Training effectiveness at HUL Puducherry

GLOBAL JOURNAL OF BUSINESS AND MANAGEMENT RESEARCH, Vol.5, Issue.
2, October 2018
A STUDY ON THE EFFECTIVENESS OF TRAINING

AT HUL PUDUCHERRY
R.Udhayasankar
Asst. Prof. Dept. of Management Studies, Sri Sairam Institute of Technology, Chennai
M.Sellan,
Associate Professor & Head, Government Arts College, Tiruvannamalai.
Abstract
This study on the effectiveness of training of employees two basic Human Resource related
aspect of Training and Development. The effectiveness of training depends upon its serving
a need shaded by a large number of employees in the enterprise, on the way it is imparted,
and on a variety of administrative practices within the organization. There are number of
institutions in India competently conducting management education and training. The
enterprise can assuredly depend on these institutions for several of their training needs. The
enterprise can assuredly depend on these institutions for several of their training needs.
There are three factors that contribute with equal importance to the effectiveness of training
the management, the trainer and the trainee. In fact, the importance of evaluation of training
effectiveness requires its inclusions as part of the training programs and not something to be
thought of at the end of training. Hence, plans of evaluation of training and development
programs conducted by HUL have becomes an essential one for the following.
a) To determine the training programs is accomplishing its assigned objectives.
b) To identify the strength and weakness of training activities.
c) To improve information about the introduction of new ideas and changes for
increasing the training effectiveness
d) To and the learning process of the trainee.
Through this research work carried out with the employees of HUL taking a small sample
Management, trainer and Trainee with the thrust area of the level of satisfaction of the
employees about their performance after training. Thus, by and large the training and
developing programs conducted by HUL to its employees are effective.
Introduction
Human resource development has in recent years become the focus of attention of planners,
policy makers and administrators. Human resource development may be defined as the
process of increasing the knowledge, skills and capacities of people. It is important not only
for an enterprise but for a nations to develop its human resources. A country can develop
only when its human resources are developed through health, nutrition, education, Training
and Research. At the enterprise level, employee and executive development are main areas
of human resource development. Therefore, Training of employee is a periscope to see the
future. It is intended to identify the future starts and helps the organization to develop them
further and steer them to where they belong so a proper training programme is needed. Any
training programme must contain inputs which enable the participants to gain skills, learn
theoretical concepts and help acquire vision to look into the distant future. In addition to
these, there is a need to impart ethical orientation, emphasize on attitudinal changes, stress
upon decision-making, problem-solving abilities and employability skill etc., Training today
has become an integral part of any company‘s operations. The need of the hour has rightly
forced all enterprise to make this happen. So, that an adequate supply of personnel becomes
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GLOBAL JOURNAL OF BUSINESS AND MANAGEMENT RESEARCH, Vol.5, Issue.2, October 2018
available for survival, progress and growth. Training, in fact, is the corner stone of effective
management because it makes employees more effective and productive. It is widely
accepted problem-solving device. Training results is less wastage of resource because
trained employees make on better and economical utilization of a available resources. Due to
technology changes, there is an ever increasingly shortage of adequate educated and trained
man power. Hence, companies must organize a total training system to utilize possible
sources of man power.
Need For the Study

The effectiveness of training depends upon its serving a need shaded by a large number of
employees in the enterprise, on the way it is imparted, and on a variety of administrative
practices within the organization. There are number of institutions in India competently
conducting management education and training. The enterprise can assuredly depend on
these institutions for several of their training needs. There are three factors that contribute
with equal importance to the effectiveness of training the management, the trainer and the
trainee.All training activities must be related to the specific needs of the organization and the
individual employees. Training is required on account of the following reasons.
To fulfill the job requirements
To know and update technological changes
To face organizational viability
To adopt internal mobility
Thus, There is an ever present need for training employees so that new and changed
techniques may be taken advantage and improvements is old methods are effected. Need for
training has increased due to growing complexity of jobs, increasing professionals of
management, growing uncertainties in the environment, global competition, growing
aspirations, vast untapped human potential, ever-increasing gap between plans and results
and sub optional performance level.
Statement of the Problem

In the training process, that the employee should have skill knowledge and education about
the job/work. Most of the organization recruits the employees without any orientation
programme. Since completion and technology changes are accelerating day by day. There is
an ever increasingly shortage of adequately educated and trained manpower. In some
sectors of industry there is even a shortage of adequately of manpower as well. It means that
companies must organize a total training system to utilize two possible sources of
manpower. Upgrade the present employee to accept more responsibility within the Company
by using at properly designed training system. Hardness the locally available net manpower
into training system which will make each individual a productive employee in the shortest
Possible time, at least cost.
Review of Literature
Literature survey plays important role in every research. In this way, this study also reveals
the following reviews which were taken from various research. With the dawn of
civilization and as back as the beginning of the stone age, as men invented tools, weapons,
necessities of life like clothing and shelter and language, these came in its wake the need for
training.
2
Jack.J.Philips (1990) presented a collection of strategies and techniques to measure the

impact of training and development. He also focused attention on more of the elements
which would have an impact on the ultimate outcome of training programme. He presents a
comprehensive approach for the design, develop, delivery evaluation of a programme and
places emphasis on results through the process.
Narendra M. Agarwal(1996) with the help of an experiment, the efficiency of a training
system designed to measure training effectiveness and also the factors that facilitate or under
the process of training programme depends on the level of involvement and the interaction
between the three. The participants, trainers and sponsors are the three major players in
planning and implementing organizational change.
Senthilkumar(2006) conducted a study on the effectiveness of training and development on
productivity. The results indicated that the training methods was found to be very effective
on productivity of the company.
The effectiveness of training programme that could put into practice the concept learned by
them and could relate this skill and knowledge development with their career development
and organizational effectiveness.
Objectives of the Study

The objectives of this study are,
a. To study the concept of training and its effectiveness on productivity
b. To analyze the effectiveness of Training Programmes of Hindustan Unilever
Limited(HUL) in various dimensions.
c. To offer suggestions on the basis of findings.
Research Methodology
Definition of Population and Sampling Frame Work
Hindustan Unilever Limited (HUL) is India‘s largest Fast Moving Consumer Goods(FMCG)
company. It is present in Home and Personal Care and Foods & Beverages categories. The
HUL and Group companies have about 16000 employees including 1500 managers. For
managing operations, HUL divides the country into four regions, with regional branchers in
Delhi, Kolkata, Chennai and Mumbai. Puducherry units are come under Chennai regions in
which more than 400 employees are working.
Sources of data
The study is used with primary data and secondary data. The primary data were collected by
using a structured questionnaire method. A questionnaire containing twenty questions(with 5
points likert‘s scale) was framed with utmost care to fulfill the objectives of the study.
Secondary data were collected from books, journals, magazines and relevant web sites etc.,
Sample size
The questionnaire was administered to 92 employees working in the level of managers,
Trainers, and Trainees in Puducherry units. Hence, the sample size is nearing 100 which
accounts for 25% of population.
Sampling method
The study was made to know about the difference of opinion among the trainee, trainer and
management from the various units of organizations. Hence, convenience sampling method
was adopted to select the samples and to cover the cross sections of all units.
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Place and period of the study

The study is conducted in Hindustan Unilever Limited (HUL), Puducherry circle and the
researcher is confined to four training programme along with the manager, trainer and
trainee held during July to November 2007. The analysis is being made from October 2007
to December 2007.
Data analysis
Statistically to arrive at meaningful conclusion, data were analyzed by using the following
statistical tools. For quantitative aspects, analysis of variance (ANOVA) one way
classifications were used (by help of software statistical packages (SPS)) and for the
qualitative aspect the simple percentage was adopted.
Present Status
Hindustan Unilever Limited (HUL) is India‘s largest Fast Moving Consumer Goods
company, touching the lives of two out of three Indians with over 20 distinct categories in
Home & Personal Care Products and Foods & Beverages. They endow the company with a
scale of combined volumes of about 4 million tones and sales of Rs.10000 crores.
HUL is also one of the country‘s largest exporters; it has been recognized as a Golden Super
Star Trading House by the Government of India.The mission that inspires HUL‘s over
15,000 employees, including over 1,300 managers, is to ―add vitality to life‖. HUL meets
everyday needs for nutrition, hygiene, and personal care with brands that help people feel
good, look good and get more out of life. It is a mission HUL shares with its parent
company, Unilever, which holds 51.55% of the equity. The rest of the shareholding is
distributed among 3,80,000 individual shareholders and financial institutions.
Analysis and interpretation of the data

Training helps people acquire knowledge
Levels Management Trainer Trainee Total

SA 11(61%) 17 (63%) 24(51.06%) 52(56.52%)
A 7(38%) 9 (33%) 22(46.81%) 38(41.30%)
N 0 0 1(2.13%) 1(1.09%)
D 0 0 0 0
SD 0 1(4%) 0 1(1.09%)
Total 18 27 47 92
Percentage 100 100 100 100
The above table reveals that in Management, 61 Percent of them have strongly agreed
(SA).Then in the trainer category 63 percent of them also strongly agreed (SA). Finally in
the trainee level 56.62 percent of them strongly agreed (SA). The majority feeling of the
different groups is that their acquired knowledge in the subject through training is effective.
To test whether, Trainer, Trainee and Management do not differ in their view that Training
help people to acquire knowledge in the subject F test was conducted
& the table depicts the same.
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ANOVA
Source Variation SS Df MS F p-value F crit

Between Groups 88.1333 2 44.06667 0.556866 0.587124 3.88529
Within Groups 946.6 12 79.13333
Total 1037.733 14
The results shows that the calculated value F(0.556866) is less then the table value F
Crit (3.88529) at 5% level of significance suggests, that the three groups do not differ in
their View that Training helps people to acquire knowledge in the subject. It presents the
response to the statement, training improves performance in the work Situation,
Training improves Self development

Levels Management Trainer Trainee Total
SA 3(16.67%) 13(49%) 20(42.55%) 36(40.13%)
A 9(50%) 9(33.33%) 16(34.14%) 34(37%)
N 6(33.33%) 4(15%) 11(11%) 21(23%)
D 0 0 0 0
SD 0 1(4%) 0 0
Total 18 27 47 92
Percentage 100 100 100 100
Source : Primary data
The above table that in management 33.33 percent of them have responded as Neutral (N).
Then in the trainer 33.33 percent of them have opted Agree (A) and finally in the trainee
level 42.55 percent have responded as strongly agree (SA). So there is lot difference between
the different levels regarding training improves self development. From the ‗F‘ test
conducted to test whether the views of the trainer, trainee and management significantly or
otherwise not differ regarding the Training improves Self development, it was found that
from the Table is given below:
Findings
The majority of them felt that strongly agreed to the belief that the knowledge acquired in
the subject through training was effective. The difference in the perception of three groups
were tested with the help of a simple tool analysis of variance (ANOVA) and the results
were significant.When an analysis was made on the employees about the performance in the
work situation in training revealed that most of them Agree (A) than strongly Agree (SA). A
simple tool analysis of variance (ANOVA) was used to test and the result suggests that there
was no difference in the perception that training improves performance in the work situation.
To find out the effectiveness of training tools in training revealed that 46.74 percent was
neutral then strongly agree. The majority of them felt that neutral justify that training tools
helps in effectiveness of training programme. The differences in the perception of the three
groups with the help of a simple tool of analysis of variance (ANOVA), the result showed
that there was no difference in the perception that training tools helps in effectiveness of
training programme. The study was made whether training faculties update their concepts
revealed that 39.13 percent of them agree to it and that the results of ANOVA test reveals
that the faculties update their concepts in training.
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Suggestions
 The trainee can be given training more in job related technical skills.
 A trainer needs to distinguish between what can be done in the class-room at work
(through internal company training programmes) and what can be done in class room
away from work (external training programmes).
 For a most effective training, a three-tier concept should be introduced (middle,
senior and top). It offers the advantage of training for large number of people from
various levels in the same organization and shared concern among them.
 Training cannot be a substitute for effectiveness. In generates necessary pre
condition fir it. Hence organizations should make extra attempts to see how training
has been utilized.
Conclusion
The trained manpower is the most valuable asset. The attempts to arrange for its
improvement and growth should have the same significance for organizations as capital
requirements and manufacturing facilities. As training and development programmes are
important aspects of HRD, HUL have undertaken various training programmes for the
employees and other and also it sends its employees to attend training programmes within
and outside the company in various places of India. What so ever may be the training
programmes, unless its effectiveness is evaluated a correctional measures are adopted, the
training programmes will have less of utility. At this juncture, this piece of Research work
carried out with the employees of HUL taking a small sample Management, trainer and
Trainee with the thrust area of the level of satisfaction of the employees about their
performance after training. Thus, by and large the training and developing programmes
conducted by HUL to its employees are effective.
References
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competence in HRM: Implications for the development of HR professionals. Human
Resource Management. 45(3), 295-308.
 Jack J. Phillips. (1996). Accountability in human resource management, Houston:
Gulf Publishing. 342 pp
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management in the 21st century‖, Human Resource Management Review, 8, pp: 215-
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6
RECRUITMENT AND SELECTION PROCESS OF DEGREE COLLEGE

FACULTIES- A STUDY IN MYSORE DISTRICT OF KARNATAKA STATE
Karunesha kumar k
Assistant professor , Department of commerce ,Government First Grade college ,K R Nagar
tq ,Mysore, Karnataka, India
Yasmin S ,
Government First Grade College. K R Nagar tq, Mysore district ,Karnataka, India
Abstract
Teacher‘s job is most respectable job at worldwide. It is important that institutions should
follow systematic Recruitment and Selection process while appointing a teacher. This study
focus on different strategies used at the time of recruitment and selection process. In
Karnataka different institutions are following different methods to appointment a teacher.
This paper emphasis the best method of recruitment and selection process . The information
collected through oral interview of concerned authorities and dignitaries who are decision
makers for recruitment and selection. Finally the outcome of study reveals the standards
method of recruitment and selection process.
Key Words: Teachers, Recruitment and Selection
Introduction
A good teacher is a nation builder. A teacher contributes responsible citizens for a country. It
is very much essential to identify such a good teacher through different methods of
recruitment and selection process. It plays a vital role for appointing eminent teachers. In
Karnataka we have three types of educational institutions at graduate level (degree level).
They are government first grade colleges, union grant commission aided colleges, private
college. Recruitment and selection process is followed separately in each type of educational
institutions.
Recruitment and Selection-meaning
Recruitment and selection constitute staffing function of management. Recruitment is
process of searching for prospective employees and stimulating them to apply for job in the
organization. Selection is next to recruitment. It is the process of choosing the most suitable
candidates (properly qualified and competent) out of many interested candidates.
Definition of Recruitment and Selection
According to Edwin flippo can be defined as ―Recruitment is process of finding and hiring
the best qualified candidate (from within or outside of an organization) for a job opening, in
a timely and cost effective manner‖.
According to business dictionary can be define as ―Selection is a process of interviewing and
evaluating candidates for a specific job and selecting an individual for employment based on
certain criteria‖.
Review of literature
Aysha Yaseen, This research examines the recruitment and selection practices followed in
Higher Education Institutions (HEIs). Today education is the corner stone of societal reforms
in Pakistan and effective teachers are the backbone of educational reforms. HEIs need
significant developmental measures and this paper will provide recommendations to improve
the recruitment and selection process promoting the competent and talented teachers so that
7
higher education sector can play its part in economic growth. The research methodology
applied is exploratory. This research based on primary as well as secondary data collected
from newly hired university lecturers, Managerial staff, internet and online journals and
research papers. Data analysis has been done with the help of SPSS adopt systematic system
but there is a room for improvement. At times this process is influenced by political factors.
This research will help in promoting active constructive researches on education sector as
well as the fair and corruption less recruitment and selection processes of HEIs.
Jodi Crotha (2005), the present study examines the academic recruitment and selection
processes of Australian universities using reports from department heads, job applicants, and
case studies. Also, there is a comparison between the practices of public and private sector
organizations, and the processes of recruitment and selection within universities. Results for
one university studied in depth revealed a variety of selection and recruitment strategies
employed by Heads of various Departments, while job applicants noted general satisfaction
with most strategies used by universities, but identified areas for improvement. In addition,
Australian universities most exemplary in their recruitment and selection meet some, but not
all, of the Karpin report recommendations on best practice. Shortcomings especially emerge
in the key areas of a lack of systematic training of persons invoked in selection, and little
evidence that selection criteria and interview questions are based on an accurate job analysis.
Some recommendations for achieving best practice are offered for universities.
Hiew Hon Hoi.(2013), the purpose of effectiveness of recruitment and selection practices
and process of services organizations .the need to attract and select a highly capabilities and
skill workforce in a tight and competitive market made the necessary adoption of best
practices in recruitment and selection by serviced based organization. The research mainly
concentrate on Kelly Services AND GDEX ,.the effectiveness of recruitment and selection
practices of both companies , way to improve the practices .based on investigation on best
practices in recruitment and selection, three research questions were answered. Firstly, the
adoption of best practices in both organizations is studied. Secondly, the effectiveness of
recruitment and selection methods given attention. Finally a comparison is made between the
recruitment and selection practices of Kelly services and GDEX to determine which
organization implement better techniques.
Scope of the Study

This study focused on recruitment and selection process of Degree College faculties at
Mysore district. Information extracted from colleges of government, private and aided
institutions of all taluks namely H D Kote, Hunsur, K R Nagar,Mysore ,Nanjangud , T
Narsipura ,Piryapattana.

 To understand the conceptual frame work of recruitment and selection for college
teachers.
 To identify the strategies of recruitment and selection process adopted for college
teachers in Mysore district.
Hypothesis of the Study

H0-There is a different strategies of recruitment and selection process for college teacher in
Mysore district.
8
H1 -There is no different strategies of recruitment and selection process for college teacher
in Mysore district.
This study conducted by oral interview methods. The study depends on both primary and
secondary data. These study dependents on both primary and secondary data. This study is
conducted based on the different strategies of Recruitment and Selection process .
Primary and Secondary Data

Oral interview has been conducted with concerned authorities to collect the information
about recruitment and selection at Mysore district of Government First Grade College, Aided
College and Private Institutions.
The Secondary data are collected from journals, magazines, publications, reports, books,
dailies, periodicals, articles, research papers, website, company publications, and manuals,
booklets and PhD thesis.
Limitations of the Study

This study tried the level best to come out, systematic outcome. Even though it is not out of
boundaries of limitations. This study focused on only on Mysore district of Karnataka. Due
to time constraints, .this study could not cover entire Karnataka state or interstate.
Summary of Findings
 Government First Grade colleges are followings systematic methods for Recruitment and
Selection
 Very length process for Government college recruitment for instance JAN 2015
notification ,appointment order issued in AUG 2017 it means the entire process took 2
years 7 months to select the best candidates
 For Aided college recruitment time consumption is more to take approval from joint
directory department of collegiate education government of the Karnataka.
 For Private College recruitment and selection process will be smooth and easy because
management has freedom to select the faculty, but comparatively job securities is less in
private institutions than government colleges and aided institution. In the mean while
opportunity is more for successful teacher.
 Based on this study, there is a different strategies of recruitment and selection process for
college teacher in Mysore district.
Conclusion
Recruitment and Selections vast area of HRM. This study exhibit the different methods
used to recruit and select the degree college faculties at government first grade colleges,
aided colleges, private colleges. Study comes out with the result that, recruitment and
selection process in government first grade colleges is systematic and transparent. But tenure
of the process is too lengthy. Private colleges the freedom of decision making power at
recruitment and selection process and also duration of recruitment and selection process is as
early as possible as per requirement. Study can be concluded by saying that there are
different strategies of recruitment and selection process for college teacher in Mysore
district.
9
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10
A COMPARATIVE STUDYON EMPLOYEE RETENTION MANAGEMENT

AMONG PUBLIC AND PRIVATE SECTOR BANKS
WITH SPECIAL REFERANCE TO IDUKKI DISTRICT, KERALA
Vineetha.K.S,
Research Scholar in Commerce
N.Santhoshkumar,
Assistant Professor and Research Advisor in Commerce, Marudupandiyar College, Thanjavur
Introduction
Effective employee retention is a systematic effort by employer to create and foster an
environment that encourages current employees to remain employed by having policies and
practices in place that address their diverse need. A strong retention strategy becomes a
power full recruitment tool. Retention of key employees is critical to the long-term health
and success of any organization. It is known fact that retaining your best employees ensure
customer satisfaction, satisfied colleagues and reporting staff, effective succession planning
and deeply imbedded organizational knowledge and learning Intelligent employer always
realize the importance of retaining the best talent. Employee retention takes into account the
various measures taken so that an individual stays in an organization for the maximum
period. Employee retention techniques go a long way in motivating the employees for them
to enjoy their work and avoid changing jobs frequently. Retention strategies are important
because they help to create a positive work environment and strengthen an employee
commitment to the organization strategies that target employee such as team builders and
community involvement increase morale. Retaining a positive and motivated staff is vital to
an organization success. High employee turnover increase expense and has a negative effect
on banks morale. Implementing an employee retention programme is an effective way of
making sure key workers remain employed while maintaining job performance and
productivity. Retain programmes focuses on the relationship between management and their
workers. Competitive pay benefits, employee recognition and employee assistance
programmes are all apart of banks attempt to maintain employee satisfaction employee
retention strategies help support an organization productively. Effective retention strategies
often begin during the employee recruitment process.
Literature review
Munish and Rachana Agerwal (2017) states that the various studies on employee retention
postulated some aspects, it mainly includes level of training and development facilities,
culture of organization, leadership quality, feedbacks, compensation structure determines the
area of tough competition, it is on the card for the HR professionals to apply a mix and
match of employee retention & engagement strategies to engage and retain talented
workforce for longer period of time. For the future concern an additional theory/practical
approach has to be required to analyze and determines the various employee retain and
engagements strategies. With the integration of key employee engagement and retention
along with the physical state wellbeing my facilitate a very useful tool for achieving and
improving organization success. The existing studies show the different aspects of employee
engagement and retention. After analyzing various research papers of engaged and retained
employee came out that an engaged employee is one who is motivated, highly dedicated,
ambitious, strive to for an extra edge and always lead by the examples to others and align his
goals towards organizational goals. The studies concerned with employee engagement revels
that factors like level of employee engagement in highly correlated the nature of job,
communication ease, leadership styles and trust level and job autonomy, level of motivation,
work involvement level of in decision making, support from organization, performance
11
appraisal, quality of work life, opportunity to grow are the strongest drivers of employee
engagement and retention.
Bomboma Kalgora (2016) Recognize the need for organization to retain their talents is
crucial for their ability to remain in business depends on it. Although t the study is attempted
to bring forth all the factors related to employee retention, this complex area of human
resource needs further investigation. Some factors such as organization culture, training and
development, autonomy are less explored than supervision and leadership for instance. The
work force of an organization can be classified into three categories; directors, managers and
employees. Employees have been important resource to any organization. Based on their
critical character, they can be termed the lifeblood of an organization. Employees are the
most valuable assets of an organization. Their significance to organization call for not only
the need to attract the best talent but also the necessity to retain them for a long term. In this
study reveals development opportunities, work life balances, compensation, organizational
culture etc. are the main strategies are adopted for the organization to retain their employees.
Munish and Rachana Agerwal (2015) in the study revealed that current cut through
competition, the organization should aim to develop, implement and manage good and
effective employee retention strategies, which can enhance their loyalty and engagement for
longer periods. Level of employee involvement, commitment and dedications are the
indicators of retention. Organizational culture having smooth working hours, competitive
compensation structure, good working condition, job autonomy, job enlargement, delegation
and empowerment. If employees leave, the organization in a bad way so it is must to have
employee retention for best business achievements. Effective performance appraisal
practices influence retention in big way because it will enhance their career opportunities,
training and development opportunities. Mostly respondents states that skill enhancement,
knowledge updating in the jobs has a great impact on employee retention. Work life balances
of employees and reward and recognition are also have greater impact on employee
retention. Organizational culture, Compensation structure, development opportunities and
management support had played a vital role in employee retention.
Statement of the problem

There is high demand in the public and private sector for employees. The supply of qualified
employees is limited and good workforce planning required an approach of aggressive
recruitment and innovative retention strategies. Retention polices are not forced on
elimination of unwanted turnover. Employee retention is obliviously one of the most
important challenges in organizations ability to keep employees in the organization and
avoid unwanted turnover. It imperative that employees who have relatively low level of
satisfaction are indeed the most likely to quit their job. Competitive salaries, recognition,
benefits, on the job training opportunity for career advancement are very fundamental in
retaining employees. Hence, this study seeks to examine the employee retention strategies
adopted by the public and private sector banks and these retention strategies will satisfy the
employees in performing their job. Therefore, the study is entitled as ―A Study on Employee
Retention Management among Public Sector Banks and Private Sector Banks with Special
Reference to Idukki District Kerala‖
Importance of the study

Employee retention policy in Public and Private sector Banks was essential. Thus, there is
the need to provide career counseling, training, and career development to the employees.
When a business losses employees, it lose skill experience and corporate memory. The
magnitude and nature of these loses is critical management issue affecting productivity,
profitability and product and service quality. For employees high turnover can negatively
affect employment relationship morale and workplace safety. The cost of replacing workers
can be high the problem associated with finding and training new employees can be
considered and the specific work place acquired skills and knowledge people walk away
12
within can take years to replace. The problem of turnover can be addressed through a verity
of proactive retention strategies; work place policies and practices which increases employee
commitment and loyalty knowledge transfer initiatives on other hand ensure that the
knowledge and expectation of company‘s employees its corporate memory are
systematically and effectively shared among employees. They can have set the negative
impact of turnover but can also work proactively to reduce turnover by providing learning
skill development to employees factors known as to reduce turnover. Retention of talent
remains a primary concern for much organization. Employee retention encompasses talent
management which is the use of an integrated set of activities to ensure that the
organization attracts, retain, motivates and develops talented people it needs now and in the
future. The main purpose of retention is to prevent the loss of competent employees from the
organization, which could have an adverse effect on productivity and service delivery.
Scope of the study

The study is based on the employees of public and private sector banks of Idukki District
Kerala. The human resource managers are in the charge of formulating and implementing
the employees retention polices in the bank. This will help the management to know their
employees mind towards their job. The study focuses the retention strategies adopted by the
banks for retaining their employees in the banks. In the present scenario, employee‘s talent is
essential in every organization. So talented employees remain the banks is very important.
Skilled employee play very crucial role in the service sector. Therefore, it is essential for
finding the retention strategies adopted by the banks and give suggestion for retain the
employees.
Objectives of the study

 To analyze the working environment provided by banks for retaining employees
 To analyze the satisfaction level of employees in the retention strategies adopted by
the bank
 To suggest and recommend some measures to improve employee retention strategies
Hypothesis
 There is no significant difference between working environment and job satisfaction
level of employees.
 There is no significant difference between Welfare measures and job satisfaction
level of employees.
Research methodology
For the purpose of the study, primary data was collected through Questionnaire. The
secondary data will be collected from magazines, journals and other thesis related to the area
of the study. For the purpose of the study, stratified sampling techniques were applied.
Sample size selected for the study was 200. Out of the 200 Employees, 100 Employees from
public sector banks and remaining 100 from private sector banks.
Relationship between Working environment and job satisfaction level

To find out whether there is any significant difference between working environment and job
satisfaction level about the retention management of banks. A null hypothesis is formed and
tested with the help of X2 test.
Analysis of data
Null Hypothesis: There is a no significant difference between working environment and job
satisfaction level of employees.
13
Table – 1.1 Chi-Square Test

Table
Table
Working Environment Chi- Value H0
Degree of Value at
and Job Satisfaction Square at Accepted /
Freedom 1% Significance
Level Test Value 5% Rejected
Level
Level
Working environment is
Not
comfortable and Job 2.74 4 13.277 9.488 Accepted
Significant
satisfaction level
Employees are treated as
Not
due respect and Job 2.21 4 13.277 9.488 Accepted
Significant
satisfaction level
Good works done is
Not
appreciated and Job 3.36 4 13.277 9.488 Accepted
Significant
satisfaction level
Fair treatment of
Not
employees and Job 1.48 4 13.277 9.488 Accepted
Significant
satisfaction level
Better coordination among
Not
employees and Job 2.4 4 13.277 9.488 Accepted
Significant
satisfaction level
Adequate parking facility
provided and Job 21.88 4 13.277 9.488 Rejected Significant
satisfaction level
(Source: Primary Data)
The above table shows that the job satisfaction level assessed with working environment
factors such as Working environment is comfortable, Employees are treated as due respect,
Good works done is appreciated, Fair treatment of employees, Better coordination among
employees and Adequate parking facility provided. From the analysis among there is no
significant difference between Working environment is comfortable, Employees are treated
as due respect, Good works done is appreciated, Fair treatment of employees, Better
coordination among employees about the job satisfaction level of the study unit. However,
there is significant difference between adequate parking facility provided and job satisfaction
Relationship between Welfare Measures and Job Satisfaction Level

To find out whether there is any significant difference between welfare measures and job
satisfaction level about the retention management of banks. A null hypothesis is formed and
tested with the help of X2 test.
Null Hypothesis: There is a no significant difference between welfare measures and job
Table Table
Welfare Measures H0
Chi-Square Degree of Value at Value at
and Job Satisfaction Accepted /
Test Value Freedom 1% 5% Significance
Level Rejected
Level Level
Insurance scheme and Not
5.8 4 13.277 9.488 Accepted
Job satisfaction level Significant
Retirement benefits
Not
and Job satisfaction 5.91 4 13.277 9.488 Accepted
Significant
level
Wash room facility and Not
1.74 4 13.277 9.488 Accepted
Rest room facility and Not
.82 4 13.277 9.488 Accepted
HRA and Job Not
1.6 4 13.277 9.488 Accepted
satisfaction level Significant
Medical aid and Job Not
2.16 4 13.277 9.488 Accepted
(Source: Primary Data)
14
The above table shows that the job satisfaction level assessed with welfare measures such as
Insurance scheme, Retirement benefits, Washroom facility, Rest room facility, HRA and
Medical aid. From the analysis among there is no significant difference between Insurance
scheme, Retirement benefits, Washroom facility, Rest room facility, HRA and Medical aid
about the job satisfaction level of the study unit.
Major findings
 The study inferred that most of the employees in public and private sector are
satisfied with relationship between insurance schemes provided to the employees and
job satisfaction level.
satisfied with relationship between washroom facilities provided to the employees
and job satisfaction level.
 The study inferred that of the employees in public and private sector are satisfied
with relationship between washroom facilities provided by the banks and job
satisfaction level.
satisfied with relationship between rest rooms provide by the banks and job
satisfaction level.
satisfied with relationship between HRA provided to the employees and job
satisfaction level.
satisfied with relationship between medical facilities provide to the employees and
job satisfaction level.
 Job satisfaction level assessed with welfare measures, from the analysis among there
is no significant difference between Insurance scheme, Retirement benefits,
Washroom facility, Rest room facility, HRA and Medical aid about the job
satisfaction level of the study unit.
Suggestions
 Provide better salary packages to the private bank employees. Therefore, this will
create external equity and reduce turnover intention among the employees in the
private sector banks.
 In private sector bank employees are face heavy workload and fear in job security
.So that most of the employees are leave with the organisation at time .This will
create high amount of turnover .So that banks would reduce the workload and
create an image about the job security.
 Banks should also promote the higher education, training and development
programs for their employees. Training and development programs are one of the
best ways of retaining the employees .Employees performance is enhanced
through training and development and this encourage retention.
 Banks should ensure suitable working environment prevailing in inside the
organisation this will create an intention among t the employees to stay with
bank.
 Bank should provide suitable welfare measures for their employees. This will
retain the employees.
Conclusion
To conclude the result of the study that majority of the public sector employees are satisfied
in the case of job security promotional opportunities, working environment, job rotation than
private sector bank employees Majority of the private sector bank employees are satisfied
with the welfare measures, career development opportunities, Location Transfer
15
Opportunities with Promotion, Support to Higher Education, Training and Development,

Reward and Recognition, with fringe benefits, employee‘s participation in management
activities provided by the bank than the public sector bank In this study reveals that majority
of the respondents are highly satisfied with relationship with superior Most of the private
sector employees are highly satisfied with communication process Majority of the
respondents are highly satisfied with maintaining work life balances. Majority of the public
sector bank employees are highly satisfied in the comfort ability of the working
environment. The study inferred that major portion of the public sector bank employees are
highly satisfied in respect of employees are treated as due respect than the private sector
bank employees. Majority of the public sector bank employees are highly satisfied with the
factor of good work done is appreciated than the private sector banks. Comparison of the
study reveals that majority of the public sector employees are highly satisfied by better
coordination among employees than the private sector banks. Majority of the private sector
employees are highly satisfied with adequate parking facilities provided by the banks than
the public sector employees. The study reveals that the among comparison of public and
private sector banks majority of the public sector bank employees are satisfied with the
salary structure than the private sector banks. Private sector banks provide more facilities for
children‘s education to their employees than public sector employees. Majority of the private
sector employees are highly satisfied with the tour packages than the public sector
employees. Majority of the public sector bank employees are satisfied with HRA provided
by the bank than the private sector bank. Majority of the private sector bank employees are
satisfied with development programs provided by the bank .Most of the employees in public
sector banks are satisfied with the job. Job satisfaction level assessed with welfare measures
for using the X2test, the analysis among there is no significant difference between Insurance
scheme, Retirement benefits, Washroom facility, Rest room facility, HRA and Medical aid
about the job satisfaction level of the study unit. Job satisfaction level assessed with working
environment factors , From the analysis among there is no significant difference between
Working environment is comfortable, Employees are treated as due respect, Good works
done is appreciated, Fair treatment of employees, Better coordination among employees
about the job satisfaction level of the study unit. However, there is significant difference
between adequate parking facility provided and job satisfaction level.
References
 S.Lakshmi Narayanan and A. Savarimuthu (2013) studied ―Work-Family Conflict,

Family-Work Conflict as Predictors of Work-Life Balance among Women
Employees Working in IT Industries.
 Vijayshri and Rameshkumar Mehtha (2012) studied ―Work Life Balance among
Women Employees in Service Sector with special reference to Pune City‖.
 T.S.Santhi and K.Sundar (2011) studied ―Work Life Balance of Women Employees
in Information Technology Industry‖.
 A.RashidaBanu and K. Duraipandian (2011) studied Development of an Instrument

to Measure Work Life Balance of IT Professionals in Chennai.
 Dolly Dolai (2011) studied ―Measuring Work Life Balance among the Employees of
Insurance Industry in India‖.
 Preethi Vijaimadhavan and D.Venkatrama Raju (2010) studied ―Work-Life Balance

Perception of IT Professionals‖.
16
LEADERSHIP QUALITY IS EFFECT ON WOMEN EMPOWERMENT
A. Suresh
Department of Business Administration, Annamalai University, Tamilnadu, India.
M. Arul
Department of Business Administration, Annamalai University, Tamilnadu, India.
Abstract
Nowadays leadership quality is a major concept in today‘s world, most of the peoples are
concentrating on how to develop their quality of leadership because the secret of successful
women is the best effect in leadership. Leadership quality increases the women employment.
So, this automatically helps to increase the business outcomes. This study is an attempt is
understanding and measuring what are the challenges and difficulties faced by women in
society. The reason is now all are in the competitive world need to update our quality of
knowledge and leadership. The study is done on the basis of two factors; they are leadership
quality and women empowerment. The data is collected from the structured questionnaire.
The sample size is 110 and also it is a simple random sampling. The respondents are the
women employees from various banks in Chidambaram. In this study T-test, ANOVA and
Correlation are used for analysis. The result of this study is Majority of women employee
found that leadership quality is beneficial, leadership quality positively influencing women
empowerment.
Keywords: Leadership quality, Women empowerment.
Introduction
Leadership quality can be described as the ability of an individual to influence, motivate, and
enable others to contribute toward the effectiveness and success of an organization or group
of which they are members. A person who can bring about change, therefore, is one who has
this ability to be a leader.
 Self-awareness: Knowledge of your own values, passions, skills, strengths and
weaknesses, an ability to admit and learn from mistakes and to seek information to fill
knowledge gaps.
 Integrity: A strong sense of "what is right" and a demonstration of ethical practices that
sets the tone for others. A commitment to teaching by example.
 Courage: The strength to act in accordance with your own values and the greater good
despite pressures pushing you in other directions. The ability to put the cause before the
desire to be popular.
 Confidence: A belief in your ability to meet most challenges that come your way.
 Vision: A strong sense of where you are going as a person and where you think society,
your community and your organization should be going – and how it might get there.
 Enthusiasm: A lively interest in the people, issues and events around you, a feeling of
excitement about the possibilities, and the energy to guide them towards fruition.
 Innovation: The ability to "think outside the box;‖ take risks and develop new and
effective solutions to old and emerging problems.
 Wisdom: Intelligence coupled with insight and empathy, as opposed to raw intelligence.
17
 Adaptability: A willingness to be flexible and to respond quickly and effectively to

changing circumstances, along with a commitment to continual learning – formal and
informal – and the ability to put that learning into practice.
 Strong inter-personal skills: An ability to interact and work harmoniously with others,
while being prepared to take on individual responsibilities.
 Effective communication: A willingness and ability to listen to and understand the
thoughts, ideas and concerns of others and to clearly communicate your own. A vision is
nothing if it can't be sold to others.
Women empowerment
The word empowerment is defined as the process by which women take control and
ownership of their choices. Empowerment is a process of awareness and capacity building
leading to greater participation, to greater decision making power and control and
transformative action. Empowerment of women signifies harnessing women power by
conscientising their tremendous potential and encouraging them to work towards attaining a
dignified and satisfying way of life through confidence and competence as person with self-
respect, rights and responsibilities. The core elements of empowerment have been defined as
agency (the ability to define one‟s goals and act upon them), awareness of gendered power
structures, self-esteem, and self-confidence. Empowerment as a concept was introduced at
the International Women's Conference at Nairobi in 1985. The conference defined
empowerment as "A redistribution of social power and control of resources in favour of
women. It is ―the process of challenging existing power relations and of gaining greater
control over the sources of power‖. Empowerment is a multi-faceted process which
encompasses many aspects i.e. enhancing awareness, increasing access to resources of
economic, social and political etc."In recent years women empowerment has become a
subject of great concern for the nations all over the world especially in poor and developing
countries. The impact of globalization is seen eventually on position of women in some form
or other in most of the developing countries with the variation of degree. The United Nations
has also strived hard in an incredible way to draw the due attention of the World Community
on this issue in the past years. Women Empowerment refers to an increase in the strength of
women such as spiritual, political, social or economic. The most common explanation of
―Women‟s Empowerment‖ is the ability to excise full control over one‟s actions. Thus,
women empowerment occurs in real sense when women achieve increased control and
participation in decision making that leads to their better access to resources it often involves
the empowered developing confidence in their own capacities.

 To analyze leadership quality and its relationship with women empowerment.
 To examine the demographic variables towards women empowerment.
 To offer suggestions to improve leadership quality this leads to the women
empowerment.
Hypotheses of the study

H01: There is no significant difference between qualification and leadership quality.
H02: There is no significant relationship between leadership quality and women
empowerment.
H03: There is no significant difference between age of respondents and leadership quality.
18
Bass and Riggio(2006) that leadership has four elements including idealized influence
inspirational motivation ,intellectual stimulation and individualized consideration
managerial ability is another ability of transformational leadership which is also essential for
the leader.
Barkat (2008) while discussing the present status of women in Bangladesh opined that
although women as mothers are held in high respect at the individual level, there was an
unclear understanding of empowerment of women as a process of awareness and capacity
building leading to greater participation in decision making and control over her own life.
Individualism, Hofsted e(2008) define as‖ the degree to which people in a courtry prefer to
act as individuals rather than as members of groups‖. The leadership requires that the leader
and the employees work together much more closely as a team. Verma (2009) has tried to
conceptualise the concepts, needs and context of whole issue of empowerment and has
reviewed the various approaches of empowerment of women. He has defined empowerment
as a process of gaining or accessing control over self and the resources as well as the
ideology which determine power relationships. The process of empowerment tries to change
the existing balance of power in a given context. Analysing the earlier literature he argued
that empowerment is a process of capacity building and skill development. According to
author, empowerment may help the women to participate more effectively at different socio-
political forum. Thapa Arjun Kumar and Gurung Leena (2010) ―An Assessment of Factors
Influencing Empowerment Level of Females: A Case Study of Pokhara,‖ Economic Journal
of Development Issues Vol. 11 Issue 1. The paper attempted to analyze the association
between social, economic and demographic factors on the female empowerment level. The
study underpins the importance of economic interventions to empower and uplift all round
condition of women. G. Sudarsana Reddy (2010) says that the SHG-bank linkage
programme plays an important role in women empowerment. The study undertaken was
based on various indicators like women household decision making power, financial
autonomy, freedom of movement, political participation acceptance to unequal gender role,
exposure to media, access to education and experience to members. K. Kanniammal, U.
Jerinabi, and A. Arthi (2011), says that micro finance is a path towards empowering the most
marginalized among the poor to study results proved that the intervention of micro finance
through SHG-Bank Linkage Programme has positive impact on the economic and social
status of the members, in terms of increase in income, savings, employment generation, asset
creation, decrease in the dependency on money lenders, improvement in decision making
skills, participation in community affairs and the empowerment of women. Micro finance
activities have helped poor to come out of poverty and achieve social reorganization and
empowerment.
Research Design
The research design for this study is descriptive in nature and quantitative research
methodologies are used. A structured questionnaire was used for quantitative research. A
structured questionnaire was designed and was pre-tested before using as a final instrument
for collecting the data.
19
Sampling design and size

Researchers targeted all the women who working in banking sector, A detailed study
comprising of all 640 respondent banking employees is an arduous task for an individual
researcher. Therefore, to keep the study within the reliable and manageable limits, simple
random sampling technique was adopted. 150 questionnaires were distributed in the sample
banking women employees, in that 120 women employee‘s respondents among which 110
questionnaires were found suitable for the study.
Primary Data
The primary data were collected from the women employees of banks in chidambaram,
questionnaire prepared exclusively for this purpose, this questionnaire contains direct
questions in Likert scale.
Secondary Data
Bank websites, magazines, articles were used widely as a support to primary data as a
secondary data source.
Pre Testing Procedures (Pilot Study)
Before the survey questionnaire was administered to the respondents, a pre-test of the
questionnaire was conducted to test the validity of the questionnaire used for data collection
30 Questionnaires were distributed personally to the respondents, Some minor wording
modifications to the questionnaire and certain changes were made which enabled the
researches to plan the survey effectively and to accomplish the objectives of the study and
made as a result of this process.
Reliability
The internal consistency reliability method was used in this study to determine the reliability
of the scale questions by determining the co-efficient alpha. Cronbach‗s co-efficient alpha is
a measure of the internal consistency of a measurement.
Over all reliability of the study is .794
Data Analysis And Interpretation

T-Test Qualification and Leadership Quality
S.No Qualification N Mean Std. Deviation T P

1 1.00 67 2.990 1.25724
2 2.00 43 3.493 1.37809 47.38 .001**
Interpretation
H0: There is no significant difference between types of training and morale.
Since P- value is 0.001 it is lesser than 0.01, H0 is rejected at 1% level of significance.
Hence, conclude that there is significant difference between qualification and leadership
quality.
ONE WAY ANOVA

Testing the difference between age of the women employees and leadership quality.
H0: There is no significant differencebetween age of the women employees and leadership
quality.
20
Table output
N Mean Std. Deviation F P
1.00 37 2.8696 .919
2.00 52 3.5486 .967
3.00 21 4.0000 1.210 56.49 0.001**
Total 110 3.2219 1.302
Interpretation
From the above table it is inferred that the calculated significant value (0.001) which is less
than (0.01), hence alternative hypothesis (H1) is accepted and the null hypothesis (H0) is
rejected at 1% level. Hence there is significant difference between age of the women
employees and leadership quality.
Correlation analysis
Table : Correlations
Leadership quality Pearson Correlation Women empowerment
Leadership quality Pearson Correlation .672
N 110
Sig. .001**
Source: Primary data.
Interpretation
H0: There is no significant relationship between leadership quality and among women
empowerment.
In order to test the relationship, Pearson correlation was applied. From the result it is
observedthat there is positive correlation between independent variable and women
empowerment. The leadership quality r value (r=0.702), from the p value in the correlation
matrix, it is observed that the level of independent variables relationship was significant at
0.01 level. Hence the hypothesis is rejected. So it is concluded that there is significant strong
relationship between leadership quality and women empowerment.
Findings, suggestions and conclusion

Major findings of the study
To analyze leadership quality and its relationship on women empowerment
Independent samples T test analysis was conducted to find there is a significant difference
between the qualification and leadership quality.
In this study, ANOVA analysis that shows the calculated significant value (0.001) which is
less than (0.01), so it show there is significant difference between age of the women
employees and leadership quality. In this study, Pearson Correlation analysis used to test the
relationship independent variables, The leadership quality has least r value (r=0.702); From
the p value levelwas significant at 0.01 level. So it is concluded that there is significant
strong relationship between leadership quality and women empowerment.
Suggestions
 Based on the results of this study, the following recommendations are offered to banking
sectors.
 The study results shows that majority of the women employees are motivated to update
their knowledge and skills.
 But essential to note that the banking sector needs little improvement in women
employee‘s skills, new technology knowledge and efficiency for better performance.
Therefore within the study analysis of leadership quality obtained further remarkable
results.
 Always try to boost women employee for the leadership quality its help to obtain the
organization goal with in the scheduled time.
21
Conclusion
The study results show that there is a strong optimistic relationship among leadership quality
and women empowerment. It is evident from the above results that women employees who
in the organization are more confident to handle higher responsibilities and new technologies
in the banks. Leadership quality relieved their hesitation towards the superior, they know
the clear career path in the their personnel and career, and majority of women employees
find leadership positively and significantly impacting women empowerment .
References
 Bass, B. M.,&Riggio .,R.E.,(2006). Transformational leadership (2ed.). Mahwah,N);
Lawerance Erlabau Associates Inc.,
 Hofstede, G. (1997) Cultures and Organizations: Software of the Mind, London:
McGraw-Hill.
 Thapa Arjun Kumar and Gurung Leena (2010) ―An Assessment of Factors Influencing
Empowerment Level of Females: A Case Study of Pokhara,‖ Economic Journal of
Development Issues Vol. 11 Issue 1
 Kanniammal, K.; U. Jerinabi; and A. Arthi, (2011). ―Impact of Micro Finance through
SHG-Bank Linkage Programme On Women of Rural Priority Communities In
Coimbatore District‖, International Journal of Micro Finance, Puducherry, Vol-1, No.1.
pp. 34 – 42.
 Nandini R, Prof. Sudha N a study on women empowerment through self help groups –
with special reference to ramanagar district, Karnataka
 Purusottam Nayak and Bidisha Mahanta 12 November 2017. women empowerment in
india
 Pallavi Mehta and Khushboo Sharma (April - June, 2014 ) Leadership: Determinant of
Women Empowerment
22
ASSESSMENT OF ENTREPRENEURIAL STRESS BASED ON GENDER
G.Latha,
Assistant Professor, Department of Business Administration
Abstract
Entrepreneurs are the backbone in the economic development and employment of any
country. Every country organizes many assistance and training programs to develop their
skills and potential. But entrepreneurs face several barriers and problems. Stress is one of the
major problems faced by them. In this paper an attempt has been made to analyze stress of
entrepreneurs based on gender. Self imposed deadlines and quotas, feeling hurried and
pressurized without time, feeling themselves as competitive, ambitious and achievement
oriented are the potential sources of stress. Proper planning skills, time management skills
are essential for entrepreneurs.
Key Words: Entrepreneur, Stress, Gender difference in stress
Introduction
Businesses play an important role in the economic development of any country.
Entrepreneurs are the backbones of small businesses. An individual has to run his own
business, when he wants to be his own boss. That is, he must turn out to be an entrepreneur
and become a job provider and not a job seeker. The dictionary meaning of entrepreneur is a
person who organizes and manages a business undertaking, assuming the risk for the sake of
profit. A.H. Cole defines entrepreneurship as ―the purposeful activity of an individual or a
group of associated individuals, undertaken to initiate, maintain or aggrandize profit by
production or distribution of economic goods and services‖. According to Evans,
―entrepreneurs are persons who initiate, organize, manage and control the affairs of business
unit that combines the factors of production to supply of goods and services whether the
business pertains to agriculture, industry, trade or profession‖. Entrepreneurs need several
characteristics to be successful in their career. Similarly they face several barriers and
problems too. They must start their work during sunrise and continue to work long time
after sunset also, because of which they face several problems. They mostly look after all
their business activities as they rarely have people to whom they can delegate the tasks. In
order to solve these problems, tackle the situations and overcome the barriers, entrepreneurs
need a personality. Vries identifies six main elements of entrepreneurial personality as
environmental turbulence, struggles around issues of authority with one‘s parents, a feeling
of rejection, painful feelings of anger, hostility and guilt, identity confusion (identification
with the person causing the hurt), adopting the reactive mode of painful feelings (guilt,
rebellion, impulsiveness). This clearly shows that entrepreneurs have painful feelings in their
career, which is an indication of stress. The entrepreneurial stress must be managed because
long term exposure to such stress will lead to negative consequences affecting both the
individual and their business. So, in this paper an attempt is made to analyze stress of
entrepreneurs.
Objectives
The main objective of this paper is to identify the stress experienced by entrepreneurs. An
attempt is also made to assess the sources of stress for them. Entrepreneurial stress is also
assessed based on gender.
23
Methodology
The data were collected from entrepreneurs who attended a two weeks Entrepreneurship
Development Program. The program was to train the participants with the various concepts
on finance, accounting, marketing, customer relationships, savings and investments, business
expansion, problem solving and decision making needed for the successful conduct of the
business. The total number of participants in the particular batch was 115. A questionnaire
to measure the stress was given to all participants, out of which 104 questionnaires were
complete and usable.
Profile of the respondents

The sample consisted of entrepreneurs doing various business including grocery shop, data
processing centres, tailor shop, furniture shop, flour mill etc and their monthly income
ranges from Rs. 5000 to Rs. 12,000. The sample had entrepreneurs with minimum age of 20
and maximum age of 43. They belong to big villages and small towns in the same district in
Tamilnadu. Of the 104 respondents, 67 are female and 37 are male entrepreneurs (Table 1).
Table 1: Distribution of Respondents based on Gender
Gender Number of Respondents Percentage
Male 37 36
Female 67 64
Source: Primary data
Results and Discussion
Table 2: Sources of Stress of Entrepreneurs
Q. No Response Average
1 Setting self-imposed deadlines and quotas 4.1
2 Feeling hurried and pressurized without time 3.6
3 Seeing themselves as competitive, ambitious and achievement oriented 3.5
4. Seeing everyday life as filled with problems 3.4
5. Feeling angry when interrupted in accomplishing goals 3.2
6. Bringing job problems and actual work home 3.1
7. Perception of spouse, friends as living pressurized life 3.0
8. Doing more effort than an average worker. 2.8
9. Having troubles in relaxing. 2.6
10. Doing two or more activities or tasks at the same time. 2.5
Table 2 shows that entrepreneurs feel stressed by setting self imposed deadlines and quotas,
followed by feeling hurried and pressurized without time, seeing themselves as competitive,
ambitious and achievement oriented, seeing everyday life as filled with problems. The
respondents also feel stressed due to interruption in goals, work interference with family,
doing more than an average worker etc.
Table 3: Stress of Entrepreneurs Based on Gender

Ho: Male and Female entrepreneurs do not differ in the level of stress experienced.
Variable GENDER N Mean Std. Deviation f P

Total Stress Female 36 36.8 4.4 55.45 0.01<0.05
Male 68 29.6 4.9
It can be inferred from table 3 that female entrepreneurs have higher mean stress score (36.8)
than the male respondents (29.6). The p value is less than 0.05, so the null hypothesis is
24
rejected. Therefore there is significant difference in the level of stress experienced by male
and female entrepreneurs. Similar are the findings of the study in which female IT personnel
reported significantly higher scores than males on stress pertaining to role ambiguity, job
satisfaction, job induced tension and intention to quit (Vivien and Thompson (1996).
Suggestion
Special Package exclusively for women entrepreneurs may be developed after studying their
stressors experimentally in different dimensions and imparting training based on that might
help them to reduce their stress and manage their business in a successful way.
Conclusion
In the modern world, stress is unavoidable and every individual is subject to stress.
Entrepreneurs doing business on their own also experience stress. The sources of stress for
an entrepreneur are many. The entrepreneurs must possess proper planning, time
management skills, vision to manage stress and identify ways to relax and manage stress.
Training programs can be planned to develop stress coping skills. Such training programs
will benefit the entrepreneurs and help them to have a stress free personal and business life.
References
 Anjana Chatterjee, Entrepreneurial Development Programme and Self-Employment‖,
Yojana, 1992, Vol. 34 (14).
 Deivasenapathy. P, ―Characteristics of Entrepreneurs as perceived by Trainers‖,
Indian Journal of Applied Psychology, 1988, Vol. 25, (54-63).
 Gupta C.B., Srinivasan N.P, Entrepreneurial Development, New Delhi, Sultan Chand
& Sons, 1999. 1.42 -1.43, 1.17, 1.25-1.26.
 Gurumoorthy T.R, ―Entrepreneurship and small scale Industry‖, The Economic
Times, 1990, (3).
 Manickavel. S, ―Need for entrepreneurs in villages‖, Social Welfare, 1997 Vol. 44
(13).
 Narendra. S, Bisht, Pamila K. Sharma, Entrepreneurship Expectations and
experience, Bombay, Himalaya Publishing House, 1991. (54).
 Raja Ram. K, Entrepreneurial development program for the beneficiaries of self-
employment scheme, Dharmapuri, District Industries Centre.
 Saravanavel. P, Entrepreneurial Development: Principles, Policies and programmes,
Madras, Ess Pee Kay Publishing House, 1987. (49).
 Sureka. B, ―Women Entrepreneurs: An emerging Economic force‖, Southern
Economist, 1989, (11).
 Vivian K.G., Lim and Thompson S.H. Teo, ―Gender differences in occupational
stress and coping strategies among IT personnel‖, Women in Management Review,
1996, Vol. 11 (20-28).
25
BEST AND EFFECTIVE STRATEGIES FOR THE EMPLOYEE ENGAGEMENT IN

MANUFACTURING SECTOR
P.Selvamani
Assistant Professor, Department of Social Work, Hindusthan College of Arts and Science, Coimbatore
Introduction
Employee engagement is one of the key contributors to an organization‘s growth. Empirical
evidence suggests that employee engagement has a direct impact on the quality of work and
customer service as well as retention of employees. Employee engagement can be defined as
an employee placing forth the extra discretionary effort, as well as the probability of the
employee being loyal and remaining with the organization over the long haul. Research
shows that engaged employees: achieve better, put in extra efforts to aid get the job done,
show a strong level of commitment to the organization, and are more driven and optimistic
about their work goals. Employers with engaged employees incline to experience low
employee turnover and more impressive business outcomes. Employee engagement is more
than just the current HR 'buzzword'; it is essential. For organizations to meet and surpass
organizational objectives, employees must be engaged. A positive attitude held by the
employee towards the Organisation and its values. An engaged employee works with
colleagues to improve performance within the job for the benefit of the organization. The
organization must work to develop and nurture engagement, which requires a two-way
relationship between employer and employee.
Employee Engagement in Today‟s Business Scenario

Organizations have come to realize that in today‘s constantly changing business scenario, the
most valuable resource that needs to be leveraged is a human resource. This means not just
attracting the crème-de-la-crème and retaining them but keeping them motivated and
committed to achieving the organizational goals. Though Employee Engagement (EE) as a
business buzzword has generated research and steam since the new economy service
industries like IT (Information Technology) and ITES (IT enables services) have taken off,
the origins of engagement are as old as mankind itself. An engaged workforce produces
better business results, does not hop jobs and more importantly is an ambassador of the
organization at all points of time. This engagement is achieved when people consider their
organization respects their work, their work contributes to the organization goals and more
importantly, their aspirations of growth, rewards and pay are met. Today‘s millennial
workforce is more informed, connected, willing to work given learning opportunities.
Personal growth, opportunities to learn and explore is becoming a primary driver. Equity
more than pay is a driving force. Catering to the changing needs to foster engaged
employees is the need of the hour.

