “Leveraging Competitiveness Upon

National Culture Traits: The Management of People in Brazilian

Companies”, International Journal of Human Resource

Management, Vol. 16, No.12, pp. 2201-2217, 2005.

[18] H. Tayeb, The Management of Multicultural Workforce, University of

Edinburgh, England, 1999.

[19] M. Tayeb, “Organizations and National Culture: Methodology

Consideration”, Organization Studies, Vol. 14, pp. 429-446, 1995.

[20] D. Ulrich and W. Brockbank, The Value Proposition, Boston: Harvard

Business School Press, 2005.

[21] I. Vlachos, “The Effect of Human Resource Practices on

Organizational Performance: Evidence from Greece”, International

Journal of Human Resource Management, Vol. 19, No.1, pp. 74-97,

1998.

[22] P.M. Wright, B.B. Dunford and S.A. Snell, “Human Resources and the

Resource-based View of the Firm”, Journal of Management, Vol. 27,

pp. 701-721, 2001.

37



Is it Time to Replace Skill With Style? A Case for Studying Communication Style

Vinay Kumar Chaganti School of Management Studies, Maharaj Vijayaram Gajapati Raj College of Engineering,

Vizianagaram - 535 005, Andra Pradesh, India.E-mail : [email protected]

(Received on 05 October 2011 and accepted on 09 January 2012)

Abstract - Three terms that scholars from Interpersonal

Communication would be well-aware of are communication

skills, communication competence, and communication style. Of

the three streams, communication style seems inadequately

studied and finds itself losing the scholarly attention. While there

is very little recent literature in this stream, it looks promising to

renew the research interest and contribute to building theory.

This paper presents introductory literature on what is

communication style, makes qualitative elaborations for scholar

search results, and goes on to build a case for active study in this

area. It was a surprising finding that this construct beats the

other two in generational development, while on the contrary it

finds itself diminishing.

Keywords: Communication Style, Communication Skill,

Communication Competence, Interpersonal Communication,

Case for Study, Literature Review

I. INTRODUCTION

Ask a job seeker who sat for multiple interviews without

much success, his reason for failure. The answer is more

common than it should be, and perhaps more wrong than right:

lack of communication skill. In the daily usage, the meaning

of communication skill is trivialized to treating

communication as a trainable motor skill. That means nothing

more than understanding communication as mere information

exchange. This is not just with the case of a losing job seeker,

but with various others in diverse facets of life. The meaning

of what communication is and should be is seldom discussed,

while the need for communication skills is discoursed more

frequently. That perhaps makes the state of life worse, since

the demands on the right kind of communication is increasing,

without really any knowledge of what right communication is.

An internet search on Google Scholar for 'Communication

Skill' and 'Communication Skills' gave out a whopping 7, 14, th300 articles (browsed on 17 June, 2011). On application of

just one constraint, that is to remove all articles with 'training',

the result comes down drastically to less than a lakh; a drop of

more than 86%. This is a reason for retrospection! And even

more, a justification to the claim that the meaning of

communication today is trivialized to a trainable motor skill.

This is not to claim that training does not help one improve

one's communication, but only to indicate that what goes on

under the umbrella of communication skill has proved less

useful than it should be, for the magnitude of work that went

into it.

II. NEED FOR AN ALTERNATIVE

In an interactional setting, if one thought skill matters

most, then perhaps it is time to consider an alternative to 'skill'.

In the arena of Interpersonal Communication, scholars have

been working on two other constructs which could prove

better: communication competence and communication style.

If one had to track the genesis of these constructs in the

contemporary literature, communication skill came at around

1940s, while communication style came in late 1950s, and

communication competence in late 1960s. So on one hand, it is

not surprising that the most commonly used construct is

'communication skill', for it has existed at least a generation

longer than 'communication style'. But what is surprising is

that the pursuit of research in 'communication competence'

exceeds the effort that goes into 'communication style'. While

this is not to indicate a bias towards the study of

'communication style', there was a need for finding the reasons

why it was being subsided and if they were reasons enough.

Fig.1 Google Books Ngram

The above chart is a Google Books Ngram. It displays how

frequently a set of words have been used in all books ever

published in a certain time frame. This graph here shows the

frequency of use of the words skill, style, and competence, in

books published between 1800 and 2011. It is evident that

'style' is the most used word over skill and competence. This

does not allow the author to infer that 'style' is what is being

studied most, but definitely allows to express that 'style' is

what most general audience reads and refers to.


Fig.2 Tracks the usage of words communication skill

This is another Ngram that tracks the usage of words

communication skill, communication style, and

communication competence. While the graph here shows the

elevated use of communication skill between 1940 and 2000,

there is a steady progress that communication style and

communication competence made from mid 1960s. As on

date, Communication style is what is most frequently used in

books getting published while communication skill and

communication competence are on a steep decline. However,

it is also a matter of concern that all three constructs are

showing different degrees of decline, meaning that not

sufficient focus is being given to them, or at least not as much

as it was a decade ago. This graph also shows that the study of

'communication style' fits well within the current trend of

what the general audience is reading and referring to.

TABLE I SEARCH WITH CONDITION: ALL IN TITLE

Time Period Criteria used in Search / Search

String

Communication

Style

Communicator

Style

Communication

Competence

Communicator Competence

Communication

Skills

1951-1960

2

0

0

0

40

1961-1970

4

0

2

1

111

1971-1980

57

30

52

0

755

1981-1990

117

102

212

4

1160

1991-2000

143

57

279

2

1710

2001-2011 (10th May) 185 20 414 3 2580

Total 508 209 959 10 6356

There is one problem with the use of Google Ngram that it

is not entirely scholarly. Therefore, the case that Google

Ngram makes for the study of communication style is only

suggestive but not confirmative. One might also pose a

question that if there is more happening already in this area,

then why is there a case being made up for more of its study.

The point is that Google Ngrams is only an indication of how

frequently authors use these terms in all published books. This

in no way indicates the amount of scholarly work that goes in

this area. But one conclusion that a Ngram should support

strongly is a construct's fit with the trend.

III. WHERE THE SCHOLARLY EFFORTS ARE

To address this issue, the author reverted to another

Google technology, custom made for scholars, Google

Scholar. Google Scholar is a platform that enables scholars

across the globe to search for works and provides links where

the article may be accessed. Though full-access is not possible

through Google Scholar, since full-access comes at the

discretion of the publisher, it is useful in sourcing the abstracts

more often than not. However, in this case, the author chose to

use Google Scholar to track down the generational

development of these constructs in terms of the number of

works directly addressing the construct, and number of works

that may have at least referred to these constructs.

It is reasonable to assume that if the construct appears in

the title of a publication, then it must be in direct reference to

the construct. Thus Table I may be treated as indicative of the

number of publications in each construct in the decade

mentioned in the first column. Similarly, it is reasonable to

assume that if the construct appears in a publication

anywhere, then it must have been used making a reference to

the central theme of the paper. Hence, Table II may be treated

as indicative of the number of publications in which these

constructs are either directly dealt with or are made use of to

support, elaborate, or contradict the central theme.

To draw a comparison between communication style and

communication competence, it is paradoxical that

communication style is referred more (21563 references), but

pursued less (508 publications), while communication

competence is pursued more than communication style (959

publications) but referred less (10467 references). To conclude

that communication competence has the potential to invade

the virgin areas of this discipline may be premature, since the

number of times its works are referred is less than 50% to that

of the number of times communication style is referred. Yet at

39



the same time, one cannot promise that communication style

might have the potential to do so, because it dealt with much

lesser times by much smaller community. These numbers may

not allow a hard conclusion about the strength of the stream of

research or suggest a stream as priority. But these numbers

allow to strongly denying the criticism that communication

competence has encompassed communication style, a

criticism one of the reputed scholars made in an email

communication with the author.

Even in comparison with communication skill,

communication style definitely made a competitive progress

albeit it came a generation after. For evidence, look at Table II,

and find the number of papers that refer to the construct in

TABLE II SEARCH WITH NO CONSTRAINT

Time Period Criteria used in Search / Search

String

Communication

Style

Communicator Style

Communication Competence

Communicator Competence

Communication Skills (One Constraint:

Exclude 'training')

1951-1960

6

0

2

0

241

1961-1970

45

3

26

2

948

1971-1980

382

64

314

5

4640

1981-1990

1300

388

995

42

8560

1991-2000

4630

418

2180

64

150002001-2011 (10th May)

15200

594

6950

130

19800

Total

21563

1467

10467

243

49189

thcommunication style in the decade 2001 to 2011, 6

generation for this construct (15200 references), and compare

that with the number of papers that cite communication skill in thits 6 generation, that is the decade 1991 to 2000 (15000

references). There is a hope thus that communication style too

would pick up.

IV. THE SCHOLARLY CASE

While the Ngrams and Tables made a case for promoting

the study in communication style, it may not be sufficient until

the construct itself shows promise for theory development.

The author thus chose to scan the literature in the field and find

suitable reasons that might encourage research in this area.

TABLE III SAMPLE DISTRIBUTION

Duration (Including)

# Works in Sample

# Total Works

Sample as %

of Total

1971-1980

31

87

35.63

1981-1990 59 219 26.94

1991-2000 54 200 27.002001-May, 2011

79 205 38.54

Of all the published works in the area of communication

style including journal publications, conference proceedings,

and thesis works, the author could source the abstracts of a few

of them which served as a sample for the study. Details of the

sample are given in Table III. Total sample as a percentage of

total works published in this area is 31.36%. These abstracts

were further content analyzed to seek, sort and filter a list of

variables that are studied in conjunction with communication

style. A total of 187 variables were identified, sorted and

filtered based on their conceptual closeness. A final list of 37

variables was taken out since they were different from one

another making a reasonably mutually exclusive

representation of all variables studied together with

communication style. Some of these variables may still

appear similar the ones already in the list, and that was

allowed because of the considerable magnitude of research

done around those variables. These variables are listed here in

Table IV.

40



TABLE IV VARIABLES STUDIED WITH COMMUNICATION STYLE

Age Education Nature of Message Satisfaction

Anxiety

Effectiveness

Perceived Competence

Self-Esteem

Approachability

Environment

Perceived Control

Sex

Attention

Expectations

Perceived Outcomes

Stereotypes

Attraction

Experience

Performance

Training

Commitment Intelligence

Personality

Trust

Communion

Knowledge

Power Orientation

Values

Compliance Learning Professional Background

Credibility Medium of Communication

Reputation

Culture

Motives

Role

V. A BIOLOGICAL CASE FOR THE STUDY OF

COMMUNICATION STYLE

Social and scholarly reasons aplenty make a sufficient case

for the study of communication style. It may still be wise to

look into reasons that might have evolutionary significance

related to it. Joseph Cappella (1991) was the first in the field of

communication to have made such an observation. He

reported that most of the observations/phenomena in the field

of communication have been explained by social and

psychological means. Further, he suggested that it may be

unwise to ignore the biological origins of human behaviour if a

scholar is to understand any construct comprehensively. In

his work, he stated a few reasons why a scholar should

consider studying biological origins of communication: first,

that individuals are biological organisms and that their

behaviour at least in part is explained by their biological

constitution a debate similar to nature-nurture in personality

theories; second, focus on culture and socialization in

understanding human communication is an effort in

understanding differences, whether they be individual

differences, gender differences, status differences etc,

however, there is also a need to look at the similarities which

exist across cultures, like Ekman's work on Cross-cultural

uniformity in the display and interpretation of facial emotions;

third, the search for biological origins for a set of

phenomenon, if successful can explain the roots that are

fundamental to human behaviour that is not merely an artifact

of socialization.

Capella's work was applicable to all communication

related constructs in general. There are two ways in which

biological significance of any construct is established: first, by

studying twins to identify similarities and differences, and

second, to study those components of brain that lead to a

specific behaviour studies which broadly constitutes

themselves under cognitive sciences. There are two landmark

studies in this dimension that are related to communication

style in specific.

Horvath (1995) tried to identify if communication style

could be explained as a consequence of biological constitution

by studying the styles of identical and fraternal twins. Identical

twins carry same genetic structure, whereas fraternal twins

tend to have different genetic structures. If the communication

style of identical twins is more similar than it is in the fraternal

twins, then one has to attribute that similarity to the gene

structure carried assuming that their socialization is

comparable and similar. His observations confirmed that

genes do have an effect on communication style; that is, it can

be hereditary too. Further, his study correlated temperament

and communication styles. Other variables as per his study that

could be hereditary include sociability, activity, fearfulness,

distress, anger, openness, relaxed, communicator image. His

study clearly indicates that communication style has a

biological explanation.

Later, Bodary & Miller (2000) have studied if

communication style could be explained by the differences in

brain structures. That rationale for their study was that

communication, of any kind, has two dimensions that are

pointed out extensively in literature: content and relational

dimensions. The works of Stacks & Anderson (1989) by then

have already reached a conclusion that the left hemisphere

contributes to the content dimension and the right hemisphere

contributes to the relational dimension. As a part of the

methodology, this study classified male and female

participants into standard dominant and anomalous dominant,

based on variables such as handedness, familial sinistrality,

and hemispheric laterality. Standard dominant participants

were those who were not diagnosed with any learning disorder,

and were right-handed, where as anomalous dominant

participants were those who were either diagnosed with an

41



immune or learning disorder such as dyslexia, stuttering, and

asthma among others, and were left-handed. Communication

style preferences of standard dominant males and anomalous

dominant males were different, and so it was for the female

participants too. Anomalous dominant males reported higher

friendly, impression-leaving, animated, open, and

communicator image style scores. Standard dominant males

had the highest relaxed style scores. These results again

confirm the hypothesis that communication style has a

biological explanation to it.

