5

Volume 2, Number 4, October – December’ 2013 ISSN (P):2279-0950, (O):2279-0969
ENVISIONING & RETROSPECTION OF CUSTOMER PSYCHOANALYTICAL

PERCEPTUAL MAPPING DILEMMA: DECISION MAKING SHIFTS
THROUGH RIGHT TO LEFT BRAIN
Dr. Gurdev Singh Thakur1
ABSTRACT
Customer decision making psychological process, perceptual process, multiplicity of factors influencing customer decision
making etc., has always been a big impasse for most of the marketers world over. An attempt has been made to envision and
retrospect Customer Perceptual Buying Process, especially with reference to Left vs. Right Side of the Brain decision making
parameters and processes; have been taken into consideration to draw some inferences / conclusions that will be of great help
to the relative communities to address some imbroglios and myths that usually arise among minds of the masses.
KEYWORDS
Multiplicity, Impasse, Perceptual Mapping, Communities, Customer Decision etc.
HUMAN PERCEPTUAL PROCESS WITH CONTEXT TO BUYING PERCEPTIONS
Conceptualization of perception
As per the lexicographers, the word ‘perception’ origins from Middle English Latin word, ‘perceptio’ means comprehension,
literally and a taking in, 1350-1400; Middle English French ‘percepcioun & old percepcion’ means the act or faculty of
perceiving or apprehending by means of the senses or of the mind i.e. cognition, understanding etc., or immediate or
intuitive recognition or appreciation as of moral, psychological or aesthetic qualities like intuition, discernment etc. In
addition, empirically and according to the Oxford English Dictionary, perception is “the process of becoming aware or
conscious of a thing or things in general; the state of being aware; consciousness; understanding”.
In the perception process begins when we see/sense an object which is termed as distal stimulus or distal object enters into our
body through sensory organs which in turn transformed into ‘neural activity’ terminological known as transduction. The raw
pattern of neural activity is called ‘proximal stimulus’ which is transmitted to the brain and processes there.
The mental re-action on receipt of the proximal stimulus after processing is known as percept. Hence, perception can be defined
or derived out as, ‘a process of constructing mind representation or formation of attitude or behavioural representation towards
distal stimuli.
Figure-1: Tentative Model of Human Perception
Sources: Authors Compilation
1Principal, Cordia Institute of Business Management, Punjab, India, dr.gsthakur@gmail.com
International Journal of Organizational Behaviour & Management Perspectives © Pezzottaite Journals. 567 | P a g e
The world renowned Alan Saks & Gary John considered the following components of perception:
 A perceiver can be affected by the 3 factors that can influence one’s perceptions are experience, motivational state and
emotional state. In different motivational appeals or states; the perceiver will react to or perceive something in different
ways and found that the perceiver can employ ‘perceptual defence’ in ‘different situations or tend to see what one
wants to see’.
 Second component they considered was the ‘target’ that is being perceived or judged by the perceiver. Any "ambiguity
or lack of information about a target leads to a greater need for interpretation and addition," and the third component
considered was
 ‘The situation’ that also greatly influences perceptions because different situations may call for additional information
about the target.
The second world-renowned psychologist Jerome Bruner has also developed a model of perception considering the following
three stages of perception:
 When a perceiver encounters an unfamiliar target we are opened different informational cues and want to learn more
about the target,
 In the second step, we try to collect more information about the target. Gradually, we encounter some familiar cues
which help us to categorize the target and
 At this stage, the cues become less open and selective. We try to search for more cues that confirm the categorization of
the target. At this stage, we also actively ignore and even distort cues that violate our initial perceptions. Our perception
becomes more selective and we finally paint a consistent picture of the target.
Conclusively, it is evident that not all the stimuli affect the perceptual process of each one in similar way that may definitely vary
from subject to subject (perceiver) faving unique developments of cultural and past experiences. In case of relevant target;
selective attention and perceptual process may have quite cohesive in nature but in case of irrelevant stimulus; there may not be
that much of perceptual processing being ignored having no relevance or discarded affects. Definitely, an ambiguous stimulus
may be translated into multiple percepts, random experiences; obviously one at a time, that is popularly known as ‘multistage
perception’.
RIGHT vs. LEFT BRAIN ROLE
Brief Introduction and Knowledge Moderation onto the Concept of Human Brain
According to Roger W. Sperry (1973), “The main theme to emerge... is that there appear to be two modes of thinking; verbal and
non-verbal that represented rather separately in left and right hemispheres respectively and that our education system, as well as
science in general, tends to neglect the non-verbal form of intellect. What it comes down to is that modern society discriminates
against the right hemisphere.”
Later research has shown that the brain is not nearly as dichotomous as once thought. For example, recent research has shown that
abilities in subjects such as math are actually strongest when both halves of the brain work together.
Roger W. Sperry (1981) won the Nobel Prize for conducting “Split Brain” experiments. Under the experimentation, a patient
suffered from uncontrolled seizures and had an area of his brain removed by surgery in an attempt to control his illness that was
the corpus collosum. After the surgery, ‘the patient seemed to function normally as he could walk, talk and eat’, however, some
astounding results occurred. They conducted tests individually on both sides of the body. For instance, the right eye and hand
could name an object such as a pencil but could not explain what it was used for. The left eye and hand could not name it but it
could demonstrate how to use it.
Contribution by Neuroscientist Herculano-Houzel
"We found that on average the human brain has 86bn neurons. In addition, not one [of the brains] that we looked at so far
has the 100bn. Even though it may sound like a small difference, the 14bn neurons amount to pretty much the number of
neurons that a baboon brain has or almost half the number of neurons in the gorilla brain. So that's a pretty large difference
actually."
According to neuroscientist Herculano-Houzel, it is because there was no direct estimate of total neuron quantity in the human
brain until 2009, when she and her team rounded up the brains of four recently deceased men, brought them to a laboratory, and
liquefied them, using a novel technique called "isotropic fractionation." Herculano-Houzel and her team dissolved each brain into
a homogenous mixture of "brain soup" (her words, not ours), took samples from the soups, measured the number of neurons in
each sample, and then scaled up to find the neuronal content of each brain bisque.
For decades, scientists said that the human brain contains 100 billion neurons. However, when neuroscientist Suzana Herculano-
Houzel hunted for the source of this often-quoted number, she could not locate one. Therefore, she set out to count herself … by
making brain soup. She brings a vial of brain soup with her onto the TEDGlobal 2013 stage. This substance was made by
dissolving donated brains, destroying the cell membranes but leaving the nuclei intact. This made a homogenous mixture that
allowed her to count the neurons in a sample. As it turns out, the human brain really has 86 billion neurons.
Why does this difference of 14 billion neurons matter? It answers a vital question: What makes the human brain different,
allowing us to get together for thought-fests like TEDGlobal 2013, while other animals do not? For a long time, scientists thought
that all mammal brains were made of the same material. However, if that were true, then mammals with larger brains would be
the most cognitively able. That simply is not true. In addition, human brains reveal a few oddities. For instance, Herculano-
Houzel says, ‘we have a larger cerebral cortex than it seems like we should have, given the size of our bodies’. Meanwhile,
human brains use a tremendous amount of energy. While the brain is 2% of the body, it uses 25% of the calories we need to
function each day. Why should the rules of evolution not apply to humans?
This brings us back to Herculano-Houzel’s finding that the human brain actually contains 86 billion neurons. The new
baseline allowed her lab to do comparisons to other animal brains. In addition, they found that human brains are proportional in
terms of the number of neurons and energy use to other primate brains; they are just larger. “It’s a great reminder of our place in
evolution,” says Herculano-Houzel.
DICHOTOMY OF BRAIN ROLE i.e. RIGHT SIDE OF BRAIN & LEFT SIDE OF BRAIN
The Right Brain
According to the left-brain, right-brain dominance theory, the right side of the brain is best at expressive and creative tasks. Some
of the abilities that are popularly associated with the right side of the brain include: a) Recognizing faces, b) Expressing
emotions, c) Music, d) Reading emotions, e) Color, f) Images, g) Intuition, h) Creativity, i) Emotional, and j) Imaginative.
Whereas the Left Side of the Brain is associated with the followings: a) Logic, b) Sequencing, c) Analysis, d) Linear, e)
Mathematics, f) Language, g) Facts, h) Think in words, i) Words of song, j) Computation, k) Scientific, l) Literal, m) Detached,
and n) Details.
Figure-2: Model of Human Brain: Right vs. Left Brain
ROLE OF LEFT & RIGHT SIDE OF THE HUMAN BRAIN

PERCEPTION & DECISION MAKING PROCESS
Corresponding Body Parts control by the Right & Left Brain i.e.
Left parts by right brain and right side parts by left side brain
Right Side Brain
Lef t Side Brain
Sources: https://www.google.co.in (www.davidicke.com) & www.google.co.in (www.ucmas.ca)
Review and Retrospection of past studies/views/opinions with reference to Marketing Perspective
The technological advancements and applications in practice in the era of Information and Technology (IT) and tremendous use
of Internet have brought various soft solutions to the marketers like quantum database management, customized market
monitoring tools with the application of software tools, Customer Relationship Management (CRM) modules, Internet Marketing,
affiliate marketing, viral marketing through electronic mailing platforms (B2C & C2C model of marketing), implementation of
ERP and SAP are some of the prominent tools that marketers are not only depending on the traditional nebulous of creating
“customer awareness,” through advertising and publicity campaigns. The customers at large have open access to Internet and web
surfing through with sufficient insight of products and services available can be sought by sitting indoors and place orders.
To unquote the fact that, ‘Cisco Systems has projected that 667 Exabyte’s of information will have been transmitted over the
Internet in the year 2013 more than 2.5 million times the information stored in the Library of Congress’.
Worth Un-quoting and Reproduction of Forrester Research, Inc., views as follows:
The marketers’ first goal is to clearly understand customer needs and wants as they relate to the products/services being offered.
Using planning and data-mining tools, customer and market data will be analyzed in order to determine how customers respond to
marketing stimuli and therefore, which marketing resources will work best.
Left-brain marketers will focus more on behavioral and attitudinal data; website activity, purchases, call center or email
interactions, surveys, and offline observations and identify points of influence along a customer’s path to purchase. Throughout
implementation, the plan is tested and adjusted, taking into consideration how goals will be accomplished in different settings
such as different geographies, how well it work with different media, or frequency of advertising. Based on that information, the
approach is refined for each market segment. Because they want to maintain their flexibility, left-brain marketers normally buy
advertising in small blocks rather than make large, long-term commitments (scientifically and logics driven strategy).
Whereas the Right-brain marketers go for the “wow” factor, and emphasize the experience both in terms of what they’re
promising and in terms of the impact of the advertising itself. Their commercials will be funny, surprising, may well feature a
celebrity. Unlike to Right-Brain marketers, the Left-brain marketers, in contrast, focus on the product and keep it simple. Their
branding and advertising will emphasize the practical features of the product or service: This is what it is, this is what it does (and
does better than the competition), and here is why you need it. The emphasis is on the product, rather than on the actors or any
visual or verbal pyrotechnics. When actors are used, they will give testimonials about how well the product has worked for them
and thus, why it will work well for you, too.
Needless to say, the success of any left-brain marketing campaign is measured by the cold, hard facts. Right-brain marketers may
cite factors such as brand loyalty and customer perception, but the success of a left-brain marketing campaign is going to be
measured by the bottom line. How many clicks did the advertisement get online and how much additional traffic did it drive to the
company’s website or landing page.
SENSITIZING, SECURING AND ACTUATION OF CUSTOMERS LEFT VS RIGHT BRAIN; MARKETERS’ BIG
DILEMMA
Chart-3: Tentative Changing Orientation of Customer Since 1990’s
Almost majority of the companies across India and Globe try to combine the right blend of right and left side of the brain as a part
of their marketing principles. The imbroglio of heart and head sensitization and activation are concurrently done away, to have
check on both. It is worth understanding that the process of inspiring and convincing both goes integrated; inspiring is based on
emotional parameters and convincing is through convincing parameters, hence, both the hemispheres of the brain need be jointly
taken into considerations. Otherwise, it is agreed upon that technology based companies are a natural fit for left-brain marketing
especially those offering high-end information-technology products. Quality, efficiency and dependability will always be critical
factors in the purchasing decision for these types of products.
Left-Brain Marketing Effectiveness; based on factual variables
It is obvious that left-brain marketing is likely to appeal to left-brain consumers. Notably, most of the men tend to work on logics
or rationally which should not be taken as that women shouldn’t be discounted either as they can switch or swift between the
right and left hemispheres of the brain much faster than men. Generally, men tend to be more task-oriented and left-brain
marketing appeals to that. E.g., home improvement, car care, fishing, boating equipment, operational and technical aspects of the
machineries etc., are all usually the prime targets for left-brain marketing. Technology consumers of either gender are also prime
targets for at least some degree of left-brain marketing. Smart-phone consumers may still be wowed by cool mobile applications
(right brain), but they’re also conscious of the fact that those apps and other features aren’t nearly as enjoyable if they’re still on a
third-generation (3G) network and/or can’t get proper reception where they live (left brain). Recent campaigns from Verizon, T-
Mobile and AT&T have all needed to trumpet the practical end of their products and networks, often to refute the statistical
claims of their competition.
The effectiveness of a left-brain campaign will be contingent on the practicality of the product itself, and how clearly the case
for that product is made. The success of the campaign will be measured in the same way. Data analysts, design experts,
statisticians, and accountants are all part of the mix from the early stages and in fact may be official members of the marketing
team. As opposed to right-brain marketing tools, which typically research the market, left-brain marketing researches the
customer. Left-brain marketing tools include:
 Maps of customer purchase path,

 Quantitative media selection tools (to determine which media vehicles are most efficient and effective),
 Market mix models,
 Customer lifetime value calculators,
 Personas (representations of your target audience based on research and interviews),
 Marketing and Web analytics,
 Service reporting tools (which report customer experiences from every touch point within a company).
Right -Brain Marketing Effectiveness; based on emotions & sentiments
Right brain thinkers are nearly exact opposites. They think outside of the box. They draw on their emotions to make decisions.
They are more imaginative and creative. They daydream and can be absentminded at times. They love a good fiction book and
imagine themselves taking on the roles of the characters they read about. They choose art of scholastics and give amazing details
with storytelling or writing. Years of experience have taught us that marketing drives sales for every size of company in every
industry. The Right Brain Marketing offering is designed to tap the full spectrum of marketing tools to communicate your
marketing message and achieve your sales goals. At the core of the Right Brain Marketing solution is a host of those marketing
tools, such as public relations campaigns, advertising, email and social media marketing that are essential for successful
marketing communications and tailored specifically to client needs.
New Buzz Word, “Neuro-Marketing-blend of Neuroscience, Marketing and Technology”: Actuating the Customers
Buying Action:
According to neuroscientists, there are 3 main parts to the brain, each functioning as a brain it unto itself. These "three brains"
nestled inside one another are as follows:
 The ‘Human’ (New or outermost) Brain: Most evolved part of the brain known as the CORTEX that is responsible
for logic, learning, language, conscious thoughts and our personalities,
 The ‘Mammalian’ (Middle) Brain: Also known as the LIMBIC SYSTEM that deals with our emotions, moods,
memory and hormones and
 The ‘Reptilian’ (Old) Brain: Also known as, the R COMPLEX controls our basic survival functions such as hunger,
breathing, flight-or-fight reactions and staying out of harm's way.
Worth quoting here, Erik Du Plessis in The Advertised Mind, the "old" brain rules all rapid decision-making. Market researcher
and Chairman, Archetype Discoveries Worldwide, Clotaire Rapaille said in a PBS interview, "The Persuaders" that "The
Reptilian always wins. I do not care what you tell me intellectually. Why? Because the reptilian always wins." The top 7 Insights
under the aegis of Neuro-Marketing that can unlock Customer's Brain for Instant Sales as per ‘Denise Corcoran’ are as follows:
 The old brain is driven by emotions: Our old brain operates on autopilot i.e. a stimulus response mechanism. Emotions
are automatic responses to sensory stimuli. The smell of coffee, the sound of the ocean, the view of a setting sun etc., all
triggers an unconscious emotional response. Emotions play a similar critical role in our buying decisions. Business
Pundit reminds us "In an oversupplied economy, customer feelings drive purchase decisions and profitability. Your new
imperative is to assess and appeal to your customer's feelings. Welcome to the Feelings Economy." Key lesson: The
more senses you trigger and associate with your products/services, the more you will appeal to your customers'
emotions and influence their buying behavior.
 The old brain "decides" based on the gain vs. pain tradeoff: The two basic drivers of all behaviour and decisions are
to seek pleasure and avoid pain. According to KEVIN HOGAN, author, The Science of Influence, "Most people react
to the fear of loss and the threat of pain in a much more profound way than they do for gain." Key lesson: Marketing
Guru, ‘Seth Godin’, illustrates through his Joy/Cash Curve that high value purchases often trigger increasing amounts
of buying pain. His solution: add more joy and pleasure to the buying process, such as he did in his work with Lexus.
According to Godin, when you make buying pleasurable, you actually reset the customer's "value meter."
 The old brain is highly influenced by beginnings and endings: Research confirms that the beginning and ending of
an event or experience alters our perception of the entire experience. Our initial impression becomes the "filter" for how
we perceive what is to follow. The most recent experience leaves a final impression with greater weight. Key lesson: In
marketing, for your message to be accepted, it is critical to leave a strong first impression, like a compelling story, a big
smile, etc. In addition, if a customer has a pleasant or unpleasant experience with your product or company that most
recent experience will influence future purchases more than all other experiences combined.
 The old brain is visually oriented and responds rapidly to images: From the moment we are born, we are able to see
shadows and associate meaning to them. In communications, we are told that 65% of our how our message is received
is through our physiology (or visual cues). Study after study has shown that someone's first impression of you is based
on your physical appearance. In each instance, it is our old brain rapidly responding to visual cues, not words. Words
are the realm of the "new" brain and are secondary in the buying process. Key lesson: Enhance and deliver your core
marketing message visually, e.g. the design of your product, images in an advertisement, external packaging etc.
 The old brain perceives the "pain of buying" in relative, not absolute, terms: Neuroscience tells us that the "pain"
in the old brain is most activated with price. Not in absolute terms but rather in relative terms such as fairness vs.
unfairness, or alternative uses of dollars. Therefore, how you present or frame your prices could be driving customers
away. Key lesson: From various posts by Roger Dooley; key strategies include: Emphasize "Sales" prices (which does
not activate pain in the old brain), Utilize "Package" pricing over pricing of individual components (the latter shows
greater pain activity in the old brain) and series of small "bite-size' investments in place of one large investment
(Netflix).
 The old brain understands only what is tangible, physical and concrete: According to Patrick Renvoise, author,
Neuro-marketing: Is There a 'Buy Button' in the Brain? Yes, the old brain is constantly scanning for what is familiar and
tangible. It does not understand numbers or abstract terms, like "integrated approach" or "comprehensive solution." Key
lesson: To speak to the old brain, one must use tangible "benefits" i.e. what a customer will see, feel, hear, taste or smell
as a result. E.g. a promise of ‘greater happiness’ is gibberish to the old brain. Instead, tell your prospect how he/she will
wake up every morning with a smile. Alternatively, use metaphors (such as referring to your service as the "Cadillac"
offering) to make your benefits more tangible.
 The old brain's control over buying decisions varies from culture to culture: According to market researcher,
Clotaire Rapaille, some cultures are very reptilian, such as the American culture. Americans want instant gratification.
They have a bias for action. Other cultures such as the French and German are more Cortex, control-oriented. Their bias
is thinking over doing. Key lesson: Adapt your marketing communications to each culture and what part of their brain
drives buying decisions. Use emotional appeal with Americans; use logic with European cultures.
Ubiquitous to say that ‘Neuro-marketing’ is still in its infancy, it has the potential to revolutionize the way we market our
products/services. The most important point is to use it for the right reasons. That is, as a way to better understand your customers
and ultimately to better serve them. When used in this way, it can have a dramatic impact on your bottom line.
REFERENCES
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Understanding and Managing Life at Work, 7.
2. Bernstein, Douglas A. (2010, March 5). Essentials of Psychology. Cengage Learning, 123–124. ISBN 978-0-495-
90693-3.
3. Ankney, Davison C. (1992). Sex differences in relative brain size: The mis measure of woman, too?. Intelligence, 16
(3–4), 329–336.
4. Cosgrove, K. P., Mazure, C. M., & Staley, J. K. (2007). Evolving knowledge of sex differences in brain structure,
function, and chemistry. Biol Psychiat, 62(8), 847–855.
5. Denise, Corcoran. Retrieved from www.businesspundit.com
6. DeVere, Ronald, & Calvert, Marjorie. (2010, August 31). Navigating Smell and Taste Disorders, 33–37. Demos
Medical Publishing. ISBN 978-1-932603-96-5.
7. Gregory, Richard. (1987). Perception in Gregory. Zangwill, 598–601.
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gray and white matter in healthy young adults: correlations with cognitive performance. The Journal of Neuroscience,
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9. Parent, A., & Carpenter, M. B. (1995). Carpenter's Human Neuroanatomy, Chapter-1. Williams & Wilkins. ISBN
978-0-683-06752-1.
10. Pomerantz, James R. (2003). Perception: Overview. In Lynn Nadel (Ed.), Encyclopedia of Cognitive Science, Volume-
3, pp. 527–537. London: Nature Publishing Group.
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16. Retrieved from www.davidicke.com
17. Retrieved from www.ucmas.ca
18. Retrieved from www.guardian.co.uk
19. Retrieved from www.neurospire.com
*****
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ANALYZING THE FACTORS AFFECTING CAREER CHOICES OF PROFESSIONALS

Dr. Arun Handa2 Suvarna Patil3 Nilesh Kate4
ABSTRACT
Career selection is one of the most crucial parts of life. The selection of proper career determines the future of any individual.
There are several factors affecting the career selection decision. This study tries to find out the factors, which prompted the
professionals to go for their present career. For this study, purposive sampling was used wherein the data was collected from
153 respondents from Pune region through close-ended questionnaire. The very purpose of the study was to find put the
factors that affect the choice of the professional while choosing a career. The findings of this study were that academic marks
do affect the career choices decisions. However, other than academic marks the factors which influence the career choices are
parents, expected income, good work environment, ability to define personal goals in their career, past experience with a
professional in the same field; and family and friends. While trying to find out the attitude of professionals towards careers, it
was found that the motive behind choosing a particular career was that apart from earning lots of money, people are more
attracted towards the professions which are dynamic and which gives many opportunities for development.
KEYWORDS
Academic Marks, Attitude, Career Choices, Influencers, Professionals etc.
INTRODUCTION
“Work is one of our greatest blessings. Everyone should have an honest occupation” (Rosenstock & Steinberg, cited in O’Brien,
1996, p. 3). The choice of an occupation is an important decision for every individual. At the end of compulsory schooling,
further education and training may be undertaken in the form of grades 10 to 12. Thereafter, students decide whether they want to
start working or further continue their education (Ferry et al., (2000). Career selection is one of many important decision students
will make in determining plans. Taking career decision is not that important as taking a right decision is important. This decision
will affect them throughout their lives. The essence of who the student is will revolve around what the student wants to do with
their life-long work.
Career choice is dependent on various factors (Ferry et al., (2000). According to the literature, the factors affecting career choices
are very diverse. Amongst the more important ones are: funding; type of school attended; cultural factors race and gender; job
experience and personal factors prestige; lifestyle preference; personality type and commitment) (Sukovieff, 1989;
Chuenyane; 1983; Makhubu; 2000; Micallef and Gatt, 2004; Watson, 2004; Singaravelu et al., 2005; Harris et al., 2005 and
Ramsey et al.,2004). Though previous studies have been carried out on the factors affecting career choices of students, very little
study has been carried out to study the factors, which influenced the already working people to pick up a particular career. This
study tires to throw some more light on this aspect.
OBJECTIVES OF STUDY
While keeping the above aspect into consideration, objectives of this study were as follows:
1. To determine whether the academic marks influence the profession to be chosen.

2. To study whether the cost of the course / scholarship / lack of scholarships affected the choice of career.
3. To study the factors which influenced the professionals’ decision to choose a career?
4. To study other factors affecting the career choices.
5. To study the attitude of professionals towards careers.
HYPOTHESIS OF STUDY
While keeping the above objectives into consideration, some hypotheses were formulated which are as follows:
For testing the first and second objective Hypothesis H1 and H2 were as below:
H1: Academic marks influence the profession to be chosen
H2: Cost of course/scholarship/lack of scholarship affects choice of career
For testing third objective partly the following hypothesis was formulated:
H3: Gender plays an important role while deciding a particular career
2Ph.D. Guide, Nagpur University, Maharashra, India, arunphanda_123@rediffmail.com

3Assistant Professor, Sinhgad Institute of Management & Computer Application, Maharashtra, India, suvarnapatil@sinhgad.edu
4Assistant Professor, Sinhgad Institute of Management & Computer Application, Maharashtra, India, nileshkate503@gmail.com
For studying the fifth objective hypothesis, 4 and 5 were formulated as below:
H4: Dynamic professions with numerous opportunities are the most attractive professions.
H5: Making lot of money is not important to the people in terms of a career.
RESEARCH METHODOLOGY
For this study, primary data was collected through survey method. Data was collected from various working people, which were
mainly divided into Professionals, Service class, Business class and having other occupations. The professionals mainly
comprised of doctors and lawyers; the service class people comprised of government employees, IT and non-IT engineers, bank
employees; the business class included the dealers, distributors and the shopkeepers; however, the other category included the
roadside hawkers and the various other small vendors. Self-administered questionnaires were randomly distributed to collect data
from respondents in Pune. The sampling procedure adopted was purposive sampling wherein the data was collected from those
people who were in some or other occupation. 180 questionnaires were distributed out of which 161 were returned. 8 had to be
discarded for incomplete and irrelevant answers and 153 were used for final analysis. Statistical package like Statistical Package
for the Social Sciences-18.0 (SPSS-18) was used to analyze the data.
Table-1: Summary of Sample Characteristics
Frequency Percent
<18 3 2.0
18-25 15 9.8
25-32 60 39.2
Age 32-39 27 17.6
39-46 33 21.6
>46 15 9.8
Total 153 100.0
Male 99 64.7
Gender Female 54 35.3
Total 153 100.0
Bachelor/Spinster 39 25.5
Married 111 72.5
Marital Status
Widower/Widow 3 2.0
Total 153 100.0
Professional 45 29.4
Service 81 52.9
Occupation Business 18 11.8
Other 9 5.9
Total 153 100.0
<59% 42 27.5
60-75% 60 39.2
10th Percentage 76-90% 48 31.4
>90% 3 2.0
Total 153 100.0
<59% 42 27.5
60-75% 78 51.0
12th Percentage 76-90% 27 17.6
>90% 6 3.9
Total 153 100.0
First Class With Distinction 27 17.6
First Class 81 52.9
Graduation Class Higher Second Class 12 7.8
Obtained Second Class 9 5.9
Pass Class 24 15.7
Total 153 100.0
First Class With Distinction 27 17.6
First Class 60 39.2
Post Graduation Higher Second Class 15 9.8
Class Obtained Second Class 3 2.0
Pass Class 48 31.4
Total 153 100.0
RESULTS AND DISCUSSION
Hypothesis H1: Academic marks influence the profession to be chosen:
Table-2
Chi-Square
Tests
Crosstab
(significance
value)
Occupation
Total
Professional Service Business Other
Yes 21 21 0 3 45 0.000
Factors Vital In Choosing A
No 15 60 18 6 99
Profession-10th Marks
Not Sure 9 0 0 0 9
Total 45 81 18 9 153
Professional Service Business Other Total
Yes 36 30 0 3 69
Factors Vital In Choosing A
No 6 48 18 6 78 0.000
Profession-12th Marks
Not Sure 3 3 0 0 6
Total 45 81 18 9 153
Yes 36 48 3 3 90
Factors Vital In Choosing A 0.000
No 9 33 15 6 63
Profession-Graduation Marks
Not Sure 0 0 0 0 0
Total 45 81 18 9 153
Factors Vital in choosing a Yes 30 45 3 3 81
Profession No 12 33 12 6 63 0.006
Post-Graduation marks Not Sure 3 3 3 0 9
Total 45 81 18 9 153
Inference: The significance values of all the above variable was less than 0.05, which indicated that H1 hypothesis is accepted.
Thus, it can be inferred that academic marks do influence the decision regarding profession to be chosen; amongst these, the
graduation marks play a very significant role while choosing a particular profession.
Hypothesis H2: Cost of course / scholarship / lack of scholarship affect choice of career.
Table-3
Chi-Square
Tests
Crosstab
(significance
value)
Occupation
Total
Yes 6 15 0 3 24
Factors Vital In Choosing A No 36 60 15 6 117 0.229
Profession-Course Cost Not
3 6 3 0 12
Sure
Total 45 81 18 9 153
Occupation
Total
Yes 15 6 0 3 24
Profession-Scholarship Not
3 6 3 0 12
Sure
Total 45 81 18 9 153
Occupation
Total 0.624
Yes 0 0 0 0 0
Factors Vital In Choosing A No 39 72 15 9 135
Profession-Lack of Not
6 9 3 0 18
Scholarship Sure
Total 45 81 18 9 153
Occupation
Total
Yes 0 15 12 3 30
Profession-Other Not
0 0 3 0 3
Sure
Total 45 81 18 9 153
Inference: Significance value of availability of scholarships and other factors was less than 0.05 (i.e. 0.001 and 0.000
respectively) and that of Lack of scholarship and course cost was greater than 0.05 (i.e. 0.624 and 0.229 respectively). Therefore,
it can be inferred that though availability of scholarship may play an important role while selecting a particular profession,
financial matters like lack of scholarship or course cost does not influence the person’s decision to take up a particular course. In
addition, the significance value of other factors being less than 0.05 determined that there are other factors, which might have
affected the professionals’ decision of choosing the current occupation.
Hypothesis H3: Gender plays an important role while deciding a particular career
Table-4
Personal Gender Influence

Frequency Percent
Yes 60 39.2
No 93 60.8
Total 153 100.0
Table-5
Gender * Personal Gender Influence Cross tabulation Chi-Square

Personal Gender Influence Total
Yes No
Gender Male 42 57 99 0.271
Female 18 36 54
Total 60 93 153
Inference: The significance value of 0.271 (table 5) proved that personal gender did not play an important role while selecting a
particular career. It was also interestingly found that females were also not an exception to that.
Table-6
Influencing factor For Career Choice

(More Than One Factors Ticked)
Influencing factor For Career Choice Frequency Percent
Parents 87 56.9
Siblings 30 19.6
Significant Other 75 49.0
Peers 18 11.8
Television 0 0
Printed Media 27 17.6
Other 6 3.9
Inference: It was found that for majority of the respondents, the Influencing factor for their career choice were their parents
followed by their significant others wherein television was not at all an influencer for making a career choice.
In addition, while trying to find out other factors influencing the career decisions the following things were observed:
Table-7
Factors Affecting Choice of Current