Many companies have found a growing disenchantment in the workplace, and this has led to
some problems for a company to deal with. Even with a great product or proud tradition,
many companies are finding that they are having difficulties in meeting their high standards
or getting products shipped in time and there can often be some reasons for this. Many of the
problems will lie with the employees but ultimately, these problems lie with the employer. It
is important for companies to create the environment where their employees can prosper,
26
and this is where employee engagement can make a massive difference for any company.
When workers are engaged, they are expressively attached to the vision of the organisation.
They believe in what they do, the organisation‘s vision and the course the organization is
going. Engaged employees are committed and loyal to the organization. In this focus, the
researcher has identified the topic, ―A Study on Best and Effective Strategies for the
Employee Engagement Programme in the Manufacturing sectors at Coimbatore ―.
Need and Importance of the Study

An organization‘s capacity to accomplish employee engagement is carefully related to its
ability to achieve high-performance levels and superior business results. A highly engaged
employee will reliably deliver beyond expectations. Some of the rewards of engaged
employees are: Engaged employees will stay with the company, be an supporter of the
company and its products and services, and contribute to bottom-line business success. They
will generally perform better and are more driven. There is a significant link between
employee engagement and profitability. It builds passion, commitment and alignment with
the organisation‘s strategies and goals. This helps to increases employee‘s trust in the
organization. It creates a sense of loyalty in a competitive environment. It provides a high-
energy working environment and boosts business growth. It makes the employees effective
brand ambassadors for the company. Engaged employees experience greater meaning,
satisfaction and success in their work. And their organizations experience higher levels of
customer satisfaction, service quality, innovation, and productivity and lower rates of
absenteeism, turnover and accidents. The present research work is undertaken to bring forth
the Best and Effective Strategies for the Employee Engagement Programme in the
Manufacturing sectors at Coimbatore. The present study will be more useful to the
organization to improve the Production and Efficiency. So the research is a need of the hour.
Objectives
 To study the existing employee engagement programme in Manufacturing sectors at
Coimbatore
 To analyse the factors influencing the formation of engagement programme in
Manufacturing sectors at Coimbatore
 To find out the ways to improve engagement programme in Manufacturing sectors at
Coimbatore.
The research design is a logical framework of a study. It is preliminary planning for
every research. The descriptive research design is considered more suitable for this study. It
is a fact-finding investigation with adequate interpretation. This research describes the best
and effective strategies for the Employee Engagement Programme. So Descriptive Research
Design is the suitable Research Design for this study. The researcher used the questionnaire
as a research tool for this study. The questionnaire was designed based on the objectives of
the study. The pretest was conducted among ten respondents to find out the validity of the
tool. Because of pretesting, the necessary changes were made, and the tool was finalized.
The researcher used the Simple Random Sampling method. The total sample size was 100.
27
Results and Discussion

In this research, 40 per cent of the respondents were below 25 years. In this research, the
majority of the respondents (52 per cent) were Female. Majority of the respondents (58 per
cent) belonged to the experience of below five years in that organization. Majority of the
respondents (78 per cent) were getting a salary of Rs. 5001 to Rs.7000/- In this research, half
of the respondents (50 per cent) were Male, and half of the respondents (50 per cent) were
Female. More than half of the respondents (72 per cent) agreed that their working
environment was good and comfortable. Majority of the respondents (78 per cent) were
accepted they encouraged to learn from their mistakes by the Manager or Supervisor. Nearly
half of the respondents (48 per cent) agreed that the organization should give them freedom
and authority. In this research, the majority of the respondents (94 per cent) agreed that they
realised their contribution helthe ps to the overall success of their company. Nearly half of
the respondents (40 per cent) said that the reward and rethe cognition are fair and timely. In
this study, 78 per cent of the respondents told that the atmosphere was very inspiring. In this
research, nearly all of the respondents (98 per cent) were agreed that the company respects
the employees who were working there. Majority of the respondents (98 per cent) accepted
that they received useful and constructive feedback from their Manager. Majority of the
respondents (70 per cent) said that they recommend their company‘s products or services to
a friend. In this research, the majority of the respondents (80 per cent) agreed that when they
are working, they forget everything else around them. In this study, 90 per cent of the
respondents agreed that they willing to give their extra effort to help the company succeed.
There was 56 per cent of the respondents agreed that they had enough opportunities for
improving their skills and knowledge. Majority of the respondents (62 per cent) agreed that
their absence as an employee makes a difference to their team‘s performance. Majority of
the respondents (92 per cent) strongly agreed that their company treats equally to all the
employees. In this study, 42 per cent of the respondents agreed that they have the
opportunity to apply their talents and expertise at their workplace. In this research, the
majority of the respondents (94 per cent) said that they often communicated with their boss
and there was no need for the intermediate person. Majority of the respondents (66 per cent)
agreed that they have the opportunity to make their own decisions at their workplace.
Majority of the respondents (66 per cent) agreed that the promotion is fair and objective in
the organisation. In this research, 58 per cent of the respondents were satisfied that their
development of their work in the organisation.
In this study the independent variable type of age is associated with the dependent variable
Healthy Work Life Balance, Consideration of Employee‘s suggestions, Contribution of the
Team members, Persevere level at work, are not significant. As the result of association with
age and other dependent variables that are Opportunities to learn and grow is significant. The
independent variable type of sex is associated with the dependent variable Healthy Work
Life Balance, Consideration of Employee‘s suggestions, Contribution of the Team members,
Persevere level at work, Opportunities to learn and grow are not significant. There is no
dependent variables are significant with the independent variable of sex. The independent
variable type of Educational Qualification is associated with the dependent variable Healthy
Work Life Balance, Consideration of Employee‘s suggestions, Contribution of the Team
members, Persevere level at work, are not significant. As the result of association with
Educational Qualification and other dependent variables that are Opportunities to learn and
grow is significant. The independent variable type of years of experience is associated with
the dependent variable Healthy Work Life Balance, Contribution of the Team members,
28
Persevere level at work, are not significant. As the result of association with years of
experience and other dependent variables that is Consideration of Employee‘s suggestions,
Opportunities to learn and grow is significant.
Suggestions and Recommendations

 In this research, 16 per cent of the employees of the organization said that they do not
have any freedom and authority to take their own decisions; they only did what
instructed from their higher authorities. Even though it was the opinion of a few
employees, the organization may consider their opinion and help them to improve their
decision making skill.
 In this study, 28 per cent of the respondents said that they do not have any possible ways
to apply their talents and expertise. The organization may provide opportunities to
express and develop their skills and expertise through some programmes at least once a
month.
 In this research, there were 24 per cent of the respondents were said that they do not have
the time balance between their work and personal life. The company may help them to
pre-plan their schedule and work on it. It may help them to have a healthy balance
between their work and personal life.
 In this study, 40 per cent of the respondents said that they have very less opportunity to
learn and grow. The organization may consider their opinion and try to provide them
with the opportunities to learn and grow.
 In this research, from the opinion of the majority of the respondents (72 per cent), the
work environment at the organization was good, but it may too good when they bring up
some more trees around the premises.
 In this research, there were 26 per cent of the respondents were dissatisfied with their
development at work. They may try to improve themselves through their hard work to
achieve the best in their life.
 The company treated all the employees equally and gave them to higher respect. It was
the most accepted opinion of the respondents (92 per cent), but some employees having
poor self-confidence and they do not have any goal for their life. The organisation may
help and encourage the employees to build their self-confidence and fix their goal and
work on it.
 The organization may conduct some language classes for the other states employees
because they were suffering from a language problem. This kind of classes may reduce
their problems regarding translations.
 The organization can arrange yoga classes regularly for the employees who were
working there. This will help the self-confidence level of the employees at work.
 Providing proper counselling for the employees may help them to reduce their stress and
also their problems.
 The organization shall be providing proper career guidance to the employees who were
working there, and it may be helping them to choose the suitable jobs depends upon their
qualifications and interest.
 Self-defence classes shall be arranged by the organization for the women workers who
were working there, to protect themselves from any unexpected or dangerous situation.
 The organization can provide the facility for Health centre for the employees, which may
be available at all the working hours.
29
 Cab service shall be arranged by the organization for the employees who were coming
from the long distances. It may help the employees to reach the organization on time
without any mess.
Conclusion
Employee engagement is a workplace method designed to ensure that employees are
committed to their organization‘s goals and values, motivated to contribute to organizational
success, and are able at the same time to enhance their sense of well-being. Engaged
organizations have strong and authentic values, with clear evidence of trust and fairness
based on mutual respect, where two-way promises and commitments between employers and
staff are understood and are fulfilled. In this research described that, more than half of the
employees were happily involved in their work. They are always looking very active and
they very much committed to their work. It was achieved only by the effort of the
organization. Most importantly employers can do a great deal to impact on people‘s level of
engagement. That is what makes it so important, as a tool for business success. This study
may be useful to the organization to change their weakness as strength. The organization
may find the areas where they were lacking through this study and try to develop those areas.
The future study shall be conducted regarding the ways to improve engagement programme
for the employees.
References
 Hakanen, J.J., Schaufeli, W.&Ahola, K., (2008). The Job Demands-Resources model: A
three- year cross-lagged study of burnout, depression, commitment, and work
engagement. Work & Stress. Vol 22. No 3. 224-241.
 Hullin, C.L. (2002). Lessons from industrial and organizational psychology. In J. Brett
& F. Drasgow, The psychology of work: Theoretical based empirical research. Pp. 3 –
22).
 Kahn, W.A. (1990) ‗Psychological conditions of personal engagement and
disengagement at work‘, Academy of Management Journal, Vol 33, pp692-724.
 Saks, A.M. (2006) ‗Antecedents and consequences of employee engagement‘, Journal of
Managerial Psychology, Vol 21, No 6, pp 600-619.
 Robinson, D., Perryman, S. and Hayday, S. (2004) The Drivers of Employee
Engagement. Brighton, Institute for Employment Studies.Rothmann S (2013),
‗Employee Engagement in a Cultural Context‘, in Employee Engagement in Theory
and Practice, Truss C, K. Alfes, Delbridge R, Shantz A, Soane EC (Eds.), London:
Routledge.
 http://www.pwc.com/en_US/us/about-us/corporate-responsibility/assets/pwc-
employee-engagement.pdf
 http://www.right.com/thought-leadership/research/employee-engagement-
maximizing-organizational-performance.pdf
 http://www.siescoms.edu/images/pdf/research/working_papers/employee_engagem
ent.pdf
30
DIAGNOSING THE EFFECT OF OCCUPATIONAL STRESSORS THROUGH

STRUCTURAL EQUATION MODELLING (SEM): A STUDY AMONG THE
EMPLOYEES OF MAGNESITE INDUSTRY IN TAMIL NADU
K.Logasakthi
Assistant Professor-School of Management, VelTech Rangarajan Dr Sagunthala R&D Institute of Science and
Technology, Chennai.
K.Gunasekaran
Assistant Professor-School of Management, VelTech Rangarajan Dr Sagunthala R&D Institute of Science and
Technology, Chennai.
Abstract
Occupational Stressors are called factors which influence the employees to feel the feeling of
stress they are work environment, work culture and Peers and Colleagues. Moreover, in the
absence of stressors no work environment exists and moves towards achievement of
industrial goal. The objective of the study is to identify the level of influence of
Occupational Stressors among the employees of Magnesite Industry and diagnose the effect
of Occupational Stressors. Exploratory research design was used to formulate a problem for
more precise investigation and developed working hypothesis. The different aspects of the
problem were considered under the study to discover the new ideas and insights. The total
population of 1021 which consists three categories of employee such as
administrative/Executive supervisory/clerical and workmen Since it does not constitute a
homogeneous group, stratified sampling technique is applied and taken 403 samples to the
study purpose. A tool of Structural Equation Modeling (SEM) was applied to analyze the
multivariate data such as internal stressors, external stressors, physical effect, psychological
effect, behavioural effect and intellectual effect.
Keywords: Occupational Stressors, physical effect, psychological effect, behavioural effect,
Intellectual effect.
Introduction
Occupational stress is an inevitable but manageable one. In order to meet the
competitiveness and dynamic working environment most of the working people use to spend
maximum time in their workplace. However, changes in the technology, work culture and
organizational climate makes them to feel uncomfortable to meet the working requirements
.i.e. incapable to meet the working requirements, those feelings are referred as occupational
stress. Occupational stress can affect the workers‘ health when the stressors of the
workplace exceed the worker‘s ability to have some control over their situation or to cope in
other ways (2006, Public Employees Federation health and safety department). It also
explains the occupational stress in various dimensions, i.e. Normally workers are
overburdened with work load that remain high regardless of their efforts that work load is
called stressor. During this stage workers feel anxious and their heart rate speeds up because
they cannot control their work load that is called stress. An individual who puts physical or
mental effort with the intention of increasing his economical values in to the particular
things is known as occupational. It is known as job or work in the industrial context.
31
Occupational stress refers to a feeling that when workers are ill-equipped to do a task which
is assigned by the superiors. It shows that when workers don‘t have the capability to fulfil
the industrial expectation that stress feeling exists. It is important to know that stress is not
always negative or bad. In fact the early research conducted on the topic stress by Selye
(1976) conceptualized the stress in to two categories namely good or positive stress
(eustress) and bad or negative stress (distress).
Reviews of Literature
Teri Gatto (2017) The aim of the study to reveal the Sleepless Nights how adding more
stress, it has highlighted that in today‘s fast-paced 24 hour news cycle society, a night of
restful sleep is getting harder and harder to achieve minimum amount of sleeplessness can
affect our mood, memory and judgment. Moreover, if the Insomnia persists it can lead to
harmful health conditions including heart problems obesity or high blood pressure. Bailham
& Joseph (2016) ―Post-traumatic stress following childbirth: a review of the emerging
literature and directions for research and practice‖ The aim of this paper is to provide a
review of the emerging literature on the relationship between the experience of difficult
childbirth and the development of post-traumatic stress disorder (PTSD). First, we discuss
the criteria for diagnosis of PTSD and the implications that changes in these criteria over the
past decade have had for women who experience a traumatic childbirth. Although the
literature is limited, it can be concluded that women who experience traumatic childbirth
may go on to develop clinically significant symptoms of PTSD in the postnatal period.
Second, we discuss the clinical presentation of PTSD in women who undergo childbirth.
Sexual avoidance and parenting problems may be features particular to women who
experience difficult and traumatic childbirth. Jungwee Park (2016) ―Work stress and job
performance‖ work stress is defined as the harmful physical and emotional responses that
occur when job requirements do not match the worker‘s capabilities, resources, and needs
(National Institute of Occupational Safety and Health 1999). It is recognized world-wide as a
major challenge to individual mental and physical health, and organizational health (ILO
1986). Stressed workers are also more likely to be unhealthy, poorly motivated, less
productive and less safe at work. And their organizations are less likely to succeed in a
competitive market. By some estimates work-related stress costs the national economy a
staggering amount in sick pay, lost productivity, and health care and litigation costs. Uma
Maheswari & Gnanasundaram (2016) ―Stress related oral diseases- a research study‖ Stress
is defined as a physical, mental or emotional response to events that causes bodily or mental
tension. Every organ in the human body is affected by various types of diseases like
infection caused by microbes, immunological, metabolic, endocrinal disturbances etc.
Etiopathogenesis of many diseases are discovered and managed at any early stage, still some
diseases are considered as idiopathic, hence diagnosis and treatment plan of such diseases
always becomes controversial. Stress is one such etiology or predisposing factor in many
diseases. Many authors have proved stress in relation to hypertension, gastric ulcer and
diabetes mellitus. Similarly this research study aims in identifying and proving the role of
stress as one of the etiological factor in few oral lesions such as Oral lichen planus, Apthous
ulcers, Burning mouth syndrome and Myofacial pain Dysfunction syndrome. Vivette Glover
& Jane Barlow (2015) study revealed about trouble-free pregnancy is something that all
parents and practitioners might hope for, but for many couples this is not the reality and
many women can experience anxiety and/or depression at some point during their
pregnancy. This article outlines the immediate and long term effects that may be experienced
32
by some but not all babies as a result of such problems, and highlights the need for
interventions aimed at reducing anxiety and depression before and during the transition to
parenthood. Oguntimilehin et al. (2015) ―A Clinical Decision Support System for Managing
Stress‖ study revealed that Stress is a silent killer that forms part of everyday life of humans.
Stress Overload has a lot of negative effects which include–hypertension, stroke, dysfunction
of body systems, poor performance, heart failures and sudden death in some cases. Most
people have stress without cognitive notice of being stressed up. Diagnosing stress has been
one of the major issues in health sector because it has multiple symptoms. Biomedical Signal
devices such as ECG (Electrocardiogram) are being used for the purpose of diagnosing stress
and most available Computer Aided Diagnostic Systems for managing stress rely heavily on
these devices which are not common especially in rural areas, difficult to handle and also
very expensive. These among other reasons have led to many undiagnosed cases of stress. In
this work, we have presented a simple effective Clinical Decision Support System to manage
stress.
Methodology
Exploratory research design was used to formulate a problem for more precise investigation and
developed working hypothesis. The different aspects of the problem were considered under the
study to discover the new ideas and insights. The total population of 1021 which consists three
categories of employee such as administrative/Executive supervisory/clerical and workmen
Since it does not constitute a homogeneous group, stratified sampling technique is applied
and taken 403 samples to the study purpose. In Tamil Nadu, the major reserve of magnesite
is located at Salem district. In Salem district three major companies who gives major
productions are namely Tamil Nadu Magnesite Ltd (TANMAG), SAIL Refractory company
Ltd and Dalmia Magnesite Corporation .The employees‘ strength in the study units are listed
below. A tool of Structural Equation Modeling (SEM) was applied to analyze the
multivariate data. It is a statistical technique that combines elements of traditional
multivariate models, such as regression analysis, factor analysis and simultaneous equation
modeling. The Structural equation modeling approach is sometimes also called caused
modeling because competing models can be postulated about the data and tested against
each other many applications of Structural equation modeling can be found in the social
sciences, where measurement error and uncertain casual conditions are commonly
encountered.
Analysis and Interpretation

Data were collected through questionnaire; collected data were systematically tabulated and
processed for the purpose of analysis and interpretation. Diagnosing the Effect of
Occupational Stressors through Structural Equation Modelling (SEM): A Study among the
Employees of Magnesite Industry in Tamil Nadu has done in major three industries of Salem
district namely Tamil Nadu Magneiste Ltd, SAIL refractory company ltd and Dalmia
Magnesite Corporation. Among the total population of 1021 different three categories of
respondents (administrative/executives, supervisory/clerical and workmen), the study
applied proportionate stratified sampling technique and has taken 403 respondents and the
primary data collected from them.
33
Structural Equation Model

Structural equation modeling is a statistical technique that combines elements of traditional
multivariate models, such as regression analysis, factor analysis and simultaneous equation
modeling. The Structural equation modeling approach is sometimes also called caused
modeling because competing models can be postulated about the data and tested against
each other many applications of Structural equation modeling can be found in the social
sciences, where measurement error and uncertain casual conditions are commonly
encountered.
Model Testing: The variables used in the structural equation model are
Observed, endogenous variables
Work Culture, Peers and Colleagues, Working Environment, Undervalued By Relatives and
Family Members, Insufficient Social Commitment, Poor Family Administration, Alert on
Work, Physical and Mental Health Confidence, Happiness, Behavioral Effect, Psychological
Effect Physical Effect and Consequences of Stress.
Unobserved, endogenous variables
Eustress, Distress
Unobserved, exogenous variables
Internal source of stress e3, e2, e1
External source of stress: e6, e5, e4, e7, e8, e9, e10, e13, e12, e11, e14, e15, e16
Hence number of variable in the SEM are
Number of variables in the model : 34, Number of observed variables : 14, Number of
unobserved variables : 20, Number of exogenous variables : 18, Number of endogenous
variables : 16
Table 1 Variable in the Structural Equation Model Analysis
Un
Standardized t P
standardized S.E.
Co-efficient value value
Co-efficient
External Stimuli of
Eustress <--- -.206 .134 -.141 -2.132 .032
stress
Internal Stimuli of
Eustress <--- .228 .102 .206 2.237 .025
stress
External Stimuli of
Distress <--- -.678 .139 -.574 -4.859 ***
stress
Internal Stimuli of
Distress <--- .217 .083 .242 2.602 .009
stress
Internal Stimuli Of
Work Culture <--- 1.000 .652
Stress
Internal Stimuli of
Peers And Colleagues <--- .834 .094 .621 8.893 ***
stress
Internal Stimuli of
Working Environment <--- 2.346 .254 .720 9.231 ***
stress
Undervalued By
External Stimuliof
Relatives <--- 1.000 .570
stress
And Family Members
Insufficient Social External Stimuli of
<--- 2.856 .327 .745 8.731 ***
Commitment stress
Poor Family External Stimuli of
<--- 1.703 .208 .599 8.191 ***
Administration stress
Alert On Work <--- Eustress 1.000 .611
Physical And Mental
<--- Eustress .212 .029 .453 7.225 ***
Health
34
Un
Standardized t P
standardized S.E.
Co-efficient value value
Co-efficient
Confidence <--- Eustress .621 .067 .630 9.211 ***
Happiness <--- Eustress .471 .054 .574 8.663 ***
Behavioral Effect <--- Distress 1.000 .453
Psychological Effect <--- Distress 2.419 .292 .858 8.283 ***
Physical Effect <--- Distress 2.014 .252 .687 8.004 ***
Consequences of Stress <--- Eustress -1.352 .136 -.653 -9.912 ***
Consequences of Stress <--- Distress -1.317 .173 -.516 -7.616 ***
NOTE: *** denotes significant at 1% level
The estimated positive sign implies that such effect is positive that Alert on Work would
increase by 1.00 for every unit increase in Eustress and this co-efficient value is significant
at 1% level. The co-efficient of Eustress is 0.212 represents the partial effect of Eustress on
Physical and Mental Health, holding others as constant. The estimated positive sign implies
that such effect is positive that Physical and Mental Health would increase by 0.212 for
every unit increase in Eustress and this co-efficient value is significant at 1% level. The co-
efficient of Eustress is 0.621 represents the partial effect of Eustress on Confidence, holding
others as constant. The estimated positive sign implies that such effect is positive that
Confidence would increase by 0.621 for every unit increase in Eustress and this co-efficient
value is significant at 1% level. The co-efficient of Eustress is 0.471 represents the
partial effect of Eustress on Happiness, holding others as constant. The estimated positive
sign implies that such effect is positive that Happiness would increase by 0.471 for every
unit increase in Eustress and this co-efficient value is significant at 1% level. The co-
efficient of Distress is 1.000 represents the partial effect of Distress on Behavioral Effect,
holding others as constant. The estimated positive sign implies that such effect is positive
that Behavioral Effect would increase by 1.000 for every unit increase in Distress and this
co-efficient value is significant at 1% level. The co-efficient of Distress is 2.419 represents
the partial effect of Distress on Psychological Effect, holding others as constant. The
estimated positive sign implies that such effect is positive that Psychological Effect would
increase by 2.419 for every unit increase in Distress and this co-efficient value is significant
at 1% level. The co-efficient of Distress is 2.014 represents the partial effect of Distress on
Physical Effect, holding others as constant. The estimated positive sign implies that such
effect is positive that Physical Effect would increase by 2.014 for every unit increase in
Distress and this co-efficient value is significant at 1% level. The co-efficient of Eustress is -
1.352 represents the partial effect of Eustress on Consequences of Stress, holding others as
constant. The estimated positive sign implies that such effect is negative that Consequences
of Stress would decrease by 1.352for every unit increase in Eustress and this co-efficient
value is significant at 1% level. The co-efficient of Distress is -1.317 represents the partial
effect of Distress on Consequences of Stress, holding others as constant. The estimated
positive sign implies that such effect is negative that Consequences of Stress would decrease
by 1.317 for every unit increase in Distress and this co-efficient value is significant at 1%
level.
Discussion and Conclusion

Overall effect of distress among the respondents of Dalmia Corporation was ranged between
9 and 21 with an average of 15.63 (62.53%), the Overall Consequences of distress among
SAIL Refractory company Ltd,. was ranged between 8 and 19 with an average of
35
13.22(52.90%) and the Overall Consequences of distress among TANMAG Corporation

was ranged between 7 and 19 with an average of 13.88(55.54%).Further to test the
significant difference between the mean score among the demographic variable of Company
t test is used and the result is also shown, Since the P value is less than 0.01 hence there is
highly significant difference in the mean scores regarding consequences level has found with
respect to Company. It is found from the analysis that the percentage of high Level of
Consequences of distress of was the highest (3.2%) among workmen category and same was
the lowest (18.26%) among the Permanent Work category of respondents. The percentage
of medium Level of Consequences of distress was the highest (58.6%) among the
respondents in workmen category and the same was lowest (4%) among the administrative
respondents. The percentage of the low level of Consequences of distress was the highest
(14.9%) among the Workmen category respondents and the same was lowest (1%) among
the Administrative respondents. Generally people have the tendency to feel the illness in the
body but the employees of magnesite industry are more vulnerable especially work men
category, they have feel these physical effects such as tension headache, back pain,
indigestions, suffocation, muscle ache etc. To solve the health related issues of the
employees, the management can organize medical camp for employees on monthly basis, so
that the employees get cure from physical diseases and injuries. In twenty first century, the
situation gives stress every minute from birth to last breathe but that has to be manageable,
Yoga and meditation plays a predominant role to have the peaceful mind and it helps to
manage the psychological stress but for the physical stress needed to practice the therapeutic
exercise such as breathing, Aerobic, Zumba. In the work place during the lunch break by
means of listening music can make the mind to feel peacefully and happy that will
rejuvenate the employees to perform further more better. The study on occupational stress
among the employees with reference magnesite industry has been conducted with the
objectives of portray the level of occupational stress, to identify the sources of Occupational
stress among the employees and to know the effect of Occupational stress among the
employees. The research covering three categories of employees namely administrative,
clerical and workmen category, it was understood from the analysis that the level of stress
has been varying among the employees, specifically workmen category has high level of
physical stress comparing with clerical and administrative, moreover administrative and
clerical category employees have high psychological stress and moderate physical stress. In
the current industrial scenario without occupational stress no profession exists, in fact stress
(eustress) is the first step to achieve individual and organizational goal. At the same time,
High levels of distress destroy the individual performance and impair the human health and
body severely. The Holistic view of study concludes that instead of managing the
occupational stress, preventing the occupational stress by adopting coping strategies on
physical and mental excise such as practice the therapeutic exercise such as breathing,
physical exercise, Aerobic and Zumba. In turn the maintained level of eustress mode could
be benefited towards alert in work and other activities focus on goal, creative thinking and
enthusiastic mind set in the working environment.
36
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37
EMPLOYEE STRESS STRATEGIES AMONG AUTOMOBILE ENGINE

MANUFACTURING COMPANIES
V.Krishna Priya
Asst.Professor, School of Management Studies, Vels Institute of Science, Technology and Advanced Studies,
Pallavaram, Chennai
Abstract
Stress is a critical phenomenon and it is a natural human response to its environment. It is
based widely upon the individual background, personality and environmental conditions.
Stress is a part of life and is produced by regularly changing situations that an individual
must face. A concern level of stress becomes mandatory. Due to its multifaceted, stress has
been studied for many years by researchers in the areas of psychology, sociology, medicine
and even in management. Certain stress is necessary for the growth of individual, while
others escalates pressure and deteriorating the condition of the individual leading to
detrimental problems which may be of physical, mental, emotional, and behavioral in nature
and even create disproportion in lifestyle. This paper mainly focuses on the level of stress
being found among employees at workplace in Indian scenario, with understanding the
problems faced due to stress on the basis of gender, and to suggest measures to both
employer and employee to deal with stress. This research design is descriptive in nature. To
get the data, structured questionnaire is being distributed to the employees and sample size
of 250 was obtained . Stress is considered as a very important component for every
Organization.
Keywords: Employee Stress, Experiences, Detrimental problems, Environmental

Conditions.
Introduction
Employee stress is a growing concern in almost in all the organisations now-a-days. In
simple, Stress is an active situation in where people face restrictions, chances or loss of
something they desire and for which the side effects are both volatile as well as critical. It is
the acknowledge of individual to the arbitrary / unnecessary pressure or difficulties will be
placed on the individual. Stress cannot be always negative. It may induce a person to
explore new and smarter way of performing in an effective way. Stress may be correlated
to their work performance in a negative way. In short, more the level of stress, lower the
level of performance. constant or recurrent exposure even to minimum levels of stress may
have harmful effects on health and this might reduce employee‘s work performance. A small
amount of stress confuses an individual. People facing stress generally focus more on the
emotions and feelings inspite of the job/work at hand and subsequently their work
performance suffers. Stress affects individual intelligence, emotional, and interpersonal
functioning. It has been researched that as right kind encouragement leads to the
improvement of the individual work, but later some point of time it begins to declining.
Employees under stress lose their innovativeness. Arif Jetha, Laura Kernan et al. (2017)
articulated that that workplace stress is a composite phenomenon that may frequently
forceful and evolving over time. Researcher develops a conceptual model named
multidimensional system dynamics model (SDM) of stress among nursing assistants and
demonstrated how changes in psychosocial perceptions and workstation factors might
38
influence workplace stress over time. It was found that intention to leave work place, higher
job turnover, employee absenteeism are mainly related to the high perceptions of workplace
stress. In the present scenario, technology advancements have revolutionized the way
operations in the banking sector operations and the competition. Now-a-days due to
economic situation and societal factors, stress levels has drastically increased in the banking
sector. The researchers found that there is a significant relationship between age, gender,
education, job, role, interpersonal relationship and impact of occupational stress. The
research design was descriptive in nature. The data was collected from 80 employees
working in various banks. Maintaining good physical and mental condition is important for
new coping strategies to be adopted by banking sector employees to improve employee and
Organizational productivity. (Caral Lopes et al., 2016).
Stress has become a part of life for the employees in almost all the sectors in the current
competitive world. Now a days life has become so complex at home as well as at workplace
due to stress. The difficulties of stress are foreseeable and cannot be avoided in the banking
sector. A major portion of the employees face severe stress- related ailments and a lot of
psychological problems. Further, the management should take several initiatives in helping
their employees to overcome its calamitous consequence. (Kishori, B., Vinothini, B., 2016).
Shavita Dhankar (2015) said that there is nothing like stress- free job or work. Everyone at
workplace has to bare varieties of tension and concern as they get through the duties
assigned to them. A sample of 200 respondents was considered and convenience sampling
was adopted. It was found that due to long working hours, inappropriate reward system, role
conflict and lack of job autonomy there is a high degree of occupational stress amongst the
private and public sector bank employees. Reduction in the occupational stress in the coming
time would be part of a company policy of the organizations and can be seen as an
authoritative strategy for better employee satisfaction. Prakash Kundaragi, B., and Kadakol,
A.M. (2015) opines that ―Stress is nothing more than a socially acceptable form of mental
illness‖. Stress has been defined in different means over the years. Stress can undermine the
achievement of goals, both for individuals and for organizations. People experience stress in
various ways for different reasons. The reaction is generally based on the perception of an
happening or situation. If you view a situation negatively, employees will generally feel
distressed i.e. oppressed, overwhelmed. Stress can make an individual productive and
constructive when it is identified and well managed. Positive attitude,Yoga and meditation
will be helpful for coping the stress in the current scenario. Ipseeta Satpathy et al. (2014)
opinies that every individual is definitely exposed to different stressful circumstances.
However, stress is not continuously negative in nature. Few stress is necessary to encourage
and inspire us. The employees working in the field of information technology faces more
stress because they have to continuously update their knowledge. The authors also found that
stress varies due to attitude, demography and work performance, stress is not due to age but
occupational position, organization politics and bureaucracy are important factors for stress.
The negative effects of stress lead to drinking habit, and smoking habit of Individuals.
Roohangiz Karimi et al., (2014), opinies that role conflict and occupational stress are
significant and positively related. The study comprises of 135 nurses selected randomly from
the emergency and surgery departments at selected Iran hospitals. The data was collected
through an organized questionnaire using drop and collect method. The outcome level of
occupational stress was relatively high. In addition, the health care managers can identify
role conflict as stressors in order to decrease them among nurses.
39
Mary Musyoka, et al., (2012) in their research data was collected from 32 NSE listed
corporations, descriptive research design was adopted and multivariate techniques are used
for analyzing. This study emphasizes on the significance of understanding stress and how it
affects the employee performance. Employers have a duty to care for their workers both
physically and psychologically. Unfortunately, managers are very comfortable taking care of
the physical health because it is generally observed. Stress audits must be conducted
regularly to assess whether stress levels are getting out of control and leading to prolonged
stress, which normally affects organizational performance negatively. Qualitative data
related to employee absenteeism, productivity rates, accidents, employee attrition and
surveys where employee opinions are sought on stress will not only help to recognize what is
stressing individuals, but also helps to identify propable solutions such as redesigning the
job, health and fitness facilities, and undertaking training that can improve self-efficacy and
reduce stress.

 To identify the factors affecting job stress among the employees.
 To understand the impact of stress on the mental health of employees.
 To find out the relationship between stress factors and its negative effects on
employees‘ performance.
 To know the measures taken by organization for employees to cope with stress.
Materials and Methods
Research Design
 Descriptive Research
Sample Size
The sample size taken for the study is 250 which has been collected through
probability sampling, Stratified Random Sampling technique from various automobile
engine manufacturing companies, Chennai.
Statistical Tools
The following are the statistical tools used in this project to arrive specific results.
 Anova
 Correlation
 Cross tabs
Data Analysis
H1: There is a significant difference between Marital Status and Work-Life Balance.
TABLE: 1
Marital Status and work-life imbalance
Sum of Squares Df Mean Square F Sig.
Between Groups 4.544 1 4.544 2.763 .098
Within Groups 407.856 248 1.645
Total 412.400 249
Result:
From the above table, F-value is 2.763 and its related significant P value is 0.098, which is
greater than 0.05. Hence ,Null Hypothesis is accepted. There is no significant difference
between marital status and work-life imbalance.
40
H2: There is significant difference between total experience and promotional opportunity
Table:2
Total years of experience and promotional opportunity
Between Groups 10.411 4 2.603 2.347 .055
Within Groups 271.705 245 1.109
Total 282.116 249
Result:
between total experience and promotional opportunity
H3: There is no significant difference between Income and Family problem Interference
Table: 3
Income and Family problem interference
Between Groups 10.905 3 3.635 2.611 .052
Within Groups 342.471 246 1.392
Total 353.376 249
Result:
between Income and family problem interference.
H4:There is significant relationship between task incompletion and declining levels of
productivity
TABLE:4
Task incompletion and Declining levels of productivity
Task Declining levels of
incompletion productivity
Task incompletion Pearson Correlation 1 .183**
Sig. (2-tailed) .004
N 250 250
Declining levels of Pearson Correlation .183** 1
productivity Sig. (2-tailed) .004
N 250 250
**Correlation is significant at the 0.01 level (2-tailed).
Result:
From the above table, P value is .183. Hence, it is inferred that there is a positive relationship
between Task completion and declining levels of productivity.
H5:There is significant relationship between things against judgement and declining levels of
competence
Table-5
Things against Declining levels of
judgment competence
Things against judgment Pearson 1 .195**
Correlation
N 250 250
Declining levels of Pearson .195** 1
competence Correlation
N 250 250
**Correlation is significant at the 0.01 level (2-tailed).
41
Result:
From the above table, p value is .195. Hence, it is inferred that there is a positive relationship
between judgment and level of competences.
H6:There is significant relationship between unstimulated during work and absenteeism
TABLE – 6
Unstimulated during work and Absenteeism
Unstimulated during work Absenteeism
Unstimulated during work Pearson Correlation 1 .142*
N 250 250
Absenteeism Pearson Correlation .142* 1
N 250 250
*Correlation is significant at the 0.05 level (2-tailed).
Result:
From the above table, p value is .142. Hence, it is inferred that there is a positive correlation
between unstimulated during work and absenteeism.
H7: There is a significant difference between Total years of experience and income
Table: 7
Total years of experience and income
Value Df Asymp. Sig. (2-sided)
a
Pearson Chi-Square 277.370 12 .000
Likelihood Ratio 212.407 12 .000
Linear-by-Linear Association 129.238 1 .000
N of Valid Cases 250
a. 4 cells (20.0%) have expected count less than 5. The minimum expected count is 2.11.
Result:
From the table above, P value is 0.000 < 0.05, Hence Ho is rejected. So, there is an
association between total years of experience and income.
Discussion
In this study it has been discussed the stress strategies of employees working in automobile
engine manufacturing companies in the Chennai city. The present study indicates that. There
is no significant difference between marital status and work-life imbalance. It is understood
that, work life balance is no way related to the marital status of employees in the
organization. Most of the employees are happy with the task incompletion and declining
levels of productivity, judgment and level of competences.The organization must recognize
the employees for their work and promote them according to the performance to avoid
demotivation of employees.(khawajaJehanzeb et.al,2012).Avoiding the competition for
promotion of employees and promoting them based on their performance appraisal and
competency will help the management to find potential and skilled employees.Taking
remedial actions to reduce stress and teaching the employees how to cope with stress avoids
absenteeism from work and increases job satisfaction. The organization must allocate some
time to conduct mind related and concentration games for employees to increase
concentration of employees during work. Regular counseling should be done , so that it
increases the quality of work life among employees and reduces the stress to the employees.
(Vannarajah, et.al,2014).Segregate the work to many employees and reducing the work load
will make them to complete their given task during an average day or within the scheduled
time. Providing annual leave and arranging annual trip to employees make them feel happy,
42
reduces stress and increase better understanding and relationship between employer and
employee. Management should try to reduce over demanding from employees and try to
analyse which employee is suitable for completing their demand. This will help the
employees to complete the demand of subordinates.(Tatheer Yawar,et.al, 2013). The
companies should concentrate on meditation and various stress bursting exercises to the
employees, so that employee concentrate in the work station which improves performance
finally leads to the Organizational profits.
Conclusion
Stress has become the most common cause of employees. Stress can make an individual
productive and constructive when it is identified and well managed. The result shows that
there are many ways for managing stress, such as job promotion, work-life balance, yoga,
counseling, motivation, meditation, annual leave, periodical health checkups, etc. The
Negative stress or Distress kills the employees‘ positive attitude and it turns to absenteeism,
turnover, organizational culture change, declining levels of productivity and declining levels
of competence. Hence, the employees will be successful if they make distress into eustress,
their healthy lifestyle as well as organizational well-being will change.
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44
THE IMPORTANCE OF COMPETENCE IN COMMUNICATION:
WOMEN ENTREPRENEURS
D.Shanthi Revathi,
Asst.Prof.Management studies, Alpha Arts and Science college, Chennai
D.Ashalatha,.
Alpha Arts and Science college, Chennai
Abstract
As the basic structure of the society emerges and works, the human community thrives on
communication. It is very simple and evident that the crucial mode of harmonious living is
to understand and be understood. In this context listening becomes the most essential
concept later on followed by speaking, reading and writing. In general the communication is
35% verbal and 65% non-verbal. So it is true that knowledge, skills, motivation and attitude
greatly influence the persona of a human being when growing to become an entrepreneur.
Being an entrepreneur is not a job; it is a life style. In India though the literacy rate is on an
upsurge, it is always a matter of concern that we rank very low in global indices of female
literacy. As the new economic reforms suggest the global transition is possible when the
self-sustainability through the social entrepreneurship is stabilized as a social standard. This
is more possible through women in entrepreneurship. This paper presents an outlook on
significance of competence in communication for better entrepreneurship.
Key Words: Communication, Entrepreneur, Importance, Standard, Reform
Introduction
The world is an ever-changing place and adaptation is the mark of survival. On the global
arena the business has been progressing well and it is very encouraging to see that women as
of now account for the 26% of current business in the world. If entrepreneurship is an
interesting career option, then it needs good training and skill development for the aspiring
candidates. Though language is taught from school to college, it is mandatory that
business communication needs certain competence to effectively carry forward the
networking. In the perspective of language learning, mindset affects the individual behaviour
at all levels. It means to say that without proper preparation the communication cannot be
impressive. One needs to have functional knowledge, inquisitive mind, propensity to take
risk, creative and innovative mindset, proactiveness and necessary technical skills to become
an entrepreneur. This study reviews the main bases of interpersonal communication
competence that determine women entrepreneurs‘ success: knowledge, motivation, and
communication skills. The rising phenomenon of women becoming entrepreneurs could
encourage the processes of socioeconomic development; however, many women face
barriers when trying to become successful entrepreneurs. The literature suggests
interpersonal communication is especially relevant in the construction of women‘s business
networks, and that various communication acts showcase women entrepreneurs‘ knowledge,
in terms of understanding social contexts, and motivation.
45
Attributes Of Effective Communication

The total success of an innovative venture is going to be completely dependent on
responsible behaviour of the entrepreneur and the relevant communication. Though the
LSRW skills are very functional and learnt as we grow, effective communication includes:
 Good listening
 Apt non-verbal behaviour
 Awareness of the communication barriers
 Being assertive
As an entrepreneur it is very much required that the telephonic skills, presentation skills,
conversational skills, kinesics, inter-personal skills, thinking skills and management skills
are required to establish business communication. If not specially, the women entrepreneurs
have to be dynamic and the communication should speak about their work culture. The
following are the common markers of communication for the entrepreneurs:
Communication skills for Entrepreneurs ,
 Influencing people through discussion
 Making persons to think and act your way
 The ability to convince people
 The ability to understand and express ideas
 The art of well-versed speaking
 The capability of careful listening
 Using full communication potential
 Using proper channel of communication
 Making convincing arguments
 Offering clear explanations of difficult issues
 Presenting ideas in a rational and integrated way
 To have strong and pleasing voice
 The ability to manage questions well
 To read and hold attention of others
 The ability to show honest character
In the course of the setting up of the business it is very necessary to have the intuition,
decision-making ability, focus, tolerance and balance. The entrepreneurs have to understand
that language is a skill and it can be mastered only by practice. So it is necessary to use and
update the vocabulary as well as use the same in situational learning opportunities. It is
fundamental to observe that as one starts the administration of any business it is implied to
go through various behavioural, intellectual, emotional and conscious changes. In general as
entrepreneurs, we should prepare ourselves for the challenges ahead with various
communication encounters to be well connected with the people outside, subordinates,
colleagues, clients and customers. Language is a psychological process and it needs a lot of
focus and visualization for positive outcome. it becomes much more sensible if we say that
we should speak from our heart rather than the ego. In the process of communication mind-
mapping and control of fear play a crucial role as they help us to avoid negative self-talk. As
business persons entrepreneurs should determine the outcome they want from every
interaction they make. It is necessary to assess the audience level of understanding and shape
the message appropriately to make it understandable. The conviction in the communication
is in fact the competence we showcase. We should believe in our message which is the crux
46
of any successful communication. When the passion, conviction and preparation act, they
allow our feeling, delivery, body language and voice to flow naturally. This makes our facial
expression beaming with enthusiasm and there is no risk of faking or losing credibility.
Communication Styles Of Different Types Of Entrpreneurs

Entrepreneur is basically self-made with a resource to innovation, finance and business
acumen for corporate venturing. There are 9 types of entrepreneurial types and
communication is different as following:
 The Improver – These entrepreneurs are focussed and run the business with
integrity and ethics. Though the communication style is open, they are perfectionists
and hence are over-critical of employers and customers.
 The Advisor – These are the entrepreneurs who run the business based of customer
feedback and satisfaction. They are seriously customer focussed they in turn burn out
sometimes ignoring their own requirements.
 The Superstar – These are the people who spread around their charisma with their
words and deeds to build a brand around themselves. So it is possible that the talking
is more and listening is less.
 The Artist – The people are exceptionally creative and reserved but as their work
culture goes they are quite sensitive even to the constructive criticism or responses of
the customers.
 The Visionary – These entrepreneurs are very smart to build the future with their
empowering thoughts and take every suggestion which enlightens them, but
sometimes vision misses action.
 The Analyst – The business analysts from technical and technological fields excel at
problem solving. As they involve in too much of analysis there is a chance that the
analysis paralysis never allows one trust others and work in team environment.
 The Fireball – This type of entrepreneurs give a energizing outlook to the company
and customers. As the teams overwork to keep up the customer satisfaction, business
planning and impulsiveness should be in perfect balance.
 The Hero – This persona has an ability to lead, motivate and make the company
more productive with very defining leadership skills. But instead of being a leader
one needs to train others with proper delegation of responsibilities.
 The Healer – These entrepreneurs are so caring and wishful in thinking that they
avoid outside realities. The best way to deal with any kind of turmoil is the scenario
planning.
In general if the communication styles of the entrepreneurs vary so differently then every
single communication skill makes a difference in the business world. Managing a business is
not a singular even but a continuous process. As an entrepreneur the communication skills
checklist is
 Empathize with the one communicating to check the impact of understanding
 Know the nuances of reading the body language signals and non verbal
communication
 Improve listening skills
 Be very precise and clear to the point
 Ask open-ended questions rather than investigating
 Only speak about what can be done honestly
47
 Avoid negative talk and be silent if there is nothing much to say