VI. CONCLUSION

In this paper, the author tried to present the state of research

around communication style, explaining the reasons why it

needs more attention, perhaps more than what is given to

communication competence or communication skill. With

evidence, the paper shows that communication style has

evolutionary significance in that the construct could be

explained based on the biology of human beings, and also that

communication style is the construct that is more read and

written about in the general community. A decadal analysis of

all the three constructs has been presented. And from an

extensive literature review, a list of variables that are

commonly studied with communication style is presented. In

one sense, this paper could serve as a reference point for the

scholars intending to work in this area further.

Unlike these more researched constructs, communication

style may have just had a nominal theoretical foundation, but

the initial efforts showed directions in which theory can be

developed. The first three generations of research in this area

grew horizontally with changes in the study setting. And,

though the last couple of decades saw a dip in research interest

in this area, few recent works have retriggered an enthusiasm

that this construct needed much. For example, deVries et al

(2009) came up using a lexical method for the study of

communication styles, and Waldherr and Muck (2011)

proposed that the study of communication style may have the

theories of personality as a framework to support theory

development. Dianne, Barbara & Basma (2005) have already

expressed a surprise at how little has been done in this area and

elaborated the need for study in this discipline.

REFERENCES

[1] Dianne Hofner Saphiere, Barbara Kappler Mikk, & Basma Ibrahim

DeVries, Communication Highwire. Yarmouth, ME: Intercultural

Press, 2005.

[2] R.W.Norton, Communicator Style: Theory, Applications and Measures.

Beverly Hills, CA: Sage, 1983.

[3] R.E. De Vries, A. Bakker-Pieper, R.A. Siberg, K. Van Gameren, and M.

Vlug, “The Content and Dimensionality of Communication Styles”,

Communication Research, Vol. 36, No.2, pp.178-206, 2009.

[4] H. Flynn and S.M. Corey, “Teaching Communication Skills through the

Use of Sound Films”, The School Review, Vol. 53, No.6, pp. 348-352,

1945.

[5] R. Shinn, The effects of sensitivity training on oral communication

competence among secondary school social studies student teachers,

Dissertation Abstracts International, pp. 4319-4320. 1970.

[6] Cappella, J. N., The Biological Origins of Automated Patterns of Human

Interaction. Communication Theory, Vol.1, No.1, pp. 4-35, 1989.

[7] C.W. Horvath, “Biological Origins of Communicator Style”,

Communication Quarterly, Vol. 43, No. 4, pp.394-407, 1990.

[8] D.L. Bodary, and L.D. Miller, “Neurobiological substrates of

communicator style”, Communication Education, Vol. 49, No.1, pp.82-

98., 1991.

42



Application of SERVPERF for Rural Retailer: Reliability and

Factor Analysis 1

R. Saravanan and

1School of Management, Sri Krishna College of Technology, Kovaipudur, Coimbatore - 641 042, Tamil Nadu, India 2Department of Management Studies, N.P.R. College of Engineering & Technology, Natham - 624 401, Tamil Nadu, India

E-mail : [email protected], [email protected]


2P. Kannan

Abstract - Retail sector is the booming sector in global and Indian

economy. The Indian retail industry is divided into organized and

unorganized sectors. The Indian retail sector is highly fragmented

with 97% of its business being run by the unorganized retailers

like the traditional family run stores and corner stores. This is the

right time to know the quality of rural retailers. This study focuses

on the rural retailer's quality level through SERVPERF

measuring scale (Croin, 1992). The tool was applied for 385

respondents from rural area in Dindigal District, Tamil Nadu.

This research describe that most of the rural people are

dissatisfied with the rural retailer services. At the same time

qualification of the respondents and their position in the society

play a major role to determine the attitude towards satisfaction.

The rural retailer improves competiveness among them, and then

only they will compete with organized retailer.

Keywords: Competiveness, Threats, Quality, Organized Retailer,

SERVPERF

I. INTRODUCTION

Retailing and rural marketing both are booming the

Indian economy. Retailing currently contributes 10% of

India's GDP and 6-7% of employment opportunities

(Kalhan, 2007). Bottom of the pyramid concept clearly

shows the opportunities and advantages of the rural market.

Retailing is the interface between the producer and the

individual consumer buying for personal consumption

(Anmol Soi, 2009). Retail has traditionally been a major

sector in India employing millions of people. The Indian

retail industry is divided into organized and unorganized

sectors. Both of them have different characteristics, features,

activities and types. The Indian retail industry is estimated to

worth Rs 13-14 lakh crore in Financial year 2008 (India

Retail report 2009-IMAGES research). The country's

dynamic retail landscape presents a grand opportunity to

investors from across the globe, to use India as a strategic

business hub. With the changing face of retail, the Indian

consumer is in for a rapid transformation. With retail

spending growing at double digit, Private Final

Consumption Expenditure (PFCE) at current prices was

estimated at Rs. 26,07,584 crore in 2007-08 as against Rs.

23,12,105 crore in 2006-07 (R S Roy, 2009).

A few of the Indian & International retail brands are operating

in India currently. Pantaloon Retail, Shoppers Stop, Tata Trent

Ltd, RPG Enterprises, Landmark Group, Madura Garments,

Vivek Group, Globus, Subhiksha Trading Services, Nilgiris

Ltd., Trinethra Super Retail Ltd., Provogue Ltd., Bata India

Ltd., Archies Ltd are some of the Indian retail brands to

mention. Nine West, United Colors of Benetton, Adidas,

Mango, Pizza, Marcoricci Italy, Red Earth, Nike, TGI

Friday's, Mc Donalds, Samsonite, Promod, Lasenza, KFC,

Reebok are a few International retail brands to highlight.

A. Unorganized Retailing in Rural Area

Unorganized retailing refers to the traditional formats of

low-cost retailing, for example, the local Kirana shops, owner

manned general stores, paan / beedi shops, convenience stores,

hand cart and pavement vendors, etc. Unorganized retailing is

characterized by a distorted real-estate market, poor

infrastructure and inefficient upstream processes, lack of

modern technology, inadequate funding and absence of skilled

manpower. Therefore, there is a need to promote unorganized

retailing.

There are a total of 3,697,527 shops (retail outlets) in the

rural sector, leading to an average of 5.85 shops per village. In

Tamil Nadu and Pondicherry there are 7 or more shops per

village. The unorganized sector defined as “The

unorganized/informal sector consists of all unincorporated

private enterprises owned by individuals or households

engaged in the sale and production of goods and services

operated on a proprietary of partnership basis and with less

than ten total workers”.

The Indian retail sector is highly fragmented with 97% of

its business being run by the unorganized retailers like the

traditional family run stores and corner stores. The Indian

retail industry report pinpoint that unorganized retail have US

$ 266 billion marketing opportunities compare to organized

retail (US $14 billion) which is very high.


Shaoni Shabnam (2008) stated that since 1991, Indian

economy retail sector has gradually undergone considerable

changes in its form. The major shift has been the emergence of

an organized sector within the retail industry. Shilpa Sharma,

(2009) explored that we need to understand that Rural India

which is heterogonous in nature. An old saying captures the

variations in rural India perfectly - “Kos-kos par badle paani,

chaar kos pe baani”, which translates to – at every mile taste

of water changes and every four miles dialect (baani). Chitale

C. M. et al., (2008) reported that overall market for food and

grocery is estimated to be Rs 6.7 lakh crore, of which the share

of organized retail is estimated at Rs 4,000 crore, which is less

than 0.6%. This segment is estimated to grow at a CAGR

(compounded annual growth rate) of 33% over the next

five years. Over 12 million small and medium retail outlets

exist in India, the highest in any country. Traditional retail

formats are highly popular in small towns and cities with

primary presence of neighborhood “kirana” stores, push-cart

vendors, “melas” and “mandis” (Retail, December 2008). The

Current & Traditional Format Retailers or Unorganized

Retail Models in India is i) Kiranas: Traditional Mom and Pop

Stores, ii) Kiosks, iii) Street Markets, iv) Exclusive

/Multiple Brand Outlets.

B. Boom of Organized Retailing in Rural India

Booming of organized retailing in rural India is a biggest

threat to the rural retailer. The Indian retail market has been

ranked the second most attractive emerging market for

investment after Vietnam (AT Kearney's seventh annual

Global Retail Development Index (GRDI), in 2008).

The organized retail sector is expected to grow stronger

than GDP growth in the next five years driven by changing

lifestyles, strong income growth and favorable demographic

patterns (KPMG, 2005).The Organized Retail market stood at

Rs.96, 500 crore in 2008. The industry has grown at a CAGR

of 36% between 2004 and 2008. This growth was mainly

driven by changing lifestyles, rising disposable incomes,

favorable demographics, and easy credit availability, etc.

(NSDC report). Organized Retailing in India is growing at a

very fast pace. Modern Format Stores on the other hand

would have to work on the ambience, variety,

convenience and facilities that they offer to ensure regular

footfalls (Aparna Tembulkar, 2007).

As per the result of F&R Research estimates for India

Retail Report the Indian Retail market stood at Rs.1,330,000

crore in 2007 with annual growth of about 10.8 % Of this, the

share of organized Retail in 2007 was estimated to be only

5.9%, which was Rs.78,300 crore. But this modern retail

segment grew at the rate of 42.4% in 2007, and is expected to

maintain a faster growth rate over the next three years,

especially in view of the fact that major global players and

Indian corporate houses are seen entering the fray in a big way.

Even at the going rate, organized retail is expected to touch

Rs.2,30,000 cr by 2010, constituting roughly 13% of the total

retail market (R S Roy, 2009).

Organized retail all over India will require 200 million sq.

ft. by the end of 2010. Not only that a great demand for at least

50,000 new hotel rooms in the next five years is emerging and

the hospitality sector looks forward to attain this target

(Dr.R.Venkatesh, 2007). Organized Retailing has Foreign

Direct Investment to the extent of 49% that is permitted in

India. Food World operates as a 51:49 joint venture with Dairy

Farm International of the Jar dine Matheson Group, a US $ 4.5

billion retail giant operating in the Asia-Pacific markets with

the requisite experience (Dr.Vikram Singh, 2003).

In India with 15 million retailers, most of them owning

small mom and pop outlets, we also have a modern retail

flourishing like never before. There is little room for conflict

as evidenced from the fact that India presents a unique case of

consumption-driven economy. Poor infrastructural facilities

in rural segments have been one of the factors holding back

rural industrialization in India.

C. SERVPERF Scores on Service Quality Factors

Cronin and Taylor (1992) were amongst the researchers

who leveled maximum criticism on the SERVQUAL scale.

They provided empirical evidence across four industries to

corroborate the superiority of their 'performance only'

instrument over disconfirmation-based on SERVQUAL

Scale. In equation form, it can be expressed as:

k

Sqi = ∑ Pij

j=1 Where,

SQi = perceived service quality of individual 'I'

k = Number of attributes / items

P = Perception of individual 'i' with respect to performance of

a service firm on attribute 'j’

The SERVPERF scale is found to be superior not only as

the efficient scale but also more efficient in reducing the

number of items to be measured by 50%. (Hartline and

Ferrell, 1996; Babakus and Boller, 1992; Bolton and Drew,

1991). Lots of researcher have used the SERVPERF scale to

measure the customer perception of Public School

Volunteerism (P. Marshall, 2004) retail banking

(Vanniarajan & Anbazhagan, 2007), Higher education

44



'HEdPERF' (Brochado & Marques, 2007), private bank

(Cuong, 2009), Musem (L.P. Mey & Mohamed, 2010),

retail shopping (P. Marshall et al). This is the first study to

measure the quality of rural retailer using SERVPERF scale.

II. OBJECTIVE OF THE STUDY

The primary objective of the study is to measure reliability

of SERVPERF to rural market and measure the service

quality of rural retailers. The Secondary objective is to

conform whether demographic factors influence the

perception of the rural customer.

III. HYPOTHESIS TESTING

The objectives of the study will justify with following

hypothesis assumption. This study tests the following null

hypothesis.

1. Customer age group didn't determine the perception

of rural retailer service quality.

2. Qualification of the respondents didn't influence the

perception of the customer.

3. Designation is not a matter to influence perception of

the customer.

4. Family income of the customer didn't influence the

perception.

5. Competition among the rural retailer never influence

the perception of customer.

IV. STUDY METHODOLOGY

Descriptive research design was used to study the

perception of service quality among rural retailer. The

primary data was collected based on convenience sampling

method. The total rural population in Dindigul district is

13, 53, 808. That is 62.63% of total population of Dindigul

district. SERVPERF scale was used to collect primary data

from 400 (0.03% of total rural population) samples from

rural customers in Dindigul district. 385 (96.25%) samples

were qualified. The secondary data was collected from the

articles, newspapers, books and internet. The percentage

method, correlation, two tailed T-Test, F statistics, reliability

test and factor analysis were used to measure the quality of

retailers in rural areas. The collected data have been analyzed

with the help of SPSS package. The scope of this study is to

know the service quality of retailers in rural areas. This study

shows the present level of quality of services and indicates

the area for improvement.

TABLE I DEMOGRAPHIC DETAIL OF THE RESPONDENT

Particulars % Particulars % Particulars %

Age Group

Below 20 26.8 No. of Retail

Outlet Below 5

22.3 DesignationsFormer

21.8

21 to 30 19.0 6 to 10 16.9 Daily Wager 25.2

31 to 40

16.4 11 to 15

21.0

Professional 22.3

41 to 50

17.1 16 to 20

20.8

Self Employee

17.9

51 & Above

20.8

21 & Above

19.0

Students and others

12.7

Total

100

Total

100

Total 100

Particulars

%

Particulars

%

Particulars %

Qualification

Illiterate

16.4

Family Income

Below 3000

14.0

GenderMale

57.4

Schooling

20.3

3001 to 10000

23.6

Female 42.6

Diploma 26.510001 to

2000018.7

U.G 19.720001 to

3000020.5

P.G & More 17.130001 & Above

23.1

Total 100 Total 100 Total 100

Source: Primary Data

45

Application of SERVPERF for Rural Retailer: Reliability and Factor Analysis


V. DATA ANALYSIS

Knowing customer demographic factors are very essential

because these are the factor are determining individual

behavior, perception and expectation. Need, wants, desire

vary based on income level, educational qualifications, age

group, designation and their family setup. Most of the rural

people live in joint family. In joint family purchase decision is

entirely different than nuclear family people. Those who are

earning more, their expectation and perception level will vary

with those who are earning less. The individual behavior has

lots of difference based on their job profile. The results of

demographic details are shown in table I.