Profession Frequency Percent
Factors Affecting Choice of Domestic Circumstances 99 64.7
Current Profession (More Societal Needs 66 43.1
Than One Factors Ticked) Working In Particular Environment 66 43.1
Job Opportunity 51 33.3
Other 3 2
Work Related Factors Frequency Percent
Work Related Factors Expected Income 99 64.7
Considered While Making Good Working environment 99 64.7
Career Choice(More Than Working Conditions 84 54.9
One Factors Ticked) Working Hours 81 52.9
Other 9 5.9
Influence Of Past Experience With
Influence Of Past Professional In Same Field Frequency Percent
Experience With
Yes 78 51
Professional In The Same
No 75 49
Field
Total 153 100
Personal Factors Frequency Percent Rank
Ability To Define Personal Goals 60 39.2 1
Challenge 9 5.9 5
Commitment 6 3.9 9
Enthusiasm 3 2 10
Most Important Personal Joy of Working With People 9 5.9 5
Factor Considered While Joy Of Working With Your Hands 9 5.9 5
Selecting A Job Lifestyle Preference 15 9.8 3
Motivation To Help Others 18 11.8 2
Personality Type 3 2 10
Prestige 9 5.9 5
Variety In A Profession 12 7.8 4
Total 153 100
Inference: It was found that Domestic circumstances were the primary factor due to which people took up a particular career.
Expected income and good working atmosphere were the work related factors, which affected the respondents’ choice of career.
Maximum respondents agreed that their experience with professionals in the same field did influence their career choice; while
the Ability to define personal goals is the most important personal factor which was considered by most of the respondents while
selecting a particular career.
Table-8
Source Of Information About Profession

Frequency Percent
(More Than One Factors Ticked)
Family And Friends 99 64.7
Other Sources 42 27.5
Teachers 36 23.5
Guidance Counselor 18 11.8
Career Forums 12 7.8
Internet 9 5.9
Visiting Professionals 9 5.9
Seminars 6 3.9
Inference: Majority number of respondents said that, for them, while taking a career decision, the most important source of
information about a particular profession was Family and Friends.
Hypothesis 4 and 5:
H4: Dynamic professions with numerous opportunities are the most attractive professions
Table-9
One-Sample Test
Test Value = 0
df (degrees of Sig.
t
freedom) (2-tailed)
Dynamic Profession With Numerous Opportunities
51.136 152 .000
Are Most Attractive Professions
H5: Making lot of money is not important to the people in terms of a career
Table-10
One-Sample Test
Test Value = 0
df (degrees Sig.
t
of freedom) (2-tailed)
Making Lot of Money Is Not Important to me in Terms of a Career 43.076 152 0.000
Inference: Hypothesis 4 and 5 shows the attitude of the respondents towards the career. The significance value of hypothesis H4
and H5 confirms that people believe that most attractive profession are those which are dynamic with numerous opportunities to
grow; and making lot of money is not the only important factors in terms of their careers.
CONCLUSION AND SUGGESTIONS
Academic marks play an important role while choosing a particular career; however, the financial matters do not act as hindrance
while making a decision of selecting a particular career. Other than academic performance, there are other factors, which
influence the career choice of the people. Major influencing factor while choosing a career are parents and significant others;
however, the personal gender do not make a difference while choosing a particular career. The other factors, which are
circumstantial for choosing a particular career, are domestic circumstances, expected income and good work atmosphere. People
prefer those jobs, which enable them to define personal goals. In addition, their experience with professional in the same field
does play an important role while deciding about a particular career.
People usually seek the guidance of those people who are close to them like family and friends instead of third persons with
whom they are not related directly and television is not at all considered as source of information while deciding about a career.
For people, making lot of money is not the only motive behind choosing a particular career and the people are attracted towards
the professions which are dynamic and which gives many opportunities to grow. Thus, to attract the good candidates, along with
good pay, a company can concentrate on the aspects such as providing good working environment to their employees as well as
keep them motivated by giving them an opportunity to achieve their personal dreams at both individual level as well as corporate
level. In addition, the employees should be motivated positively, other than the money to encourage them to perform efficiently
and should be exposed to different growing opportunities in a particular job.
REFERENCES
1. Borchert, M. (2002). Career choice factors of high school students. Stout: The Graduate College University of
Wisconsin.
2. Chuenyane, Z. N. (1983). Career guidance needs assessment of black secondary schools in the Transvaal province of
the Republic of South Africa. International Journal for the Advancement of Councelling, 6(4), 271-280.
3. Ferry, T. R., Fouad, N. A., & Smith, P. L. (2000). The role of family context in a Social cognitive model for career-
related choice behaviour: A math and science perspective. Journal of Vocational Behaviour, 57(10), 348-364.
4. Harris, M. C., Marx, J., Gallagher, P. R., & Ludwig. (2005). General vs Subspeciality peadiatrics, Factors leading to
residents career decisions over a 22 year period. Archives of Peadiatrics and Adolescent Medicine, 159(3), 212-216.
5. Maharaj, S. H. An investigation of the factors affecting the career choice of selected health-care students
(physiotherapy, chiropractic, medicine and occupational therapy) in Kwazulu Natal. South Africa: Durban University
of Technology. Durban: Department of Chiropractic.
6. Makhubu, L. (2000). Traditional medicine : Swaziland. University of Swaziland: Swaziland center for Research in
medicinal and indigenous food plants.
7. Micallef, C., & Gatt, S. (2004). Gender preferences and science career choice (International Workshop Access of
women to science). Germany: Cologne.
8. O’Brien, T. (1996). A case study of six students in workbound. University of Wisconsin-Milwaukee.
9. Ramsey, A. H., Haq, C., Gjerde, C. L., & Rothenberg, D. (2004). Career Influence of an international health
experience during medical school. Retrieved on 2013, November 22 from
http://www.stfm.org/fmhub/fm2004/June/Alan412.pdf
10. Singaravelu, H. D., White, L. J., & Bringaze, T. B. (2005). Factors influencing International students career choice.
Journal of Career Development, 32(1), 45-59.
11. Sukovieff, H. M. (1989). An investigation of influences on career decisions of High school graduates : A follow-up
study. Retrieved on 2013, November 22 from http://www.saskschoolboards.ca/research/students/90-04.html
12. Watson, K. (2004). Discussing the diversification of engineering. Retrieved on 2013, November 22 from
http://www.nae.edu/nae/caseecommew.nsf/0754c87f163f599e85256cca00588f49/85256d9f0060
*****
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NETWORK ANALYSIS: AN EFFECTIVE DETERMINANT OF

ORGANIZATIONAL COMMUNICATION SYSTEM IN MANAGEMENT
OF DAIRY CO-OPERATIVE ORGANIZATION
Dr. Ashok Kumar5 Dr. Shagufta Jamal6
ABSTRACT
The dairy organization representing a complex system is highly departmentalized and specialized at various levels, which has
necessitated a great deal of co-ordination and interaction among its employees through an efficient organizational
communication network. Network analysis between management and employees at various levels of management plays an
important role in achievement of the organizational effectiveness. The amount of upward communication was higher than
downward communication as well as horizontal communication.
The horizontal communication was also observed more than downward communication and hence, the efforts are required to
attract the attention in this directionality the top management so that the management personnel could raise downward
communication. Various types of communication messages i.e. informative, instructive, influencive, evaluative and
counseling play a vital and indispensable role in management. The network analysis directly assist the management system in
achieving the goals of the organization and also help in creating a congenial environment of better functioning by the
incumbents in the organization.
KEYWORDS
Network Analysis, Organizational Communication System, Dairy Co-operative Organization etc.
INTRODUCTION
The importance of communication in organizational effectiveness has been widely recognized at theoretical and conceptual level.
Organizational communication system has increasingly powerful determinants for the effectiveness of the organization and it may
have an inflating effect on the ability of the organization to grow, to perform efficiently or to service. The dairy organization
representing a complex system, which has necessitated a great deal of co-ordination and interaction among its employees through
an efficient organizational communication network. Network analysis between management and employees at various levels of
management plays an important role in achievement of the organizational effectiveness. The information and other specific
messages i.e. informative, instructive, influencive, evaluative and counseling are communicated to the members of the
organization. These messages are relayed in many directions. Some are diffused downward, others upward, still others in
horizontal directions through various hierarchical level of the organization and play an important role in achieving the goals of the
organization.
Keeping in view the importance of the network analysis as effective determinants of the organizational communication, the
present study was conducted under the aegis of Pradeshik Co-operative Dairy Federation Ltd. Uttar Pradesh. Under study sixteen
district of Western Uttar Pradesh were selected where Operation Flood Programme was in active operation for more than 15
years. The sampling design of the study was comprised of four hierarchical management levels viz. upper, middle, lower, and
staff respectively. The composite sampling size of 64 includes upper level (16), middle level (16), and lower level (16) and staff
level (16) respectively.
Network analysis includes the Directionality and Types of messages. The information and other specific messages are
communicated to the members of the organization. These messages are relayed in many directions. Some are diffused downward,
others upward and still others in horizontal direction through various hierarchical level of the organization.
DIRECTIONALITY OF MESSAGES
The direction indicates the way in which the communication flows in an organization. The downward communication (Top to
Bottom) refers the communication flowing down the line from Superior or Boss to the Subordinates. The upward Communication
refers to communication of subordinates moving in an upward direction to superiors. Horizontal communication refers to the
lateral communication occurring between peers/colleagues at the same hierarchical level.
5 Associate Professor, Department of Adult & Continuing Education & Extension, Jamia Millia Islamia, New Delhi, India,
ashok2011@yahoo.com
6 Professor & Head, Department of Adult & Continuing Education & Extension, Jamia Millia Islamia, New Delhi, India,
jamalshagufta_dr@yahoo.co.in
The directionality of messages was measured with a Directionality Index. The data for directionality index was collected against
four to six items. The raw scores of each item were converted into standard scores by the following formula.
Raw Score Mean

Standard Score = _________________
Standard Deviation
The Standard Scores of all these items was summed up to obtain the Index Value (Downward, Upward and Horizontal) for an
individual.
TYPES OF COMMUNICATION
Under the types of communication, five types of messages viz. evaluative, influencive, informative, instructive and counseling
respectively were studied. The operational form of the above five types of communication were as follows:
(a) Evaluative Type: Thayer (1961) states that an administrator/ communicator is communicating evaluative whenever he hears
or read something which he evaluates or when he communicate his evaluations to others directly or in writing.
(b) Informative Type: Thayer (1961) states that “all communication intended or not has the potential of being informative. Thus,
we may say that as far as they are informative, all conceivable forms or devices of communication fall within the scope of being
informative. We communicate informatively when we report, analyze, explain, describe, clarify, or ask or answer a question.
(c) Instructive Type: Thayer (1961) states that those who are hierarchically superior whether in family, business, military, civic
or personal life often initiate communication not only for the purpose of informing their sub ordinates but often for the purpose of
telling them what to do or how to do or directing them or of commanding their behavior in some way “orders, directives, requests,
procedure even performance appraisal, all functions as command (and / or control) messages.”
(d) Influencive Type: Thayer (1961) states that influence is usually employed to refer to the act of eliciting or channelizing a
specific behavior on the part of the receiver, usually thought to be some action contrary to the receivers perceived best interests.
(e) Counseling Type: Counseling is defined as the communication in person to person situation on personal and / or official
problems where one try to give receive all the possible alternatives/ solutions to the problems from which one can choose.
The types of communication were measured with the following procedures. The five statements represent five types of
communication i.e. evaluative, informative, instructive, influencive and counseling were prepared. The responses were recorded
into four categories such as ‘most frequently, frequently, least frequently and never.’ For scoring, these categories were assigned
an arbitrary weightage of 3, 2, 1 and 0 respectively. The separate index for each type of Communication was constructed from the
data collected regarding the:
Raw Score-Mean
Standard Score = ________________
Standard Deviation
The obtained standard scores of all items were finally added up to denote separate index for different types of communication
messages.
FINDINGS AND DISCUSSION
In the present study, all the three types of directionally of messages have been studied. The flow of communication among
superiors, sub ordinates and colleagues at different levels of management of the organization has been depicted in Table – 1.
Table-1: Direction of Communication Flow at Different Levels of Management
Direction of Levels of Management Mean Score

Communication ULM MLM LLM SLM
Upward 2.08 2.40 2.21 1.97 2.16
Downward 1.86 2.11 1.87 1.68 1.88
Horizontal 1.97 2.33 2.21 2.01 2.13
Max. Score: 3.00; N=64
The data in the table-1 reveals that the amount of upward communication was higher than that of downward as well as horizontal
communication at all the levels of management in the organization. Horizontal communication was also observed to be more in
comparison to downward communication. The upward communication was observed to be almost equal to the horizontal
communication at all the levels of management in the organization .This was in opposite with the findings of Thakur (1994) who
reported more amount of downward communication than that of upward communication in SMB and PCDF organization. In
upward communication, the extant of upward communication was higher at MLM than ULM. However, at LLM the extant of
upward communication was also found more as compared to ULM and SLM. The lowest extent of upward communication was
observed at SLM, as they are on the position of subordinates for all the levels of management in the organization.
Downward communication was higher at MLM followed by LLM and SLM whereas it was observed lower extent at ULM. The
extent of lower downward at ULM could not be said a good sign for the top management of the organization. It shows that there
was filtration of information at the ULM as they do not want to pass each information received by them from the top authority of
the organization.
It is also evident from the table that the horizontal communication was found higher in comparison to downward communication
at different levels of management. However, it was found lower in comparison to upward communication at different levels of
management. Horizontal communication score was found higher at MLM (2.33) followed by LLM (2.21), SLM (2.01) and ULM
(1.79) respectively.
TYPES OF COMMUNICATION
In present study, the five types of communication messages viz. Evaluative, Informative, Instructive, Influencive and counseling
respectively were studied. The findings have been in three sections viz. upward communication i.e. communication with
superiors, downward communication i.e. communication with subordinates and horizontal communication with colleagues at
different levels of management.
Upward Communication (communication with Superiors)
Different types of communication messages by the superiors at different levels of management are presented in Table–2.
Table–2: Types of Communication Messages Used by Superiors (Upward) at Different Levels of Management
Types of Messages Levels of Management Mean Score

ULM MLM LLM SLM
Informative 1.66 2.43 2.19 1.93 2.05
Instructive 1.98 2.42 2.25 1.41 2.01
Evaluative 2.09 2.34 2.23 1.72 2.09
Influencive 2.42 2.46 2.31 2.52 2.43
Counseling 2.25 2.34 2.09 2.28 2.24
It is evident from the table-2 in Upward communication with superiors, Influencive types of messages (2.43) was found to be used
maximum followed by Counseling type of messages (2.24), evaluative (2.09), Informative (2.05) and Instructive (2.01)
respectively. The lowest score was obtained for the instructive type of messages (2.01). The evaluative type of messages (2.09)
was observed more rather than informative and instructive type at different levels of management.
Downward Communication (Communication with Sub-ordinates)
Different types of communication messages by the sub ordinates i.e. downward communication at different levels of management
have been presented in table -3.
Table-3: Types of Communication Messages Used by Subordinates (Downward) at Different Levels of Management

ULM MLM LLM SLM
Informative 1.66 2.43 2.19 1.93 2.05
Instructive 1.98 2.42 2.25 1.41 2.01
Evaluative 2.09 2.34 2.23 1.72 2.09
Influencive 2.42 2.46 2.31 2.52 2.43
Counseling 2.25 2.34 2.09 2.28 2.24
It is evident from the table-3 that the instructive type of messages was found to be having maximum score at different level of
management among various types of messages. Influensive messages (1.96) also obtained higher score followed by evaluative
messages (1.83) followed by counseling messages (1.65). The lowest score was obtained for informative messages (1.30) among
all the types of messages.
Horizontal Communication (Communication with Colleagues / Peers):
The types of Communication messages used by colleagues in horizontal communication has been given in table-4
Table-4: Types of Communication Messages Used by Colleagues (Horizontal) at Different Levels of Management

ULM MLM LLM SLM
Informative 1.84 2.48 2.29 2.04 2.16
Instructive 2.16 2.05 2.25 2.16 2.15
Evaluative 1.97 2.47 2.11 1.83 2.09
Influencive 2.00 2.28 2.27 2.13 2.17
Counseling 1.88 2.37 2.12 1.91 2.07
It is evident from the tabvle-4 that influencive (2.17) message is found to be maximum followed by informative (2.16) and
instructive message (2.15). The evaluative message (2.09) and counseling message (2.07) obtained almost equally score at
different levels of management by the management personnel. It is quite apparent from the table that almost each type of
messages is communicated among colleagues at different levels of management. All the management personnel at different levels
of management discussed with their colleagues without any hesitation. The influencive messages is most frequently used whereas
informative and instructive messages frequently used followed by evaluative messages. Counseling types of messages (2.07)
obtained the lowest score.
CONCLUSION
In communication system of dairy co-operative organization, network analysis which includes upward, downward and horizontal
communication flow and various types of communication messages i.e. informative, instructive, influencive, evaluative and
counseling play an vital and indispensable role in management. The network analysis directly assist the management system in
achieving the goals of the organization and also help in creating a congenial environment of better functioning by the incumbents
in the organization. The top management of dairy organization must recognize the importance of downward communication for
guidance to the subordinates and feedback for messages sent upward by the management personnel. The suggestion system,
grievance redressal system, counseling and solicitous of letters and open door policy from the top management should be
employed to improve the upward communication in the dairy co-operative organization.
REFERENCES
1. Ansari, M. A. (1990). Structural and Functional analysis of organizational communication in department of animal
husbandry (Doctoral Thesis). Izzatnagar (U. P.): I.V.R. I.
2. Arya, H. P. S., & Jamal, Shagufta. (1998). Communication effectiveness. Indian Journal of Extension Education, 34,
3 and 4, 150.
3. Goldhaber, G. M. (1974). Organizational Communication. I. C. W. A. U.S.A: W. M. C. Brown Company Publishers.
4. Thakur, A. K. (1994). A. Study on organizational communication in U.P. dairy co-operative set up. (Doctoral Thesis
Unpublished). Izzatnagar (U. P.): I.V.R.I.
5. Thayer, L. (1961). Administrative communication. Illinois, Richard, D. Irwin, Inc., U.S.A.
6. Yadv, J. P. (1971). Communication pattern and upward communication in C. D. block agricultural administration
(Doctoral Thesis Unpublished). New Delhi: I.A.R.I.
*****
KNOWLEDGE MANAGEMENT & ORGANIZATIONAL STRUCTURE:

A STUDY OF INDIAN COMPANIES
Dr. Davinder Sharma 7
ABSTRACT
Companies waste billions on knowledge management because they fail to figure out what type of knowledge they need, or
how could they manage it. Theoretical Knowledge Management can be found in all type of knowledge; still a majority of
knowledge management projects fails because of ineffective Knowledge Management structure. The objective of this paper is
to develop a theoretical framework for understanding the structure of effective knowledge and to find out the existing status of
Knowledge Management in selected large manufacturing companies in India. The overall analysis reveals the strong support
of employees regarding awareness of KM initiative & uses of technology. A mix support is receiving towards Training for
instruments. Codification and communication of a strategy provides a knowledge-sharing environment but it is not much
useful to retain workers. Integration of the KM processes into the business process is simple and supportive. Attitude of senior
Management is less supportive as it should be, beyond this KM exists in each and everybody’s job & so everybody has the
best of their knowledge because of Open, encouraging and supportive culture.
KEYWORDS
Organizational Structure, Knowledge Management, Knowledge Management Practices etc.
INTRODUCTION
Today’s economy is often referred to as a knowledge economy where many companies are focusing on creating, trading and
evaluating knowledge. A high importance of effective knowledge management is well recognized in a number of enterprises.
Knowledge is widely viewed as the critical resource for all organizations (Grant, 1996). Knowledge not what we face but what is
produced in practices and in the activities that Latour (1999) refer to as translation and inscription, that is, to denote particular
observation with signs, figures, formulate and other signifying marks. Knowledge is thus both what is being used in practices but
is equally what is translated into documents, models and concepts.
Knowledge Management is new concept and at the same time most powerful. Knowledge Management has been considered the
most important asset of an organization. The new economy not only poses challenges, but also offers opportunities for corporate
sector. To meet the challenges and take the opportunities, companies must take active initiatives to adopt new management tools,
methods and best practices of Knowledge Management. Knowledge Management is such an area that needs to be further explored
and exploited for its full benefits to be reaped. The talent to capture and exploit corporate knowledge has become vital for firms as
they seek to adjust to changes in the business environment.
Theoretical Framework of Knowledge Management
In order to define the term Knowledge Management, it is necessary to first explore the meaning of the term knowledge itself.
Knowledge can be defined as a combination of experience; values, contextual information and expert insight that help evaluate
and incorporate new experience and information (Gammelgaard and Ritter, 2000). Knowledge not only exists in documents and
repositories, but it becomes embedded in people’s mind overtime and it is demonstrated through their actions and behaviour.
Knowledge can be stated as “a fluid mix of framed experience, values, contextual information, and expert insight” (Davenport &
Prusak, 2000) that “lead to superior performance: organizational creatively, operational effectiveness and quality of products and
services” (Wiig, 1993; Baskerville & Dulipovici, 2006). It is a key resource that must be managed within organizations and across
collaborative enterprise networks (Cormican & Dooley, 2007).
Knowledge Management
Kael Wing coined the term Knowledge Management at a 1986 conference in Switzerland sponsored by the United Nations. It has
defined as “a systematic, explicit and deliberate building, renewal and application of knowledge to maximize an enterprise’s
knowledge relative effectiveness and return from its knowledge assets. Knowledge Management is defined as the competitive
capabilities that an organization uses to create value in its process, product, & service (Martensson, 2000). Knowledge
Management in the business sector began in the early 1990’s, when organizations realized that harnessing a company’s
knowledge and collective expertise, & distributing it to the right people at the right time, is essential to every organization and can
give the organization a competitive advantage over competitors if the knowledge assets are utilized more effectively and wisely.
7 Associate
Professor, Banarsidas Chandiwala Institute of Professional Studies, Affiliated to GGSIP University, Delhi, India,
ds71174@yahoo.com
Knowledge Management refers to identifying and leveraging the collective knowledge in an organization in order to increase its
productivity (von Krogh, 1998; Hackbarth, 18998; Alavi & Leidner, 2001). It deals with managing knowledge related activities
such as creating, organizing, sharing and using knowledge ( Wrong & Aspinwall, 2004) and is considered as an important
component for gaining competitive advantages and improving performance (Lloria, 2008 The primary focus of Knowledge
Management is to use information technology, business processes, human resources and develop and share knowledge within
(Anantatmula, 2005) and among organizations with the intention of growth and sustenance of the organizations. Knowledge
Management takes into consideration all the knowledge related activities of an organization and harness them in a fashion that
creates value to the organization. As a result, an effectively designed knowledge management strategy not only facilities an
effective flow of knowledge throughout the organization, but also plays an important role in maximizing an organizations
competitive advantage in the business environment.
Drucker (1999) argues that KM is based largely on the foundation laid by F.W. Taylor. Snowden (2002) describes the period prior
to 1995 as the first age in the management of knowledge. The primary focus then was in the structure and flow of information to
decision makers (Snowden, 2002) & promoting best practices through the capture of collective intelligence (McElroy, 2000)
Deliberate, focused and multi- disciplined KM commenced circaq 1995 with the introduction of the SECI model by Nonaka and
Takeuchi. This heralded the commencement of the second age of KM. Nonaka and Takeuchi (1995) argued that social
interactions among organization members has a vital role in knowledge creation & knowledge sharing; information & other
technologies act merely as enabling tools. This philosophical stance was in striking contrast to the information technology based
KM school of thought prevalent during that period (Davenport & Prusak, 1998) Snowden contends that third generation KM
emerged around the year 2002. The evolutionary need to clearly separate context, narrative and content management drove the
need to relook at KM.
KNOWLEDGE MANAGEMENT STRUCTURE
“Development is neither smooth nor linear-at any geographic scale. Growth comes earlier to some places than to others,” declared
a World Bank (2009, p.8) report.
Effective use of knowledge resources of an organization enhances the competitive advantages. Knowledge Management Structure
has become an important & integral part of today’s organizations because of the fast changing customer expectation with ability
to innovation. The interest in organizational capabilities has created a focus on the development & implementation of KM
processes & infrastructure required to support daily work practices. Nielsen (2006) states that a competitive advantage rests on the
ability to constantly develop capabilities that form the basis for products & services offered by organizations. To remain
competitive it is insufficient to have resources & assets, as organizations must also possess strong KM capabilities for developing
& supporting work practices & routines. This is especially true for organizations competing in fast changing dynamic markets as
KM capabilities enable organizations to react to changing market conditions, & achieve & sustain competitive advantage,
(Wheeler, 2002; D’ Aveni, 1994).
Gold et al. (2001) identify information technology, organizational structure & culture as infrastructure capabilities & acquisition,
conversion, application & protection as process capabilities. A flexible organizational structure encourages knowledge sharing &
collaboration across boundaries within the organization, while a rigid structure often has the unintended consequence of inhibiting
such practices. Organizational structure capability for facilitating the flow of knowledge is shaped by an organization’s policies,
processes & system of rewards & incentives, which determine the channels from which knowledge is accessed & how it flows
(Leonard-Barton, 1995).
Developing an effective structure for Knowledge Management Structure the primary requirement is to develop a programme in
the state of high infrastructure capabilities. In this state, knowledge processes need to be embedded in the daily routines of
organizations & supported by knowledge infrastructure. Firstly, decide the vision of the organization & translated this vision into
action by mean of implications for KM practice to encourage the growth of knowledge within the organization. It also requires a
system that is independent of knowledge workers & that is what our latest KM effort has tried to address. The development &
growth of KM programmes & initiatives to a state of continuous knowledge use should ideally be managed at a pace that matches
the rate of organizational growth to avoid instances of any imbalance between the requirements & availability of KM
infrastructure.
As stated before the purpose of this research paper is to develop an effective structure for Knowledge Management. For this, the
whole structure can be broadly classified into five parts. The parts are:
A. General Organizational
1. Awareness of KM initiative,
2. Training for new tools & instruments,
3. Use of technologies,
B. Strategy/ Performance Measurement

1. Strategic responsibility of the management,
2. Codification & communication of a strategy,
C. Process
1. Integration of the KM processes into the business process,
2. Attitude of senior Management,
D. System
1. Current status of KM Practices,
2. Rate given by the respondent regarding KMP,
E. Corporate Culture
1. Basic value & purpose emphasis on sharing of knowledge,
2. Open, encouraging & supportive culture,
3. KM exists in each & everybody’s job & so everybody has the best of knowledge,
4. KM is the task of a few designed ones & there is no need for knowledge sharing.
KNOWLEDGE MANAGEMENT: IMPORTANT BUSINESS PRACTICES
Knowledge Industries are those industries which resorting extensively to technology and to human capital. In the manufacturing
industry, this concerns the high & medium – high technology industries, such as the pharmaceutical industry, aeronautic & space
construction & electronic component manufacturing. When companies set up knowledge management, they very often
implemented several policies at the same time like- Knowledge sharing culture, written knowledge management policy,
knowledge acquisition & an incentives policy to keep employees in the firm.
At present, it appears that firms are more actively managing the transfer & sharing of knowledge within the firm & external
knowledge that could directly bear on their markets. Knowledge Management practices are seen as important tools in improving
firm’s competitive advantage & as a manner to unite workers in the goals of firms strategic objectives. Companies strengths
appear to be internalizing their knowledge & their weakness may be not looking outside for sources of knowledge & expertise.
Companies in different industries & different employment size groups manage their knowledge resources in differently.
Knowledge management practices are a significant application with policy implications & both economic & social impacts. This
is a step towards understandings better how & why firms are using selected management policies to do better what they do.
LITERATURE REVIEW
Judy Oliver (2008) in his research paper “Knowledge Management Practices to support Continuous Improvement” suggested that
organizations with a quality program that has exceeded expectations have been able to develop a shared vision with the
organizations. This has been encouraged by a knowledge sharing culture based on trust & openness. The development of shared
mental models is encouraged by employees working together in terms & regularly sharing experiences & best practices & success
& failures. Perhaps this has been possible by the more stable work force, which would lead to retention of individual’s knowledge
within the organization & encourage employees to share ideas for improvement. Phillip Centren, Mustsafa Mehmed & Martin
Werner (2007), “Knowledge Management the presence of Knowledge Management theory in companies”. The purpose of this
dissertation is to investigate is theoretical Knowledge Management exists in companies. They found that theoretical Knowledge
Management could be found in all type of companies regardless of type. Still a majority of Knowledge Management Projects
fails. So if the theory present in companies but still the failure rate is high, it would assume that theory is not perfect. It shows the
difficulty of controlling knowledge & there outcomes Knowledge Management.
Yuan Wang (2007) in his thesis “Knowledge Management from Theory to Practice- A road map for small & medium sized
enterprises” concluded that nowadays, business activities become more & more complex; they entangle numerous aspects of
knowledge: legal, financial, management, information technology & so on. Knowledge Management, a still novel solution for
most organization, aims boost & optimize the knowledge transfers in organization. Knowledge Management has mutual affects
with organizational culture. Organizational culture can be a barrier for Knowledge Management, but a good Knowledge
Management can shape organizational culture also. M.D.Singh, Ravi Shankar, Rakesh Narain, Adish Kumar, (2006), “Survey of
Knowledge Management practices in Indian manufacturing industries”. The objective of this paper is to understand the KM
practices in Indian Manufacturing organizations, which are going through a major transition in this area. The new world of
knowledge- based organizations is distinguished from organizations of the last millennium by its emphasis on monitoring &
controlling the organization by shared knowledge derived from internal & external data sources. Organizations need to create a
culture by rewarding & encouraging employees for sharing their knowledge.
Manish Kumar, Souren Paul & Suresh Tadisina (2005),” Knowledge Management Practices in Indian software development
companies: findings from an exploratory study”. In this paper, they report the findings of an exploratory study where they
investigate the KM practices of eight leading software consultancy companies in India & compare their findings with results from
a similar study by Alavi & Leidner (1999). They found that Indian software companies are aware of the capabilities of KMS &
are using it to improve productivity, reduce defects, and facilitate reuse of software components & share lessons learnt in
execution of projects. Finally, they suggest a technical & social infrastructure to help enhance KM capability of software
development companies in India.
Michal Przemyslaw Rudzki & Fredrik Jonson (2004) in their thesis “Identifying & Analyzing Knowledge Management aspects of
Practices in Open Source Software Development” explores how Knowledge Management is performed in open source projects.
Open source projects are often perceived as informal, even unmanaged. Still, they appear to manage knowledge acquisition &
sharing sufficiently well to successfully develop software in such a distributed environment as the Internet. They present three
main conclusions- the nature of open source drives the creation & adoption of development practices, such that those practices
support knowledge sharing sufficient for the community to create a successful software development environment. Joseph M.
Firestone (2001), “Key Issues in Knowledge Management”. This is an article about key issues in Knowledge Management. It is
one person’s view about some of the main issues dividing practitioners about how tom pursue KM, comprehend it & eventually
realize its value. Knowledge Management is an exciting, vibrant field practice, Full of challenges & surprises & cross-disciplinary
applications & the need for innovation. But it also a field struggling to find its foundations in a sea of communications, demands
& conflicting interests, not all of which are consistent interests, not all of which are consistent with the need to found a productive
discipline based in both theory & practice.
Numbers of Articles & Research paper has been written about Knowledge Management Practices. The studies on existing status
of Knowledge Management Practices have been so far conducted in respect of companies situated in foreign countries only. No
study has been conducted until date on Knowledge Management Practices adopted by Indian manufacturing companies & their
existing status. Therefore, I have chosen to take up the study on manufacturing companies in India. Three (Engineering,
Readymade Garments, Chemical & Pharmaceuticals) Major industries have been selected. From each industry, three big
companies have been selected. While selecting these companies enough care has been taken to see that only those companies are
taken for study, which is adopting Knowledge Management Practices.
Objective of Study
1. To develop a theoretical framework for understanding the structure of effective Knowledge Management Practices in
Indian corporate sector.
2. To find out the existing status of Knowledge Management Practices in Indian corporate sector.
Data Collection
This study is based on primary as well as secondary data. The data will be collected primarily through questionnaires from elected
nine manufacturing companies. Secondary data will be collected from Internet-Websites, Books; Research papers.
Research Process
Research Design of the present study is Exploratory-cum-Descriptive. Exploratory because it concentrates on gaining preliminary
insights & ideas from experts through research papers, books, articles. It is also descriptive in nature because it gives light in
existing status of Knowledge Management Practices in Indian Manufacturing companies. A thorough literature study was
performed in order to collect material related to KMP in Indian Manufacturing Companies. This is essential to gain a fundamental
understanding of those research areas, the underlying concepts & to know the current state of research.
Sample Design
The present study is based on Convenience-cum-Stratified Sampling. Three Industries have been taken as sample and three large
companies have been identified from each industry. The companies, which have been selected for the purpose of this study, are
given in the follow:
Table-1: Sample Unit
Type of Industry Name of the Company