 Decision making and problem solving should go hand in hand to follow up action
Knowledge Skills
The crucial aspect of business performance is the entrepreneur‘s knowledge, although other
aspects are equally important, such as good management skills, financial access, personal
qualities, and satisfactory government support. This knowledge includes awareness of
gender roles, as being an entrepreneur involves playing a gender role Many studies found
that gender differences affect education and business survival The education backgrounds
of female entrepreneurs are generally weaker than male entrepreneurs. Limited education
can affect women‘s ability to manage and grow their businesses. Beyond education, also
stressed on the importance of experience, attitude toward risk-taking, and business
environment factors (such as credit loans) for women entrepreneurs. For instance, women
entrepreneurs are often hesitant about applying for credit loans because of their lack of
knowledge in managing business finances. Women entrepreneurs continuously must
improve their managerial knowledge. Besides that, it appears that women entrepreneurs have
difficulties to adjust with external conditions, such as market conditions and government
policies. Lack of knowledge also drives women entrepreneurs to fill areas that did not
require specific or specialized knowledge. As a result, their businesses do not seem to
perform as well as those of men.
Motivation
Motivation is a prerequisite to become an entrepreneur. McClelland explains that the need of
achievement, affiliation, and power generates entrepreneurship by four starting points for
women‘s entrepreneurship: (1) stimulation for self-fulfilment by combining responsibilities
as both a housewife and entrepreneur, (2) self determination to pursue a valuable life, (3)
self-satisfaction from fighting for survival when facing challenges, and (4) support from
friends and communities. Additionally, women also started businesses to escape daily office
routines, accommodate creativity, and pursue a passion .Furthermore, socioeconomic and
demographic differences could influence women entrepreneurs‘ motivation . For instance,
male domination and push factors, – such as family income, difficulty finding a suitable job,
and the need for flexible time for domestic responsibilities – could motivate women to be an
entrepreneur. Similarly, in a study of 150 women entrepreneurs in Sikkim, India, Joshi
(2009) found that most of them became entrepreneurs because of family business,
unemployment, or economic compulsion. With respect to the influence of family, found that
family background could be a determinant of women‘s interests in owning a business. Some
studies disclosed that female entrepreneurs choose specific businesses based on their
motivation. explored the possibility of gender-based gaps in financial access to bank
financing concluded that there was no evidence of gender discrimination and that female
entrepreneurs were significantly different from their male counterparts in their pursuit of
financial loans. instead, they carefully considered limiting resources, the time, and energy
necessary to balance the business with personal life and domestic responsibilities. These
motivation studies indicated that women entrepreneurs have their own desires to pursue a
business, and most women still prioritize domestic responsibilities.
48
Communication Skills in Business: Entrepreneurs

There are gender differences in entrepreneurs‘ communication styles and methods of
building relationships. These differences determine the construction of men‘s and women‘s
business networks. Women‘s businesses were typically smaller than those of men and more
active locally than nationally thus, women‘s networks typically involved people which they
have known before for a long time. Similarly, found that women tend to respect their kinship
when building business networks. Such close-knit social networks tended to have positive
effects on both self-efficacy and risk taking in entrepreneurial activity. Women
entrepreneurs tended to see communication as essential for managing relationships with
employees, governments, or social networks. Accordingly, women entrepreneurs may
construct their own communication styles to build relationships with employees or others.
For instance, women leaders seek to construct a communication style that reflects an ethic of
care With respect to gender differences in communication styles,, ―women uses the language
of relationship, whereas men use the language of status and hierarchy‖ found that women
could use hierarchy in their culture of control. cultural practices in women owned business
are showing elements of power and resistance. Within this particular context, women create
supportive, flexible, and loyal environments within their workplace but simultaneously
suppress and strategically subordinate the employees‘ for the owner‘s achievement .In-depth
interviews, focus group discussions, and fieldwork, so they could study the communication
skills of women entrepreneurs.
Discussion and Conclusion

Based on this literature review, we argue that entrepreneurship researchers need to
reconsider the suitability of their research designs, especially those who are interested in
women‘s entrepreneurial activities. The literature suggests women entrepreneurs have less
experience, managerial knowledge, and skills than male entrepreneurs do. established
themselves in fields that did not require particular or specific skills. However, women can
still obtain business knowledge through educational pathways, courses, or training, and
discover logical frameworks that facilitate alternative strategic decisions for the growth and
success of their businesses. Furthermore, found that education did not significantly
determine the effectiveness of women entrepreneurs‘ leadership. Instead, their business
performance depended on family supportiveness.
Also, limited managerial skills do not equate to negative business intentions. Having
different motivation starting points, women represented multiple realities when managing
their businesses Different experiences shaped their varied approaches to or strategic choices
in managing their businesses . This is most apparent in the size of a women entrepreneur‘s
business, which will grow only insofar as she is comfortable managing it. Similarly, women
entrepreneurs is emphasized the importance of quality over quantity and were more reluctant
to take on the financial loans and administrative requirements associated with business
growth. Women entrepreneurs in these studies developed their businesses according to their
own motives. With respect to leadership, emphasized that a good leader needs good
communication competence; consequently, women entrepreneurs should have good
communication competence to effectively lead and manage their businesses. However,
unlike males, female leaders were unlikely to use power as a persuasive strategy with their
subordinates . Instead, women entrepreneurs are more likely to change their strategies to
accommodate the given situation. Women entrepreneurs also employ various
49
communication styles and patterns. Their communication acts reflected their subjective
knowledge and motivation.
The concept of women entrepreneurship invariably concerns gender roles, which reflect
women‘s social and cultural expectations, omen‘s different experiences can create various
interpretations and social construction standpoints. Women entrepreneurs interpersonal
communication, especially in terms of leading and building relationships in business
networks. The literature shows that communication acts can reflect women entrepreneurs‘
motivations and knowledge of social contexts; however, there are still various aspects of
interpersonal communication that require further study, such as gestures, language,
distance/space, or other symbols which are used in the process of building relationship. the
topic of women entrepreneurs through the lens of knowledge, motivation, and
communication skills: the main bases of interpersonal communication competence that
determine women entrepreneurs‘ success. To explore mediating factors that bridging women
entrepreneurs‘ internal processes with external factors, such as organizational climate,
economics, and environmental contexts. Its insights could bring us to the closer portrayal of
women entrepreneurs‘ perception and their social construction.
References
 Ahl, Helene. 2006. ―Why Research on Women Entrepreneurs Needs New
Directions.‖ Entrepreneurship Theory and Practice, 30(5): 595–621.
 Andre, Rae. 1992. ―A National Profile of Women's Participation in Networks of
Small Business Leaders.‖ Journal of Small Business Management, 30(1): 66–73.
 Becerra, Manuel, and Anil K. Gupta. 2003. ―Perceived Trustworthiness Within The
Organization: The Moderating Impact of Communication Frequency on Trustor and
Trustee Effects.‖ Organization Science, 14(1): 32–44.
 Bird, Sharon R., Stephen G. Sapp, and Motoko Y. Lee. 2001. ―Small Business
Success in Rural Communities: Explaining The Sex Gap.‖ Rural Sociology, 66(4):
507–531.
 Boden, Richard J., JR., and Alfred R. Nucci. 2000. ―On The SurvivalProspects of
Men‘s and Women‘s New Business Ventures.‖ Journal of Business Venturing, 15(4):
347–362.
 Brunskell, Heather. 1998. ―Feminist Methodology.‖ In Researching Society and
Culture, Clive Seale (Ed.), pp. 37–47. Thousand Oaks, CA: Sage Publications.
 Buttner, E. Holy. 2001. ―Examining Female Entrepreneurs‘ Management Style: An
Application of a Relational Frame.‖ Journal of Business Ethics, 29(3): 253–269.
 Cliff, Jennifer E. 1998. ―Does One Size Fit All? Exploring The Relationship between
Attitudes Towards Growth, Gender, and Business Size.‖ Journal of Business
Venturing, 13(6): 523–542. Coleman, Susan. 2007. ―The Role of Human and
Financial Capital in The Profitability and Growth of Women-Owned Small Firms.‖
Journal of Small Business Management, 45(3): 303–319.
 Creswell, John W. 1998. Qualitative Inquiry and Research Design. California : Sage
Publications.Daft, Richard L. 2005. The Leadership Experience. Mason, Ohio:
Thomson South-Western.
 Edley, Paige P. 2000. ―Discursive Essentializing in a Woman-Owned Business:
Gendered Stereotypes and Strategic Subordination.‖ Management Communication
Quarterly, 14(2): 271–306.
50
A STUDY ON EMOTIONAL INTELLIGENCE AND ITS IMPACT ON THE

ACADEMIC ACHIEVEMENT OF ADOLESCENTS GIRLS IN VELLORE
Preethi.E
Research Scholar in Management Studies, Auxilium College Vellore
Beulah Suresh
Guide & Head Department of Management Studies, Auxilium College Vellore
Abstract
There is an insistent requisite to integrate current knowledge regarding adolescent girls in
order to focus on the strengths, challenges, and choices of adolescent girls today. Thus
laying the foundation for the need of emotional intelligent and its impact on the adolescent
girls, this relates to the phase that incorporates the intricate aspects of both emotion and
intelligence. "Emotions rule the heart while intelligence reigns supreme in the brain."
Emotional Intelligence essentially reflects the ability to deal successfully with other people
and with ones' own feelings. It is a dynamic construct influenced by diverse biological,
psychological, and social factors. Such systematic understanding of human emotions to
measure human intelligence will prove much beneficial in uplifting common success rate of
contemporary education and its system.
Key Words: Emotional Intelligence, Adolescents and Academic Performance
Introduction
In the age of zero tolerance, virtual reality and ultramodern technology, the study on human
emotion, especially of the adolescent girls has become so urgent. It is alleged that emotional
and social competences are as vital as traditional dimensions of intellectual ability and
personality. The variety of issues which seem interconnected when dealing with adolescent
girls may come from different drivers. Early marriage is different from sexual violence,
which is a different issue to tackle from access to employment. But all these threats coalesce
around the common theme of the lack of power and efficacy for girls. Emotional intelligence
is a scientific human endeavor to bridge between two different human conditions of one
human body, originating from head and heart respectively. The adolescent girls experience
emotional challenges and issues of sexuality soon after onset of puberty. A large section of
adolescent girls are not prepared to handle these challenges of their growing sexuality and
reproductive capacity. "The fact that many adolescent girls are showing remarkable strength,
resiliency, and "hardiness" during the stressful time of adolescence needs to be explored.
Instead of focusing on the storm and stress of adolescence, a new understanding of
adolescent girls that affirms their strength and resilience needs to be developed." In view of
the above, the researcher has conducted a study to determine the extent of relationship
between emotional intelligence and academic performance of adolescent girls, so that
efforts can be made to develop a strategic plan for recommending to the schools and colleges
to improve the emotional intelligence of adolescent females and hence, helping the
adolescents to make this phase a more adjusting and pleasurable time leading to success in
adolescents life.
51
Objectives
 To study the impact of emotional intelligence on academic achievement in adolescent
girls.
 To identify various aspects like self awareness, assertiveness, and adaptability.
"Daniel Goleman, a psychologist and science writer who has previously written on brain and
behaviour research for the New York Times, discovered the work of Salovey and Mayer in
the 1990's. Inspired by their findings, he began to conduct his own research in the area and
eventually wrote Emotional Intelligence (1995), the landmark book which familiarized both
the public and private sectors with the idea of emotional intelligence. Goleman's model
outlines four main emotional intelligence constructs. The first, self-awareness, is the ability
to read one's emotions and recognize their impact while using gut feelings to guide
decisions. Self-management, the second construct, involves controlling one's emotions and
impulses and adapting to changing circumstances. The third construct, social awareness,
includes the ability to sense, understand, and react to other's emotions while comprehending
social networks. Finally, relationship management, the fourth construct, entails the ability to
inspire, influence, and develop others while managing conflict (Goleman, 1998)". Maureen
McManus(2001) says Emotional intelligence includes two general divisions. First, to be
emotionally literate, a person must have an understanding of his/her emotions, including the
ability to label the emotions, understand the influential factor creating the emotion, and the
appropriate behavior for the emotion. Second, a person must have an understanding of the
emotions of others, most notably, empathy. Dr. Promila S, Mahija M. (2010) in the study
which was conducted in Chhattisgarh, India in a CBSE English medium school with 160
students to check the effectiveness of assertiveness training programme on self-esteem and
academic achievement in adolescents. Various studies have been conducted across the globe
to establish the connection between Emotional Intelligence and Academic Achievement.
Research Design: Descriptive research has been adopted for this study as it is concerned
with the present attempts to understand the phenomena of emotional intelligence among
adolescent girls and how it affects their academic achievement.
Research Instrument : A structured questionnaire was framed. It contained 45 open ended,
close ended and multiple choice questions.
Sampling unit : The Sampling unit for the study was confined to adolescent girls from
Vellore.
Study population: The population for the study was identified as adolescents girls of
Vellore.
Sample Size: The sample size was bounded to 300.
52
Data Analysis and Interpretation

The factors related to Emotional Intelligence
Table 1.5(a): KMO
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.837
Bartlett's Test of Sphericity Approx. Chi-Square 2231.42
Df 351
Sig. 0
Interpretation
Kaiser-Meyer-Olkin (KMO) and Barlett test of sphericity was carried to confirm the
correlation matrix has a significant correlation among the variables. It also measured the
degree of inter correlation among the variables and the appropriateness of factor analysis to
test the adequacy of the sample. KMO of sampling adequacy is 0.837, which is very
reasonable above the cut off limit of 0.5. So it was observed the suitability of factor analysis
for the data. Bartlett‘s Test of Sphericity tests the null hypothesis that the original
correlation matrix is an identity and all correlation coefficient should be zero, in the above
table the level of significance (p) value is less than 0.05 and it should high significance and
permits to perform factor analysis. The initial solution obtained for the factors related to
Emotional Intelligence. The factors are extracted by keeping the Eigen values 1, the factors
which are extracted based on the obtained KMO values, so that the factors with more than .5
extraction values have been obtained. The extracted factors from the analysis along with
their Eigen values, the percent of variance attributable to each factor, and the cumulative
variance of the factor and the previous factors. The loading of the 8 variables on the 27
factors extraction. The absolute values of the loading are more than 0.5.In order to interpret
the explain values in a better way a factor rotation is performed. The rotation of varimax
was done and which resulted in the independent factors. the fixing of cut-off point through
rotation component matrix. It was decided to take above 0.5 as the cut-off points. In this way
there are 6 variables under factor 1 and 4 variables under factor 2, 3 variables under factor 3,
3 variables under factor 4, 2 variables under factor 5, 1 variable under factor 6, 2 variables
under factor 7, 1 variable under factor 8, were loaded with above 0.5 and it was also
observed that absence of cross loading between the variables in the two factors.
The obtained factors are classified on the following categories
53
Regression Analysis
The influence and its direction of the factors on academic achievement were measured
through multiple regression analysis. In order to perform multiple regression analysis, the
factor scores were taken as independent variables and the opinion on academic achievement
measured through Likert Scale ( 1- strongly disagree to 5- strongly agree) was taken as
dependent variable. The outcome of interpretation as follows.
Table 1.5 (b)
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .796a .634 .624 .719
a. Predictors: (Constant), REGR factor score 8 for analysis 1, REGR factor score 7 for analysis 1, REGR
factor score 6 for analysis 1, REGR factor score 5 for analysis 1, REGR factor score 4 for analysis 1, REGR
factor score 3 for analysis 1, REGR factor score 2 for analysis 1, REGR factor score 1 for analysis 1
It is learnt from the table 1.5(b), R2 value is .634, which means that all the eight factor
groups accounts 77.7 percent of the variation in academic achievement. This suggests that
model is quite significant in explaining the variances. The significance results at p<.000
provide support for the relationship. The adjusted R2 is .634.and the difference for the final
model is .002 (.777-.775) or .2 percent and it shows that if the model would have been
derived from population rather than sample will be accounting for .2 percent variance in the
outcome. The standard error of estimate around .506 units shows that any predictions using
this model will be good one. The F value for change statistics in the above table 1.5(b)
indicates the significance level associated with adding the variable.
Table 1.5(C)
ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 260.768 8 32.596 63.039 .000a
Residual 150.469 291 .517
Total 411.237 299
a. Predictors: (Constant), REGR factor score 8 for analysis 1, REGR factor score 7 for analysis 1, REGR
factor score 6 for analysis 1, REGR factor score 5 for analysis 1, REGR factor score 4 for analysis 1, REGR
factor score 3 for analysis 1, REGR factor score 2 for analysis 1, REGR factor score 1 for analysis 1
b. Dependent Variable: Academic Performance is affected by the Emotional Quotient
Table 1.5(c) shows the analysis of variance (ANOVA) which was conducted to compare the
effect of eight factor groups on academic achievement. There was a significant effect of
eight factors on academic achievement at the p< .001 level (F (8, 291) =63.039, p<.000). It
also highlights that the overall significance of the model is fit since F value is below 0.000.
Table 1.5(d)
Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
1 (Constant) 3.577 .042 86.151 .000
REGR factor score 1 for .056 .042 .047 1.336 .183
analysis 1
REGR factor score 2 for -.126 .042 -.107 -3.018 .003
analysis 1
analysis 1
analysis 1
54
analysis 1
REGR factor score 6 for -.068 .042 -.058 -1.638 .103
analysis 1
analysis 1
analysis 1
a. Dependent Variable: Academic Achievement is affected by the Emotional Quotient
From the table 1.5(d), it is observed that the given t and sig(p) values give a view on impact
of each predictor variable and it suggests that a predictor variables are having a positive
influence or impact on outcome variable (academic achievement). The β coefficients and the
constant are used to create the prediction ( regression equation, Academic Achievement (Y)
= (.056) * Self awareness + (-.126) * Intrapersonal Competency + (.529) * Interpersonal
Competency + (.244)*Positive Impression + (.440) * General Mood + (-.068)* Assertiveness
+ (.560) * Stress Management + (.042) * Adaptability. The table also concludes that the
factors Self awareness, Interpersonal Competency, Positive Impression, General Mood,
Stress Management, Adaptability have positive influence on academic achievement.
Suggestions & Conclusion

The study brings to the limelight that emotional intelligence plays a very vital role in
determining the level of success each adolescent girl will be able to achieve. Although the
family may be the first "institution" in which children are trained emotionally, the teaching is
often indirect, through actions; the lessons and examples are often negative in nature. As
these emotionally deprived children enter school, they can either become a problem the
school must control, or an opportunity the school is responsible to educate. When the
schools assume the responsibility for educating students to act emotionally intelligent, all the
three benefit, the school, the family and the society. There should be support from the
parents and teachers irrespective of the background the adolescents hail from. Parents
should be willing to understand the needs and necessities of the girls and support them in all
the walks of their life. Schools should encourage girls in participating in extracurricular
activities and provide platforms for all the girls with the same level of opportunity. Not all
children are the same, a student might tend to have different potentials and these potentials
should be identified at an initial stage and the right opportunity for growth should be given.
On focusing the weaker sector "Women", young girls should be aware of things that will
boost their level of confidence and also enable them to stand for values that they feel is
important and right. Moral values and feelings of sympathizing and empathizing should also
be imbibed through education to them. Unlike IQ, which cannot be significantly changed by
experience or education, emotional competencies can be improved through learning and
practice. "Emotional intelligence is also referred as emotional quotient like the IQ. It is
one‘s competency in perceiving self and others which is characterized as having abilities
such as being able to motivate oneself and persist in the face of frustrations and to control
impulse and delay gratification which helps to regulate one‘s moods and keep distress from
swamping the ability to think and to empathize and to hope. Awareness of one‘s own
feelings is the key element of all aspects of emotional intelligence. Emotional intelligence is
a trait that can always be nurtured and strengthened in all of us, but without having a
developed sense of it, the individuals will lack loving friendships, internal happiness and
generally be relegated to living a life of low social functioning. Becoming aware of the
impacts and differences of EQ and IQ often makes one believe that EQ is sufficiently more
55
important than one's general intelligence because being true to oneself is the easiest way of
living life to the fullest. In this global age, it is necessary to compile a high sense of
emotional awareness. Hence it is very important for adolescent girls to have emotional
intelligence as it will enable them to march in to the world with more valor and confidence.
References
 Goleman, D. (1998). What makes a leader? Harvard Business Review (Best of HBR
1998), 82(1), 93-104. Retrieved May 5, 2009, from http://tampabay.
iiba.org/download/HBR_Dan_Goleman_What_Makes_A_ Leader. pdf
 Ivcevic, Z., Brackett, M.A. & Mayer, J.D. 2007. ―Emotional Intelligence and
Emotional Creativity.‖ Journal of Personality 75(2): 199-236.
 Mahsome Azimifar 2013, The relationship between emotional intelligence and
academic achievement among Iranian students in elementary schools, European
Online Journal of Natural and Social Sciences Vol 2, No 2 (2013)
 Maureen McManus, 2001, "A comprehensive literature review and critique On
emotional intelligence as a Conceptual framework for School counselors." Research
Paper, The Graduate College of Wilsconsin- Stout.
 Dr. Promila S, Mahija M. The effectiveness of assertiveness training programme on
self-esteem and academic achievement in adolescents. International Research Journal
2010;1(2):1-4
http://www.ssmrae.com/admin/images/2ab638cb79d915fbdf05d5c9123a00ad.pdf
56
E-HRM- BOON OR CURSE

Ilakkiya.T
Asst.Professor, Vyasa Arts and Science Women‟s College
Abstract
Nothing is constant but change holds true in this ever transforming business world,
technological advancements are one of the powerful driving forces. It has redesigned the
way we live, communicate, work and also the way business is conducted. The technology
and digitized business communications have enhanced and reformed various organizational
activities. The impact of this IT revolution can be seen in every profession and in all
functions of management as well. Like all vocations, Human Resource Management (HRM)
has been progressively affected by the ongoing emergence of new technologies. For
instance, the introduction of the ―Human Resource Information System‖ (HRIS) two
decades ago has brought about a paradigm shift and resulted in greater efficiency and
automation for people management. With the advancement of web technologies during the
past few years, we have witnessed the origination of Electronic Human Resource
Management (e- HRM) which, as indicated by experts, is a much more potent enabler in
transforming the role of Human Resource (HR) from a mere advising staff function to a
more strategic line function becoming an administrative expert, an employee champion a
business partner and a change agent. But of course, the accessibility and availability of an
enabler doesn‗t assure successful transformation. This paper focuses on the advantages and
disadvantages of E-HRM and discusses whether it is a boon or curse in today‗s corporate
scenario.
Introduction
The processing and transmission of digitalized HR information is called electronic human
resource management (e-HRM). E-HRM is the application of IT for HR practices which
enables easy interactions within employee and employers. It stores information regarding
payroll, employee personal data, performance management, training, recruitment and
strategic orientation. Information technology is changing the way HR departments handle
record keeping and information sharing. It decreases the paperwork substantially and allows
easy access to voluminous data. The employee can also keep track of his/her achievements
without having to go through litigious procedures. It uses intranet or other web technology
channels. It can also be used for implementation of different HR strategies. The
authorization of different HR functions can be distributed through E-HRM.
Competitive business environments have compelled the organizations to think speedily to
innovate and excel for their survival. Technology advancement is one of the powerful
driving forces.
Objectives
E -HRM is designed to achieve the following objectives:
 To offer an adequate, comprehensive and on-going information system about people
and jobs at a reasonable cost;
 To provide support for future planning and also for policy formulations;
 To facilitate monitoring of human resources demand and supply imbalance.
57
 To automate employee related information.

 To enable faster response to employee related services and faster HR related
decisions.
 To offer data security and personal privacy.
Scope of E-HRM:
 A decisive step towards a paperless office.
 Higher speed of retrieval and processing of data;
 More consistent and higher accuracy of information/report generated;
 Fast response to answer queries
 A higher internal profile for HR leading to better work culture
 More transparency in the system
 Significant reduction of administrative burden
 Adaptability to any client and facilitating management.
Levels of E-HRM System

By reviewing the relevant literature, it is inferred that , Lepak and Snell suggested three
levels of EHRM as follow;
Operational E-HRM
The first area, operational E-HRM, concerns the basic HR activities in the
administrative area. One could think of salary administration and personnel data
administration.
Relational E-HRM
The second area, relational E-HRM, concerns more advanced HRM activities. The
emphasis here is not on administering, but on HR tools that support basic business processes
such as recruiting and the selection of new personnel, training, performance management
and appraisal, and rewards. For relational E-HRM there is the choice between supporting
recruitment and selection through a web based application or using a paper-based approach
(through advertisements, paper based application forms and letters etc.)
Transformational E-HRM:
Transformational E-HRM, the third area, concerns HRM activities with a strategic
character. Here we are talking about activities regarding organizational change processes,
strategic competence management. In terms of transformational E-HRM, it is possible to
create a change-ready workforce through an integrated set of web-based tools that enables
the workforce to develop in line with the company‗s strategic choices.
58
E-HRM Activities
E-Employee Profile
Organizations first started using computers as a recruiting tool by advertising jobs on a
bulletin board service from which prospective applicants would be contacted by the
employers. Some companies began to take E-applications. Today the internet has become a
primary means for employers to search for candidates and for applicants who look for a job.
As many web based job portals are there were the employers will post their vacancy position
in the job search web portals to stimulate the applicants to apply for that particular job. And
this websites help in review resumes of various types. E-HRM is online recruitment. It refers
to posting vacancies on the corporate web site or on an online recruitment vendor‗s‗ website,
and allowing applicants to send their resumes electronically via e-mail. It also includes the
active search of the internet and the location of resumes. However, there is always the
danger of resume overload, as well as low reputation and effectiveness of various web sites
and databases, not to mention its questionable effectiveness for senior executive positions.
E-Recruitment
Most employers will recruit their employees from the online job search engines (website like
Naukuri, Monster) etc. and new selection process are keeping tests online by testing their
level of knowledge, behaviour, attitude all those the employer will recruit it properly by
conducting all the test online by using strong IT which helps to reduce the cost.
E-Selection
Most employers seem to be embracing Internet recruitment with enthusiasm, the penetration
of on-line assessment tools such as personality assessments or ability tests, has so far been
limited. A survey has shown that although more than half respondents organizations already
use either psychometric or other assessment during the recruitment process, only few of
these companies use on-line assessments prior to interview. Fewer still include a core fit
questionnaire in the recruitment pages of their websites.
E-Learning
E-Learning refers to any programmed of learning, training or education where electronic
devices, applications and processes are used for knowledge creation, management and
transfer. E-Learning is a term covering a wide-set of applications and processes, such as
web-based learning, computer-based learning, virtual class room, and digital collaboration. It
includes the delivery of content via Internet, intranet/extranet (LAN/WAN), audio-and
videotape, satellite broadcast, interactive TV, CD – Rom, and more.
59
E-Training
A web-based appraisal system can be defined as the system which uses the web (intranet and
internet) to effectively evaluate the skills, knowledge and the performance of the employees
which reduces the money. E-HRM can also provide managers with information on how to
conduct a Performance Appraisal, the specific criteria and measurements of given positions
and roles as well as examples and models of effective appraisals. The penetration rate of
computer-mediated communication, mainly email, is higher than75percent in corporate
environments and e-mail has emerged as the communication medium of choice. The email
and electronic forms on the intranet of the company or a restricted web site are used to
gather information on training need s assessment, inducing benefits in terms of less
paperwork, lower administration cost, shorter distribution and response time, and higher
response rate.
E-Performance Management system

All companies whether small or large must engage in compensation planning. Compensation
planning is the process of ensuring that managers allocate salary increases equitably across
the organization while staying within budget guidelines. As organizations have started
expanding their boundaries, usage of intranet and internet has become vital. The usage of
intranet and internet for compensation planning is called E Compensation Management
which reduces the money.
E-Compensation
As a web-based HR service system, HRIS offers you the flexibility of accessing the program
24/7,from anywhere with internet connection and IT.
Anywhere, Anytime Access
With the growing awareness for environmental sustainability, many companies are looking
for ways to ―go green. Implementing a HRIS will help reduce almost all of the paperwork
associated with HR tasks we can save money and time.
Eliminate Majority of HR Paperwork
It helps to reduce the cost by defining the work force in advance and to review the past data
records of the employee leave etc.
Implementation of E-HRM: There are five main phases in the implementation of the E-
HRM business solution.
 Analysis (Infrastructure)
Analyzing the existing infrastructure with regard to quantity of data and classification of
business activities.
 Business processes in the company
After the existing processes have been analyzed, the options for automating these processes
in the client‘s environment are proposed. Finally a project plan is developed based on the
model of the processes identified.
 Implementation
After the fundamental analysis of the processes in the work team, individual modules are
deployed in the client‘s environment. With modular design a gradual implementation is
possible. Company-specific functionalities are discussed with the client and built upon
request.
60
 Implementation and Training

A complete knowledge of the components of the solution is a key factor for successful
implementation. The entire team of project managers, information technology professionals
and human resources specialist are thus involved in user training and implementation.
 Maintenance
Fast technological development and development of new modules make cooperation
after the implementation indispensable. A maintenance contract typically includes:
 Technical support experts available by phone, through e-mail or on-site
 Adaptation of existing modules or development of new ones
 Application software adjustment to changes in the system environment or Operating
system.
 Functionality improvement and software upgrades in the form of new versions
 Consultation about further development of the system.
Advantages
Some benefits of E-HRM from various studies are as follows:
 E-HRM has the potential to influence both efficiency and effectiveness.
 Effectiveness can be affected by improving the competence of both managers and
employees to make better, quicker decisions.
 A higher internal profile for HR leading to better work culture.
 It leads to a more transparent system.
 Considerable reduction of administrative burden.
 Provides Integral support for the management of human resources and all other basic
and
support processes within the company
 A more forceful workflow in the business process, productivity and employee
Satisfaction
 E-HRM can save costs while maintaining the quality of data
 Decentralization of HR tasks .
 Standardization
 Connectivity with the client's existing information system (payroll accounting, ERP,
attendance registration, document systems, gradual implementation)
 Parametric and customizability.
Disadvantages
Illicit Access:
One of the basic disadvantages of using E-HRM is that the data gets free accessible to
all and anybody can access the strategic information and use it any way without any
authorization. It is prone to corruption/hacking/data losses.
Specialized Knowledge:
One of the advantages of E-HRM is that it may help the organization to reduce the cost
HR personnel, though it could increase the requirements for technical staff with knowledge
specific technology and functional area as well.
Data Entry Errors:
E-HRM can only perform as good as its human programmers and end users.
Improper use due to rigid mindsets:
In order to make proper use of E-HRM, it becomes very necessary for the staff to
change their mindsets, as many people still have certain inhibitions in using technology in
61
certain facets of their profession. If this transformation in technology is not synchronized

with transformation in the mindset and culture of the organization it can lead to a financial
fiasco.
Threat to HR Itself:
The propensity of being dependent on technology will reduce the reliance on
manpower, thus it poses a great risk on the basic foundation of HR, where the Human
resources are considered as an asset and capital to achieve organizational objectives and
fulfills the mission and vision of the company.
Out Comes of E-HRM System
 High commitment
By high commitment workforce is motivated and understanding, and that they
are willing to interact with the management concerning changes in the organizational
environment and the impact that this can have on the internal organization. For HR itself,
this means that it should be able to play the role of change agent.
 High competence
High competence points towards the capacities of employees to learn new tasks
and roles if the circumstances require it.
 Cost effectiveness
Cost effectiveness refers to the competitiveness of pay levels and employee
turnover rate, and to the acceptability of costs resulting from employee resistance such as
strikes.
 Higher congruence
Finally, higher congruence refers to the internal organization, the reward system,
and the ‗input, throughput, and output‘ of personnel, which need to be structured in the
interests of all stakeholders.
E-HRM Is a Boon Or Curse
The Use of technology and Information systems have been a blessing in disguise in
making the business processes more effective and efficient, along with saving costs and
making the tasks more accurate and less time consuming. Most of the modern day business
houses prefer to use the state of the art technological infrastructure and applications. Though
the uses of technological updations have benefited the organizations but it can be disastrous
as the easily accessible data can be collected without authorization and can be misused. Also
at times the rigid mindsets of people can pose a great challenge to the application of E-HRM.
Therefore the mind set off employees and line managers need to be changed, they have to
comprehend and recognize the usefulness of E-HRM and its tools.
Conclusion
The transformation of Traditional HR to strategic HR where it not only plays the role
of an administrative expert, but also becomes the employee champion, a change agent and a
business partner has been majorly possible with the use of technological tools and
applications, i.e. E-HRM.With the various advantages and disadvantages it can be
recommended that all the organizations use EHRM technology, that promises to provide a
useful, efficient and Increased performance through this e-HRM technology in spite of all
barriers it has to face.
62
References
 Bell, B.S., Lee, S. & Yeung, S.K. (2006). The impact of e-hr on professional
competence in HRM: Implications for the development of HR professionals. Human
Resource Management. 45(3), 295-308.
 Lepak, D. P., & Snell, S. A. (1998) ―Virtual HR: Strategic human resource
management in the 21st century‖, Human Resource Management Review, 8, pp: 215-
234.
 Mosahkani, M. &Manian, A. &Hoseingolipour, T. &Mirbaha, O.(2011) ―Proposing e
model for the development of electronic human resource management in Iran's public
organizations‖, Journal of Research of Public Management, vol. 14, No.4, pp: 41- 62.
 MousaviDavoudi, S.M &Fartash, K(2012) ―Electronic Human Resource
Management: New Avenues Which Leads to Organizational Success‖, Spectrum: A
Journal of Multidisciplinary Research Vol.1, pp:75-87.
 Varma S. And Gopal R. (2011). The Implications of Implementing ElectronicHuman
Resource Management (E-HRM) Systems In Companies, Journal of Information
Systems and Communication .ISSN: 0976-8742, E-ISSN: 0976-8750, 2(1), 10-29.
 Vickram and Mahimairaj A. X. (2011). E-HRM Technologies, Journal of
Management and Science - JMS ISSN 2250-1819 (Online) / ISSN 2249-1260
(Printed), 182-186 Voermans, M. & van Veldhoven, M. 2007, ‗Attitude towards E-
HRM: An empirical study at Philips‘, Personnel Review, 36(6), 887-902.
63
STRESS MANAGEMENT AND COPING STRATEGIES OF WOMEN

EMPLOYEES
A.Sharmila
Research Scholar, Department of Corporate Secretaryship, Alagappa University, Karaikudi, Tamil Nadu.
C.Vethirajan
Dept. Of Corporate Secretaryship, School of Management, Alagappa University, Karaikudi, Tamil Nadu.
Abstract
Today‘s society is full of conflicting responsibilities and commitment; Stress Management
has become a predominant issue within work place. Word Stress in Cameroon English,
Stress is a general term applied to various psychological and physiologic pressures
experienced or felt by people throughout their lives. The employees of welfare centres due
to the special conditions of their work, may be exposed to excessive occupational stress and
workload. Stress is also related with providing quality services to human beings depend
upon their stress levels. However, this study is about women stress with special focus on
the work stress in hospitals. Many people think they understand stress, but in reality stress is
complex and often misunderstood.
Key Words: Stress; Work Pressure; Stress Management; Women Employees; Mental
Health.
Introduction
Stress is defined as a state of psychological and physiological imbalance resulting from the
disparity between situational demand and the individual's ability and motivation to meet
those needs. ‖ Stress has often been misunderstood to be negative, with few people
acknowledgement the importance and usefulness of positive stress. The main objective is to
find out the level of stress among the women employees and to identify the effective
dimension of stress among women employees in hospital. Stress is one of the most important
things that play a major role in human life. Since all the companies depend upon man power,
it is one of the important issues to be taken care of and also it has become a major concern of
the modern times. Stress can cause harm to employee‘s health and performance. Work
related stress may lead to sickness, high turnover and high absenteeism. Job stress is a
condition arising from the interaction of people that force deviate from their timing. So it
becomes necessary for every organization to know about the level of stress among the
employees and consequences so that the company sits can overcome it.

The world today is experiencing a change more deep and far reaching than any experienced
since the beginning of the modern age. The transformations do represent a shift from
traditional intelligence to new paradigm of emotional intelligence. The Healthcare industry
is characterized by phenomenal and increasingly rapid change. Women employee is a tough
profession in hospitals. It is physically, mentally, and emotionally draining at times. Mental
satisfaction plays an important role in having stable emotional state. Night shift, critical
patient care, extended work hours and fatigue, workload issues, workplace environmental
issues, workplace systems, and workplace communication and other barriers to effective
64
communication among care team members, etc. are some of the issues faced by the Women
employee in the hospitals. Such hectic and demanding work routines can easily stress out
individuals. This could bring disturbed emotional state of mind, which finally affects the
performance and quality of the work produced. Even very unnoticeable stress, situations
greatly affect the quality of the product and services delivered. The impact of this is a major
change in the complexity of hospital environment and demands for effective employee
profiles that are no longer solely focused on a set of narrowly defined skills suited
specifically to an occupation, such as analytical abilities, caring nature, empathy, etc., and
the ability to carry out the function of the position. Accompanying these situations is an
increasing need for employees to have good social skills, to be able to manage conflict
effectively and to cope with stress and tension appropriately in the workplace. To deal with
these challenges employees need not only technical skills but other skills commonly known
as emotional skills, as explained by Goleman (1998). The personal and social competencies
in Emotional Intelligence (EI) enhance an individual‘s high technical and functional
expertise and for Healthcare employees (nurses), Emotional Intelligence means a balance of
technical and emotional considerations to problem solving situations and reducing stress.
Every research starts with the problem, the basic element of research that helps to transform
an idea into concrete research operations. A problem is an intellectual stimuli calling for an
answer in the form of scientific inquiry. The present study is an attempt to identify and
analyse the components and level of stress among the women employees in the workplace
and its effect on their Stress Management in Hospitals in Chennai.
Need for the Study

Research on stress is of great relevance to modern society as it provides a new dimension
to the understanding and dealing of social problems. The social psychological approach to
the problem of stress has widened the scope of stress research as it calls for the study of
social institutions and situations from which the stressor variables originate. A substantial
number of studies have been reported about stress under normal as well as isolated work
environment. The results of these studies have revealed that certain occupations are more
stressful than others. A review of occupational stress research clearly reveals that most of the
research in this area has concentrated only on industrial and commercial organizations
especially under normal work environment. Stress is becoming a global phenomenon
affecting all professions and all categories of employees. It is often assumed that employees
of information technology because of their nature of work are more vulnerable than other
professionals to the ravages of stress. Stress is one of the most deliberating personal and
medical problems of modern complex organizations. Challenges posed by the changing
business scenario are forcing information technology employees to perform their task under
a very compelling situation. The need of the study is that as the employees have stress
towards their work based on different reasons it has to be minimized to reduce the stress in
future period of time.

 To find out the level of stress among the women employees .
 To identify the factors causing stress among the women employees.
 To study about the coping strategies to manage stress.
 To offer suitable suggestion on the basis of findings of the study.
65
Scope of the Study

 Stress will badly affect the employees both at work place and in personal life. If
stress is managed properly.
 It is beneficial to employees as well as the organization in terms of production,
improved relationships both on and off the job. Also it leads to better teamwork and
communication.
 The employee's turnover will be low and the absenteeism rate will be lower. Also the
retention of valued employees is possible.
Conceptual Framework
Stress is a concept, although familiar with the individual, but is understood in different ways.
The use of thisterm in a vague and general form creates context of different interpretations
that sometimes are contradictory(Rutter, 1983). In this context, authors attempt to categorize
the different definitions of stress instead of creatinga general definition. Barron Lopez de
Roda (1997) considers three kinds of stress definitions:
Stress as stimulus: Here, stress is defined as any situation that provokes alteration in the
homeostatic processes. This particular definition has been criticized, because it does not
consider the individual differences in response to the same situation. Individuals are not
passive and there are many situations that result in changes of the homeostatic processes but
they are not stressful, for instance, ‗to breath‘.
Stress as response: Stress, here, is defined in terms of the reactions provoked in the
organism. Some authors argue that this kind of definition of stress can be misunderstood
since there are both emotional and physical responses that can fit in this definition of stress
and they result from non-stressful situations, for instance, ‗to practice sports‘.
Stress as interaction: Many authors suggest that stress should be understood as a
relationship between individuals and their environment. In this specific relationship, the
environment is perceived as threatening by the individuals‘ who experience that
environmental demands exceed their personal resources. Lazarus and Folkman (1984) have
developed a model of the psychological processes involved in stress. According to these
authors, stress is best understood in terms of the individual‘s cognitive interpretation of
potentially stressful events. How events are perceived is more important than the objective
of the events themselves. Stress is neither an environmental stimulus nor a psychological
response, but rather a relationship between environmental demands and the ability to deal
with them. Thus, stress is seen as a transaction between the individual and the environment.
In this circumstances transaction exist in two important processes: appraisal and coping.
Psychological appraisal: This refers to individuals‘ constant assessment of a situation and
the resources available for dealing with it (Lazarus and Folkman, 1984; Lazarus,
1999).When individuals face a potentially stressful situation, they appraise the amount of
potential danger as well as their resources for dealing with that danger. Individuals
experience stress when the perceived threat exceeds perceived available resources for coping
with it. Coping is defined as individuals‘ effort, cognitive and behavioural, to deal with a
stressful situation (Lazarus, 1999). In other words, stress is a dynamic process involving
both the individual and the environment. The environment provides the initial stimulus, but
the key determinants of stress are the way the individual perceives the environment and the
coping resources selected to face it. In the case of this study the terms coping and stress
66
management strategies are used as synonymous. Stress research has been of great interest to
social scientists. In is an unavoidable characteristic of life and work. In any job, there are
wide variety of potential causes of stress, some of which are common to both men and
women, and others are specific to each group. One particular area of stress research:
management of stress; has become a very important research area for women employees in
hospital.
The Alarm reaction, also known as ‗fight or flight‘ stage, is the stage during which the
perception of animmediate stressor triggers a physically complex response.
The Resistance or adaptation stage occurs when the stressor persists and the body attempts
to combat this stressor. The Exhaustion stage occurs when the stressor continues to persist
for too long and the bodily resources become depleted. The individual reaches this stage
only when the first two stages are unsuccessful and the stress continues to trouble the person.
McGrath (1976) on his part developed a four-stage model. According to him the first stage
begins with a set of specific demands. In this case, an individual perceives that this particular
demand produces stress. McGrath stage two begins with an appraisal process. At this point
the individual may decide that he or she does not have the physical or mental resources to
meet the demand that he or she has perceived. The stress created by this incongruity between
demand and personal resources result in stage three. This stage reveals a stress or copying
response that takes the form of psychological, physiological or behavioural reactions. The
final or fourth stage he says is the consequences, ―the intensity and long range effects of
stress‖.
Profile of Indian Healthcare Industry

Indian healthcare has leveraged the scientific and technological developments of the West
and changed them to the social and economic fabric of this diverse country. Healthcare
sector is rapidly contributing to both employment as well as revenue. It is expected to grow
up to INR1,230,800 crore by 2020 from INR669,500 crore in 2015 at a Compound Annual
Growth Rate (CAGR) of 13 per cent. (Source: India Pharmaceuticals & Healthcare
Report, 2016) India added 450 million people over the 25 years to 2016, a period during
which the proportion of people living in poverty fell by half. This period of rising prosperity
has been marked by a "dual disease burden", a continuing rise in communicable diseases and
a spurt in non-communicable or "lifestyle" diseases, which accounted for half of all deaths in
2015, up from 42 percent in 2001-03. The result of this disease burden on a growing and
ageing population, economic development and increasing health awareness is a healthcare
industry that has grown to $81.3 billion (Rs 54,086 lakh crore) in 2013 and is now projected
to grow to 17 percent by 2020, up from 11 percent in 1990. Research by Deloitte Touche
Tohmatsu India indicates the size of the industry will reach $160 billion by 2017 and $280
billion by 2020. However, despite this growth, India‘s healthcare sector faces numerous
challenges in trying to effectively serve its 1.3 billion population. The revenue of India‘s
corporate healthcare sector is estimated to grow at 15 per cent in FY 2017-18. India is
experiencing 22-25 per cent growth in medical tourism and the industry is expected to
double its size from present (April 2017) US$ 3 billion to US$ 6 billion by 2018. Medical
tourist arrivals in India increased more than 50 percent to 200,000 in 2016 from 130,000 in
2015.India has emerged as a hub for R&D activities for international players due to its
relatively low cost of clinical research. (Source: IBEF Report, Sept. 2017 (www.ibef.org))
67
Stress at Hospital Sectors
Stress: As far as stress is concerned, there is no universal definition of stress. Interestingly,

most of the mechanical devices/structures are tested for stress levels in laboratories and
manufacturing places for their prolonged life and efficient working. Both physical and
psychological stressors have a tremendous impact on not only the employees' health, but also
the organization's wealth. Stress has become a major concern of the modern times as it can
cause harm to employee‘s health and performance. However the present paper encloses the
human stress, especially among women in hospital.
Hospital Sector
Healthcare is defined as the prevention, treatment, and management of illness and the
preservation of mental and physical well-being through the services offered by the medical
and allied health professions. Healthcare is the maintaining and restoration of health by the
treatment and prevention of disease especially by trained and licensed professionals (as in
medicine, dentistry, clinical psychology, and public health). It is the prevention and
treatment of illness or injury, especially on a comprehensive, ongoing basis.
Stress Management- A View

Stress management consists of making changes to life if women are in a constant stressful
situation preventing stress by relaxation. Stress is actually a survival response when our
body thinks that it is in danger. Every woman has a different journey when getting to the
root cause of stress. Symptoms of stress may include an increased heart rate, sleep
disturbances, blood pressure, irritability, headaches, or muscle tension etc, Employees in
both public and private sector experience stress and respond in different ways. Today‘s life
is so busy and complex, Stress can manifest itself in both a positive and a negative way.
Positive Stress
Stress is said to be positive when the situation offers an opportunity for one to gain
something. Eustress means beneficial stress-either psychological, physical or biochemical,
radiological. Easters is often viewed as a motivator since in its absence the individual lacks
the edge necessary for peak performance. Positive stress gives the sprit to achieve and
induces us to succeed are attaining the next level of career opportunities and to get more
financial benefits, this positive stress helps women.
Negative Stress
Stress affects individual physiologically, emotionally and behaviourally and it is linked to
several health problems, the process of physiological stress response starts from the moment
the body realizes the presence of the stressor, followed by the sending of signals to the brain,
and to the specific sympathetic and hormonal responses to eliminate, reduce or cope with the
stress Sympathetic Response surely likes things to go very quickly when you are faced with
stress that The neurotransmitter is released by the nerve endings and is sent to the SNS
Enhance the strength of your skeletal muscles. Have you heard news about people who were
able to carry heavy furniture or equipments outside their house during fire? Well, fire is a
very stressful situation, and thankfully we have our sympathetic response to aid us during
these circumstances .Increase heart rate. During stressful moments, your heart beats faster
than it usually does so that the parts of your body which are needed to cope up with the
stress would be supplied by enough oxygenated blood to remain functional until the stressful
68
situation subsides. Shoot up sugar and fat levels. We all know that sugar and fat provides our
body with energy. During stressful situations, we need more energy to cope up, and so the
SNS assists us to have more energy Emotional effects of stress can range from emotional
overeating to a feeling of being overwhelmed and pressured. It can increase the incidence of
frustration, feelings of a lack of purpose in life, or depression and anxiety. People often
complain of poorer concentration, forgetfulness, or have difficulty making decisions when
stressed. The stress that you are feeling can be bottled up waiting to express itself through
increased anger and frustration. If you respond to stress through angry outbursts then these
anger management tips could be beneficial to you. Feelings of nausea, Feeling faint or
sweaty, Headaches or migraine, Indigestion, constipation, increased skin irritations e.g.
eczema, An increase in minor illnesses Feeling tired all the time
Health Problem Due To Stress

According to the National Women‘s Health Information Centre, the effects of stress on
women‘s physical and emotional health can range from headaches to irritable bowel
syndrome. Specific stress effects include:
Eating disorders. This may have something to do with stress levels. Like depression, this
illness has been linked to low levels of serotonin and is often treated with serotonin-boosting
antidepressant drugs.
Stomach ailments. Stress can make you reach for junk or comfort foods, or upset your
stomach to the point that you feel like you can‘t eat. Common stress-related stomach
troubles include cramps, bloating, heartburn, and even irritable bowel syndrome. Depending
on how you respond, these can lead to weight loss or weight gain.
Skin reactions. Stress can lead to breakouts and even itchy rashes and hives in some people
.
Emotional conditions. From being in a blue or irritable mood to more serious mental issues
like depression, your emotional health suffers when there‘s stress in your life. Women are
better than men at hiding some emotions like anger and aggressiveness because the parts of
their brains responsible for these emotions are larger than men's, but depression strikes
women twice as often as men. ―The emotional effects of stress on women can range from
postpartum depression after pregnancy to depression after menopause.‖
Sleep problems. Trouble falling or staying asleep is common in women affected by stress,
and this is particularly counterproductive since a good night‘s sleep can help ease stress.
Concentration difficulty. Stress makes it hard to focus and be effective in your

responsibilities at home or work, and that can compound your problems if your stress comes
from your job to begin with.
Heart disease. The stress of competing in today‘s job market has increased women‘s heart
disease risk. Stress can negatively affect the entire cardiovascular system, and lead to high
blood pressure, stroke, and heart attack.
69
Lowered immune response. One of the more complicated physical reactions to stress is
your
body‘s lessened ability to fight off disease, whether it‘s a cold or a flare-up of a chronic
condition.
Cancer. Some studies have suggested a link between stress and the development of breast
and ovarian cancer. In one study, researchers found that the risk of breast cancer was
increased by 65 percent in women
Coping Skills among Women Employee

Stress is a guaranteed part of any nursing career, and it‘s important that new nurses learn to
handle it. So, to help you succeed, we have gathered advice from women employee in
hospitals and stress management experts on four top ways to cope with stress on the job.
1. Remember it‟s not personal
Know that patients and family members with a sick loved one are under some of the worst
stress of their lives. When they unleash their fear or anger you, they aren‘t seeing you as an
individual, but a an extension of the hospital or practice. Make sure to protect yourself and
always explain the situation to your floor manager- especially if it was intense - and remove
yourself from the situation. Taking a couple of minutes away can help you clear your head,
calm your nerves and recharge.
2. Practice deep breathing exercises: Simple deep-breathing exercises have been raven to
reduce nursing stress and rejuvenate your mood. The extra oxygen supplied relieves tension
and provides much-needed, feel-good endorphins Former burned-out RN, Annette Tersigni,
Was motivated to start her own stress-management training method called Yoganursing in
which special techniques can be learned to reduce stress for nurses (i.e., meditation,
stretches, deep breathing). These can be performed easily, without having to get on the
floor.
3. Retreat to a peaceful place: Taking breaks is extremely important for stressed out and
overworked nurses. Trust your instincts. If you feel so tense you can‘t take it anymore, ask
to get outside to whatever rejuvenation station is available. It is even better if these breaks
can take place in peaceful surroundings. Some hospitals have created special spots where
their staff and travel nurses can retreat, such a outdoor garden areas or quite rooms with
calming artwork and peaceful background music. They have herbal tea, cookies and calming
candles.
4. Write or draw in your personal notebook: Keeping a personal notebook is a safe way
to express your feelings. It can also help you organise your thoughts, and come up with
solutions to especially stressful situations. Some nurses even find that doodling, whether the
drawings and calming images such as flower or funny scenarios, provide a great a great
release from their pent-up frustrations.
Findings and Improvement Of Stress Management
 Major factors that affect the stress on women are Work pressure , job co-ordination
,job time at hospital(Night shift),Lack of family support
 Level of stress is high compared to men and married women are more stressed than
unmarried women
70
 Health issues for women are more due to stress like Heart attack ,Increase blood
pressure , sleeping disturbance , head ache , muscle tension and hormone imbalance
result in Infertility
The management of healthcare organisations should formulate suitable policies to improve

the level of stress management among the Women employee in hospitals who are
considerable employees in their organisations. Management of healthcare organisations may
use this information to help create a happy and work environment and support and assist
their employees in dealing with demands and challenges both on the job and in their personal
life. The management should create a good work atmosphere through its organizational
policies (reward programs) that would influence employees‟ welfare in various ways (fringe
benefits, wellness programs, counselling and career advancement, etc.). By doing so, the
healthcare organisations may be able to maintain or improve their employee performance.
Hence, Healthcare organizations should design and provide such training for nurses in order
to apply their emotions in reducing/managing their stress effectively and efficiently. Regular
exercises, mediation, Yoga and other soft skill practices can improve the emotional balance
and reduce the stress level of the healthcare employees.
Conclusion
The ability to manage and study of stress would seem to be an important skill for any
healthcare employee and might potentially enhance patient-centred care, improve the quality
of the professional-patient relationship, and increase patient levels of satisfaction. Improved
emotional intelligence skills will help an individual understand and manage the stress of one
and others better which will lead to high quality service delivery. Stress is unavoidable now-
a-days it can be handled positively by coordination with workers, proper time management,
loving the profession, family support , and creating personal hobbies Improve your diet, By
eating well-balanced meals and skipping junk food, you can improve your physical well-
being and, in turn, your emotional health. Make time for exercise meditation and yoga that
exercise is a phenomenal way of dealing with stress and depression, Research shows that
getting active can lift your spirits and increase the release of endorphins, a natural chemical
associated with mood. Find fun ways to relax Connect with family and friends and people
you enjoy being around. Rediscover favourite hobbies like hearing music, gardening, and
day out with family or friends.
References
 Goleman, D. (1995). Emotional Intelligence: Why it can matter more than IQ. New
York: Bantam.
 Ismail, A. Suh-Suh Y., Ajis, M.N. and Dollah, N.F. (2009). Relationship between
Work related stress, Emotional Intelligence and Job Performance: An Empirical
Study in Malaysia. Theoretical and Applied Economics, 10 (539), 3-16.
 Mayer, J.D. and Salovey, P. (1990). Emotional Intelligence. Imagination, cognition
and personality, 9, 185-211.
 Mayer, J.D., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey &
D. J. Sluyter (Eds.), Emotional development and emotional intelligence. New York:
Basic Books.
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A STUDY ON SCHOOL WOMEN TEACHER‟S STRESS AND
ITS EFFECTS ON THEIR JOB PERFORMANCE IN IDUKKI DISTRICT.
Rathi Mol.C.R,
Research Scholar in Commerce, Marudupandiyar College, Thanjavur.
B.Sathiyabama,
Assistant Professor and Research Advisor in Commerce, Marudupandiyar College, Thanjavur.
Introduction
Education is an important issue for the development of countries, and teachers are the most
significant factor of the education process. It has a crucial role in individuals‘ improvement.
During school education, children gain the basic knowledge and skills, and teachers are the
basic role models for school peoples. There have been constant changes in educational,
economical, and cultural policies of many countries. Globalization and developments in
technology have had effects on organizations and on employees‘ working conditions. In
many countries, teachers are confronted with work, pedagogical, and technological changes
that have caused alterations in their working conditions. In TamilNadu educational
innovations that have been implemented in recent years, have impacts on working conditions
of teachers. The changes in teachers‘ working conditions influence their degree of job stress.
The focus of present research is only on women teachers. Women in our society are certainly
not enjoying their position. Working women has to face many crises. It has been seen that
majority of working women in our society are attached to teaching. Generally, it is
considered that teaching is comparatively smooth and relax job for women, but practically
this is not true. Teachers tried to fulfill expectations of family members and as the same time
they are expected to be active member at schools. Many women teachers complain that their
jobs, while rewarding, are getting harder because of too few resources, too much paperwork,
crowded classrooms, and students with emotional problems, low pay and high-stakes
standardized tests. This research study will include the various dimensions of stress
management.