The Table I shows that 57.4 % are male and 42.6 % are

female, 26.8% of the respondents come under below 20 age

group. The young blood has quick decision making and easy

to move alternative. So the competitiveness plays a major role

to determine the service preference 22.3% of the respondents

live with minimum of 5 retail shop at the same time 19% of the

respondents came in 21 and above retailers. 23.6% of the

respondent's family earn 3001 to 10000 and 23.1%

respondents family earn more than 30001. Another important

TABLE II IMPORTANT SERVICE QUALITY FACTORS IN RURAL RETAILING

factor to determine the service preferences is intelligence of

the respondents. Most of the rural people have lots of

experiences, but 16.4% of the rural population is Illiterate and

26.5 % are diploma holders. Like qualification respondents

designation also disturb the service preferences. This study

found that 25.2% of the respondents are daily wagers. They

involve in agri culture, mason, helpers, textile mill labour and

other field.

The important service quality factors in retailing are

identified with the help of factor analysis. Before conducting

the factor analysis, the validity of data for factor analysis is

examined with the help of Kaiser-Mayer-Ohlin measure of

sampling adequacy and Bartletts test of sphericity. The KMO

measure of sampling adequacy (0.503) which is very close to

the standard minimum of 0.50. And the chi-square is

significant even at zero per cent level. Both these tests confirm

the validity of the data for factor analysis. The scores on

seventeen variables related to the service quality of retailing

are included for factor analysis. The factor analysis results in

four important service quality factors namely reliability,

responsiveness, assurance and tangibles.

Variables in Service qualityFactor

LoadingEgien Value

% of Variation

ReliabilityBeing sincere to solve problems

0.5837

6.2578 36.81Providing services at promissed time 0.4084

Promise to do something on time 0.5641

Keeping records correctly 0.5717

Performing the service right at first time 0.6305

ResponsivenessTelling customer exactly what they do

0.6090

4.1515 24.42Prompt services to customers

0.4836

Employees willingness to help

0.4861

Employee oblige the requests of customers

0.5908

Assurance

Employees are trustworthy

0.5491

3.5860 21.09Knowledgeable employees

0.5702

Consistent courteous

0.5705

Feeling safe in money transaction

0.5373

Tangibles

Upto date equipments

0.5909

3.0046 17.67Physical facilities

0.5645

Neatness of employees

0.6178

Communication material

0.4936

Kaiser-Meyer-Olkin Measure of Sampling Adequacy: 0.503 Bartlett's Test of Sphericity: Approx. Chi-Square: 127.995** Significant at zero percent level.

46



The narrated four service quality factors explain the

service quality variables in rural retailers to the extent of

99.99%. The most important factor is the 'reliability' factor.

The eigen value and the per cent of variation explained by

this factor are 6.257 and 36.81% respectively. The second

important factor is responsiveness. The Eigen value and the

percent of variation are 4.1515 and 24.42% respectively.

The next two important factors are assurance and tangibles

with four variables in each. The first important service

TABLE III OVERALL ATTITUDES OF RURAL RETAILERS

quality variable are “Performing the service right at first

time” , “Neatness of employees”, “Telling customer exactly

what they do” and “Upto date equipments”.

The overall attitude towards retail banking services

offered by the bankers have also been measured at five point

scale namely highly satisfied, satisfied, moderate,

dissatisfied and highly dissatisfied. The distributions of

customers on the basis of their overall attitude towards

banking are presented in Table III.

Factors of Service Quality Reliability Responsiveness Assurance Tangibiles Total

Overall Attitude NO %

NO %

NO % NO %

NO %

Highly dissatisfied 398 20.68 304 19.74 266 17.27 311 20.19 1279 19.54

Dissatisfied 388 20.16 299 19.42 360 23.38 323 20.97 1370 20.93

Moderate 346 17.97 338 21.95 300 19.48 314 20.39 1298 19.83

Satisfied 384 19.95 297 19.29 302 19.61 293 19.03 1276 19.49

Highly Satisfied 409 21.25 302 19.61 312 20.26 299 19.42 1322 20.19

Source: Primary Data

TABLE IV PERCEPTION ON SERVICE QUALITY VARIABLES AMONG CUSTOMERS

Variables in Service Quality MeanStd. Devi

F Statistics

Mean square

F Sig.

ReliabilityBeing sincere to solve problems

2.9506 1.4773 0.8594 0.3913 0.8149

Providing services at promissed time

3.0338

1.4239

2.4706

1.2213

0.3012

Promise to do something on time

3.0338

1.4813

3.8536*

1.7704

0.1341

Keeping records correctly

3.0597

1.4212

1.5886

0.7847

0.5356

Performing the service right at first time

2.9688

1.4083

1.5989

0.8045

0.5229

Responsiveness

Telling customer exactly what they do

2.9870

1.4040

3.5960*

1.8403

0.1204

Prompt services to customers

2.9688

1.3935

3.4236

1.7774

0.1326


2.9506

1.3939

2.2789

1.1751

0.3213


3.0779

1.4139

1.3261

0.6610

0.6194

Assurance


3.0416

1.4264

1.6452

0.8069

0.5213

Knowledgeable employees

3.0130

1.4206

1.6663

0.8242

0.5103


3.0052

1.3405

2.7074

1.5148

0.1971


3.0286

1.3756

1.3173

0.6939

0.5966

Tangibles


3.0675

1.4033

2.7834

1.4195

0.2268

Physical facilities

2.9506

1.4032

1.3581

0.6875

0.6009


2.9377

1.3736

4.9839*

2.6880

0.0310


2.9039

1.4537

0.7579

0.3562

0.8397

Grand Mean = 3.00

* Significant at 5% level

47



TABLE V CUSTOMER AGE GROUP DIDN'T DETERMINE THE PERCEPTION OF RURAL RETAILER SERVICE QUALITY

Factors of Service Quality Correlation T test

Value Sig. T value Sig. (2-tailed)

Reliability Being sincere to solve problems

0.039

0.443

0.84

0.402

Providing services at promised time -0.116*

0.023**

1.54

0.124

Promise to do something on time 0.053

0.304

1.639

0.102


-0.027* 0.602

1.85

0.065

Performing the service right at first time

-0.007*

0.892

1.012

0.312Responsiveness


0.018

0.729

1.201

0.23Prompt services to customers

-0.037*

0.47

1.002

0.317Employees willingness to help

0.013

0.80

0.852

0.395Employee oblige the requests of customers

-0.045*

0.376

2.007

0.045Assurance


-0.07*

0.168

1.642

0.101Knowledgeable employees

0.066

0.199

1.48

0.14Consistent courteous

-0.015*

0.766

1.383

0.167Feeling safe in money transaction

0.089

0.081

1.679

0.094Tangibles


-0.025*

0.621

1.936

0.05**Physical facilities 0.02 0.692 0.852 0.395Neatness of employees -0.007* 0.896 0.724 0.469Communication material 0.036 0.485 0.398 0.691

As a maximum of 23.38% of the customers are

dissatisfied in their attitude towards the assurance of rural

retailer followed by 21.95% who have a Moderate attitude

the responsiveness of rural retailer. Next to that 21.25 &

20.26 % of customers are highly satisfied in their attitude

towards Reliability & Assurance respectively. From this

overall attitude analysis it clearly explains that rural

retailers are creating very low impact in tangibles and

assurance. In over all perception of attitudes towards the

retailers, 20.93% of the customers are dissatisfied with

their services, at the same time 2.19 % of the customers are

highly satisfied with rural retailer's service.

The rural people are asked to rate the seventeen

variables from SERVPERF scale at five point scale from

highly satisfied to highly dissatisfied. The scores assigned

on these scales are from 5 to 1 respectively. The mean score

of these service quality variables have been computed to

show the customers attitude towards the various aspects of

service quality. The One-way Analysis of Variance has been

used. The resulted mean score and the respective 'F'

statistics are shown in Table IV.

The highly perceived service quality variables among

the rural customers are keeping records correctly. The mean

score is 3.0597. The retailer didn't use any hi tech data base.

They know customer personally. The reason is they have

very less customer. Employees trustworthy got the mean

score of 3.0416 followed by providing services at promised

time and promise to do something on time have mean score

is 3.0338. Rural retailer have very limited customer, that is

the reason they can serve at promised time. Regarding the

perception on service quality variables in the rural retailer,

the significant difference among the customers are

identified especially in case of Neatness of the employees

since the respective 'F' statistics are significant at five per

cent level.

* Negative Correlation ** Significant at 5% level

48



TABLE VI QUALIFICATION OF THE RESPONDENTS DIDN'T INFLUENCE THE PERCEPTION OF THE CUSTOMER

Factors of Service Quality Correlation T Test

Value Sig. T value Sig. (2-tailed)

Reliability Being sincere to solve problems -0.002* 0.962 -0.591 0.555 Providing services at promised time -0.042* 0.414 0.231 0.817 Promise to do something on time

0.08 0.119

0.241

0.81


0.054 0.293

0.513

0.608

Performing the service right at first time 0.013 0.803

-0.425

0.671

Responsiveness Telling customer exactly what they do

-0.013*

0.806

-0.236

0.813

Prompt services to customers

0.003

0.953

-0.425

0.671


0.002

0.974

-0.611

0.542


0.022

0.669

0.692

0.489

Assurance


-0.035*

0.496

0.309

0.757


0.004

0.936

0.026

0.979


0.01

0.841

-0.054

0.957


-0.025*

0.631

0.185

0.853

Tangibles


0.001

0.984

0.582

0.561

Physical facilities

0.033

0.524

-0.618

0.537


0.022

0.669

-0.757

0.449


-0.006*

0.903

-1.061

0.29

Qualification of the customer is a main factor to influence

the perception of the retailer service. Customer perception

levels always correlate with their level of qualification. 'Being

sincere to solve problems, 'Providing services at promised

time' variables in reliability and 'Telling customer exactly

what they do' variables in responsiveness and 'Employees are

trustworthy' , 'Feeling sage in money transaction' variables in

assurance and 'Communication material' variables in

tangibles were got the negative correlation value.

Correlation between customer designation and service

quality variables had both positive and negative results.

'Providing services at promised time' and performing the

services right at first time' variables got the positive

correlation in reliability dimensions. 'Prompt services to

customers' and employee oblige the requests of customers

variables got the positive correlation in responsiveness

dimension. Knowledgeable employees and feeling safe in

money transaction variables got negative correlation.


All tangible variables are not influenced by income level of

the customer expect upto date equipments. Customer income

increase changes of changing their perception. Employees'

willingness to help never affect the income increases of the

customer. Reliability dimensions got more negative

correlation score. Promise to do something on time and

performing the service right at first time got the positive

correlation value. Income levels of the customer play a vital

role to determine the perception value.

Reliability, responsiveness, assurance and tangibles

dimensions are influenced by the competition among retailer

in the rural areas. Reliability dimension got more negative

correlation value expect performing the service right at first

time and being sincere to solve problems which got positive

correlation. Competence of the rural retailer is a major factor

to provide greater service to their customer. If retailer wants to

lead and sustain the competition, they must concentrate more

on reliability, responsiveness, assurance and tangible aspects

of their service to their customer.

49



TABLE VII DESIGNATION IS NOT A MATTER TO INFLUENCE PERCEPTION OF THE CUSTOMER

Factors of Service Quality

Correlation T-Test

Value

Sig.

T value

Sig. (2-tailed)

Reliability

Being sincere to solve problems

-0.01*

0.838 2.019 0.044**Providing services at promised time

0.045

0.382 2.977 0.003**Promise to do something on time

-0.002*

0.965 2.844 0.005**Keeping records correctly

-0.046*

0.369 3.105 0.002**Performing the service right at first time 0.011

0.828 2.28 0.023**Responsiveness


-0.027*

0.597 2.424 0.016**Prompt services to customers

0.061

0.235 2.353 0.019**Employees willingness to help

-0.097*

0.057 2 0.046**Employee oblige the requests of customers

0.008

0.878 3.381 0.001**Assurance


0.059

0.245 3.078 0.002**Knowledgeable employees

-0.058*

0.258 2.629 0.009**Consistent courteous

0.034 0.5** 2.753 0.006**Feeling safe in money transaction -0.057* 0.261 2.83 0.005**TangiblesUpto date equipments 0.023 0.649 3.314 0.001**Physical facilities -0.036* 0.479 2.05 0.041**Neatness of employees 0.054 0.288 2.033 0.043**Communication material

-0.114*0.025

** 1.498 0.135


VI. CONCLUSION

Bottom of pyramid play a major role in Indian market both

service and product marketing. Over all analysis is insisting

to the rural retailer to develop all aspect of service variables to

provide better service. The rural retailer should awake now to

improve the service. If, they miss this opportunity the

organized retailer would capture the rural market. Organized

retailer entry in rural areas will create more problems to the

rural retailer.

Rural market is a very fast growing market in India.

Retailing is booming and contributing more to Indian GDP.