Engineering  Maruti Suzuki Ltd.
 Hero Motor Ltd.
 Atlas
Readymade Garments  Hall Mark
 Indian Terrain
 Orient Craft Ltd.
Chemical & Pharmaceuticals  Ranbaxy Laboratories
 Dhanuka pesticides
 Morepen laboratories
Sources: Based on Primary data
Based on above-mentioned nine companies selected from three industries the total sample size of respondents is 490.
DATA ANALYSIS
a) General Organization
Table-2: Awareness of KM Initiative
Statements Yes No Don’t Know

(F) % (F) % (F) %
Do you know about Knowledge 343 70 147 30 Nil Nil
Management?
Do you consider your firm as a Knowledge- 380 77.6 44 9.0 66 13.5
based firm?
Does your company recognize knowledge as 295 60.2 120 24.5 75 15.5
a part of their asset base?
Sources: Based on primary data
On the basis of given table, 70 percent respondents are aware of the term Knowledge Management while remaining 30 percent are
not familiar. Further 77.6 percent respondents recognized the practical aspects of the Knowledge Management as compare to 9
percent, while remaining 13.5 percent are not sure. In continue of this 60.2 percent respondents assumes that their company
accepts knowledge as an asset while 24.5 percent refused & remaining 15.5 percent respondents are not aware of this.
Table-3: Training for New Tools and Instruments

(F) % (F) % (F) %
Have you received any Knowledge Management 378 77.1 112 22.9 Nil Nil
training for new technologies?
Very Useful Some Help Not Useful
(F) % (F) % (F) %
Do you think that this type of training is helpful 220 44.9 254 51.8 16 3.3
or not?
None 1-25 hours 26-50 hours
(F) % (F) % (F) %
Training hours for new technology 142 29 329 67.2 19 3.9
Sources: Primary Data
Large number of respondents i.e. 77.1 percent acknowledges the training for the knowledge management in comparison to 22.9.
While 44.9 percent of respondents thinks that such training is very useful to them and 51.8 percent said it is useful to some extent.
Remaining 3.3 believe it UN useful. Further 29 percent respondents accepts that they did not have any training for the knowledge
management and majority of the respondent admits about 1-25 hours training remaining 3.9 percent had a 26-50 hours training
session of knowledge management.
Table-4: Use of Technologies
Technology Strongly Preferred Neutral Least Very Least

Preferred (4) In % (3) In % Preferred Preferred
(5) In % (2) In % (1) In %
Internet 48 27.3 7.6 16.7 0.4
Intranet 45.9 32.2 9.4 10.2 2.2
Extranet 47.8 39.6 7.6 4.9 0.2
MIS 55.7 25.1 14.1 3.1 2
KM System 46.7 37.3 10.6 3.3 2
E-Mail 51.8 37.8 6.1 2.2 2
Video Conferencing 49.8 34.5 10.2 3.9 1.6
Browser 49.8 35.5 9.8 3.7 1.2
If we have a look upon the uses of technology then we found that 48 percent of the respondent strongly preferred the internet in
knowledge management as source and 27.3 percent respondents preferred and 7.6 percent are neutral about this, 16.7 percent have
low preference and remaining 0.4 percent respondents are least preferred. Further 45.9 percent respondents strongly believe that
intranet can be a useful tool of knowledge management as compare to 32.3 percent who think it can be a better medium to use
knowledge management, while 9.4 percent respondents are neutral, 10.2 percent think it is not a better source and remaining
respondents thinks it UN useful.
If we talk about the use of extranet then 47.8 percent respondents strongly preferred, 39.6 percent prefer to have extranet while 7.6
percent are neutral and 4.9 percent respondents are least preferable. 55.7 percent thinks that MIS could be a strong medium of
knowledge management while 25.1 percent believe it as better, 14.1 percent are neutral, 3.1 percent respondents are least
preferred and 2 percent are very lease preferred.
Knowledge management system could be a strong medium as believed by 46.7 percent of respondents, while 37.3 believes it as a
better medium, here the strength of neutral respondents are 10.6 percent, 3.3 percent are lease preferred and remaining 2 percent
are very low preferred. Further 51.8 percent strongly preferred email and 37.8 percent thinks it as preferable, 6.1 percent
respondents are neutral, in continue of this 2.2 percent respondents believe it as least preferred and 2 percent very least preferred.
49.8 percent respondents believe video conferencing is a strong medium in comparison to 34.5 percent who believe that it could
be better, 10.2 percent are neutral in this case, further 3.9 percent think it as a least preferred and remaining 1.6 percent thinks
very least preferred. If we talked about the browser 49.8 percent respondents strongly recommend it and 35.5 believe that it is
preferable, 9.8 percent are neutral while 3.7 percent believe it as least preferred and 1.2 percent as very least preferred.
B) Strategy / Performance Measurement
62 percent of the respondents accept that they have a written policy of knowledge management as compare to 23.7 percent while
14.3 percent respondents are not aware of this fact. The percentage of improve workers retention is 46.7 and 44.3 percent
respondents does not admit that while 9 percent do not know. Further 24.5 percent respondents believe that knowledge
management is suitable for the company and 52.6 think that it suitable to implement on department level while 22.9 percent says
it should be implemented on all levels
Table-5: Codification and Communication of a Strategy

(F) % (F) % (F) %
Has a written knowledge management policy or 304 62 116 23.7 70 14.3
strategy in your organization.
Has policies or programs intended to improve 229 46.7 217 44.3 44 9
worker retention?
Company level Department level All level
(F) % (F) % (F) %
Level in the organization it is most suitable to 120 24.5 258 52.6 112 22.9
implement a KM strategy.
Table-6: Strategic Responsibility of the Management
Statements HR Executive IT Senior Knowledge

Department Management Department Management Management
Team
Which one of the following group is 90 130 150 20 100
responsible for knowledge Management
practices currently in use in your
organization?
90 respondents believe that HR Department is responsible for the knowledge management practice, 130 respondents admits that it
the responsibility of Executive Management Team while the highest 150 respondents think that IT Department can implement it
in a better way, only 20 respondents thinks that Senior Management is responsible further 100 respondents are of a view that it is
the knowledge management unit who is responsible for such practice.
(C) Process
53.9 percent respondents believe that colleagues are the better channel o obtains information while 26.7 percent prefer intranet as
a channel and 19.4 percent respondents believe that internet is the most suitable channel to obtain information. 29.4 percent
respondents prefer these channel because of its easy availability while 47.1 percent find it relevant further 23.5 percent said that
these channels have high quality information. If we talk about the attitude of the senior management then only 5.1 percent
respondents believe that the information shared by senior management is very important and supportive while 71.6 percent admit
that the information is very important but senior management is less supportive further 23.3 percent respondents says that senior
management is supporting in the beginning and now they refuse to share the information.
Table-7: Integration of the KM Processes into Business Process
Statements Colleagues / Intranet Internet

information resources
(F) % (F) % (F) %
Main channel that you prefer to 264 53.9 131 26.7 95 19.4
use to obtain information
Easily accessible They have Relevant They have high quality
information information
(F) % (F) % (F) %
Primary reason for your preference 144 29.4 231 47.1 115 23.5
for that particular channel
Table-8: Attitude of Senior Management
Statements Very important & Very important Supporting in the

full support but hardly support beginning but not now
(F) % (F) % (F) %
Attitude of senior management with 25 5.1 351 71.6 114 23.3
reference to KM in your company
(D) System
From Table 9, 18.4 percent respondents admit that there is no knowledge management practices in their company while 25.9
percent said that it is in the beginning stage and 19.2 percent respondents think they are at the intermediate stage further 36.5
percent believe that knowledge management practice are in the growing stage at their company. 9.6 percent respondents rate the
knowledge management practice as very good, 25.3 percent says good, 32 percent respondents are neutral while 33 percent admits
that it is very poor in their company.
Table-9: KM Status
Statements Not in Introductory Intermediate Growth

existence
(F) % (F) % (F) % (F) %
Current status of knowledge 9 18 12 25 9 19 1 36
management practices in your company 0 4 7 9 4 2 7 5
9
Very good Good Neutral Poor +
very poor
(F) % (F) % (F) % (F) %
Rate the Knowledge Management practice 4 9 12 25 1 3 1 33
in your company 7 6 4 .3 5 2 4
7 2
(E) Corporate Culture
Q. Which one of the following best describes your company culture?
Frequency Percent Valid Cumulative

Percent Percent
Valid basic value & purpose emphasis on sharing of knowledge 86 17.6 17.6 17.6
Open, encouraging & supportive culture 254 51.8 51.8 69.4
KM exists in each & everybody’s job & so everybody has the best of knowledge 104 21.2 21.2 90.6
Km is the task of a few designed ones & there is no need for knowledge sharing 46 9.4 9.4 100.0
Total 490 100.0 100.0
Only 17.6 percent of respondents think that in their organization basic value & purpose emphasis on sharing of knowledge and
further 51.8 percent respondent describe open, encouraging and supportive culture. Remaining 21.2 percent respondent believe
that KM exists in each and everybody's job and so everybody has the best of their knowledge. However, 9.4 percent respondent
thinks that KM is the task of a few designated ones and there is no need for knowledge sharing.
CONCLUSION
The whole study was conducted in two phases: The first phase was concerned with identifying the major aspects of an effective
structure for Knowledge Management. In the second phase, the researcher used the knowledge extracted from the literature to
formulate the questionnaire for gathering necessary data, which was analyzed to reach the research findings. In doing so, the
research paper improves understanding of KM structure and KMP and provides an approach to developing these Practices to take
competitive advantage.
The findings conclude the strong support of employees regarding awareness of KM initiative and uses of technology. A mix
support is receiving towards Training for instruments. Codification and communication of a strategy provides a knowledge-
sharing environment but it is not much useful to retain workers. Integration of the KM processes into the business process is
simple and supportive. Attitude of senior Management is less supportive as it should be, beyond this KM exists in each and
everybody's job and so everybody has the best of their knowledge because of Open, encouraging and supportive culture.
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*****
Indian Users
International Users
TRAINING AND DEVELOPMENT IN FMCG COMPANY: AN INVESTIGATION

Dr. Rinku Sanjeev8 Dr. Anita Singh9 Dr. Sanjeev Kumar Singh10
ABSTRACT
The Indian FMCG industry has a market size of $13.1 billion and is characterized by rapid and continuous change. In this
changing scenario, building a sustained learning environment is required. The organization should more focus on enhancing
employee skills, knowledge, and increasing productivity, otherwise employee turnover may be a serious threat. To attract and
retain the best people, the organization needs to invest in their development. Training provides a sense of satisfaction, which is
an intrinsic motivator. It increases an employee commitment to their job and their organization. Benefits of training are
intangible and investing in training benefits both, organization and employees for a long period.
Design/Methodology/Approach: The emphasis of this paper is to identify whether the training program in this FMCG
company is able to derive the desired results. The focus of the present study is to identify and address the factors that have the
impact on the effectiveness of training and development program in the FMCG Organization. The study is based on primary
data collected from the FMCG Organization in New Delhi. Data analysis was done using SPSS software. The statistical
analysis method employed was Factor Analysis.
Findings: As training is an important issue for the organization to achieve competitive advantage in India, it is important for
the organization to identify the factors that influence the effectiveness of training and development program in the FMCG
Organization. Present study suggests that effectiveness of training and development program in FMCG organization can be
influenced by different factors like clarity in setting the objective of training program, day-to-day feedback and discussion of
trainee’s performance, etc. The result also shows that the effectiveness of the training program to large extent depends on the
training need identification and assessment.
KEYWORDS
Training and Development, Employees, FMCG, Competitive Advantage etc.
INTRODUCTION
FMCG Sector is the most booming sector in the Indian economy and is expected to reach US$ 175-200 billion by 2016. With this
rapid expansion and coming up of major players in the sector, the need of human resource development has increased. Lack of
skilled workers is the major factor that is holding back the FMCG sector for high growth. The sector is facing the severe shortage
of trained employee.
Today in this age of rapid growth in commercialization and fast changing business environment, every organization try to ensure
the highest level of employee performance to achieve their targets. All the organizations try to explore their market and achieve
the optimum customer satisfaction in the competitive environment and to be effective, efficient and result oriented in outlined
time. The age of current information technology, drive us to be innovative, updated and up-to-date according to the demand of
market. The approach of consumer as well as customer is changing, as they are well aware of the situation in prevailing market.
At the same time, they expect higher level of customer service from the employees in business organizations. Training is essential
but it is a critical component in any organization's strategy, but organizations do not always evaluate the business impact of a
training program. Given the large expenditures for training in many organizations, it is important to develop their employees that
will help companies to grow and gain competitive advantages.
In India, training as an activity has been going on as a distinct field with its own roles, structures and budgets, but it is still young.
This field is, however; expanding fast but controversies seem to envelop any attempts to find benefits commensurate with the
escalating costs of training. Training has made remarkable contributions to the improvement of all kinds, but doubts arise over its
contribution in practice.
LITERATURE REVIEW
Training and Development
Training and development refers to the process to acquire or transmit KSA (knowledge, skills and ability) required to carry out a
specific action or job. The benefit of training and development is both for employer and employees .To meet the current and
future challenges of business, training and development assumes a wide range of learning actions, ranging from training of the
8Associate Professor, Institute of Management Studies (IMS), Uttar Pradesh, India, drrrinkusanjeev@gmail.com
9Associate Professor, Institute of Management Studies (IMS), Uttar Pradesh, India, anitasinghims@yahoomail.com
10Associate Professor, Apeejay Institute of Technology, School of Management, Greater Noida, India, singhssk@gmail.com
employees for their present tasks to improve the business horizon and customer’s service. It also focuses on career development
of employees, thus expanding individual, group and organizational effectiveness. A comprehensive training and development
program helps in deliberating on the knowledge, skills and attitudes necessary to achieve organizational goals and to create
competitive advantage (Peteraf, 1993). In fact, in beginning of the twenty-first century Human Resource Managers have opined
that one of the main challenges they are to confront had involved issues related to training and development (Stavrou, Brewster
and Charalambous 2004).
Training and Development Process
Training and development plays a very crucial role towards the growth and success of the business. By choosing the right type of
training, it is ensured that our employees possess the right skills for our business, and the same need to be continuously updated in
the follow up of the best and new HR practices. To meet current and future business demands, training and development process
has assumed its strategic role and in this regard few studies by Stavrou et al.’s (2004) and Apospori, Nikandrou, Brewster and
Papalexandris’s (2008), have attained much importance as these highlight the T&D practices in cross-national contexts.
According to Apospori et al. (2008), there is a considerable impact of training on organizational performance. Contrary to this,
Cunha, Morgado and Brewster (2003) were the only ones who could not determine the impact of training on organizational
performance, and suggested for the further research in this area.
Need of Developing the Employees
Jackson (2002) highlighted the distinction between the hard and soft approaches on developmental aspects, appearing in the
strategic HRM literature. The hard approach assumed the employees in the organizations as mere resources to achieve the
objectives of the organization; whereas the soft approach viewed the employees more as valued assets capable of development
(Tyson and Fell 1986).The need for developing our employees is compelling because a sound Training and Development plan has
its contributions to increase productivity and quality of work. The development strategy reduces staff turnover and absenteeism
and helps in improving motivation among the employees.
Kelly C. Switzer, Mark S. Nagy, & Morell E. Mullins (2003) observed the effects of perceived training reputation, managerial
support and self - efficacy on pre- training motivation and likely transfer of training in a private training curriculum. Determining
the specific individual characteristics that influence the effectiveness of training is important to understand how to increase the
likelihood that behavior change and performance improvement will result from participation in training programs.
An important aspect in transfer of training is an individual’s motivation to attend and learn from training. Motivation to transfer
material learned in training has been described as the trainees’ desire to use the knowledge and skills mastered in the training
program on the job. Specifically, trainees are likely to transfer new skills to their job when they: 1) are confident in using new
skills, 2) Are aware of work situations in which demonstration of the new skills is appropriate, and 3) believe that the knowledge
and skills emphasized in the training program are helpful in solving work – related problems and job demands.
Ching -Yaw Chen, Phyra Sok, Keomony Sok, (2007) identified factors like training needs assessment; training program;
flexibility of training; self- efficacy; social support; and transfer of knowledge are the determinants of effective training for the
employees in the commercial banks in Cambodia.
Dogra Deepak (2009) To survive and to maintain its market position, a company has to have the capacity to tap its special know
how core competencies respond to customer needs and competitors moves, sustain its core competencies. Access to competencies,
rather than access to cash, is the most critical driver of growth. According to C. K. Prahalad Training is a continuous process to
ensure the appropriate knowledge, skills, and behaviors available in the organization in order to satisfy the needs and goals of the
business. Training is reactive as it leads to change in P: perception, A: attitude, S: skills, K: knowledge. Training reduces the
absenteeism as the trainee starts loving its job when he knows how to perform tries to bring innovation and creativity in its work.
To maximize the effectiveness of training program, an organization needs to use ongoing assessments to establish, learning
outcomes, link them to a performance plan define measure and finally evaluate learning.
Sam Miller (2008) to measure training is one of the key components on how a business will succeed. If a training program is
proven effective, it will definitely yield to positive results, perhaps more than what is desired by the company. However,
measuring the effectiveness of training is one of the biggest challenges of firms today.
NEED OF THE STUDY
An effective training and development plan has its contributions to increase productivity and quality of work. The development
strategy reduces staff turnover and absenteeism and helps in improving motivation among the employees. In order to achieve
competitive edge, training and development plan must incorporate innovation and reinvention, and this is only possible when
training encompasses a wide range of learning actions. Therefore, an ideal training shall become part of a company-wide strategy
and it must be linked to business goals and organizational performance. Training is a continuous process to achieve the highest
level of employee performance, which is the ultimate need and goal of the business. Since in different researches, different factors
were indicated which affect the effectiveness of training program in FMCG organization, there is a need to identify the factors
affecting training programs specifically in Indian FMCG organization.
OBJECTIVE OF THE STUDY
The main objective of the study is to identify the factors that influence the effectiveness of training and development program in
the FMCG Organization.
RESEARCH METHDOLOGY
Research Question
What are the various factors, which affect the training programs in Indian FMCG organization?
Research Design
This study involves exploratory and descriptive research involving gathering of preliminary information that helped in
identification of the various factors affecting training programmes in Indian FMCG Organisation.
Data Collection Instrument

 The data for the study was gathered through an undisguised questionnaire during the period January 2013 to March
2013. It was pretested several times among various sample units in order to verify face validity of the items.
 For this study, a pilot survey was also conducted in the areas of Delhi & NCR region to explore all the factors, which
can be contributing directly or indirectly towards training programmes in Indian FMCG Organisations.
 Based on this pilot survey & pre-tests, a highly structured, closed ended questionnaire was formulated on a Likert scale
towards factors affecting the employee training programmes for organizational performance. The primary data was
collected by personally contacting the respondents.
Demographic Profile of respondents
The respondents are the employees (male or female) in the age group ranging 20-50 & above years in Delhi region. The
questionnaire used for the sample survey is a structured and non-disguised questionnaire and consisted of two major sections. The
first section intended to capture the demographic profile of the respondent, the second section focuses on the factors impacting the
employee training programmes in Indian FMCG Organisations. The different statements were generated based on literature
review. Data analysis was done using SPSS software. The statistical analysis method employed is Factor Analysis to identify the
factors impacting the employee training programmes in Indian FMCG Organisations.
Sampling Design
A convenience sample of 100 employees from different departments of an FMCG multinational company was selected. Response
rate was 70% for the current research.
Sampling Unit
The sampling unit is the employee (male or female) in the age group ranging 20-50 & above.
ANALYSIS AND DISCUSSION
Table-1: Overview of Respondents Demographic Profile
Gender Department
Frequency Percent Cumulative Frequency Percent Cumulative
Percent Percent
Male 62 86.1 88.6 Finance 7 9.7 10.0
Female 8 11.1 100.0 Human 8 11.1 21.4
Age Resource
20-30 yrs. 27 37.5 38.6 Production 46 63.9 87.1
30-40 yrs. 30 41.7 81.4 Engineering 9 12.5 100.0
40-50 yrs. 11 15.3 97.1 Grade
Above 50 yrs. 2 2.8 100.0 Executives 18 25.0 25.7
Marital Status Staff 13 18.1 44.3
Married 52 72.2 74.3 Operatives 39 54.2 100.0
Unmarried 18 25.0 100.0
Sources: Primary data
The demographic profile of respondents Table 1 shows that 86.1.2% of the respondents is male. Majority of the respondent i.e.
41.7% of the respondents is between 30-40 years of age and 37.5% are between 20-30 yrs., 15.3% is in the agegroup of 40-50
years and only 2.8 % lies in the age group of 50 and above. Further, it suggests that majority of the respondents i.e.72.2percentage
are married, 63.9% of the respondents are from Production Department and 54.2% respondents were from operative grade.
Table 2: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .668
Bartlett's Test of Sphericity Approx. Chi-Square 110.583
df 45
Sig. .000
Table-3: Reliability Statistics
Cronbach's Alpha N of Items
.685 10
Sources: Data Analysis
Factor Analysis was undertaken to extract the factors that influence the effectiveness of Training and Development program in a
FMCG Company. The calculated Cronbach alpha 0.685 for 10 item scale shows that the observations are reliable for exploratory
study (refer table3). The KMO at 0.668 also shows that sample is adequate for data reduction (refer table 2). The method of
Principal Component analysis could extract four factors with Eigen value 1 and above accounting for 63.484 of variation.
Table-4: Component Matrixa

Component
1 2 3 4
FEEDBACK .743
APPRGIVEN .645 -.461
degree oftrobjmet .643
interference .638
TIMEANDMONEY .609
PRACTICE -.710
PAEFFICIENCY .606 -.599
BENTOEMP .446 .629
physicalorgofwkshop .502 -.592
TRORGPOL .505 .612
Note: Extraction Method: Principal Component Analysis.
a. 4 components extracted.
Table-5: Rotated Component Matrix a
Component
1 2 3 4
APPRGIVEN .806
physicalorgofwkshop .720 .426
interference .618
FEEDBACK .550 .521
BENTOEMP .794
TIMEANDMONEY .653
degreeoftrobjmet .562
TRORGPOL -.769
PRACTICE .713
PAEFFICIENCY .878
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
Table-6: Total Variance Explained
Extraction Sums of Rotation Sums of

Initial Eigenvalues Squared Loadings Squared Loadings
Component Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %
1 2.901 19.337 19.337 2.901 19.337 19.337 1.953 13.021 13.021
2 2.107 14.048 33.385 2.107 14.048 33.385 1.812 12.079 25.100
3 1.273 8.487 41.872 1.273 8.487 41.872 1.750 11.666 36.766
4 1.241 8.273 50.145 1.241 8.273 50.145 1.377 9.179 45.945
5 1.076 7.170 57.315 1.076 7.170 57.315 1.324 8.829 54.774
6 1.065 7.098 64.413 1.065 7.098 64.413 1.270 8.467 63.241
7 1.012 6.748 71.161 1.012 6.748 71.161 1.188 7.920 71.161
8 .886 5.904 77.065
9 .729 4.860 81.925
10 .621 4.138 86.063
11 .568 3.789 89.852
12 .518 3.453 93.305
13 .421 2.807 96.112
14 .324 2.158 98.270
15 .260 1.730 100.000
The initial factor matrix rotated using Varimax rotation with 6 iterations (refer table 4, 5 & 6). This implies that 4 factors
extracted may be correlated. This is quite likely, as the data has been collected from a single FMCG company; it implies that these
factors affect each other and are not uni-dimensional in nature.
Table-7: Factor Matrix
Statements Factor Name Factor

Loading
Appraisal given to the employees at the end of training session highlighting the improvement. Feedback .806
Physical organization of the workplace where training is to be conducted. .720
Degree of interference during the sessions. .618
Feedback taken from the employees about the effectiveness of training program. .550
Training session conducted in the organization benefits the employees. Training .794
Time, money and interest plays vital role in framing and implementing a training program. Objective .653
Degree of training objectives met during the training sessions. .562
FMCG considers training as a part of its organizational policies. Policy and -.769
Enough practice given during training session. practice .713
Performance appraisal conducted effectively to identify the training needs. Training needs .878
identification
The 4 Factors (refer Table 7) extracted are as follows:
Factor 1: Feedback
The first and the most important factor is feedback .The study depicts that appraisal is given to the employees at the end of
training session highlighting their improvement. Feedback is taken from the employees about the effectiveness of training
program, about the venue and the interactive session taken by the trainers.
Factor 2: Training Objective
Research suggests that second important factor is Training objective. It is observed that employees agree that, training session
conducted in the organization is beneficial for them. They further agree that the effectiveness of the training program depends on
the clarity in the objective or purpose of the training program, otherwise there is wastage of time and money and employee lose
their interest. It is also important that the objectives of the training be met.
Factor 3: Policy and Practice
It was identified that FMCG considers training as a part of its organizational policies and employees get enough time to practice
during training session, which leads to effectiveness of the program.
Factor 4: Training needs Identification
The fourth factor, which influences the effectiveness of the training program, is training needs identification. The study suggests
that the organization conducts performance appraisal effectively to identify the training needs.
CONCLUSION
Training in FMCG Company is not without its share of challenges. To begin with, tracking the training process, getting optimum
feedback, understanding whether the process has been successful in delivering real time results is critical, or it can be a waste of
time, money and energy. The present study suggests that effectiveness of training and development program in FMCG
organization can be influenced by: clarity in setting the objective of training program, day-to-day feedback and discussion of
trainee’s performance, training and development program should be a part of the organization policy and employee gets enough
time to practice the learning of the program. The effectiveness of the training program to large extent also depends on the training
need identification and assessment.
LIMITATIONS
The key limitation to this investigation is the small sample size, which limits the ability to use data to draw meaningful conclusion
about FMCG industry as a whole. A further limitation is that the data is completely undertaken from exclusively only one FMCG
company.
HR IMPLICATIONS OF THE RESEARCH
It is evident from the current research that there are certainly four important factors, which affect the employee training
programmes, which are conducted in FMCG and similar type of organizations, the HR, and strategy managers, must ensure the
effective training for higher efficiency and performance in these organizations. Moreover, the continuous updation and feedback
are also very important which may prove critical sometimes if not managed in effective manner. HR professionals will have to
realize that employee training and performance are directly proportional to higher level of efficiency and result in these types of
organizations.
FUTURE SCOPE
The training and development is most important, time consuming, sometime expansive, vast and omnipresent in each and every
type of business organizations, the continuous modification in training modules and identification of the factors impacting will
remain be needed. A further study can also be done to find whether the nature of factors impacting training programmes changes
in due course of time and the training modules which are used today will remain be effective in future also. It can be further
extended to find out the differences between the different demographic profile of employees which behavior are controlled and
managed by these training programmes.
REFERENCES
1. Apospori, E., Nikandrou, I., Brewster, C., & Papalexandris, N. (2008). HRM and Organizational Performance in
Northern and Southern Europe. International Journal of Human Resource Management, 19(7), 1187–1207.
2. Becker, B. E., & Huselid, M. A. (1998). High Performance Work Systems and Firm Performance: A Synthesis of
Research and Managerial Implications,’ in Research in Personnel and Human Resource Management, ed. G.R. Ferris,
Greenwich, CT: JAI Press, pp. 53–101.
3. Ching-Yaw Chen, Sok, Phyra, & Sok, Keomony. (2007). Exploring potential factors leading to effective training: An
exclusive study on commercial banks in Cambodia. Journal of Management Development, 26(9), 843 – 856.
4. Cunha, R., Cunha, M., Morgado, A., & Brewster, C. (2003). Market Forces, Strategic Management, HRM Practices and
Organizational Performance-A Model Based in a European Sample. Management Research, 1(1), 79–91.
5. Delery, J. E., & Doty, H. D. (1996). Modes of Theorizing in Strategic Human Resource Management: Types of
Universalistic, Contingency, and Configurational Performance Predictions. Academy of Management Journal, 39(4),
802–835.
6. Dogra, Deepak. (2006). Education & Training, Volume IV, pp-216. Ane Books India. ISBN No. 8180521230.
7. Jackson, T. (2002). The Management of People across Cultures: Valuing People Differently. Human Resource
Management, 41, 455–475.
8. Kelly, C. Switzer, Mark, S. Nagy, & Morell, E. Mullins. Means of evaluating and improving the effectiveness of
training of nuclear power plant personnel. IAEA -TECDOC-1358
9. Peteraf, M. A. (1993). The Cornerstones of Competitive Advantage: A Resource-Based View. Strategic Management
Journal, 14(3), 179–192.
10. Stavrou, E., Brewster, C., & Charalambous, C. (2004). Human Resource Management as a Competitive Tool in
Europe (Working paper). London: Henley College.
11. Tyson, S., & Fell, A. (1986). Evaluating the Personnel Function. London: Hutchinson. OCoLC729660387, ISBN
No.0091641519 9780091641511
12. Retrieved from http://EzineArticles.com/?expert=Sam_MillerArticle
13. Retrieved from: http://EzineArticles.com/1207707
14. Retrieved from http://traininganddevelopment.naukrihub.com/training-scenario/retail-fmcg/
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PERFORMANCE APPRAISAL SYSTEM AT RELIANCE COMMUNICATION LIMITED

Dr. A. Sandhya Rani11
ABSTRACT
The performance appraisals history roots from the early 20th century. With the rise and development of modern management
science, the system of performance appraisal, has gained additional significance in the study of personnel management. An
Organization is a combination of various talented people in different areas of work, who are joined together for attaining some
common objectives. It demands the co-operation and the co-ordination from the part of its employees. Not all are equally
competent and able. But all have to work together in order to keep their morale high, it is necessary to inform them, from time
to time, about their own level of performance in the organization. This can be done by adopting a fair system of Performance
Appraisal.
The main objective of the system of performance appraisal is to reward those who are working efficiently and honestly in the
organization. Performance appraisal also aims at helping the management in carrying out their tasks more effectively. The
Research study focuses on understanding the performance appraisal system at RCOM, to know how important performance
appraisal in organization is and to study whether performance appraisal has any effect in ensuring training and development
needs in organization.
KEYWORDS
Performance Appraisal, Rewards, Performance, RCOM etc.
INTRODUCTION
The performance appraisal process has become the heart of the human resource management system in the organizations. Today,
HR works towards facilitating and improving the performance of the employees by building a conductive work environment and
providing maximum opportunities to the employees for participating in organizational planning and decision-making process.
Today, all the major activities of HR are driven towards development of high performance leaders and fostering employee
motivation. For every organization, employees play a major role in its development. An organization can attain success only when
its employees are completely dedicated and committed towards work. In order to measure an employee’s potential performance,
dedication and commitment towards work the procedure that is used is performance appraisal system. Hence, performance
appraisal system in every organization is highly important.
NEED FOR THE STUDY
The objective of conducting the performance appraisal is to improve both overall organizational as well as an individual
performance. Need for the study is to know how important performance appraisal in organization is and to know whether
performance appraisal has any effect in ensuring training and development needs in organization.
SCOPE OF THE STUDY
The study is confined to employees of Reliance Communications limited. It covers the managers, Trainees, officers, executives.
REVIEW OF LITREATURE
Performance management practitioners such as Ken Sheridan (2009, pers. comm. 19 September 2009) have observed
organizational improvements as previously described, plus additional benefits such as establishing trust and engagement between
the employees and the organization when a transparent PMS is implemented.
Furnham (2004) observed, simply implementing a PMS will not increase employee motivation, and the organization must be pre
pared to invest significant amounts of time and resources to ensure that execution fulfills the goals of the PMS. This section will
review some of the more significant reasons cited in the literature for PMS not fulfilling its potential.
Buchner (2007) found that many PMS implementations are essentially imposed upon the employee by the organization. As
authors such as Buchner (2007) and Roberts (1998) have found, this situation leads to a lack of ownership of the PMS by line
managers. This is a major issue since the success of PMS is dependent upon the perceptions of Line Managers due to their
influence upon their employees (Harris, 2001). The net result is that employees are not motivated by the PMS and treat it as a
compliance process, rather than a partnership providing opportunities to improve the performance of both the employee and the
organization.
11Associate Professor, Sreenidhi Institute of Science and Technology, Andhra Pradesh, India, sandhyarani.asr@gmail.com
OBJECTIVES OF THE STUDY
 To understand the performance appraisal system at RCOM.