 To analyse the work stress among school women teachers in the study area.
 To offer valuable suggestions based on findings to minimize stress and improve their
performance.
Hypothesis of the study

 There is an inverse relationship between job stress and job performance.
 There is a significant relationship between work stress and job satisfaction among
school women teachers
Research Design
Research design is purely and simply the framework or plan for a study that guides the
collection and analysis of the data. The research design indicates the methods of research i.e.
the method of gathering information and the method of sampling. This study was aimed to
identify the sources of stress, socio-economic characteristics of women teachers, women
teachers stress and their job performance.
72
Selection of Sample
To avoid interplant variation the sample was chosen from only school women
teachers. The desired sample size 151 was obtained after a multi-phrase stratification.
 In the first phase, the schools were stratified into three groups like Government
schools, Government aided schools and private schools. Since the study aimed at
correlating stress with their performance in the school teachers. It was decided to
undertake the survey only among those who were worked above in the classified
schools.
 Further among the teachers on the schools, secondary grade teachers, BT assistant
teachers and PG Assistant teachers were -included from this study of the Idukki
district.
 As a result of this two- phase stratification, the initial total population of 811 was
ultimately reduced to 755 from which the sample subject 151, a composite of 14
secondary grade teachers, 27 BT Assistant teachers and 110 PG Assistant teachers
(proportionate to the total population) were randomly selected, constituting 20 per
cent of the stratified population.
Method of data collection

One of the important stages in the research process is data collection. The researcher used
both primary and secondary methods of data collection. The primary data is collected
through well-structured questionnaire from the selected sample of 151 women teachers in
the study area. The questionnaires were distributed and collected by the researcher
themselves with assistance of key persons from the target school women teachers.
Procedure for data collection

Data collection was carried out with the prior permission of the institution head and
contacted the women teachers to get the responses. Good rapport with teachers was
established by giving introduction about the objectives of the study, importance of their co-
operation and their sincere responses before the distribution of the questionnaire.
Table – 1 Correlation between Job satisfaction and job performance

Job Satisfaction Job Performance
Pearson Correlation 1 .690**
Job Satisfaction
**
Pearson Correlation .690 1
Job Performance
Source: Computed
**Correlation is significant at the 0.01 level (2-tailed)
The findings indicate that the presence of positive relationship between women teacher's
level job satisfaction and their job performance with correlation (r = .69) at the level (α ≤
0.05) as shown in the above table.
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Table – 2 Regression Weights (Results of Hypothesis Tests)

Path Estimates S.E. C.R. P Result
Role Ambiguity - Role Conflict .257 .041 5.021 .000 Accepted
Role Ambiguity - Stress .262 .043 5.829 .001 Accepted
Role Conflict - Stress .149 .045 2.657 .004 Accepted
Work stress - Satisfaction .162 .057 5.529 .001 Accepted
Work stress - Commitment .212 .061 5.459 .002 Accepted
Source: Computed
The results of hypotheses tests of the relationship between constructs of role conflict, role
ambiguity, work stress, job satisfaction and organizational commitment are shown in the
above table. In order to accept the hypothesis the P value should be <0.05. Results shown in
above table clearly depict that all values of estimates and critical ratio (C.R) are positive
which confirms our all stated hypotheses and shows that both role conflict and role
ambiguity are positively related to work stress experienced by teachers and a positive
relationship exists between role ambiguity and role conflict and in the last work stress is
negatively associated with both job satisfaction and organizational commitment of teachers.
We can say that if educational institutions want to satisfy their most important assets, the
teachers, they need to facilitate them in terms of reducing and coping with their work stress
experienced largely by the conflicting demands placed on teachers and ambiguity in
assuming their roles.
Table – 3 Correlation between work stress and job performance

(Spearman‟s correlation)
Lack of Job
Job Overall
Job Communication related Work Lack of
Description Job
Pressure and Comfort with Health Overload Resources
Conflict Stress
higher authorities Concerns
Knowledge -0.18 -0.63** -0.34** -0.42** -0.16 -0.37 -0.56**
Skills -0.17 -0.48** -0.35** -0.45** -0.25 -0.32 -0.55**
Attitude/Job
-0.28* -0.51** -0.58** -0.61** -0.31* -0.21 -0.65**
Enthusiasm
Effectiveness
-0.46** -0.27* -0.66** -0.54** -0.39** -0.16 -0.63**
/Job Quality
Overall Job
-0.26* -0.63** -0.53** -0.62** -0.31* -0.35** -0.71**
Performance
Source: Computed; (*p<0.05, **p<0.01)
According to the matrix in the above table, the columns of job description conflict,
communication and comfort with supervisor and Job related health concerns presented
strongly negative connections with all dimensions of job performance. From the table, it is
clear that there is strong negative correlation between job description conflicts with all the
dimensions of performance. It has been found that Job description conflict has strong
negative correlation with knowledge (-0.63), skills (-0.48), Attitude (-0.51) and overall job
performance (-0.63) and this correlation is significant at the significant level of 0.01
respectively using two tailed test. From the output, it has been found that the correlation
coefficient between job related health concerns and all the dimensions of performance have
strong negative values. Job-related health concern has strong negative correlation with
Knowledge (-0.42), Skills (0.45), Attitude (-0.61), Effectiveness (-0.54) and Overall job
Performance (-0.62) and this correlation is significant at 0.01 level.
74
Similarly lack of communication and comfort with higher authorities has strong negative
correlation with Attitude (-0.58), Effectiveness (-0.66) and overall Performance (-0.53) and
this correlation is significant at the significant level of 0.01 using two tailed test. This shows
that all these values are highly correlated and significant. The data demonstrate strong
support for the hypothesis that there is an inverse relationship between job stress and job
performance. This negative relationship between job stress and job performance (-0.71)
indicates that when there is high job stress and there is low job performance.
Table – 4 Descriptive Statistics

(Mean and Standard Deviation of work stress)
Std.
N Mean Skewness Kurtosis
Dev.
Std. Std.
Statistic Statistic Statistic Statistic Statistic
Error Error
Total_OSI 151 135.87 15.50 0.15 .15 0.07 .30
Role overload 151 18.73 03.50 -0.14 .15 0.10 .29
Role ambiguity 151 11.09 02.74 0.20 .15 -0.43 .29
Role conflict 151 14.30 02.50 0.08 .15 0.24 .29
Unreasonable group and
151 12.03 02.98 0.03 .15 -0.66 .29
other pressure
Responsibility 151 12.83 01.60 -0.84 .15 0.54 .29
Under participation 151 10.94 02.76 0.40 .15 0.14 .29
Powerless 151 8.45 02.21 0.25 .15 -0.44 .29
Poor peer relations 151 12.93 01.84 -0.37 .15 0.15 .29
Intrinsic impoverishment 151 9.70 02.65 0.71 .15 0.77 .29
Low status 151 7.35 02.09 0.58 .15 0.52 .29
Strenuous working
151 10.85 02.43 0.36 .15 0.04 .29
condition
Work 151 36.81 07.66 -1.28 .15 1.72 .30
Pay 151 9.41 05.82 0.76 .15 0.32 .30
Supervision 151 35.29 10.11 -0.57 .15 -0.19 .30
Promotion 151 12.88 07.61 0.09 .15 -0.96 .30
Coworker 151 41.75 11.47 -0.88 .15 0.09 .30
Job in general 151 40.07 09.47 -0.71 .15 0.28 .30
Source: Computed
From the above table, the top three facets which were found to be satisfactory by the
respondents were People on your Present Job (M =41.75) followed by Job in General (M =
40.07) and Work on present Job (M = 36.81). Whereas the lowest satisfaction levels
recorded were on the facet of operating procedures (M = 9.41). It also shows that there is a
significant relationship between work stress and job satisfaction among school women
teachers. The findings indicate that work stress have a significant relationship with overall
satisfaction (r = -0.69, p 0.01). It also suggests that work stress is negatively associated with
satisfaction towards work (r = -0.47, p 0.01), pay (r = -0.44, p .001), supervision (r = -0.63, p
0.01) promotion (r = -0.51, p .01), people in your present job (r = -0.54, p 0.01), and job in
general (r = -0.51, p 0.01).
75
Table – 5 Inter-correlations of study variables

1 2 3 4 5 6 7 8
Total Score OSI -
Work -0.47** -
Pay -0.44** 0.28** -
Supervision -0.63** 0.58** 0.40** -
Promotion -0.51** 0.40** 0.48** 0.51** -
People in your Job -0.54** 0.46** 0.22** 0.61** 0.41** -
Job General -0.51** 0.56** 0.32** 0.61** 0.46** 0.65** -
Total Score JDI -0.69** 0.72** 0.53** 0.84** 0.69** 0.80** 0.83** -
Source: Computed; (Remarks ** p ≤ 0 .01)
In the above table shows Firstly, both instruments used in this study indicated Cronbach‘s
alpha values greater than 0.80 indicating good internal consistency and could be seen to be
most reliable. Secondly, results from this study also revealed that the majority of respondents
have a moderate level of job satisfaction. Thirdly, a moderate level of job satisfaction could
be related to the people on your present job. Satisfaction towards people on your present job
includes the perception that work itself can be enjoyable, enable one to uphold a sense of
pride and be meaningful. Lastly, the work stress is associated with job satisfaction. Work
stress was negatively associated with six job satisfaction facets. It was seen that a high level
of work stress would reduce job satisfaction. Reducing work stress such as workload,
conflict and unreasonable group and other pressures may lead to high satisfaction about
work, pay, co-workers, supervision, promotion and job in general.
Major Findings
 The presence of positive relationship between women teacher's level job satisfaction and
their job performance with correlation (r = .69) at the level (α ≤ 0.05).
 The role conflict and role ambiguity are positively related to work stress experienced by
teachers, a positive relationship exists between role ambiguity and role conflict, and in
the last work, and stress is negatively associated with both job satisfaction and
organizational commitment of teachers.
 There is strong negative correlation between job description conflicts with all the
dimensions of performance. It has been found that Job description conflict has strong
negative correlation with knowledge (-0.63), skills (-0.48), Attitude (-0.51) and overall
job performance (-0.63) and this correlation is significant at the significant level of 0.01
respectively using two tailed test.
 The correlation coefficient between job related health concerns and all the dimensions of
performance have strong negative values. Job-related health concern has strong negative
correlation with Knowledge (-0.42), Skills (0.45), Attitude (-0.61), Effectiveness (-0.54)
and Overall job Performance (-0.62) and this correlation is significant at 0.01 level.
 Lack of communication and comfort with higher authorities has strong negative
correlation with Attitude (-0.58), Effectiveness (-0.66) and overall Performance (-0.53)
and this correlation is significant at the significant level of 0.01 using two tailed test.
This shows that all these values are highly correlated and significant.
 The work stress is negatively associated with satisfaction towards work (r = -0.47, p
0.01), pay (r = -0.44, p .001), supervision (r = -0.63, p 0.01) promotion (r = -0.51, p .01),
people in your present job (r = -0.54, p 0.01), and job in general (r = -0.51, p 0.01).
 Work stress was negatively associated with six job satisfaction facets. It was seen that a
high level of work stress would reduce job satisfaction. Reducing work stress such as
76
workload, conflict and unreasonable group and other pressures may lead to high
satisfaction about work, pay, co-workers, supervision, promotion and job in general.
Suggestions
Based on the findings of this study and the conclusions derived there from, the following
suggestions have been made to further improve the job performance of school women
teachers and to enhance their skills, knowledge and techniques of more effectively coping
with stress. First, every educational institution should implement higher standards of conduct
for all students and staff. In addition, redesign the entire approach to discipline, teaching and
learning. Effort should also be made to provide the necessary infrastructure in these
institutions. All these will go a long way to making these institutions more attractive and
conducive places for teaching and learning and this will lead to self-discipline in both
students and staff. Schools also need to have formal job descriptions written for their
teachers so that their roles should be clear and not ambiguous, which also will clear who
reports to whom directly, and indirectly to minimize the conflicting demands placed on the
teachers.
Conclusion
Preventing and reducing stress may benefit teachers, students, administrators, parents, and
schools in general. The interviews indicated that teaching is a stressful profession. Effects of
job stress need to be monitored, because they influence not only the teachers, but also
indirectly affect students and schools. The reduction of stress will induce the teachers to
provide efficient and effective service to the society. For the betterment of the educational
institutions, the stress among the school women teachers should be reduced. As a result of
the benefits of a systematic and joint approach to reducing stress there can be increased
education standard, decrease in absenteeism, increased school‘s enrolment, reduced drop-out
rate, improved teachers morale, decrease in compensation claim and reduction in workplace
accidents. The most important benefit in reducing stress is that it will promote a pleasurable
work environment for all. Education is the backbone of a nation. If the teacher of that
backbone were unhappy and dissatisfied with their jobs what would be the future of that
nation. Therefore, we need to be concerned about our teachers‘ condition. We have to take
the necessary step to make them satisfied with their job. It will energize the teachers and
their effort will be in full swing to build up the nation.
References
 Abdul, ―The Relationship between Occupational Stress and Job Satisfaction: The
Case of Pakistani Universities‖, International Education Studies, vol. 5, no. 3, (2014)
pp. 87-96.
 Bakhshi, R. Sudha N. and et al., ―Impact of Occupational Stress on Home

Environment: An Analytical Study of Working Women of Ludhiana City‖, J. Hum.
Ecol., vol. 23, no. 3, (2013) pp. 231-235.
 C.Muthuvelayutham (2014), ―A Study on the Impact of Occupational Stress among

Teachers on Job Satisfaction and Job Involvement – An Empirical Study‖, European
Journal of Social Sciences, vol.30 no.2 (2014), pp. 339-351.
77
A STUDY ON TYPES OF HARASSMENT AND INDIVIDUAL MEASURES TO

PROTECT THE WOMAN EMPLOYEES IN WORK PLACE
J.Sridevi,
Assistant Professor,Vel Tech Rangarajan & Dr.Sagunthala R&D Institute of Science and Technology
Abstract
Stress is a feeling of strain and pressure. Also this is one type of psychological pain. Sexual
harassment can jeopardize the victim's emotional and mental health. It can lead to the loss of
self-esteem and it may even compromise personal relationships. Sexual harassment in
the workplace can cause significant stress and anxiety. Both the employer and women
should take precautionary steps to stop the harassment. This conceptual paper aims to
create awareness among the women to reduce this kind of stress and stresses the
responsibility for an employer to safeguard the security for their woman employees.
Introduction
stress is a feeling of strain and pressure. Also this is one type of psychological pain. Sexual
harassment can jeopardize the victim's emotional and mental health. It can lead to the loss of
self-esteem and it may even compromise personal relationships. Sexual harassment in
the workplace can cause significant stress and anxiety. Both the employer and women
should take precautionary steps to stop the harassment. This paper aims to create awareness
among the women to reduce this kind of stress and stresses the responsibility for an
employer to safeguard the security for their woman employees.
The emergence of the term ‗sexual harassment‘ can be traced back to the mid 1970s in North
America, although in the UK, the first successful case when sexual harassment was argued
to be a form of sex discrimination was in 1986, under the Employment Protection Act
(Hodges Aeberhard, 2001). There is no one definition of sexual harassment, either in terms
of behaviour or the circumstances in which it occurs (Bimrose, 2004; Fitzgerald and
Ormerod, 1991; Fitzgerald et al, 1995; Stockdale and Hope, 1997). A study which examined
the frequency and nature of sexual harassment amongst women in traditional male
occupations in North America defined it as: …any action occurring within the workplace
whereby women are treated as objects of the male sexual prerogative. (Lafontaine and
Tredeau, 1986: 435) while Stanko (1988: 91) stated that sexual harassment is: …unwanted
sexual attention. Its behavioural forms are many and include: visual (leering); verbal (sexual
teasing, jokes, comments or questions); unwanted pressure for sexual favours or dates;
unwanted touching or pinching; unwanted pressure for sexual favours, with implied threats
of job related consequences for non co-operation; physical assault; sexual assault and rape.
The behavioural manifestation may be a singular event or continuous series of events.
Concepts
Harassment occurs when an employer creates, condones or permits a hostile, intimidating or
offensive work environment. That may include discriminatory treatment and/or retaliation
for filing a complaint or participating in an investigation. Workplace harassment is any
unwelcome or unwanted conduct that denigrates or shows hostility or an aversion toward
another person on the basis of any characteristic protected by law, which includes an
individual's race, color, gender, ethnic or national origin, age, religion, disability, marital
78
status, sexual orientation, gender identity, or other personal characteristic protected by law.
A conduct is unwelcome if the employee did not solicit, instigate or provoke it, and the
employee regarded the conduct as undesirable or offensive. Harassment is unwelcome
conduct that is based on race, color, religion, sex (including pregnancy), national origin, age
(40 or older), disability or genetic information. Harassment becomes unlawful where 1)
enduring the offensive conduct becomes a condition of continued employment, or 2) the
conduct is severe or pervasive enough to create a work environment that a reasonable person
would consider intimidating, hostile, or abusive. Anti-discrimination laws also prohibit
harassment against individuals in retaliation for filing a discrimination charge, testifying, or
participating in any way in an investigation, proceeding, or lawsuit under these laws; or
opposing employment practices that they reasonably believe discriminate against
individuals, in violation of these laws.
It can include behavior such as
 Telling insulting jokes about particular racial groups
 Sending explicit or sexually suggestive emails
 displaying offensive or pornographic posters or screen savers
 making derogatory comments or taunts about someone‘s race or religion
 asking intrusive questions about someone‘s personal life including their sex life.
Types of Harassment
Workplace bullying:
The repeated less favorable treatment of a person by another or others in the workplace,
which may be considered unreasonable and in appropriate workplace practice. It include
physical or verbal abuse, yelling screaming or offensive language, excluding or isolating
employees, psychological harassment, intimidation, assigning meaningless tasks unrelated to
the job, giving employees impossible jobs, deliberately changed work rosters to
inconvenience particular employees, undermining work performance by deliberately
withholding information vital for effective work performance.
Stalking:
It is a form of harassment which is being more commonly reported. It involves pestering an
individual, either in person or in writing or electronic formats or on the telephone.
Sexual harassment:
It is unwanted behaviour of a sexual nature that denigrates or ridicules or is intimidating. It
can be verbal and may include unwanted personal comments or sexual slurs, belittling,
suggestive, abusive remarks, explicit jokes or innuendo, and compromising invitations,
including demands for sexual favors.
Racial Harassment:
It includes written or verbal threats or insults based on race, ethnicity or skin colour, abusive
comments about racial origins, ridicule joke, damage to property, the display of offensive
graffiti or insignia and incitement of others to commit any of the above.
Religious Harassment
It is unwanted behaviour based on religious beliefs or practices.
Disability harassment
It is unwanted behaviour based on disability, impairment or additional need. It includes
inappropriate reference to disability, refusal to work with and exclusion of peo0ple with
disabilities from social events or meetings.
79
Sexual orientation harassment

It includes name calling, stereotyping, assault, verbal abuse, actual or threatened unwanted
disclosures of sexuality etc.
Quid Pro Quo
A form of sexual harassment when a manager/supervisor or a person of authority gives or
withholds a work related benefit in exchange for sexual favors. Typically, the harasser
requires sexual favors from the victim, either rewarding or punishing the victim in someway.
Hostile environment:
A form of sexual harassment when a victim is subjected to unwelcome and severe or
pervasive repeated sexual comments, innuendoes, touching or other conduct of a sexual
nature which creates an intimidating or offensive place for employees to work.
Psychological harassment
It is vexatious behaviour that manifests itself in the form of conduct, verbal comments,
actions or gestures characterized by the following four criteria:
They are repetitive
They are hostile or unwanted;
They affect the person‘s dignity or psychological integrity, and
They result in a harmful work environment.
Difference between Harassment and Discrimination

Workplace harassment or discrimination must not be confused with legitimate comment and
advice (including relevant negative comment or feed back) from managers and supervisors
on the work performance or work related behavior of an individual group. The process of
providing feed back to staff during a formal performance appraisal of counseling staff
regarding their work performance will not always be free of stress. Managers should
manage these processes with sensitivity, but they should not avoid their responsibility to
provide full and frank feedback to staff. The law does not prohibit simple teasing, offhand
comments, or isolated incidents that are not extremely serious. The conditions of
employment are altered only if the harassment culminates in a tangible employment action
or is sufficiently severe or pervasive to create a hostile work environment.
Objective of the Study

The main objective of the paper is find out the causes of stress due to harassment and
suggest some measures to reduce it.
Sample size and selection of sampling procedure:
The sample size taken for this study is 102.The researcher adopted the simple random
sampling. The tools that were used in this study:
 Chi-square test
Data collection:
The data collection was done by means of interview schedule with the help of questionnaire..
Data analysis and interpretation:

The data collected has been further analyzed and frequency and percentage tables were
drawn using the responses for all the questions. The tabulated data is represented using bar
charts.
80
Table 1 Showing Age Of The Respondents

Particulars No of Respondents % Percentage
10-15 20 20%
16-20 38 37%
21-25 24 24%
26-30 18 18%
31-35
02 1%
Total 102 100%
Inference: 200% of the respondents are about 10-15yrs, 37% of the respondents are about
16-20yrs, 24% of the respondents are about 21-25`yrs and 18% of the respondents are about
26-30 yrs, 1% of the respondents are about 31-35`yrs
CHI SQUARE ANALYSIS

To find the reliability of the collected data Chi-square test has to be conducted the required
hypothesis is the null hypothesis
Chi-square between dress code and harassment
H0 (Null hypothesis) = There is no dependency between dress code and harassment

H1 (Alternate hypothesis) = There is dependency between dress code and harassment
Observed Frequency
Dress code 10-15 16-20 21-25 26-30 31-35 Total
To the great extent

7 2 3 1 2 15
To some extent
6 3 3 3 6 21
Neutral
13 3 5 4 18 43
To the extent
5 3 2 2 2 14
Not at all
4 1 1 1 2 9
TOTAL 35 12 14 11 30 102
Expected Frequency
Dress code 10-15 16-20 21-25 26-30 31-35 Total
To the great extent

5.15 1.76 2.06 1.62 4.41 15
To some extent
7.21 2.47 2.88 2.26 6.18 21
Neutral
14.75 5.06 5.90 4.64 12.65 43
To the extent
4.80 1.65 1.92 1.51 4.12 14
Not at all
3.09 1.06 1.24 0.97 2.65 9
TOTAL 35 12 14 11 30 102
81
Calculation
O E O-E (O-E)2 (O-E) 2/ E
7 5.15
1.85294 3.43 0.67
2 1.76
0.23529 0.06 0.03
3 2.06
0.94118 0.89 0.43
1 1.62
-0.6176 0.38 0.24
2 4.41
-2.4118 5.82 1.32
6 7.21
-1.2059 1.45 0.20
3 2.47
0.52941 0.28 0.11
3 2.88
0.11765 0.01 0.00
3 2.26 0.73529 0.54 0.24
6 6.18 -0.1765 0.03 0.01
13 14.75 -1.7549 3.08 0.21
3 5.06 -2.0588 4.24 0.84
5 5.90 -0.902 0.81 0.14
4 4.64 -0.6373 0.41 0.09
18 12.65 5.35294 28.65 2.27
5 4.80 0.19608 0.04 0.01
3 1.65 1.35294 1.83 1.11
2 1.92 0.07843 0.01 0.00
2 1.51 0.4902 0.24 0.16
2 4.12 -2.1176 4.48 1.09
4 3.09 0.91176 0.83 0.27
1 1.06 -0.0588 0.00 0.00
1 1.24 -0.2353 0.06 0.04
1 0.97 0.02941 0.00 0.00
2 2.65 -0.6471 0.42 0.16
∑ [(O-E) 2 / E] = 9.63
FORMULA:
CHI SQUARE = ∑ [(O-E) 2 / E]
O – Observed frequency
E – Expected frequency
(O – E) = Difference between observed frequency and expected frequency.
(O – E) =Square of the difference
Degree of freedom = (R-1) (C-1)

= (5-1) (5-1)
= 16
At 5% level of significance the table value is 26.296
Calculated value = 9.63
82
Table value >calculated value

H0 is accepted
Inference:
Hence there is no dependency between dress code and harassment of women at work place
Preventive Measures to reduce stress from Harassment:
The women employee avoids stress due to the Harassment by following the measures.
Talk about the problem you are experiencing with someone that you are close to, a person
that you trust.
 Do not remain isolated;
 Express very clearly to the person who is the source of the unwanted behaviour your
wish to see such behaviour cease immediately.
 Check inside the undertaking if there is a procedure making it possible to report the
unwanted behaviour confidentially.
 Bring the matter to the attention of your employer who must put a stop to this
behaviour by taking appropriate step
The following Suggestive Measures helps woman employees to reduce stress

 Dress code: Dressing sense makes the person beautiful. But unwanted make ups,
tight jeans small skirts leads the women into unwanted trouble. Over dressing sense
may lead to slavery.
 Learn to say NO
 Keep the record : Written record should be kept in a safe place. Do not keep the
record at work. Keep copies of every thing that send and receive from the employer.
 Report the harassment: Tell to the supervisor, or human resources department or
some other department or person within the organization has the power to stop the
harassment. If possible, tell them in writing. It is very important that she should
report the harassment because the employer must know or have know about the
harassment in order to be legally responsible for a co-worker, client or customer‘s
actions.
 Use the grievance procedure at work: Many employers have policies for dealing
with sexual harassment complaints. Women may be able to problem through this
process. To find out the employer‘s policies, look in the employee manual/personnel
and/or speak to a human resources officer. It is important to follow the employer‘s
procedures
 The employee is not required to report harassment to a supervisor who has engaged
in harassment against the employee or who is a close associate of the person who has
engaged in the harassment. In this situation, the employee should report the problem
directly to human resources or a member of management to handle the problem
Conclusion
The Attitude of woman should change. They should be bold in facing the problems.
Unwanted behavior and misleading statements of women is not desirable. They should be
very careful in dealing with other gender. ―To call woman the weaker sex is a libel; it is
man's injustice to woman. If by strength is meant brute strength, then, indeed, is woman less
brute than man. If by strength is meant moral power, then woman is immeasurably man's
superior. Has she not greater intuition, is she not more self-sacrificing, has she not greater
83
powers of endurance, has she not greater courage? Without her, man could not be. If
nonviolence is the law of our being, the future is with woman. Who can make a more
effective appeal to the heart than woman?‖
― Mahatma Gandhi
References
 Gruber, J. E. (1989) ‗How women handle sexual harassment: a literature review‘.
Sociology and Social Research. 74: 3-9. Gruber, J. E. (1992)
 ‗A typology of personal and environmental sexual harassment: research and policy
implications for the 1990s‘. Sex Roles. 26: 447-464.
 Gruber, J. (1998) ‗The impact of male work environments and organizational policies
on women‘s experiences of sexual harassment‘. Gender and Society. 12 (3): 301- 320
 Gruber, J. E. and Morgan, P. (2005) In the company of men: male dominance and
sexual harassment. Northeastern University Press: Boston. Gruber, J. E. and Smith,
M. E. (1995)
 ‗Women‘s responses to sexual harassment: a multivariate analysis‘. Basic and
Applied Social Psychology. 17: 543-562. Gutek, B. A. (1985) Sex and the
workplace: impact of sexual behaviour and harassment on women, men and
organizations
 Hoel, H. and Cooper, C. (2000) Destructive conflict and bullying at work.
Manchester School of Management, University of Manchester Institute of Science
and Technology
84
INFLUENCE OF META-COGNITION ON ENTREPRENEURIAL ATTITUDE

ORIENTATION OF ENTREPRENEURS IN CUDDALORE DISTRICT
K.YOGALAKSHMI
Assistant Professor of Business Administration, Annamalai University.
LATHA
Assistant Professor of Business Administration, Annamalai University.
Abstract
This research paper strives to find out whether the meta-cognitive thinking process of
entrepreneurs has an influence on their entrepreneurial attitude orientation. The research was
undertaken in cuddalore district with a sample of 413 entrepreneurs. Descriptive research
design with non-probability sampling technique was adopted. Primary data collected through
purposive snowball sampling method in Cuddalore district. A self designed questionnaire
with 5 point scale in the continuum of agreeing was used to measure EAO. Meta-Cognitive
Adaptability scale was used to measure the meta-cognitive process of the entrepreneurs.
Reliability of the tool is found to be 0.88 and 0.94. Factor analysis and Multiple Regression
analyses were adopted for primary data analysis. The analysis found that there is an
influence of successful intelligence, entrepreneurial self efficacy, self esteem, achievement
and autonomy on the meta-cognitive thinking process of the entrepreneurs. The study also
highlighted the fact that the entrepreneurs opine that personal control, risk and uncertainty
does not play a influential role on meta-cognitive adaptability of entrepreneurs in Cuddalore
district.
Keywords: Entrepreneurial Orientation; Entrepreneurial Attitude, successful intelligence,

self-efficacy, Achievement, Autonomy.
Introduction
Entrepreneurial Attitude refers to the consistent behavior and thinking in creation and
running of a business. Attributes is defined as a quality ascribed to anything; characteristic
quality (De Lange, 2000). Entrepreneurial Attributes refers to qualities, characteristics, traits,
or skills of persons who initiate and manage their own business. Leibenstein recognized the
fact that entrepreneurial characteristics and entrepreneurial behavior are interwined(De
Lange,2000). Gibson, L, Gibson, R., and Zhao (2011), found that ―entrepreneurial attitudes
are precursors to entrepreneurial action‖. Wyk and Boshoff‘s (2004) defined entrepreneurial
attitude as, ―an attitude is the representation of a summarized perception of a psychological
object, experienced as advantageous-detrimental, pleasing unpleasant, or beneficial/harmful.
Robinson (1991) brought that, ―Attitude can be considered as a dynamic interactional way
that an individual relate to the attitude object‖. Robinson, Stimpson, Huefner, and Hunt,
(1991) continues ―attitude is defined as the predisposition to respond in a generally favorable
or unfavorable manner with respect to the object of the attitude‖. Recent researches found
out that there a various dimensions of entrepreneurial orientation that may vary
independently from one another. They are: risk-taking, innovation, pro-activeness,
achievement so on. Risk-taking is associated with the willingness of the entrepreneur to take
calculated business-related risks. Pro-activeness consists of autonomy and competitive
aggressiveness. Autonomy refers to the actions undertaken by individuals or teams intended
85
to establish a new business concept or idea (Rwigema, et al. 2008) and further highlights that
competitive aggressiveness refers to a response to threats that already exist in the
marketplace. Entrepreneurial orientation also has its roots in the strategy-making process
literature (Rauch, Wiklund, Lumpkin & Frese, 2009). "Meta-cognition" is often simply
defined as "thinking about thinking." The term Meta-cognition refers to the processes that
allow people to reflect on their own cognitive abilities. Meta-cognition refers to the ability to
reflect upon, understand and control one‘s own learning. In other words, meta-cognition
allows people to know what they know, or to think about their thinking. Meta-cognition
refers to the conscious application of an individual‘s thinking to their own thought processes
with the specific intention of understanding, monitoring, evaluating and regulating those
processes. Meta-cognitive processes include planning, monitoring one's own thoughts;
problem solving, making decisions and evaluating one's thought processes. It also involves
the use of strategies for remembering information. Flavell (1979) defined meta-cognitive
knowledge as knowledge about persons, tasks, and strategies.
José Carlos Sánchez García et.al (2014) in their Pyschometric Properties and the Factor
Structure of the Spanish Version of the Cognitive Adaptability Scale (MAC) discusses
Cognitive Psychology. It has made important contributions to the field of entrepreneurship in
areas such as cognitive styles of entrepreneurs (Bridge, O‘Neil, & Cromie, 2003),
enterprising self-efficacy (Markman, Baron, & Balkin, 2005), decision-making heuristics
(Mitchell et al., 2007), knowledge structures of entrepreneurs (Smith, Mitchell, & Mitchell,
2009) etc. Knowing how these cognitive elements function has helped to understand how
entrepreneurs perceive and interpret information and how they use it to make the decision to
start a successful business. This study states that researchers in this field are making an effort
to find instruments to measure this ability in a way that allows us to predict success in the
context of enterprise creation or intention. Simon and Houghton (2002) suggested that
personality traits may better predict part of the entrepreneurial cognitive process than the
outcome of this process, that is, decision to engage in entrepreneurial actions.
Howard and Martha(2001) briefly reviewed and the highlighted the very important advances
in the understanding of the entrepreneurial process. First, knowledge is just as vital as capital
for entrepreneurs, and they are forced to learn at a significantly faster pace than people in
non-entrepreneurial organizations. The authors believe that most startups begin with very
little besides knowledge. Finally, the ideal combination for acquiring both knowledge and
resources is a blend of diverse and strong connections with other individuals and
organizations.
Cope and Watts (2000) argued that developing entrepreneurial behavior was achieved
through learning by doing, involving experiential learning methodology, utilizing critical
learning incidents from an individual perspective. Further they emphasized the importance
of reflection in gathering learning from experience, particularly through critical incidents
and these incidents were impacted by the surrounding environment
Models for assessing Entrepreneurial Attitude Orientation

Some of the models used for investigating the factors influencing entrepreneurial attitude
orientation are Theory of Economic Development (Schumpeter ,1911), Componential
theory of Creativity and Intrinsic Motivation theory of Creativity (Amabile‘s 1999),
Investment theory of creativity (Sternberg and Lubart ,1991), General theory of
86
entrepreneurial creativity ((Mcmullan and Kenworthy,2015) ,Theory of creative Cognition,

Theory of Creative Individual (Ford, 1996). Social Cognitive Theory (Bandura, 1986, 1989),
Theory of Planned Behavior (TPB) (Ajzen, 1985, 1991).
Research Design
This research is descriptive in nature. The survey covered 413 entrepreneurs using purposive
snowball sampling procedure. Informed survey was done among the entrepreneurs in
cuddalore district of Tamilnadu (India) using personally administered questionnaire
subsequent to briefing the Entrepreneurs about the study and the information solicited,
obtaining informed consent from the individuals concerned.
 Research Model and instrument: YOGAATHA-EAO(Figure-1) developed by
Yogalakshmi(2018) and Latha(2018) is used in this research for assessing the attitude
orientation of entrepreneurs. There are 52 items in the questionnaire with seven
dimensions describe successful intelligence, self-efficacy, self-esteem, achievement,
autonomy, personal control, risk and uncertainty. For all the items in the questionnaire
design, the alpha values ranged from 0.88 and 0.94. This indicates high reliability of the
items in the questionnaire. With these results, consistency, dependability and adoptability
are confirmed. The Meta-Cognitive Adaptability questionnaire was designed on the basis
of the generalized measure of adaptive cognition (GMAC) developed by Haynie (2008).
The items are 37 in numbers with five dimensions describe goal orientation, meta-
cognitive knowledge, meta-cognitive experience, meta-cognitive choice and monitoring.
This is a five point scale. The questionnaire was pre-tested on a sample of 20 and
necessary changes were incorporated.
Sl. No Tools of data collection Number of items
1 Yogaatha – EAO 52
2 GMAC 37
 Tools used for data analysis: correlation and multiple regression analysis were used
for data analysis. The main purpose of multiple regression analysis is to find the
influence of entrepreneurial orientation on meta-cognition of entrepreneurs.
 Research Hypothesis of the study: “Dimensions of Entrepreneurial Attitude
Orientation of entrepreneurs does not influence their meta-cognitive adaptability in
Cuddalore district‖
Analysis and Interpretation

Table 1: showing relationship between Meta-Cognition and EAO of entrepreneurs.
GMAC Entrepreneurial Attitude „r‟ P value
Orientation value
Meta – Cognitive 0.550 0.001**
Adaptability Entrepreneurial Attitude Orientation
In order to inspect the above stated hypothesis, Pearson correlation analysis was
applied. The above table:1 indicates that the strength of relationship between the variables is
highly coefficient to each other and the Pearson correlation coefficient between the
entrepreneurial attitude orientation and meta-cognitive adaptability is (r= 0.550 and
87
P=0.001). It is also found that the entrepreneurial attitude orientation is moderately related
with meta-cognitive adaptability of entrepreneurs in Cuddalore district.
Table 2: Multiple Regression Analysis on Influence of Entrepreneurial Attitude
Orientation of Entrepreneurs on their Meta-Cognitive Adaptability
Model Summary
R R Square Adjusted R Square F P
0.807 0.651 0.645 107.731 0.001**
Coefficients
Sl.No. Entrepreneurial Attitude Un Standardized T p
Orientation standardized Coefficients
Coefficients
B SE Beta
Constant 0.695 0.123 5.635 0.001
1 Successful Intelligence 0.204 0.105 0.229 1.937 0.053*
2 Entrepreneurial Self Efficacy 0.194 0.033 0.244 5.900 0.001**
3 Self Esteem 0.244 0.031 0.302 7.916 0.001**
4 Achievement 0.093 0.038 0.105 2.476 0.014*
5 Autonomy 0.098 0.044 0.134 2.239 0.026*
6 Personal Control -0.016 0.054 -0.021 - 0.767
0.296
7 Risk and Uncertainty 0.001 0.034 0.001 0.019 0.985
Dependent Variable: Meta-Cognitive Adaptability
The Linear multiple regression analysis has been carried out a sample of 413 and data
considering Meta-Cognitive Adaptability as dependent variable and independent variables
are the dimensions of entrepreneurial attitude orientation viz., successful intelligence,
entrepreneurial self efficacy, self esteem, achievement, autonomy, personal control and risk
and uncertainty. The reaction of the entrepreneurs and effect of the independent variables on
Meta-Cognitive Adaptability have been studied by the multiple regression analysis.
The F value obtained for the analysis is 107.731 which is significant at one percent level.
Hence the assumed regression model may be considered as a good fit. The value of R 2 is
0.651 and implies that 65.1% of Meta-Cognitive Adaptability is influenced by the above
seven variables.
The variables entrepreneurial self efficacy, self esteem, achievement have obtained p values
are less than 0.01. Since the p values are less than 0.01 and significant at 1 percent level, the
alternative Hypothesis (HA) “Dimensions of entrepreneurial attitude orientation of
entrepreneurs influences on their Meta-Cognitive Adaptability‖ stands proved on these
above dimensions. The variable autonomy has , the p value lesser than 0.050 and the
hypothesis is accepted at 95% level of acceptance The variables personal control and risk
and uncertainty obtained p values are greater than 0.050. Hence, the p values are greater than
0.050 and the not significant, the alternative hypothesis is rejected,
Meta-Cognition Adaptability= 0.695 + (0.204*Successful Intelligence) +
(0.194*entrepreneurial self-efficacy) + (0.244*self-esteem) + (0.093*Achievement) +
(0.098*Autonomy)
Based on the above results, the final predictive model obtained is mm0.695
88
This model indicates that when there is an increase of one measure of successful
intelligence, the meta-cognitive adaptability increases by 0.204 measures. For one measure
increase of entrepreneurial self efficacy, meta-cognitive adaptability increases by 0.194
measure, for one measure of increase in self-esteem, there is an increase of 0.244 measures
of meta-cognitive adaptability. For one measure of increase in achievement, there is an
increase of 0.093 measure of meta-cognitive adaptability. For one measure of increase in
autonomy, there is an increase of 0.098 measures.
Discussion on the Results of the Study

Howard and Martha(2001) believed knowledge of the entrepreneurs was the ultimate need
for the startup than any other resources which is endorsed by the findings of this study. This
study has found out that EAO and the thinking of the entrepreneur has positive relationship,
Cope and Watts (2000) argued that developing entrepreneurial behavior was achieved
through learning by doing, involving experiential learning methodology where intelligence
and meta-cognitive adaptability again plays a role. Simon and Houghton (2002) suggested
that personality traits may better predict part of the entrepreneurial cognitive process
endorses the findings of this study that EAO is a predictor of meta-cognitive adaptability.
Conclusion
It is found that there is an influence of entrepreneurial self efficacy, self esteem, and
achievement on Meta-Cognitive Adaptability. The study also highlighted that personal
control and risk and uncertainty does not influence on business performance among
entrepreneurs in Cuddalore district. It is recommended that entrepreneurs to be
entrepreneurial in order to increase their market share and business performance and further
indicated that authorities were more innovative, and risk takers of entrepreneurs with high
entrepreneurial orientation than firms with low entrepreneurial orientation. Hence, it is
concluded that Entrepreneurial Orientation as a uni-dimensional construct is an important
predictor of business performance.
References
 Cooper, D.R. & Schindler, P.S. (2001), Business Research Methods, 7th edn., Irwin/
McGraw-Hill, Singapore.
 Davis, D. & Cosenza, R.M. (1988), Business Research for Decision Making, 2nd
edn., PWS-Kent, Boston.
 Fauzul Mafasiya Fairoz, Takenouchi Hirobumi and Yukiko Tanaka (2010)
Entrepreneurial Orientation and Business Performance of Small and Medium Scale
Enterprises of Hambantota District Sri Lanka. Asian Social Science, Vol.6 and No.3.
 Hart, S. L. (1992). An integrative framework for strategy-making processes.
Academy of Management Review, 17(2), 327-351.
 Mintzberg, H. (1973). Strategy-making in three modes. California Management
Review, 16(2), 44-53.
 Rauch, A, Wiklund, J, Lumpkin, GT & Frese, M. 2009. Entrepreneurial orientation
and business performance: An assessment of past research and suggestions for the
future. Entrepreneurship Theory and Practice 33(3):761–787.
 Rwigema, H, Urban, B & Venter, R. 2008. Entrepreneurship. Theory in practice.
2nd edition. Cape Town: Oxford University Press.
89
 Simon Radipere (2014) the Effects of Entrepreneurial Orientation on Business

Performance, Mediterranean Journal of Social Sciences MCSER Publishing, Rome-
Italy, Vol 5 No 16, ISSN 2039-2117.
 Simon, M., Houghton, S. M., and Aquino, K. (2000). Cognitive biases, risk
perception and venture formation: How individuals decide to start companies.
Journal of Business Venturing,15(2): 113–134
 Simon, Mark; Stachel, Chanel; and Covin, Jeffrey G. (2011) "The Effects of
Entrepreneurial Orientation and Commitment to Objectives on Performance," New
England Journal of Entrepreneurship: Vol. 14: No. 2, Article 3. Available at:
http://digitalcommons.sacredheart.edu/neje/vol14/iss2/3.
 Srivastava, & T, N. (2008) Statistics for Management (1st Edition Ed.), New Delhi:
Tata McGraw Hills.
 Wijetunge and Pushpakumari (2014) "Entrepreneurial Orientation and Business
Performance of Small and Medium Scale Enterprises of Western Province in Sri
Lanka"
90
A STUDY ON LABOUR WELFARE MEASURES OF SMALL SCALE INDUSTRIES

IN TRIVANDRUM DISTRICT
C.H.Shalilal,
Research Scholar in Commerce.
N.Santhoshkumar,
Assistant Professor and Research Advisor in Commerce, Marudupandiyar College, Thanjavur .
Abstract
In India, most of the industries are not using Welfare concept properly at their workplace. In
India, industrialists compel workers to work in uncomfortable/ adverse conditions. Their
uncomfortable conditions lead to serious damages to worker. To measure the labour welfare
measures followed in these small-scale industries the researcher has made an attempt from
the employees‘ point of view on two aspects namely opinion about welfare facilities and
satisfaction towards the various labour welfare measures. The aim of undertaking this study
is to analyze the labour welfare measures followed in the small-scale industries functioning
in Trivandrum and to offer the suitable suggestions to improve the labour welfare measures
in the concerned small-scale industries.
Keywords: Labour Productivity, Labour welfare measures. Job profile
Introduction
The industrial development in any country depends on a satisfied labour force. Mere
monetary rewards cannot make them feel satisfied. Various other benefits are to be provided
to the workers, which they cannot secure, by themselves. In almost all, the countries of the
world, statutory measure, were taken to ensure a minimum living wage and reasonably good
amenities. However, the modern worker cannot cope with the pace of modern life with
minimum sustenance (food) amenities. The bare minimum amenities alone cannot satisfy the
labour force and ensure the intellectual, physical, moral and economic betterment of the
workers. Labour welfare measures and amenities are provided not only to the employee of
the undertaking but also to their family members. These measures do not include those
facilities, which are statutory or obligatory under any contract between the employer and the
Employee.
Increase in Labour Productivity through Labour Welfare Measures

―Industry is being called upon to meet as rapidly as possible the claims on behalf of the
workers for a living wage, better living and working conditions, the needed volume of
employment opportunities and a fuller measure of Social Security. Their gain can arise only
out of the strength and dynamism of the economy, the only enduring basis of which is
raising level of productivity. No increase in profit which does not come out of improvements
in productivity, but has its origin in current scarcity and the stresses of development can be
regarded as sign of prosperity.‖ It is also noteworthy that improvements in productivity also
raise a number of major problems owing to the readjustments in the pattern of production
and prices caused by technical inventions. Various economic and social strains involved in
technological development designed for raising productivity will have to be overcome
through measures like labour welfare programmes, equitable sharing of gains of productivity
91
among labour, management and consumers. Again, rising level of productivity provides
opportunity for expansion of production sector as well as of re-employment of discharged
labourers and other resources.