India has unorganized retailing at the rate of 97%. The

emergence of organized retailing is good for Indian economy,

at the same time it may create a problem to the unorganized

retailers. Most of the organized retailers have great strategy

of these three dimensions. Rural unorganized retailers have

small and tinny shops for their business; one or two

employees may work in their shops. They have less variety of

goods and they sell only for rural people's daily needs. This

study clearly shows that the unorganized retailers are not

good in tangibles, reliability and empathy. They must

concentrate on their tangibles, reliability and empathy

dimensions based on their target people expectation and

perception values. Rural people are cleverer than urban

people. Rural customer's expectations increase more because

of mass communication like television, mobile phone etc.

They want to live in stylize way at cheaper cost.

50



TABLE VIII FAMILY INCOME OF THE CUSTOMER DIDN'T INFLUENCE THE PERCEPTION

Factors of Service QualityCorrelation T- Test

Value Sig. T valueSig. (2-tailed)

ReliabilityBeing sincere to solve problems -0.047* 0.354 -1.896 0.059Providing services at promised time -0.004* 0.939 -1.154 0.249Promise to do something on time 0.081 0.11 -1.181 0.238Keeping records correctly -0.042*

0.414 -0.882 0.379Performing the service right at first time 0.014

0.777 -1.821 0.069Responsiveness


0.029

0.568 -1.654 0.099Prompt services to customers

0.013

0.795 -1.83 0.068Employees willingness to help

-0.041*

0.425 -1.96 0.05**Employee oblige the requests of customers

0.023

0.649 -0.73 0.466Assurance


0.046

0.371 -1.103 0.271Knowledgeable employees

-0.033*

0.521 -1.341 0.181Consistent

courteous

0.016

0.748 -1.495 0.136Feeling safe in Money transaction

-0.027*

0.598 -1.212 0.226Tangibles


0.073

0.155 -0.86 0.39Physical facilities

0.031

0.548 -2.024 0.044**Neatness of employees

0.056

0.275 -2.207 0.028**Communication material

-0.041*

0.425 -2.366 0.018**


51



TABLE IX COMPETITION AMONG THE RURAL RETAILER NEVER INFLUENCE THE PERCEPTION OF CUSTOMER

Factors of Service Quality

Correlation T- Test

Value

Sig.

T Value

Sig. (2-tailed)

Reliability

Being sincere to solve problems

0.057

0.261

-0.205 0.838Providing services at promised time

-0.021*

0.677

0.601 0.548Promise to do something on time

-0.004*

0.93

0.594 0.553Keeping records correctly

-0.022*

0.663

0.851 0.395

Performing the service right at first time 0.07

0.173

-0.026 0.979Responsiveness

Telling customer exactly what they do -0.041* 0.428 0.15 0.881Prompt services to customers

0.073 0.153 -0.027 0.979Employees willingness to help 0.01 0.848 -0.205 0.837Employee oblige the requests of customers

0.057

0.267

1.071 0.285Assurance


0.042

0.416

0.697 0.486


0.009

0.857

0.407 0.684Consistent courteous

-0.093*

0.07

0.324 0.746Feeling safe in money transaction

0.04

0.431

0.578 0.564Tangibles


-0.093

0.069

0.902 0.368Physical facilities

-0.027*

0.601

-0.201 0.841Neatness of employees

-0.13*

0.011

-0.315 0.753Communication material 0.03 0.556 -0.661 0.509


52



REFERENCES

[1] Anmol Soi, “Case Study:Impact of Global Meltdown on Retail

Sector in India”, Delhi Business Review, Vol. 10, No. 1, 2009.

[2] Aparna Tembulkar, “Impact of Organised Retail Development on

Small Retailers and Consumers”, International Marketing

Conference on Creating, Communicating, and Delivering Value in

Growing Markets, 2007.

[3] AT Kearney's seventh annual Global Retail Development Index

(GRDI), 2008.

[4] H.M. Awan and K.S. Bukahri, “BE SQUAL: A Multiple-Item Scale

For Evaluating Service Quality Of Business Education In Pakistan” rd, in 3 International Conference on Assessing Quality in Higher

th thEducation, 6 -8 December, 2010, Lahore, Pakistan.

[5] A. Brochado and R.C. Marques, “Comparing Alternative

Instruments to Measure Service Quality in Higher Education”, FEP

Working Paper, December 2007.

[6] C.M. Chitale, Surbhi Jain and R.N. Pahurkar, “Contemporary

Challenges of the Retail Sector in India with Special Reference to

Pune City”, in AFBE 2008 Conference, pp.148-172, 2008.

[7] J.J. Cronin and S.A. Taylor, “Measuring Service Quality: A

Reexamination and Extensio', Journal of Marketing, Vol. 56, pp.

55-68, 1992.

[8] T. Vanniarajan and B. Anbazhagan, “SERVPERF Analysis In Retail

Banking”, International Marketing Conference on Marketing &

Society, IIMK , 8-10 April, 2007.

[9] India Retail report 2009, IMAGES research.

[10] A. Kalhan, Impact of Malls on Small Shops and Hawkers, EPW, June

2, 2007.

[11] K.P.Marshall, Relationships of Service Quality Perceptions to

Public School Volunteerism Among Non-Parents, 2004.

[12] K.P. Marshall, J.R. Smith and G. Glover, Race-Ethnic Variations in

Service Quality Retail Clothing Shopping Experiences: A

SERVPERF Comparison.

[13] L.P. Mey and B. Mohamed, “Service Quality, Visitor Satisfaction

and Behavioural Intentions: Pilot Study at a Museum in Malaysia”,

Journal of Global Business and Economics, Vol.1, No. 1, pp.226,

2010.

[14] Nguyen Quoc Cuong, “The Effects of Perceived Service Quality,

Corporate Image, Customer Satisfaction and Switching Costs on

Customer Loyalty in Vietnamese Private Banks: A Study of Asia

Commercial Bank in Ho Chi Minh City” , GSB Student's

Contribution, 2004.

[15] Shaoni Shabnam, “Employment in Retail Sector: A Comparison of

Unorganized and Organized Retail in India”, Discussion Paper 7,

Adecco Tiss Labour Market Research Initiatives (Atlmri), 2008.

[16] Shilpa Sharma, Rural India Calling, USID Foundation, USID2009,

Hyderabad, India, September, 2009.

[17] R. Venkatesh, “Recent Trends In Real Estate Marketing Scene In

India”, International Marketing Conference on Creating,

Communicating, and Delivering Value in Growing Markets, 2007.

[18] Vikram Singh, “Organized Food Retailing: Few Cases”, Spice, Vol. 1

No. 7, November 2003.

Behind the Boom: What is Leading the Entrpreneurial Fire and its Nature in India

Kavita MeenaDepartment of Management, Central University of Rajasthan, Kishangarh - 305 802, Rajasthan, India

Email:


[email protected]

Abstract - This case study is meant for discussing emergence,

growth and characteristics of the New Age Indian

Entrepreneur. Since time immemorial, the Indian business

segment has been dominated by family-run businesses, with

most of them hailing from traditional, money-lending or

trading communities, known for their sharp business acumen.

But over the past 18 years the number of new generation

entrepreneurs is mushrooming. The young are engaged in

varied form of small and medium enterprises varying from

paper to electronics, engineering to electrical, textile to metal,

construction to food processing, education to handicrafts.

Considering this trend, on the basis of qualitative data

generated through the case studies of Indian entrepreneurs,

this articles makes an effort to report on the characteristics of

new generation entrepreneurs and explores the motivational

factors and importance of other factors such as educational

qualification, role of mentoring, prior experience. The article

also brings out comparative study of new entrepreneurs and

first generation entrepreneurs. The findings suggest that

prominent 'Motivation Triggers' are 'Independence', 'Market

Opportunity', 'Family Background', 'New Idea', 'Challenge',

and 'Dream Desire'. Motivation triggers vary according to

parameters such as gender, family background, and market

opportunity. This new wave of entrepreneurship in India is

more dominated by factors of higher education, training and

incubation, work experience prior to opening a new venture.

Keywords: New Age Entrepreneur, Motivational Factors,

First Generation Entrepreneur, Changing Trends,

Independence, Education

I. INTRODUCTION

Entrepreneurship is the professional application of

knowledge, skills and competencies and/or of monetizing a

new idea, by an individual or a set of people by launching an

enterprise de novo or diversifying from an existing one

(distinct from seeking self -employment as in a profession

or trade), thus to pursue growth while generating wealth,

employment and social good.

As per the 2008 Global Entrepreneurship Monitor

Report (GEM), 11.5% of India's working population was in

an early entrepreneurial stage while the overall

entrepreneurial activity stood at 27.6% as against 8.5% and

13.9% in 2007. These statistics indicate the increasing

prevalence of entrepreneurship in India. After Indian

independence, entrepreneurshipwas restricted to big

industrial houses and family-run businesses. However,

after liberalisation of the Indian economy in 1991, the

environment became conducive for entrepreneurship to

flourish and since then entrepreneurs have increased. Since

2004–2005, India has witnessed the emergence of a new

breed of entrepreneurs. Most of them are young, well-

educated and first-generation entrepreneurs, showing

distinct difference from the entrepreneurs of the past.

II. OBJECTIVES

1. To study the changing class of entrepreneurship in India;

2. To conduct comparative studyof various motivational

triggers among new generation entrepreneurs and with

first generation entrepreneurs;

3. To study the changing trends of new age entrepreneurs.

III. REASERCH METHOD

The methodology adopted in preparing this report is based

on the analysis of case studies first generation and new

generation entrepreneurs in India from diverse sources and

background.

IV. INDIAN ENTREPRENEURSHIP: CHANGING LANDSCAPE

India always had a very large proportion of self-employed

in its working population, and even now, by some estimates;

over 65% of all adult Indians in the working age group are

engaged in myriad self-employing vocations.

India, of course, has also seen some extraordinary

entrepreneurs in the last 100 years and more and the myriad

businesses that they gave birth to continue to provide a very

visible growth momentum to the economy.

A. Emerging “Middle Class” in the Context of

Entrepreneurship

Until a generation ago, there were largely two classes of

entrepreneurs in India. There were the mega (by the then

Indian economy standards) entrepreneurs, which included

major business houses such as Tata and Birla and a host of

others, and the small & medium ones that owed their existence

partly to the anachronistic policy of reserving thousands of

articles of normal consumption for small-scale entrepreneurs.53


The big became bigger due to their ability to successfully

compete for the licences as well as successfully seek public

capital by way of equity and debt. The small started up under

the umbrella of the Small Scale Industries (SSI) reservation

policy but the same policy subsequently came in the way of

their becoming medium-scale enterprises.

It is really exciting to know that many are succeeding, and

this success will provide motivation to tens of thousands of

others to start the next generation of entrepreneurial ventures

in incredibly diverse sectors.

This new “middle class” of entrepreneurs is

fundamentally different from their yesteryear counterparts.

They are, in many ways, more “genuine” entrepreneurs, since

most of them are starting out in a field that is much more level

than ever, and hence the competitive landscape for them is

also much more challenging.

Further, the aspirations of most of this new breed of

entrepreneurs go way beyond just achieving a comfortable

living. They dream big, and while they may have respect for

today's mega entrepreneurs-which include, beyond the Tata,

Birla and Godrej families, the Ambanis, the Mittals, the

Mahindras, the Ruias and the Munjals, among others- they are

not overawed by them.

Indeed, many who were till recently “middle class”

entrepreneurs, such as Adani, GMR and GVK, have already

joined the ranks of mega entrepreneurs and hundreds more

will do so over the next decade. These Gen Next

entrepreneurs are also far more tuned with the emerging

needs of the Indian (and global) economy and hence are

aggressively entering potentially more exciting sectors of the

future such as agri and biotechnology, healthcare, education,

green energy, consumer-oriented services such as travel &

hospitality, food services, etc., setting themselves up to join

the ranks of the mega entrepreneurs of the next decade.

B. Emergence of New Generation Entrepreneurs

Moreover, entrepreneurship in the Indian scenario has

long been associated with the 'Tatas', 'Birlas' or 'Ambanis'.

However, with many first-generation entrepreneurs

bombarding the Indian business sector in the recent years, this

trend has taken a back seat. Although these legendary

business houses have played a major role in the country's

business scenario, majority of the Indian start-ups in the

recent past, are the brainchild of first-generation, middle-

class entrepreneurs. Dictating professions by means of caste

and social strata has become a matter of the past. The

economic reforms and liberalisation have rekindled the latent

entrepreneurial streak of the Indian people, making

entrepreneurship a desired choice of career. Further, easy

access to resources and growing social acceptance has

encouraged many Indians to jump on to the entrepreneurship

bandwagon. Driven by the aim of creating ventures based on

feasible business models and backed by innovative ideas,

these new entrepreneurs are not leaving any stone unturned.

However, over the past 18 years, a host of factors has

provided a very conducive environment for India's Gen Next

entrepreneurs to venture into uncharted waters. These have

included elimination of licensing and quotas, easier and more

universal access to capital including risk capital, steady

economic growth, increasing globalisation, profound changes

in consumption not only in absolute terms but also in the

consumption basket itself and increased spending by the

Indian government in physical and social infrastructure.

V. MOTIVATIONAL TRIGGERS OF ENTREPRENEURSHIP

There are varied reasons to understanding why new

generation is deciding to venture into Entrepreneurship and,

thereby, 'breaking traditional ways of doing things'.There can

be various numerous studies psychological attitudes or

profiles that describe all entrepreneurs or characteristics to

which entrepreneurs generally conform.

Some theoretical explanations of what motivates

entrepreneurs include the following:

1. The 'Achievement Orientation' or the desire to achieve

purely for the sake of achievement alone'.

2. The interrelation between religion, norms, values,

behaviour and the economy in a particular epoch.

3. The ability to comprehend opportunity, i.e., 'to reinterpret

the meaning of things, fit them together in new ways' and

'see what others may have missed, such as an unsatisfied

demand'.