 To examine the role of performance appraisal system in identifying the training needs and reward management system
of the company.
 To assess the employees perceptions on the performance appraisal system at RCOM.
Data Collection: The data for the present is study collected from both primary and secondary sources.
Primary Sources: Data is collected through a structured Questionnaire, which consists of various aspects of performance
appraisal system given to the employees to know their perceptions
Secondary Source: Secondary data has been collected from the company records, Manuals, circulars, Websites, Journals, Books,
and Magazines etc.
Sampling Design: A sample of 70 employees has been selected applying simple Random Sampling Technique.
Table-1: Employee’s Perceptions on the Performance Appraisal System at RCOM
Respondents
SA A D SD
Clarity of the expectations and responsibilities to be performed by the employee. 25 43 2 0
Given an equal opportunity to appraise myself. 22 35 6 7
PAS of this organization supports to realize my targets. 8 44 10 8
Training and developmental needs are achievable. 12 30 23 5
Organization selects appropriate performance indicators to assess employee’s performance. 11 48 9 2
Performance appraisal system helps to improve the employee performance. 16 48 4 2
The PAS helps the employee to know more about their strengths &Weaknesses. 18 42 8 2
KRA’S for activities to be achieved by the employee in a Certain (limited) period. 23 44 3 0
KRA’S set by the organization are reasonable& achievable. 13 33 9 5
KRA’S rightly contribute to my performance assessment. 12 43 11 4
My potential performance is being encouraged with rewards & incentives in this organization. 8 28 26 8
An individual performance can be improved through job rotation. 5 38 15 2
PAS helps in providing feedback to the employees regarding their past performance, which in
turn helps them in improving their present performance. 19 45 4 2
Feedback conversation process of this organization is apt. 5 37 25 3
Performance appraisal system of the organization helps to strengthen the relationship and
communication between reporting manager and the employee. 13 43 13 1
In this organization performance, participative reviews and two-way feedback meetings are
following appraisal. 10 46 11 3
My suggestions, problems are taken into consideration during feedback conversation. 9 42 13 6
Employees are encouraged to experiment with new methods and try out creative ideas. 23 28 16 3
Performance appraisal reports in our organization are purely based on employee’s
performance Assessment but not on favourism. 17 35 13 5
There is a need for amending (changing) the current performance appraisal system at RCOM. 15 31 15 9
Sources: Primary Data Analysis
Table-2: Mean scores of Responses on Performance Appraisal based on their Age
Mean Age
Below 30 30 -40 40 – 50
years yr. yr. Total
Clarity for expectations and responsibilities 3.2414 3.325 3 3.2857
Given equal opportunity to appraise myself 2.7241 3.2 3 3
PAS supports to realize my targets 2.5862 2.95 2 2.7857
Training and developmental needs are ensured through PAS 2.8966 2.45 2 2.6286
Appropriate performance indicators are selected 3.1034 2.8 3 2.9286
PAS improves employees performance 3.1724 3 3 3.0714
PAS helps to know strengths and weaknesses at work 3.3448 2.975 3 3.1286
KRAS are given a limited period of time to achieve 3.3448 3.2 3 3.2571
KRA'S set by the org are reasonable and achievable 2.8621 2.625 2 2.7143
KRA'S rightly contribute to performance assessment 2.8276 2.875 3 2.8571
Potential Performance is encouraged with rewards and incentives 2.4828 2.575 3 2.5429
Performance can be improved through job rob rotation 2.9655 2.85 3 2.9
PA provides feedback and helps to improve present performance 3.1379 3.2 3 3.1714
Feedback conversation process of this org is apt 2.6897 2.725 2 2.7
PAS of org strengthens the relationship 2.8966 2.875 3 2.8857
PA is being followed by participative reviews and feedback meetings 2.9655 2.75 3 2.8429
Suggestions and problems of employees are taken in to consideration 2.7931 2.75 3 2.7714
Employees are encouraged to experiment with new methods and ideas 2.8966 3.1 3 3.0143
PAS of this org is not based on favourism 2.8966 2.875 3 2.8857
Need for amending the current PAS at RCOM 2.6207 2.65 3 2.6429
The table shows that people of age 40-50 are positive, it means that they are more satisfied with performance appraisal process at
reliance communications, whereas people of age 30-40 are moderately happy and the employees below 30 years are least happy
with the present performance appraisal system of the organization. If we take the total employees in to consideration, we can say
that the employees of reliance communication are moderately happy and satisfied with performance appraisal system
Table-3: Mean scores of Responses on Performance Appraisal, based on their Experience
Experience
S.NO
Below 3-5 5-10 above 10
3 years years years years Total
1 Clarity for expectations and responsibilities 3.1875 3.2222 3.3333 3.3333 3.2857
2 Given equal opportunity to appraise myself 2.625 2.4444 3.3077 2.8333 3
3 PAS supports to realise my targets 2.5625 2.7778 2.9744 2.1667 2.7857
4 Training and developmental needs are ensured through PAS 2.9375 2.8889 2.4872 2.3333 2.6286
5 Appropriate performance indicators are selected 2.9375 3.3333 2.8718 2.6667 2.9286
6 PAS improves employees performance 3.1875 3.3333 3 2.8333 3.0714
7 PAS helps to know strengths and weaknesses at work 3.3125 3.3333 3.0769 2.6667 3.1286
8 KRAS are given a limited period of time to achieve 3.375 3.5556 3.1538 3.1667 3.2571
9 KRA'S set by the org are reasonable and achievable 3.0625 2.7778 2.6154 2.3333 2.7143
10 KRA'S rightly contribute to performance assessment 2.8125 2.4444 3.0513 2.3333 2.8571
11 Potential Performance is encouraged with rewards and incentives 2.4375 2.3333 2.6154 2.6667 2.5429
12 Performance can be improved through job rob rotation 3 2.7778 2.8718 3 2.9
13 PA provides feed back and helps to improve present performance 3.25 2.8889 3.2564 2.8333 3.1714
14 Feed back conversation process of this org is apt 2.5625 2.6667 2.8205 2.3333 2.7
15 PAS of org strengthens the relationship 2.8125 2.8889 2.9744 2.5 2.8857
16 PA is being followed by participative reviews and feed backmeetings 2.75 3.1111 2.8205 2.8333 2.8429
17 Suggestions and problems of employees are taken in to consideartion 2.875 2.4444 2.7949 2.8333 2.7714
Employees are encouraged to experiment with new methods and ideas
18 2.875 2.8889 3.1282 2.8333 3.0143
19 PAS of this org is not based on favourism 3.125 2.6667 2.8718 2.6667 2.8857
20 Need for ammending the current PAS at RCOM 2.75 1.8889 2.8205 2.3333 2.6429
The table shows that the employees having 3-5 years of experience shows high positivity towards the performance appraisal
system where as the employees having 5-10 years of experience shows comparatively less positivity. In addition, the employees
having less than 3 years of experience shows very less positive and the employees above 10 years of experience shows least
positivity towards the performance appraisal system of the organization.
Table-4: Mean scores of Responses on Performance Appraisal based on their level
L2 L3 L4 Total
Clarity for expectations and responsibilities 3.000 3.3488 3.2174 3.2857
Given equal opportunity to appraise myself 3.000 3.1163 2.7826 3.0000
PAS supports to realize my targets 2.750 2.7674 2.8261 2.7857
Training & developmental needs are ensured through PAS 3.000 2.6047 2.6087 2.6286
Appropriate performance indicators are selected 2.750 2.8372 3.1304 2.9286
PAS improves employees performance 2.250 2.9767 3.3913 3.0714
PAS helps to know strengths and weaknesses at work 2.500 3.0698 3.3478 3.1286
KRAS are given a limited period of time to achieve 2.500 3.2326 3.4348 3.2571
KRA'S set by the org are reasonable and achievable 2.000 2.5581 3.1304 2.7143
KRA'S rightly contribute to performance assessment 2.250 2.8605 2.9565 2.8571
Potential Performance is encouraged with rewards and incentives 2.750 2.5814 2.4348 2.5429
Performance can be improved through job rob rotation 2.500 2.9070 2.9565 2.9000
PA provides feedback and helps to improve present performance 2.500 3.2093 3.2174 3.1714
Feedback conversation process of this org is apt 2.500 2.6744 2.7826 2.7000
PAS of org strengthens the relationship 3.000 2.8837 2.8696 2.8857
PA is being followed by participative reviews & feedback meetings 2.250 2.7209 3.1739 2.8429
Suggestions & problems of employees are taken in to consideration 2.500 2.8605 2.6522 2.7714
Employees are encouraged to experiment with new methods &ideas 3.250 3.0233 2.9565 3.0143
PAS of this org is not based on favourism 3.750 2.6977 3.0870 2.8857
Need for amending the current PAS at RCOM 2.750 2.5116 2.8696 2.6429
The table shows that the employees of L3 level show their extreme positivity towards the performance appraisal system of the
company where as the employees of L4 shows comparatively less positivity& the employees of L2 level show least positivity
towards the performance appraisal system of reliance communication. Overall if all the employees of all levels are taken in to
consideration it can be said that the employees of Reliance Communications are neither more satisfied nor they are dissatisfied
with the performance appraisal system of the organization.
Table-5: Mean scores of Responses on Performance Appraisal based on their Qualification
Qualification
Graduation PG Total
Clarity for expectations and responsibilities 3.1905 3.3265 3.2857
Given equal opportunity to appraise myself 3.0952 2.9592 3
PAS supports to realize my targets 2.8571 2.7551 2.7857
Training and developmental needs are ensured through PAS 2.7143 2.5918 2.6286
Appropriate performance indicators are selected 2.9524 2.9184 2.9286
PAS improves employees performance 3.0476 3.0816 3.0714
PAS helps to know strengths and weaknesses at work 2.9524 3.2041 3.1286
KRAS are given a limited period of time to achieve 3.2857 3.2449 3.2571
KRA’S set by the org are reasonable and achievable 3 2.5918 2.7143
KRA’S rightly contribute to performance assessment 2.9524 2.8163 2.8571
Potential Performance is encouraged with rewards and incentives 2.4286 2.5918 2.5429
Performance can be improved through job rob rotation 2.619 3.0204 2.9
PA provides feedback and helps to improve present performance 3.0952 3.2041 3.1714
Feedback conversation process of this org is apt 2.619 2.7347 2.7
PAS of org strengthens the relationship 2.8571 2.898 2.8857
PA is being followed by participative reviews and feedback meetings 2.8571 2.8367 2.8429
Suggestions & problems of employees are taken in to consideration 2.6667 2.8163 2.7714
Employees are encouraged to experiment with new methods and ideas 2.6667 3.1633 3.0143
PAS of this org is not based on favourism 2.9048 2.8776 2.8857
Need for amending the current PAS at RCOM 2.7143 2.6122 2.6429
The table shows that the all the graduate employees are more satisfied with the performance appraisal system of the organization
compared to the postgraduate employees.
FINDINGS
 Performance appraisal is done quarterly.

 Every employee is given an opportunity to appraise himself.
 Immediate managers will be held responsible for assessing the employee’s performance.
 Working environment is very friendly.
 Employee’s focus is laid on overall development of an individual as well as on organizational development.
SUGGESTIONS
 The company should try to conduct the training sessions for the employees in areas where they lack.
 The dedicated and committed employees should be recognized and they should be rewarded so that it may help the
other employees also to get motivated to perform well.
 The employees should be made more pleased with the feedback conversation process, by conducting the feedback
reviews regularly, which help the employees to know what is expected from him as an employee by the organization.
 HR should conduct awareness sessions to the employees about the performance appraisal system to make the
employees know perfectly how the performance appraisal process is carried out which may help the employees to come
out of the confusions they have about PMS.
CONCLUSIONS
RCOM maintains good relationship with its employees. The working culture at RCOM is satisfactory. The Performance Appraisal
System of the organization is effective but it lacks in making the employees aware of its effectiveness,
REFERENCES
1. Sheridan, K. (2009, September 24). Email and discussion, 18, 19.
2. Furnham, A. (2004). Performance management systems. European Business Journal, 16, 83-94.
3. Buchner, T. W. (2007). Performance management theory: A look from the performer's perspective with implications for
HRD. Human Resource Development International, 10, 59-73.
4. Roberts, G. E. (1998). Perspectives on Enduring and Emerging Issues in Performance Appraisal. Public Personnel
Management, 27, 301-320.
5. Harris, L. (2001). Rewarding employee performance: line managers' values, beliefs and perspectives. International
Journal of Human Resource Management, 12, 1182-1192.
*****
INFORMATION FOR AUTHORS
Pezzottaite Journals invite research to go for publication in other titles listed with us. The contributions should be original and
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of organizations. The contributions can be conceptual, theoretical and empirical in nature, review papers, case studies,
conference reports, relevant reports & news, book reviews and briefs; and must reflect the standards of academic rigour.
Invitations are for:
 International Journal of Applied Services Marketing Perspectives.
 International Journal of Entrepreneurship & Business Environment Perspectives.
 International Journal of Organizational Behaviour & Management Perspectives.
 International Journal of Retailing & Rural Business Perspectives.
 International Journal of Applied Financial Management Perspectives.
 International Journal of Information Technology & Computer Sciences Perspectives.
 International Journal of Logistics & Supply Chain Management Perspectives.
 International Journal of Trade & Global Business Perspectives.
All the titles are available in Print & Online Formats.
PERCEIVED BENEFITS MODEL OF EMPLOYEES’ PSYCHOLOGICAL CONTRACT

Dr. T. C. Simon12 Jensmon George13
ABSTRACT
The psychological contract breach is defined as the employee’s perception regarding the extent to which the organization has
failed to fulfill its promises or obligations (Robinson & Rousseau, 1994). Although the term breach and violation is used
commonly in psychological contract researches and not easily distinguished. Employees forms unwritten contract of
expectations on their employer. When these expectations fulfill, the employee will get motivated.
This model explains the various stages of the formulation and perseverance of employees’ psychological contract in an
organizational set up.
KEYWORDS
Breach of Psychological Contract, Employee, Employer, Written Contact etc.
INTRODUCTION
The modern outlook of today’s corporate world is thankful to the contributions of some behavioral scientists and good managers.
Those contributions to uplift the human skill inventory in organizations lead to productivity, harmony, professionalism, and ethics
among man resources. It started from scientific management era continuing and refining until date.
THE WRITTEN CONTRACT AND PSYCHOLOGICAL CONTRACT
When an employee enters into a job, he/she enters into a written contract with the employer. This contract is known as the job
contract or work contract. It contains job description, nature of duties, responsibilities, regulations, reporting authority,
remuneration, leave, other benefits etc. to the employee. That is a job contact contains mainly two facts, the obligation of
employee towards the employer and the obligations of the employer towards the employee. On the other hand, there is an
unwritten contract formed in the mind of an employee on his/her employer based on various considerations. These are perceptions
about obligations, expectations etc. on the employer mainly on employment terms. This is called employ’s psychological contract.
The employer also builds some expectations on the employees regarding their capability, performance, reliability, trustworthiness,
faithfulness, loyalty etc. Therefore, we can say that the unwritten psychological contract is a set of mutual expectations forms in
the minds of the employee and employer when they enter into the written job contract.
PERCEIVED BENEFITS MODEL OF EMPLOYEES’ PSYCHOLOGICAL CONTRACT (PB MODEL)
The perceived benefits model of employees’ psychological contract is having the following stages:
Stage 1: Forming of Individual Perceptions and Expectations
The first stage of PB model is the formation of expectations on job and the employer in the minds of an employee. It includes
reward expectations like increments, recognition, healthy organizational culture and climate, democratic supervision, proper tools
and machinery, perks and fringe benefits, leaves, optimum work stress, healthy communication system, grievance-handling
system etc.
Stage 2: Comparison and Gap of Perceptions and Expectations to Actual
When time passes the employee gets touch with the systems of the organization, he / she compare his / her expectations with the
actual existing in the organization with respect to various benefits the employee receives. If the employee feels gap between his /
her expectations and actual, the employee interpret this gap as a cognitive breach of his psychological contract from the part of the
employer. On the other hand, there is no gap identified by the employee he/she either will be satisfied and motivated or may
redefine of modify his / her psychological contract.
12Associate Professor, MAMO College, Calicut and Research Guide R&D Centre, Bharathiar University, Tamil Nadu, India,
drsimontc@gmail.com
13 Assistant Professor, Department of Management Studies, KMCT College of Engineering, Kerala, India,
jensgeorgeply@yahoo.co.in
Stage 3: Reactions of Employee both Implicit and Explicit
The employee react to the gap in various ways including reducing his/her commitment towards the work. He / she may
psychologically withdraw the loyalty on the organization/employer. In higher degrees, the mind of the employee is filled with
negativity and negative attitudes on the employer or organization and this negativity spreads to others like a virus. This condition
is known as employee negaholism. A negaholic employee cannot be adhering with the organizational rules and regulations.
Stage 4: Aftermath of Reaction Stage
In this stage, the employee assesses the responses from the employer towards his/her reactions. If the employer find out the
difficulties faced by the employee from the psychological contract breach and tries to keep the promises, the negaholism among
the employee may slowly be eradicated as per the cognitive analysis of employee on the employer responses. In contradiction to
this, the employer takes a negative approach again towards the consequences of the breach of employees’ psychological contract
on him/her, the employee may become highly negaholic and the consequences may include job burnouts, homicides, whistle
blowing etc.
REFERENCES
1. Anderson, N., & Schalk, R. (1998). The psychological contract in retrospect and prospect. Journal of Organizational
Behavior, 19, 637-647.
2. Argyris, C. (1960). Understanding organizational behavior. Homewood: Dorsey Press.
3. Coyle-Shapiro, J. A. M. (2002). A psychological contract perspective on organizational citizenship behavior. Journal of

Organizational Behavior, 23, 927-946.
4. Gupta, C. B. (1995). Human Resource Management (5th ed.). Sultan Chand and Sons.
5. Gakovic, A., & Tetrick, L. (2003). Psychological contract breach as a source of strain for employees. Journal of
Business and Psychology, 18(2), 235-246.
6. Ibid, 5.
7. Griffin, M. (2001). Dispositions and work reactions: A multilevel approach. Journal of Applied Psychology, 86(6),
1142-1151.
8. Herriot, P., Manning, W., & Kidd, J. (1997). The content of the psychological contract. British Journal of
Management, 8(2), 151.
9. Kolb, D. A., Rubin, I. M., & Osland, J. (1991). Organizational behavior: An experiential approach (5th ed.).
Englewood Cliffs, NJ: Prentice-Hall.
*****
A STUDY ON EMPLOYEES SATISFACTION TOWARDS GRIEVANCES HANDLING

MECHANISM OF K. P. R. MILL LIMITED AT ARASUR, COIMBATORE
Dr. E. V. Rigin14 K. Geetharani15
ABSTRACT
Quality maintenance and improvement is an ultimate aim of every organization, which leads to improve the satisfaction of
customers. Effective training to entire employees of an organization may increase this quality improvement. In the dimension
of quality improvement, grievances handling playing a vital role to increase job participation of the employees. The grievance
handling mechanism strengthens all activities such as production, process and distribution management. This paper highlights
the employees’ satisfaction towards grievance handling mechanism in K.P.R Mill Limited at Arasur, Coimbatore.
KEYWORDS
Grievances Handling Mechanism, Management, Employee Satisfaction, K.P.R. Mill Limited etc.
INTRODUCTION
Grievances or conflicting thoughts are part of industrial life. It is essential to bring this conflict to the surface. Not all conflicts
can be eliminated but their express contribute towards their reduction. Such exposures lead to adjustments and further improved
organizational effectiveness.
Various methods are available for resolving disputes such as Collective bargaining, Code of discipline, Grievance procedure,
Arbitration, Conciliation, Adjudication, Consultative machinery. Among these method grievances, handling mechanism is most
popular method in settlement of dispute. It have a many steps like employee and supervisor, union steward and supervisor, Union
grievance committee and middle management, Union grievance committee and top management, Representatives and Arbitrator.
Effective grievance handling mechanism is settlement of disputes without arising conflict. It will leads to employee’s satisfaction
in their work and increase their productivity.
STATEMENT OF PROBLEM
KPR Mill Limited was started in 19 March 2003. The company has vertically integrated with International accreditations for
quality control, environmental standards and social accountability. It is a leading manufacturer of readymade knitted apparel,
cotton knitted fabric and yarn in India having manufacturing facilities located at Coimbatore, Sathyamangalam, and Tirupur in
Tamilnadu.
Grievance handling mechanisms establish uniform conditions of employment with a view to avoid occurrence of industrial
disputes. It lays down rules and norms for dealing with employees. As this study identifies the awareness among the employees
towards grievance handling mechanism of study domain. It covers grievance-handling mechanism like open door policy,
structured system, join committee, meeting, suggestion box, feedback. The main objective of this study is to study the level of
satisfaction towards the grievance handling mechanism.
REVIEW OF LITERATURE
Zulkiflee Bin Daud, Khulida Kirana Yahya (2001), in their research entitled “The influence of heads of department personalities
on the selection of grievance handling styles”. This research discusses the styles in handling grievances among heads of
department at a telecommunication headquarters and branches located in Peninsular Malaysia. The main objective is to investigate
the style of managers which they are use in handling employee grievances. In this study, we find the integrating, compromising
and dominating factors using factor analysis.
Lawrence Nurse, Dwayne Devonish, (2007) “Grievance handling procedure and reliance communication”. The aim of this
research is to develop a “Grievance handling procedure” for Reliance Infocomm after studying in detail the types and causes of
grievances those are specific to Reliance Communication Limited. The Objectives are to frame a Grievance Redressal Procedure
for Reliance Infocomm Limited, to analyze the types of grievances that existed among the employees of Reliance Infocomm
Limited, to obtain suggestions on the kind of Grievance Redressal Procedures from the employers of Reliance Infocomm Limited.
In conclusion, it is very important to remove the misunderstandings between e employer and employee. For achieving this goal,
an effective grievance procedure will certainly contribute to industrial peace and contended or happy labour.
14AssociateProfessor, Department of Management Studies, V.H.N.S.N. College, Tamil Nadu, India, evrigin@gmail.com
15M.Phil (Management) Scholar, Department of Management Studies (Autonomous), V.H.N.S.N. College, Tamil Nadu, India,
mail2geetha91@gmail.com
Caroline M. Hook, et al (1996) “Grievances handling mechanism in TVS Lucas limited Pudhuchary”. This study focuses on
Effectiveness of Grievance Handling Mechanism at Lucas-TVS Limited, Pudhuchary. Grievance is any kind of dissatisfaction
with regard to pay, promotion, suspension, working condition etc. The objective of the study is to find the effectiveness of
grievance handling mechanism being followed. The study infers that most of employees are highly satisfied with the mechanism
being followed.
OBJECTIVES OF THE STUDY
 To identify the awareness of Grievances Handling Mechanism in K. P. R. Mill.

 To study the level of satisfaction towards the grievance handling mechanism followed by K. P. R. Mill.
This study is based on both primary and secondary data .The primary data have been collected from the employees of K.P.R. Mill
Limited, Coimbatore.
It is based on survey method. The structured questionnaire is used for finding out respondent’s perception towards grievance
handling mechanisms in the K.P.R. Mill Limited.
The researcher met the respondents in person to collect primary data. The questionnaire has two sections such as demographic
profile and questionnaire information. The secondary data have been collected from various books, magazine, reports, internet
and profile of K. P. R. Limited.
Sample Size
The population is finite. The population of the organization is 1260. The researcher has collected data from 441 employees of K.
P. R. Mill Limited. The probability sampling method has been used.
Sample Design
The samples of 441 employees were selected by the proportionate stratified random sampling technique. This study covers
employees who have one and above one year experience.
SATISFACTION OF GRIEVANCES HANDLING
In the K.P.R. Mill Limited there are 6 grievances handling mechanism are following like Open door policy, structured system,
Joint committee, Meeting, Suggestion box and Feedback. The organization uses these methods to solve grievances and conflict
between the employees.
Satisfaction of Decision Regarding Grievance Handling Mechanism-Percentage Analysis
Table-1
S. No. Opinion Number of Respondents Percentage

1 Highly satisfied 191 43.3
2 Satisfied 180 40.8
3 Neutral 41 9.3
4 Dissatisfied 25 5.6
5 Highly dissatisfied 4 .9
Total 441 100
Table1 inferred that 43.3% of the respondents are highly satisfied in management decision regarding grievances, 40.8% of the
respondents are satisfied in management decision regarding grievances, 9.3% of the respondents are neutrally satisfied in
management decision regarding grievances, 5.4% of respondents are dissatisfied in management decision regarding grievances,
0.9% of the respondents highly dissatisfied in management decision regarding grievances.
Satisfaction of Grievance Handling Mechanism-Weighted Average Method
The satisfaction level of grievance handling mechanism is estimated by using weighted average method. The analysis is given in
Table 2.
Table-2
Highly Highly Weighted

S. No Opinion Satisfied Neutral Dissatisfied Total
satisfied dissatisfied average
1 Open door policy 319 66 31 18 5 1993 4.5
2 Structured system 212 167 44 13 3 1889 4.3
3 Joint committee 203 99 86 44 7 1764 4.0
4 Meeting 258 83 57 36 5 1870 4.3
5 Suggestion box 270 89 35 28 17 1884 4.3
6 Feedback 282 87 37 18 15 1920 4.4
Table2 inferred the weights weighted average value employees are highly satisfied with the open door policy the weighted
average value is 4.5 and employees are satisfied with the feedback system the weighted average value is 4.4.
Satisfaction of Grievance Handling Mechanism
Table-3
S. No. Opinion Number of Respondents Percentage

1 Highly satisfied 297 67.3
2 Satisfied 93 21.1
3 Neutral 35 7.9
4 Dissatisfied 12 2.7
5 Highly satisfied 4 .9
Total 441 100.0
The table3 inferred that 67.3% of the respondents are highly satisfied with grievances handling mechanism, 21.9% of respondents
are satisfied with grievances handling mechanism, 7.9% of respondents are neutrally satisfied with grievances handling
mechanism, 2.7% of respondents are dissatisfied with grievances handling mechanism, and 0.9% of respondents are highly
dissatisfied with grievances handling mechanism.
FINDINGS
 43.3% of the respondents are highly satisfied with management decision regarding grievances.
 40.8% of the respondents are satisfied with management decision regarding grievances.
 By using weighted average employees are highly satisfied with the open door policy.
 67.3% of the respondents are highly satisfied with grievances handling mechanism,
SUGGESTIONS
Organization may get grievances from employees through written report to protect them self because the written reports are used
as the evidence. Organization may provide awareness to the employees about committee meeting and suggestion box.
CONCLUSION
The researcher concludes that the grievance handling mechanisms followed in the organization is satisfactory among the
employees. This research identifies the open door policy as a best method to handle the grievances. The organization may follow
the suggestions like communicating management decision to the employees regarding grievances, creating awareness to the
employees regarding committee meeting etc. in order to overcome this dissatisfaction level in the organization.
REFERENCES
1. Aswathappa, K. (2008). Human resource and Personnel Management. New Delhi: TATA McGraw-Hill Publishing
Company Limited. ISBN- 978-961-6914-02-4.
2. Kothari, C. R. (2012). Research Methodology. New Delhi: New Age International Publishers. ISBN-978-812-2415-
22-3.
*****
FACTOR ANALYSIS: A TOOL TO MEASURE TEACHER’S SPIRITUAL INTELLIGENCE