 To analyze the socio economic and job profile of the selected employees of the
small-scale industries functioning in the study area.
 To examine the opinion of the employees about the welfare facilities and labour
welfare measures followed in the small-scale industries under various aspects.
Hypotheses
 There is no significant association between nature of family of the respondents and
their opinion about welfare facilities.
 There is no significant association between the intersections of gender, age,
educational qualification of the employees and their satisfaction towards welfare
measures.
The research work is purely descriptive and analytical one. To study the research problem
the investigator has considered that the primary data is most appropriate one. The aim of the
descriptive research is to validate the formulated hypotheses that refer to the present
situation in order to elucidate it. To fulfill the objectives of the study and testing the null
hypotheses, interview schedule is used as an instrument to collect data from the selected
employees working in the small-scale industrial units functioning in the study area. The
instrument designed for the employees is divided into four sections to fulfill the objectives of
the study. The primary data required for the present study are collected with the help of
interview schedule. Pre-test was conducted before undertaking the survey. In the light of the
pre-test, the interview schedule was modified and restructured. The interview schedule
designed for the employees consists four parts. The primary data were collected from the
520 employees working in the small-scale industries functioning in the study area.
Table – 1
Nature of family of the respondents and their opinion about welfare facilities
- Result of Levene's Test for Equality of Variances
Levene's Test for Equality
t-test for Equality of Means
of Variances
Factors
Sig. (2- Mean Std. Error
F Sig. T Df
tailed) Diff. Diff.
Counseling * -
17.209 .000 518 .000 -.33942 .05144
services 6.599
** -
193.202 .000 -.33942 .05770
5.883
Advance * 1.117 .291 -.090 518 .928 -.00522 .05788
facilities ** -.087 219.166 .930 -.00522 .05978
Services of * -
1.636 .201 518 .000 -.10312 .02784
welfare officers 3.704
** -
246.359 .000 -.10312 .02694
3.828
Working * -
10.692 .001 518 .002 -.15339 .04978
environment 3.082
facilities ** -
235.799 .002 -.15339 .04930
3.111
Recreational * 1.697 .193 - 518 .127 -.09439 .06181
92
facilities 1.527
** -
230.713 .129 -.09439 .06196
1.523
Other welfare * -
38.126 .000 518 .001 -.22411 .06456
measures 3.472
** -
292.839 .000 -.22411 .05751
3.897
Source: Computed Data (Note: * - Equal Variances Assumed; ** - Equal Variances Not
Assumed)
From the above indicates that the respondents differ significantly in the counseling services,
services of welfare officers, working environment facilities and other welfare measures
when they are classified based on their nature of family. That is the p value is less than the
acceptance level of 0.05 for these four factors. Hence, the null hypothesis is rejected and it is
concluded that there is a significant association between nature of family of the respondents
and their opinion about welfare facilities. That is the respondents differ significantly in their
opinion on these four factors when they are classified based on their nature of family.
Further, it is found that the significance value for the remaining two factors is more than the
acceptance level of 0.05 and it is concluded that the respondents do not vary in these
remaining two factors namely advance facilities and opinion about recreational facilities. It
is inferred that the employees of the small scale industries in the study area differ in their
opinion in the above said four factors when they are classified based on their nature of
family. Hence, it is suggested that the authorities of the small-scale industries in Trivandrum
may treat the employees of the small-scale industries equally without differentiating them
based on their nature of family.
Table 2
Intersection between the gender, age and educational qualification of the employees
And satisfaction towards welfare measures
Type III Sum of Mean

Source Dependent Variables Df F Sig.
squares Square
Statutory welfare
Intersections of 6.755 1 6.755 29.230 .000
measures
gender, age and Medical facilities 24.007 1 24.007 50.817 .000
educational
Housing facilities 4.563 1 4.563 29.242 .000
qualification of
Education facilities 13.954 1 13.954 50.764 .000
the
Leave facilities 8.629 1 8.629 35.281 .000
employees
Transport facilities 2.179 1 2.179 10.216 .001
Source: Computed data
From the above results of three way MANOVA, it is found that the employees‘ satisfaction
towards the labour welfare measures is varied for all aspects of the labour welfare measures.
The p value is less than the acceptance level of 0.05. Hence, the null hypothesis is rejected
and it is concluded that there is a significant association between the intersections of gender,
age, educational qualification of the employees and their satisfaction towards the labour
welfare measures. From this micro level, multivariate analysis it is inferred that the opinion
of the employees about satisfaction towards the labour welfare measures is varied when they
are classified based on their gender, age, and educational qualification. Hence, it is suggested
that the authorities of the small-scale industries in the study area may consider the gender,
93
age and educational qualification of the employees to avoid the difference in their
satisfaction towards the various aspects of the labour welfare measures in the small-scale
industries functioning in the study area.
Major Findings
 It is understood that the age group of 35-45 are working in the small-scale industries
in the study area; (46.30 per cent) have qualified up to high school level of education
in the study area and (43.30 per cent) are living in the rural area.
 Regarding the marital status of the employees, it is found that most of the employees
(67.90 per cent) are in the married category; it is noted that the majority of
employees in the study area are living as joint family; (58.30 per cent) have more
than three children in their family.
 It is found that most of the employees (64.60 per cent) are working in the small-scale
industries for the period of 10-20 years; (59.62 per cent) working in the small scale
industries are living in the rented house in the study area; (46.20 per cent) have more
than four dependents in their family.
 Regarding the monthly income of the employees, it is found that most of the
employees (62.70 per cent) have earned Rs. 6000 - Rs. 12,000 per month as income
and (72.10 per cent) are not involved in the politics in the study area.
 Knowledge about Labour Welfare Measures is must for all the employees who are
working in the small-scale industries. Regarding the knowledge of the employees
about the labour welfare measures, it is found that most of the employees (52.30 per
cent) do not have the knowledge of labour welfare measures.
 It is found that there is a high positive correlation is found between the satisfaction of
the employees towards the statutory welfare measures and housing facilities. Hence,
the authority of the small-scale industries in Trivandrum is expected to provide better
statutory welfare measures to their employees.
 It is found that the satisfaction towards statutory welfare measures factor is

influenced by the gender and educational qualification factors. Further, it is found
that out of six variables only two variables are influencing the satisfaction towards
the statutory welfare measures. It is suggested that the authorities of the small-scale
industries in Trivandrum may consider the gender and educational qualification of
the employees in providing the labour welfare measures to increase their satisfaction
towards the aspects of the labour welfare measures.
Suggestions
 The labour welfare measures should be planned so that these are related to the
workers‘ performance and background. This background should be used as a
foundation for job satisfaction, good health, security, new development and new
behaviour.
94
 As far as possible and if necessary a combination of labour welfare measures should

be selected so that workers may enjoy sound health, more safety and savings in
expenditure and as many of the senses as possible are utilized.
 It should be recognized that not all the workers react to welfare measures at the same
rate. Therefore, flexibility should be allowed in judging the rates of reaction of the
labour welfare activities.
 Specific labour welfare objectives should be outlined based on the type of impact
required to achieve organizational goals and objectives.
 An audit of personal needs compared with operational requirements will help to

determine the specific welfare needs of the individual workers.
 The intelligence, maturity and motivation of the workers to provide labour welfare
work are assessed first. If deficiencies are noted in these respects, the labour welfare
measures may be postponed or cancelled until significant improvements are visible.
Conclusion
Manpower plays a significant role in raising industrial productivity in most of the industries
small-scale industries in particular. If the labour force is not adequately qualified, trained and
motivated, all the steps undertaken to enhance the industrial productivity would be futile.
The workers performance and attitudes have an immense impact on the productivity of an
industrial unit. Three important factors, which influence the productivity of labour force, are
– (a) ability and skill of the worker, (b) willingness of the worker, and (c) the environment
under which he has to work. This environment is affected by labour welfare activities. It is
universally accepted that the question of productivity is of vital significance to management,
workers and community in realizing the objective of Welfare State.
References
 Anil. K. Bhatt., ―A Study of Expectancy of Welfare Measures in Cement Industry of
Rajasthan‖, IJRB, vol. 2, no. 3, (2016) pp. 65-71.
 Parameshwaran., ―Effectiveness of labour welfare measures in Cheyyar Sugar Mills-
An empirical study, IJBARR, vol. 3, no. 5, (2014) pp. 34-43.
 Balaji, C., ―Implications of Employee Welfare and Rewards on Job Satisfaction and
Productivity – An Insight‖, Research Journal, vol. 1, no. 1, (2013) pp. 54-62.
 Sharma., ―Aspects of Labour Welfare and Social Security‖, Himalaya Publications,
Bombay, (2009).
 Sivayya, K.V., Indian Industrial Economy, S.Chand and Company Ltd; New Delhi,
(2014).
95
IMPACT OF JOB SATISFACTION ON TURNOVER INTENTION OF

EMPLOYEES AT KOSAMATTAM FINANCE PVT. LTD., KOZHIKODE
K.Pratheep,
N.Santhoshkumar,
Assistant Professor and Research Advisor in Commerce,
Marudupandiyar College, Thanjavur.
Abstract
Turnover is the least supported by organizations because it has a potential to be hurtful to
them. This is to emphasize that the feeling of insecurities felt by staff cannot be left to
perpetuate. Leaving the insecurities to continue will result in a drop in employee morale,
develop stresses for them or lessen organizational commitment. The repercussions of leaving
with continued insecurities will lead to intentions to turnover, decreased commitment, and
decreased job satisfaction and eventually turnover. Non-Banking Finance Companies as any
other firms have always considered their employees as the backbone of their Companies and
aim at providing employee satisfaction enabling them to deliver better results year over year.
Some are also committed in providing their employees with many opportunities to learn and
advance in their career in their quest for having a satisfied work force. As proposed by many
researchers, a productive business outcome is interrelated to numerous human resource
constructs, such as employee job satisfaction, psychological empowerment, and employee
retention. Related to this, employees‘ job satisfaction and turnover intentions turn out to be
two prominent factors in the present study. Thus, this study intends finding out the effect of
job satisfaction on turnover intention of employees. The investigation will focus on the
employee reactions with regard to job satisfaction and intentions to turnover in Kosamattam
Finance, Kozhikode area.
Keywords: Job Satisfaction, Turnover Intention
Job satisfaction: An Introduction

Job satisfaction is a phenomenon that has been researched by many researchers. Smit,
Kendall and Hulin, quoted by (Martin, 2007:17), defined job satisfaction as persistent
feelings that are thought to be associated with perceived differences between what is
expected and what is experienced in relation to the alternatives available in a given situation.
Job satisfaction can also be seen within a broader context of the range of issues, which affect
an individual experience of work or their quality of working life. Job satisfaction can be
understood in terms of its relationships with other key factors such as general well-being,
stress at work, control at work, homework interface, and working conditions.
Causes of Dissatisfaction
According to Grobler et al. (2007:128), job dissatisfaction is caused by an expectation that is
not met in the employee‘s understanding. Job satisfaction depends on pay, benefits,
supervision, co-workers, work, and the organization generally. In addition, some of the other
96
causes of job dissatisfaction are an in conducive work environment, management not

recognizing employee job performance, fewer opportunities for growth/promotion, low
salaries, and employees not receiving praise from their superiors for good performance.
Employee turnover
Turnover is defined as the movement of employees out of the organization. Turnover
intention is normally the predecessor of the actual turnover. It is defined as mental decisions
intervening between an individual‘s attitudes regarding a job and the stay or leave decision.
The occurrence of staff turnover in organization can be harmful to the organization in such
that high employee turnover becomes very costly to the organization because of monetary
costs incurred in recruiting, training, low productivity, more accidents and disruptions in
programmes and projects. Most importantly, it raises quality problems of the services/
products delivered, thus tarnishing the image of the organization.
Turnover intention
Turnover intention is an inclination among employees to quit their organization. Intention to
withdraw has been found to be a predictor of actual turnover among employees. Turnover
intention is an individual‘s probability estimated by themselves that they are going to leave
the organization permanently in near future. In reality, turnover intention is the direct
predictor of turnover behaviour and shows a combination of attitudes related to withdrawal.
Need for the study

The intention of this study is to investigate the job satisfaction, and turnover intentions of
employees of Kosamattam Finance, Kozhikode area. The study will benefit both employees
and management. It will benefit the employees in the sense that each employee will be given
an opportunity to state their individual perceptions of the their work, the organization, to
give their feelings regarding job satisfaction and organizational commitment, and then make
recommendations as to what they feel the institution should do to increase their job
satisfaction, and need to stay. The management will benefit from the study too, as the
findings will be presented to them with recommendations from the respondents. It will also
serve to make them aware of what their employees may be going through. The study will
thus assist management with their efforts and endeavors toward management of the people.
The study will also highlight areas that employees perceived to be good practice and that
they wish could be sustained. Therefore, this will create and strengthen a reciprocal
relationship between the employees and management of Kosamattam Finance, Kozhikode
area.
Scope of the study

 The research work was conducted at Kosamattam Finance, Kozhikode area.
 The study was done to understand the job satisfaction and turnover intentions of
employees in Kosamattam Finance, Kozhikode area.
Ethical considerations
 The purpose of the study was made clear to all participants and they partook
voluntarily.
 The study did not request any identifying information from the subject in order to
maintain confidentiality.
97

 To investigate the impact of job satisfaction on turnover intentions of employees of
Kosamattam Finance, Kozhikode area.
 To find out if respondents have any suggestions as to how the job satisfaction and
intentions to stay can be improved.
Hypotheses of the study

Following are the null hypotheses to be framed for this research:
Null hypothesis (H01): There is no significant difference between gender of respondents
and turnover intention of respondents.
Null hypothesis (H02): There is no significant difference between the tenure and turnover
intention.
Null hypothesis (H03): There is no significant difference between the position of employees
and turnover intention.
Null hypothesis (H04): There is no significant difference between the salary and turnover
intention.
The present study is also going through the predefined path of research methodology. The
primary data and secondary data are adopted in this study. In essence, the primary data that
obtained from the respondents consist of the participant‘s characteristics (age, gender, origin,
education level and occupation), job satisfaction and turnover intentions. 100 employees
were randomly selected in the different branches Kosamattam Finance, Kozhikode. This
includes branch head, assistant branch head, executive officers, cashiers and housekeeping
assistant.
Testing the Hypotheses
Table 1: Independent Samples T-Test indicating the difference

of turnover intention among the employees in terms of gender
Group Statistics
Std. Std. Error P
Gender N Mean
Deviation Mean Value
How often have you considered leaving your Male 54 2.74 .805 .110 .000
job? Female 46 2.96 .988 .146
Source: Computed
There is no significant difference between gender of respondents and turnover

intention of respondents.
A significant difference between gender and turnover intention (p<0.05) was found based on
the t-test analysis. Females(X=2.96) have a higher turnover intention than males (¯X =2.74).
This result is consistent with previous studies that found females have a higher turnover
intention than males (Carbery et al., 2003; Cotton and Tuttle, 1986; Lambert, 2006).
98
Table 2 : ANOVA Table showing the difference of turnover intention

of the employees in terms of tenure
Descriptive
How often have
you considered leaving your job?
95 per cent Confidence
Std. Std.
N Mean Interval for Mean Minimum Maximum
Deviation Error
Lower Bound Upper Bound
1–4
61 3.51 .698 .089 3.33 3.69 2 4
years
4–8
24 3.54 .658 .134 3.26 3.82 2 5
years
8 – 12
9 3.33 .866 .289 2.67 4.00 2 4
years
12 – 16
4 2.25 1.258 .629 .25 4.25 1 4
years
16 – 20
2 1.50 .707 .500 -4.85 7.85 1 2
years
Total 100 3.41 .805 .081 3.25 3.57 1 5
Source: Computed
ANOVA
How often
have you considered leaving your job?
Sum of Squares df Mean Square F Sig.
Between Groups 13.736 4 3.434 6.466 .000
Within Groups 50.454 95 .531
Total 64.190 99
Source: Computed
Table 3: ANOVA Table showing the difference of turnover intention

of the employees in terms of position
Descriptive
How often have you considered leaving your job?
95 per cent Confidence Interval
Std. Std.
N Mean for Mean Minimum Maximum
Dev Error
Lower Bound Upper Bound
Executive 85 3.53 .683 .074 3.38 3.68 2 5
Assistant
10 3.10 .876 .277 2.47 3.73 2 4
manager
Manager 5 2.00 1.225 .548 .48 3.52 1 4
Total 100 3.41 .805 .081 3.25 3.57 1 5
Source: Computed
ANOVA
Sum of Squares df Mean Square F Sig.
Between Groups 12.114 2 6.057 11.282 .000
Within Groups 52.076 97 .537
Total 64.190 99
Source: Computed
99
Table 4: ANOVA Table showing the difference of turnover intention

of the employees in terms of salary
Descriptive
95 per cent confidence
Std. Std. interval for mean
N Mean Minimum Maximum
Deviation Error Lower Upper
bound bound
8-12K 64 3.50 .690 .086 3.33 3.67 2 4
12-20K 24 3.54 .658 .134 3.26 3.82 2 5
20-30K 6 3.33 1.033 .422 2.25 4.42 2 4
30-40K 4 2.25 1.258 .629 .25 4.25 1 4
Above 2 1.50 .707 .500 -4.85 7.85 1 2
40K
Total 100 3.41 .805 .081 3.25 3.57 1 5
Source: Computed
ANOVA
Sum of df Mean F Sig.
Squares Square
Between
13.648 4 3.412 6.413 .000
Groups
Within
50.542 95 .532
Groups
Total 64.190 99
Source: Computed
There is no significant difference between the tenure and turnover intention.

As can be seen in table, there is a significant difference between tenure and turnover
intention (p<0.05) and hypothesis H02 was rejected. In this research, it was concluded that
people who have tenure of 12-16 years, 16-20 years and over have lower turnover intention
compared to people who have relatively short tenure such as four years and less, 4-8 years.
(¯X=3.51, 3.54, 3.33, 2.25, 1.50). This finding corresponds with previous studies that found
people who have long tenure have low turnover intention than people who have short tenure
(Cotton and Tuttle, 1986; Lambert, 2006; Martin and Roodt, 2008).
There is no significant difference between position and turnover intention.
A significant difference between position and turnover intention was also found (p<0.05)
and hypothesis H03 was rejected. Employees who have higher position such as managers
and assistant managers have lower turnover intention than people who have low position
such as executives. (¯X=3.53, 3.10, 2.00). This finding is consistent with previous studies
that found people who have higher position have lower turnover intention compared to
people who have lower positions. (Abdullah et al., 2010; Radzi et al., 2009).
There is no significant difference between the salary and turnover intention.

A significant difference wage and turnover intention was found (p<0.05) and hypothesis H4
was rejected. Employees who are paid between 8-12K and 12-20K in relatively lower wage
groups have higher turnover intention than people who have higher wage group of 30-40K
and above 40K. This finding corroborates with previous studies that argue staff that have low
wage have a higher turnover intention. (Albattat and Som, 2013; Carbery et al, 2003; Pizam
and Thornburg, 2000).
100
Major Findings
 The respondents were pleased with the following aspects: keeping themselves busy all
the time, using their abilities, being somebody in the community, having a steady
employment, doing things that do not go against their conscience and doing different
things from time to time. A number of respondents were not satisfied with the
opportunity they were getting to use their abilities and using their own judgment, and the
way the job provides for steady employment. Of note is the fact that there was a high
tendency of giving neutral responses. Overall, there appears to be more intrinsic job
satisfaction by than dissatisfaction.
 The results suggest that there may be a concern regarding extrinsic satisfaction, which
has more to do with the way the managers handles his/her workers, pay and benefits as
well as possibility of progression and/or promotion within the organization. The results
showed that 60.0 per cent of respondents reported being satisfied overall with their
institution.
 Aspects of the Job that Make it Dissatisfying: The respondents came up with various
issues, including location, implementation of policies, salary, and lack of better work
position, communication flow, work overload and temporary employment. 40.0 per cent
of the respondents mentioned salary as a worrying factor, followed by communication
flow (14 per cent), work overload (13 per cent), lack of better work position (12 per
cent), and temporary employment (12 per cent).
 Aspects of the job that make it satisfying: 25.0 per cent of the respondents indicated that
the opportunities their jobs were affording them to learn and the empowerment they were
receiving were making them satisfied, team work was 2nd (23 per cent), followed by
independence in job (19 per cent), space for creativity (15 per cent).
Suggestions
Employees stated that they were not satisfied with their jobs basically because they felt
amongst others, they got low salaries, lack of better work position, work overload, temporary
employment, location and they sometimes were not clear as to what was expected of them.
The following are recommended:
 Salary increment.(the significance test also supports this since employees who are
paid in relatively lower wage groups have higher turnover intention than people who
have higher wage group).
 Improve work position by e.g. creating new intermediate positions with higher pay
grade and benefits. (The significance test also supports this since employees who
have higher position such as managers and assistant managers have lower turnover
intention than people who have low position such as associates).
 Reduce Work overload by practicing equality in treatment of staff, so that efficient
team members are not burdened with work of inefficient members. Permanent
appointment of employees who are employed temporarily.
 Empower employees through attendance of conferences, workshops and any other
forms or learning and training.
101
Conclusion
The research findings have shown that the respondents perceive the institution to be
somewhat unappreciative of their efforts and dedication they put into it. If it does, it is to a
minimal extent. Overall, the results of the study indicated that there is reason for the
company to start worrying as the employees‘ level of job satisfaction and intentions to stay
are questionable. The respondents have suggested that the institution should strive for in
order to improve their job satisfaction and intentions to remain employed by the
organization. The institution perhaps needs to put into place support systems that are
effective to continuously ensure that performance is kept to the optimum.
References
 Kothari CR ―Research Methodology‖. Second edition, New Age International Public,

New Delhi, (1990).
 Shashi K Guptha, Roshy Jhoshi, ―Human Resource Management‖ Kalyani
Publications (1996).
 Agarwala T. ―Strategic Human Resource Management‖, Oxford University Press,
First Edition (2007).
 Bhattacharyya D.K, Human Resource Planning. New Delhi: Excel books (2006).
 Desseler Garry, ―Strategic Human Resource Management‖, Prentice Hall, Fifth
Edition, (2007).
 Abdullah, R.B., Alias, M.A.M., Zahari, H., Karim, N.A., Abdullah, S.N., Salleh, H.,
Musa, M.F. (2010). The Study of Factors Contributing to Chef Turnover in Hotels in
Klang Valley, Malaysia. Asian Social Science, 6 (1): 80-85.
 Allen, D., Shore, L.M., Griffeth, R.W. (2003). The Role of Perceived Organizational
Support and Supportive Human Resource Practices in the Turnover Process. Journal
of Management, 29 (1) 99–118.
 Collini, S. A., Guidroz, A. M., and Perez, L. M. (2015). Turnover in health care: the
mediating effects of employee engagement. Journal of Nursing Management, 23(2),
169-178.
102
A STUDY ON PERFORMANCE APPRAISAL SYSTEM IN TV SUNDARAM

IYENGAR AND SONS LIMITED, TRICHY
D.Anand ,
Research Scholar in Commerce. Marudupandiyar College, Thanjavur.
N.Santhoshkumar,
Abstract
Performance appraisal has been considered as a most significant and indispensable tool for
an organization, for the information it provide is highly useful in making decisions regarding
various personal aspects such as promotions and merit increases. It is a process that involves
determining and communicating to an employee how he or she is performing the job and
ideally, establishing a plan of improvement. In this research paper, the sample constitutes the
permanent employees belonging to different departments. The data were collected from the
primary and secondary sources. Stratified random sampling technique was done to draw the
sample size of 50 respondents from the lot of 90 employees. The major findings of the study
were there is a significant relationship between the appraisals based training with
improvement in performance. So there is a strong correlation between satisfactory level of
the employees and monitory rewards. The main suggestions for the performance appraisal
activities are; Employees can be motivated with rewards, promotions based on their
performance appraisal. Suitable training programmed has to be arranged after the appraisal
made. Performance rated can be communicated to the employees so that they will know their
level of performance.
Key words: performance appraisal system, Satisfaction level, training program.
Introduction
Performance appraisal is a method of evaluating the behaviour of employees in the work
spot, normally including both the quantitative and qualitative aspects of job performance. It
is a systematic and objective way of evaluating both work related behaviour and potential of
employees. Performance appraisal is necessary to measure the performance of the employees
and the organization to check the progress towards the desired goals and aims. Performance
appraisal continues to be a subject of interest and importance to human resource specialists.
For decades, performance appraisal has received considerable attention in the literature, from
both researchers and practitioners alike.
The information gathered and performance appraisal provide basis for recruitment and
selection, training and development of existing staff, and motivating and maintaining a
quality human resource through correct and proper rewarding of their performance.
Definition
According to ACAS [1988] appraisals are, ―regularly record an assessment of an employee‘s
performance, potential and development needs‖. The appraisal is an opportunity to take an
overall view of work content, loads and volume, to look back at what have been during the
reporting period and agree objectives for the next.
103

 To study the level of employee performance appraisal followed in TV Sundaram
Iyengar and Sons Limited.
 To portray the attitude of employee towards performance appraisal system.
Need for the study

Performance appraisals are a regular review of employee‘s performance with in
organization. For a people first company the focus is always on the employee‘s satisfaction
and industrial studies have revealed that this aspect is to a great dependent on performance
appraisal system existing in company. Management wants to know the quality of appraisal
criteria parameters and duration from the viewpoint of employees. This is turning forms the
need for the study.
Dr.V.Antony Joe Raja and R.Anbu Ranjith Kumar (2016) in their study titled ―a study on
effectiveness of performance appraisal system in manufacturing industries in India‖
concluded that the Performance appraisal system in company is effective but there exist
certain criteria like seniority merits. Potentials of the employees that are too considered for
effective functions. Based on the findings of the study some valuable suggestions have been
offered. It is hoped that the findings and suggestions will be useful in improving the existing
employee performance annual appraisal system.
A.Suhasini and Dr.Kalpana Koneru (2016), in their study titled "A study on Effectiveness of
performance appraisal system in Educational institutions" concluded the purpose and
therefore implementation of performance appraisal is essential. The development of
systematic approaches is required; one that approximates best practices and sees to develop a
collaborative professional culture that facilitates the ongoing refinement of effective
teaching is required. Teaching that lead to improved student outcomes requires various
methodologies and performance standards to be set and proper performance appraisal. It is
clear that the systematic significant and sustained performance appraisal process/system are
developed that lead to improved outcomes for all the students in the colleges. However the
performance appraisal system should be modified with personal biases, likes and dislikes of
the appraisers.
As the researcher aim to study and describe the various aspects performance appraisal of the
employee and also seeks to find out the contributing factors and association with selected
variables with employee performance appraisal thus the research design adopted is
descriptive research design. Stratified random sampling method is being used for the survey.
The sample size selected for the study was 50 respondents. The researcher used
questionnaire method to collect data from the employees. The questionnaire consisted of two
parts, the first part being the personal data and the second part contained 18 questions under
5 point scales. Primary source of data include those data which are collected for the first
time. Secondary source of data was collected from personal records, books Magazines,
Journals, Internet, etc. The data collected were carefully analyzed and processed using
statistical techniques such as percentage analysis, Chi-square, Karl Pearson coefficient of
correlation and weighted average.
104
Analysis of Data
Table: 1 Opinion about performance appraisal system followed in the company

S.No Opinion No. of Respondents Percentage
1. To measure performance 25 50
2. To identify skills 17 34
3. To recognize & reward 8 16
Total 50 100
Source: Primary Data
From the table it is observed that 50 per cent of the employees feels that appraisal system is
to measure the performance, 34 per cent of the employees feels to identify skills, 16 per cent
of the employees feels to recognize and reward .This shows that majority of employees feels
that to measure the performance.
Table: 2 Satisfaction level towards appraisal system

S.No Opinion No. of Respondents Percentage
1. Highly satisfied 6 12
2. Satisfied 38 76
3. Moderately 4 8
4. Dissatisfied 2 4
5. Highly Dissatisfied 0 0
Total 50 100
From the table it is observed that 12 per cent of the employees are highly satisfied, 76 per
cent of the employees are satisfied, 8 per cent of the employees are moderately satisfied, 4
per cent of the employees are dissatisfied, none of the employees are highly dissatisfied.
This shows that majority of the employees are satisfied.
Table: 3 Opinion about factors considered for performance appraisal system

S.No Rank No. of Respondents Percentage
1. Promotion 11 22
2. Salary 19 38
3. Retention/ termination 3 6
4. Identification of poor performance 12 24
5. Training assessment 5 10
Total 50 100
From the table it is observed that 22 per cent of the employees feel that appraisal system is
for promotion, 38 per cent of the employees feel that it is for salary, 6 per cent of the
employees feel the retention or termination, 24 per cent of the employees feels the
identification of poor performance, 10 per cent of the employees feels the training
assessment. This shows that majority of the employees chosen in first salary.
105
Table: 4 Cross tabulation between the satisfaction level and training program.
Opinion about the satisfaction level

Total
Training Highly Satisfied Moderately Dissatisfied Highly
Satisfied Satisfied Dissatisfied
Always 31 63 29 27 25 175
Often 16 48 14 12 10 100
Sometime 17 49 15 13 11 105
Not very 9 41 7 5 3 65
often
Never 7 39 5 3 1 55
Total 80 240 70 60 50 500
Statements:
H0 = There is no significant relationship between the appraisal based training with
improvement in performance.
H1= There is significant relationship between the appraisal based training with improvement
in Performance.
Chi-Square Test
Oi Ei Oi - Ei (Oi – Ei)² (Oi – Ei)²/ Ei

31 28.00 03.0 009.00 0.320
63 84.00 -21 441.00 5.250
29 24.50 04.50 020.25 0.830
27 21.00 06.00 036.00 1.710
25 17.50 07.50 056.25 3.210
16 16.00 00.00 000.00 0.000
48 48.00 00.00 000.00 0.000
14 14.00 00.00 000.00 0.000
12 12.00 00.00 000.00 0.000
10 10.00 00.00 000.00 0.000
17 16.80 00.20 000.04 0.002
49 50.40 -1.40 001.96 0.030
15 14.70 00.30 000.09 0.006
13 12.60 00.40 000.16 0.013
11 10.50 00.50 000.25 0.024
09 10.40 -1.40 001.96 0.188
41 31.20 09.80 096.04 3.080
07 09.10 -2.10 004.41 0.485
05 07.80 -2.80 007.84 1.005
03 06.50 -3.50 012.25 1.885
07 08.80 -1.80 003.24 0.368
39 26.40 12.60 158.76 6.013
05 07.70 -2.70 007.29 0.946
03 06.60 -3.60 012.96 1.964
01 05.50 -4.50 020.25 3.681
Total 31.01
Source: Calculated Values
106
Calculated value = 31.01
Degrees of freedom = (r-1) × (c-1) = 4 × 4 = 16
Tabulated value of chi-square for 16 degree of freedom at 5 per cent level of

significance is 26.
Since the calculated value is greater than the tabulated value. So we reject the null
hypothesis. There is significant relation between the appraisal based training with
improvement in performance.
Table: 5 Correlation between the satisfaction of the employees and monetary reward.
(X = Satisfactory level of the employees & Y = Satisfactory level of monetary reward)
X y dx = (x-x) dy = (y-y) dx² dy² Dxdy

6 13 -4 3 16 9 -12
38 23 28 13 784 169 364
4 13 -6 3 36 9 -18
2 1 -8 -9 64 81 72
0 0 -10 -10 100 100 100
∑x= 50 ∑y= 50 ∑dx= 0 ∑dy= 0 ∑dx²= 1000 ∑dy²= 368 ∑dxdy= 506
Source: Calculated Values
n (∑dxdy) - ∑dx.∑dy
Correlation coefficient r =
√n (∑dx²) – (∑dx) ². √n (∑dy²) – (∑dy)²
5(506) - 0×0
r= = 0.8342
√5×1000 - 0×√5×368 – 0
From the result we can see that the value is positive. The value of the positive correlation co-
efficient ‗r‘ is between o and 1. So there is a strong correlation between satisfactory level of
the employees and monetary reward.
Findings of the study

 About 86 per cent of the respondents say that skill development training program
is conducted in the organization and about 50 per cent of the respondents say
sometime the suggestion given by them are positively looked into by seniors.
 About 34 per cent of the respondents say that the appraisal system often helps for
improving the individual development to ensure new knowledge and skill.
 About 82 per cent of the respondents say that there is no partiality when their
performance was rated and about 36 per cent of the respondents are satisfied to
60 per cent-80 per cent while evaluating the performance.
107
 From the Chi-square analysis it is found that there is significance relationship

between appraisals based training programs in improving the performance.
 From the correlation analysis it‘s found that satisfaction of employees and
monetary reward are positively related.
Suggestions
 Most of the employees were satisfied with the appraisal system followed in the
organization. But the employees were not aware about the rated performance level. If
it is communicated periodically, they can improve their performance.
 Since there is relationship between appraisals based training and performance of the
employee, the company can give versatile training performances to different
categories of employees.
 The company can encourage for self appraisal of the employees. For this the
company can set a self-appraisal from and make the employees to rate their
performance. This helps the employees to know their level of performance and
standards.
Conclusion
Performance appraisal system followed at TV Sundaram Iyengar and Sons was evaluated
and found to be good. By providing suitable training and development programs, the concern
organization can improve the performance appraisal system. Performance appraisal is
inevitable for every organization because it helps in the employee relation with his
subordinates and superiors, and increases the employee morale. So performance appraisal
system should be designed in such a way that it works effectively. The performance review
and feedback can be made as part of the day to day communication with employees. This
will not only ensure the effectiveness of performance appraisal but will help the employees
to understand their draw back and can correct themselves Hence overall organization
improvement can also be achieved.
References
 Dr .V. Antony Joe Raja. A Study on Consumer Perception in Facilities
Management among the Middle Income Public in India for Various Analytical
Factors Applied In the Strategic Management. International Journal of
Management, vol. 5, no. 1, (2014), pp. 01-17.
 Vijayalatha S., Brindha G., Emerging employee retention strategies in it industry,
International Journal of Pharmacy and Technology, vol. 8, no. 2, (2016), pp.
12207- 12218.
 Karthik A., Brindha G., Green revolution conversion of offline education to online
education, International Journal of Pharmacy and Technology, vol. 8, no. 3, (2016),
pp. 15393-15407.
108
A STUDY ON EMPLOYEE ENGAGEMENT THROUGH THE AWARENESS ON

PERFORMANCE MANAGEMENT SYSTEM IN TRAVANCORE CEMENTS LTD.,
KOTTAYAM
Nebu Cherian.P,
N.Santhoshkumar
Introduction
Employee Engagement has become a popular topic for scholars and practitioners in recent
years. Employee Engagement is defined by Towers Perrin (2003) as a combination of
―emotional and rational factors relating to work and the overall working experience. The
emotional factors tie to people‘s personal satisfaction and the sense of inspiration and
affirmation they get from their work and from being part of their organisation. The rational
factors, by contrast, generally relate to the relationship between the individual and the
broader corporation‖. Lawson, McKinsey and Company (2009) have defined an engaged
employee as ―committed and will go above and beyond, passionate and takes ownership for
the quality of their work, paints a positive image of the organisation and recommends it and
its products, services to others, understands how their work results in meaningful outcomes
and vigorously pursues the organisations goals.‖ These definitions clearly define to the full
extent employee engagement and the roots of subject. The focus of this dissertation is an
evaluation and measurement of employee engagement. Employee engagement is defined by
Kahn as ―the harnessing of organisational members‘ selves to their work roles; in
engagement, people employ and express themselves physically, cognitively and emotionally
during role performances‖ (Kahn, W.A. 1990). Within the literature review, the researcher
reviewed academic as well as practitioner research relating to the subject matter of employee
engagement. The researcher, in completion of the dissertation, utilized peer review journals,
as well as internet searches in order to find up to date practitioner publications on employee
engagement. Every organization performs its task with the help of resources as men,
machine, materials and money. Except work force, other resources are non-living, but work
force is alive and generating resource. Labor utilizes other resources and gives output. If
manpower is not available then other resources are useless and cannot produce any things.
Out of all the factors of production, work force has the highest priority, is the most
significant factor of production, and plays a pivotal role in areas of productivity and quality.
In case, lack of attention to the other factors those are non-living may result in a reduction of
profitability to some extent. However, ignoring the human resource can prove to be
disastrous. In a country where human resource is abundant, it is a pity that they remain
under-utilized. In the wording of Oliver Sheldon, ―No industry can be rendered efficient so
long as the basic fact remains unrecognized that is human.‖ The people at work comprise a
large number of individuals of different sex, age, socio-religious group and different
educational or literacy standards. These individuals in the work place exhibit not only
similar behaviour patterns and characteristics to a certain degree but also they show much
dissimilarity. Technology alone, however, cannot bring about desired change in economic
performance of the country unless human potential is fully utilized for production. The
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management must therefore be aware not only organization but also employees and their
needs.
Literature review
Nigam Rachna, et. al., (2018) observed that the private sector is much more advanced, aware
of the latest, and best in class performance management practices. The employees of these
private sector organizations have full knowledge of the performance management activities
and methods prevailing in their respective organizations. The satisfaction levels of the
employees of private sector are much more than that of the employees of public sector
organizations. Performance Management is taken very seriously and is conducted accurately
and systematically in private sector whereas, it a treated as a mere formality in public sector
organization.
Yoganandan, et. al., (2016) found out the effectiveness of performance appraisal system of
employees in Seshasayee Paper and Boards Limited, Erode. For this purpose, a sample size
of 313 was selected among the total population of employees working in the organization
through stratified random sampling technique. The study found that there is a significant
relationship between designation of the employees and their perception on the rewards given
for good performance and there is no significant relationship between designation of the
employees and the punitive action taken for poor performance.
The study suggested the appraiser or the supervisor of the employee working in different
department must identify the performing employee and such employees shall be given with
both monetary and non-monetary rewards.
Budhi Sagar Mishra (2015) concluded that research by effective performance management
system is a key tool of communication and motivation within the organization. There should
be the strong support from management for carrying out fair and transparent performance
appraisal system. If employer has to reduce the labour turn over, he has to reward and
develop his employees. If employees are satisfied definitely brand and profit is created into
the market. So based on performance there should be some incentive and benefits and
promotion policies to the employees, there can also be non-monetary benefit.
Deepmala Singh (2014) studied the importance of performance appraisal for the better
working of the management in BHEL Company. This research aims to figure out the
effectiveness, the awareness level and satisfaction level of employees on Performance
appraisal system with special reference to BHEL, HERP (Varanasi). This study reveals that
if employees are satisfied definitely brand and profit is created into the market. The adoption
of such a system will provide for significant organizational gain and result in the
achievement of consolidating desired organizational directions. Therefore, the performance
Appraisal system should be taken in a positive way. By appraisal system, Organizational
capabilities will be building by identifying key result areas of every individual. Based on the
same training need will also be identified. By appraisal system, the best performer gives the
quality work, where effective performance appraisal has a positive effect on corporate
performance and profitability.

Employee engagement has many benefits for an organisation; the subject has links to
benefits such as; delivering improved business performance, revenue growth, customer
satisfaction, staff retention and efficiency. It therefore understood why an employer should
wish for a more engaged workforce. The purpose of this dissertation was to identify the
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employee engagement through the awareness of performance management system of

employees in Travancore Cements Ltd., Nattakom, Kottayam.
In the literature review, the researcher referred to academic relating to the subject of
employee engagement. Employee engagement has become a major field of interest both for
academics and in practice. Travancore Cements Ltd., (TCL) is the only manufacturer of the
production of cements from the raw material, limestone. The company is situated on the
banks of Kodoor River at Nattakom, three kilometres from Kottayam. The company was
incorporated on 9th October 1946. It commenced operation on 7th December, 1946. The
company was under private management till 1974 and subsequently Government took over
the company and commenced production of gray cements, gradually diversified to the
production of white cement under the brand name Vembanad. It started production of white
cement paint also in the year, 1977 under the brand name Snowcem and Shelcem. The
company has obtained IS0 9002 certification. The various departments of the company are
Dredger Department, Water Transport, Running Plant, Packing Plant, Workshop, Office,
Laboratory, General Stores, Time Office, Civil Engineering, Electrical, General Transport,
Cement Paint, Sanitary, Materials Handling, Medical, Sports and Marketing. The company
provides proper working conditions to the employees which includes supply of safety
devices like shoes, masks, ear plugs, housing facilities like quarters, medical benefits and
other fringe benefits like transport, canteen, leave travel assistance, recreational facilities
etc., besides production incentives. About 500 non-managerial personnel are working in
different departments of this company apart from managerial staff. In present highly
competitive environment, the effective performance management system is paramount
important to sustain in the highly competitive market. Therefore, in this study an attempt
has been made by researcher to analyze the employee engagement through the awareness on
performance management system of employees in Travancore Cements Ltd., Kottayam.
Scope of the study

The overarching aim of this study is to attempt to identify the employee engagement through
the awareness of performance management system of employees in Travancore Cements
Ltd., Kottayam. The generation and harnessing of high employee engagement has been link
to high levels of individual performance as well as increased organisational financial
performance.
The study covered seven factors viz., Recruitment and selection, Organizational strategy,
Goals and performance measures, Performance Standard, Performance appraisal system and
feedback, Performance Rating, Performance appraisal and Training and development and
Performance appraisal and Reward to analyze the employee engagement through the
awareness of performance management system. This study will be helpful for the
management to design an efficient employee engagement through the awareness on
performance management system and improve the satisfaction of the employees.

 To examine employee engagement and performance management system of the
Travancore Cements Ltd., Kottayam.
 To analyze the employee engagement through the awareness on performance
management system of the study unit.
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 To suggest the management to develop employee engagement through the awareness

of performance management system and to improve satisfaction of the employees.
 Hypothesis of the study

 There is no significant difference between categories of the respondents and their
level of awareness about the performance management system.
 There is no significant difference between demographic variables and the level of
awareness about the performance management system.
The study has made use of the Case study Method and Survey Method of research to achieve
the set objectives. The employees are classified as top-level cluster, middle level cluster and
lower level cluster. The executives, supervisors and artisans belong to top level, middle level
and lower level management respectively. There are 1244 employees are working of which,
202 employees are top level, 436 employees are middle level and 606 employees are lower
level management. The researcher determines 30 per cent of the employees in each cluster.
Thus, a total sample consists of 61 higher level, 131 Middle level and 182 Lower level
employees were selected as a sample of the study unit under cluster random sampling
method. The questionnaire was administered to the sample respondents to collect the
required primary data. Secondary data were collected through various sources such as
journals, research articles, relevant books, manuals and web sites.
Demographic variables and level of awareness
Table – 1.1 Gender and level of awareness

Gender Low Moderate High Total
Male 116 (62.70) 81 (66.95) 38 (55.88) 235 (62.83)
Female 69 (37.30) 40 (33.05) 30 (44.12) 139 (37.17)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
Source: Primary data, Figure in the bracket is percentage of total
Table 1.1 shows that among the respondents who have low awareness about the overall
performance management system, about 63 per cent of the respondents are male and 37 per
cent of the respondents are female. Out of 121 respondents who have moderate awareness,
nearly 67 per cent and 33 per cent of the respondents are male and female. Out of 68
respondents who well informed about the performance management system the majority of
the respondents are male. Therefore, it can be inferred from the table that male employees
have low awareness when compared to female employees with the overall performance
Table – 1.2 Age and level of awareness
Age Low Moderate High Total
Less than 40 54 (29.19) 08 (06.61) 04 (05.88) 66 (17.65)
40 – 50 82 (44.32) 03 (02.48) 06 (08.83) 91 (24.33)
More than 50 49 (26.49) 110 (90.91) 58 (85.29) 217 (58.02)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
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Table 1.2 reveals that among the respondents who reveal low awareness, about 44
per cent, 29 per cent and 26 per cent of the respondents belong to the age group of 40-50
years, less than 40 years and more than 50 years of age. Out of 121 respondents who have
moderate awareness, nearly 91 per cent of the respondents were more than 50 years of age.
In case of the respondents who have a high level of awareness, 85 per cent of the
respondents were in the age group of more than 50 years. Therefore, it can be inferred from
the table that well experienced employees have high awareness with overall performance
management systems of the study unit.
Table – 1.3 Marital status and level of awareness

Marital Status Low Moderate High Total
Married 162 (87.57) 102 (84.30) 52 (76.47) 316 (84.49)
Unmarried 23 (12.43) 19 (15.70) 16 (23.53) 58 (15.51)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
The table 1.3 shows that out of 185 respondents who have low awareness, about 88
per cent of the respondents are married and nearly 12 per cent of the respondents are
unmarried. Among the respondents who exposed the moderate and high level of awareness
the majority of the respondents are married. Therefore, it can be inferred from the table that
the married employees have low awareness about the performance management system the
of the study unit.
Table – 1.4 Number of dependents and level of awareness

No. of Dependents Low Moderate High Total
Less than 3 22 (11.89) 44 (36.36) 34 (50.00) 100 (26.74)
3-5 131 (70.81) 53 (43.81) 18 (26.47) 202 (54.01)
More than 5 32 (17.30) 24 (19.83) 16 (23.53) 72 (19.25)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
Table 1.4 shows that out of 185 respondents who revealed a low awareness, nearly 71 per
cent, 17 per cent and 12 per cent of the respondents are having 3-5 dependents, more than 5
dependents and less than 3 dependents respectively. Among the respondents who expressed
moderate and high level of awareness, as much as 44 per cent and 50 per cent of the
respondents have 3-5 and less than three dependents. Therefore, it can be inferred from the
table that employees belong to medium and large family have low awareness with
performance system of the study unit.
Table – 1.5 Number of earning members and level of awareness

No. of Earning Members Low Moderate High Total
One member only 27 (14.59) 47 (38.84) 35 (51.47) 109 (29.14)
Two members 129 (69.73) 53 (43.80) 22 (32.35) 204 (54.55)
More than two members 29 (15.68) 21 (17.36) 11 (16.18) 61 (16.31)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
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It is observed from the table 1.5 that out of 185 respondents who exposed low
awareness, the majority of the respondents have two earning members followed by 16 per
cent and 15 per cent of the respondents have more than two and one earning member.
Among the respondents who expressed moderate and high level of awareness, about 44 per
cent and 51 per cent have two earning members and one earning member respectively.
Therefore, it can be inferred from the table that the employees who have more than two
earning members have low awareness about the performance management system of the
study unit.
Table – 1.6 Educational qualifications and level of awareness

Educational Qualifications Low Moderate High Total
Diploma course 91 (49.19) 12 (09.92) 10 (14.71) 113 (30.21)
Undergraduate 82 (44.32) 86 (71.07) 24 (35.29) 192 (51.34)
Postgraduate 12 (06.49) 23 (19.01) 34 (50.00) 69 (18.45)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
Table 1.6 shows that out of 185 respondents who have low awareness, as much as 49
per cent of the respondents were studied diploma courses, 44 per cent of the respondents
were undergraduates, and nearly 12 per cent of the respondents were postgraduates. Those
respondents who exposed the moderate and high level of awareness the majority of the
respondents were undergraduates and postgraduates respectively. Therefore, it can be
inferred from the table that low educated employees have poor awareness about the
performance management system of the study unit.
Table – 1.7 Work experience and level of awareness

Work experience (Year) Low Moderate High Total
Less than 5 88 (47.57) 05 (04.13) 12 (17.65) 105 (28.07)
5 – 10 57 (30.81) 78 (64.46) 22 (32.35) 157 (41.98)
More than 10 years 40 (21.62) 38 (31.41) 34 (50.00) 112 (29.95)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
Table 1.7 shows that out of 185 respondents who reported low awareness about the
performance management system, nearly 48 per cent, 31 per cent and 22 percent of the
respondents were less than 5 years, 5-10 years and more than 10 years of work experience
respectively. Out of 121 and 68 respondents who have moderate and high level of
awareness, the majority of the respondents have 5-10 years and more 10 years of work
experience. Therefore, it can be inferred from the table that low experienced employees
have poor awareness about the performance management system of the study unit.
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Table – 1.8 Monthly income and level of awareness

Monthly Income (Rs.) Low Moderate High Total
Less than 50,000 86 (46.49) 22 (18.18) 25 (36.76) 133 (35.56)
50,000 – 75,000 82 (44.32) 78 (64.46) 29 (42.65) 189 (50.53)
More than 75,000 17 (09.19) 21 (17.36) 14 (20.49) 52 (13.91)
Total 185 (100.00) 121 (100.00) 68 (100.00) 374 (100.00)
Table 1.8 shows that out of 185 respondents who exposed low awareness nearly 46 per cent,
44 per cent and 9 per cent of the respondents' monthly income was less than Rs. 50,000, Rs.
50,000 – 75,000 and more than Rs. 75,000 respectively. Among the respondents who have
moderate and high level of awareness, about 64 per cent and 43 per cent of the respondents'
monthly income was Rs. 50,000 – 75,000. Therefore, it can be inferred from the table that
low income group of employees has poor awareness about the performance management
system of the study unit
Relationship between demographic variables and level of awareness

Null hypothesis
There is no significant difference between demographic variables and the level of awareness
about the performance management system.
Table – 1.9 Chi-square test result