4. The capacity to sustain a high degree of interest in the

advancement and technological development of the

industrial process and in the improvement in the scale of

industrial operations.

5. The ability to make the best of what one has, in order to

get what one needs, i.e., the capacity to innovate in

figuring out the best ways to reachthe market with

minimum expenditure of time, effort and money.

A. Comparison of Motivational Factor of First Generation

and New Generation Entrepreneurs

The new-age entrepreneur is different in more ways than

one. When it comes to business, they are primarily driven by


Kavita Meena

the urge to gain socio-economic independence and implement

their ideas compared to those from the pre-1990s, who were

mainly driven by factors like family background and market

opportunity.

1. Family Background: It was family background which

drove entrepreneurs before the economy opened up. But the

influence of family history as a trigger for entrepreneurship

has reduced significantly to only 12% of entrepreneurs' post-

2000.

2. Independence: The study found that 35% of

entrepreneurs who started their business after 2000 were

driven by the urge to gain independence; only 12%

businessmen had this as a motivating factor in the pre-1990s.

3. Market Opportunity: The study found 'market

opportunity' has become an increasingly significant

motivating trigger since the economic liberalization gathered

momentum. 28% of those in the sample who started

enterprises during 1991-99 and 22% of those starting after

2000 cited 'market opportunity' as themain motivating factor,

compared to 11% of those starting enterprises before 1991.

B.Comparison of Motivational Factor across Gender

'Challenge' is the principal motivation driver or positive

factor, even if not the most important trigger. Entrepreneurs

view the future in terms of the nature and quality of work as

well as turnover increase. By their very nature, entrepreneurs

tend to be ambitious. Monetary gain is not as significant as

either challenge or independence.

1. Women:Most of the business women surveyed said the

sense of independence, challenge and employment generation

is what drives them to be enterprising. Money is their last

priority.

2. Men: Challenge is the most exciting factor,

independence and money are also important.

VI. CHANGING TRENDS: NEW GENERATION

ENTREPRENEURS

A. Education

Generating a critical mass of entrepreneurs oriented to

high levels of growth depends on the quality of education

provided and the presence of an environment that encourages

innovation.

A dynamic entrepreneurial environmentis supported by a

vibrant academic culture with innovation linking the two as a

generator of new ideas and opportunities. Professional

education (MBA & Engineering) is playing an important role

in increasing the number of entrepreneurs in India.

1. Qualification

The study also reveals an interesting fact about the

educational background of an entrepreneur. Most of the new-

age (2000 onwards) entrepreneurs are post graduates, as

compared to those in pre-2000 era, who were mostly

undergraduates.

2. Professional Education

Skill development remains a crucial aspect for the growth

of businessmen and the economy as well. The study also

points towards increasing number of management graduates

amongst those who turn entrepreneur. As against only 20% of

entrepreneurs who were MBAs in pre-2000 years, 70% of

new-age entrepreneurs who were surveyed turned out to be

trained MBAs.This may be a trend among knowledge

entrepreneurs for gaining formal experience through

employment prior to starting their own enterprises.

B. Training and Incubation

1. 58% did get some kind of support, either in terms

incubation or mentoring.

2. About 21% got incubation support from one of the

premier institutions in the country and support from alma

mater, alumni network and acquaintances who were

successful entrepreneurs.

3. 16% have preferredgoing without a mentor so that they

can make their own mistakes. For some, support from

mentors was invaluable when it came to new idea

validation and helping them with the fundamentals of

running a business.

4. Interestingly, 5% were helped by ex-bosses and academic

deans.

C. Prior Experience

Prior experience is playing major role in effecting the

growth of entrepreneurial activity. It is found to enhance the

entrepreneurial alertness, which has helped them to increase

the awareness of the changing trends in the market and

recognise the business opportunities.

1. Interestingly, 95% of the entrepreneurs have worked in a

corporate establishment before starting up.

2. 67% had 0-5 years of experience before they decided to

turn entrepreneurs. It is here that they gained valuable

work experience and probably expertise in their domain

of choice.


Behind the Boom: What is Leading the Entrpreneurial Fire and its Nature in India

D. Shift from Corporate to Become their Own Boss

There has been find a new trend in new generation

entrepreneurs, where there is shift from their lucrative jobs in

corporates towards starting their own venture.While they do

get their experience working in a corporate set up, it is here

that situations push them towards becoming their own boss.

1. A huge 83% of the entrepreneurs have quit because there

was an urge to break out and make my own idea come

true . Out of which nearly half (56%) of the

entrepreneurs decided on quitting and setting up a

business because they had a business idea they could no

longer hold back. It could be because the idea was linked

to some developments in the industry they are operating

in. As more time passed by, the idea could lose its

effectiveness.

2. About 56% were making money or doing well for

someone else, not for themselves. A similar percentage

was not comfortable working as a part of strict hierarchy

which exists in some corporate houses.

4. 50% felt they had to cope with seniors whose views were

different from their own.

5. 39% recalled that they quit because they were forced to

work on ideas that they did not agree with.

E. Barriers

1. When they were contemplating setting up their business,

funding was the biggest barrier in front of them, as

indicated by 53% of the respondents.

2. 36% had problems because the market for their idea was

not very well defined, they could not convince partners

and could not source quality products consistently.

3. About 11% of the respondents felt one of the barriers was

lack of family support.

VII. CONCLUSION

From 2000 there has spread a new wave of entrepreneurs

supported by the benefits of economic reforms and

liberalisation and entrepreneurship has become another name

of career. The development of Entrepreneurship in a

particular milieu depends not on a single overriding factor but

rather on 'a constellation of factors'. These factors are both

internals factors of motivation and external factors.

REFERENCES

[1] Blythe Camenson, Careers for new agers and other cosmic types, Tata

McGraw, Hill, New Delhi, 2006.

[2] Peter.F.Drucker, Innovation and Entrepreneurship. Harper business,

2009.

[3] S. Santha and R. Vasanthagopal, “Women Entrepreneurship in India”.

New century Publication, New Delhi, 2008.

[4] S.Bagchi, Lessons in Entrepreneurship from the Indian IT Industry.

Speech at LST 2005, September 24, Mumbai: National

Entrepreneurship Network.

[5] W.Baumol, “Entrepreneurship, Productive, Unproductive and

Destructive”, Journal of Political Economy, Vol.98, No.5, pp.893-921.

[6] V.Gupta, I.MacMillan and G. Surie, “Entrepreneurial Leadership:

Developing a Cross-Cultural Construct”, Journal of Business

Venturing, Vol.19, No.3, pp.241-260, 2004.

[7] C.Jayanthi, "Women Entrepreneurs in the New Wave Economic

Development Programme", Yojana, Vol. 47, Aug. 2003.

[8] Azhar Kazmi, “What Young Entrepreneurs Think and Do: A Study of

Second Generation Business Entrepreneurs,” The Journal of

Entrepreneurship, Vol.8, No.1, pp. 67-78, 1999.

[9] Dwijendra Tripathy, “Indian Entrepreneurship in Historical

Perspective,” Economic and Political Weekly, Vol. 6, No. 22, pp. M59-

M68,May 29, 2001.


Kavita Meena

Successful Women Entrepreneurs in India: Attributes Based Analysis

Raj Kumar, Saumya Singh and Nitam SinghFaculty of Management Studies, Banaras Hindu University, Varanasi - 221 005, Utter Pradesh, India

E-mail: [email protected](Received on 20 October 2011 and accepted 25 January 2012)

Abstract - A woman in entrepreneurship is a fresh phenomenon in

India. Women's entrepreneurship can make a particularly

strong contribution to the economic well-being of the family and

communities, poverty reduction and women's empowerment,

thus contributing to the first and third Millennium Development

Goals (MDGs). Government also supports through various

schemes and programme which has accelerated the growth of

women entrepreneurs in India. Among the reasons for women to

run organized enterprises are their skill and knowledge, their

talents, abilities and creativity in business and a compelling

desire of wanting to do something positive. Women

entrepreneurs are engaged in entrepreneurial venture due to

push and pull factors empowering women in economic and social

fields. Pull factors means the factors which drive women to start

their own enterprise with a desire to do something independently

and push factors force them to take up business to support their

family financially. This paper analyzes the cases of 20 successful

women entrepreneurs and tries to identify the motivational

factors behind their venturing into entrepreneurship.

Keywords: Women Entrepreneurs, Pull Factors, Push Factors

I. INTRODUCTION

Women owned business are highly increasing in the

economies of almost all the countries. Although small

businesses owned by women have traditionally focused on

fashion, handicrafts and other services sector, but recently

women entrepreneurs have been moving rapidly into

manufacturing, construction and other industrial filed. The

hidden entrepreneurial potentials of women have gradually

been changing with the growing economic status in the

society. Skill, knowledge and adaptability in business are the

main reasons for women to emerge into business venture. The

challenges and opportunities provided to the women of

globalization era are growing rapidly that the job seeker are

converting into the job creators. They are flourishing as

designers, interior decorators, doctors, engineers, publisher,

manufacturers and still discovering new avenues for the

economic participation.

In the early 70's women who entered into entrepreneurial

activities mainly got involved in producing traditional items

like handicrafts, food processing and food products.

Participation of women as industrial entrepreneurs is

comparatively a recent phenomenon. In 1875 after the

declaration of International Women's Year the approach

towards women entrepreneurs began to change. The number

of women entrepreneurs has increased especially during

1990s. In India, in the year 1981, only 5.2% of women to total

were self-employed, but as per the census 2009, this figure has

risen to 19.9% as compared to men (Geetika & Shefali Nandan

2010, p.3).

The first national conference of women entrepreneurship

in Indian held at New Delhi in 1981, the sixth-five year

proposal for the promoting female employment in women

owned industries were some of the initiatives for the

promotion of women entrepreneurship in this country.

Women owned businesses are highly increasing in the

economies of almost all countries. Thus, government has

defined the women entrepreneurs as an enterprise owned and

controlled by women having a minimum financial interest of

51% of the capital and giving at least 51% of employment

generated in the enterprise to women (Maheshwar Sahu &

S.K.Baral 2010, p. 123).

Today, we can see that women are taking risks and entering

into every industry and competing with their male

counterparts. They are constantly looking out for new and

innovative ways which lead to strong economic participation.

Their achievement orientation and desire to do something

positive are among the reasons for women to establish and

manage organized industries and take up challenging

ventures. Women in India have been very much conscious of

their rights and duties. Further, with spreading awareness

amongst the women, they have come forward to participate in

all sorts of activities leading to the economic development of

this country.

In this paper, we have done analysis of 20 successful

women entrepreneurs from India about their socio-

demographic profile i.e., educational status, geographical

background, type of Industry they are associated with, year of

experience in business till date and the motivational factors

that influence the women to start their own venture. This paper

is also an attempt to demonstrate the financial aids provided


by banks and financial institutions in India and the various

programmes and acts implemented in this regard. The paper

also includes a multifaceted motivational model which was

developed through the factors that motivated the women to

start their own venture based on McClelland need theory of

motivation.

II. REVIEW OF LITERATURE

It has been found that women entrepreneurs face more

problems than their men counterparts. Women entrepreneurs

are more mostly illiterate or are simply graduates and very few

of them have any professional qualifications (Singh and

Sengupta, 1985; Vinze, 1998; Singh 1992, Jyoti and Prasad,

1993). In general even if women are educated they lack

technical and skill oriented knowledge (Hisrich and peters,

1995).

Another research found that women are under represented

in science and technology related fields and over represented

in the humanities (O' Dubhchair and Hunter, 1995; Klawe and

levenson, 1995). According to Lisowaska (1996) & Brannon

(1999), as women plays multiple roles they are often left with

less time to devote to business and therefore women

entrepreneurs all over the world find it difficult to balance

work with family.

Susanne E. Jalbert (2000) examined that today's world is

changing at a startling pace, political and economic

transformations seems to be occurring every where - as

countries convert from command to demand economies,

dictatorships move towards democracy, and monarchies build

new civil institutions. They also explained how women

entrepreneurs affect the global economy, why women start

businesses, how women's business associations promote

entrepreneurs, and to what extent women contribute to

international trade.

Muriel Orhan and Don Scott (2001) developed a

motivational model with the help of case study and survey at

15 women entrepreneurs with various associated influencing

factors. Bharti & Indira (2005) talked about the era of fifties to stthe 21 centuries and how transformation has occurred in the

women roles.

Pooja Nayyar , Avinash Sharma and Jatinder Kishtwaria

(2007) have concluded that women entrepreneurs faced

constraints in aspects of financial, marketing, production,

workplace facility and health problem. Financial problems

faced were non-availability of long term finance, regular and

frequent need of working capital.

Dr. Sunil & Ms. Sunita(2009) said in their report that the

emergence of entrepreneurs in a society depends to a great

extent on economic, social, religious, cultural and

psychological factors prevailing in the society. In many of the

advanced countries of the world there is a phenomenal

increase in the number of self-employed women after the

world war. Shamika Ravi (2009) focused on entrepreneurship

development within the Micro, Small and Medium Enterprise

(MSME) sector in India. The MSME sector has often been

termed the 'engine of growth' for developing economies.

Mr. A. A. Jahanshahi (2010) explained that Today's world

is changing at a startling pace. Political and economic

transformations seem to be occurring everywhere as countries

convert from command to demand economies, dictatorships

move toward democracy, and monarchies build new civil

institutions. These changes have created economic

opportunities for women who want to own and operate

businesses. Sathiabama (2010) quoted that The Self Help

Groups (SHGs) have paved the way for economic

independence of rural women. The members of SHGs are

involved in Micro - Entrepreneurships. Through that, they are

becoming economically independent and providing

employment opportunities to others.