Dr. S. Porkodi16 Dr. A. Varadaraj17 Gayathri Rajesh18
ABSTRACT
Spiritual intelligence is the most important type of intelligence, which has the power to change our life, society, and history.
Sound education is expected to provide ways and means for achieving the development of body, mind and spirit. The main
director for this change is the teacher. “Everything depends on the teachers”. Teachers with a passion for teaching are those
who are committed, enthusiastic, and intellectually, emotionally and spiritually energetic in their work. In Omani schools and
colleges, have teachers from different demographic profiles and different nationality. Hence, it is important to analyze the
factors influencing teacher’s spiritual intelligence.
The study was conducted among the teachers in Higher College of Technology, Muscat. The stratified probability sampling
technique has been used to collect primary data from the target respondents. The validated scale was adopted from the
literature. By using ‘Principal-Component method’ for extraction of variables into components and Varimax with Kaiser
Normalization has been undergone by using ‘rotation method’. All the twenty-five variables have been grouped into five
components, each component consists of sets of factors, and the analysis has been made to identify the influence of one
variable over another.
KEYWORDS
Spiritual Intelligence, Work Performance, Spirituality, Teachers, Eigen Value etc.
INTRODUCTION
Self-awareness is the core competency of spiritual intelligence. The development of spiritual intelligence is the awakening of a
deeper awareness of oneself as a non-material being, a source of many intangible talents, previously undiscovered character traits,
undeveloped personal qualities and innate values. These invisible inner attributes of the self can never be taken away, and when
consciously developed and used they become the ground within the self in which a stable sense of security is anchored.
Today, spiritual intelligent is discussed not only in individual area but also in organizational area, and has entered not only
psychological domain, but also other human science areas- such as management. By the increase of life standards in developing
countries, employees of these countries are able to change concentration of their need from security and survival to spiritual needs
and self-actualization. Most of scientists believe that spiritual intelligence is the most important type of intelligence, which has the
power to change our life, society, and history. When a person is intelligent in spiritual aspects, he or she has a wider viewpoint.
Wider viewpoint means having a great imagination of self and world, so having an extended imagination of objectives and our
place in the world. While many people believe that there is no spirituality in work and work environment, many researches show
that spiritual intelligence can be used in most of work areas.
Sound education is expected to provide ways and means for achieving the development of body, mind and spirit. The main
director for this change is the teacher. No educational reform can be successful unless the quality of the teacher. Quality teachers
also have the distinct ability to master various knowledge, skills and expertise in order to be used as a means to improve the
effectiveness of instruction and learning process. As such, teachers are the torchbearers in creating social cohesion, national and
global integration, and a learning society. Whitehead (1929) opines, “Everything depends on the teachers”. So teachers are to
be emotionally and spiritually mature enough to deal with the emotional and spiritual needs of the students.
Most of the educators, especially from the 20th century onwards, lay stress on the social aspects of education in addition to the
academic areas. They uphold that education is a life-long process by which an individual adapts himself/herself gradually and
gracefully to the available physical, intellectual, emotional, social and spiritual environments. Teaching is a profession; it requires
conscious organization of learning activities and deliberate creation of a conducive and supporting learning environment. It is a
creative and adventurous profession where passion cannot be an option. Teachers with a passion for teaching are those who are
committed, enthusiastic, and intellectually, emotionally and spiritually energetic in their work. This passion is essential to achieve
high quality in teaching. Omani society, like other modern societies, is undergoing successive and fast developments in the
different domains of life, which necessitates that the educational development becomes a permanent practice that is affected by
those developments and contributes to make them. In this context, the Sultanate of Oman adopts the concept of basic education.
The teacher is a major component in educational development. The spiritual intelligence level of teachers is important for teachers
16Faculty, Higher College of Technology, Muscat, Sultanate of Oman, dr.porkodi@gmail.com

17Associate professor, Measi Institute of Management, Tamil Nadu, India, vraj28@gmail.com
18Faculty, Higher College of Technology, Muscat, Sultanate of Oman, rajeshrg2001@yahoo.co.uk
and students communication and to improve classroom discipline strategies. Teachers as a source of information and teaching
tool. In Omani schools and colleges, have teachers from different demographic profiles and different nationality. Hence, it is
important to analyze the factors influencing teacher’s spiritual intelligence.
OBJECTIVES OF STUDY
The objective of this study is to analyses the factors influencing Teacher's Spiritual Intelligence in Higher College of Technology,
Oman.
Mathew Fox (1994) state that "we should find a way to heart. Without nourishing heart, we starve of mental hunger. Whatever we
gain from work and any progress in job can't calm feeling of spiritual death in our inside". Donahue and Benson (1995) mentioned
that there are supporting findings to indicate that increased participation in spiritual activity is strongly related to a higher well-
being, lower level of delinquency, misbehavior and other social problems. Of the additional intelligences proposed, the concept
of spiritual intelligence has remained a forerunner in the past decade (Amram, 2007).
Emmons (2000) provided support for spiritual intelligence according to Gardner’s (1983) criteria, proposing five core abilities: 1)
the capacity for transcendent awareness (of a divine being or oneself); 2) the ability to enter spiritual states of consciousness; 3)
the ability to sanctify everyday experiences; 4) the ability to utilize spirituality to solve problems; and 5) the capacity to engage in
virtuous behaviors (e.g., forgiveness). Religion is viewed as “an organized system of beliefs, practices, rituals, and symbols”,
while spirituality is regarded as “the personal quest for understanding answers to ultimate questions about life, about meaning,
and about relationship to the sacred or transcendent” (Koenig et al., 2000). Zohar and Marshall (2000) further contended that
spiritual intelligence represents the brain’s unitive processes, which serve to re-conceptualize experience and produce meaning.
More recently, Wolman (2001) defined Spiritual Intelligence (SI) as "the human capacity to ask questions about the meaning of
life and to experience simultaneously the seamless connection between each of us and the world in which we live". Vaughan
(2002) further elaborated that spiritual intelligence is the multiple ways of knowing and integration of the inner life of mind and
spirit with the outer life of work in the world. It should be mentioned that using the word “spiritual‟ in relation to intelligence
does not necessarily mean that it is connected with any religion. Any religion that one believes in is based on the individual’s
culture and upbringing. In contrast, spiritual intelligence is based on the fundamental ability of the human brain to create
meanings, values, and beliefs. Spiritual intelligence can be nurtured and developed (Zohar & Marshall, 2004). Dhingra et al.
(2005) assessed the relationship between EQ, SQ and social adjustment of migrant Kashmiri women and it was reported that
majority of women have moderate EQ and SQ and social adjustment was positively and negatively correlated with EQ and SQ
respectively. Jain and Purohit (2006) examined the spiritual intelligence of elderly people living with their families and living in
old age homes and reported that there was no significant difference of Spiritual Intelligence (SI) in relation to demographic
variables.
Amram (2007) identified seven major themes of spiritual intelligence, including meaning, consciousness, grace, transcendence,
truth, peaceful surrender to Self, and inner-directed freedom. His Integrated Spiritual Intelligence Scale consists of 22 subscales
organized into five theoretical domains of consciousness, grace, meaning, transcendence, and truth (Amram & Dryer, 2007). Do
teachers with higher levels of spiritual intelligence experience greater job satisfaction? Spiritual intelligence is yet another
effective element in classroom discipline management. Spiritual intelligence is said to be able to create a richer and more
meaningful life (Amram & Dryer, 2007).
Sisk (2008) mentioned that spiritual intelligence, using a multisensory approach to access one’s inner knowledge to solve global
problems, could be an integrating theme to create global awareness among teachers and students. Dincer (2009) mentioned that
spiritual intelligence provides a sense of personal wholeness, goal and direction. He pointed out that educators with high levels of
spiritual intelligence are able to mould teachers and students from all age groups to experience a wholesome life filled with self-
respect and creativity.
Yang and Mao (2009) explored the profile of spiritual intelligence among nurses, and examined the effect of religions on nurses’
spiritual intelligence in China. It was found that majority of nurses tended to experience numerous instances of physical emotional
pain and suffering throughout life. Animasahun (2010) observed positive correlation between intelligence quotient, emotional
quotient, spiritual quotient and prison adjustment and recommended that EQ and SQ is far better than IQ so prisoners should be
provided with emotional and spiritual intelligence training.
Rani et. al., (2013) examined the causal relationship of spiritual intelligence on work performance among the staff nurses at three
states of Malaysia i.e. Pahang, Terengganu and Kelantan. They found that Spiritual Intelligence influences work performance. In
addition, the moderating factor of age and tenure is not significant that the model is applicable to all hospitals involved. Spiritual
intelligence (SI) is a particular kind of final intelligence that represents spiritual & value issues & solves the concerning problem
Abdoli & Sheihki (2013) studied the relationship between spiritual intelligence & job erosion. Furthermore, relationship between
care dimension & Existential questioning dimension (from SI dimensions) with job erosion was proved.
The study used the exploratory and causal research design as it explores and intends to analyses the factors influencing Teacher's
Spiritual Intelligence. Higher College of Technology (HCT) is a public college operated by the Ministry of Manpower of Oman. It
was the first Higher Education institution in Oman. Currently, it is the second largest higher education institution in Oman
(after SQU) catering for over 10000 students studying in various programs. It is one of seven colleges under the Ministry of
Manpower in the Sultanate. The Ministry of Manpower (MoMp) has six regional Colleges of Technology, located in Musanna,
Nizwa, Ibra, Salalah, Shinas, and Ibri and one Higher College of Technology in Muscat. Before being renamed and upgraded as
such in 2001, HCT was known as Oman Technical Industrial College (OTIC), established in 1984 at the initiative of His Majesty
Sultan Qaboos bin Said al Said to educate the citizens of Oman by implementing high quality programs in various fields. The
College has more than 900 faculty and staff members.
The study was conducted among teachers from various departments in Higher College of Technology, Muscat. The stratified
probability sampling technique has been used to collect primary data from the target respondents, where in the researcher divides
the entire population into different subgroups or strata, then randomly selects the final subjects proportionally from the
different strata. The stratification of the sample size as follows in table no.1. At the time of the study, the total number of teachers
was 591. Anticipating moderate response rate 25% percentage of teachers was proportionately taken from each department as
Respondents of this study. The primary data had been collected from 157 respondents and finally 155 respondents (N=155) had
been selected for the analysis.
Table-1: Stratification of Sampling
S. No. Departments Number of Teachers Sample Size

1 ELC 135 35
2 ENGLISH 149 39
3 APPLIED SCIENCE 105 27
4 INFORMATION TECHNOLOGY 95 24
5 BUSINESS STUDIES 82 22
6 PHARMACY 12 4
7 PHOTOGRAPHY 7 2
8 FASHION DESIGNING 6 2
Total 591 155
Structured questionnaire has been used to collect the response from the target respondents. The validated scale was adopted from
the literature; the Integrated Spiritual Intelligence Scale (Amram & Dryer, 2007). ISIS is an 82-item long form self-report
instrument. It contains 22 subscales assessing separate SI capabilities related to Beauty, Discernment, Egolessness, Equanimity,
Freedom, Gratitude, Higher-self, Holism, Immanence, Inner-wholeness, Intuition, Joy, Mindfulness, Openness, Practice,
Presence, Purpose, Relatedness, Sacredness, Service, Synthesis, and Trust. These 22 subscales are grouped into 5 domains:
Consciousness, Grace, Meaning, Transcendence and Truth. All items were assessed on 6-point scale (Never or almost never, Very
infrequently, somewhat infrequently, somewhat frequently, Very frequently, always or almost always). The questionnaire was
tested with Cronbach’s Alpha reliability test. Cronbach’s Alpha Reliability Analysis has been conducted to test the validity of
collection instrument, which produced 0.943, which proved highly reliable.
DATA ANALYSIS
Factor Analysis
Factor Analysis is a method used to transform a set of variables into a small number of linear composites, which have a maximum
correlation with original variables. Factor analysis is used to study a complex product (or) services, in order to identify the major
characteristics or factors considered important by the respondents. The purpose of factor analysis is to determine whether the
responses of several statements favoured by the respondents are significantly correlated. If the responses to the several statements
are significantly correlated, it is considered that the statement measures some factors common to all of them. Factor analysis can
only be applied to continuous variables (or) interval scaled variables. Factor analysis is like Regression analysis as it tries to ‘best
fit’ the factors to a scatter diagram of data in such a way that the factors explain the variance associated with the responses to each
statements.
Statistics Associated with Factor Analysis
Bartlett’s test of sphericity: Bartlett’s test of sphericity can be used to test the null hypothesis that means that the variable chosen
are not correlated with the sample population.
Kaiser-Mayer-Olkin measure of sampling: This index compares the magnitude of the observed correlation co-efficient to the
magnitude of partial correlation co-efficient.
Eigen Values and communalities: A factor’s Eigen value or latent route is the sum of squared of its factor loading. It helps us to
understand how well a given factor fits the data gathered from all sample respondents on all the statements.
All 82 items given in the questionnaire were selected for factor analysis by using principle component extraction with an
orthogonal (Varimax) rotation. The number of factors is unconstrained. For the sake of convergent validity, 0.50 was used as a
factor loading cut-off point.
Factors Chosen for the Analysis
The teacher’s opinion on spiritual intelligence in their work was studied. For the study, factor analysis and detailed discussions
were done at various stages. The following table-2 shows the factor chosen for the analysis.
Table-2: Factors Chosen For Analysis
VAR FACTORS
X1 I notice and appreciate the beauty that is uncovered in my work.
X2 I expect the worst in life, and that is what I usually get.
X3 When things are chaotic, I remain aware of what is happening without getting lost in my experience.
X4 During an activity or conversation, I monitor and notice my thoughts and emotions.
X5 I practice inner and outer quiet as a way of opening myself to receive creative insights.
I have a good sense for when my purpose requires nonconformity, out-of-the-box thinking, or taking an unpopular
X6
stand.
X7 I resist events that I do not like, even when they need to occur.
X8 In my daily life, I feel the source of life immanent and present within the physical world.
X9 I get upset when things do not go the way I want them to go.
X10 In my day-to-day activities, I align my purpose with what wants to and needs to happen in the world.
X11 I find it frustrating when I do not know what the truth is.
X12 I pay attention to my dreams to gain insight to my life.
X13 In my daily life, I am disconnected from nature.
X14 Seeing life's processes as cyclical rather than linear gives me useful insights to daily challenges.
X15 A higher consciousness reveals my true path to me.
X16 I live and act with awareness of my mortality.
In difficult moments, I tap into and draw on a storehouse of stories, quotes, teachings, or other forms of time-proven
X17
wisdom.
X18 I do not know how to just be myself in interactions with others.
X19 I hold my work as sacred.
X20 I have a daily spiritual practice—such as meditation or prayer—that I draw on to address life challenges.
X21 I enjoy the small things in life—such as taking a shower, brushing my teeth, or eating.
X22 I am driven and ruled by fears.
X23 I tend to think about the future or the past without attending to the present moment.
X24 My life is a gift, and I try to make the most of each moment.
X25 I draw on my compassion in my encounters with others.
X26 I am limited in my life by the feeling that I have very few options available to me.
X27 I spend time in nature to remind myself of the bigger picture.
X28 My actions are aligned with my values.
X29 In meetings or conversations, I pause several times to step back, observe, and re-assess the situation.
X30 I use objects or places as reminders to align myself with what is sacred.
X31 I have a hard time going against conventions, expectations, or rules.
X32 Even when things are upsetting and chaotic around me, I remain centered and peaceful inside.
X33 I find it upsetting to imagine that I will not achieve my desired outcomes.
In my day-to-day tasks, I pay attention to that which cannot be put into words, such as indescribable sensual or
X34
spiritual experiences.
X35 I am aware of a wise- or higher-self in me that I listen to for guidance.
X36 I can hold as true and integrate seemingly conflicting or contradictory points of view.
X37 I strive for the integration or wholeness of all things
X38 My work is in alignment with my greater purpose.
X39 I derive meaning from the pain and suffering in my life.
X40 I feel that my work is an expression of love.
X41 I use rituals, rites, or ceremonies during times of transition.
X42 My actions are aligned with my soul—my essential, true nature.

X43 I remember to consider what is unspoken, underground or hidden.
X44 Because I follow convention, I am not as successful as I could be.
X45 I am aware of my inner truth—what I know inside to be true.
X46 Being right is important to me.
X47 I notice and appreciate the sensuality and beauty of my daily life.
X48 I enhance my effectiveness through my connections and receptivity to others.
X49 Even in the midst of conflict, I look for and find connection and common ground.
X50 I listen to my gut feeling or intuition in making important choices.
X51 I listen deeply to both what is being said and what is not being said.
X52 I am mindful of my body's five senses during my daily tasks.
X53 I seek to know what is logically provable and ignore the mysterious.
X54 I look for and try to discover my blind spots.
X55 I have a hard time integrating various parts of my life.
X56 I work toward expanding other peoples' awareness and perspectives.
I live in harmony with a force greater than myself - a universal life force, the divine, or nature to act spontaneously
X57
and effortlessly.
X58 My goals and purpose extend beyond the material world.
X59 I draw on deep trust or faith when facing day-to-day challenges.
X60 I hold resentment towards those who have wronged me.
X61 I feel like part of a larger cosmic organism or greater whole.
X62 I find ways to express my true self creatively.
X63 When looking at others, I tend to focus on what they need to do to improve.
X64 Experiences of ecstasy, grace, or awe give me insights or direction in dealing with daily problems.
X65 To gain insights in daily problems, I take a wide view or holistic perspective.
X66 I have daily and weekly times set aside for self-reflection and rejuvenation.
X67 I remember to feel grateful for the abundance of positive things in my life.
X68 I have faith and confidence that things will work out for the best.
X69 I accept myself as I am with all my problems and limitations.
X70 To solve problems, I draw on my ability to hold, accept and go beyond paradoxes.
X71 In my daily life, I feel my work is in service to the larger whole.
X72 In arguing or negotiating, I am able to see things from the other person's perspective, even when I disagree.
X73 I see advancing my career as the main reason to do a good job.
X74 I see financial rewards as being the primary goal of my work.
X75 My mind wanders away from what I am doing.
X76 I am frustrated by my inability to find meaning in my daily life.
X77 Even when I seem to have very few choices, I feel free.
X78 I want to be treated as special.
X79 I have a hard time standing firm in my inner truth—what I know inside to be true.
X80 I bring a feeling of joy to my activities.
X81 I strongly resist experiences that I find unpleasant.
X82 I am my own worst enemy.
Table No. 3 indicates that the Kaiser-Meyer-Olkin (KMO) measures of sampling adequacy in the study are 84.3. This is good
result, as it exceeds 0.5 Bartlett’s Test of Sphericity which is 0.000, meaning that factors that form the variables are adequate.
Table-3: KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.843

Bartlett's Test of Sphericity Approx. Chi-Square 7188.06
Df 190
Sig. 0.000
The following table no.4 shows the variables with the corresponding extraction communality factor value.
Table-4: Variable with Extracted Communality

Factor Value
VAR Initial Extraction

X79 1.000 1.000
X31 1.000 1.000
X44 1.000 1.000
X13 1.000 1.000
X76 1.000 1.000
X.73 1.000 1.000
X74 1.000 1.000
X53 1.000 1.000
X46 1.000 1.000
X63 1.000 1.000
X78 1.000 1.000
X9 1.000 1.000
X18 1.000 1.000
X55 1.000 1.000
X82 1.000 1.000
X7 1.000 1.000
X11 1.000 1.000
X60 1.000 1.000
X81 1.000 1.000
X23 1.000 1.000
X33 1.000 1.000
X75 1.000 1.000
X2 1.000 1.000
X22 1.000 1.000
X26 1.000 1.000
The following table no.5 revealed that the extraction has been undertaken by using principal-component method and the initial
Eigen values are formulated from the communalities table and the same has been developed as extraction sums of squared
loadings with percentage of variance and the relative cumulative percentage. The extraction process has been carried out by using
principal-component method, and it is found from the rotation sums of squared loadings and the total sum of 25 variables has
been extracted and the same has been grouped into 5 components, which have Eigen value of more than one. It ranges from
component No. 1 to component No. 5 with the cumulative percentage from 44.923 percent to 100.00 percent.
The percentage of variance ranges from 44.923% to 4.950%. Factor 1 account for variance 11.231 with 44.923% likewise the
second factor accounts for variance 7.596 with 30.383%. The third factor showed a variance of 3.260 with 13.039 %. Fourth
factor accounts for variance of 1.676 with 6.705% and the fifth factor showed a variance of 1.238 with 4.950%. From the analysis,
it is inferred that the factor analysis has been supported up to 100% in this study. This is a good result and made the study reliable
to the analysis. The following table no.6 has been formulated by using ‘principal-component method’ for extraction of variables
into components and Varimax with Kaiser Normalization has been undergone by using ‘rotation method’. All the twenty-five
variables have been grouped into five components, each component consists of sets of factors, and the analysis has been made to
identify the influence of one variable over another.
Table-5: Total Variance – Level of Spiritual Intelligence
Component % of Cumulative % of Cumulative % of Cumulative

Total Variance % Total Variance % Total Variance %
1 11.231 44.923 44.923 11.231 44.923 44.923 10.003 40.013 40.013
2 7.596 30.383 75.305 7.596 30.383 75.305 5.380 21.521 61.534

3 3.260 13.039 88.345 3.260 13.039 88.345 5.054 20.215 81.750
4 1.676 6.705 95.050 1.676 6.705 95.050 2.572 10.287 92.037
5 1.238 4.950 100.000 1.238 4.950 100.000 1.991 7.963 100.000
6 6.551E-16 2.620E-15 100.000
7 1.576E-16 6.304E-16 100.000
8 1.187E-16 4.748E-16 100.000
9 1.095E-16 4.380E-16 100.000
10 4.949E-17 1.980E-16 100.000
11 3.295E-17 1.318E-16 100.000

12 6.929E-18 2.772E-17 100.000
13 1.780E-20 7.121E-20 100.000
14 8.425E-33 3.370E-32 100.000
15 1.652E-33 6.607E-33 100.000
16 -9.834E- -3.934E- 100.000
34 33
17 -1.381E- -5.523E- 100.000
32 32
18 -4.310E- -1.724E- 100.000
18 17
19 -1.579E- -6.317E- 100.000
17 17
20 -2.820E- -1.128E- 100.000
17 16
21 -3.869E- -1.548E- 100.000
17 16
22 -1.062E- -4.248E- 100.000
16 16
23 -3.931E- -1.572E- 100.000
16 15
24 -6.339E- -2.536E- 100.000
16 15
25 -1.004E- -4.017E- 100.000
15 15
Note: Extraction Method: Principal Component Analysis
Table-6: Rotated Component Matrix a
Component
1 2 3 4 5
I have a hard time standing firm in my inner truth—what I know inside to be true. .964
I have a hard time going against conventions, expectations, or rules. .992
Because I follow convention, I am not as successful as I could be. .964
In my daily life, I am disconnected from nature. .967
I am frustrated by my inability to find meaning in my daily life. .960
I see advancing my career as the main reason to do a good job. .866
I see financial rewards as being the primary goal of my work. .992
I seek to know what is logically provable and ignore the mysterious. .960
Being right is important to me. .964
When looking at others, I tend to focus on what they need to do to improve. .866
I want to be treated as special. .992
I get upset when things do not go the way I want them to go. .967
I do not know how to just be myself in interactions with others. .992
I have a hard time integrating various parts of my life. .992
I am my own worst enemy. .992
I resist events that I do not like, even when they need to occur. .960
I find it frustrating when I do not know what the truth is. .960
I hold resentment towards those who have wronged me. .992
I strongly resist experiences that I find unpleasant. .992
I tend to think about the future or the past without attending to the present moment. .964
I find it upsetting to imagine that I will not achieve my desired outcomes. .964
My mind wanders away from what I am doing. .992
I expect the worst in life, and that is what I usually get. .992
I am driven and ruled by fears. .960
I am limited in my life by the feeling that I have very few options available to me. .866
Rotation Method: Varimax with Kaiser Normalization
a. Rotation converged in 5 iterations.
The table no.6 shows the rotated component matrix, in which the extracted factors are assigning a new naming related together.
From the above table, it is noted that all the loading factors, which are having the loading value less than 0.5, are rejected from the
analysis. Factor 1 is the most important factor, which explained 40.013% of the variation. I have a Hard time going against
conventions, expectations, or rules, financial rewards as being the primary goal, Want to be treated as special, myself in
interactions with others, hard time integrating various parts of life, I am my own worst enemy, I hold resentment towards those
who have wronged me, I strongly resist experiences that I find unpleasant, My mind wanders away from what I am doing, I
expect the worst in life, and that's what I usually get. These statements reflect the discernment and Immanence, which are very
much required for the teacher’s spirituality.
The second kind of factors explained 21.521% of the variances. In this segment, the researchers took the five important variables
such as I am frustrated by my inability to find meaning in my daily life, Being right is important to me, I resist events that I don't
like, even when they need to occur, I find it frustrating when I don’t know what the truth is and I am driven and ruled by fears.
These statements are embossed the Egolessness and Openness of Teachers. The third factor explained 20.215% of the variations.
In this segment, the researchers took the five important variables such as I have a hard time standing firm in my inner truth—what
I know inside to be true, Because I follow convention, I am not as successful as I could be, Being right is important to me, I tend
to think about the future or the past without attending to the present moment and I find it upsetting to imagine that I will not
achieve my desired outcomes. These statements are focused upon the Presence of Teachers.
These statements are focused upon the Presence of Teachers. The fourth factor explained 10.287% of the variations. The extracted
statements are: I see advancing my career as the main reason to do a good job, When looking at others, I tend to focus on what
they need to do to improve And I am limited in my life by the feeling that I have very few options available to me. These
statements indicates that Trust and Purpose in the teaching profession. The fifth factor explained 7.963% of the variations. In this
segment, 2 statements are extracted. In my daily life, I am disconnected from nature and I get upset when things do not go the way
I want them to go. These statements indicate the Gratitude and Equanimity of Teachers.
CONCLUSIONS
The present study has highlighted the factors influencing teacher’s spiritual intelligence in Higher College of Technology, Oman.
The major factors were named the first factor as ‘Discernment and Immanence’. Second factor has been named as ‘Egolessness
and Openness’. Third factor was named as ‘Presence’. The fourth factor was named as ‘Trust and Purpose’ and the fifth following
factor as ‘Gratitude and Equanimity’, which are essential for teacher’s spiritual intelligence in the workplace.
This study is evident that the teachers agreed to the fact that out of 83 factors, the 26 statements under five factors are intended to
determine the teacher’s spiritual intelligence. This method is effective because it is simple and logical, and works with the natural
way. This method of assessing spiritual intelligence, based on the subjective assessments, could be applied on an individual and
corporate level to provide a valid solution to the problem.
REFERENCES
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*****
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PERSONALITY PROFILE OF MANAGEMENT ASPIRANTS: AN EXPLORATORY STUDY

Khagendra Nath Gangai19 Dr. Gopal Chandra Mahakud20 Vikas Sharma21
ABSTRACT
Scientific method of carrier selection commonly includes assessment of personality, intelligence, aptitude and interest. Among
them assessment of personality plays a vital role since in most of the organizational sectors job responsibility and the
performance may be correlated with personality. Some of the personality tests rarely cover all aspects. In this regard, 16
personality factors developed by Cattel (1949) is widely used test in different spheres. Until date there are few related studies
conducted in this area. In the organizational sector now, it is more commonly used because every organization needs right
man for right job. Therefore, the study was planned to find out the personality profile of management aspirants coming for
management courses.
The present study was conducted with 150 management aspirants (male=75 and female=75) using 16PF. In the study, the
researchers intended to compare the personality factors of male and female aspiring for management courses. The study
indicated that there was no difference among male and female aspirants on factors A, B, C, G, H, L, N, and Q4 of 16 PF. On
the other hand, on factors E, F, I, M, O, Q1, Q2 and Q3 significant difference between male and female aspirants was
observed.
KEYWORDS
Personality, Personal management, Management aspirant, 16PF, Career Choice etc.
INTRODUCTION
In modern times, preference of career choice follows scientific approach constituting assessments of aptitude, intelligence,
personality and interest. In most of the management institutions and corporate sector, measurement of personality plays a vital
role. In this regard, study of personality traits in terms of career choice is becoming an important area of research. According to
Guilford (1949), personality can be defined as distinguishing, relatively enduring way in which an individual differs from others.
Further Cattel, (1946) viewed personality as a complex structure of traits. Research studies e.g. Michaels & Levas 2003;
Lawrence & Taylor 2000; Parkinson, John & Taggar 2006, have stated that choice of profession is mostly related to personality of
individuals. Further, Barrick, & Mount (1991) conducted a meta-analytic research to find out the relation between personality
factors and job satisfaction among employees. From the study, they found that personality factors are the important predictors of
job performance in organizational sectors. Sutin, Costa, Miech, and Eaton (2009) conducted a study with 731 participants and
found that when concurrently assessed emotionally stable and conscientious participants reported higher incomes and job
satisfaction. Further, longitudinal analyses revealed that, among younger participants, earning a higher income at baseline
predicted decreases in Neuroticism across the 10 years between baseline and follow-up and higher levels of Extraversion
predicted increases in income over this time. Similarly in a research, study conducted by Brackney (1991) demonstrated that
people with appropriate personality type predicts satisfaction in their occupation even after ten years. From their study (Elton &
Smart, 1988 and Elton & Mc Laughlin, 1986) concluded that job satisfaction at work place is related to individual’s personality
type.
The trait approach of personality does not attempt to understand the development of personality, prediction of person’s behavior
in a given situation and comparison of people based on aspects and degree (Burger, 1993: p.193; Heffner, 2002). In this regard,
the scientific method of measurement of personality trait can better presume the future carrier performance instead of random
selection procedure. The importance of measures of 16 PF is seen worldwide. 16 PF gives most complete coverage personality
test and can be used in a brief time. The test can be used for the age group 16 years and above. The test consists of equivalent
forms A, B, C, D and E. Forms A, B, C and D are designed for the candidates having minimum education qualification whereas
Form E is specially designed for individuals with reading difficulties.
Carrier is not only limited to higher-level professionals or white color jobs but also meant for manual workers as well. In this
regard, 16 PF can satisfy the whole process of carrier choice with respect to personality. There are very few studies in the area of
carrier guidance especially in India. Therefore, the study was planned to find out personality aspect in decision making regarding
choice of management courses.
19Assistant Professor, Department of Management, Bhartiya Vidya Bhavan’s Usha & Lakshmi Mittal Institute of Management,
New Delhi, India, khagendrapsy@gmail.com
20 Assistant Professor, Department of Psychology, Keshav Mahavidyalaya, University of Delhi, New Delhi, India,
gopal1631979@gmail.com
21Research Scholar, Department of Psychology, University of Delhi, New Delhi, India, vikasdelhi83@hotmail.com
Objectives of Study
 To study the personality profile of aspirants for management courses.