Chi- Table H Accepted /
Demographic variable Table value o
Square Df value 5% Significance
and Level of Awareness 1% level Rejected
Value level
Gender and level of **
149.00 2 5.991 9.210 Rejected
awareness Significant
**
Age and level of awareness 151.00 4 9.488 13.277 Rejected
Significant
Marital status and level of 5.991 Not
4.68 2 9.210 Accepted
awareness significant
No. of dependents and **
55.8 4 9.488 13.277 Rejected
level of awareness Significant
No. of earning members **
45.6 4 9.488 13.277 Rejected
and level of awareness Significant
Educational qualifications **
109.00 4 9.488 13.277 Rejected
and level of awareness Significant
Work of experience and **
87.4 4 9.488 13.277 Rejected
level of awareness Significant
Monthly income and level **
29.6 4 9.488 13.277 Rejected
of awareness Significant
Source: Compiled from collected data.
** Significant both at 5% level and the 1% level.
Table 1.9 shows that the level of awareness was assessed with variables such as gender, age,
marital status, number of dependents, number of earning members, educational
qualifications, working experience and monthly income. From the analysis among them
there is a significant difference between gender and level of awareness, age and level of
awareness, number of dependents and level of awareness, number of earning members and
level of awareness, educational qualifications and level of awareness, work of experience
and level of awareness and monthly income and level of awareness about the performance
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Major findings
 The study reveals that the employee belongs to higher level management have a
higher awareness of organizational strategies than that of middle and lower level
management in the study unit.
 It is observed from the study that the employees belong to lower level management
have low awareness about the performance planning of the study unit.
 The study shows that the employees belong to middle and lower level management
has poor awareness than higher level management about the goals and performance
measures of the study unit
 It is observed from the study that the employee of lower level management
awareness of performance standard is very poor in the study unit.
 The study reveals that the employees of lower level management have a very poor
awareness of performance management system and feedback in the study unit.
 The study shows that the middle and lower level management have low awareness
about the performance rating of the study unit.
 It can be concluded from the study that the middle and lower level management
employees have low awareness in general and lower level employees have very poor
awareness, in particular about performance management, training, and development
of the employees in the study unit.
 It is observed from the study that the employees of the higher-level management
have moderate awareness, whereas employees of the middle and lower level have
poor awareness about the performance management and reward in the study unit.
Suggestions
 The Travancore Cements Ltd., Kottayam should create awareness of performance
management system with regard to Organizational strategy, Performance planning,
Goals and performance measures, Performance Standard, Performance management
system and feedback, Performance Rating, Performance management and Training
and development and Performance management and Reward for the employees in
general and employees of the middle and lower management in particular to increase
their perception and satisfaction with the performance management system.
 The management should conduct orientation and refresher programmes periodically
to all the different level of employees to create awareness about the performance
management system.
 Provide training to employees to enhance self-awareness and provide orientation to
all employees about the implementation of the 360-degree appraisal process and
strengthening the mentoring and coaching processes are as performance
improvement tools.
 The awareness sessions for the employees/appraises should be made more interactive
and the views and opinion of the appraises regarding appraisal should be given due
consideration and information regarding the performance of the employees should be
kept in a proper manner.
 The performance management system should be job-related. Job description should
be given to the employees. Bring them into the line of the organization's goals with
the job objectives so that every employee's work lead to the organizational goal.
116
Conclusion
To conclude, the result of the study reveals that the employees of higher level management
well aware whereas middle and lower level management employees have poor awareness of
the overall performance management system of the study unit. It can be concluded from the
study that the employees of higher-level management perceive moderate satisfaction,
whereas employee of middle and lower level perceived low satisfaction about the overall
performance management system of the study unit. The study further reveals that the study
indicates there is a strong relationship between the awareness of the employees and their
perception about performance management system. The study also indicates that awareness
is a strong predictor of the perception of the employees about performance management
system. The results of the empirical analysis indicate that if the study unit creates higher
awareness of performance management system, this can improve the perception of the
employees about the performance management system of the study unit. Finally, the
performance management has increasingly become part of a more strategic approach to
integrating HR activities and business policies and may now be seen as a generic term
covering a variety of activities through which organizations seek to assess employees and
develop their competence, enhance performance and distribute rewards. The principal
purpose of performance management system should be to improve the employee and the
organizational performance. The system must be based on a deep regard for people and
recognize that employees are the most important resource. The system should first contribute
to the satisfaction of all the employees. This tenet will require a continuous effort in
counseling, coaching and honest, open communications between the employee and
supervisors. The implementing effective performance management is one of the vital factors
for the organization to survive in the highly competitive business environment.
References
 Agbola et al, ―The Effectiveness of Performance Appraisal as a Tool for
Enhancing Employee Performance in the Public Health sector‖, Global Management
Journal, 2011.
 Brudan, A. ―Rediscovering performance management: systems, learning and

integration‖, Measuring Business Excellence, Vol.14, No.1, pp 109, 2010.
 Chan, D. C. ―Core competencies and performance management in Canadian public

libraries‖, Library Management, Vol. 2(3), pp 144-153, 2005.
 Dick G. (2011), ―Performance Appraisals are not Only About Numbers ―, Economic
Times, 8th Nov 2011.
 Egan, G. ―A clear path to peak performance‖, People Management,Vol. 18, pp 34–

37, 1995.
 Furnham, Adrian. ―Performance management system‖, European Business Journal,

pp 83-94, 2004.
 Ghafoor Rahimi, ―Evaluation of performance and continues development‖, Journal

of tact, Vol.137, pp 41-44, 2006.
117
EMPLOYEES SATISFACTION WITH SPECIAL REFERENCE TO HIGHRANGE

FERTILIZERS AND BIOTECH AND RESEARCH CENTRE
PULIYANMALA, IDUKKI
Jeyesh R Nair,
Research Scholar in Commerce, Marudupandiyar College, Thanjavur
N.Santhoshkumar,
Introduction
An organization is a social system consisting of people. Employees undoubtedly are a
critical element in any business process or in an organization. People are vital assets of an
organization which activate all non-human resources. They are the physical and intellectual
capital along with money and machine to achieve the specified organizational goals.
However, a mere employment of people, could not assure the realization of organizational
goals. These human resource need to be properly deployed, tuned, directed, revised and
updated. Effective functioning of the organization depends on the degree of co-operation and
support of the people. There is a popular saying in the context of managing people; ―Best
people produce best results and best organization produce best people.‖ To make an
organization best, there should be a strong bound between employer and employees. There
should be unbreakable relation between them. Industrial relations are used to denote the
collective relationships between management and the workers. Traditionally the terms
industrial relations is used to cover such aspects of industrial life as trade unionism,
collective bargaining , workers participation in management , discipline and grievance
handling , industrial disputes and interpretation of labor laws and rules and code of conduct
.Industrial relation is a multi-disciplinary field that studies the employee employer
relationship. Industrial relations is increasingly being called employment relations or
employee relations because of the importance of non -industrial employment relationships ,
this move is sometimes seen as further broadening of the human recourses management
trend.
Importance of Employee Satisfaction
Employee satisfaction is of utmost importance for employees to remain happy and deliver
their level best. Satisfied employees are the ones who are extremely loyal towards their
organization and stick to it even in the worst scenario. They do not work out of any
compulsion but because they dream of taking their organization to a new level. Employees
need to be passionate towards their work and passion comes only when employees are
satisfied with their job and organization overall. Employee satisfaction leads to a positive
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ambience at the workplace. People seldom crib or complain and concentrate more on their
work. The first benefit of employee satisfaction is that individuals hardly think of leaving
their current jobs. Employee satisfaction in a way is essential for employee retention.
Organizations need to retain deserving and talented employees for long-term growth and
guaranteed success. If people just leave you after being trained, trust me, your organization
would be in a big mess. Agreed you can hire new individuals but no one can deny the
importance of experienced professionals. It is essential for organizations to have experienced
people around who can guide freshers or individuals who have just joined. Employee
attrition is one of the major problems faced by organizations. Retaining talented employees
definitely gives your organization an edge over your competitors as they contribute more
effectively than new joiners. Moreover, no new individual likes to join an organization,
which has a high employee attrition rate. Employees who are not satisfied with their jobs
often badmouth their organization and warn friends and acquaintances to join the same.
Employee satisfaction is essential to ensure higher revenues for the organization. No amount
of trainings or motivation would help, unless and until individuals develop a feeling of
attachment and loyalty towards their organization. Employees waste half of their time
fighting with their counter parts or sorting out issues with them. Trust me; employees who
are satisfied with their jobs seldom have the time to indulge in nasty office politics. They
tend to ignore things and do not even have the time to crib or fight with others. Satisfied
employees are the happy employees who willingly help their fellow workers and cooperate
with the organization even during emergencies. Satisfied employees tend to adjust more and
handle pressure with ease as compared to frustrated ones. Employees who are not satisfied
with their jobs would find a problem in every small thing and be too rigid. They find it
extremely difficult to compromise or cope up with the changing times. On the other hand,
employees who are happy with their jobs willing participate in training programs and are
eager to learn new technologies, software‘s which would eventually help them in their
professional career. Satisfied employees accept challenges with a big smile and deliver even
in the worst of circumstances.
Balasubramanian, Vasanthakumar and Bala (2012) examined the issues related to the
Employee satisfaction of the Library professionals working in colleges imparting
management education in and around Madurai, Tamil Nadu. This paper attempted to
evaluate the job satisfaction of library professionals based on questionnaire based survey
method. 65 questionnaires were distributed out of which 58 responses were received. To
know the level of job satisfaction of library professionals with various qualifications, gender,
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marital status, and to find the category wise job satisfaction level, and to find the working
conditions of library professionals involved in the job satisfaction etc. are the objectives of
the study. The data analyses indicated that the library professionals are satisfied with their
job. Maharana, Murmu and Majhi (2012) studied the Motivation of library personnel in the
Engineering College Libraries in Bhubaneswar, Orissa. This study is carried out to find out
the level of work motivation among the library professionals working in 18 engineering
college libraries of Orissa. To explore the present state of professional manpower, to find out
the level of job motivation among the library professionals, to find out the working
conditions, and to find out various factors affecting the work motivation of the library
professionals in the engineering college libraries. The result of the questionnaire survey
among 60 respondents demonstrates were the main objectives of study positively motivated
library personnel in the libraries. The article of Baro, Fyneman and Zukemefa (2013) is to
investigate the level of job satisfaction among cataloger librarians in University libraries in
Nigeria. 86 catalogers from 29 university libraries in Nigeria participated in the survey. A
questionnaire was used for data collection, which was e-mailed to catalogers. Overall 86 per
cent of the catalogers satisfied with their current job. The findings revealed that catalogers in
university libraries in Nigeria are dissatisfied with dimensions such as roles and
responsibilities, work place culture, rewards and professionals development. On the other
hand, they satisfied with administration and supervision, performance evaluation and
opportunities.
The increasing measure of closer association of the workers with the management in the
working of the industry helps in promoting increases in productivity for the general benefit
of the organization, employees and the country. There are many causes, which have led to
poor industrial relations, and there are conditions, which can generate good industrial
relations. A correct perspective of employee satisfaction is possible on an appreciation of
the same stages of development through which a company has passed over a period to the
present moment. In order to evaluate on to what extent employees are satisfied in a firm and
their relations with the management this study is done.

The study based employee satisfaction with special reference to HIGHRANGE
FERTILIZERS; Puliyanmala is limited to the study on a single industry. This study is to
identify how much industrial relations helps in job satisfaction & development of the
organization and how it motivates employees. Industrial relations used to denote collective
relationships between management and the workers. Effective functioning of the
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organization depends on the degree of co-operation and support of the people .The study
provides Information about the industrial relation in a firm and its effect and benefits to
employees and organization .In order to evaluate how strong the industrial relation prevails
in a firm and to make better relations.
 To understand and analyze the factors responsible for employee satisfaction
 To analyze the perception of employees regarding employee satisfaction of ―High
Range Fertilizers, Puliyanmala‘‘
 To evaluate the impact of trade unions in employee employer relations.
 To study the role of management in employee satisfaction
 Finally, to offer valuable suggestions to based on findings of the study.
Hypothesis
 The employees are satisfied with the management and facilities of the
organization.
 The two attributes gender and bonus are independent to each other. (i.e. they are
not associated)
Scope of the study
The scope of studies covers the current and prospective employees of High Range
Fertilizers, Puliyanmala to know their level of employee satisfaction. This is because they
plats major role in organizational productivity.
Methodology is the procedure used in a research study. The success of the study
depends on the stability of the method. Both primary and secondary data were collected and
used for the study. The information collected under primary data is mainly based on using
sampling techniques with the help of questionnaire and discussion with the employees in the
organization. The internet and different books were main sources of secondary data.
Statistical tools like chi-square, percentage‘s, charts, tables etc... Were used for analysis. The
data for the topic employee satisfaction is collected from 180 respondents. The samples have
been selected under convenient sampling. The data collected from various sources is
analyzed by applying simple percentage and presented with the help of chart diagrams and
tables.
Testing of hypothesis
This section deals with testing of hypothesis formed for the purpose of study. The hypothesis
is tested using scaling technique. The respondents were asked to mark their opinion on a five
point rating scale, highly satisfied, satisfied, dissatisfied, highly dissatisfied and neutral.
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Point in order of 5, 4, 3, 2, and 1, were respectively given to each response as weight. The
weighted mean score of each facility is calculated. The weighted mean score is compared
with the expected mean score of 3 to know the level of satisfaction of the respondents. If the
calculated mean score is higher than the expected mean score, the respondents are presumed
to be satisfied with the organization.
Expected mean score = 5+4+3+2+1 =3
5
Null hypothesis (H0): The employees are satisfied with the management and facilities in the
organization.
Alternative hypothesis (H1): The employees are not satisfied with the management and
facilities in the organization.
Employees response regarding management and facilities
available at High range Fertilizers Puliyanmala
Highly Highly No
S. No Particulars Satisfied Dis-satisfied
Satisfied Dis-satisfied Opinion
1 Relation with management 84 96 0 0 0
2 Salary packages 48 54 27 12 39
3 Bonus 15 30 42 54 39
4 Medical reimbursement 84 96 0 0 0
5 Timely disbursement of salary 180 0 0 0 0
6 Allowances 150 30 0 0 0
7 Accommodation facilities 120 27 0 0 33
8 Gratuity schemes 0 0 138 0 42
9 Employee PF 0 0 150 0 30
10 Pension plan 0 0 0 180 0
11 Group investment schemes 0 0 0 162 18
12 Welfare fund 0 0 0 180 0
Grand Average 7347/180=40.81
40.81/12=3.4
Note:
 The figures in the columns satisfied, highly satisfied, dissatisfied, and highly
dissatisfied and no opinion are obtained by multiplying the no of respondents with
relevant weights.
 TWS=Total weighted score is arrived at by adding the figures in the columns of
satisfied to neutral.
 AVG=Average is arrived at by adding the TWS with the total no of respondents that
is 180. Hypothetical mean = 3; Calculated mean=3.4
122
 Since the calculated mean is higher than the expected mean value hypothesis is not
rejected. In addition, the grant average score is also greater than the expected mean
value. There for we can arrive at the conclusion that the facilities and management of
high range fertilizers Puliyanmala are satisfactory for the employees. Hence,
hypothesis 1 is not rejected.
Hypothesis: 2
Null hypothesis (H0): The two attributes gender and bonus are independent to each other.
Alternative hypothesis (H1): The two attributes gender and bonus are dependent on each
other.
Bonus Male Female Total
Satisfied 20 20 40
Highly Satisfied 26 18 44
Dissatisfied 20 12 32
Highly Dissatisfied 12 14 26
Neutral 18 20 38
Total 96 84 180
Level of significance =5 per cent

Degree of freedom = (r-1) (c-1) = (5-1)(2-1) = 4*1= 4
Observed frequencies (0) =20,20,26,18,20,12,12,14,18,20
Expected frequencies are arrived from the equation = row total*column total
Grand total
O E O-E (O-E)2 (O-E)2/E

20 21.3 -1.3 1.69 0.079
20 18.6 1.4 1.95 0.104
26 23.4 2.6 6.75 0.288
18 20.5 -2.5 6.25 0.30
20 17.00 3.0 9.00 0.52
12 14.9 -2.9 8.41 0.56
12 13.9 -1.9 3.61 0.25
14 12.1 1.9 3.61 0.29
18 20.2 -2.2 4.84 0.23
20 17.7 2.3 5.29 0.29
Chi-square=∑ (O-E) 2/E
=2.91
Table value of chi-square for 4 degree of freedom at 5 per cent level of significance=9.488
Calculated value=2.91
Since the calculated value is less than the table value we accept null hypothesis. i.e...The two
attributes are independent. That means they are not associated.
123
Major findings of the study

 From the study, it was found that most of the respondents come under the age
category of 41-50 and there are no respondents from below age 20. 53.3 per cent
of the respondents are males.
 In the study, most of the respondents are below SSLC and 20 per cent are SSLC
holders.
 75 per cent of the respondents are satisfied with the pay scale and 25 per cent are
dissatisfied. 83.3 per cent of the respondents enjoy the company‘s culture.
 90 per cent respondents are of the opinion that there is no opportunity for
promotions and career development and 10 per cent says no.
 Most of the respondents are of the opinion that their contributions are valued.
 70 per cent of the employees are satisfied and 26.67 per cent are dissatisfied with
the tools and technologies provided to do the work.
 Whole respondents are against trade union activities in the firm. Most of the
respondents will not have membership in trade unions.
 Most of the respondents are of the opinion that there is high political influence
over trade unions.
 78.3 per cent of the respondents believe that they receive motivation at
workplace.
 86.6 per cent respondents are of the opinion that their job responsibilities are
clearly defined and 10 per cent are dissatisfied 3.3 per cent have no opinion
regarding the definition of job responsibilities.
 81.67 per cent respondents are of the opinion that work is evenly distributed
across the team and rest are not.
 81.67 per cent of the employee‘s opinion with regard to investment of
management in the success of the team is positive.
 88.3 per cent of the respondents are of the opinion that management values their
feedback and rest not.
 Whole respondents are satisfied with the facilities and relation with management.
 Most of the respondents are not satisfied with the welfare schemes, gratuity, P.F,
pension plans and also group investment schemes.
 Hypothesis 1 was not rejected after testing ie. It was found that the employees of
high range fertilizers puliyanmala is satisfied with the management and facilities
provided.
124
 After testing hypothesis 2 it has been found that the two attributes are
independent and it was not rejected i.e... That means they are not associated.
Suggestions
 Provide a group investment scheme in the industry.
 Implement provident fund and gratuity schemes as early as possible.
 Provide bonus as proportionate to the salary packages.
 Provide welfare funds for the beneficial of the workers.
 Implement pension plans for the employees.
 Salary packages can be modified.
 A new lab and related equipment‘s can also be provided for salt testing.
Conclusion
Employee satisfaction is quite simply how content or satisfied employees are with their jobs.
Employee satisfaction can affect the productivity of the workforce and financial
performance. More specifically it has been well established in the relations can have both
positive and negative impact on productivity. The study entitled ―Employee satisfaction‖
tries to analyze the factors responsible for Employee satisfaction and we interpreted that the
basic facilities, relation with the management, motivational techniques, and the reward
determines the employee satisfaction. It also emphasis to assess the perception of employees
regarding employee satisfaction and to evaluate the impact of trade unions in Employee
satisfaction in the particular industry and we reached the conclusions that almost all the
employees are satisfied with the facilities, attitude and behavior of management. From the
analysis, we have reached the conclusion that there exist strong relations with the employees
and management in the industry. The management should take necessary steps for the
speedy implementation of welfare funds, provident funds, and gratuity schemes. From the
study, it has been observed that management operates in co-operation with the employees. It
is the strong rapport of employees with the management of high range fertilizers that holds
back them in the industry.
References
 Arun Monappa, ―Labour Welfare and Social Security‖ in Industrial Relations, Tata
McGraw-Hill Publishing Company Limited, New Delhi, 1990, pp. 243-271.
 Tripathi, P.C. ―Labour Welfare and Social Security‖, Personnel Management and
Industrial Relations‖, Sultan Chand & Sons, New Delhi, 1998, pp 325-363.
 Michael, V.P. ―Labour Welfare Measures and Labour Welfare Officers‖ in Human
Resource Management and Human Relations, Himalaya publishing House, Mumbai,
2001, pp.612-618.
125
 Paromita Goswami, ―A Critique of the Unorganized Workers Social Security Act‖,

Economic & Political Weekly, Mumbai, March 14-20, 2009, Vol.44, No.11, pp. 175-
180.
 Hitesh I. Bhatia, ―Social Security for the Most Overlooked Human Resources in
India‖, HRM Review, Hyderabad, March 2010, pp. 49-53.
 Jeya A and Kirubakaran Samuel, ―A Study on Impact of Social Welfare Schemes on
Rural women in Cuddalore District‖, International Journal of Rural Development
and Management Studies, International Science Press, Haryana‖, Vol.4, No.1, June
2010, pp. 110-114.
126
A COMPARATIVE STUDY ON WORK LIFE BALANCE OF

WOMEN EMPLOYEES IN GOVERNMENT AND PRIVATE HOSPITALS
WITH SPECIAL REFERENCE TO IDUKKI DISTRICT, KERALA
Limy Varghese,
Research Scholar in Commerce. Marudupandiyar College, Thanjavur.
N.Santhoshkumar,
Introduction
Now a day‘s hospitals are confronting great competition and scarce resources than ever
before. They are also severely challenged by the external and internal environment to
achieve their goals effectively and efficiently. Women‘s are playing an important role in
determine the quality and cost of health care. It is argued that they have the potentials to be
part of solution to key problems in health care. Because they are playing crucial role in their
organization. Performance and their family well-being. Women‘s work life balance is found
to influence the hospital performance and productivity. Due to high work pressure in private
sector job .It has also become difficult for women to maintain a healthy family life .Hence it
assumed that work life balance can help in bringing a huge transformation in an
individual‘s life .this will further help the individuals in realizing their dreams also. For
implementing the work life balance practice ,it is essential for the employer to understand
its importance .For supporting work life balance the employer may have to incur additional
cash in implementing such polices .Work life balance helps in describing a balance between
person and working life. The term work life balance is given performance as it include the
experience of working mothers and helps in exploring new ways of working and living for
them. Managing a balance between family and work life is the biggest challenge for both
working people and the organization. Work and family life have been integral part of a
women‘s life. These two together forms an integrated completely and therefore attracts a lot
of attention. The need to study the inter linkages becomes all the more important with the
increasing number of women entering into the formal working environment. Work life
balance is balancing the priorities of career goals, family goals. Career goals include
promotion employment status, monetary earnings and family goals include spending more
time with family members for spiritual activities, pleasure leisure, health, education and
careers of family members.
Literature review
Balaji (2014) observed that it becomes highly important to study what women undergo in
their carrier path as they will be handling their family as well at the same time and the stress
and the work pressure is far more than others as a lot of time management, job management,
kid management, hour‘s management everything is put under criteria. It is critical for work
and family research to fully understand the conditions under which the married women
employees, experience conflicts between their roles. There is a need to consider working
environment, job satisfaction, family support and number of working hours in the failure
research. In order to attain in depth understanding of once work and family life researcher
who study work and family role should include multiple perspectives such as job stress
quality of life, mental health and work demands .In addition it is necessary to explore
127
multiple waves of dollar collections over a large period of time to better understand the
changing nature of work family roles over time.
Yadav and Dabhude (2013) have concluded that the women working in all types of
professional demonstrating that there are no gender differences in work. The increasing
demands at work place, the interface between work life and personal life needs more
attention. It leads to stress and such situation affects personal health both psychologically
and physiologically.
Sudha and Karthikeyan (2014) reveal the overview of the various challenges and issues
faced by women employees to achieve WLB. To achieve WLB every woman should get
good and exceed both in carrier and in family. Some of the strategies and skills at work such
as planning organizing, setting limits can be used at home, and work place for accomplishing
a satisfying and fulfilling well balanced life both professionally and personally. Women
employee should care the family both physically and financially to satisfy the family needs.
Also works for accomplishment of organizational objectives and individual upliftement to
satisfy the career needs. Organization need to adopt human resource strategies and polices to
overcome the issues of the work life balance of women in the current business environment.

The woman‘s working in the healthcare sector, the work under the condition of work
pressure, inflexible working environment and frequent patients interactions. The women
employees in health sector face the situation of caring work responsibilities of home and
hospitals at time. This situation imbalances those to manage the work and family .So the
problem is entitled as ―A Comparative Study On Work Life Balance Of Women Employees
In Government Hospitals And Private Hospitals With Special Reference to Idukki District
Kerala.‖

Women employees work life balance is very important in the present situation. Today
women‘s are playing a vital role in the healthcare sector. Women‘s are willing to do every
job in the world. Therefore, the women‘s are able to maintain their work life balance.
Maintaining a healthy work life balance is not only important for health and relationship, but
it can also improve the employee‘s productivity and ultimately performance. It is not an easy
task to achieve work life balance in today‘s unpredictable and fast-paced business world. As
we grow increasingly more connected through technology and social media, it is becoming
more and more difficult to separate work from our personal lives. Employer expects more
and more from their people, which leads to them feeling more pressure to achieve greater
results. Consequently, this leads to longer working hours, and less time spent at home.

 To assess the women employees level of satisfaction among work life balance
 To suggest and recommend some measures for maintaining work life balances
Hypothesis
 There is no significant difference between working environment and satisfaction
level of employees.
 There is no significant difference between expectation of women employees and job
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Scope of the study

The study is based on the women employees of government and private hospitals of Idukki
District Kerala. The employment opportunities of women‘s in healthcare sectors show the
booming in public and private healthcare. Now a day‘s work life balance of women
employees in healthcare is challenging one. It is normally a challenging exercise among the
occupants to manage work situation , family circumstances and the intervention of these
two at different conditions in addition to assess the influences of various work related and
personal factor to work life balances of women employees.
For the purpose of the study, primary data was collected through Questionnaire. The
secondary data used for the study were collected from magazines, journals and other thesis
related to the area of the study. For the purpose of the study, stratified sampling techniques
were applied. Sample size selected for the study was 200. Out of the 200 Employees, 100
Employees from Government hospitals and remaining 100 from private sector hospitals.
Analysis of working environment and job satisfaction level

satisfaction level about the work life balance of women employees in government and
private hospitals. A null hypothesis is framed and tested with the help of X2 test.
Null Hypothesis
There is a no significant difference between working environment and job satisfaction level
of women employees.

Table
Table
Working Environment Value H0
Chi-Square Degree of Value at
and Job Satisfaction at Accepted /
Test Value Freedom 1% Significance
Level 5% Rejected
Level
Level
Flexible working hours Not
2.74 4 13.277 9.488 Accepted
and Job satisfaction level Significant
Transportation facility Not
2.21 4 13.277 9.488 Accepted
Sick and holiday leave Not
3.36 4 13.277 9.488 Accepted
The above table shows that the job satisfaction level assessed with working environment
factors such as flexible working hours, transportation facility employees, sick and holiday
leave. From the analysis among there is no significant difference between, transportation
facility employees, sick and holiday leave about the job satisfaction level of the study unit.
Relationship between Welfare Measures and Job Satisfaction Level

satisfaction level about the government and private hospitals. A null hypothesis is formed
and tested with the help of X2 test.
129
Null Hypothesis
There is a no significant difference between expectation of women employees and job
Table – 1.2 Chi-Square Test Result

Table
Table
Women Employees Chi- Value H0
Degree of Value at
Expectation and Job Square at Accepted /
Freedom 1% Significance
Satisfaction Level Test Value 5% Rejected
Level
Level
Better relationship with
superiors and Job Not
2.16 4 13.277 9.488 Accepted
Improving the quality of
Not
family life and Job 5.91 4 13.277 9.488 Accepted
Significant
satisfaction level
High Retention and Job Not
1.6 4 13.277 9.488 Accepted
The above table shows that the job satisfaction level assessed with women employees
expectation such as better relationship with superiors, improving the quality of family life,
high retention. From the analysis among there is no significant difference between better
relationships with superiors, improving the quality of family life, high retention about the job
Major Findings
 In this study reveals most of the women employees in government hospitals strongly
agree with the present job is convenient for balancing the life as compared to the
private hospitals .In private hospitals majority of the women employees are disagree
with the opinion and some of them are strongly disagree with this out of the 100
respondents 2 per cent of women employees in government hospitals has neutral
about this and 4 per cent of women employees in private hospitals has neutral about
this.
 Majority of the women employees in government hospitals strongly agree with the
opinion of working from home. Women employees in government hospitals 2 per
cent of respondents have no opinion about this they are in neutral zone. Among the
private hospitals, majority of the respondents are strongly agreed with the opinion.22
per cent of them are disagreeing with the opinion. Only 19 per cent have agreed and
15 per cent strongly disagree with the opinion. 8 per cent of them have neutral about
this opinion.
 In this study reveals majority of the women employees in government hospitals

strongly agree with they get better support from colleagues as compared to the
private hospitals. Only 5 per cent and 19 per cent of the respondents are disagree and
strongly disagree.4 per cent of respondents have no opinion about this, they are in
neutral zone. Among the private hospitals17 per cent of them are strongly disagree
with the opinion. 10 per cent of them have neutral about this opinion.
130
 The study reveals Majority of the women employees in government hospitals

strongly agree with they have get enough time to spend outing . 8 per cent and 113
per cent of them are disagree and strongly disagree.6 per cent of respondents have no
opinion about this, they are in neutral zone. Among the private hospitals, majority of
the respondents are disagreeing with the opinion.15 per cent of them are strongly
disagreeing with the opinion. Only 21 per cent of them have strongly agreed and 13
per cent of them are agreeing with the opinion. Only 17 per cent of them have neutral
about this opinion
 The study reveals Majority of the women employees in government hospitals highly
satisfied with flexible work schedule. None of them is highly dissatisfied and
dissatisfied. 12 per cent of respondents are neither satisfied nor dissatisfied. Among
the private hospitals, majority of the respondents are dissatisfied with flexible work
schedule .22 per cent of them are highly dissatisfied with flexible work schedule.
Only 11 per cent of them highly satisfied and 15 per cent of them satisfied with the
opinion. Only 7 per cent of them are neither satisfied nor dissatisfied.
 In this study reveals Majority of the women employees in government hospitals

highly satisfied with transportation facilities.6 per cent and 11 per cent them are
highly dissatisfied and dissatisfied. 4 per cent of respondents are neither satisfied nor
dissatisfied. Among the private hospitals, majority of the respondents are dissatisfied
with transportation facilities.15 per cent of them are highly dissatisfied with flexible
work schedule. Followed by 22 per cent of them highly satisfied and 17 per cent of
them satisfied with the opinion. Only 13 per cent of them are neither satisfied nor
dissatisfied.
 In this study reveals Majority of the women employees in government hospitals

highly satisfied with sick and holiday leave. None of them is highly dissatisfied and
dissatisfied. 7 per cent of respondents are neither satisfied nor dissatisfied. Among
the private hospitals, majority of the respondents are dissatisfied with sick and
holiday leave.13 per cent of them are highly dissatisfied with sick and holiday leave.
Followed by 17 per cent of them highly satisfied and 19 per cent of them satisfied
with the opinion. Only 14 per cent of them are neither satisfied nor dissatisfied.
 The study reveals that majority of the private hospitals women employees are
satisfied with rest room facilities provided by the hospitals than the public hospitals.8
per cent and 6 per cent of them are dissatisfied and neither satisfied nor dissatisfied.
Only 8 per cent of them are highly dissatisfied. Among the private hospitals, Out of
the 100 respondents, Majority of the respondents are highly satisfied with rest room
facilities provided by the hospital (47 per cent).34 per cent of the respondents are
satisfied with the rest room facilities provided by hospitals. Followed by 9 per cent
and 3 per cent of them are dissatisfied and highly dissatisfied. Only 7 per cent of
them are neither satisfied nor dissatisfied with the rest room facilities provided by the
hospitals.
131
 The job satisfaction level assessed with women employees expectation such as better
relationship with superiors, improving the quality of family life, high retention. From
the analysis among there is no significant difference between better relationships
with superiors, improving the quality of family life, high retention about the job
Suggestions
 In private hospitals there are more work load ,that reflect grater turnover .so the
hospitals must provide comfortable work load to achieve more productivity, thereby
reducing the high turnover
 Majority of the women employees are married, it has created a differences in work
life balances. Therefore, the hospitals provide better opportunities to work from
home. Married women with children‘s require more organisational support than the
un married women. So the prime responsibility of the employee to take care while
designing the human resources polices so that they can best utilise the women‘s best
potentials.
 In some private hospitals, do not provide paid maternity leave, in order to take
suitable measure to overcome this difficulty. Provide flexible work schedules in
employees, there by ensure the operational efficiency of hospitals. This may lead
high retention
 Hospitals provide adequate stress relief mechanism for their employee‘s .This reduce
mental strain and health problems .stress free environment can be created by giving
minimum workload. Proper yoga and meditation can be given to the employees to
cope with stress. Hospitals provide adequate financial rewards to the employees
based on their efficiency and experiences.
Conclusion
The findings of the study shows that, it is reasonable to conclude both government and
private hospitals in Idukki district should address the work life balances related issues and
to support the women employees to manage the work life balances which would add to the
performance of these staff members .The result of the study indicate that both government
and private hospital employees work life balances is a challengeable one In this study ,
majority of the women employees in government hospitals are satisfied with the personal
factors relating to the work life balances .
Majority of the women employees in government hospitals are married so that they are able
to maintain the work life balances because they are working from home and they perform the
household responsibility very well. Majority of the of the government hospitals employees
are satisfied with the support from the colleagues and superiors but in cause of private
hospitals employees are dissatisfied with this opinion in private hospital employees suffer lot
of stress. Private hospital employees opinion is they face more work load comparing to
government hospitals Heavy work load in private hospital causes intention of high turnover
.Comparing to government hospital ,private hospital employees suffer lot of stress on the
part of management .In order to reduce this stress problems hospital management provide
better stress relief mechanisms. Flexible working time is major factor in case of women
employees. Majority of the women employees in government hospital are satisfied with the
132
salary structure, HRA allowances, uniform allowances. Most of the women employees in
government hospitals are satisfied with the job. Employees in government hospital are
satisfied with retention strategies adopted. The study findings among the private hospitals
shows that the employees are not satisfied with the salary structure, uniform allowances,
HRA. Private hospital not given uniform allowances .Private hospital employees are not
satisfied with the job. Among the testing of hypothesis the job satisfaction level assessed
with working environment factors, there is no significant difference between, transportation
facility employees, sick and holiday leave about the job satisfaction level. In addition, job
satisfaction level assessed with Women Employees expectation there is no significant
difference between better relationships with superiors, improving the quality of family life,
high retention about the job satisfaction level of the study unit.
References
 Ms.T.Subha (2013) studied ―Work Life Balance among Women Faculties Working
in Arts and Science Colleges with Special Reference to Coimbatore City".
 S.Lakshmi Narayanan and A. Savarimuthu (2013) studied ―Work-Family Conflict,

Family-Work Conflict as Predictors of Work-Life Balance among Women
Employees Working in IT Industries.
 Vijayshri and Rameshkumar Mehtha (2012) studied ―Work Life Balance among
Women Employees in Service Sector with special reference to Pune City‖.
 T.S.Santhi and K.Sundar (2011) studied ―Work Life Balance of Women Employees
in Information Technology Industry‖.
 A.RashidaBanu and K. Duraipandian (2011) studied Development of an Instrument

to Measure Work Life Balance of IT Professionals in Chennai.
 Vijaya Mani (2011) studied ―Work Life Balance and Women Professionals‖.
 Dolly Dolai (2011) studied ―Measuring Work Life Balance among the Employees of
Insurance Industry in India‖.
 Preethi Vijaimadhavan and D.Venkatrama Raju (2010) studied ―Work-Life Balance

Perception of IT Professionals‖.
133
A STUDY ON EMOTIONAL INTELLIGENCE AND QUALITY WORK LIFE

AT MENTOR PERFORMANCE RATING PVT. LTD., KOZHIKODE
Mubeena.E,
Research Scholar in Commerce, Marudupandiyar College, Thanjavur
N.Santhoshkumar,
Introduction
Emotional intelligence (EI) also known as Emotional quotient (EQ) and Emotional
Intelligence Quotient (EIQ), is the capability of individuals to recognize their own emotions
and those of others, discern between different feelings and label them appropriately, use
emotional information to guide thinking and behavior, and manage and/or adjust emotion to
adapt to environments or achieve one‘s goals. Emotional intelligence is the ability to monitor
one‘s own and other people‘s emotions and label them appropriately, and to guide thinking
and behavior. Emotional intelligence also reflects abilities to join intelligence, empathy and
emotions to enhance thought and understanding of interpersonal dynamics. However,
substantial disagreement exists regarding the definition of EI, with respect to both
terminology and operationalization. Emotional intelligence is a very important skill in
leadership. It is said to have five main elements such as self -awareness, self-regulation,
motivation, empathy and social skills.
Dissatisfaction with working life affects the workers some time or another, regardless
position or status. The frustration, boredom and anger common to employees can be costly
to both individuals and organizations. Managers seek to reduce job dissatisfaction at all
organization levels, including their own. This is a complex problem, however, because it is
difficult to isolate and identify the attribute, which affect the quality of working life.
Profitability of a company is linked to satisfaction of its workforce. A company that does not
measure and improve employee satisfaction may face increasing turnover, declining
productivity and limited ability to attract and retain qualified replacements. Employee
satisfaction and quality of work life directly affect company‘s ability to serve its customers.
Efforts towards QWL measurement help in efficient and effective allocation of resources to
enhance productivity and stability of the workforce.
The quality of work life involves the three major parts:

1. Occupational health care
Self-working environment provides the basis for people to enjoy his work. The work
134
should not pose health hazards for the employees.

2. Suitable working time
Companies should observe the number of working hours and the standard limits on
overtime, time of vacation and taking free days before national holidays.
3. Appropriate salary
The employees and employer agree upon appropriate salary. The government
establishes the rate of minimum salary; the employer should not pay less than that to
the employees.
Literature review
Gryn (2010) studied the relationship between EI traits of 268 call center leaders and
their job performance in a medical aid administration organization in Johannesburg, South
Africa. The study found no significant association between overall EI and job performance
of the call center leaders.
Berrocal, Cabello, Castillo and Extremera (2012) investigated the role of gender
differences in EI and whether age acted as a mediator in the relationship between gender and
EI among university students and adults in the community. They observed that age
completely mediated the relationship between gender and EI. Therefore, the role of age is
more pronounced.
Khurram et al., (2011) describe the effectiveness of emotional intelligence in
employee performance and it is specifically examines with four aspects of emotional
intelligence with self-awareness, self-management, social awareness and relationship
management.
Need for this study
We live in a World where competition is always present and confrontations and
battles at a business level are all around us. Therefore, management theories develop models
on ―the rivalry of a company based on its human resources‖; with the argument that a
company can achieve competitive advantages through creation and protection, that increases
distinctive value. In this, environment managers begin to conclude that the motto is ―not
knowing how to do it, but yes increasing its value‖. It includes the abilities to accurately
perceive emotions, to access and generate emotions so as to assist thought, to understand
emotions, to access and generate emotions so as to assist thought to understand emotions and
emotional knowledge and to reflectively regulate emotions and emotional knowledge and to
reflectively regulate emotions so as to promote emotional and intellectual growth.
Understanding yourself, your goals, intentions, responses, behavior and all, understanding
others, and their feelings. Emotional Intelligence helps the employees to increase their
135
emotional self-awareness, emotional expression, creativity, increase tolerance, increase trust

and integrity, improve relations within and across the organization and thereby increase the
performance of each employee and the organization as a whole. ―Emotional intelligence is
one of the few key characteristics that give rise to strategic leaders in organizations‖ At a
microcosmic level, EI will produce an employee who will know his a capability, his job, has
an outlook in the future, and is confident of a well thought action. This will be more valuable
than the action of an employee with high IQ and good knowledge, but low EI. This is where;
emotional intelligence plays a significant role in the organization and becomes an important
criterion of evaluation for judgment of an ‗effective‘ employee. At a macrocosmic level, EI
increases productivity and trust within and across the organization.

 To study the level of emotional intelligence.
 To study the influence of emotional intelligence on Quality of Work-Life.
 To study the influence of socio-demographic factors on emotional intelligence.
 To find out the relationship between marital status and emotional intelligence.
 To find out the relationship between work experience and emotional intelligence.
 To studying the role of Emotional Intelligence and enhancing Quality of Work Life
and happiness among the employees.
Descriptive research is used here to study on Emotional intelligence and Quality of
work-life. The total number of employees working in Mentor performance Rating Pvt. Ltd
705.The researcher will select 20 percentage of total sample. That is 141 after finalized
questionnaire .It will be distributed in to all 141 selected samples. At the time of receiving
the responses, the researcher returned back only 140 questioners. Hence, the sample size is
justified 140. Primary data has been collected through structured questionnaire. The
secondary data used for the study were collected from magazines, journals and other thesis
related to the area of the study.
Analysis of data
Null Hypothesis (H0): There is no significant difference between department and workplace
happiness.
Alternative Hypothesis (H1): There is a significant difference between department and
workplace happiness.
Table – 1.1 One-Way ANOVA of age and emotional intelligence
136
F Sig.
Between groups 9.46 3.06
Within groups
Total 140 140
The above table infers that the level of significance of the factors is 3.06which is
more than 0.05 Null Hypothesis (H0) has been rejected. Therefore, it can be interpreted that
there is no significant difference between age and emotional intelligence. Hence, age does
not have an influence on emotional intelligence
Work experience and emotional intelligence
Null Hypothesis (H0): There is no significant difference between work experience and
emotional intelligence.
Alternative Hypothesis (H1): There is a significant difference between work experience
and emotional intelligence.
Table – 1.2 One-Way ANOVA of work experience and emotional intelligence

Sum of squares Degrees of freedom Mean Square
Between groups SSC = 993 4 MSE = 233
Within groups SSE = 911 10 MSE = 21
Total SST = 114 14
F=233/21=11.0
Degree of freedom= (K-1) = (4, 10)
The table value of 3.48
From the above table reveals that the level of significance is, 3.48 which less than
0.05 null hypotheses have been rejected. Hence, there is a significant difference between
work experience and emotional intelligence. Work experience has influence on emotional
intelligence.
Table – 1.3 Marital status and emotional intelligence
Opinion Single Married Total
Strongly agree 42 17 59
Agree 28 20 48
Neither agree nor disagree 7 3 10
Disagree 9 4 13
Strongly disagree 8 2 10
Total 94 46 140
137
Null Hypothesis (H0): There is no significant difference between marital status and
Alternative Hypothesis (H1): There is significant difference between marital status and
Degrees of freedom and level of significance
V=(r-1) (C-1)
= (5-1) (2-1)
=4x1=4
Being the V=1, at 5% level of significance, the table value =9.488
Decision criteria
When the calculated value is less than the table value, H0 is accepted. Otherwise, if the
calculated value is more than table value, H0 I rejected.
Observed frequency Expected frequency (O-E)2 (O-E)2/E

42 40 4 0.1
28 32 16 0.5
7 6.7 0.09 0.13
9 8.7 0.09 0.01
8 6.7 1.69 0.14
21 19 4 0.20
20 15.7 18.49 0.27
3 3.2 0.04 0.01
4 4.2 0.04 0.09
2 3.2 1.44 0.45
1.9
Degree of freedom 4
Level of significance 0.05
Table value 9.488
Test value 1.9
Here the table value is higher than calculated value hence the result of the experiment
support the hypothesis. H0 accepted and there is no significant difference between marital
status and Emotional intelligence of employees.
Table – 1.4 Position and emotional intelligence
138
Opinion Manager Non manager Total

Strongly agree 41 20 61
Agree 35 17 52
Neither agree nor disagree 8 5 13
Disagree 5 4 9
Strongly disagree 3 2 5
Total 92 48 140
Null Hypothesis (H0): There is no significant difference between position and emotional
intelligence.
Alternative Hypothesis (H1): There is significant difference between position and
Degrees of freedom and level of significance
V=(r-1) (C-1)
= (5-1) (2-1)
=4x1=4

Decision criteria:
41 40 1 0.25
35 34 1 0.25
8 8.5 0.25 0.029
5 5.9 0.81 0.13
3 3.2 0.04 0.012
20 20.9 0.81 0.038
17 17.8 0.64 0.035
5 4.4 0.36 0.25
4 3.0 1 0.33
2 1.7 0.09 0.58
1.904
Degree of freedom 4
139
Level of significance 0.05

Table value 9.488
Test value 1.904
Here the table value is higher than calculated value hence the result of the experiment
support the hypothesis. H0 accepted and there is no significant difference between position
and Emotional intelligence of employees.
Table – 1.5 One-Way ANOVA of gender and emotional intelligence
Null Hypothesis (H0): There is no significant difference between gender and emotional
intelligence.
Alternative Hypothesis (H1): There is a significant difference between gender and
Sum of squares Degrees of freedom Mean Square

Between groups SSC = 1244 4 MSE = 233
Within groups SSE = 114 10 MSE = 21
Total SST = 1358 14
The above table infers that the level of significance of the factors is 5.19 which is
more than 0.05 Null Hypothesis (H0) has been rejected. Therefore, it can be interpreted that
there is no significant difference between age and emotional intelligence. Hence, age does
not have an influence on emotional intelligence.
Table – 1.6 Emotional intelligence and level of risk
Opinion Above average Below average Total
Have feel stress 11 36 47
Have not feel stress 22 71 93
Total 33 107 140
Hypothesis: There is positive relationship between emotional intelligence and level of stress.
Degree of freedom and level of significance
V=(r-1) (C-1)
= (2-1) (2-1) =1x1=1
Decision criteria:
140

11 11.07 0.0049 .0004
22 21.92 0.01 .0005
36 35.92 0.01 .0027
71 71.07 0.0049 .00007
0.0037
Degree of freedom 1
Level of significance 5%
Table value 3.84
Test value 0.0037
Table value is 3.84 at 5% level of significance. If the calculated value is less than the
table value 3.84, we accept the hypothesis that there is positive relationship between
emotional intelligence and level of stress.
Major findings
 The emotional intelligence of the workers is satisfactorily measured under the
different norms. I.e. help from co-workers, patience, equity and justice.
 Age of the employee does not have any influence on emotional intelligence. Gender
of the employees has influence on emotional intelligence.
 Work experience of the employees influence the emotional intelligence. Marital
status of the employees does not have any influence on emotional intelligence
 Position of the employees does not have any influence on emotional intelligence
Suggestions
 The organization should give freedom for the employees to feel free to offer
comments in the organization.
 The organization need departmental or horizontal communication rather than upward
and downward communication
 The employees needed to get motivated instantly and highly for the betterment of the
organization.
 The organization should consider the opinions of the employees and workers most of
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the time rather than occasionally when taking decisions.