R. Z. Masood (2011) focused on the concept of woman

entrepreneurs in India; their traits in business, the problems

faced by them when they set up and make some suggestions

for future prospects for development of Women

Entrepreneurs. Robita & Ms. Nandita (2011) stated that

women entrepreneurship can bring about women

empowerment. Social entrepreneurship can eliminate the

ignorance and poverty.

III. OBJECTIVE OF THE STUDY

The objectives of the present study are:

1. To analyze the socio-demographic profile of some top

women entrepreneurs in India;

2. To find out the factors that motivated the women to start

their own enterprise;

3. To develop a model on the basis of factors identified

through the study of these women entrepreneurs.

IV. RESEARCH METHODOLOGY

The present study is qualitative in nature for which 20

successful women entrepreneurs have been randomly

selected, a convenience sample technique was used to analyze

the cases of these 20 women entrepreneurs and to identify the

motivational factors behind their success. Secondary data

collection technique has been used to collect the information

from different websites, books and journals. 58



V. DISCUSSION AND INTERPRETATION

Fig. 1 Educational Status of The Women Entrepreneurs

The study found that more than half of the women

entrepreneurs are post graduate and about one fourth of them

are graduates. It reflects that most of the women entrepreneurs

are well educated and some of them also have professional

degrees and diplomas.

The study depicted that most of the successful

entrepreneurs are located in the metro cities which provide a

more liberal work environment for the females and ample

opportunities to grow.

Fig. 2 Geographical Distribution

Fig. 3 Age Group Of Women Entrepreneurs When Entered Into Entrepreneurship

After analyzing the data it was found that 70% of the

women started their enterprise in the age group 21-30 years.

This result is consistent with another study which also showed

that most women entrepreneurs started their business or

venture between the age 29-34 years (Menakshi and Kakoli,

2010).

Fig. 4 Type Of Business Run by the Women Entrepreneurs

Among the total, 35% women belong to fashion and

entertainment industry as well as manufacturing Industry,

while 20% are belong to hospitality Industry and only 10%

belongs to pharmacy industry.

Fig. 5 Experience Level Of Women Entrepreneurs

The data shows that out of those top women entrepreneurs,

most of them have their experience in business is between 15-

25 years, where some has experience between 26-35 years,

while few women are highly experienced.

Fig. 6I Motivational Factors For The Women To Become An Entrepreneur

While thoroughly analyzing the cases of women

entrepreneurs, total four motivational attributes have been

found. The primary motivational factor for women

entrepreneurs is the desire to promote new marketable idea;

Next factor which motivate them was their ambition in life to

make their own identity and to become role model for

everyone. On the other hand, feasible family environment was

also key motivator that influences the women to form the

enterprise. Also, few women started their venture due to their

need and provide support to the family as most of these women

entrepreneurs have financially strong family background.



VI. ASSISTANCE PROVIDED BY BANKS AND FINANCIAL

INSTITUTIONS

The banks play an important role in providing and

arranging finances to these women entrepreneurs in spite of

them having a sound financial and affluent family background

as it helps in reducing the risk involved in the business. The

bank also goes a step further for providing infrastructure

facility and promoting financial and marketing discipline. In

addition to providing individual finance to women enterprise,

the banks also promotes the formation of self help groups,

especially women comprising of 10-20 women members.

Total financial independence is given to women members

including choice of project activities. These banks also show

keen interest in production and providing assistance and

adequate marketing infrastructure facilities. The government

of India also provided special incentives to the women

beneficiaries in form of subsidy or additional risk coverage for

lending.

VII. PRESENT SCHEMES AND PROGRAMME

IMPLEMENTED BY GOVERNMENT

As discussed earlier in the model in order to encourage

more and more women to set up their own enterprise various

schemes under SME sector has been formulated by the

ministry. Important schemes that are made specifically for

women or give special benefits to women are

1. Trade Related Entrepreneurship Assistance and

Development scheme for Women (TREAD): This

scheme has been launched to encourage women in thsetting their own ventures during the 11 five year

p lan . The scheme envisaged economic

empowerment of women through the development

of their entrepreneurial skills in non-farm activities.

2. Micro & Small Enterprises Cluster Development

Programme (MSE-CDP): The schemes provides

assistance for capacity building, common facilities,

marketing etc the delivery, assimilation and

diffusion of the identified technology from its

producers to the recipient user/ cluster of small

enterprises.

3. Credit Guarantee Fund Scheme: The government

introduced the scheme for small scale Industries in

May 2000 with the objective of making credit to SSI

units, particularly tiny units, for loans up to Rs 25

lakh without collateral/ third party guarantees. The

scheme is being operated by the credit Guarantee

Fund Trust for small industries (CGTSI) set up

jointly by government of India and SIDBI.

4. Support for Entrepreneurial and Management

Development through EDPS/ MDPS, etc.: MSME

DIs regularly conducts EDPs/MDPs for existing and

prospective entrepreneurs and charge fee for such

courses. To encourage more entrepreneurs from

among the SC/ST, women and physically challenged

groups, it is proposed that such beneficiaries will not

be charged any fees but, instead they paid a stipend of

Rs. 500/- per capita per month.

5. Exhibitions for Women Under Promotional Package

for Micro & Small Enterprises Approved by CCEA

Under Marketing Support: DC (MSME) has

formulated a scheme for women entrepreneurs to

encourage Small & Micro manufacturing units

owned by women in their efforts at tapping and

developing overseas markets, to increase

participation of representatives of small/ micro

manufacturing enterprises under SIDO stall at

International Trade Fairs/ Exhibitions, to enhance

export from such units. Under this scheme

participation of women entrepreneurs in 25 thinternational exhibitions is envisaged during 11

plan.

VIII. CONCLUSION

Having overcome the controversial situations,

today Indian women have ventured into various field and

encountered great success. Women entrepreneurs represent a

group of women who have broken away from the beaten track

and are exploring new avenues of economic participation.

Among the reasons for women to run organized enterprises are

their skill and knowledge, their talents, abilities and creativity

in business and a compelling desire of wanting to do

something positive. Women entrepreneurs are fast becoming a

force to reckon with in the business world and are not only

involved in business for survival but to satisfy their inner urge

of creativity and to prove their capabilities. Educated Women

is contributing to a great extent to the social transformation

and in the future, will be seen that more women venturing into

areas traditionally dominated by men. Today's women are

taking more and more professional and technical degrees to

cope up with market need and are flourishing as designers,

interior decorators, exporters, publishers, garment

manufacturers and still exploring new avenues of economic

The Indian woman has the ability to observe and learn

from her surroundings. Known for persuasiveness and an open

style of problem solving, the Indian woman knows how to win

with panache and accepts risks with grace. These are the

qualities that perhaps make Indian women the best

entrepreneurs.



APPENDIX I PROFILE OF SELECTED WOMEN ENTREPRENEURS

Case Name Enterprise Educational

Status (when start their enterprise).

Geographical Background

Present Age (Yr of

Exp.) Motivational Factors

A Anu Aga Anu Thermax Groups Post graduate Pune 69 yrs. (16 yrs),

1. Family business environment

2. Need & support of Family.

B Anuradha Acharya

Founder and CEO of Ocimum Biosolutions

Post graduate Hyderabad

40 yrs

(12 yrs),

1. New market Idea

2. Role model

C Dr. Blossom

Kochhar Aroma Magic

Diploma in beautician

New Delhi 66 yrs

(40 yrs)

1. New market Idea

2. Role model

D Dr. Kiran

Mazumdar Shaw

Biocon

Graduate

Bangalore 59 yrs.

(34 yrs) 1. New market Idea

2. Role model

E

Ekta Kapoor Balaji Telifilms &

soap Operas. Graduate

Mumbai

34 yrs (17 yrs)

1. New market Idea

2. Role model

F

Indra Nooyi

PepsiCo

PGDM

Chennai 57 yrs.

(18 yrs) Role model/ ambition

G

Jyoti nayak Shri MahilaGriha

Udyog Lijjat Papad

Graduate

Mumbai

58 yrs. (20 yrs)

1. New market Idea

2. Need & support to

Family.

H

Mallika Srinivasan

TAFE

Post graduate

Chennai

52 yrs. (27 yrs)

Role model/ ambition

I

Parmeshwar Godrej

Godrej properties ltd, NAZ

foundation

Post graduate

Mumbai

1989 (23),

65 yrs

Family business environment

J

Priya Paul

World Travel

Tourism Council

Graduate

Delhi

45 yrs

(22 yrs)


K

Preetha Reddy

Apollo Hospitals

Enterprise

Post Graduate

New Delhi

55 yrs

(21 yrs)


L

Rajshree Pathy

Rajshree Group of Companies

Graduate

coimbatore

55

yrs (20 yrs)


2. Need & support of Family.

M

Ritu Beri

Ritu wears

Graduated and

Fashion designing Diploma

Noida

46 yrs (18 yrs)

1. New market Idea

2. Role model

N

Ritu Kapoor-Nanda

Escolife

Post graduate

New Delhi

64 yrs

(35 yrs)

New market Idea

O

Sharan Apparao

Apparao Gallaries

Professional Degree in fine Arts

Chennai

52 yrs (29 yrs)

1. New market Idea

2. Role model

P

Shahnaz Husain

Shahnaz Herbals

Professional degree in beautician

New Delhi

64 yrs (35 yrs)

1. New market Idea

2. Role model

Q

Simone Tata

Trent Limited

Post graduate

Mumbai

76 yrs (51 yrs)


R

Sulajja Firodia Motwan

Kinetic Engineering Ltd

Post graduate

Pune

42 yrs (20 yrs)


2. Role model

S

Vandana Luthra

VLCC

Post

graduate

New

Delhi

47 yrs

(23 yrs)

New market Idea

T

Zia Mody

AZB & Partners

and Bodhi Global

(law firm)

Post

graduate

Pune

55 yrs

(28 yrs)

1. New market Idea




participation The Indian women entrepreneurs are making

their presence globally. They not only are successful

entrepreneurs, but are doing a wonderful job striking a balance

between their home and career. The Government has also laid

special weight age on the requirement for conducting special

entrepreneurial training programs for women to enable them

to start their own ventures. Financial institutions and banks

have also set up particular cells to help women entrepreneurs.

This has rebound the women entrepreneurs on the economic

scene in the recent years although many women's

entrepreneurship enterprises are still remained a much

neglected field.

REFERENCES

[1] A. A. Jahanshahi, “Issues and Challenges for Women Entrepreneurs in

Global Scene, with Special Reference to India”, Australian Journal of

Basic and Applied Sciences. pp. 4347-4356.

[2] Bharti and Indira, “Reflection of Indian women in Entrepreneurial

world”, Journal of IIMA, 2005.

[3] Muriel Orhan and Don Scott, “Why Women Enter into

Entrepreneurship: An Explanatory model”, Women in Management

Review, 2001.

[4] Meenakshi Gandhi and Kakoli Sen, “Women Entrepreneurship

Development-Prospects and Problems: an Exploratory Study in the

NCR of India”, Women Entrepreneurship and Development, pp. 71- 93,

2010.

[5] Maheshwar Sahu and S. K. Baral, “Need of Strategic Marketing in

Promotion of Women Entrepreneurship in India”, The Utkal Business

Reviews, pp.122-136, 2010.

[6] McGrath Cohoon, Vivek Wadhwa and Lesa Mtchell, “Are Successful

Women Entrepreneurs Different From Men”, The Foundation of

Entrepreneurship, 2010.

[7] Naveen Gadwal, “Problem and Prospects of Micro, Small and Medium

Scale Enterprises in India”, Journal of Applied Management &

Computer Science, BIZ n BYTES, 2011.

[8] Rana Zehra Masood, “Emergence of Women Owned Businesses”,

Indian Journal of Arts Science & Commerce, 2011.

[9] Robita and Nandita, “Women Entrepreneurship in Manipur, North-East

India”, Interdisciplinary Journal of Research in Business, 2011.

[10] Sunil Deshpande and Sunita Sethi, “Women Entrepreneurship:

Problems, Solutions & Future Prospects of Development”, International

Research Journal, 2009.

[11] Sathiabama, “Rural Women Empowerment and Entrepreneurship

Development”, Women Empowerment, 2010.

[12] Shamika Ravi, Entrepreneurship Development in the Micro Small and

Medium Enterprise Sector in India, Indian School of Business, 2009.

[13] Usha Kiran and Alok Rai , Women Entrepreneurship Development:

Issues and Perspectives.

[14] Robinsson, Organisational Behaviour.



Job Satisfaction in Banking Sector: An Exploratory AnalysisG.V.S.S.N. Sanyasi Raju

School of Management Studies, Mahraj Vijayaram Gajapati Raj College of Engineering,

Vizianagaram – 535 005, Andhra Pradesh, IndiaE-mail:

(Received on 02 January 2012 and accepted on 12 March 2012

[email protected]

Abstract - This paper attempts to focus on job satisfaction in

banking sector. The total sample covers 362 bank employees

working in both public and private sector banks. To study job

satisfaction, dimensions like job aspects, work environment,

innovative aspects and interpersonal relations are focused.

Further, variables like age, sex, marital status, qualification and

type of organization are considered for the analysis. A study into

relationship between the dimensions reveals that a significant

relationship between dimensions under study is existed. More

over dimensional-wise analysis reveals that innovative and work

environment as well as job aspects and interpersonal relations

are strongly correlated. While job aspects and innovative aspects

were associated relatively very low, differences in opinion

between the variable-wise respondents is also revealed by the

study.

Keywords: Job Satisfaction, Banking Sector, Literature Review,

Empirical Study

I. INTRODUCTION

In any organization, role of employee is very crucial

though other factors also contribute significantly to its

success. Employee behavior, attitude at work directs the

organization towards either positive or negative path. Work

related attitudes of employees are under constant scanner by

psychologists as well as social researchers. Work related

attitudes mainly include job satisfaction, job involvement and

commitment to organization. Among all these, job satisfaction

has been given relatively higher attention by the researchers

since it is presumed that other attitudes directly or indirectly

contribute to this and in a way one can say “job satisfaction” is

a summary reflection of these other attitudes.