 To assess the relationship among personality factors between male and female aspirants of management courses.
Hypothesis of Study
There is a significant difference of personality traits between male and female aspirants of management courses.
Sampling Design
A total of 150 management aspirants were taken as sample for this study. Among them n1=75 were male and n2=75 were females
aspirants. The age range of these participants were 20-24 (Median age=22). The data was collected from a career-counseling
center of Delhi and NCR. A survey method of individual assessment of 16 PF was conducted. The participants were purposively
selected among the career aspirants interested in Management related courses.
Date Collection Material
 Socio demographic Sheet

 The questionnaire for Catell's 16 personality Factors was administered to each participant (Cattel, 1943).
Procedure
Initially informed consent was taken from each participant. After rapport formation, participants were administered with 16 PF
Form C, which consists of 105 items. The time limit was given for a period of 45 minutes. Whenever the participants were
confused or in doubt, researchers helped him/her. The scoring process followed use of answer sheet and scoring key for the
respective form. Further, all the raw scores were converted in stanine scores and the factors were determines accordingly.
DATA ANALYSIS
Both descriptive and inferential statistics using Mean, SD, and Student’s‘t’ test were calculated dividing the data for male, female
and total participants using SPSS 20.0. Data were compared between male and female for each of 16 factors.
The mean sten score for all participants (N=150) depicts that most of the participants scored average on 16 Personality factors.
Factor B of 16 PF of the present study stated that majority of management aspirants were more than average in their reasoning
ability (Table-1). Further the male (Table-2) and female (Table-3) distribution indicates that most of the participants obtained
moderate mean Sten score. The comparison results of 16 PF stated that there is no significant difference (t= 0.91, df 148 at α
level 0.01) between male (2.65 ± 0.56) and female (2.57±0.52). In this context, it can be said that Male and Female management
aspirants do not differ in reserved vs. warm (A) dimension of personality. Similarly on Factor B, which connotes reasoning aspect
of personality, Male (4.44±2.06) and Female (4.11±1.93) scores also indicates no significant difference (t=1.02, df 148 at α level
0.01).
The findings are similar for Factor C, male (3.65±1.07) and female (3.88±0.82) and (t=1.45); Factor G, male (3.57±0.74), female
(3.69±0.90) and (t=0.89); Factor H, male (4.27±0.92), female (4.49±0.78) and (t=1.63); Factor L, male (3.72±1.28), female
(3.64±1.20) and (0.41); Factor N, male (3.87±1.46), female (3.96±1.42) of (t=0.40); and Factor Q4, male (3.43±1.35), female
(3.17±0.96) of (t=1.32) at both. Therefore, the results indicate that there is no significant difference between male and female in
personality aspects of Emotional stability (C), Rule boundness (G), Social Boldness (H), Vigilance (L), Privateness (N) and
Tension (Q4).
This demonstrates that Hypothesis 1of researcher: There is a significant difference of personality factors (traits) between male and
female is not accepted for the factors A, B, C, G, H, L, N, and Q4. The study of Scott, Nicole & Larry (2007) found that among
the sixteen personality factors between male and female there is no significant difference of factor B, E and G. The researchers
found the result with 2177 (1156 male and 1021 females) with medical aspirants.
The present study also found a similar result. Further Khaidzir, Khairil, Shaharuddin, Jumali & Azizan (2013) conducted study
with 165 students (male=103 and female=62) and found no significant difference except on Factor G, I, and L (at α level 0.05) on
16 PF. From a Indian study by Nagarjuna and Mamidenna (2008) conducted with 200 MBA pursuing students using 16 PF, found
that there is no significant difference of personality factors between males and females on factors –B, C, E, F, G, H, N, O, Q2, Q3
and Q4.
Kannappan and Lakshi Bai (2007) studied 16 personality factors on 102 male alcoholics. They found out there was significant
difference on the factors of E, F, G, H, L, O, and Q4 and no significant difference on I and N factors. Jaipal & Kumar (2013)
conducted study on personality of 78 Kabaddi players by using 16 PF. They assessed 16 personality factors and found out that the
factors A, C, E, F, I, M, Q were significantly different among Top Performer Group, Average Performer Group and Low
Performers group at 0.05 level. In Factor M which is the Abstractedness personality aspect, where the male mean sten score was
(3.37±1.22), female (3.77±1.17) and (t=2.05) indicates a significant difference at α level 0.05 but not at α level 0.01 (Table-4).
Hypotheses 1 is partially supported (α level 0.05) but not at α level 0.01 for the factor M: Abstractedness dimension of
personality. Findings of present study are mostly similar with the study of Khaidzir, Khairil, Shaharuddin, Jumali & Azizan
(2013). In contrary in the factors of E (Dominance), the male mean sten score was (3.44±1.18), female (3.51±1.06) of (t=5.84 at
both α level 0.05 and at α level 0.01, df=148) followed by Factor F (Liveliness) the mean sten score for male (3.01 ± 1.26),
female (3.56±1.06) of (t=2.88); Factor I which sensitivity, male mean sten score (4.00±0.89), female (2.96±0.83) of (t=7.43);
Factor O: Apprehension in which the male mean sten score (4.09±1.03), female (3.36±0.97) of (t=4.50). On Factor Q1 (Openness
to change), male mean sten score (3.19±1.10), female (4.09±0.95) of (t=5.41) .Factor Q2 which is Self-reliance aspect indicates a
male mean sten score (4.09±1.18), female (4.73±1.35) of (t=3.16). Finally on personality factor of Q3 (Perfectionism) the male
mean sten score (2.45±0.89), female (3.05±0.97) of (t=3.95) at both α level 0.05 and at α level 0.01 of df=148 (Table-4).
The study of Nagarjuna and Mamidenna (2008) confirmed that there is a significant difference of personality factors such as I and
Q1 between male and female. The result is supportive to the present study. The findings of Scott, Nicole & Larry (2007) stated
that there is a significant difference on the Factors E, I, O, Q2 and Q3. The findings are similar to the present findings.
Table-1: Descriptive Statistics of All Management Aspirants (N=150)
Factors Measure Minimum Maximum Mean SD

Reserved vs. warm (A) Warmth 1.00 3.00 2.61 .54
Concrete vs Abstract (B) Reasoning 1.00 9.00 4.27 1.99
Reactive vs Emotionally stable (C) Emotional Stability 1.00 5.00 3.76 .95
Differential vs Dominant (E) Dominance 1.00 6.00 3.97 1.23
Serious vs Lively (F) Liveliness 1.00 5.00 3.30 1.16
Expedient vs Rule Conscious (G) Rule boundness 1.00 5.00 3.63 .82
Shy vs Socially bold (H) Social Boldness 1.00 5.00 4.38 .85
Utilitarian vs Sensitive (I) Sensitivity 1.00 6.00 3.48 1.00
Trusting vs Vigilant (L) Vigilance 1.00 6.00 3.68 1.20
Grounded vs Abstracted (M) Abstractedness 1.00 6.00 3.57 1.20
Forthright vs Private (N) Privateness 1.00 7.00 3.91 1.43
Self-assured vs Apprehensive (O) Apprehension 1.00 6.00 3.72 1.06
Traditional vs Open to change (Q1) Openness to change 1.00 5.00 3.64 1.11
Group oriented vs Self-reliant (Q2) Self-reliance 1.00 7.00 4.4133 1.27
Tolerates disorder vs perfectionism (Q3) Perfectionism 1.00 5.00 2.7533 .97
Relaxed vs Tense (Q4) Tension 1.00 6.00 3.3000 1.17
Table-2: Descriptive Statistics of Male Management Aspirants (n1=75)

Reserved vs warm (A) Warmth 1.00 3.00 2.65 .55
Reactive vs Emotionally stable (C) Emotional Stability 1.00 5.00 3.65 1.07
Utilitarian vs Sensitive (I) Sensitivity 2.00 6.00 4.00 .88
Self-assured vs Apprehensive (O) Apprehension 1.00 6.00 4.09 1.02
Traditional vs Open to change (Q1) Openness to change 1.00 5.00 3.18 1.09
Relaxed vs Tense (Q4) Tension 1.00 6.00 3.42 1.34
Table-3: Descriptive Statistics of Female Management Aspirants (n2=75)

Reserved vs warm (A) Warmth 1.00 3.00 2.57 .52
Reactive vs Emotionally stable (C) Emotional Stability 2.00 5.00 3.88 .82
Utilitarian vs Sensitive (I) Sensitivity 1.00 5.00 2.96 .82
Self-assured vs Apprehensive (O) Apprehension 1.00 5.00 3.36 .96
Traditional vs Open to change (Q1) Openness to change 2.00 5.00 4.09 .94
Relaxed vs Tense (Q4) Tension 1.00 5.00 3.17 .96
Table-4: Comparisons of 16 Factors among Male and Female Management Aspirants
Factors Measures Categories Mean SD t

Male 2.65 0.56
Reserved vs warm (A) Warmth
Female 2.57 0.52 0.91
Male 4.44 2.06
Concrete vs Abstract (B) Reasoning
Female 4.11 1.93 1.02
Male 3.65 1.07
Reactive vs Emotionally stable (C) Emotional Stability
Female 3.88 0.82 1.45
Male 3.44 1.18
Differential vs Dominant (E) Dominance
Female 3.51 1.06 5.84*
Male 3.01 1.26
Serious vs Lively (F) Liveliness
Female 3.56 1.06 2.88*
Male 3.57 0.74 0.89
Expedient vs Rule Conscious (G) Rule Boundness
Female 3.69 0.90
Male 4.27 0.92
Shy vs Socially bold (H) Social Boldness
Female 4.49 0.78 1.63
Male 4.00 0.89
Utilitarian vs Sensitive (I) Sensitivity
Female 2.96 0.83 7.43*
Male 3.72 1.20
Trusting vs Vigilant (L) Vigilance
Female 3.64 1.20 0.41
Male 3.37 1.22
Grounded vs Abstracted (M) Abstractedness
Female 3.77 1.17 2.05
Male 3.87 1.46
Forthright vs Private (N) Privateness
Female 3.96 1.42 0.40
Male 4.09 1.03
Self-assured vs Apprehensive (O) Apprehension
Female 3.36 0.97 4.50*
Male 3.19 1.10
Traditional vs Open to change (Q1) Openness to change
Female 4.09 0.95 5.41*
Male 4.09 1.18
Group oriented vs Self-reliant (Q2) Self-reliance
Female 4.73 1.35 3.16*
Male 2.45 0.89
Tolerates disorder vs perfectionism (Q3) Perfectionism
Female 3.05 0.97 3.95*
Male 3.43 1.35
Relaxed vs Tense (Q4) Tension
Female 3.17 0.96 1.32
Note: *≥0.05 and 0.01 level of significance (α 0.05=1.98 and α 0.012.61 at df=148)
CONCLUSION
Management is a quite demanding area especially in developing countries like India. Still there is much to do in terms of
personnel selection and management. Most of the management schools, follow aptitude test e.g. CAT examination for admission
to management courses. A scientific carrier choice usually includes personality, intelligence, aptitude and interest. Among these
measures, personality is most important but still largely ignored. Management courses are not limited to males therefore study of
personality factors of both males and females are needed. From the present study, it is found that in most of the personality factors
there is a significant difference between male and female aspirants. Therefore, it can be suggested that following the appropriate
personality factor in relation to the nature of the job may be helpful for better performance at work place.
REFERENCES
1. Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis.
Personnel Psychology, 44, 1–26.
2. Brackney, K. S. (1991). A follow study investigating the relationship between Holland’s Personality type and selected
career choice variables (Unpublished Doctoral Thesis). Norfolk: Old Dominon University.
3. Burger, J. M. (1993). Personality (3rd ed.). USA: California, Brooks/Cole publishing.
4. Cattell, R. B. (1957). Personality and Motivation Structure and Measurement. New York: World Book.
5. Cattell, R. B. (1973). Personality and Mood by Questionnaire. San Francisco: Jossey-Bass.
6. Cattell, R. B. (1978). The Scientific Use of Factor Analysis in Behavioral and Life Sciences. NewYork: Plenum.
7. Elton, C. F., & Smart, J. C. (1998). Extrinsic Job satisfaction Person environment Congruence. Journal of Vocational
Behaviour, 32(2), 226-238.
8. Heather, E. P. Cattell, & Alan, D. Mead. (2008). The Sixteen Personality Factor Questionnaire (16PF): The SAGE
Handbook of Personality Theory and Assessment, in Gregory J Boyle, Gerald Matthews, Donald H Saklofske, (eds)
pp.135-159.
9. Heffner, C. L. (2002). Personality theory: An Introduction. Retrieved from
http://www.allpsych.com/personalitysynopsis/contents.html).
10. Jaipal, & Kumar, S. R. (2013). A study of personality characteristics young Kabaddi players of Navodaya Vidyalaya
Samiti, India. Research Journal of Physical Education Sciences, 1(3), 1-4.
11. Khaidzir, Hj, I., Khairil, A., Shaharuddin, A., Jumali Hj, S., & Azizan, A. (2013). Personality Profile of Students’
Council: A comparative Stud between Genders. Asian Social Sciences, 9(4), 77-83.
12. Kannappan, R., & Lakshi, Bai R. (2007). Measurement of personality characteristics of male alcoholics. Indian Journal
of Applied Psychology, 44, 80-84.
13. Lawrence, R., & Taylor, L. W. (2000). Student personality type versus grading procedure in intermediate accounting
courses. Journal of education for business, 76(1), 28-35.
14. Michaels, N. C., & Levas, M. G. (2003). The relationship of personality traits and self-monitoring behavior to choice of
business major. Journal of education for business, 153-157.
15. Nagarjuna, V. L., & Mamidenna, S. (2008). Personality Characteristics of Commerce and Engineering Graduates: A
comparative Study. Journal of the Indian Academy of Applied Psychology, 34(2), 303-308.
16. John, P., & Taggar, S. (2006). Intelligence, Personality and Performance on Case Studies. Journal of Business and
Psychology, 20(3), 395-408.
17. Scott, S. M., Nicole, J. B., & Larry, A. E. (2007). Personality Profile of Incoming Male and Female Medical Students:
Results of a Multi-Site 9 Years Study. Medical Educational Online, 12(7), 1-6.
18. Smart, J. C., Elton, C. F., & McLaughlin, G. W. (1986). Person–environment congruence and job satisfaction. Journal
of Vocational Behavior, 29, 216–225.
19. Sutin, A. R., Costa, P. T., Miech, R., & Eaton, W. W. (2009). Personality assessment not only predicts the career choice
and performance in short term but also have long term implications. Personality and Career Success: Concurrent and
Longitudinal Relation. European Journal of Personality, 23, 71–84.
*****
MAHATMA GANDHI ON INDO-NAGA ISSUE

Dr. Ng. Ngalengnam22
ABSTRACT
The word ‘Naga’ is the name of a community and a nation inhabited in North East India. Nagas belong to the Mongoloid
group of people which is different from the rest of Indian in several ways viz, Physical, Culture, Custom, Tradition, Race etc.
A renoun political scientist Horam said, ‘this Mongoloid had never been ruled neither by the Hindu nor Muslim. They lived
themselves in their own territory independently until the annexation of their land by the British in 1879-80. On January 10th
1929, the Statutory Commission led by Sir John Simon with Mr. Clement Attlee comes to Kohima to find out the wishes of
the Nagas about their political future.
The Naga Club submitted a memorandum citing that the Naga’s country should not be included in the reform scheme of India
and further they would also on no circumstance or condition accept Indian domination over their land and people. Akbar
Hydari and the NNC concluded a historic Nine-Point Agreement. Unfortunately, the last clause of the agreement gave rise to a
controversy of interpretation. The NNC went to Mahatma Gandhi on 19th July 1947. Gandhi humorously asked: why not
independence now, why waits for 15th August? The NNC declared their independence on the 14th day of August 1947.
However, the government of India did not recognize the declaration. While preparing the matter for further discussion and
understanding, Gandhi, the father of the nation was assassinated in an unfortunate moment on 28th January 1948. Gandhi’s
role thus came to a sudden end.
KEYWORDS
Nagas, Nagas Issues, Naga National Council (N.N.C), Nagalim, Memorandum, Independence, Sovereignty, Nation,
Agreement, Declaration etc.
INTRODUCTION
The word ‘Naga’ is the name of a community and a nation inhabited in the states of North East India and Myanmar. Nagas belong
to the Mongoloid group of race. The Nagas shared a common homeland, which had been a common faith and belief in their past.
Majority of them had been converted to Christianity now. The origin of the Nagas dialects sprung from the Sino Tibeto-Burman
language group. There is no Naga nation in the real sense of the term. ‘A nation’ wrote Renan, ‘is a Soul of Spiritual Principle’1.
The real nation ‘Nagalim’ (land of the Nagas) exists only in the mind of its peoples. Nagalim a sovereign country is the goal of
nationalist Nagas who have been fighting for the last more than sixty years. For the Nagas are different from the rest of Indian in
terms of Physical, Culture, Custom, Tradition, Race etc. It is also a known fact that though, British administered Burma and Sri
Lanka along with India, none of them claimed Burma and Sri Lanka to have been an integral part of India. In such a manner,
Burma and Sri Lanka were liberated as India.
According to Professor Horam, ‘this Mongoloid had never been ruled neither by the Hindu nor Muslim. The coming of the
Whiteman to their country (Nagalim) was strongly opposed. “When they see the white man coming to their land for the first time,
the Naga called them half cooked men”.2 This is because of their pale colour. In fact, Nagas are xenophobic in their nature. They
have always been suspicious of all the outsiders who came to their land. They lived themselves in their own territory
independently and never been under any ruler or subjugation in the history before the annexation of their land by the British in
1879-80. Though British ruled and American Baptist gave them Christian gospel, Nagas were not fond of the Whiteman simply
because of their white skin. Yet they preferred white to Indian and requested the British not to thrust them and their future into the
hand of the Indian in the event of Indian independence since the Nagas were never under Indian subjugation.
ORIGIN OF THE NAGAS MOVEMENT
Dissatisfaction with the British rule appeared as early as the beginning of the 20th century or World War I. Many Nagas were
recruited for labour corp. to France. The forefather of the writer namely Mr. Ng. Shimkhayei and other Nagas who went to France
in the labour corp. came back with new vision and a sense of belongingness and oneness as well as concern for their future.
Gradually, some of the educated Nagas organized themselves a club known as “Naga Club” followed by the formation of various
councils of every Naga sub-tribes all over their areas.
On January 10th 1929, the Statutory Commission led by Sir John Simon with Mr. Clement Attlee as one of the members comes to
Kohima to find out the wishes of the Nagas about their political future. The Naga club submitted a memorandum citing that the
Naga’s country should not be included in the reform scheme of India and they further expressed their stands that Nagas would on
no circumstance or condition accept Indian domination over their land and people. Again, another committee of the government
22 Assistant
Professor, Department of Political Science, Indira Gandhi National Tribal University, Regional Centre Manipur,
Manipur, India, ngalengnam@gmail.com
of India known as the Committee on Aboriginal Tribes sent some members of their advisory committee to Kohima on 20 th May
1947, for the same purpose as to find out the wishes of the Nagas for their political future. The Naga people clearly explained
their aspiration to the committee members that Nagaland belongs to the Naga people and that is inalienable. In the next month of
their visit Sir Akbar Hydari the then Governor of Assam visited Kohima. Akbar Hydari represented as the agent of the Indian
union and the NNC on behalf of the Naga people held a consultation on 27-29 June 1947 for Naga political issue. They concluded
a historic Nine-Point Agreement.
The preamble of the Nine Point Agreement covers: 1) Judicial, 2) Executive, 3) Legislative, 4) Land, 5) Taxation, 6) Boundaries,
7) Arms Act, 8) Regulation and 9) Period of Agreement. This last point read as, “the Governor of Assam as the agent of the
Indian Union would have a special responsibility for a period of ten years to ensure the due observance of this agreement; at the
end of this period the N.N.C. would be asked whether they require the above agreement, regarding the future of the Nagas hills,
be extended for a further period or a new agreement be arrived at”3 Unfortunately, the last clause of the agreement gave rise to a
controversy in term of its interpretation. The Governor interpreted its meaning as that, at the end of the ten-year period the Naga
would be free to suggest changes in the existing administrative set up and receive greater autonomy within the Indian union.
However, the NNC or Phizo interpreted it as meaning that the “Nagas would be free to secede from the Indian union at the expiry
of the ten year period,”.4 Naga should be asked to decide whether to joint India or to be free to determine their own future in their
will. This nine point agreement or popularly known as “10-year Akbar Hydari Agreement” also promised “the NNC leaders for
the unification of Naga territories from the nearby districts into the Naga hill district. However, the constituent assembly refused
to ratify the Hydari accord”.5 unfortunately, within a month of the agreement, to the surprise of the Naga people, Akbar Hydari
threatened the Naga leaders with military power in case the Naga refused to join to the Indian Union.” 6 The agreement thus signed
between Akber Hydari and the NNC was not materialized and the Naga people mark the irresponsible activity of Akber Hydari as
a betrayer to the Naga people.
NAGA NATIONAL COUNCIL MEETING WITH MAHATMA GANDHI
There were no other option and leader who understand the aspiration and reality of the Nagas, the only option for them to discuss
the issue was with the Father of the Indian Nation, Mahatma Gandhi who liberated India from the colonial rule. A six members of
the Naga delegation under the banner of Naga National Council (NNC), (formed on 2 nd Feb. 1946 converted from Naga Hills
District Tribal Council) went to “Gandhi at the Bhangi Colony in Delhi on 19th July 1947”.7 The delegation met Gandhi’s
Secretary and stated the following points as the reason why they wanted to meet Gandhi:
1. The Nagas are from a country in the Northeast frontier of India, which lies between two huge countries namely, India
and China.
2. The Nagas were independent before the British advent.
3. They were first attacked in 1849. They bravely fought the British for 30 years for their independence. The last battle
was fought in 1879 and the Nagas were conquered.
4. The Nagas (British Subjects) demanded for independence in 1929 when the Simon Commission visited Kohima,
headquarters of the Naga Hills.
5. The Nagas Hills has been totally “excluded area” since the 1935 Act came into force.
6. Again, in 1946 the Nagas demanded for complete independence when the British decided to withdraw from India. An
interim arrangement on the lines of district autonomy has been offered to the Nagas by the authorities and the Nagas
have rejected it.
7. The Nagas fought for independence when the British threatened to take away their independence back in the 19 th
century.
8. Again, the Nagas resisted Japanese Invasion with all their might in 1944, for their independence. There are some
historically important dates here. The first battle with the British was in 1832 and even as late as 1935; some Nagas
were still fighting the British.
9. This demand of the Nagas for independence is not the opinion of a dean or rule. (The Nagas have no ruler and the
British are going). It is the will of people.
10. The Nagas will declare independence on 14th August 1947 and sent cable to UNO”.8
POINTS OF DISCUSSION
1. The Nagas are determined to have complete independence. They will not join the Indian Union. They will die before
losing their independence.
2. Will the Government of India use force to bring the Nagas under the Indian Union? Does anyone under the sun have the
right to take away his or her independence? Is might still right?
GANDHI’S OPINION AND UNDERSTANDING ON NAGA ISSUE
Mahatma Gandhi the Father of the Nation gave a lengthy interview to the delegation of NNC. During their meeting, the delegates
told Gandhi that the Nagas would be independent by the August 15th 1947. To this, Gandhi reacted humorously and asked: why
not now, why wait for 15th August? I had become independent long ago”. Fearing that Mahatma Gandhi had not taken the Nagas
seriously, the delegates told him convincingly of the threat made by the then Assam Governor Akber Hydar that in event of Naga
declaring themselves independent, military forces would be used against the Nagas. Gandhi become serious and said, “Sir Akber
is wrong. He cannot do that. But if he does, I will come to Kohima and ask them to shoot me before they shoot one Naga”.9
Gandhi the farther said that “Nagas had every right to be independent”. Gandhi further said that we want you to feel that India is
yours; the city of Delhi is yours. I feel that the Naga Hills is mine just as much as it is yours”. 10 The Naga delegates come back
assured by Gandhi and since the Naga leader did not get any obstacle from the government of India, the NNC went ahead with the
process for declaration of Nagas independence, and the same was declared on the 14th day of August 1947, one day before India
gained her independence from Britain. “Phizo declared the independence of Naga one day ahead of India did”. 11
The message of the declaration of independence was sent to the king of England, the government of India and Secretary General
of the United Nations Organization. However, the next day, on 15th August 1947, India declared their independence and India’s
flag was hoisted by the then Deputy Commissioner Mr. Pawsey at Kohima. Not even a single Naga participated in that
celebration. The Indian officers attempted hoisting of India’s flag at different places in Naga territory was strongly resisted and
pulled down those flags that had been hoisted somewhere. All these sequence of event shows that Nagas had done every possible
means for their independence.
Mahatma Gandhi was a winner of non-violence and Satyagraha. His politics was a politics of non-violence and love for all
humankind irrespective of caste, creed, class and community. He could achieve the greatest title “the father of the nation” in
India through his non-violence and soul force Satyagraha while fighting against the opponents for the cause of the country. In his
politics, he could draw the support of the masses of India irrespective of class, caste, community-man and women. Therefore, his
greatest weapon, which could win over the hearts of the millions of people of the world, was his non-killing and non-injury not
only to human being but also to the extent of all living creatures. With this principle, Mahatma Gandhi could liberate Indian and
brought freedom to the people of India from the British yoke without any bloodshed. In such a way, he never ever encouraged to
use any form of violence while dealing with the Naga issue too. He rather expressed his willingness to be liberated the Nagas
from India based on their unique history as they are the aboriginal and had been an independent country since time immemorial.
Gandhi’s philosophy on politics was spiritualization and this made his politics religious, which is inseparable like body and soul.
For him “politics bereft of religion are a death-trap because they kill the soul, truth and ahimsa (non-violence) epitomized God.”12
The Naga as a Christian community too believed in non-violence, peace and good will and not through bloodshed in their struggle
for freedom.
Gandhi has a clear picture on Naga issue as he had studied their origin, culture, custom, race, tradition etc. To him, Nagas are
different from the rest of India in all aspects as people often discussed. He also knew that Nagas were never and ever conquered
by any Indian, neither by the Hindu nor by the Muslim rulers in the history. They were annexed except by the British in the early
19th century and clubbed up their land to the administration of the latter in India. As a matter of fact, in an explicit memorandum
submitted to Simon Commission, a team of the British political agent visited Nagaland on 1929, the Naga National Council
(NNC) clearly explained in such a way that even if the British Government, however, wants to throw us away, we pray that we
should not be thrust to the mercy of the people who could never have conquered us themselves and to whom we never subjected
but to leave us alone to determine for ourselves as in ancient time.
There were no ideological differences or clash between Gandhi and the Naga delegation on the Naga issue. Gandhi had the best
experience of life under British colonial ruled and the suffering of the people in all forms during his leadership in the struggle for
India freedom. Indeed, Gandhi was fully convinced and was very much impressed by the expression of the Naga delegation in
their lengthy discussion. He understood the aspiration of the Nagas and wanted every Nagas to be free from any alien rule as India
achieved their freedom from the British colonialism under his leadership. He wanted peace in the world and cordial relationship
with other countries starting from her immediate neighbours. He felt freedom of mind as the most essential part of all round
development in human life. In order to achieve the same political freedom is the prerequisite in his philosophy and this right has
to be enjoyed by every mankind. As Gandhi stood for end of colonialism in the world, he also did not want to see any form of
colonialism or subjugation by India to any other country or community including the Nagas. Gandhi rather seriously felt pity on
the Nagas issues and wanted every right of the Nagas to be recognized by India. It is obvious that, Gandhi was not only a
champion for national freedom but for international freedom with the principal of peaceful co-existence among all nations with
mutual respect for their freedoms.
CONCLUSION
Nagas’ movement started in early part of 1920s, as they were well aware of their future. Their formal movement came into
officially appear during the visit of the Simon Commission, the Statutory Commission on January 10 th 1929. To the Nagas,
Mahatma Gandhi was the right person to approach for their issue for his fatherly understanding to the Naga’s problems. In his
meeting with the Naga delegations, Gandhi whole-heartedly expressed his willingness for solution to the Naga’s issue at the
earliest possible. He did not want for a force unity with the Nagas. Under his guidance, the Naga National Council declared
independence of Naga on 14th August, 1947. However, the government of India did not recognize the declaration. As such, while
preparing the matter for further discussion and understanding, Gandhi the father of the nation was assassinated in an unfortunate
moment on 28th January 1948. Thus, Gandhi’s strong commitment for Naga independence could not be materialized in his time.
The peace talk for an honorable final political solution is still on.
REFRENCES
1. Horam. M. (1988). Naga Insurgency, 33. New Delhi: Cosmo Publication.
2. Ibid. P. 37.
3. Singh, Chandrika. (2004). Naga Politics: A Critical Account, 48. New Delhi: Mittal Publication. ISBN 81-7099-920-0.
4. Rao. V. V (1975). A Century of Tribal Politics in North East India, 1874-1974, 314. New Delhi: S, Chand and
Company Private Limited.
5. (2013, June 12). Naga National Council, (Nine Points Agreement). 14:16. P.3. Retrieved from
http://www.en.wikipedia.org/wiki/.
6. Horam, Rinkahao. (1998). The Genesis of the Naga Political Movement, 84. Imphal: Shingamla Horam Private
Limited.
7. (2013, October 2). Naga Solidarity Group wants implementation of Mahatma Gandhi's ‘wishes’ for Nagas. Mizo
News. Gandhi Serve Foundation. Retrieved from http://www.mizonews.net/northeast/
8. (2013, June 12). Historical fact of the Naga Political Issue. Nagaland News. Retrieved from
http://www.morungexpress.com/perspective/84186.html.
9. Horam. M. (1988). Naga Insurgency, 44. New Delhi: Cosmo Publication.
10. Rao. V. V. (1975). A Century of Tribal Politics in North East India 1874-1974, 31. New Delhi: S. Chand and
Company Private Limited.
11. http://www.wordcat.orgn/oc/c.Christopher A Mullen, edt. UNPO year book, Klumerlow international, ISBN978-90-
411-0439-7.OCLC 39055035 (1997) 12-06-2013 15:34.
12. Nath, Prem. (2004). A.V., Political Science. Spectrum, 26.New Delhi: Batra Art Printer.
*****
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ORGANIZATIONAL BEHAVIOR: A CONCEPTUAL STUDY REQUIRED FOR

ORGANIZATION PERFORMANCE & EXISTENCE
Varsha Anand23
ABSTRACT
Organizational behavior as the study and understanding of individual and group behavior and patterns of structure in order to
help improve organizational performance and effectiveness. Organizational behaviour is a term applied to the systematic study
of the behavior of individuals within work groups, including an analysis of the nature of groups, the development of structures
between and within groups and the process of implementing change. There is close relationship between organizational
behavior and management theory and practice. Some writers suggest that organizational behavior and management are
synonymous, but this is something of an over-simplification because there are many broader facts to management.
KEYWORDS
Management, Organizational Behaviour, Goals, Organization etc.
INTRODUCTION
Organizations are social systems. If one wishes to work in them or to manage them, it is necessary to understand how they
operate. Organizations combine science and people – technology and humanity. Unless we have qualified people to design and
implement, techniques alone will not produce desirable results. Human behavior in organizations is organization to accomplish an
objective, some kind of infrastructure is required. People also use technology to help and get the job done, so there is an
interaction of people, structure and technology. The variable outlined above provides parameters within which a number of
interrelated dimensions can be identified – the individual, the group, the organization and the environment – which collectively
influence behavior in work organizations.
Organizations are made up of their individual members. The individual is a central feature of organizational behavior and a
necessary part of any behavioral situation, whether acting in isolation or as part of a group, in response to expectations of the
organization, or because of the influences of the external environment. Where the needs of the individual and the demands of the
organization are incompatible, this can result in frustration and conflict. It is the task of management to integrate the individual
and the organization, and to provide a working environment, which permits the satisfaction of individual needs as well as the
attainment of organizational goals. The Groups exist in all organizations and are essential to their working and performance. The
organization comprises groups of people and almost everyone in an organization will be a member of one or more groups.
Informal groups arise from the social needs of people within the organization. People in groups influence each other in many
ways, and groups may develop their own hierarchies and leaders. Group pressures can have a major influence over the behavior
and performance of individual members. An understanding of group structure and behavior complements knowledge of individual
behavior and adds a further dimension to organizational behavior. Organizing refers to the way in which work is arranged and
allocated among members of the organization so that the goals of the organization can be efficiently achieved.
Chart-1
Definition: “The organization is above all social. It is people.” By Peter Drucker
23Assistant Professor, St. Aloysius College (Auto), Jabalpur, India, varshabhalla@gmail.com
“People are the key” – Sam Walton, the founder of Wal-Mart and the richest person in the world when he died.
The study of Organisational Behaviour involves:
 Consideration of the interaction among the formal structure (organisational context in which the process of management
takes place),
 The tasks to be undertaken,
 The technology employed and the methods of carrying out work,
 The behaviour of people,
 The process of management,
 The external environment.
Steps involved in Organizing Process:
 Assign tasks and responsibilities associated with individual jobs.