 The grievance-handling cell of the organizations should be improved.
 The supervisor-subordinate relationship and employer-employee relationship should
be taken care and maintained as well.
 The firm should take their feelings more seriously. The firm should try to improve
the working condition.
Conclusion
The emotional intelligence and quality of work-life is the two biggest important things in an
employee‘s life. Emotions play an important role in one‘s life. Emotional intelligence is
capability that deeply affects an individual‘s abilities and thus prompts him to be self-
motivated and control and adjust his relationship with others. As the result demonstrated,
there would be a significant, positive relationship between emotional intelligence, its
components namely self-awareness, self-management and relation control and social
awareness. Studies suggest that emotional intelligence improves occupational performance.
Thus it can be stated that by controlling the occupational settings, the employees can
improve their quality of work-life, leading to more efficiency and effectiveness of the
organization, emotional intelligence can reduce interpersonal problems and improve social
relations through strengthening mental health, one‘s sympathy with others, social
consistency, emotional betterment and satisfaction of life. Emotionally intelligent people
capable of controlling their own and others emotions can distinguish between its negative
and positive results, use other‘s emotional data to their own benefit to guide their thoughts
and activities, are more creative, thoughtful and use emotions to solve their own problems.
Thus we can conclude that the emotional intelligence create a better organizational
atmosphere and by strengthening their own self-awareness, controlling their emotions and
relations with others and their emotions.
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143
FIVE FACETS OF MINDFULNESS AND ITS INFLUENCE ON QUALITY OF

WORK-LIFE: A SPECIAL REFERNCE TO BANKING UNITS
M.Om Prakash
Assistant Professor, St. Joseph‟s College of Arts & Science, Cuddalore
S.Pragadeeswaran
Professor, Annamalai University, Chidambaram.
ABSTRACT :
The current study is to examine the role of mindfulness practices in enhancing quality of
work-life. The schemata of content covers the five facets of mindfulness, role of mindfulness
in work place, various mindfulness practices, methods of practicing mindfulness, various
mindfulness strategies, and the impacts of mindfulness practices.
Keywords : Mindfulness, quality of work life.
INTRODUCTION
According to Dr. Ellen Langer, mindfulness remains as common entity among people
who were successful in their respective fields. It is possible to find mindful people in every
field who may be CEO‘s of World‘s most fortune 50 companies, iconic sports person,
legendary artists, musicians, world‘s best teachers and mechanics. Mindfulness is one such
unique practice that transforms them into an elite person. The person who practices
mindfulness, exhibit higher levels of memory, staying keenly focused and establish cordial
relationships with all their co-workers, which are the vital components of a successful
workplace .Systematic mindfulness practice enables a person to become more adaptable to
pressure and to remain less reactive. Mindfulness enables a person to prioritize activities,
learn to slow down, find ideal solution and reduced levels of stress. In other words, a person
works smarter, leaving more time for their life away from the job.
Mindfulness trains a person to remain open minded to actions, curiously directing
one‘s attention towards a particular action and skillfully respond to whatever is happening
right now at the moment which may be good or bad, rather than worrying about something
that might happen or what has happen earlier. (Kabat-Zin, 1996).This comprises paying
close attention to inner states such as physical sensations, emotions, thoughts and to the
things happening in the external world. There are as many mindfulness interventions for
every age group, long and short, with a wide perspective including the workplace, education,
health, parenting and through many diversified media which includes on-line courses, self-
help, face to face conversations, and mobile apps. The key practice throughout these
interventions are very much similar, where the learners were encouraged to pay curious
attention to their changing experience towards inner flow of thoughts, to the surrounding
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sound, the sensation of the breath, feelings and bodily sensations to the everyday and
generally spontaneous experiences of eating and washing, moving and being with a kind
feeling to oneself and to other people.
MINDFULNESS IN THE BANKING SECTOR
Most of the large banks have made mindfulness accessible to their workforce, in
different ways. In early 2004, bank leaders at HSBC like John Studzinski were using
mindfulness to frame their approach to management. Mindful approach towards work helps
to develop authentic relationships with superiors, subordinates and peers which create higher
levels of trust mutually in the workplace. The cognitive benefits of mindfulness would be
helpful in the work and creates a optimistic working environment. The banks appear
particularly receptive to mindfulness, perhaps as a means of helping employees to be
resilient in a round-the-clock, high pressure environment. Mindfulness at Work has worked
with around 25 banks, including JPMorgan and Citibank. The banks are using mindfulness
in more diversified ways to address burnout, improved working relationships, and deal with
occupational stress.
Top management person, branch heads are using it to identify their default modes of
behaviour and thinking, and even as part of diversity and inclusion training to help
employees recognise and address cognitive bias.RBS have developed an impressive multi-
track approach. To mark World Mental Health day in 2016, the bank launched a mindfulness
toolkit in partnership with the Bank Workers Charity. This allowed employees to access
podcasts and articles relating to mindfulness at work, on the way to work, or at home.
DEFINITIONS
Mindfulness: It is defined as a receptive attention to and awareness of present events
and experience (Brown & Ryan, 2003). Mindfulness is the intentional, accepting and non-
judgemental focus of one's attention on the emotions, thoughts and sensations occurring in
the present moment.
Quality of work life: Quality of work life can be defined as the extent to which an
employee is satisfied with working and personal needs through participating in the
workplace while achieving the goals of the organisation.(Louis and Smith,1990)
FIVE FACETS OF MINDFULNESS
Many scales were used to define and measure mindfulness like Mindfulness
Awareness Attention Scale (MAAS) developed by Brown and Ryan 2003, Philadelphia
Mindfulness Scale (PHLMS) proposed by Cardaciotto et.al.(2008). MAAS defined
mindfulness using single factor (Present moment awareness factor) whereas the PHLMS
employed two factor scales (Acceptance and Awareness). However the modern scale -
FFMQ (Five Facet Mindfulness Questionnaire) developed by Baer.et.al.(2008) was
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considered to be much elaborative than its predecessors. FFMQ identifies five factors which
are trait based, which are termed to be five facets of mindfulness. The assessment of trait
mindfulness was done using overall mean score of FFM questionnaire. FFMQ is a 39 item
questionnaire which measured five distinct subscales of mindfulness, which are describing,
acting with consciousness, observing, non-reactivity and non-judging to inner experience.
The subscale ―Observing‖ measures the degree to which a person can notice or
address to internal and external stimulus [e.g. I am able to sense the aromas and smells of
things]. The subscale ―describing‖ measures the degree to which a person can tag words with
my internal experiences [e.g. I am able to describe my feelings through words or by
expressions]. The subscale ―acting with awareness‖ measures the level to which a person can
perform activities in the present moment spontaneously without paying attention [e.g. I am
able to ride my motorbike without paying attention]. The subscale ―Non-judging‖ measures
the degree to which a person regulates his/her inner experience [e.g. I myself criticize or
appreciate for having irrational, inappropriate or noble emotions]. Lastly subscale ―Non-
reactivity‖ measure the degree to which a person is able to arise and pass feelings and
thoughts without becoming attached to them. [e.g. I notice my emotions and feelings without
reacting to them].
WORKPLACE MINDFULNESS
Mindfulness is often abstracted as a state of mind. A good number of studies revealed
disposition-based dissimilarities in mindfulness among individuals (e.g. Brown and Ryan,
2003; Lau et al., 2006; Baer et al., 2006 ;). All such studies identified some individuals were
more mindful than others. As it is the case, mindfulness is related to both positive and
negative aspect, which could be evaluated and conceptualized as a trait and as a state.
(Watson et.al., 1988).From the perspective of individual difference, people are differing in
the way they are mindful in their workplace, which is termed as workplace mindfulness.
When given a performance condition in the workplace, people are found to be more mindful
and stay focussed. Such mindful tendency can be developed and enhanced through proper
training and regular practice (Lee, 2012; Gelfand and Fehr, 2012; Hülsheger et al.,2014;).
Further, studies suggests that related background elements of an individual‘s workplace shall
exert an intense influence on how a person focuses attention within one‘s work setting and
intern performs at work (Elsbach and Pratt, 2007; George, 2009; Zhong and House, 2012).It
is always possible that, for some person, definite features of the working environment may
cue mindfulness. Many individuals mindfully focus their attention at work due to contextual
stimulus encountered within their workspace.On a whole, the aforesaid observations infer
that due to a combination of contextual dispositional and experiential factors, individuals
may differ substantially with regards to workplace mindfulness.
146
MINDFULNESS PRACTICES
Mindfulness practice involves a typically cautious effort to stabilize attention on

definite environmental stimuli and physical sensations, attempting to re-establish a connect
between the wandering mind and the present moment. Such deep engagement with the
present moment is combined with an attitude of openness and acceptance, enables the
emotions and thoughts to juggle without cognitive evaluation. Mindfulness training
commonly involves the practice of intensive attention on breathing while simultaneously
maintaining non-judgmental consciousness of sensations and thoughts.
Mindfulness practice could be of two types - formal and informal.
Formal mindfulness practice is equivalent to performing physical fitness activities like
cycling, dancing. This involves a continuous period of focused attention as part of a
predetermined routine. Simple physical activities that can be performed almost anywhere
such as walking, eating, or sitting are often selected, which can be performed in a group or
individually, outdoors or indoors for a period as low as 10 minutes a day to two hours or
longer. Informal mindfulness practice includes inculcating awareness of the present,
blended with an individual‘s day-to-day routines. It might involve observing the workplace
surroundings, listening keenly to people during conversation, etc.
The MBSR programme, involves 3 hour group classes with a group size of 20 to 35
participants which is held every week for 8 weeks. Daily home assignments were given to
have an absolute continuity to the training. Like MBSR, Google has its own mindfulness
programme ― Search inside yourself ― According to sources from Business Insider, the
programme had been in effect at Google since 2007, where the participants can choose from
either 2.5 day intensive training or spread across seven weeks (about 21 hours of classroom
training) Daniel Goleman, the Harvard-educated psychologist and science journalist, has
identified four basic elements involved in mindfulness practice, which are, focusing on one
specific thing, · mind wandering off · noticing it wandered · shifting attention back to that
one thing again.
The following activities are termed to be the best mindfulness practices which will
enhance the Quality of work- life.
Meditation: The best way to learn mindfulness is to practice meditation. Meditation is
always accessible to everyone. Meditation helps a person to focus on work more intensely.
Meditating for 10 minutes in the morning and 10 minutes in the evening tend to be ideal.
Guided meditation will have a positive impact on all aspects of quality of work life.
One thing at a time: Mindfulness is about being aware and taking things step by step.
While at work or at personal space, it is better to manage top priorities. If a person think
147
about many things at a time he/she will start to feel overwhelmed and stressed. Instead, it is
better to focus first on main tasks and start doing them one by one. While working on a task,
focus on that task only, be present in the moment without anything distraction. If the mind
starts wandering, notice the distractions and slowly let go of them.
Be present in the moment: After work hours allowing themselves to transit to one‘s life
outside work helps a person to move on with the rest of the day focusing on other things.
This is key for better quality of work-life.
Not taking things personally: One‘s job can be stressful due to various factors. We often
deal with unpleasant situations like, our bosses are too demanding our colleagues might be
mean, we are told that we did not do a good job. Take a deep breath and remind yourself that
people react in co-relation with their perspective and not yours.
Breathing exercises: When you feel like it is unable to focus, or you become stressed and
overwhelmed trying a simple breathing exercise may be helpful. You can do it at work in 30
seconds: breath slowly through your nose to the count of 3, hold your breath to the count of
3, exhale slowly to the count of 5. This exercise will calm your senses and you can practice
it in stressful situations. Better quality of work-life demands less stress.
Let go of distractions: Most jobs are stressful, and it does not take much to get distracted by
all these thoughts. Worrying about things that might happen will add to the amount of the
stress you are dealing with already. Then the quality of work-life will be hindered.
Mindfulness is the intervening tool to improve quality of work life.
MINDFULNESS STRATEGIES TO ACHIEVE A MORE ACCEPTABLE QUALITY
OF WORK LIFE:
Being mindful: Quality of work life will be enhanced by being mindful in every moment,
physically and mentally focusing on one particular activity.
Awareness is Key: An individual should be aware to avoid creating negative thoughts and
habits. The person need to be aware of setbacks and adjust the actions accordingly.
Know your “why”: An individual must know what activity must be done, when it should be
done and why the activity should be done.
Observing oneself: Watch out for when you are feeling good about your quality of work life
and when you are not. Which situations and feelings contribute to these experiences. Some
people find that it helps to write them down in a diary.
Schedule your day: Having a better schedule helps to minimize pop-ups. A good schedule
helps a person to stay committed to their work. Last minute pop-ups in the schedule should
be avoided in order to maintain an appropriate quality of work life.
148
Watch out for signs of over-commitment and over-involvement in the work: An

individual should learn to detach himself from work commitments. Sometimes getting too
involved or committed towards work may make a person too stressful which reduces the
productivity.
Do things outside comfort zone: Living outside an individual‘s comfort zone and trying
new things will produce new opportunities that can enhance the quality of work-life.
Surround oneself with the right people: When surrounded by positive people during
hardships or setbacks, an individual will be influenced by positive thoughts and remain
confident in the work spot which leads to higher satisfaction.
“No one size fits all” approach: The perfect quality of work – life can be achieved when
an individual accept that work life change constantly, and there will always be days when
things seem better balanced than others. Trying and working out what works best for
oneself, rather than copy what seems to work for other people will enrich quality of work
life..
Having mentors: Having a mentor from any vertical of work life, will enable an individual
to stay supported in the workplace, which enhances job satisfaction leading to a highly
qualitative work life.
IMPACT OF MINDFULNESS PRACTICES
Mindfulness practices helps in reduced stress level, anxiety and burnout, including
reduced absence to work and sense of time and task pressure, improved capability to manage
behaviour and thoughts. It also helps in improving managerial skills, planning, organizing
and execution. It enriches the problem solving capability and cognition, sparing additional
time to relax. Mindfulness practices vitalize better mental health including anxiety,
undesirable emotions, depression and less distress. Mindfulness practices leads to a sense of
personal growth, higher levels of satisfaction in work place as well as in personal life,
enhanced self-confidence, high self-efficacy and self-compassion, which as a whole leads to
greater wellbeing. Mindfulness elevates patience, tolerance, kindness and compassion
towards others, leading to reduced anger, better empathy, sense of forgiveness and hostility.
Mindfulness enhances physical health by lowering blood pressure, reduced cortisol levels
leading to fewer mental and physical health troubles.
Mindful behaviour endures cognitive performance by enhancing the ability to pay
attention, to have sharp focus, making quality decisions and respond to challenges with a
greater flexibility. Mindfulness enhances superior job performance, which includes greater
ability to prioritise, improved task management and organization, remaining autonomous
and highly self-motivated to see the whole picture, and, to display greater adherence to
employee needs, and achieve more supportive relationships with them. Mindfulness
149
practices enhance better quality of work life, including happy, healthy, highly productive,
satisfied striking a better equilibrium between work and life.
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151
HUMAN RESOURCE INFORMATION SYSTEMS & ITS IMPORTANCE

IN ORGANIZATIONS
Swathi Kalwala
Assoc Professor, Research Scholar, Department of Management, Reyalaseema University,
Kurnool
ABSTRACT
Human Resource Information System is not a new concept, but it makes a
comeback day by day with the changing environment of business. It plays an important
role in the Human Resource Department in any organization. HRIS has many
advantages; it can easily serve as a database for various HR functions like Human
Resource Planning, Personnel Cost Planning, Training & Development, Performance
Appraisal, etc. The overall contribution of HRIS is that it helps in managing various
strategic act i vi t i es of HR department very efficiently and effectively. Human
r es ources and information technology are the two elements that many firms are
looking to utilize as strategic weapons to compete. Information systems specially
developed for human resource management referred as human resource information
system (HRIS). It is an integrated system necessary to collect, record, store, manage,
deliver and present data for human resource and hence promotes effectiveness of human
resource system. Human resource information system shapes an interaction between
human resource management and information technology. HRIS has become a critical
factor in making business competitive and effective. The present paper highlights the
need, components, benefits and functions of HRIS. This will help in understanding the
urgent need of HRIS in organizations and what is the future scope of HRIS.
Keywords: Human Resource Information Systems; HRIS; Human Resource
Management; Information Systems
INTRODUCTION
Leading management thinkers suggest that ―it is not technology, but the art of human -
and humdane- management‖ that is the continuing challenge for executives in the 21st
century. Similarly, believe that ―future economic and strategic advantage will rest with the
organizations that can most effectively attract, develop and retain a diverse group of the
best and the brightest human talent in the market place‖. A human resource information
system (HRIS) is defined as a computer based application and database system developed
to assist HR in decision making and reporting. It is an IT enabled HR service for
managers which is available for analytics.
HRIS is one part of the overall Management Information System of any organization. As
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in other types of information systems, an HRIS comprises a database, which contains one
or more files in which the data germane to the system is maintained, and a database
management system, which facilitates the users to access the system and utilize these
data. HRIS contains tools that allow users to input new data and edit existing data; in
addition, such programs allow users to select and generate a series of predefined reports
that could be printed or displayed on a monitor. Reports may address any of a number
of different HRM issues (e.g., personnel cost planning, employee benefits
administration, compensation planning, succession planning). HRIS also generally
include tools by which users or system administrators may generate ad hoc reports and
select specific cases or subsets of cases for display.
HRIS supports activities such as identifying prospective employees, maintaining
comprehensive database of all the current employees and developing modules for honing
employees‘ skills, talent and competence. Hence, HRIS is used by all three levels of
management viz. Top Level, Middle Level and Lower Level. Top Level management use
HRIS to locate the manpower requirements in order to meet the company‘s goal and
objectives. The middle management uses HRIS to supervise and review the salary
structure, benefits and recruitment of employees. The lower level employees use HRIS to
track the recruitment and selection of employees.
The emergence of the human resource management field (versus personnel administration)
gave the human resource function greater credibility within the managerial setup, calling
for more sophisticated use of information as it is related to the strategic management
function. Companies have experienced increased competitive pressures leading to greater
cost containment demands from upper management, giving rise to greater automation
of the record-keeping function in HRM function. Many HRM departments in larger
organizations have also developed internal information system capabilities and HRIS units
have been established.
OBJECTIVES OF THE STUDY
1. To study the need of HRIS in organizations
2. To understand the components of an HRIS system
3. To study the HRIS model
4. To study the benefits of implementing HRIS in an organization
Need for the study
The primary purpose of HRIS is application of technology for enhancing the efficiency of
human resource management. HRIS was initially perceived as a technology which
converted the manual database into the computer based form. But now, when
organizations have started using the HRIS, the application of HRIS has increased to a
great extent and there are lots of HRIS systems available with numerous broad-based
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features. Therefore the objectives of an HRIS can be summarized as follows:

 To become a common point of source of information related to human
resource in an organization where everyone can collect, access, store and
distribute data in paperless form.
 To collect appropriate data and convert them into information and knowledge
for improved timeliness and quality of decision making.
 To help in faster processing of information and powerful decision making
for optimum utilization of resources.
 To produce a greater number and variety of accurate and real-time HR-related
reports
 To streamline the HR administrative activities so that efficiency and
effectiveness of organization is enhanced
 To enable HR managers to focus more on strategic issues in HRM by relieving
them from the day-to-day operational duties. This can be done with the feature
of ESS (Employee Self Service System) wherein it lets employees to access
the information directly without disturbing the senior managers for the
operational work.
 To improve employee satisfaction by delivering HR services more quickly and
accurately.
 Due to computerized software, the accuracy, reliability and validity of the
data can be increased by eliminating the costs and wastage which occurs with
manual maintenance of records
Components of HRIS
The three functional components of HRIS
Components of Human Resource Information Systems
1. Input- Input function provides the capabilities needed to get human resource data into
the HRIS. It enters personnel information into the HRIS. First of all procedures and
processes are required to gather necessary data. Once collected, these data‘s must be
entered into the system. Edit tables can be used to determine if the data are acceptable.
These tables contain approved values against which the data are automatically checked.
The system should have the facility to update and change the edit tables easily. Today
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scanning technology is available which facilitates the scanning and storage of an actual
image of a company document including signatures and handwritten notes.
2. Data maintenance- Data maintenance function is responsible for updating the data
stored in the various storage devices. As and when changes occur in the human resource
information, these changes have to be incorporated in the HRIS. The old data can be
maintained in the form of historical information.
3. Output- This function of HRIS is the most visible one because the majority of HRIS
users are not involved with collecting, editing, and updating human resource data; rather
they are concerned with information and reports to be used by the systems. In order to
generate valuable output for computer users, HRIS process's output, makes the necessary
calculations and formats the presentation.
Benefits of HRIS
HRIS is a proven solution whenever the tasks of the HR and administrative
functions of an organization become extensive and complicated. Companies of all sizes
have recognized the benefits of such solutions and they regularly implement HRIS
software programs. In this way they improve the efficiency of their organization.
The advantages of HRIS can be summarized as follows:
One time updation: The most crucial benefit of HRIS is that all the information has to be
just filled in once and the data is available for lifetime. Only the updations are required at
a later stage, that too are to be done once and it will be useful for the whole life of the
organization.
Data integration: There are different parts of systems in HRIS which may be updated by
different departments and can be integrated together for decision making, internal
evaluations and meaningful reporting.
Accurate Data: Once the data is entered correctly, it can be assumed that it is full-proof
and precise
Access to any number of people: Since this system can be customized, the employees
can be given access to update their own data like address, contact number, etc. and
departmental managers can update their own set of data like targets, budgets, performance
etc. without any interference.
Documents hosting: HRIS system can host a variety of documents which are
important from employee and company perspective on the system which can be easily
accessed and updated in one place. These set of data include manuals, handbooks, code of
conduct, policies, compliances, etc.
Recruitment management: HRIS can manage and track the whole recruitment process
right from the application of the prospective employee to the actual recruitment.
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Automatic Reminders: HRIS can include automated reminders for events which have not
been performed or have been missed by the organization like performance appraisals,
deadlines, actions to be taken, notifications.
The most important advantages for the management of the company
are:
 Increase of overall decision making efficiency,
 Cost reducing and better control of the budget,
 Business transparency,
 A clear business vision and
 A clear insight into the process of recruitment and selection and also layoffs
 The HR department also has a numerous benefits for HRIS:
 Possession of single database of all employees in the company with all necessary
information and opportunities for different reports,
 The ability to update databases in real time, on the basis of all changes, which is
of extreme importance to regionally diversified companies;
 Elimination of paper forms that are much slower and with much higher probability
of errors;
 Minimize errors caused by human factor;
 Employees in HR department do not have to constantly refer to the instructions
on working hours, because the application is configured according to existing
guidelines, which have reduced delays and uncertainties;
 Improved management system in accordance with the legislation;
 Reduction or elimination of redundancy in the system;
 Standardization of business processes;
 Highly reliable data in the system, whether it is external or internal threats;
 Increased employee satisfaction in the HR department because the easiest
and efficient execution of the tasks;
 The ability to establish full control over internal migration of employees and the
management of their talents and
 The ability to take preventive measures to avoid unpleasant situations in the
Company
 HRIS provides the advantages to the employees among which the most
important are the following:
 Employees can update their own records in the system: One of the most common
methods of granting this access has been by moving HRIS from client server
architecture to a Web-based environment. Interactive voice response (IVR) is the
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latest method being adopted by many firms to allow employees to update their HR
information. This includes such common tasks as updating address information,
planning for retirement, updating health-plan information, reporting on life
events such as the birth of a child, changing beneficiaries on life insurance.
 Other uses of HRIS to employees include the use of HR portals, which provide
employees with information as well as the ability to complete HR-related
transactions. By using these portals, employees are able to communicate to one
another via e-mail, read company news and policies, link to Web sites with
relevant job-related or company related information, and perform HR calculations
for retirement scenarios or cost benefit analysis for insurance options.
Benefits of Human Resource Information Systems
Protection: Security is one of the biggest worries. The biggest security concern today is
unauthorized access to the system since HRIS contains all the confidential data. The
system must to adapt to disallow unauthorized access and publishing of such data. This
would require compartmentalizing the data, that is different people having restricted access
to the data and all the data must not be accessed by all.
Monetary Value: Cost factor is the most important problem since any software
requires huge investment which may not be affordable to relatively smaller companies.
With any system, there are acquisition costs and maintenance costs. The above figure
shows the resource flow of HRIS model by Raymond. As you can observe through the
HRIS model, it has three sets of components which are Input subsystem, HRIS database,
and Output subsystem. In Input subsystem, there are three main subsystems which are data
processing, human resource research, and human resource intelligence. Some input data
might include software that can transform the data into the format that needed and
required. The second one is HRIS database, all the data and information can be stored
in computer storage. The software such as Database management system (DBMS) can
help to perform the maintenance processes. The last one is output subsystem which
contains all the output related to HR which consists of a workforce planning
subsystem, recruiting subsystem, workforce management system, compensation
subsystem, benefit subsystem, and environmental reporting subsystem.
Accuracy: HR managers expect the HRIS to have accurate data about the employees since
that information is of the utmost importance to the company for accurate calculations,
overtime calculation, promotion purpose, etc. The inaccuracy of data may lead to lot of
problems as which may lower the morale of the employees.
Cost: Cost comes as the foremost priority of HR managers when it comes to
implementing the software. The cost in this case would be the implementation costs
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associated with HRIS, transaction costs, the technical people involved with the software,
up gradation of software, addition of features in the current software also increases the
cost. So HR has to make sure the cost benefit ratio is maintained related to the software.
Compliacnce: HR managers would expect the HRIS to be compliant with the laws of the
land. That is, the software should consider the laws applicable to the country and should
have in-built features regarding the same like tax calculation, retirement, pension, etc.
Timeliness: Time is the essence of HR and hence HR managers expect the HRIS to be up-
to-date with all the information which will help in salary calculation, promotions,
deductions and increment calculations on exact dates.
Although almost all HR managers understand the importance of HRIS, the general
perception is that the organization can do without its implantation. Hence, only large
companies have started using HRIS to complement its HR activities. The primary reason
for delay in HRIS implementation in organizations is because of the fear psychosis
created by "technology" and "IT" in the minds of senior management. They may not be
very tech savvy and fear being left out. But trends are changing for the better as more and
more organizations realize the importance of IT and technology. Major HRIS providers
are concentrating on the small and middle range organizations as well as large
organizations for their products. Hence HRIS would soon be an integral part of HR
activities in all organizations.
Any technology has a shelf life and similar is the case with HRIS. The traditional
HRIS/ERP systems are being replaced by Software as a Service (SaaS) applications
which are faster and easier applications. Companies have realized that undiversified
HRIS has become a thing of the past and this kind of system does not work in complex
HR environments organizations are working in. Also HRIS covers a lot of generic
functions, but functional data recovery is a problem as data recovery techniques differ
from organizations to organizations. HRIS also fails to deliver IT solutions required for
each situation.
For e. g. some companies need Health and Safety software as priority and some
organizations may need Learning and Development software as a priority. This is difficult
in HRIS, whereas SaaS will give an opportunity to choose an application which is best
fitting for your organization.
CONCLUSION
The main conclusion of this paper is the realization that the use of Human Resource
Information Systems seems to play an important role in Human Resource Management
(HRM) because HRIS functions improve HRM in terms of administrative purposes and
analytical purposes. The use of technology is turning into less and less the domain of
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only IT functions and more of different departments in global organizations. This is

certainly true of HR, where the use of technology and the effect it will have on the
function is of major concern to senior HR executives. HRIS is going to become an
integral part of organizations and organizations will increasingly need to adapt their HRIS
for most importantly compliances. As understood from the above data, HRIS can make a
whole lot of data accessible to employees which help in transparency. The company can
follow rules and procedures clearly and can be communicated well to employees. The
crucial part of HRIS is the data which is accumulated there. That data will be a lifetime
asset for the company and hence HRIS is going to remain an integral part of
organization.
REFERENCES
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Information System (HRIS) Functions and Human Resource Management (HRM)
Functionalities. Journal of Management Research 4 (4), pp. 192-211
 Dessler, G. (2013). Human resource management: Global Edition (13th Ed.). Pearson
Education.
 Dr. Nisha Aggarwal, Mona Kapoor (2012) Human Resource Information Systems
(HRIS) -Its role and importance in Business Competitiveness, Gian Jyoti E-Journal,
Volume 1, Issue 2 (Jan – Mar 2012).
 Dr. Shikha N. Khera, Ms. Karishma Gulati, (2012) Human Resource Information
System and its impact on Human Resource Planning: A perceptual analysis of
Information Technology companies. IOSR Journal of Business and Management
(IOSRJBM), 3 (6), pp 06-13
 Kamini Teotia (2012). Role Of Hris In Performance Evaluation & Decision Making.
International Journal of Multidisciplinary Research, 2 (4), pp. 229-239
 Marler, J. H. (2009), Making Human Resources Strategic by Going to the Net: Reality
or Myth. The International Journal of Human Resource Management, 20 (3), 515-527.
 Nicholas Aston Beadles II, Christopher M. Lowery, Kim Johns (2005). The Impact
of Human Resource Information Systems: An Exploratory Study in the Public Sector.
Communications of the IIMA, 5 (4), 39-46
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Management in India: A Study. European Journal of Business and Management, 4 (21),
pp. 34-41
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 Saharan, T. and Jafri S. (2012), Valuation of HRIS Status an Insight of Indian

Companies‘ Perspectives, pp. 113-27.
 Sandeep K. Krishnan, Manjari Singh, (2006), Issues and Concerns in the
Implementation and Maintenance of HRIS, Indian Institute of Management
Ahmedabad – Research & Publications. 2006-07-01 pp. 05-19
 Shirivastava, S. and J.B. Shaw. (2003). Liberating HR through technology. Human
Resource Management, 42: 201-222.
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Study of 10 organizations. IHRIM Journal 6 (5), Pp. 45-54
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MEDIATION EFFECT OF JOB SATISFACTION IN THE RELATIONSHIP OF

ORGANIZATIONAL CULTURE AND ORGANIZATION COMMITMENT- USING
PROCESS MACRO
Joiceswarnalatha
Research Scholar, Bharathiar university, Coimbatore.
Dr.V.Murali Krishna
Department of Management studies, SITAMS, Chittor, Andhra Pradesh.
ABSTRACT
Now-a-days in this IT competitive scenario, it has become quite natural to hear the
word job hopping. Most of the IT employees‟ often move from one job to another job. This
study is an attempt to find the commitment levels of IT employees in the present scenario.
The main objective of the study is to find the impact of organizational culture on the
commitment levels of employees‟ and also to find the mediation effect of job satisfaction in
the relationship of organizational culture and organization commitment. The sample units
have been selected from the region of Hyderabad, Telangana State as it is one of the major
IT hubs in India. The sample size of 463 was collected. SPSS Process Macro, Regression is
being used for the analysis part. The regression analysis showed significant positive
association between organizational culture and organization commitment. The results also
showed significant association between organizational culture and job satisfaction. The
result of Process Macro showed that job satisfaction mediates in the relationship of
organizational culture and organization commitment.
Key words: Job satisfaction, organization commitment, organizational culture.
I. Introduction:
The IT sector plays a major role in today‘s competitive world. The IT sector is one of the
largest contributors for the GDP in India. Presently, job hopping has become a very common
concept observed. Many of the IT employees‘ seems to change their jobs very frequently.
This led to the present study. This study is an attempt to know the present status of
organizational culture and its impact on the employees‘ organization commitment. The
researcher also studied the mediation role of job satisfaction in relationship of organizational
culture and organization commitment.
II. Review of Literature:
The organizations‘ providing supportive working climate made the employees‘ to contribute
at a high standard in achieving the organizational goals and this simultaneously lead to their
job satisfaction (Dr. B.Muthukumar, Vidhya and Aswathy 2016). The organizational climate
was having significant impact on the outcomes (Krishnamurthy, syed and Varalakshmi
2017). The leadership styles, organization commitment, quality management practices had
161
significant impact on the performance of the employees‘ and the organizational culture
played a partial mediating role (Ghaith et al 2017). Transactional leadership has significant
impact on organizational commitment and the mediation effect of organizational culture was
partial in the relationship of transactional leadership and organizational commitment (Shy et
al 2016).
III. Research Methodology:
The present study is based on both the primary data and secondary data. The primary data is
collected by using structured questionnaire. The data is collected from IT professionals of
Hyderabad, Telangana. The Sample size is 463. The questionnaire is being distributed to 700
employees‘ but the received response is 513 and among the received 463 was found suitable
for the research. The questionnaire is divided into two parts. The first part is related to
personal information of the respondent and the second part is related to the questions on the
variables of the present study. The demographic variables include age, gender, education,
experience, marital status, working hours and the shift system of the employees‘. The
variables used in the study are job satisfaction, organizational culture and organization
commitment. The questionnaire is scaled by 5 point likert scale. The scale is rated with
strongly agree 5, agree 4, neutral 3, disagree 2 and strongly disagree 1 for the positive
question and vice versa for the negative type of question. The data is being collected by
means of personal interview and Google forms. The secondary data related to IT sector is
collected from the web sites.
III.1. Conceptual frame work of the study:
Job satisfaction
Organizational culture Organization

commitment
Figure: 1: conceptual frame work.
The above figure 1 depicts the conceptual frame work of the present identified from the past
literature. In this study, there are three variables one is independent variable organizational
culture, the other is the dependent variable organization commitment and mediating variable
is job satisfaction.
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III.2. Objectives of the study:

 To assess the organizational culture of the companies
 To assess the organization commitment levels of the IT employees‘.
 To assess the relationship between the organizational culture and organization
commitment levels of the employees‘.
 To study the job satisfaction levels of the IT employees‘
 To know the association of job satisfaction in relationship of organizational culture
and organization commitment.
III.3. Statement of the Problem:
At present we often see more number of employees‘ in the IT sector often changing the
organizations. Here is the point which leads to the question of organizational culture, job
satisfaction and organization commitment. Job satisfaction is the important component
which is expected by every employee and the organization expects committed human
resources. The present study is an attempt to know the job satisfaction levels and
organization commitment levels of the employees‘ and also to investigate the role of job
satisfaction in the relationship of organizational culture and commitment.
III.4 Hypotheses of the study:
H1: There is significant association between organizational culture and organization
commitment levels of the employees‘
H2: There is significant association between organizational culture and job satisfaction levels
of the employees‘
H3: There is significant association between job satisfaction levels of the employees‘ and
their organization commitment.
H4: Job satisfaction levels of the employees‘ mediate in the relationship of organizational
culture and organization commitment.
IV. Data Analysis:
The data collected is edited, coded and fed into the software SPSS. Descriptive statistics,
ANOVA, Correlation, Regression and Process Macro are used for analysis. ANOVA is
applied for testing the significant mean differences of the demographic variables with that of
the three variables in the study. Correlation is used for assessing the interrelatedness of the
three variables. Regression is used for assessing the association of the variables with one
another. Process Macro plugin is used for testing the mediation effect of the job satisfaction
in between organizational culture and organization commitment.
IV.1. Descriptive statistics:
Table: 1 : Demographic profile of the respondents
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Demographic variable No. of respondents Percentage

Gender
Male 266 57.5
Female 197 42.5
Age
21-30 364 78.6
31-40 95 20.5
41-50 2 0.4
Above 50 2 0.4
Education
UG 213 46
PG 248 53.6
Others 2 0.4
Experience
0-1 55 11.9
2-5 295 63.7
6-10 83 17.9
11-15 24 5.2
Above 15 6 1.3
Marital status
Married 255 55.1
Unmarried 203 43.8
Others 5 1.1
Working hours
0-6 10 2.2
7-8 6 3.5
9-10 410 88.6
10-12 27 5.8
Shift system
Day 277 59.8
Night 145 31.3
Others 41 8.9
Table: 2 : ANOVA for testing the significant mean differences of demographic variables
with that of the organization commitment and job satisfaction.
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Demographic variable Organizational commitment Job satisfaction

Age Mean 4.164 4.1403
21-30 SD 0.64810 0.63002
Mean 3.9286 3.9889
31-40 SD 0.77762 0.64818
Mean 3.333 3.3571
41-50 SD 0.4714 0.50508
50 and above Mean 3.0833 2.7143
SD 2.0034 2.02031
F value 4.394 5.461
P value 0.005 0.001
Gender Mean 4.0559 4.0788
Male SD 0.73210 0.63206
Mean 4.1722 4.1280
Female SD 0.62832 0.67187
t-value -1.670 -0.886
P value 0.040 0.732
Education UG Mean 4.2544 4.1505
SD 0.56980 0.64405
PG Mean 3.9749 4.0552
SD 0.75987 0.65134
Others Mean 4.4167 4.2143
SD 0.58926 .90914
F value 0.229 0.909
P value 0.795 0.404
Marital status Mean 4.1121 4.074
Married SD 0.67867 0.62735
Mean 4.1053 4.145
Unmarried SD 0.69256 0.63586
Mean 3.7667 3.5429
Others SD 1.2725 1.6456
F value 0.289 2.569
P value 0.749 0.078
Experience 0-1 Mean 4.0272 4.0633
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SD 0.65354 0.65246
Mean 4.1916 4.1466
2-5 SD 0.65156 0.64760
Mean 4.0727 4.1376
6-10 SD 0.69211 0.49941
Mean 3.4466 3.6310
11-15 SD 0.79408 0.74281
16 and above Mean 3.6111 3.4762
SD 0.99256 1.1163
F Value 5.687 5.196
P value 0.000 0.000
Working hours Mean 4.4662 4.0857
0-6 SD 0.24589 0.38214
Mean 4.2806 4.1395
7-8 SD 0.52905 0.31749
Mean 4.0743 4.0880
9-10 SD 0.70317 0.66136
11 and above Mean 4.3496 4.2590
SD 0.62499 0.68300
F value 2.341 0.607
P value 0.073 0.611
Shift system Mean 4.0635 4.0850
Day SD 0.7140 0.65144
Mean 4.4784 4.2857
Night SD 0.35244 0.38839
Mean 4.0610 4.0209
Others SD 0.69298 0.82162
F value 5.914 2.342
P value 0.003 0.097
The above table 2 depicts significant difference of demographic variables with the means of
organization commitment and job satisfaction levels of the employees‘. It is very clear from
the above table 2 that the age of the employees‘ have significant mean difference with
organization commitment and job satisfaction.
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The gender has significant mean difference with the organization commitment but not with
the job satisfaction. The females are found to have greater commitment level than that of the
males.
Education and marital status of the employees‘ do not have significant mean difference with
organization commitment and job satisfaction‘. The Experience and working hours of the
employees‘ was found to have significant difference with the means of organization
commitment and job satisfaction levels. The shift system of the employees‘ was significant
with the mean of organization commitment but not with the job satisfaction levels. The
people working in the night shift were found to have high commitment than that of day shift.
IV.2.H1: There is significant association between organizational culture and organization
commitment levels of the employees‘.
Regression is used for analyzing this hypothesis. In this the dependent variable is
organization commitment and independent variable is organization culture. The results are
tabulated below in table 3.
Table: 3 Regression for assessing the relationship of organizational culture and organization
commitment.
Variable Unstandardize Standardize t P ANOVA R
d Coefficients d R squar
Coefficients e
B Std. Beta F P
Error
1.41 0.532 0.00 181.52 .000 0.53 0.283
(Constant) 0.202 6.990 b
1 0 4 2
Organizationa 0.65 13.47 0.00
0.049
l culture 6 3 0
a. Dependent Variable: organization commitment
b. Predictors : constant, organizational culture
The R square value is 0.283. This means that 28.3 % of organization commitment is
explained by organizational culture. The impact of organizational culture was very low on
organization commitment. The P value is less than 0.01 at 1% level of significance
indicating that there is significant positive association between organizational culture and
organization commitment. The coefficient of organizational culture is 0.656, which means
that there will be 0.656 increase in organization commitment for every one unit increase in
organizational culture.
Regression equation for Organization commitment is:
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Organization commitment= 1.411+0.656(organizational culture)

IV.3. H2: There is significant association between organizational culture and job satisfaction
levels of the employees‘.
Table: 4: Regression test is for assessing the relationship between organizational culture and
job satisfaction levels of the employees‘.
Variable Unstandardize Standardize t P ANOVA R
d Coefficients d R squar
Coefficients e
B Std. Beta F P
Error
0.71 0.712 0.00 475.27 .000 0.71 0.508
(Constant) 0.157 4.523 b
0 0 1 2
Organizationa 0.82 21.80 0.00
0.038
l culture 5 1 0
a. Dependent Variable: Job satisfaction
b. Predictors : constant, organizational culture
In this analysis dependent variable is job satisfaction and independent variable is

organizational culture. The R square value is 0.508; this means that 50.8% of the job
satisfaction is explained by the organizational culture. The coefficient of organizational
culture is 0.825. This means that job satisfaction increases by 0.825 when the organizational
culture increases by one unit. The P value is less than0.01 at 1% level of significance. This
indicates that there is significant positive association between organizational culture and job
satisfaction. The regression equation for job satisfaction is as follows:
Job satisfaction= 0.70 + 0.825(organizational culture)
IV.4. H3: There is significant association between job satisfaction levels of the employees‘
and their organization commitment.
Table: 5: Regression for assessing the relationship of job satisfaction levels of the
employees‘ and their organization commitment.
Variable Unstandardized Standardized t P ANOVA R
Coefficients Coefficients R square
B Std. Beta F P
Error
b
(Constant) 1.263 0.156 0.651 8.074 0.000 338.714 .000 0.651 0.424
168
Job
0.693 0.038 18.404 0.000
satisfaction
a. Dependent Variable: organization commitment
b. Predictors : constant, job satisfaction
In this analysis the dependent variable is organization commitment and independent

variable is job satisfaction. The R square value is 0.424; this means that 42.4% of
organization commitment is explained by job satisfaction. The coefficient of job satisfaction
is 0.693, which means that for every one unit of increase in job satisfaction leads to 0.693
increase in organization commitment. The P value is less that 0.01 at 1% level of significant.
Hence, it can be concluded that there is significant positive association between job
satisfaction and organization commitment. The impact of job satisfaction on organization
commitment of the employees‘ is moderate.
Organization commitment = 1.263+0.693(job satisfaction)
IV.5. H4: Job satisfaction levels of the employees‘ mediate in the relationship of
organizational culture and organization commitment.
Table: 6: Process Macro Analysis Report:
Model Variables R- coefficients t-value p- LL UL
Square value
Organizational constant 0.7098 4.5230 0.000 0.4014 1.0182
culture job Organizational 0.5076 0.8252 21.8007 0.000 0.7508 0.8996
satisfaction culture
Organizational Constant 0.9929 5.4084 0.000 0.6321 1.3537
culture job Organizational 0.4329 0.1700 2.7536 0.0061 0.0487 0.2914
satifaction culture
organization Job 0.5888 11.0442 0.0000 0.4840 0.6936
commitment satisfaction
Table: 7: Direct and Indirect Effects:
Direct effect of Organizational culture on Organization commitment
Direct Effect LL UL
0.1700 0.0487 0.2914
Indirect effect of Organizational culture on Organization commitment
Indirect Effect LL UL
0.4859 0.3702 0.6091
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Table 6 depicts the result of the process macro. The first model is the association of
Organizational culture with the job satisfaction. The R square value is 0.507 and the p value
is significant. The UL and LL doesn‘t include zero. The second model is the mediation of
job satisfaction. The R square value is 0.4329 which seems to be reduced after the mediation
effect. The UL and LL doesn‘t include zero and the P value remains significant.
Table 7 shows the direct and indirect effects of independent variable on dependent variable.
The direct effect is 0.1700 and indirect effect is 0.4859. Here, the direct effect is less than the
indirect effect. The total effect is 0.1700+0.4859=0.6559.
From the above it can be concluded that the Mediation effect of job satisfaction is partial in
the relationship of organizational culture and organization commitment.
V. DISCUSSION
The organizational culture was found to be significant with organization commitment and
job satisfaction mediated between culture and commitment. The companies have to know the
areas of dissatisfaction and have to bring changes so as to make the employees‘ satisfied.
Organizational culture should be made more supportive for the employees‘ in making them
to contribute more for the achieving objectives.
VI. CONCLUSION
The IT companies should bring changes in the existing culture, so that it supports them in
putting more efforts. Since, the job satisfaction levels of employees‘ are mediating in
between culture and commitment, the organizations should see that their employees‘ are
satisfied. In turn the satisfaction levels increases the commitment levels of the employees‘.
REFERENCES
 Muthukumar, E., Vidhya, S., & S, M. S. A. K. (2016). Impact of Organizational
Culture On Commitment Of Employees In Hotels At Pondicherry, 5(4), 4–6.
 Chuang, Y. S., Chang, C. W., & Lee, P. C. (2016). The Effect of Transactional
Leadership on Organizational Commitment — The Organizational Culture as
Mediation Modern Management, 6(December), 192–199.
 Abdulraheem, G., Alsheikh, A., Sobihah, M., Abd, B., Shafeeq, M., Alremawi, A.,
… Tambi, B. A. (2017). The Mediating Role of Organizational Culture on the
Relationship between Employee Performance and Antecedents in the Hotel Sector,
489–497.
 www.theinternationaljournal.org > RJSSM : Volume: 07, Number: 01, May 2017
Page 45. (2017), (May), 45–55.
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EXEMPLARY LEADERSHIP: THE INSIDE AND OUTWARD

Dr. A. Suryanarayana
Former Dean, Faculty of Management, Osmania University, Hyderabad
Dr. Smitha Sambrani
Assistant Professor, Osmania University, HYDERABAD.
ABSTRACT
Of the several principal processes that occur in organizations, „leadership‟ is one of the most
important ones. Leadership is everyone‟s business! Leadership is not fad. In the real world,
everyday leadership from everyday people is always found meeting the extraordinary challenges
of our most complex times. While the content of leadership has not changed, the context has and
in some cases changed dramatically. And that makes all the difference. The question, „What it
takes to lead‟ always fascinated practicing managers, researchers, and academicians for
decades now. All of them are interested in uncovering the essential qualities and values that
enable one person to influence others, the capacity to reach and touch one another as caring,
compassionate human beings. For achieving this result, organizational leaders need to work
some of the best practices into their lives on a moment-by-moment basis. Kouzes and Posner
have identified and explained five fundamental practices of exemplary leadership: challenge the
status quo; inspire a shared vision; enable others to act; model the way forward by setting an
example; and tap individuals‟ inner drives by linking rewards and performance in their
inspirational and practical handbook titled, “The Leadership Challenge” that offers sound
advice to corporate leaders and entrepreneurs. These five practices really resonate with the
professional leaders willing to provide much-needed vision and support for caregivers. An
attempt is made in this concept paper to practically and passionately describe the five practices
of exemplary leadership that are at once pragmatic, humanistic, and inspirational providing
real-world insight.
INTRODUCTION
Effective leadership should give direction to the efforts of all workers in accomplishing the
goals of the organization. Without leadership or guidance, the link between individual and
organizational goals may become tenuous. This could lead to a situation of sub optimization
in which individuals work to achieve their own goals while the overall organization becomes
inefficient in achieving its objectives.
Davis stated that without leadership, an organization is but a muddle of men and
machines. Leadership is the ability to persuade others to seek defined objectives
enthusiastically.
It is the human factor, which binds a group together and motivates it toward goals.
Management activities such as planning, organizing, and decision-making are dormant
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cocoons until the leader triggers the power of motivation in people and guides them toward
goals. Leadership transforms potential into reality. It is the ultimate act which brings to
success all of the potential that is in an organization and its people. Hence, leadership is
indispensable if an organization is to be successful. Even the best employees need to know
how they can contribute to organizational goals, and less enthusiastic employees require
leadership based on external motivation to keep their goals compatible with those of the
organization.
 THE LEADERSHIP IMPERATIVE
Leadership is important not just in one‘s own career but also within a given organization. It
is important in every sector, in every community, and in every country. We need more
exemplary leaders, and we need them more than ever in this 21st century as there is so much
extraordinary work to be done. We need leaders who unite us and ignite us. Leadership is a
learnable set of practices, accessible to anyone. Leadership is everyone‘s business. The first
place to look for leadership is within each individual. In the process, we need to demystify it,
and show how everyone has the capacity to lead. Of course, there are contrasts and
contradictions of leadership and leaders need to learn to strike a balance as individuals have
to continue with their growth and development.
Leadership is ultimately about creating a way for people to contribute to making
something extraordinary happen. The vision, conviction, and courage of the leaders make all
the difference for all the constituents. Without leadership, an organization is but a muddle of
men and machines. Leadership is the ability to persuade others to seek defined objectives
enthusiastically.
It is the human factor that binds a group together and motivates it toward goals.
Management activities such as planning, organizing, and decision-making are dormant
cocoons until the leader triggers the power of motivation in people and guides them toward
goals. Leadership transforms potential into reality. It is the ultimate act which brings to
success all of the potential that is in an organization and its people.
Effective leaders typically have a strong work ethic, a firm belief in the dignity of
work. Effective leadership should give direction to the efforts of all employees in
accomplishing the goals of the organization. Without leadership or guidance, the link
between individual and organizational goals may become tenuous. This could lead to a
situation of sub-optimization in which individuals work to achieve their own goals while the
overall organization becomes inefficient in achieving its objectives.
 LEADERSHIP IS MULTI-DIMENSIONAL AND SITUATIONAL
Leadership behavior is multidimensional. These dimensions are finite in number, and vary
according to leader personality, the requirements of the task to be performed by him and his
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followers, the attitudes, needs, and expectations of his followers, and the organizational and
physical environment in which he and they operate. Leadership is situational. It is based on
the internal motivation of the leader and other forces acting on him, (ii) the external
motivation supplied by the leader and the other forces acting on the subordinates, and (iii)
the forces in the situation. This allows the leaders to vary their leadership styles as they see
fit; they are not limited to the autocratic, participative, or laissez faire style of leadership
alone. Generally, there is a continuum of leadership styles from which to choose, each with
varying combinations of leader authority and subordinate freedom. In guiding his associates,
the leader performs several functions that are beneficial to his followers. The leader is also
required to possess technical, human, and conceptual skills. Moreover, the required
combination of these skills varies with the leader‘s level in the hierarchy. Leadership is the
principal dynamic force that motivates and coordinates the organization in the
accomplishment of its objectives. Of all the problems faced by leaders, motivating their
associates must surely be ranked as one of the most intractable.
Unfortunately, there is no single theory relating to motivation that can be completely
and unqualifiedly accepted as accounting for all the known facts, and there is no definite set
of prescriptions that are unequivocally supported by research data.
 LEADERSHIP IS A MATTER OF CREDIBILITY
No leader can lead without credibility. No one would follow a leader who isn‘t credible,
who doesn‘t truly believe in what he is doing—and how he is doing it. A leader has to lead
from the essence of who he is as a person.
A leader has to believe in something first, before he/she can get others to believe. Leaders
make every effort to find their voice by clarifying their personal values. Leading is all about
becoming and being a good example for others to emulate and living whatever one says.
This is needed for persuading people honestly. Being a good leader is not something that
casually happens. It takes great thought, care, insight, commitment, and energy. When it all
comes together, it brings out the best of who you are. Successful leaders set the example by
aligning actions with shared values.
The enthusiasm, excitement, and commitment displayed by the leaders are
contagious. They speak from their hearts, with conviction and sincerity. For some leaders,
sharing the vision statement may meet with skepticism at first, but as they keep coming back
to parts of it over time, everyone might buy into their ideas and begin to see it as a statement
about what they all wanted to build together. The best way to enlist others in a common
vision is by appealing to shared aspirations of all concerned.
Successful leaders always talk about the importance of being clear about values and
standing for principles. Finding one‘s voice is the necessary first step to becoming an
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exemplary leader. For this, leaders serve as role models for what constituents are expected to
be and do and they set the example by their deeds and not just their words. Leaders sustain
the commitment to achieve the extraordinary by recognizing individuals, building social
support, and celebrating team successes. Leadership is hard work, and it‘s also great fun. It is
about caring, about heart, and about love.
 LEADERSHIP IS A PERSONAL JOURNEY
Leadership is a personal journey of exploration for the leaders and then it is the process of
rallying of others. The leader‘s tale, however, is only half the story. To be a leader, one has
to have constituents.
Undoubtedly, there is striking consistency in certain qualities and characteristics of the
leader that are essential to exemplary leadership and they act as foundation on which all
great leadership is built. Leaders do exhibits certain distinct practices as well when they are
doing their best. This process, however, varies little from industry to industry, profession to
profession, community to community, country to country.
Effective leadership is an understandable, verifiable, measurable, and a universal process.
Though each leader is unique individual, there are patterns to the practice of leadership that
are shared and that can be learned.
Every individual is capable of developing himself or herself as a leader far more than
tradition has ever assumed possible. Everyone—a manager or an individual contributor
alike—can be assisted in furthering his or her abilities to lead others to get extraordinary
things done.
 LEADERSHIP IS RELATIONSHIP
Effective leadership requires the right behaviors, skills, and attitudes. Whatever the time,
whatever the circumstances, leadership is a relationship. Whether it‘s one-to-one or one-to-
many, business as usual or challenges in extraordinary times, leadership is a relationship
between those who aspire to lead and those who choose to follow. North, South, East, and
West, success in leadership, success in business, and success in life has been, is now, and
will be a function of how well people work and play together. Everyone is convinced of this
fact today than they were twenty or thirty years ago. Leaders are those who always get
involved and in touch with those they lead. They care deeply about others, and they often
refer to their workplace as a community, and to those with whom they work as family.
Leaders foster collaboration and build effective teams. Leaders create a climate in which it is
possible for others to do their best. They not only enable others to be in charge of their own
lives but also turn their constituents into leaders. Overcoming communication barriers
created by dealing with people from different cultures is another leadership and management
challenge. They also spend considerable time and effort managing conflict. To become an
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effective leader, a person must be aware of specific influence tactics. Here, influence is the
ability to affect the behaviors of the followers in a particular direction.
 THE DOMAIN OF STRATEGIC LEADERS IS FUTURE
Strategic leadership deals with the major purposes of an organization or organizational unit,
and provides the direction and inspiration necessary to create, provide direction to, or sustain
an organization. Creating a vision is an integral part of strategic leadership. To develop a
vision statement and corporate strategy, a leader needs farsightedness, the ability to
understand the long-range implications of actions and policies. The ability of the leader to
come up with a vision of how things could be and clearly putting this picture for all others to
see and comprehend makes all the difference to their leadership efficacy. After all, leaders
are driven by concerns for the legacy they are leaving for the posterity. For this, leaders
envision the future by imaging exciting and ennobling possibilities. The domain of leaders is
future. The leader‘s unique legacy is the creation of valued institutions that survive over
time.
The most significant contribution leaders make is not simply to today‘s bottom line;
it is to the long-term development of people and institutions so they can adapt, change,
prosper, and grow. They contribute positively to the revitalization of organizations, to the
creation of new enterprises, to the renewal of healthy communities, and to greater respect
and understanding in the world. They enrich our lives and those of the members of the
community. Leaders look beyond the horizons of present time and imagine how things could
ideally be several years ahead. Leaders have a sense of direction and purpose beyond the
present moment. Yet even the clearest vision is not enough to transform organizations.
Unless the vision can be effectively communicated, people will not enlist in making
the dream a reality. Systematic observation and empirical research support the idea that
effective leaders are also successful communicators. Successful leaders are positive and
expressive in communicating and are able to forge a shared agenda. They always also talk
about searching for opportunities to innovate and change things around them. The real
motivator for leaders is the meaningfulness of the challenge, not the material rewards of
success. The source of most innovation is external to the leader‘s organization, so the leader
must always stay open to accepting ideas from any and every source. Innovation brings risk.
However, leaders accept the mistakes that result from commitment to change and renewal
through a process of incremental improvement and small wins; they develop resiliency and
hardiness in others to make them more capable of dealing with uncertain and troubling
times.
They foster an advanced-technology environment. The technology-minded leader
also invests heavily in training and establishes a reward system for innovation.
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 LEADERS PUT TEAM WORK IN WORK TEAMS