Job satisfaction can be defined as a positive feeling about

one's job resulting from an evaluation of its characteristics

(B. M. Staw & L.L.Cummings-1996). An individual with

high level of job satisfaction holds positive feelings about the

job. On the other hand, one who dissatisfied holds negative

feelings about it. Interestingly, job satisfaction of an

employee is correlated to his attitude at work as well as his

performance. Thus, every organization tries to create

conducive atmosphere in the work place by various measures

to satisfy their employees which in turn results in better

performance.

II. INDIAN BANKING SCENARIO

A major stepping stone in Indian banking sector had taken

place with the formation of Reserve Bank of India (RBI) in the

year 1935. It has been making its efforts to bring the economy

in a visible success through banking sector activities in the

country. Banking system in India has been playing an

appreciable role in promotion of the economy through its

continuous efforts. It had crossed three major milestones in its

long voyage like, pre-nationalization, post -nationalization and

financial reforms in the country, faced various challenges and

emerged victorious. Prior to introduction of financial sector

reforms in the country, the Indian banking has been carried out

under traditional way.

The basic objective of financial sector reforms was to

strengthen the Indian banking sector and make them

internationally competitive and encourage them to play an

effective role in accelerating the process of growth. Committee

on Financial Sectors Reforms (popularly known as

Narasimham committee) 1991, had stressed the need for

strengthening of banking sector activities in the country. In

pursuance of recommendations of the said committee various

measures have been initiated in Indian Banking sector such as

Deregulation, Prudential Measures, Competitive policies etc.

Consequently, tremendous changes have been incorporated in

Indian banking sector like, massive branch expansion,

expansion of branch network to rural areas. Ultimately, this

improved productivity of the banking sector as a whole and its

operational performance. Now technology has became an

integral part of banking in the country. Through technology

banks in the country have been reaching its customers and meet

their needs with considerable flexibility. More over, with the

updated policies as well as modern operational practices,

Indian banks have been able to make use of opportunities in

terms of new areas and products.

In spite of the progressive trends in Indian banking for the

past nearly two decades, there are certain new challenges to

Indian banking have been cropped up. The customer oriented

strategy is one among them. The new generation customers

prefer to have several products with innovative approach, apart

from traditional facilities. The entrance of foreign banks with


their versatile features in the country has been giving a threat

to Indian banks. As a result, a wide gap existed between

customer needs and bank services. The customers of Indian

public sector banks are also seeking variety of services as

offered by the foreign banks. Though a number of changes in

terms of services in public sector banks have been

incorporated like, Bank automation, ATMs, internet banking,

yet the role of human resources in banking services is not

isolated. The role of employees in promotion of banks

business is pivotal and decisive. Their attitude and behavior at

work reflects over the reputation as well as the business

continuity of a bank. Ultimately, all these are inter-linked with

employee's satisfaction towards their job. A satisfied

employee could add value to the services and support the

organization very well. Employees whose involvement in

work is always positive yields better results. At present the

customers expectations from their banks are diversified and

ever increasing. The bank managements are also changing

their policies and always trying to meet their customer

expectations. At this juncture, the role of a satisfied bank

employee is pivotal to the dynamic development of banking

sector in India.

III. REVIEW OF LITERATURE

Though a good number of works on employees job

satisfaction were done by various authors in spheres. But a

few of the earlier studies are reviewed in this context.

'Job Satisfaction as involving cognitive, affective and

evaluative reactions or attitudes and states it is a pleasurable or

positive emotional state resulting from the appraisal of one's

job or job experience' (E.A.Locke, 1976). Job satisfaction is a

result of employees' perception of how well their job provides

those things that are viewed as important. It is generally

recognized in the field of organizational behavior field that job

satisfaction is the most important and frequently studied

attitude.

Bola Adekola, 2011) in their work on “Career

Management as correlates for career development and job

satisfaction - A case study of Nigerian Bank employees”

explored the link between career planning and career

management as antecedents of career development and job

satisfaction, and career commitment as its outcome. A sample

of 505 employees of a Nigerian Bank revealed the significant

link between the variables of career planning and career

management, and career development, and in turn, with job

satisfaction and career commitment. Further, those

organizational level initiatives like continuous guidance to the

employees to manage their careers engender positive

motivation levels and can lead to employees feeling valued. In

turn, those initiatives also assist in reducing the turnover rates

and help increase the levels of job satisfaction in the bank.

K. R. Sowmya and N. Panchanatham (2011) have studied

job satisfaction of employees in new private sector and select

public sector banks specifically in the banking sector of the

main metropolitan city i.e,,Chennai. The researchers have

applied factor analysis using principle component method to

find out the different factors that affect the job satisfaction of

banking sectors employees. It reveals that the employees have

significant inclination towards optimistic supervisory

behavior and pleasant organizational setup. Further, it is also

identified that the job suitability as well as the working

conditions and other interpersonal relationship among the

workers are able to ascertain their level of satisfaction within

the working domain.

Masud Ibn Rahman (2006) studied 'Where the Job

Satisfaction of Bank Employees Lies: An Analysis of the

Satisfaction Factors in Bangladesh'. This paper investigates

the level of job satisfaction of bank employees in Dhaka City

identifying the important factors that are associated with the

overall satisfaction of bank employees. Factors including

payment, healthy relationship with colleagues, sense of

personal accomplishment, adequate information available to

do job, ability to implement new ideas and overall job

satisfaction are found important for improving job satisfaction

of bank employees in Dhaka City. These factors are

significantly related to the overall satisfaction of the

employees. The higher the level of these factors involved, the

higher the overall satisfaction likely to be. The factors that are

influential have been identified following overall job

satisfaction through some statistical techniques.

Muhammad Farhan Siddiqui and Dr. Nabeel Ahmad

Zubairi (2010) had investigated the job satisfaction among the

officers of Habib Bank Limited Karachi in connection with a

proposal made by Pakistan government to privatize the

nationalized banks on priority basis. The study revealed that

the relationship between organizational factors like; High

Commitment, Environment, Corresponding Co-worker

Support, Organizational Communication, Task control and

Participant Decision Making and job satisfaction on the

employees of the banking ultimately lead to employees and

bank client satisfaction.

Rabia Hadi and Adnan Adil (2010) have demonstrated the

predictive validity of job characteristics in relation to work

motivation and job satisfaction through their study, revealed a


G.V.S.S.N. Sanyasi Raju

definite pattern of correlations among job characteristics,

work motivation, and job satisfaction. All job characteristics

were found to be significant and positive correlate of intrinsic

motivation. Skill variety, task significance, and task identity

were significantly and positively related to job satisfaction.

Task identity and feedback were significant and positive

correlates of extrinsic motivation. Further, it is also revealed

that feedback may be conceived as interference of boss in

one's job responsibilities or it may have been conceived in

terms of the criticism of boss on one's job performance both of

which are more prevalent in our work settings as compared to

positive reinforcement and appreciation of subordinate's

work.

Yorkshire Bank (2009) has studied 'From Office to beach

UK workers can't get no (job) satisfaction'. A survey from

Clydesdale and Yorkshire Banks, looking at attitudes to work

within SMEs, has revealed that 37% of workers are not

enjoying their job as much as they used to across the UK, only

those workers from the East Midlands, South West and

Scotland feel that they are happier in their jobs. The East

Midlands has shown the biggest increase in job satisfaction

(40%), closely followed by the South West (39%) and

Scotland (35%). Jerry M.Newman & Frank J.Krzystofiak

(1993) studied Changes in Employee Attitudes after an

Acquisition'. This study disclosed that Information on job

characteristics, facet satisfaction, overall satisfaction, and

organizational commitment were obtained from bank

employees both before the announcement of the acquisition

and after the acquisition. Correlation analysis and ANOVA

indicated significant decline in perceived job characteristics,

satisfaction, and organizational commitment after the

acquisition. The nature of these changes is discussed along

with recommendations for minimizing the disruptive effect of

an acquisition. Alf Crossman and Bassem Abou-Zaki (2003)

studied 'Job Satisfaction and Employee Performance of

Lebanese Banking Staff'. This paper investigates the

relationships between job satisfaction, individual job facets,

socio-demographic variables and job performance in the

Lebanese commercial banking sector. The results indicate that

job satisfaction is not independent in all job facets and that

satisfaction with one facet might lead to satisfaction with

another. Female employees were found to be less satisfied

with all facets except pay. Employees with lower educational

qualifications were least satisfied. Self-reported job

performance was found to increase with tenure. Against this

back ground, the present study proposes to investigate

employee's job satisfaction of commercial banks in

Vizianagaram town in this attempt.

IV. PROBLEM OF THE STUDY

The problem posed in this study is to focus on job

satisfaction among bank employees. It also tries to establish

the relationship among the dimensions of job satisfaction

among bank employees and to focus on difference in opinion

among the sample.

V. OBJECTIVES OF THE STUDY

1. To find the significance of relationship between the

dimensions of Job Satisfaction;

2. To find relationship of the demographic and Professional

Variables of bank employees with their job satisfaction.

VI. METHODOLOGY

A.Hypotheses

H = There is no significance of relationship between the 1

dimensions of Job Satisfaction.

H = There is no significance of difference in opinion of 2

the sample towards dimension of job satisfaction.

B.Tool Administration

The researchers have designed a tool to collect employee's

perception from the sample. It consists of 25 statements

covering four dimensions viz., Job Aspects -7 items (28%),

Work Environment - 6items (24%), Innovative - 6itmes(24%)

and Inter Personnel aspects - 6items (24%). Further, to collect

the responses5 - Point scaling (Likert) technique is applied by

assigning five alternatives (such as., Strongly Agree, Agree,

Neutral, Disagree and Strongly Disagree). Subsequently

responses were scored from 5 to 1 for analysis.

C. Data Collection and Sample

In order to collect the opinion of bank employees towards

their job satisfaction, public and private sector banks

operating in Vizianagaram town in Andhra Pradesh, India

were purposively selected . In selection of the sample simple

random sample is applied. The investigators have personally

administered and canvassed the designed schedule among 375

Bank Employees of different banks (Public and Private

sector). But finally, the study was confined to 362 employees

and the remaining 13 questionnaires are retained on account of

furnishing incomplete information. The Characteristics of

variable wise sample are presented in Table: I.


Job Satisfaction in Banking Sector: An Exploratory Analysis

VII. RESULTS AND DISCUSSION

Initially, to study the relationship between the dimensions

chosen for the an attempt is made with testing of null

hypothesis H by using correlation values (Table II).1

It is understood from the table II that the obtained 'r' values

in respect of all the dimensions are positive but very low. The

higher 'r' values are associated between the dimensions like

innovative and work environment (0.53) as well as between

Interpersonal Relations and job aspects (0.54). On the other

hand, a weak correlation is existed between job aspects and

innovative dimensions (0.29). Hence the hypothesis “There is

no significance of relationship between the dimensions of Job

Satisfaction” is rejected. Now restating, the accepted

statement should read as “there is consistently significant

relationship among various dimensions of job satisfaction”.

One more very valid outcome of this analysis is that all the

dimensions are positively and significantly related to the

overall outcome of job satisfaction in this present study.

Further, to study the significant differences in opinion of

sample selected under different variables taken, an attempt is

made to test the null hypothesis H under different dimensions 2

of the study. From table III, it can be seen that there are

significant differences in opinion between the employees

under Sex, Age, Qualification, and Experience towards job

aspects dimension. The obtained Critical Ratio (Cr) values are

more than 1.96 which is significant at 5% LOS. Hence, H is2

rejected. While in the case of variables such as, Marital Status

and Type of organization, though there is significance of

difference opinion is identified, and hence, the null

hypothesis H is accepted.2

Further, mean values for the scores representing sample

like, Male, age (below 40yrs), married , graduates and the

employees experience below 20 yrs, reveal that those are

relatively less satisfied than that of other respondents in

respect of Job aspects.

It can be stated (Table IV) that there is a significance of

difference in the opinion among the employees such as, sex,

age, marital status and experience are statistically

corroborated. The obtained CR values are more than 1.96

which are significant at 5 % LOS. Hence, the hypothesis H is 2

rejected. While in the case of the variables like, Qualification

and Type of organization the obtained CR values are less than

the 1.96 which are insignificant at 5 % LOS. Thus, the

hypotheses H is accepted.2

Further, relatively lower mean values of the sample

categories under study represents low satisfaction towards

their job in terms of work environment such as female, age

above 40 yrs, unmarried, and experience below 20 yrs.

It is understood from the table V (as revealed by mean

values) in terms of innovative aspects differ, but the obtained

CR values are insignificant at any level of LOS. Hence, the

hypothesis H is accepted. 2

Further, it is also revealed that among the sample under

study, employees like, male, age above 40 yrs, married,

graduates, experienced (above 20 yrs), working in public

sector banks are relatively more satisfied with respect to

innovative aspects.

From the table VI, it can be stated that there is significant

difference between the employee's opinion considered under

age, qualifications and experience. The obtained values of

Critical Ratio's are more than 1.96 at 5% LOS. Hence, the

hypothesis H is rejected. Further, the categories like, sex, 2

marital status and type of organizations, CR values are less

than 1.96 and insignificant at 5% Los. Hence, the hypothesis

H is accepted.2

VIII. FINDINGS AND CONCLUSION

The present study clearly shows that significant

relationship is identified among the various dimensions

considered for evaluation of job satisfaction of employees

under study. The relationship between the dimensions like

innovative and work environment as well as job aspects and

interpersonal relations are relatively higher.