 Dividing the total workload into activities that can logically and comfortably be performed by one person or group of
individuals.
 Combining the work of employees into units in a logical and efficient manner.
 Delegating appropriate authority and power to an individual to discharge his duties.
 Setting up a mechanism to coordinate the work of employees into a unified, harmonious whole.
 Monitoring the effectiveness of the organization and making adjustments to maintain or increase effectiveness.
KEY ELEMENTS OF ORGANIZATION STRUCTURE
Work Specialization
It deals with division of labor. The whole job is not done by one person but instead is broken down into steps and different
persons complete each step. Some Key characteristics are:
 It increases employees skill and efficiency at performing a task,

 Generates higher employee productivity
 In some jobs, employees are likely to get boredom, fatigue, stress, poor quality work, increased absenteeism, higher
turnover due to repetitive nature of work.
Departmentalization
It refers to the basis on which jobs are grouped in order to accomplish organizational goals. Some key characteristics are:
 Grouping can be done by the homogeneity of tasks (Functional departmentalization),

 Grouping jobs by product line (Product departmentalization)
 Grouping jobs on the basis of territory or geography (Geographic departmentalization)
 Grouping jobs on the basis of product or customer flow
 Facilitates utilization of common skills, knowledge and orientation together into common units.
Chain of Command
This shows the flow of authority directed from the upper levels of the organization to the lowest levels and delineates who reports
to whom. This concept incorporates three key elements:
 Authority (right to issue order and expecting the orders to be obeyed),

 Responsibility (obligation to perform assigned duties),
 Unity of command (reporting authority to which they are responsible).
Span of Control
This deals with how many subordinates one can effectively manage under his/her control. There are two types of span of control:
 Wider span of control which has fewer levels and each level managers are controlling more people
 Narrow span of control has more levels and in each level, managers have limited number of people to supervise.
 The effectiveness of narrow or wider span of control depends upon task structure, employee’s maturity, environmental
uncertainty, technology, work culture etc.
Centralization and Decentralization
The decision-making latitude given at the top or lower level determines whether the organization is centralized or decentralized:
 If top management makes key decisions with no input from lower level employees, then the organization is centralized.
 If lower level employees are provided more input and given more discretion to make decision, it is decentralized.
 The effectiveness of centralization or decentralization depends upon so many factors such as environment, technology,
employees, size of the company, strategies etc.
Formalization
This refers to the extent to which the employees are governed by rules, regulations and standardized operating procedures to
maintain consistency and uniformity in maintaining the output.
 In a highly formalized organization, there are explicit job descriptions, lots of rules and clearly defined procedures
covering work process.
 This eliminates flexibility, innovativeness and freedom in discharging the duties and responsibilities.
NEED OF ORGANIZATIONAL BEHAVIOR
Chart-2
Understanding of
self & others
Introduction of
change in the Motivation of
organization Human Resourses
structure
Effective
Effective
Organizational
Communication
Climate
Good Human
Relation
GOALS OF ORGANIZATIONAL BEHAVIOUR
Explanation
 If we are to understand a phenomenon, we must begin by trying to explain it. We can then use this understanding to
determine a cause.
Prediction
 It seeks to determine what outcomes will result from a given action.
Control
 The control objective is frequently seen by manager as the most valuable contribution the OB makes toward their
effectiveness on the job.
BASIC APPROACHES OF ORGANIZATIONAL BEHAVIOR
An Interdisciplinary Approach
It is integrating many disciplines. It integrates social sciences and other disciplines that can contribute to the Organizational
Behavior. It draws from these disciplines any ideas that will improve the relationships between people and organization. Its
interdisciplinary nature is similar to that of medicine, which applies physical, biological and social science into a workable
medical practice. Organizations must have people, and people working toward goals must have organizations, so it is desirable to
treat the two as a working unit.
Scientific Management Approach
The fundamental concern of the scientific management school was to increase the efficiency of the worker through good job
design and appropriate training of the workers. Taylor is the father of the scientific management movement and he developed
many ides to increase organizational efficiency. Taylor showed that through proper job design, worker selection, employee
training and incentives, productivity can be increased. The scientific management school advocated that efficiency could be
attained by finding the right methods to get the job done, through specialization on the job, by planning and scheduling, by using
standard operating mechanisms, establishing standard times to do the job, by proper selection and training of personnel and
through wage incentives.
Human Resources (Supportive) Approach
It is developmental approach concerned with the growth and development of people toward higher levels of competency creativity
and fulfillment, because people are the central resource in any organizations and any society. It helps people grow in self-control
and responsibility and then it tries to create a climate in which all employees may contribute to the limits of their improved
abilities. It is assumed that expanded capabilities and opportunities for people will lead directly to improvements in operating
effectiveness. Work satisfaction will be a direct result when employees make fuller use of their capabilities. Essentially, the
human resources approach means that better people achieve better results.
Contingency Approach
Traditional management relies on one basic principle – there is one best way of managing things and these things can be applied
across the board in all the instances. The situational effect will be totally ignored in this traditional management. Situations are
much more complex than first perceived and the different variables may require different behavior, which means that different
environments required different behavior for effectiveness. Each situation much be analyzed carefully to determine the significant
variables that exist in order to establish the kinds of practices that will be more effective. Contingency theorist argues that the
external environment and several aspects of the internal environment govern the structure of the organization and the process of
management. Effective management will vary in different situations depending on the individual and groups in the organization,
the nature of jobs, technology, the type of environment facing the organization and its structure. For example, if the employees are
highly matured and willing to take more responsibility, the managers can follow delegating style and give full freedom to their
employees. If the employees are not so matured and avoid taking any responsibility, the managers must follow directing style.
Depends upon the situation, that is, employees level of maturity, managers will adopt different style of leadership to ensure more
successful results.
Systems Approach
This implies that organization consists of many inter related and inter dependent elements affecting one another in order to
achieve the overall results. Conceptually a system implies that there is a multitude of variables in organization and that each of
them affects all the others in complex relationships. An event that appears to affect one individual or one department actually may
have significant influences elsewhere in the organization. Systems theorists describe the organization as “open to its external
environment”, receiving certain inputs from the environment such as human resources, raw materials etc., and engaging in various
operations to transform those raw materials into a finished products and finally turning out the “outputs” in its final form to be
sent to the environment. The organization, since it is open to the environment, also receives feedback from the environment and
takes corrective action as necessary. This input-transformation process-output model with the feedback mechanism can be
illustrated through a simple example.
CHALLENGES AND OPPORTUNITIES FOR OB
Responding to Globalization
 Increased foreign assignments,

 Working with people from different cultures,
 Coping with anti-capitalism backlash,
 Overseeing movement of jobs to countries with low-cost labor,
 Managing people during the war on terror.
Managing Workforce Diversity
 Workforce diversity,
 Gender, race, national origin, age, disability,
 Embracing diversity,
 Changing demographics.
Workforce diversity can increase creativity and innovation in organizations as well as improve decision making by providing
different perspective on problem.
Improving Quality and Productivity
 “Almost all quality improvement comes via simplification of design, manufacturing, layout, processes, and procedures.”
- Tom Peters.
 Today’s managers understand that success of any effort at improving quality and productivity must include their
employees.
Improving People Skills
We will present relevant concepts and theories that can help you explain and predict the behavior of people at work:
 Learn a ways to motivate people,

 How to be a better communicator,
 How to create more effective teams.
Empowering People
 Decision-making is being pushed down to the operating level, where workers are being given the freedom to make
choices about schedules and procedures and to solve work-related problems.
 Self-management team.
 Managers are empowering employees.
 Managers-how to give up control.
 Employees-how to take responsibility for their work and make appropriate decisions.
 Leading style, power relationships, the way work is designed, the way organizations are structured.
REFERENCES
1. Customer Service in Industrial Marketing. New York: McGrow Hill.
2. Borch, F. J. (1991). The Marketing Philosophy as a Way of Building Life. New York: American Management
Association.
3. Retrieved from http://www.mooc-list.com/course/organizational-behavior-saylororg
4. Retrieved from http://en.wikipedia.org/wiki/organizational_behavior
5. Retrieved from http://www.ilr.cornell.edu/library/research/.../organizationalbehavior.html.
*****
MULTITASKING OR HIGH PERFORMANCE: A CRUCIAL DETERMINANT

OF ORGANIZATIONAL COMMITMENT
Radha Mohan Chebolu24
ABSTRACT
Keeping aside many traditional facets of Organizational Commitment as viewed by most of the management thinkers a new
dimension has arrived in recent times that brought into forth a new phenomenon called High Performance manifested through
Multitasking as defined by the systems and processes of the firm. There is a prominent view that the contemporary
management style being seen today in most of the organizations is surrounded with some controversy or the other leaving
scope for more frustration levels among the workforce. This has become so in the dynamic workforce called ‘Gen Y’, which is
subject to lot of compulsions and complexities in various forms. Precisely, the quantum of work to be carried on by the new
generation workforce is raising huge concern keeping in view the multi-dimensional characteristics and the diverse nature of
the work assignments. Whether it is a sales job or financial analyst or systems analyst one serious observation with regard to
the work profile is the multitude of tasks associated therein. The pursuit of ‘multi-tasks’ has become the order of the day in the
name of ‘high performance’ and many a times it is further justified in the form of ‘effective performance’. Numerous studies
are being undertaken in studying the phenomenon of multi-tasking and its repercussions on the quality spectrum of
organizational performance. Our present concern here is to bring into reality the hidden dynamics of multi-tasking scenarios
and their symbolic identification with the tenets of ‘high performance culture’ as enunciated by most of the organizational
development theorists. Certainly, this would make the readers to get enlightened on the basic qualities of multi-tasking
phenomenon and the necessity of differentiating it from the high performance culture which itself stands as a separate entity.
Because of which the working patterns of HR departments in service sector are bound to have some inevitable revamping
mechanism. Especially, the ideological dilemma faced by them in prescribing multi-tasking assignments before the new
generation workforce needs to be resolved with a proper debate on it.
KEYWORDS
Competence, Tangibility, Task, Trade-off, Commitment, Enrichment, Payback etc.
INTRODUCTION
By traditional definition multitasking is defined as” the performance of multiple at one time rather than focusing all available
attention on one task and completing it before moving on.” The term multitasking is a buzzword over the last several decades and
has become something in which we all consciously or unconsciously take part. In today’s contemporary era of increasing demand
for efficiency and productivity, the ability to multitask is considered an advantage. It has gained popularity because the result
acquired after multitasking is profitable to today’s organizations as it helps in accomplishing various tasks within a shorter period.
An individual multitasks in different ways and in different roles: as an employee, as a family person or as a social being. He has to
change his role and tasks as per the situation on which he is currently in. simultaneously his tasks changes but an individual has
more than one role and task at one time. At a particular time, he might be serving the role of an employee but does not cease to be
a husband or a father and has to simultaneously cater to his family and their needs. Similarly, while serving as an employee and a
father he can talk to his friends and be a social being. Serving so many roles and tasks may create a constant pressure on an
individual. He might not be able to do his office work with full attention and focus if his child is lying ill at home or if he has to
attend a friend’s marriage. It may cause great anxiety or even annoyance at certain times. There may be pressures from all sides,
which may be time pressure, peer pressure, family pressure, or pressures from bosses, or superiors, your spouse or your best
friend.
The need and the expertise of multitasking change its importance according to the job profile. A manager or authorities even
higher in profiles than him need to be well versed with multitasking skills as his/ her jobs involves supervision of more than one
job. They may be required to manage various departments of administration, human resources, marketing, technical etc. and can
be required to handle problems and make decision on issues related to all the above fields. However, a technician or a specialist
need not be very good in multitasking. He/she are experts of their respective fields and masters or their single trade and are
limited only to that domain.
Multitasking is a tool good enough in dividing and distracting one’s attention from a particular job. It can be practiced in three
different ways. Firstly, a person may work or two or more tasks simultaneously, such as watching television while having dinner.
Secondly, a person may switch between tasks repeatedly, such as answering emails and listening to a discussion during a
presentation. Thirdly, a person may complete two or more tasks in rapid succession, such as scanning a case and a class script
right before the class rather than reading it previously.
24Assistant Professor, Department of HR, IBS, IFHE University, Andhra Pradesh, India, radhamohan@ibsindia.org
While multitasking two processing stage occurs- goal shifting and rule activation. In the goal shifting process the focus of the
brain shifts from one task to the other, which results in switching of tasks. In the rule, activation process the brain turns off the
rules associated with the original task and turns on the rules associated with the second task. This process takes time away from
the performance each time a task is switched. Even though the time is only several tenths of seconds, the delay adds up to a
considerable amount as a person repeatedly switches between tasks.
RECENT TRENDS
The recent form of multitasking can be dubbed more of as HYPERTASKING than multitasking, which is not just restricted to the
desktops but exceeds beyond them into all aspects of an individual’s daily life. The recent trend termed ‘Hyper tasking’ is coined
because it actually turns a calm, cool individual into a hyper who has to do several tasks in a very short period of time. This has
probably also becomes the root cause of majority of corporate stress.
Another recent trend, which has been evolving, is a tradeoff between the comparison of a multitasked to a juggler or a pianist. The
act of juggling can be explained as a negative connotation whereas the act of a pianist connotes a positive explanation of the
concept of multitasking. As juggling, multitasking is also not sustainable for long without accidents. As a juggler in spite of his
expertise will drop at least one ball in the process of juggling eventually. Similarly, no matter how good a multitasked an
individual might be he/she will fail in at least one aspect of their life.
A pianist however works in a contrary way. He produces a beautiful song by using all his ten fingers. The beauty of the song is
brought about only when all the fingers are used. However, the propagators of this concept say that it is not just the use of ten
fingers, which results in a good composer but the constant touch with the instrument piano. This constant touch keeps the pianist
in a kind of a flow, which is missing in a juggler’s act. Similarly while multitasking an individual needs to keep a constant touch
with all the projects he is doing rather than focusing on one and completely ignoring or forgetting the rest. Also instead of viewing
every aspect of life as something very different if we consider all of them as one whole, maintain connection with all of them
simultaneously on a continuous basis, and not sacrifice one for the sake of the other. This will enable all the aspects of the life to
stay connected with each other where every role of a human is fulfilled well and everyone is happy and satisfied with his actions.
IS IT COST EFFECTIVE?
The concept of multitasking itself is a relative term and can be viewed differently by different organizations. Some may view it as
a tool to maximize productivity whereas others may see it as a hindrance to their employee productivity. For those who view
multitasking as a tool for efficient employee productivity identify employees with multitasking abilities. As per the current day
requirements to maximize productivity with minimum employees, multitasking is best suited. Management favors multitasking
because they find it cost effective as it increases the outputs with fewer employees. The cost is also lowered in terms of increased
time utilization. Multitasking tends to save time and the time thus saved can be utilized for other productive purposes. Effective
multitasking requires knowledge of several skills of different areas. This vast knowledge base increases the efficiency of the
employees’ thereby increasing their market value.
Multitasking is the concept which worked backstage of the development of today’s successful information technology. Today all
the businesses are done at microchip speed. No business functions without a proper IT structure in place but no IT works without
multitasking, as all information processing require various actions to be conducted simultaneously to finally result in something
productive. Today in the quest of reducing cost and increasing profits, the employees are recruiting and retaining employees with
multitasking abilities.
The definition of an efficient employee has changed in today’s competitive business culture. Multitasking abilities are considered
a virtue in the present era. The demand for experts has reduced considerably and has created a new need for generalists who are
well versed in different skills. In the debate of generalist’s vs specialist, the winner is always a specialist with generalist abilities.
A multi-skilled workforce is the need of the day to fulfill company objective of being a market leader.
The issue of equity arises while looking at multitasking when employees are multi-skilled; it becomes the prime responsibility of
the management to assign them appropriate tasks, roles and compensation. Here the issue of compensation is very sensitive and
most debatable. It is the cause of increasing attrition. The companies hire multi-skilled workforce but are unable to pay them
appropriately. In addition, the technicians or the specialists feel that they are underpaid. Employees also compare their pay
structures to that of their colleagues in different organizations who are assigned similar roles. If they are paid more than
employees tend to shift to that company. It is considered beneficial to both the company and the employee to pay higher salary to
one employee rather than pay lower one to two different employees. Employee loyalty therefore depends on the companies’
outlook of multitasking and the assigned importance to it.
Multitasking benefits both the employees and the employers. The organizations benefit of multitasking are:
 Optimal utilization of workforce,

 Easy deployment of employees across varied job responsibilities as and when required,
 Increased productivity and better quality of deliverables,
 Creation of flexible workforce which is well aware of the organizational needs,

 Motivation to employee engagement.
EMPLOYEE PERSPECTIVE
A satisfied employee today is the one who maintains high levels of motivation and enthusiasm. This satisfaction arises from
effective recognition of their hard work and skills. The ability to handle complex situations at different levels and natures give an
upper edge to certain employees, which is the first step to high recognition and acknowledgement. Possession of additional and
varied skills would only give an employee his dream role or desired stature in the company. Aspiring professionals understand the
dynamism of multitasking also who make best efforts to get that extra edge over the others. The ability to multitask makes the
employee more responsible and involved in the company affairs. The performance of the firm solely depends on the skills of the
workforce. The extra innovation and out of box thinking can only make them stand out in the competition and make a name for
themselves.
The sole purpose of the organizations incurring huge amount of costs on training is to enhance the skill sets of the employees as
per the needs of the organization. No function works in isolation and requires the knowledge of the other. For example, an HR
head may have specialized in recruitment but may have to take up additional responsibilities pertaining to performance
management, compensation and talent acquisition activities. He may also be required to deal with certain legal issues relating to
trade unions, which require some knowledge of industrial laws as well. This is possible only through multi-tasking and multi-
skilling. Therefore, as a person moves higher up in his career path the more skills he needs to acquire in order to take effective
decisions.
It is difficult to retain a multi-tasker by a company as its competitors always have a close watch on its efficient employees. One
negligence on the part of the company may result in its losing its best employees to the rivals. Multitasking increases the market
value of an employee who can get its way out just by the advantage of his ability to multitask as the organization would do
anything to retain such a beneficial employee. Whether it is recession or the period of blooming economy, multitasking never
fades out and is a demanding need. In the times of recession, layoffs occur and the organizations at that time as a part of their
cost- cutting strategy prefer to retain multi-taskers. Similarly, during a boom when the companies are hiring fresh blood they look
for multi-taskers who can provide a competitive advantage to them.
Perceived Benefits of multitasking to the employees:
 Reduction in job insecurity,

 Greater individual productivity,
 Better growth prospects,
 Holistic perspective regarding the organizations’ business,
 Can achieve his personal goals quicker.
Just mere passion to multitask is not enough for a successful career, what is important is the ability to excel in every task that an
individual does. A person needs to be competent enough to be able to multitask. Only competent people should be assigned
multiple projects otherwise, none of the projects will succeed and the organizational will ultimately lead to become a failed
company. Multi-taskers are an important source for profit generation of a firm. As they finish tasks quickly and save time for
other tasks. This calls for more business for the company and thus higher profits. This is the reason why companies prefer to
higher new employees with multitasking abilities so that they can help the organization into new business ventures and
undertakings.
There are various areas of caution while developing an individual into a multi-tasker. Being multi-skilled is not as easy as it might
seem. It involves a lot of risk and challenges, which need to be dealt with while developing an individual into a multi-tasker.
Firstly, every individual should have a target or a goal to meet. He/she along with the management should have a very clear
understanding of the objectives and strategies of the organization and should work towards achieving it. Secondly, while an
employee is being trained on various skills, his core competency should not be lost. In such a case, he would not be able to excel
in any field because the drive to make him multi-skilled might deprive him of his areas of interest and competency. Multitasking
in organizations is also responsible of high stress in the employee mind because the overburden of work prevents him from
balancing all the aspects of life and in return end up in hampering the organization’s productivity. Employee work life balance is
negatively impacted. Forced multitasking may also increase the loss of interest of the employees in their work.
One of the major challenges to the organizations these days is that of retaining such a multi-skilled employee. His/ her market
value increases with the increase in skills. The organizations therefore have to work hard on satisfying such employees and
retaining them in the organization. Job rotation, job enrichment, job enlargement and cross-functional team meetings are certain
ways in which the organization can make the employees stay back with them. In addition, internal rewards and recognition for
their good work and contribution to the organization needs to be acknowledged to make the employees motivated and encouraged
for good work in future. Employees would then feel connected to the company and would involve themselves in the proceedings
of the company. Taking care of the areas of employee life cycle like training, compensation, succession planning, performance
management and a healthy workplace would motivate them to spend long innings at your company.
TO BE SUCCESSFUL IN MULTI TASKING
There are certain tips, which need to be implemented in order to be an effective multi-tasker, which are:
 Planning the day meticulously

 Having mini goals for the day
 Prioritizing the assigned tasks
 Getting encouraged to focus on the task at hand
 Getting trained to handle each task immediately without delay
 Allowing free time or intervals to avoid stress and frustration.
Multitasking takes place everywhere, at every step. This is possible due to the easy accessibility of technology, which stays with
us where we go. Our laptops and mobile phones are mandatory gadgets, which we cannot do without them. We might forget to
carry cash but we never forget our credit cards or our mobiles and laptops. This availability of technology in itself makes an
individual dwell into multitasking as people check their mails and mobiles even when they are on the golf course.
New employees with multitasking abilities can solve problems more easily; they do not hesitate in taking up complex issues.
They like to deal with challenges and emerge out as winners. They are successful because they are new to the organization, so
they can contribute new ideas and eliminate redundancy in the company. They are innovative and believe in bringing out
something different, which is new and attractive to the market. On the other hand, newly hired employees low on multitasking
fumble which dealing with complex problems. They want to restrict themselves to their domain areas of interest. They fear to
explore new avenues, and are constantly worried about the results rather than creativity and innovation.
MULTI TASKING AND ITS PAYBACK…
“The payback experienced by evaluating new hires with multitasking abilities compared to new hires with low multitasking
abilities can be validated with the help of various examples in different industry. In all the examples, new hires meet minimum
requirements to perform the job. Their performance differences are probably much greater when highly ability new hires are
compared to failed candidates.
Example 1 – Insurance / financial services organization

• High-ability multi-tasking employees had:
13% better quality scores
9% had better average handle time performance
14% better overall performance
Example 2 – Communications organization

25% lower 30-day turnover
14% better calls per hour performance
11% better productivity performance
11% better performance ranking
Example 3 – Outsourcing firm

65% better sales performance”
The quality of work in multitasking differs in different aspects of our lives. In addition, the importance attached to the quality of
work is different in various aspects of our life. Like in workplace, quality is of prime importance. Quality cannot be compromised
for anything else, so the employees have to multitask keeping in mind the quality of work. In our personal lives, however quality
of work does not matter much as it is not of prime importance. Here the work needs to be completed irrespective of the quality. A
mother might be cooking food while feeding the baby. However, at the end of the day all the work needs to be done. Similarly, in
our social lives we might be out with our friends while checking emails on our phones. This does not hamper the accomplishment
of task regardless of the quality of our social outing.
Along with quality of work while multitasking, time is also considered. At workplace, time is given importance as every project
has an assigned timeline attached to it within which it needs to be accomplished. If the project is delayed, it will hamper the
productivity and thereby the profits of the company are reduced. On the other hand, in our personal lives, time is not an important
factor to be considered while multitasking just like quality. As long as the task is done, the time holds no value. Same is the case
with our social lives where there is no time attached to our social outing. As long as we are out with our friends whether we are
spending five minutes or thirty minutes multitasking, it does not matter.
Job description and job analysis for all the posts in the company need to make space for multitasking. The drafters of this
description need to judge whether the job role of the new hire requires multitasking abilities and accordingly set its criteria for
recruitment. It is a tough job to hire such multi-tasker before the competitors because every company is in the lookout for such
efficient professionals.
Multitasking is also described as the modern day madness as a contrary view to the above stated points says that multitasking
diminishes employee productivity rather than enhancing it. It makes a simple issue more complex by dividing the attention of an
individual to other things. The loss of focus or distraction deviates an employee from his/ her goals thereby hindering the
productivity or growth of the organization.
 According to a study published in the Journal of Experimental Psychology multitasking makes people inefficient?
 A report published in Neurolmage reveals that when multitasking, brainpower is reduced because the mental abilities of
employees are divided between several tasks.
It becomes difficult to memorize so many tasks at once. The excessive burden of knowledge can result in short memory lapses
where the person forgets certain terms while in a conversation. It can also lead to confusion between several projects, which may
cause the information to be placed wrongly in unlikely position instead of its original place. These memory lapses can sometimes
become fatal and hinder organizational growth. Also multitasking causes high levels of stress, which can lead to ill health among
the employees and hence high rate of absenteeism?
The main ground level workforce comprising of trade unions are also highly apprehensive about multitasking. According to them,
there is absence of performance related pay. The multi-tasker is not compensated for their additional skill sets. They complain that
overtime is also not compensated. Even though the workload increases, the pay remains the same. There is no recognition of that
extra task or skill done by the workers. It does not improve the already low working standards of the workers rather reduce
productivity due to overburden which in return causes them to lose their jobs. Their already low living condition becomes even
lower.
Contrary to what the supporters of multitasking had to say, it also reduces the quality of work especially in service industries. The
backbone of a service industry is quality and if the quality is only hampered then there is no place for multitasking. Multi-tasking
in a hospitality industry may be fatal. An employee there might neglect the demand of a customer in order to fulfill his other tasks.
This may cause the customer to get angry, becoming dissatisfied with that particular hotel and may decide never to return back
there. These results in the company losing its most valuable customer just because of little negligence caused due to the effort to
multitask.
Another essential point to be noted while practicing multitasking is that enough free time should be allowed between two tasks to
relax the mind. If there is no break or gap in the middle, everything will be muddled. The result of this mixture might be a failure
of an important project. Job satisfaction can only take place on the completion of a job successfully. A job will be completed
successfully without any errors only if it is done with full focus and determination. If a job is completed with divided attention, it
will finish but might not produce satisfactory results. The employees need to learn to prioritize the assigned tasks. The task, which
is of prime importance need to be completed first and accordingly assign a period to it. In addition, effective training should be
provided to the employee so that they can handle each task immediately.
Even though multitasking is considered cost effective, there are certain ways in which it ends up incurring more cost to the
company than it would have in the absence of multitasking. The cost is high in the context of the amount of time wasted by each
person. If a person works on more than one project, the cost associated with each project increases because of the delay caused in
the completion of the project. In addition, the cost associated with the time taken in the shift of projects is extra. With each shift
from one project to another, there is certain amount of time, which is wasted. Simple interruptions like phone calls, having tea,
coffee etc. can cost as much as some fifteen minutes of recovery time. “Jerry Weinberg showed the escalating context switching
costs accrued if each task has a 10% penalty; in reality the costs are frequently higher.”
Today’s corporate culture is more like a rat race where everyone wants to win. The winner is the one who is willing to take up and
complete the ‘most’. Eventually it is only he / she who go ahead. However, the question arises here is, is this win worth it? The
answer to it maybe ‘no’. Even though the employee might win, it is not worth the brain drain it causes. Research also shows that
constantly switching tasks may be a lot more inefficient than it might seem. Multitasking cause’s frustration as there is too much
to be done in too little a time. Constant switching of tasks makes a person very unstable and him starts switching tasks in his other
roles also which may not be required and might be harmful for the nature of the job.
Imagine a situation where a person gets up in the morning and he is already piled up with lots of work. It seems that the day has
ended even before it begins. The person does not feel like going to work with the thought of so much work to be done. This takes
away the mental peace of a person thus making him agitated. He can be compared to an octopus, with all his arms and brain
moving in multiple directions at the same time. Every minute of a person’s life, he/she goes in answering phone calls, emails, fax,
letters etc. He/ she are never relieved even though they might not be at the workplace. Multitasking has turned a human mind into
a machine, which needs to keep processing all the time without any rest.
Against Multi-tasking?
 Multi-tasking is less efficient, due to the need to switch gears for each new task, and the switch back again.
 Multi-tasking is more complicated, and thus more prone to stress and errors.
 Multi-tasking can be crazy, and in this already chaotic world, we need to reign in the terror and find a little oasis of
sanity and calm.
Therefore, the more we multitask, the less efficient we become. Thinking of a situation where a person is already working on
multiple projects, while his boss places two new demands on him. He is on the phone answering an important call while three new
emails come in and he is called for a meeting. At the same time, his co-worker requires certain information from him. Such a case
is a real example of “multitasking as the modern day madness”.
CONCLUSION
Therefore multitasking in organizations can both increase and decrease the productivity of employees. It is mainly beneficial in
the positions of higher management where the leader is supposed to come out in case of emergencies to the rescue of the situation,
he might have to deal with various issues simultaneously and accordingly make decisions. However, on the contrary in cases
where employees are doing specialist tasks their focus on more than one task might reduce productivity because of divided
attention and overburden. HR employees today in most organizations work as a generalist where they do multitasking in various
arenas. This has become the usual thing now but the technical employees still do specialist tasks in various organizations. Most
organizations are of the view that multitasking is beneficial to the organization as it also has one person trained in various arenas
but what they do not realize is that if that employee leaves the organization the cost of training another employee in those several
skills might be high and he might not have the capability to multitask. A multitasked has a higher chance of being poached by
other competitors who become successful at the loss of your talent pool.
In addition, even though multitasking might reduce the number of employees it increases the burden on the employees, which
requires them to put in lots of extra hours of work. This overtime might bore them of their work, which might result in attrition
and dissatisfied employees. In addition, it might hamper the personal life of many employees, as the overburden at work might not
allow them to spend quality time with their family who might complain constantly. As a result, we have highly stressed out
employees who have a failed personal life and a dissatisfied work life. So whether it is multi-tasking or high performance the
most neglected element is the human being and the emotions associated with it that need to be taken care of and this alone can
resolve the dilemmas in the direction.
REFERENCES
1. Dario, D. Salvucci, & Niels, A. Taatgen. (2010). The Multitasking Mind. Cognitive Models and Architectures (1st ed.).
USA: Oxford University Press. ISBN-10: 0199733562.
2. Piotr, Nabielec, Abraham, Storer, & Mikolaj, Walanus. (2013). Effective Multitasking (7 Habits to Boost your
Effectiveness). ISBN: 973-83-937607-0-1.
3. William, Gates Jr. (2013). Mono Tasking: An Alternative to Multi-Tasking. USA.
4. Dave, Crenshaw. (2008). The Myth of Multitasking: How "Doing It All” Gets Nothing Done. Jossey Bass (1st ed.).
ISBN-10: 0470372257.
5. Lenny, Bailes. (1992). Memory management and multitasking beyond 640K. Windcrest (1st ed.). TAB Books Inc.
ISBN-10: 0830634762.
6. Natalia, Preiss DBA. (2009). The Ultimate Process Map: For Multi-Tasking Managers. Create Space Independent
Publishing Platform. ISBN-10: 1441476776.
7. Jim, Stroup. (2010). How to be an effective taskmaster?. Managing Leadership Consulting. USA: Benny Adam
Publishing. ASIN: B0036FUTSO
8. Williams, R. (2012). Overcoming Procrastination To Achieve Success -Do It Now!. ASIN: B007JB669M.
9. Dave, Crenshaw. (2007). Multitasking Is Worse Than a Lie. Fresh Juice Books (2nd ed.). ISBN-10: 0979923603.
10. Veikko, Thiele. (2012). Multitasking and Incentive Contracts: Motivating Employees to Do the Right Thing. AV
Akademikerverlag. ISBN-10: 3639413911.
11. Jane, Schulte. (2008). WORK SMART, Not Hard!. Wordclay (2nd ed.). ISBN-10: 1604813598.
12. (2010). Focus crime: Maxims and Mantras for Recovering Multitaskers and the Desperately Distracted. The
Productive Luddite. ISBN-10: 1926892445.
13. Retrieved from http://www.answers.com/topic/multitasking
14. Retrieved from http://www.expresscomputeronline.com/20090504/technologylife01.shtml
15. Retrieved from http://www.deccanherald.com/content/45083/multitasking-giving-edge-over-others.html
16. Retrieved from http://hinduonnet.com/jobs/0410/2004100600040100.html
17. Retrieved from http://findarticles.com/p/articles/mi_m0FXS/is_4_80/ai_73553645/
18. Retrieved from http://www.theonion.com/articles/employees-multitasking-doesnt-include-work,5706/
19. Retrieved from http://howtomanagehumanresources.blogspot.com/2009/02/wisdom-of-multitasking-human-

resources.html
*****
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COMPARATIVE ANALYSIS OF QUALITY OF WORK LIFE