Teamwork is an understanding of and commitment to group goals on the part of all group
members. Leaders are required to build teamwork because it is needed for such key activities
as group problem-solving and achieving high quality. Leaders never think and consider that
they are the best and that they can do everything all by themselves as teamwork alone brings
the best results. Higher and higher levels of skill in working with others are required as
nothing is constant and staying the same. For this to happen, fostering collaboration by
promoting cooperative goals and building trust by the leader are a must. Team members feel
strong and capable only when they feel that their inputs make a difference. Whenever leaders
support others, they are more likely to support the leaders.
Taking the time off to work with the staff as individuals and understanding their motivation
help leaders assign tasks that complement their interest and ability. Leaders strengthen others
by sharing power and discretion. They deemphasize individual glory and understand that
power sharing increases their own power.
 LEADERS ALWAYS TRY TO MODEL THE WAY
Leaders model the way. For this, they do two things: (i) find their voice by clarifying their
personal values and (ii) set the example by aligning actions with shared values. They inspire
a shared vision. They envision the future by imagining exciting and ennobling possibilities.
They enlist others in a common vision by appealing to shared aspirations. They challenge the
process by searching for opportunities by seeking innovative ways to change, grow, and
improve. They experiment and take risks by constantly generating small wins and learning
from mistakes. They are adept in enabling others to act. For this, they foster collaboration by
promoting cooperative goals and building trust. They also strengthen others by sharing
power and discretion. They have the uncanny ability to encourage the heart as well. They do
this by recognizing contributions by showing appreciation for individual excellence. They do
not miss out on any opportunity to celebrate the values and victories for creating a spirit of
community.
 LEADERS TOUCH THE HEARTS AND SOULS THROUGH SINCERE
APPRECIATION
There is an incredible power of recognizing and appreciating others. Leaders never underrate
the importance of visibly appreciating others and their efforts. They recognize contributions
by showing appreciation for individual excellence. They tend to become creative about
rewards and make recognition public. They provide feedback en-route and remain a
Pygmalion. They foster positive expectations and make the recognition presentation
meaningful. While they always manage to find people who are doing things right while not
being stingy about saying thank you for the same. Leaders do not see ceremonies,
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celebrations, and rituals as events but they treat them as occasions for touching the hearts
and souls of every employee. By creating a community that supports itself, leaders do really
achieve wonderful things. They never fail to celebrate the events and victories by creating a
spirit of community. They demonstrate caring y walking around and show passion and
compassion. There is no shortage of opportunities for people to do great things. They can,
and they must as leadership requires learning on the job. With the willpower—and the
heart—to continue, leaders lead the way.
 LEADERSHIP DEVELOPMENT IS SELF-DEVELOPMENT
In the end, it may be realized that leadership development is ultimately self-development.
Meeting the leadership challenge is a personal—and a daily—challenge for all individuals.
Leaders constantly ask themselves as to how they can do something that will move the
enterprise and the people within another step in the right direction. For this, they challenge
the process to the point of failure each day they go to work. In this regard, they experiment
and take risks by constantly generating small wins and learning from mistakes. They set up
little experiments and develop models besides making it safe for others to experiment. They
break the mindsets of constituents; they break it up and break it down. They give choices to
people and accumulate yeses. While admitting mistakes, they also conduct pre- and post-
mortems for every project they undertake.
 SUMMARY THOUGHTS
Leadership has always been a key theme in management, organizational behavior, and
industrial and organizational psychology. Many explanations of leadership have been
developed because of the interest in leadership as a practice and as a research topic.
Effective leadership is required to meet most organizational challenges. Establishing a
climate conducive to creative problem solving is another requirement of effective leadership.
Without effective leadership at all levels in private and public organizations, it is difficult to
sustain profitability, productivity, quality, and good customer service. In dozens of different
ways, researchers and academicians have demonstrated that leadership does make a
difference. More so than previously, business organizations recognize that leadership
transcends senior executives. As a result, they require people with appropriate leadership
skills to inspire and influence others in small teams, task forces, and units at all
organizational levels. Finally, a super leader is one who leads others to lead themselves.
Teaching team members to develop productive thought patterns helps develop self-
leadership.
REFERENCES
Kouzes James M. and Posner Barry Z. “Leadership Challenge, Third Edition, Wiley India Pvt.
Ltd.
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ENTREPRENEURIAL OPPORTUNITIES & SUPPORT SERVICES -ACASE

STUDY OF JAMMU & KASHMIR ENTREPRENEURSHIP DEVELOPMENT
INSTITUTE
Mushtaq A.Darzi
Jenifur Majid
Suhail Ahmad Bhat
Abstract
Jammu and Kashmir Entrepreneurship Development Institute (JKEDI) is the pivotal
institution in the state of Jammu & Kashmir focusing prominently on entrepreneurship and
accelerating it by all possible means, making use of knowledge, learning and innovation.
The main objective of this paper is to shed light on the JKEDI and the entrepreneurial
opportunities that the institute has so far identified and investigated through linkages with
other institutions including non-government organizations operational in the state, aiming at
providing support services to the young entrepreneurs who wish to start up their ventures by
creating awareness generation, skill up gradation and dissemination of knowledge. Proper
entrepreneurship development programmes (EDPs) have also been started to mobilize the
aspirants towards the right direction. The paper also focuses on the capital requirements,
estimated returns and financial support via various schemes introduced by the institute,
providing suitable suggestions to overcome the problems foreseen.
Key words: Entrepreneurship development, sustainable development, unemployment,
innovation, economic growth
Introduction
Jammu and Kashmir Entrepreneurship Development Institute (JKEDI) was
established by the Government of Jammu & Kashmir in March 1997 for sustainable
entrepreneurship development. The institute started its operations in February 2004 having
its presence in all of the 22 districts working at grass-root level through community
involvement and effective learning. It has established its offices at Jawahar Lal Nehru
Udyog Bhawan at Rail Head Complex in Jammu and Sempora, Pampore in Kashmir
division. In Ladakh the institute operates from the accommodation provided by Ladakh
Autonomous Hill Development Council (LAKDC) Leh at Government Industrial Estate, Leh
to take care of two districts of Leh and Kargil. The institute focuses on the entrepreneurial
initiatives in the areas of commercial floriculture, tourism sector, export business, food
processing, information technology enabled services, leather goods and garments and
medicinal and aromatic plants.
JKEDI envisions to convoke the educated youth of Jammu & Kashmir towards
entrepreneurial endeavours and include the entrepreneurship course into curriculum at the
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institutional level for the development of the entrepreneurial attitude in youth right from the
very beginning of their career, understanding the value of being an employer rather than a
job aspirant boosting the national economy. Further, it also aims to create a conducive
platform where all the stakeholders particularly the financial institutions tie up to support the
entrepreneurial growth facilitated by committed staff and altruistic trainers. Presently the
institute has also taken initiatives for women entrepreneurship by taking women groups for
EDPs and also introducing Diploma in Entrepreneurship which in itself is a flagship
programme.
The institute facilitates business planning, innovation, market research, access to
procurement opportunities, inventory management, operational efficiency, purchase
optimization, cash management and financing options (credit facilities from institutions) and
subsidies from national Horticulture Board/Floriculture/Agricultural Departments by its tool
kit. Not only that, the institute also values its employees by providing them a platform for
learning through Faculty Development Programmes (FDPs). The main target of JKEDI is
involvement of youth in the entrepreneurial projects to boost the economy of the state and
address the issue of unemployment. The institute is presently in the year 2018-2019
providing training through entrepreneurial development programmes (EDPs) under Seed
Capital Finance Scheme, Himayat Scheme and Youth Start Up Loan Scheme (YSLS) in the
districts through its Course Coordinators. Himayat was an initiative by Ministry of Rural
Development, GOI, implemented by JKEDI with EDI of India Ahmedabad as monitoring
agency. It aims at providing entrepreneurial skills for sustainable livelihood to youth of J&K
and facilitate them financially.
In YSLS, the institute provides loan for projects costing up to rupees twenty lakh and
are financed at simple interest rates (6%) by the institute. Entrepreneurs under any of these
schemes have to undergo a three weeks training which is mandatory. The institute also
provides term loan under the scheme National Minorities Development Corporation
(NMDFC) to the marginalized sections of the society at 6% simple interest rate for setting
up of micro level enterprise. The support service is being run in collaboration with NMDFC
as it is named after it. The average loan amount can go from Rs. 3.00 lakh to 10.00 lakh
depending upon the requirement.
The most commonly defined determinants of entrepreneurship at the macro level are the
growth of GDP coupled with employment, investments, cost levels, inflation and the interest
rate level (Highfield and Smiley, 1987, Bosma et al, 2005). One of the fundamental variables
is human capital that explains the likelihood of a skilled individual of becoming an
entrepreneur particularly by recognising the window of opportunity (Evan and Leighton
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1989, Kim et al, 2006, Williamson, 1971). Entrepreneurs can be developed through strategic
planning of training programmes and their implementation. Development of
entrepreneurship involves awakening, sharpening and exposing the individual to the realisms
of creativity, possibilities of innovation and challenges from emerging realities
(Darakhshan, 2011).
McClelland (1961) was of the view that entrepreneurship development could be
mustered through training and development of the individuals for being successful. Such
achievement motivation could be well encapsulated by his Kakinada Experiment in Andhra
Pradesh, India. In the same way JKEDI is paving ways for successful entrepreneurs.
Undoubtedly entrepreneurship, innovation and economic growth are interrelated through
considerable advances, breakthroughs and emergence of a knowledge intensive society
(Pontus, 2010).
Objectives of Study
The study is focused on the following objectives:
 to study the entrepreneurial opportunities facilitated by Jammu & Kashmir
Entrepreneurship Development Institute
 to review the major requirements in terms of capital cost and structural parameters
and equipments needed for the business unit
 to review the support services provided by the JKEDI in order to facilitate young
aspirants for start-up business through financial schemes
 to identify the problems if any and suggest suitable measures.
Methodology Adopted
The study is significantly based on the secondary sources of data especially the
reliable official sources of JKEDI and all other related institutions. However information has
also been obtained from the primary sources which include face to face interviews and
observations of the personnel concerned with the Jammu & Kashmir Entrepreneurship
Development Institute. Critical review of the secondary sources of data was also done which
include information, education & communication material (IEC) published by Department of
Animal Husbandry, District Industries Centres, online journals, reports and periodicals. The
citation of the past research on the subject parameters was also undertaken.
Entrepreneurial Opportunities
JKEDI focuses on those sectors where resources can easily be available locally and
can easily be undertaken. These include hollow block manufacturing, corrugated
packaging, walnuts, bee keeping, wire nails, poultry farming, leather tannery and
mushroom cultivation.
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During the 116th Steering committee meeting of Seed Capital Financial scheme
(SCFC) held on 23rd July 2018; 145 cases were approved for seed capital fund scheme by
JKEDI starting from Rs.1.30 lakhs to 20.0 lakh for dairy farming, poultry and sheep
farming, manufacturing of sanitary pads, dry fruit processing, printing press, manufacturing
of gold ornaments, paper bags, fruits and vegetable processing, steel fabrication, paper
napkins, spare parts DTP and stationary store, establishment of guest house, poly clinic and
diagnostic centre, boutique, sale of pesticides, mobile accessories, paints, readymade
garments, footwear fungicides, timber trading, e-commerce, ply and glass store, general
store, manufacturing of bakery, beauty saloon and cosmetic store with unit locations in
Srinagar, Pulwama, Ramban, Poonch, Baramullah, Bandipora, Budgam, Sopore, Kulgam,
Kishtwar, Jammu, Rajouri, Kathua, Udhampur, Doda, Anantnag, Kupwara, Kargil, Leh,
Ganderbal, Nubra, Shopian, Ladakh and Samba which accounts for total of Rs. 618.17
lakhs. A brief account of some of the common entrepreneurial opportunities in the state is
discussed as follows:
Hollow block Manufacturing
Hollow blocks substitute the conventional bricks and stones in construction of
buildings. They are lighter than bricks, easier to handle and also cost effective. These are
preferably used in construction for interior and exterior walls, panel walls, and columns as
they are comparatively of uniform texture and involve a lower labour cost. The raw
materials required are cement, crusher Bajre and crusher dust. The Table 1 reveals the
economics of hollow block manufacturing.
Table 1:Economics of Hollow Block Manufacturing

Financial Requirements for a unit with production capacity of 800 blocks per day
Total Capital Land (owned/leased, 1 kanal, with concrete bed for laying hollow b
Cost locks.)
Building: Rs. 2.80 lakh
Machinery: Rs. 7.72 lakh
Operational Cost: 1.11 lakh (per month for 24,000 blocks)
Grand Total: Rs. 11.63 lakh
Building Shed: 2000 sq ft

Parameters Open Storage Area: adequate
Equipments 1. Concrete Block making machine
2. Cement Mixer with Motor
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3. Ramming Moulds Cavity 100x200x400 and 150x200x400,

Solid
200x200x400
4. Tipping Borrows
5. Generator
6. Water Motor
Estimated Rs. 7.2 lakh (24000 blocks @ Rs. 30)
Returns
Source: Official Record
The supplies can be ensured from cement manufacturers like Saifco, TCI MAX,
Khyber, Cemtac, JK cements etc. Machines are imported from outside the state via local
distributors. Raw material can also be imported from outside the state. The buyers include
local population for construction and export business can also be started with surplus
supplies. The relevant departments to approach include Industries and Commerce
Department, Pollution Control Board, Power Development Department (PDD), Public
Health Engineering (PHE) and State Industrial Development Corporation (SIDCO).
Corrugated Packaging
Production of corrugated packaging is a blooming business opportunity in India
including J&K state. Industrially pre fabricated boxes find their use in the packaging of
goods and materials. Due to the fast growth in production of processed food, fruits,
vegetables, electronic and consumer durables industries in the last decade, there is a
remarkably high potential in production of corrugated packaging as a business opportunity in
the state. In fact India is the world‘s third largest apple producing country after China and
US, the major portion of the apple produce comes from the state of J&K
(jkedi.org>resources>corrugated packaging).
Most of the growers in J&K state use the wooden boxes which amounts to rude
packaging while as on the contrary other states in India use corrugated cardboard boxes
which is a reliable packaging tool for transportation and will soon become indispensable for
the Rs. 4500 crore horticulture industry of Jammu & Kashmir, which houses Asia‘s second
largest fruit market.
The processing requires Kraft paper/duplex paper, adhesive, binding cloth, adhesive
tape, stitching wire and printing ink. The manufacturing process of these containers
constitute of five consecutive steps including slitting and longitudinal cutting, creasing,
slotting, flap or corner cutting and finally stitching over a stitching machine or it can also be
manually glued. These processes are undertaken using machines in appropriate sizes for
pasting, pressing, punching creasing etc. till the boxes are brought into finished form. There
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are registered dealers who supply these machines required for the process. The buyers of
these corrugated boxes include exporters, packaging units, manufacturing units and
intermediaries.
Financial assistance can also be provided by J&K Bank and District Industries
Centre (DIC) apart from JKEDI under various schemes. However various other relevant
departments have to be approached for necessary formalities/approvals. Table 2 exhibits the
economics of corrugated packaging.
Table 2: Economics of Corrugated packaging
Types of 1. Single face/two ply
Corrugated 2. Single wall/ 3 ply
Board
3. Double wall/ 5 ply
4. Trip le wall/7 ply
Total Capital Rs. 57.00 lakh (including Land owned/leased/hired around 1.5 to 2 kanals
Cost , building (5800 sq. ft):Rs.22.00 lakh and machinery: Rs. 35.00 lakh)
Operating Cost (for one month): Rs. 10.00 lakh

Plant Processing hall: 50x70 ft
Structure
Inventory Store 20x40ft
Finished Goods Warehouse: 50x30ft
Production 450,000 boxes in 300 working days and single shift with 8 hours of
working per day
Capacity per
annum
Source: Official records, JKEDI
Walnuts
Jammu & Kashmir produces 3.5 lakh quintals of walnuts every year, which
contributes around 98 per cent of the total walnut output in India. Moreover, 95 percent of
the entire production of walnuts is contributed by Kashmir itself and the rest is grown in
Doda and Kishtwar districts of the Jammu region. Total requirement for walnuts in India is
expected to grow from 3.6 lakh quintals currently to 7.25 lakh quintals by 2020-21
(www.apeda.gov.in).
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The major areas of production in the J&K state are in Kupwara, Pulwama,
Anantnag, Ganderbal and Budgam. There is a dire need for setting up of the processing
units as per the increasing growth in total crop production. Currently there are 136
processing units for the crop against a total demand of at least 6200 plants of varying sizes
(jkedi.org>resources>walnuts). The major markets within India are Delhi and Mumbai and
Europe is the foreign destination which is a potential market for walnuts. 85-90 per cent of
the total production of walnuts is exported, out of which 35-40 percent exports are
unprocessed walnuts. Walnut business apart from being a very flourishing one in J&K, yet
there are certain challenges the trade is confronted with. The machinery required for setting
up a processing plant for walnuts has to be imported from outside the state. The colour of
the kernels may degrade soon as the walnut fruit is quite delicate one. There may be
fluctuations in the rates that affects the profits negatively in the absence of the defined trade
regulations. Walnut exports often have to face competition from outside the country and
deforestation of walnut trees affects the overall production every year. However the demand
is ever flourishing as the major portion of the product goes into the pharmaceutical purpose.
Table 3 shows the economics of walnut processing.
The other departments to approach for accreditation and approvals are National
Horticulture Board (NHB) and Indian Centre of Agricultural Research (ICAR) for expert
advice, Ministry of food processing industries (MOFPI) for product safety certification and
Agricultural and Processed Food Products Export Development Authority (APEDA).
However JKEDI trains the young aspirants and assists them financially with their seed
capital and youth start up loan schemes for starting up the enterprise.
Bee Keeping
Jammu & Kashmir is one of the most suitable places for bee keeping in India owing
to its favourable climate and diverse bio resources. The state imports honey worth over Rs.
8.5 million from other states yearly due to the fact that the bee keeping potential of the state
is still an untapped business opportunity in J&K (jkedi.org>resources>beekeeping). The
relevant Departments to approach include Department of Agriculture, Kashmir for expert
advice and Revenue Department for land documentation. Table 4 exhibits the economics of
bee keeping.
Dairy Farming
Dairy farming usually referred to as White revolution is acknowledged as a
significant business option in bringing about socio economic stability in rural and semi
urban areas. However in Jammu and Kashmir, there is a lack of high end dairy processing
units, due to which expansion and modernisation of the processing plants and setting up of
new plants will be a lucrative step. Table 5 displays the economics of dairy farming. The
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suppliers include registered dealers of livestock, feed, medicine and equipments while as
buyers include cooperatives, milk processing plants, households, hotels, restaurants and
milkmen. Relevant departments to approach are Department of Animal Husbandry for
expert advice, Shere-Kashmir Agricultural University of Science and Technology
(SKUAST), revenue department, state pollution control board, power development
department and public health engineering for water connection.
Table 5: Economics of Dairy Framing

Costs involved to set up a 10 cow unit
Total Capital Land (owned/hired/leased, 10 kanal o f raised land with grazing area)
Cost
Machinery/Equipment: Rs. 1 lakh
Livestock: Rs. 6.50 lakh
(usually cross breeds are preferred)
Operational Cost: 3.70 lakh
Building Shed for cows: 40x14 sq ft

Parameters Calf Shed: 10x10 sq ft
Heifer Shed: 10x10 sq ft
Feed Store: 10x10 sq ft
Structure: Muddy with concrete flooring
Permission sought from Revenue Department, Electricity permission,
water connection permission
Equipments 1. Dairy Utensils

2. Milk Cans
3. Motor Driven Chaff cutter
4. Hand pump with motor (optional)
5. Milking Machine ( optional)
Estimated Rs. 9.30 lakh per year (including manure &gunny bags)
Returns
Source: Department of Animal Husbandry
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The suppliers include registered dealers of livestock, feed, medicine and equipments
while as buyers include cooperatives, milk processing plants, households, hotels and
restaurants and milkmen.
Wire Nails:
There is a huge demand for manufacturing of wire nails as the valley is witnessing a
construction boom, use of wooden frames for doors, windows and almirahs alone boosts
demand for nails worth Rs. 30 crore every year, out of which the domestic production of
wire nails contributes to only Rs. 1 crore (jk edi.org>resources>wirenails). There are only
a few units in the valley producing wire nails. These nails are manufactured in a nail
making machine to which the coils of metal are fed producing around 700 nails per minute,
which are then twisted, cleaned, finished and packaged. Table 6 shows the economics of
wire nail manufacturing.
Table 6: Economics of Wire Nail Manufacturing

Costs involved for setting up a 32 per month capacity unit of wire nails
Total Capital Cost Land (leased or rented, 1 kanal, preferably industrial estate)
Machinery/Equipment: Rs. 11.90 lakh
Building Processing Shed: 40x30 ft

Parameters Finished Goods Shed: 20x20 ft
Raw Material Shed: 20x20 ft
Washroom10x10 ft
Equipments 1. Nail Making machines
2. Polishing Drum
3. Tools and Dyes
4. Nail Cutter grinder
Estimated Returns Rs 22.80 lakhs per month (75000/ton)
Source: official Record, J&K SIDCO
There are registered dealers for equipments, machinery, raw materials and jute bags
for the smooth supply of raw material and dealers include retail hardware stores, contractors
and suppliers. The relevant departments to be approached include revenue department
(Tehsildar local body), District Industries Centre, State Industrial Development Corporation
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(SIDCO) for land allotment, State Pollution Control Board, Power Development
Department (PDD) and Public Health Engineering (PHE).
Poultry farming
Poultry farming is a potentially great business opportunity in Jammu & Kashmir.
There is a lot of demand in the valley for the supply of poultry with only a few players in
the market presently. The business promises good profit margin and has a tremendous scope
for expansion as well, however, due care has to be taken for prevention of diseases and
infection outbreak to the stock. Table 7 exhibits the economics of poultry farming.
The suppliers include registered dealers of day old chicks, feed, medicine and
equipments and buyers include households, dealers, hotels, restaurants and retailers.
Relevant departments to approach are Department of Animal Husbandry for technical
support, Pollution Control Board for clearance, Power Development Department for
electricity connection, Public Health Engineering for water connection, local bodies for
construction clearance and district outlet of Jawahar Lal Nehru Natural Solar Mission
Table 7: Economics of Poultry Farming
Costs involved for setting up a unit with capacity of 3000 chicks per hatch for a period of
35 days
Total Capital Cost Land (pre owned, leased or rented, 1 kanal, ideally agricultural
land)
Machinery/Equipment: Rs. 0.39 lakh
Building 3000 square feet

Parameters ( 50´x 60´ with east west orientation)
Type : Concrete
Equipments 1. Drinkers (large/small)

2. Feeders (large/small)
3. Sawdust Bukhari
4. Sawdust
Estimated Returns Rs. 4.45 lakh in total by sale of 2850 broilers and sale of gunny
bags and manure
Source: Official Record

Leather Tannery
Animal skins and hides are a raw material for the leather industry. Every year the
state consumes around five million animals including sheep, goats, cattle as per the industry
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figure. To a surprise, despite of such a huge amount of raw material available, the state has
a few tanneries, therefore, the market has a vast potential of growth and is presently
untapped. Further leather products are used across different industries like sports, furniture,
garments, shoes, automobile etc. However there is a dire need of skilled labour , and
availability of spare parts for machinery which are quite scarce. The supplier group includes
registered dealers of chemicals, machinery and equipments from outside the state. The
buyers include leather and leather manufacturing industries. Relevant government
departments to approach include Industry and Commerce Department for tannery licensing,
State Pollution Control Board for pollution free certificate, Power Development
Department (PDD) for electricity connection, Public Health Engineering (PHE) for water
connection and State Industrial Development Corporation (SIDCO) for land allotment in
industrial area. Table 8 reveals the economics of leather tannery.
Table 8: Economics of Leather Tannery
Costs involved for setting up a leather tannery with processing capacity of 2800 sq ft or 140
animal skins per day.
Total Capital Cost Land (hired or leased, 5 kanals, industrial area )
Building: Rs. 50 lakhs
Machinery/Equipment: Rs. 38 lakhs
Operational Cost: 110 lakhs
Grand Total: Rs. 198 lakhs
Building Shed for machinery: 35x25 sq ft
Parameters Raw material (sheep): 20x20 sq ft
Raw material (cattle): 20x20 sq ft
Storage for wet blue leather: 30x 20 sq ft
Office: 10x10 sq ft
Equipments Soaking drum
Liming Drum
Tanning Drums
Flashing Machines
Estimated Returns Rs. 135.5 lakh (earnings after 3 months)
Source: Official Records
Mushroom Cultivation
Rich in proteins, vitamins, minerals, folic acids and iron, mushrooms are a nutritious
vegetarian delicacy and a great source of income for centuries. These can be grown in a
temperature between 20 and 30 degrees Celsius and relative humidity is 55 – 75 percent.
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The main consumers of mushrooms are Chinese food restaurants, hotels, clubs and
households as well. There is also growing market for processed, dried and packaged
mushrooms as their shelf life is longer. A rich compost, good quality mushroom seeds and
favourable temperatures are a must for successful mushroom cultivation. The raw materials
required are wheat/ rice bran, poultry waste, urea, potash, choker, oil cakes, molasses,
gypsum, peat soil, spawn and newspapers/waste papers. For cultivation of mushrooms,
wooden trays are needed of parameter; 100 cm x 50 cm x 15 cm, which are filled with
compost leaving a 3 cm space above the tray. The seeds are scattered on the surface and
then layered above with compost. With right temperature and sterilization to kill insects,
mold or nematodes, regular production of mushrooms is ensured.
Processing and packaging of mushrooms is a very sensitive and critical procedure.
Fresh mushrooms are treated with cold water and then with boiling water for around half an
hour. Then these are dehydrated in drier and packed. Fresh mushrooms are put in saline
water to prevent them from discolouration. Finally the treated mushrooms are canned in
plain cans with suitable solution to favour shelf life. Total mushroom yield from 400 trays
is 1600 kgs (jkedi.org>resources>mushroomcultivation). Relevant departments to
approach include Department of Agriculture, Sher-e-Kashmir University of Agricultural
Science and Technology, Kashmir, Centre of Research and Development, University of
Kashmir and Krishi Vigyan Kendras. The supply can be ensured from registered dealers of
equipments, chemicals, spawn, peat soil, molasses and gypsum. The buyers are domestic
market-hotels, restaurants and households, national market and export markets. Table 9
arrays the economics of mushroom cultivation.
Table 9: Economics of Mushroom Cultivation
Costs involved establishing 400 trays mushroom cultivation unit or 4 batches in a year
(yield per batch: 4kg/tray).
Type of Mushroom Button Mushroom
Dhingri (oyster)
Paddy Straw Mushroom
Total Capital Cost Land (owned, hired or leased,1/2 kanal)
Building: Rs. 5.00 lakhs ( 1000 sq ft)
Machinery/Equipment: Rs. 4.77 lakhs
Operational Cost: 1.80 lakhs
Grand Total: Rs. 11.57 lakhs
Building Parameters Size of different sheds: 25x20 (2 Rooms)
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Equipments Stacking Tray/ wooden Trays

Spray Pump with two attachments
Water tank
Thermo meter
Weighing Scale
Hot and Cold A/C
Disposable Gloves
Estimated Returns Rs. 9.60 lakh (4 batches)
Source: official Record, JKEDI

Conclusion
There is always a need for community interventions for exploring greater
possibilities of sustainable entrepreneurial options in the state. Awareness generation
programmes are a good way of creating readiness and interest among masses, which
would also prepare an opportune environment for entrepreneurial growth boosting the
GDP and addressing the issues of unemployment in the valley. Exploitation of such
latent opportunities include developing a business plan, hiring right people for the right
job, procurement of financial and material resources, risk aversion. JKEDI is
providing exemplary leadership opportunities to the youth of Jammu & Kashmir
treading towards socio economic development via the stratagem of entrepreneurship.
The following suggestions have been put forth in order to establish the business units
hassle free with the support of JKEDI and other relevant government departments:
 The start-up unit should be established in a non-residential area to avoid any
kind of inconvenience to the community around.
 Necessary permissions should be brought from the local bodied like Panchayat,
Municipal Committees and Pollution control board.
 In case the business unit is utilizing high power generators or any other machinery,
pollution free certificate from SPCB should be received.
 In case of bee keeping, areas for business unit must be selected with abundant flora
and quality wooden boxes should be hired for the purpose. Extreme weather
conditions and spread of diseases from insects and mites could drastically affect the
yield. However bee keeping is a very low start up option with a very high demand
for exports.
 Facility of solar power could be availed if electricity supply is not feasible.
 Accessibility to road ways for easy transportation for raw material, machines, semi-
finished items must be considered while selecting the plant location.
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 More subsidies should be provided by the government in order to induce

entrepreneurial growth to reap the socio economic benefits of entrepreneurship.
 Introduction of vocational training courses on entrepreneurial options possible
locally at college and university level is a must to develop awareness and interest.
 Possible opportunities must be tapped in e-commerce and other related services in
the state.
 More focus should be laid on women entrepreneurship which the institute is already
initiating. It would open doors for a new paradigm shift related gender disparity.
 The institute should also collaborate with other institutions in the state for promoting
courses like Diploma in Entrepreneurship.
 Training youth on waste management and plastic recycling is a good initiative
undertaken by JKEDI, for which collaboration with other educational institutions can
be done and youth at college and university level can also be motivated to participate
in such initiatives.
 JKEDI should enter into Memorandum of Understanding (MOU) with other
institutions for undertaking intensive research in the field of entrepreneurial
opportunities in the valley. Collaboration can also be sought within the country or
abroad for networking and facilitation.
Limitations of the Study
The study mainly focuses on the secondary data collected and taken from the official
sources. However due care has been taken to collect information from all the relevant
sources available to unveil the diverse aspects of entrepreneurial opportunities and support
services in the field.
References
 Bosma, N., De Wit, G. and Carree, M., (2005), ―Modelling Entrepreneurship:
Unifying the Equilibrim and the Entry/Exit Approach‖, Small business Economics,
25, 35-48.
 Darakhshan Anjum (2011), ―Entrepreneurship development: A Case Study of JKEDI
in Jammu & Kashmir‖, Zenith-International Journal of Multidisciplinary Research.
1(2): 198-213.
 Evan, D. and Leighton, S. (1989), ―Some Empirical Aspects of Entrepreneurial‖
American Economic Review, 79, 519-535.
 GOI, Economic Survey 2016-17, Directorate of Economics & Statistics, J&K.
191
 Highfield, R. and Smiley, R., (1987), ―New Business Start Ups and Economic
activity: An empirical Investigation‖, International Journal of Industrial
Organisation, 5, 51-66.
 Journals.sagepub.com (The Journal of Entrepreneurship).
 Kim, P., Aldrich, H and Keister, L., (2006), ―Access (Not) Denied: The Impact of
Financial, Human and Cultural capital on Entrepreneurship Entry in the United
States‖, Small Business Economics, 27, 5-22.
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EMPLOYEE ENGAGEMENT: THE KEY TO ORGANIZATIONAL

EFFECTIVENESS
RAGHAVENDRA, R
Research Scholar, Annamalai University, Annamalai Nagar.
Dr. M. KAMARAJ
Assistant Professor, Dept. of Business Administration, Annamalai University
ABSTRACT
In many countries, employee‟s engagement has emerged as a potential factor for
organizational Performance. Many practitioners of human resource management have
poorly understood measurement of employee motivation for activities and more precisely its
commitment. Employee engagement is stronger predictor of positive organizational
performance clearly showing the two-way relationship between employer and employee
compared to the three earlier constructs: job satisfaction, employee commitment and
organizational citizenship behaviour. Engaged employees are emotionally attached to their
organization and highly involved in their job with a great enthusiasm for the success of their
employer, going extra mile beyond the employment contractual agreement. It is presumed
that the results of the present study will be of importance to organizations, which seek to
enhance the levels of engagement of employees‟ status. Further, the results of the
investigation would throw new light on the components of employee engagement and
organizational effectiveness. The outcome of the study would also help organizations a great
deal in formulating suitable programs and appropriate methods to improve organizational
effectiveness.
Key Words: Employee Engagement, Employee retention, Organizational Effectiveness
INTRODUCTION
Employee engagement has been perceived as a motivational factor towards
organization‘s objectives achievement.The good environment that is offered to the worker
enables him to offer the best that the organization needs for its achievement of goals and
objectives Studies indicate that there is no single description regarding engagement of an
employee. There is no generalaccepted approach to describe the terminology of employee
engagement. Employee engagement is characterized by the presence of workers at work
place, fulfillment of its responsibility, leadership relationship with workers and leadership
consideration of workers as focal point for organizational performance. Lumina (2014)
argued that employees were engaging in complex transactions that were structured in such a
manner in order to misrepresent the financial performance of the organization. There are
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many aspects of life and not only services that characterize employee engagement. Diversity
of organizations intensifies problems of work place that hinder organization performance.
Studies show that individual employee‘s problems can be of personal ability to work,
supervision issues of leadership and personal trauma to cope with the workload.
Organizations tended to consider financial aspects of employee to achieve organizational
goals. Regardless the size of the organization and its type, objectives from nonfinancial
factors could be benefit to the organizational performance. In Addition, the report indicated
that measuring employee engagement could help the organization understand what it needs
to build organization performance. Managers and other financial workers put their emphasis
on financial factors to achieve organization performance dealing with earnings and
accounting returns, calculating financial benefits from project operations. They put little
emphasis on employee engagement and satisfaction, which are nonfinancial factors that are
important to bring long-term organization performance. Hromei indicated that the human
related issues were neglected, while it is now a well-known aspect that employees‘
satisfaction will translate into a higher financial performance, through creativity and
dedication to the organization‘s goals. Achieving organizational goals requires holistic
thinking and integrated action. In order to achieve increased and sustainable business results,
organizations need to execute strategy and engage employees. To create organizational
effectiveness, business leaders need to focus on aligning and engaging their people, the
people management systems, the structure and capabilities (including organizational culture)
to the strategy. This engagement results in higher financial performance, higher customer
satisfaction and higher employee retention.
BENEFITS OF EMPLOYEE ENGAGMENT
SIGNIFICANCE OF THE STUDY

In India, the recent decades have seen the emergence of global companies as a major
industrial enterprise with enormous potential for earning foreign exchange. However, the
current levels of productivity and quality of goods/ services are not adequate for sustaining
an international advantage and this is mostly due to employee disengagement. This research
work is an effort to identify the variables that comprises of employee engagement and
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organizational effectiveness, measure these variables by appropriate scales, and identify the
pitfalls, which if corrected, would ensure high employee engagement and organizational
effectiveness in companies. It is presumed that the results of the present study will be of
great importance to companies, which seek to enhance the levels of engagement of
employees‘ status. Further, the results of the investigation would throw new light on the
components of employee engagement and organizational effectiveness. The outcome of the
study would also help organizations a great deal in formulating suitable programs and using
appropriate methods& strategies to improve organizational effectiveness.
OBJECTIVES OF THE STUDY
1) To know the various factors of Employee Engagement and Organizational Effectiveness
2) To understand Employee Engagement strategies
FACTORS INFLUENCING EMPLOYEE ENGAGEMENT
Hygiene and Motivation Factors for Employee Engagement
Employee engagement has been linked with almost every aspect of management in some or
other form. Although there are not enough evidences to support a direct relationship between
them but several factors show that they are indirectly connected with each other. In the same
way, the hygiene and motivation factors have also been associated with employee
management. In fact, they have proven to be dependable and unswerving predictors of the
level of involvement and engagement of employees towards their jobs.
Motivation factors are intrinsic conditions that influence the level of employee
engagement. They have the ability to satisfy one‘s own psychological needs including sense
of achievement, personal and professional growth, proficiency and status in the organization.
The psychological fulfillment at any stage of an individual‘s career plays a vital role in
determining his or her involvements and commitment towards their work as well as the
organization.
Hygienic factors, on the other hand, are considered the extrinsic conditions that
motivate employees to perform their best and feel committed towards their work. The
factors such as working conditions, organizational culture, remuneration, perks and benefits,
job security and relationship with colleagues and subordinates and immediate supervisors
play an important role and make them stay within the organization and grow with it.
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MOTIVATION FACTORS
 Recognition: It is the prime responsibility of an organization to recognize the efforts

made by employees. Along with its HR department and a reputed management firm,
it should establish a well-defined reward and recognition program.
 Employee Empowerment: Employees should be given an autonomy to make their

work related decisions. This helps them perform the task in the best possible manner.
Moreover, this gives them a platform to be creative and perform an assigned task in a
unique manner.
 Career Progression: The talent is attracted to work with only those organizations
that can help them build up a career. Organizations must have clear and well defined
policies regarding the career progression of its employees.
 Personal and Professional Growth: This is something that motivates employees to

work harder and perform their best. If they see their personal and professional growth
with the organization, they will stay and develop a feeling of belongingness towards
the organization.
 Interesting and Challenging Work: Different tasks must be assigned to employees

at different times. Managers should try to assign them interesting and challenging
tasks that motivates them to do something different from their routine job and feel a
sense of achievement.
 Sense of Achievement: Last, but not the least, the sense of achievement gives
psychological fulfillment to any individual at the end of the day. Organizations can
help their employees achieving this feeling by recognizing and rewarding their
efforts.
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HYGIENE FACTORS
 Remuneration and Benefits: The wages and additional benefits are the first
requirement to attract a pool of talent and actively engage them in their jobs.
 Job Security: Individuals want to associate themselves with only those organizations
where they can have job security. Highly productive and most reputed private firms
are far more popular than government sector companies just because they offer good
compensation, job security and excellent working conditions.
 Relationships with Peers, Subordinates and Seniors: It is the basic need of an

individual to belong and to be belonged. Cordial relationship with other employees at
the workplace creates a positive work environment. Employees do not hesitate in
offering or seeking help from others to execute an assigned task in the best possible
manner.
 HR Policies and Procedures: HR policies and procedures of a company reveal a lot

about its working. Companies with well defined HR policies attract a bigger pool of
talent as well as is successful in keeping their employees actively
KEY EMPLOYEE ENGAGEMENT STRATEGIES

 A ROBUST OVERALL STRATEGY,
 EXCEPTIONAL LEADERS, AND
 ENGAGED EMPLOYEES.
This society has moved from an economy driven by the agricultural and manufacturing
industries to a service oriented, personally connected economy.One hundred years ago,
employees were tasked with manual labor and had no vested interest in the business that
employed them.In 2018, with high paying jobs hard to come by, it is essential for employers
and leaders to engage their employees and make them feel as if they are an integral part of
the business.How can they do that? In this article, we‘re going to lay out the what, why, and
how of employee engagement
Employee Engagement Most Recent Data
In 2017, Gallup‘s State of the Global Workplace report revealed that only 15% of employees
worldwide are engaged in their jobs – meaning that they are emotionally invested in
committing their time, talent, and energy to adding value to their team and advancing the
organization‘s initiatives.This means that the majority of employees show low overall
engagement. Workplace productivity was low and employees and organizations are not
keeping up with workplace demands fast enough.More Gallup research shows that employee
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disengagement costs the United States upwards of $550 billion a year in lost productivity. As
employee engagement strategies become more commonplace, there is an amazing
opportunity for companies that learn to master the art of engagement.
Jacob Shriar, in a piece on OfficeVibe, tells us that
 Disengaged employees cost organizations between $450 and $550 billion annually.
 Highly engaged business units result in 21% greater profitability.
 Highly engaged business units realize a 41% reduction in absenteeism and a 17%
increase in productivity.
 Highly engaged business units achieve a 10% increase in customer ratings and a 20%
increase in sales.
 Companies with engaged employees outperform those without by 202%.
 Customer retention rates are 18% higher on average when employees are highly engaged
WHY IS EMPLOYEE ENGAGEMENT SO IMPORTANT?
The term ―engagement‖ has been used so often and in so many different situations that it‘s
become hard to define. Many people think it means happiness or satisfaction, but it‘s much
more than that.According to Gallup, who has been collecting and measuring employee
engagement data for nearly 20 years: ―Though there have been some slight ebbs and flows,
less than one-third of U.S. employees have been engaged in their jobs and
workplaces.‖Imagine if every employee was passionate about seeing the company and its
customers succeed. The only true way to ensure that your customers are well taken care of is
by taking care of your employees. This is known as the service-profit chain, a concept first
introduced by Harvard Business Review in 1998. It‘s still as relevant today as it was
then.Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result
of customer satisfaction. Satisfaction is largely influenced by the value of services provided
to customers. Value is created by satisfied, loyal, and productive employees. Employee
satisfaction, in turn, results primarily from high-quality support services and policies that
enable employees to deliver results to customers.The service-profit chain is the flow from
the culture you create to the profits you generate and every step in between. The key is to
start internally. When you create an environment where employees are happy, productive,
autonomous, and passionate about what they do, they‘ll provide better service to your
customers.That amazing service will create many loyal customers, leading to sustainable
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growth and profits. That‘s why it‘s important for every leader in an organization to
understand the service-profit chain and how each step impacts the other.
EMPLOYEE ENGAGEMENT EXAMPLES
There are of course many ways to show your employees they are valued, and to keep them
focused and engaged on company success. According to Forbes, there are certain items in
the benefit package that will help in creating employee engagement:
 Health Insurance
 Company Parties (social engagement)
 Gifts (new babies, appreciation luncheons)
Employees go home to different roles–parent, caregiver to a loved one, a church or civic
leader, spouse, bandmate, freelancer, artist, neighbor–and the people they are closest to
impact their lives and perspectives about work in meaningful ways. Acknowledging those
relationships and showing they are a priority will increase employee engagement.
HOW TO IMPROVE EMPLOYEE ENGAGEMENT
In a recent article in Forbes, Brent Gleeson, a former navy seal and successful businessman,
gives solid advice on ways to improve employee engagement. When managers are engaged,
their team members can confidently state the following:
 I know what is expected of me and my work quality.
 I have the resources and training to thrive in my role.
 I have the opportunity to do what I do best – every day.
 I frequently receive recognition, praise and constructive criticism.
 I trust my manager and believe they have my best interests in mind.
 My voice is heard and valued.
 I clearly understand the mission and purpose and how I contribute to each.
 I have opportunities to learn and grow both personally and professionally.
The steps for improving engagement aren‘t complex, they simply must be prioritized. This
means engagement must be a core function of the manager‘s role. The following steps can
help the manager to accomplish this.
Step 1 – Put Everyone in the Right Role
Again, get the right people on the bus and make sure they are in the right roles. This means
that all talent acquisition and retention strategies have to be aligned with meeting company
goals.
Step 2 – Give Them the Training
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No manager or leader can expect to build a culture of trust and accountability — and much
less improve engagement —without setting the team up for success. This means providing
the proper training and development while removing obstacles.
Step 3 – Task Meaningful Work
Engaged employees are doing meaningful work and have a clear understanding of how they
contribute to the company‘s mission, purpose and strategic objectives. Again, this is why
they first have to be placed in the right role. I‘ve made the mistake of hiring great talent just
to get them in the door – but didn‘t have a clear career path or role for them. If you don‘t sort
those details out quickly, they will leave.
Step 4 – Check in Often
The days of simply relying on mid-year reviews for providing feedback are long gone.
Today‘s workforce craves regular feedback which of course leads to faster course correction
and reduces waste. Use both formal and informal check-in strategies and use them every
week.
Step 5 – Frequently Discuss Engagement
Successful managers are transparent in their approach to improving engagement they talk
about it with their teams all the time. They hold ―state of engagement‖ meetings and
―engage‖ everyone in the discussion and solutions.
Again, these principles are not complex, but must be prioritized. Companies that get this
right will drive greater financial returns, surpass their competitors, and easily climb to the
top of ―the best places to work‖ lists.
CONCLUSION
Employee Engagement is a positive attitude held by the employees towards the organization
and its values. It is rapidly gaining popularity and importance in the workplace and impacts
organizations in many ways. An organization should thus recognize employees, more than
any other variable, as powerful contributors to its competitive position. Engaged employees
can help your organization achieve its mission, execute itsstrategy and generate important
business results. Therefore employee engagement should be a continuousprocess of learning,
improvement, measurement and action. This paper provides some noteworthy implications
for practitioners. It focuses on the various factors which influence employee engagement &
the strategies . It has been observed that organizations with higher levels of employee
engagement outperform their competitors in terms of profitability. Engaged employees give
their companies crucial competitiveadvantages—including higher productivity, customer
satisfaction and lower employee turnover. Therelationship between employee engagement
and organizational outcomes would be stronger if better measures were used. Thus,
organizations need to better understand how different employees are affected by different
200
factors of engagement and focus on those in order to achieve the strategic outcomes as well
as to improve overall effectiveness.
REFERENCES
 Ashton, C. and Morton, L. (2005).‗Managing Talent for Competitive Advantage‘,
Strategic HR Review, Vol 4, No 5, pp 28- 31.
 Bakker, A. and Schaufeli, W., (2008). Positive organizational behavior: engaged
employees in flourishing organizations, Journal of Organizational Behavior, Vol. 29,
Issue 2, pp. 147 – 154.
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GLOBAL JOURNAL OF BUSINESS AND MANAGEMENT RESEARCH, Vol.5, Issue.

A STUDY ON THE EFFECTIVENESS OF TRAINING

Need For the Study

Statement of the Problem

Jack.J.Philips (1990) presented a collection of strategies and techniques to measure the

Objectives of the Study

Place and period of the study

Analysis and interpretation of the data

Levels Management Trainer Trainee Total

Source Variation SS Df MS F p-value F crit

Training improves Self development

RECRUITMENT AND SELECTION PROCESS OF DEGREE COLLEGE

Scope of the Study

Objectives of the Study

Hypothesis of the Study

Primary and Secondary Data

Limitations of the Study

A COMPARATIVE STUDYON EMPLOYEE RETENTION MANAGEMENT

Statement of the problem

Importance of the study

Scope of the study

Objectives of the study

Relationship between Working environment and job satisfaction level

Table – 1.1 Chi-Square Test

Relationship between Welfare Measures and Job Satisfaction Level

Opportunities with Promotion, Support to Higher Education, Training and Development,

 S.Lakshmi Narayanan and A. Savarimuthu (2013) studied ―Work-Family Conflict,

 A.RashidaBanu and K. Duraipandian (2011) studied Development of an Instrument

 Preethi Vijaimadhavan and D.Venkatrama Raju (2010) studied ―Work-Life Balance

LEADERSHIP QUALITY IS EFFECT ON WOMEN EMPOWERMENT

 Adaptability: A willingness to be flexible and to respond quickly and effectively to

Objectives of the study

Hypotheses of the study

Sampling design and size

Data Analysis And Interpretation

S.No Qualification N Mean Std. Deviation T P

ONE WAY ANOVA

Findings, suggestions and conclusion

ASSESSMENT OF ENTREPRENEURIAL STRESS BASED ON GENDER

Profile of the respondents

Table 3: Stress of Entrepreneurs Based on Gender

Variable GENDER N Mean Std. Deviation f P

BEST AND EFFECTIVE STRATEGIES FOR THE EMPLOYEE ENGAGEMENT IN

Employee Engagement in Today‟s Business Scenario

Statement of the Problem

Need and Importance of the Study

Results and Discussion

Suggestions and Recommendations

DIAGNOSING THE EFFECT OF OCCUPATIONAL STRESSORS THROUGH

Analysis and Interpretation

Structural Equation Model

Discussion and Conclusion

13.22(52.90%) and the Overall Consequences of distress among TANMAG Corporation

EMPLOYEE STRESS STRATEGIES AMONG AUTOMOBILE ENGINE

Keywords: Employee Stress, Experiences, Detrimental problems, Environmental

Objectives of the study

THE IMPORTANCE OF COMPETENCE IN COMMUNICATION:

Key Words: Communication, Entrepreneur, Importance, Standard, Reform

Attributes Of Effective Communication

Communication Styles Of Different Types Of Entrpreneurs

 Avoid negative talk and be silent if there is nothing much to say

Communication Skills in Business: Entrepreneurs