Further, variable wise analysis of employee's opinion

towards each dimension under study reveals that:

1. Difference in opinion between male and female

employees was identified in terms of their job aspects

as well as work environment. Particularly, opinion

survey reveals that male employees have given a

very low rating towards statement on automation of

operations and its impact. Like wise some amount of

dissatisfaction was identified among female

employees towards customer's attitude in this study.

2. In the case of work environment also, sex-wise

differences in opinion were identified. More

specifically, dissatisfaction is expressed by female

employees to the statement “economic benefits and

communication channel”.



3. Where as difference in opinion was also identified in

job aspects, work environment, inter personnel

relations among the sample in terms of their age.

Employees less than 40 years have given low rating

to statement of job aspect dimension “free time to

hold additional jobs”.

4. Likewise, the employees of more than 40years of age

have expressed a very low satisfaction towards

statement like, “post retirement benefits”, “Dealing

with problems occur due to computers” and

“Relationship with peers”.

5. Similarly, differences in opinion between the

married and un-married employees were also

revealed by the study in respect of work

environment. More particularly, unmarried

employees have expressed their dissatisfaction

towards “recreation facilities”.

6. Where as employees under the study in terms of their

qualification (graduate and post graduates) also

differed in their opinion towards job aspects as well

as interpersonal relations.

7. Accordingly, graduates are relatively dissatisfied

with promotional avenues and Post-graduates are

dissatisfied with relationship with superiors.

8. Likewise, employees on the basis of their experience

showed difference of opinion in all dimensions

under study “except innovative aspects”. Employees

having less than 20 years of experience are

dissatisfied in terms of training and orientation;

working ambiance, cooperation from peers.

9. Apart from all these, none of the employees

irrespective of organization (public or private sector

banks) have differed in their opinion towards any

dimension under study.

However, the employees working in public sector banks

are relatively more satisfied than those of private sector banks.

Therefore the policy makers in the banking sector shall

consider these factors while formulating policies, towards

strengthening their human resources as it is a vehicle which

determines the very existence and longevity of the banks .

TABLE I CHARACTERISTICS OF SAMPLE VARIABLE -WISE

Variable Category of Variable Sample

Size %

Sex

Male Female Total

296 66

362

81.7618.24100

Age

Below 40 years Above 40 years Total

170 192 362

46.9653.04100

Marital Status

Married Unmarried

Total

282 80

362

77.922.1100

Qualifications

Graduates

Post-Graduates

Total

285

77

362

78.7221.28100

Experience

Below 20 years

Above 20 years

Total

173

189

362

47.7952.21100

Type of OrganizationPublic Sector Banks

Private Sector BanksTotal

305

57

362

84.2515.75100



TABLE II SIGNIFICANCE OF RELATIONSHIP BETWEEN THE DIMENSIONS

Dimension

Job Aspects

Work

Environment

Innovative

Inter-Personal Relations

Total of Job Satisfaction

Job aspects 1.00 0.45 0.29 0.51 0.43

Work Environment 1.00 0.53 0.43 0.41

Innovative 1.00 0.36 0.48

Inter-Personal

1.00 0.52

Total of Job

1.00

TABLE III JOB SATISFACTION IN JOB ASPECTS

S. No. Category of Variable Mean S.D N C.R.

1

Male

Female

26.13

28.07

4.23

6.50

296

66

2.34

2

Below 40 Years Age

Above 40 Years Age

23.63

25.42

4.45

4.42

170

192

3.89

3

Married

Unmarried

24.49

25.36

4.26

6.49

282

80

1.12

4 Graduates

Post-graduates 24.39

26.16 4.31

6.72 285

77 2.21

5

Below 20 yrs Experience

Above 20 yrs Experience

25.66

26.58

4.28

4.26

173

189 2.04

6 Public Sector Banks

Private Sector Banks 27.51

25.83 3.82

6.95 305

57 1.73

TABLE IV JOB SATISFACTION IN 'WORK ENVIRONMENT'

S.No. Category of Variable Mean S.D N C.R.

1

Male

Female

23.85

21.92

3.96

5.78

29666

2.57

2 Below 40 Years Age

Above 40 Years Age 25.36

23.57 4.51

4.65 170

192 4.41

3

Married

Unmarried

24.71

23.37

4.05

5.78

282

80 2.00

4 Graduates

Post-graduates 24.12

23.65 4.63

6.92 285

77 0.56

5

Below 20 yrs Experience Above 20 yrs Experience

25.67 26.59

4.21 4.19

173 189

2.09

6

Public Sector Banks Private Sector Banks

25.74 24.57

3.68 6.95

305 57

1.03



TABLE V JOB SATISFACTION - 'INNOVATIVE ASPECTS'

S.No. Category of Variable Mean S.D N C.R.

1

Male Female

22.76 21.07

3.83 6.34

296 66

1.62

2

Below 40 Years Age Above 40 Years Age

22.47 23.08

4.67 4.59

170 192

1.27

3

Married Unmarried

26.45 25.52

3.08 6.41

282 80

1.25

4

Graduates

Post-graduates

23.78

23.06

3.06

5.97

285

77

1.02

5

Below 20 yrs Experience

Above 20 yrs Experience

24.45

24.95

3.98

4.05

173

189

1.19

6

Public Sector Banks

Private Sector Banks

23.94

22.85

3.27

6.89

305

57

1.17

TABLE VI JOB SATISFACTION IN 'INTER-PERSONAL RELATIONS'

S.No.

Category of Variable

Mean

S.D

N

C.R.

1 Male

Female

27.15

25.26

5.28

8.78

296

66 1.30

2 Below 40 Years Age

Above 40 Years Age 28.49

25.72 6.21

5.93 170

192 4.32

3 Married Unmarried

27.93 28.05

4.25 8.98

282 80

0.09

4 Graduates Post-graduates

28.79 26.63

3.68 7.85

285 77

2.34

5 Below 20 yrs Experience Above 20 yrs Experience

25.41 24.85

4.54 4.21

173 189

2.52

6

Public Sector Banks Private Sector Banks

24.78 23.59

3.49 5.97

305 57

1.46

REFERENCES

[1] Alf Crossman and Bassem Abou-Zaki, “Job Satisfaction and

Employee Performance of Lebanese Banking Staff”, Journal of

Managerial Psychology, Vol.18, No.4, pp.368-376, 2003.

[2] Andre Bussing, Thomas Bissls, Vera Fuchs and Klaus M. Perrar, “A

Dynamic Model of Work Satisfaction: Qualitative Approaches”,

Human Relations, Vol.52, No.8, pp. 999, 1999.

[3] Bola Adekola, “ Career Management as Correlates for Career

Development and Job Satisfaction- A Case Study of Nigerian

Bank employees”, Australian Journal of Business and

Management Research, Vol.1, No.2, May 2011.

[4] B.M.Staw and L.L.Cummings, Research in Organizational

Behaviour, Vol.18, (Greenwich), C.T: Jai Press, pp.1-3, 1996.

[5] H. Beynon and R.M. Blackburn, Perceptions of Work, Cambridge

University Press, 1972.

[6] A.N. Brayfield, R. Wells and M. Strate, “Inter Relationships among

Measures of Job Satisfaction and General Satisfaction”, Journal of

Applied Psychology, 1957.



[7] C.L. Cooper and J. Marshall, Eds., White Collar and Professional

Status, Chichester, England, Johnwiley, 1980.

[8] E.A. Locke, Handbook of Industrial Organizational Psychology,

Rand Mc.Nally, Chicago, 1976, p.1300.

[9] Garrett. E. Henry, Statistics in Psychology and Education, NewYor

David Mc.Kay Co., Inc., 1955.

[10] E.Gross, Work and Society, New York, Tomas, Y. Cromwell, 1958.

[11] R. Hackman and G.R. Oldham, “Development of Job Diagnostic

Survey”, Journal of Applied Psychology, Vol. 60, No.1, 1975.

[12] Jerry M. Newman and Frank J. Krzystofiak, “State University of

New York, Group & Organization Management”, Vol.18, No.4,

pp.390-410, 1993.

[13] K. R. Sowmya and N. Panchanatham, “Factors Influencing Job

Satisfaction of Banking Sector Employees in Chennai, India”,

Journal of Law and Conflict Resolution, Vol. 3, No.5, pp. 76-79,

May 2011. Available online at

Journals.org/JLCR, ISSN 2006-9804 ©2011

http://www.academic



[14] Rabia Hadi and Adnan Adil, “Job Characteristics as Predictors of

Work Motivation and Job Satisfaction of Bank Employees”,

Journal of the Indian Academy of Applied Psychology, Vol.36,

No.2, pp.294-299, 2010.

[15] Masud Ibn Rahman, Sampa Saha and Hemanta Bahadur Gurung,

“Where the Job Satisfaction of Bank Employees Lies: An Analysis

of the Satisfaction Factors in Bangladesh”, Journal of ICMAB,

Vol.34. No.3, May-June, 2006.

[16] Muhammad Farhan Siddiqui and Nabeel Ahmad Zubairi, “A

Sociological Study of Organizational Factors Affecting Job

Satisfaction Among Officers of Habib Bank Ltd., Karach”, Ma'arif

Research Journal, pp. 6-10, 2011.

[17] S.P. Robbins and Timothy A. judge, Organisational Behaviour,

Prentice Hall of India, NewDelhi, 2007.

[18] Donald Von Eschen, Privatization and its Labor Consequences in

Yorkshire Bank 'From Office to Beach: UK Workers Can't Get No

(Job) Satisfaction, U.K, 2009.

w w w . t r p . o r g . i n

The Research Publication(A Global Research Publishing House)

11/19 A, MTP Road, NSN Palayam, Coimbatore - 641 031, Tamil Nadu, India.Ph: 0422 - 2461001 • Mobile: +91 99425 57347 • E-mail: [email protected]

The Subscription Manager

Contact Information

For Subscription, please contact directly to the publisher (address given below) or contact your preferred subscription agent. All orders should be accompanied by payment. Please make Demand Draft in favor of The Research Publication payable at Coimbatore.

SUBSCRIPTION

The Research Publication presents peer-reviewed engineering and scientific journals in print form only. Free online versions are available in the respective journals site.

Guidelines for Submission

References

Example

The manuscript should be about 8-10 pages in length, typed in double space with Times New Roman font, size 10, double column on A4 size paper with one inch margin on all sides and should include 75-200 words abstract, 5-10 relevant keywords. The pages should be consecutively numbered, starting with the title page and through the text, references, tables, figures and legends. The title should be brief, specific and amenable to indexing. The article should include an abstract, introduction, body of paper containing headings, sub-headings, illustrations and conclusions.

A numbered list of references must be provided at the end of the paper. The list should be arranged in the order of citation in text, not in alphabetical order. Each reference number should be enclosed by square brackets.

[1] O. Oyeniyi and A.A. Joachim, “Customer Service in the Retention of Mobile Phone Users in Nigeria”, African Journal of Business Management, Vol.2, No.2, pp. 26-31, 2008.

[2] A. R. Andreasen, “Life Status Changes and Changes in Consumer Preferences and Satisfaction”, Journal of Consumer Research, Vol. 2, No.3, pp. 784-794, 1984.

For more details please visit www.trp.org.in

Asian Journal of Managerial Science(ISSN: 2249-6300)

Title of the Journal Domestic(INR) (USD)

The Asian Review of Civil Engineering (TARCE) 2000 250

Asian Review of Mechanical Engineering (ARME) 2000 250

Asian Journal of Electrical Sciences (AJES) 2000 250

Asian Journal of Computer Science and Technology (AJCST) 2000 250

Asian Journal of Information Science and Technology (AJIST) 2000 250

Asian Journal of Engineering and Applied Technology (AJEAT) 2000 250

Asian Journal of Science and Applied Technology (AJSAT) 2000 250

Asian Journal of Managerial Science (AJMS) 2000 250

Asian Review of Social Sciences (ARSS) 2000 250

Indian Journal of Information Sources and Services (IJISS) 2000 250

International



Volume 1 Number 1, January - June 2012

CONTENTS

Ph : 0422 - 2461001Mobile : +91 99425 57347E-mail : [email protected] : www.trp.org.in

Published by

Journals Division

(A Global Research Publishing House)Coimbatore – 641 031, Tamil Nadu, India

THE RESEARCHP U B L I C A T I O Nw w w . t r p . o r g . in


The Effectiveness of Organisational Climate on Job Involvement 01K. Uthayasuriyan and A. Jayasagar

Human Resources for Diseases Control: Administrative Function or Strategic Priorities 07 Farhad Ali, Belaynew Wassie, Alessandro Greblo and Purnima Bhoi

FII Flows and Indian Equity Market Performance 12 P. Karthikeyan and T. Mohanasundaram

An Investigation into Work Postures of Workers Engaged in Casting Industry: 17A Study in India Lakhwinder Pal Singh

A Study on Occupational Stress Among Teachers in Selective Engineering Colleges 23Affiliated to Anna University of Technology, Trichy

C. Muthuvelayutham and H. Mohanasundaram

HRM Practices in NRI Medical Sciences and General Hospital in 30Guntur District, Andra PradeshV. Tulasi Das and V. Krishna Reddy

Is it Time to Replace Skill With Style? A Case for Studying Communication Style 38Vinay Kumar Chaganti

Application of SERVPERF for Rural Retailer: Reliability and Factor Analysis 43R. Saravanan and P. Kannan

Behind the Boom: What is Leading the Entrpreneurial Fire and its Nature in India 53Kavita Meena

Successful Women Entrepreneurs in India: Attributes Based Analysis 57Raj Kumar, Saumya Singh and Nitam Singh

Job Satisfaction in Banking Sector: An Exploratory Analysis 63G. V. S. S. N.Sanyasi Raju

Documents

An International Peer-Reviewed Journal on Managerial Science Asian Journal of Managerial Science Asian Journal of Managerial Science