AMONG PUBLIC AND PRIVATE SECTOR BANK EMPLOYEES
Dr. M. Lokanadha Reddy25 Dr. Mohan Reddy P.26
ABSTRACT
Human resources play a very important role in the success of an organization and therefore, management of human resources
assumes significance. Varied factors affect the management of human resources. One such factor is Quality of Work Life. In
quality of work life, quality of life describes a person’s or group’s standard of living environment, public health, safety and
general surroundings while quality of work life encompasses things that affect their well-being such as salary and benefits.
Quality of work life is increasingly a significant part of the total benefits package. It is evident from the review of literature
that the studies on quality of work life concerning banking sector, particularly of an inter-sectoral approach, are scanty and not
adequate to arrive at meaningful inferences. The present study is an attempt on QWL in the organized public and private
sector banks. It recognizes the various factors involved in the quality of work life of employees in the banking sector.
KEYWORDS
Quality of Work Life, Public Sector Banks, Private Sector Banks etc.
INTRODUCTION
Human resources play a very important role in the success of an organization and therefore, management of human resources
assumes significance. Varied factors affect the management of human resources. One such factor is Quality of Work Life (QWL).
It is a philosophy, a set of principles, which holds that people are the most important resource in the organization as they are
trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect. The
elements that are relevant to an individual’s quality of work life include the task, the physical work environment, social
environment within the organization, administrative system and relationship between life on and off the job.
The term, “Quality of Work Life” has appeared in research journals and press in USA only in 1970’s. Louis Davis introduced the
term, “Quality of Work Life”. The first International QWL conference was held in Toronto in 1972. The International Council for
Quality of Work Life was established in 1972. From 1980 onwards QWL was increasingly made past of employee-centered
productivity programmes. In the mid-1990s till today faced with challenges of economizing and corporate restructuring, QWL is
re-emerging where employees are seeking out more meaning in view of rising educational levels and occupational aspirations. In
today’s slow economic growth and reduced opportunities for advancement, naturally, there are rising concerns for QWL and for
career and personal life planning. In India, QWL offers a value frame and the social technology of organizational change leading
to task effectiveness of micro-entities through utilization and unfolding of human potential. Quality is no more a specialized word
but has become a necessary and a must for the survival of the best. In this era, quality of human inputs is the greatest asset to any
organization. Maintaining the quality of such human inputs raises the quality of work life. Rise in the quality of work life would
help employees’ wellbeing and, thereby, the wellbeing of the whole organization. This is an attempt to capitalize on the human
assets of the organization.
People conceive of QWL as a set of methods, such as autonomous work groups, job enrichment and high-involvement aimed at
boosting the satisfaction and productivity of workers4. It requires employee commitment to the organization and an environment
in which this commitment can flourish. Thus, QWL is a comprehensive construct that includes an individual’s job related well-
being and the extent to which work experiences are rewarding, fulfilling and devoid of stress and other negative personal
consequences . In addition, it is a process of joint decision making, collaboration and building mutual respect between
management and employee. It, thus, refers to the quality of relationship between employees and the total work environment.
The banking sector has undergone a structural change over the past two decades, because of which a sea change could be
observed in the role and responsibilities of bank employees coupled with stress. Bank employees have been facing the maximum
work pressures in the process of delivering timely services to meet organizational goals and ensure customer satisfaction.
Increased use of technologies and equipment, online bank transactions, increased banking habits of customers, socio-economic
changes, Government and RBIs guidelines and controls and so on compounded the problem of work stress of employees causing
declined quality of work life.
25 Assistant Professor, Department of Commerce, Acharya Institute of Management & Studies, Karnataka, India,
lokanada@gmail.com
26Professor, Department of Commerce, Sri Venkateswara University, Andhra Pradesh, India, dr_mohanreddy@yahoo.com
Now, banking industry offers a wide range of financial products and services to corporate entities and retail customers through a
multiplicity of delivery channels and through its specialized subsidiaries and affiliates in the areas of investment banking, life and
non-life insurance, venture capital and asset management apart from regular banking business. Bank employees have been facing
innumerable problems in successfully delivering the diversity of these products and services to customers. The problems have
further aggravated with poor quality of work life. Banking hours were increased to facilitate the fulfillment of customers’
expectations. In the rapidly changing banking environment, the responsibility of the bank employees extended further and in fact
more than the other corporate workers. The bank employees who deal in money/finance related products are exposed to higher
levels of stress in the changed work environment. It has adverse impact on the physical and psychological health of the
employees, resulting in low quality of work life.
Both employers and employees are now recognizing and appreciating the significance of the quality of work life in organizations.
Quality of work life is highly imperative to banking business performance as it aims at two objectives – (i) to enhance the
productivity and (ii) to increase the satisfaction level of employees. Quality of work life is the quality of the content of
relationship between employees and their total working environment with human dimensions added to the provision of services.
Bank employees expect several monetary and non-monetary benefits from the bank. Hence, an attempt is made to study the
quality of work life of bank employees in the light of current realities.
NEED FOR STUDY
In quality of work life, quality of life describes a person’s or group’s standard of living environment, public health, safety and
general surroundings while quality of work life encompasses things that affect their well-being such as salary and benefits.
Quality of work life is increasingly a significant part of the total benefits package. It is evident from the review of literature that
the studies on quality of work life concerning banking sector, particularly of an inter-sectorial approach, are scanty and not
adequate to arrive at meaningful inferences. The present study is an attempt on QWL in the organized public and private sector
banks. It recognizes the various factors involved in the quality of work life of employees in the banking sector.
OBJECTIVES OF STUDY
The specific objectives set for the study are:
i) To examine the socio-economic background of employees;

ii) To compare the dimensions of quality of work life between public and private sector banks.
Hypotheses
Keeping in view the objectives set for the study, the following hypotheses are formulated:
 There is no statistically significant relationship between employees’ demographic characteristics and their work life
characteristics.
 There is no statistically significant relationship between the employee perceptions of quality of work life and the
category of banking sector to which the employee belongs.
Sample Design
Multi-stage sampling is adopted for selecting the banks and bank employees for the purpose of the present study. Under stage
one, it is identified that there are about 35 banks (22 public sector and 13 private sector banks) operating in Chittoor district of
Andhra Pradesh. The branch network of 35 banks constitutes 268 branches (226 public sectors and 42 private sectors). In the
second stage, banks with the highest number of branches alone are considered for selection. Accordingly, 4 banks each are
selected from the public and private sectors in the urban areas of the Chittoor district. The selected 4 public and 4 private sector
banks have 49 and 13 branches respectively totaling 62 branches. The third stage involves selection of employees for the sample.
The employee strength works out to 492 and 174 respectively totaling 666 employees in the 62 branches of select public and
private sector banks. About 60 per cent of employees are selected at random for a detailed investigation covering all the 8 banks
and their branches. Therefore, the sample constitutes 400 employees.
Data Collection
The study makes use of both primary and secondary sources. The primary data are collected by administering the interview
schedule to the different cadres of employees working in selected bank branches. The schedule contains two parts. First part
deals with the collection of demographical and work life characteristics of respondents, and the second part the dimensions
influencing quality of work life of the bank employees. First part of the schedule enlists dimensions like age, gender, marital
status, monthly salary, designation, qualification, and experience in bank.
The second part of schedule relates to quality of work life on nine facets like, emoluments, safe and healthy working
conditions, social integration, social relevance of work, constitutionalism, opportunities to develop human capabilities, career
planning, growth and development, work and quality of work life and organization structure. The secondary data are also
collected from NASSDOC and Annual Reports of the concerned banks. RBI bulletins, letters, magazines, journals, periodicals,
and websites have also been consulted.
DATA ANALYSIS
The present study is based on empirical evidence. The collected data are analyzed by using the statistical techniques like mean,
chi-square test, t-test for drawing meaningful inferences. Statistical Package for Social Science (SPSS) version 16.0 is used for
tabulation and analysis.
Socio-Economic Background of the Sample Respondents
Table-1 depicts the socio-economic background of the sample respondents of the select banks. The socio-economic background
of respondents is measured with five important elements i.e., gender, age, educational qualification, length of service and
monthly income. It may be observed that more than 70 per cent of sample respondents are male category employees, remaining
are female category employees.
Table-1
S. No. Demographics Frequency Percentage S. No. Demographics Frequency Percentage

Length of service:
1 Gender: 1 (Years)
Male 285 71.00 Below 10 168 42.00
Female 115 29.00 11-20 76 19.00
2 Age (years): 2 21-30 115 29.00
below 30 114 36.00 30 above 41 10.00
Monthly Income:
21 -40 59 15.00 (in Rs.)
41-50 84 21.00 20,000 or Below 106 27.00
Above 50 113 29.00 20,001 – 30,000 105 26.00
Educational
3 qualification : 3 30,001 – 40,000 48 12.00
Under Graduation 13 4.00 40,001 – 50,000 105 26.00
Graduation 153 38.00 Above 50,000 36 9.00
Post-graduation 234 58.00
Total 400 100 Total 400 100
Nature of Bank and Quality of Work Life of Sample Employees
Emoluments and Sector wise Relationship
Table 2 discloses the while comparing the QWL dimension, emoluments of officer and clerical cadre employees’ of public and
private sector banks.
Table-2: Nature of Bank and Emoluments
Nature of Total Std. Sig.

QWL Dimension Cadre Mean N t - value
Bank Mean Deviation (2-tailed)
PSBs 146 36.88 8.39 1.291 0.198NS
Officers 37.38
PRSBs 80 38.29 6.63
Emoluments
PSBs 149 35.63 6.91 3.452 0.001**
Clerks 36.37
PRSBs 25 40.76 6.65
Note: NS: Not Significant at 0.05 level
**Significant at 0.01 level
The mean values of the Public sector banks (PSBs) and private sector banks (PRSBs) are registered at 36.88 and 38.29
respectively in the case of officer cadre employees. The mean value of public sector banks is less than the total mean value of
37.38. It indicates that the satisfaction level with respect to emoluments is less in the public sector banks than the private sector
banks. The ‘t’ value 1.291 is not significant at 5 per cent significance level. It may be said that no significant difference persists
between the officers of both the sector concerning emoluments received.
The mean value of both the sectors relating to clerks are recorded at 35.63 (PSBs) and 40.76 (PRSBs). It is clear that the mean
value of private sector bank clerical cadre employees (40.76) is more than the total mean value of 36.37. It relates that the private
sector bank clerks are highly satisfied than the public sector bank employees relating to emoluments. The ‘t’ value of 3.452 is
significant at one per cent level of significance. It may be noted that significant difference exists between the public and private
sector bank clerical employees concerning the emoluments received. It may be concluded, overall the sample respondents of
PRSBs’ are much satisfied than PSBs’ employees about emoluments. In other words, PRSBs are paying necessary emoluments to
their employees when compared to PSBs’. Further, the clerks are more satisfied with the emoluments than officer cadre
employees working in these two sectors.
Safe / Healthy Working Conditions and Sector – wise Relationship
Table-3 shows the relationship between nature of bank and safe / healthy working conditions of select public and the private
sector banks.
Table-3: Nature of Bank and Safe and Healthy Working Conditions
Nature of Total Std. Sig.

QWL Dimension Cadre N Mean t - value
Bank Mean Deviation (2-tailed)
PSBs 146 75.23 10.76 0.609 0.543NS
Safe and Healthy Officers 75.52
PRSBs 80 76.06 7.98
Working
PSBs 149 69.95 10.95 0.375 0.708NS
Conditions Clerks 70.08
PRSBs 25 70.84 11
It is evident that total mean value is recorded at 75.52 for officer cadre employees. The mean values are registered at 75.23 and
76.06 in public sector banks and private sector banks respectively. Further, it may be observed that the mean value pertaining to
private sector bank officers is more than the total mean value. The ‘t’ value is 0.609, which is not significant at 5 per cent level of
significance.
value of private sector bank clerical cadre employees is more than the total mean value of 70.08. It discloses that the private sector
bank clerks are more satisfied than the public sector bank clerks with respect to safe / healthy working conditions. The ‘t’ value is
0.375, which is not significant at 5 per cent level of significance. It may be said that no significant difference persists between the
two sectorial bank officers and clerks concerning their safe and healthy working conditions. It may be inferred that from the sector
– wise analysis PRSBs are providing better safe and healthy working conditions to their employees as against PSBs. The cadre
wise analysis points out that both the cadres have no satisfaction in respect of safe/healthy working conditions provided by the
select banks.
Social Integration and Sector – wise Relationship
Table 4 discloses the while comparing the QWL dimension, social integration of officer and clerical cadre employees’ of public
and private sector banks. The mean values of the PSBs and PRSBs are registered at 32.84 and 31.24 respectively in the case of
officer cadre employees. The mean value of public sector banks is more than the total mean value of 32.27. It indicates that the
satisfaction level with respect to social integration is less in the private sector banks than the public sector banks.
Table-4: Nature of Bank and Social Integration
QWL Nature of Total Std. Sig.

Cadre N Mean t - value
Dimension Bank Mean Deviation (2-tailed)
PSBs 146 32.84 5.87 2.052 0.041*
Officers 32.27
Social PRSBs 80 31.24 5.06
Integration PSBs 149 31.34 3.96 0.644 0.520NS
Clerks 31.25
PRSBs 25 30.76 5.09
The ‘t’ value 2.052 is significant at 5 per cent significance level. It may be noted that significant difference exists between the
public and private sector bank officers concerning to social integration. It is said that the mean value of both the sectors relating to
clerks are recorded at 31.34 (PSBs) and 30.76 (PRSBs). It is clear that the mean value of public sector bank clerical employees
(31.34) is more than the total mean value of 31.25. It deduced that the public sector bank clerks are more satisfied than the private
sector bank clerks with respect to social integration are. The ‘t’ value is 0.644 is insignificant at 5 per cent level of significance. It
may be denotes that no significant difference exists between the two sectorial bank clerks concerning to their social integration. It
may be concluded from the sector–wise analysis that social integration as a QWL dimension is more pronounced in the case of
PSBs when compared to PRSBs. When viewed from the cadre wise analysis, it may be deduced that the officers of select banks
have more social integration when compared to clerical cadre employees. In other words, inter–personal relationships are more
established in the officer cadre employees than clerical cadre employees of select banks.
Social Relevance of Work and Sector – wise Relationship
Table5 depicts the relationship between the QWL dimension, social relevance of work and of officer and clerical cadre
employees’ of public and private sector banks.
Table-5: Nature of Bank and Social Relevance of Work

PSBs 146 18.35 2.240 2.144 0.033*
Social Officers 18.60
Relevance PRSBs 80 19.05 2.540
of Work PSBs 149 17.88 2.680 0.413 0.680NS
Clerks 17.91
PRSBs 25 18.12 2.800
The mean values of the PSBs and PRSBs are registered at 18.35 and 19.05 respectively in the case of officer cadre employees.
The mean value of PRSB officers (19.05) is more than the total mean value of 18.60. It shows that the level of satisfaction with
respect to social relevance of work is more in the private sector officers when compared to the public sector officers. The
calculated ‘t’ value 2.144 is significant at 5 per cent significance level. It may be said that significant difference persists between
the public and private sectors concerning the dimensions, social relevance of work life.
The mean values of both the PSBs and PRSBs pertaining to clerical cadre employees are recorded at 17.88 and 18.12 respectively.
It indicates that the mean value of private sector bank clerks (18.12) is more than the total mean value 17.91. It signifies
satisfaction level of private sector clerks is more than the public sector clerks with respect to social relevance of work. The ‘t’
value 0.413 is not significant at 5 per cent significance level. It may be noted that no significant difference exists between two
sector clerks concerning the QWL dimension social relevance of work. It may be concluded that social relevance of work as a
QWL dimension is felt equally in both the sectoral banks. The cadre-wise analysis indicates that officers have much satisfaction
in terms of dignity and respect in the society when compared to clerical cadre employees.
Constitutionalism and Sector – wise Relationship
Table 6 indicates that while comparing the QWL dimension constitutionalism of officer and clerical cadre employees’ with
respect to the select public and private sector banks.
Table-6: Nature of Bank and Constitutionalism
QWL Nature of Total Std. t- Sig.

Cadre N Mean
Dimension Bank Mean Deviation value (2-tailed)
PSBs 146 28.18 5.02 3.374 0.001**
Officers 27.33
PRSBs 80 25.79 5.22
Constitutionalism
PSBs 149 26.86 3.37 2.963 0.003**
Clerks 27.18
PRSBs 25 29.12 4.39
The mean value of PSB officers (28.18) is more than the total mean value of 27.33. It relates that the satisfaction level with
respect to this dimension is high in public sector bank office cadre employees when compared to private sector bank officer cadre
employees. The ‘t’ value 3.374 is highly significant at 1 per cent significance level.
The mean value of both the sectors concerning to clerks are recorded at 26.86 (PSBs) and 29.12 (PRSBs). It is clear that the mean
value of private sector bank clerical cadre employees (29.12) is more than the total mean value of 27.18. It relates that the
satisfaction level with respect to this dimension is high in private sector bank clerical cadre employees when compare to public
sector bank clerical cadre employees. The ‘t’ value 2.963 is highly significant at 1 per cent significance level. It may be said that
significant difference persists between the two sectors concerning the QWL dimension constitutionalism in select banks. It may
be concluded that the mechanism of constitutionalism is effective in the officer cadre of PSBs, while the mechanism is so
effective for clerical cadre employees in the case of PRSBS. In other words, the conflict resolution is more effective for the said
cadres in public and private sector banks respectively.
Opportunity to Develop Human Capabilities and Sector – wise Relationship
Table7 divulge that while comparing the QWL dimension, opportunity to develop human capabilities of officer and clerical cadre
employees’ with respect to the public and private sector banks.
Table-7: Nature of Bank and Opportunity to Develop Human Capabilities

Opportunity PSBs 146 15.10 3.08 0.878 0.381NS
Officers 14.97
to Develop PRSBs 80 14.73 3.12
Human PSBs 149 12.87 2.39 0.719 0.473NS
Capabilities Clerks 12.92
PRSBs 25 13.24 2.54
Note: **Significant at 0.01 level
The mean value of public sector banks is more than the total mean value of 14.97. It portrays that the public sector bank officers
are more satisfied than the private sector bank officers. The ‘t’ value 0.878 is not significant at 5 per cent significance level.
The mean values of both the PSBs and PRSBs relating to clerical cadre employees are recorded at 12.87 and 13.24 respectively. It
indicates that the mean value of private sector bank clerks (13.24) is more than the total mean value 12.92. It depicts that the
private sector bank clerks are more satisfied than the public sector bank clerks. Thus, the ‘t’ value is 0.719, which is not
significant at 5 per cent significance level. It may be concluded that no significant difference exists between the two sectorial
officers and clerks concerning the QWL dimension opportunity to develop human capabilities. Further, it may be inferred that the
banks are not encouraging more to develop new skills in both the officer and clerical cadre employees of public and private sector
banks.
Career Planning Growth and Development and Sector – wise Relationship
Table 8 reveals that relationship between career planning, growth and development and officer and clerical cadre employees’ with
respect to the public and private sector banks.
Table-8: Nature of Bank and Career Planning, Growth and Development

Career PSBs 146 25.18 4.31 1.033 0.303NS
Officers 24.94
Planning PRSBs 80 24.50 5.38
Growth and PSBs 149 23.39 3.44 1.885 0.061NS
Development Clerks 23.59
PRSBs 25 24.80 3.58
The mean value of public sector banks is more than the total mean value of 24.94. It indicates that the satisfaction level of public
sector officers is more than the private sector officers with respect to career planning growth and development. The ‘t’ value
1.033 is not significant at 5 per cent significance level.
value of private sector bank clerical cadre employees (24.80) is more than the total mean value of 23.59. It indicates that the
satisfaction level of private sector clerks is more than the public sector clerks with respect to career planning growth and
development. The ‘t’ value is 1.885, which is not significant at 5 per cent significance level. It may be noted that no significant
difference exists between two sector officers and clerks concerning the QWL dimension career planning growth and development.
It may be concluded that the promotion and career counseling facilities are not adequate in both the cadres of select PSBs and
PRSBs in respect to career planning, growth and development.
Work with Job Enrichment and Sector – wise Relationship
Table 9 shows that while comparing the QWL dimension, work with job enrichment of officer and clerical cadre employees’ with
respect to the public and private sector banks.
Table-8: Nature of Bank and and Work with Job Enrichment

PSBs 146 29.61 4.02 0.652 0.515NS
Work with Officers 29.46
Job PRSBs 80 29.19 5.63
Enrichment PSBs 149 29.75 3.14 0.022 0.983NS
Clerks 29.75
PRSBs 25 29.76 3.76
The mean value of public sector banks is more than the total mean value of 29.46. It discloses that the public sector bank officers
are more satisfied than the private sector bank officers with respect to work job enrichment. The ‘t’ value 0.652 is not significant
at 5 per cent level of significance.
The mean value of both the sectors concerning to clerical cadre employees are recorded at 29.75 (PSBs) and 29.76 (PRSBs). It is
denotes that the mean value of private sector bank clerical cadre employees (29.76) is little more than the total mean value of
29.75. It discloses that the private sector bank clerks are a little more satisfied than the public sector bank clerks with respect to
work with job enrichment. The ‘t’ value 0.022 is not significant at 5 per cent level of significance. It may be noted that no
significant difference persists between the two sectorial bank employees concerning the work with job enrichment. It may be
concluded that work with job enrichment as a QWL dimension is equally treated in both the public and private sector banks. Both
the cadres of sample employees are not satisfied with work with job enrichment in select banks.
Organization Structure and Sector – wise Relationship
Table 10 depicts that while comparing the QWL dimension, organization structure of officer and clerical cadre employees’ with
respect to the public and the private sector banks.
Table-10: Nature of Bank and Organization Structure

PSBs 146 23.71 3.67 3.400 0.001**
Officers 24.36
Organization PRSBs 80 25.54 4.18
Structure PSBs 149 22.22 3.39 1.975 0.050*
Clerks 22.43
PRSBs 25 23.68 3.6
Note: ** Significant at 0.01 level
* Significant at 0.05 level
The mean value of private sector banks (25.54) is more than the total mean value of 24.36. It discloses that the public sector bank
officers are less satisfaction than the private sector bank officers with respect to organization structure. The ‘t’ value is 3.400 is
significant at 1 percent level of significance.
The mean value of both the sectors concerning to clerks are recorded at 22.22 (PSBs) and 23.68 (PRSBs). It is clear that the mean
value of private sector bank clerical cadre employees (23.68) is more than the total mean value of 22.43. The ‘t’ value is 1.975 is
significant at 5 per cent level of significance. It states that the satisfaction level of private sector bank clerks are more satisfied
than the public sector bank clerical cadre employees relating to organization structure. It may be noted that significant difference
exists between the public and private sector bank employees concerning to their organization structure. It may be concluded that
the organization structure is well designed in the case of PRSBs when compared to PSBs. In other words, the line and staff
functions and communication network are more effective in the former when compared to the later sector. The cadre wise analysis
points out that the sample employees of both the cadres of select banks belonging two sectors are satisfied with the organization
structure. Between the cadres, officers have much satisfaction about organization structure of select banks when compared to
clerical cadre employees.
Results of hypothesis Tested
It is apparent that no significant relationship persists between nature of bank/sector and five of the nine variables of QWL in the
case of officer cadre employees, while six of the nine variables of QWL in the case of clerical cadre employees. Hence, the
formulated null hypothesis “there is no statistically significant relationship between the employee perceptions of quality of work
life and the category of banking sector” is accepted (See Table–11).
Table-11: Results of Hypothesis
Relationship Between Cadre

Independent variable Dependent variables Officers Clerks
Emoluments NS *
Safe/healthy working conditions NS NS
Social Integration * NS
Social Relevance of work * NS
Nature of Bank / Sector Constitutionalism * *
Opportunity to develop human capabilities NS NS
Career planning, growth and development NS NS
Work with Job enrichment NS NS
Organization Structure * *
NS: Not Significant at 0.05 level.
*Significant at 0.01 level
CONCLUSION
The study is related to public and private sector banks operating in the Chittoor district of Andhra Pradesh. The study confines its
scope to various factors involved in the quality of work life of employees in relation to banks only and it covers the core aspects
of quality of work life. The young generation employees need to be provided reasonable emoluments. The emoluments shall be
revised for every five years immediately to interface with the changes in inflation rates.
The PSBs shall provide the amenities on par with the PRSBs to improve the QWL of their employees so that the overall
performance of the PSBs shall be improved. The improved QWL of the employees could help the management of PSBs to
compete with the PRSBs. The banking industry ought to pay more attention and concern in bringing effective work life quality
policy. The higher authorities of banking industry shall initiate necessary steps for effective implementation of the insights of the
policy of QWL.
REFERENCES
1. Arthur, Lewis. (1965). The History of Economic Growth, p. (ii). London: George Allen and Urwin Limited.
2. Cunningham, J. B. & Eberle, T. (1990). A guide to job enrichment and redesign. Personnel, 67, 56-61.
3. Feuer, D. (1989). Quality of work life: a cure for all ills?. Training: The Magazine of Human Resources Development,
26, 65-66.
4. Straw, R. J., & Heckscher, C. C. (1984). QWL: New working relationships in the communication industry. Labor
Studies J., 9, 261-274.
*****
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TRADITIONAL BALANCED SCORECARD V/S MODERN BALANCED SCORECARD:

A CONCEPTUAL FRAMEWORK
P. Lakshmi Narayanamma 27 Dr. M. Sukanya28
ABSTRACT
Intellectual capital has represented the principal asset of many firms & became a critical driver for business sustainability. By
assessing available talent, placing the right people in their best roles and finally retaining them, organizations can
survive and thrive in today's increasingly competitive markets. Though Kaplan & Norton developed a scorecard, which is
universally acceptable, current organizations were modifying the existing scorecard, which meets their current requirements of
retaining talent. The aim-balanced scorecard is to establish a set of measures-both financial and non-financial through which a
company can control its activities and ‘balance’ various measures to effectively track performance.
This paper focus on companies applying Balanced Scorecard as a performance measurement tool and highlights various other
scorecard models used by IT companies in measuring the organization’s performance.
KEYWORDS
Sustainability, Talent Management, Balanced Scorecard, Intellectual Capital etc.
INTRODUCTION
“A balanced scorecard is a system of linked objectives, measures, targets and initiatives which collectively describe the strategy
of an organization and how the strategy can be achieved. It can take something as complicated and frequently nebulous as
strategy and translate it into something that is specific and can be understood.”
Background and History of Balanced Scorecard
The Balanced Scorecard came into being in the late 1980s and early 1990s as a method to help companies manage their
increasingly complex and multi-faced business environment.
Corporations then faced with a number of challenges. Market share in many industries was vanishing at an alarming rate due to
globalization, liberalization of trade, technology innovation, and domestic quality issues. The economy was in transition from
product-driven to service-driven. The composition of the workforce was changing, and companies’ workforce needs were
changing. In spite of all these changes, most businesses still relied on traditional measures of performance based on a centuries-
old accounting model, which failed to accurately reflect the true health (and future prospects) of an organization. The need for
better information to respond to rapidly changing market conditions was obvious.
In response to these stresses, and the shortcomings of traditional financial performance measures, Professor Robert Kaplan and
David Norton began to shape the concept of the Balanced Scorecard during a research project with 12 companies in the late
1980s. They understood the limitations of relying too much on purely financial measures. They realized that many of the ways to
improve short-term financial performance—such as reducing headcount, and cutting expenses for training, R&D, marketing, and
customer service—might be detrimental to the future financial health of the company. Conversely, companies might appear to be
doing poorly from a financial perspective because they were investing in the core capabilities that could drive superior future
performance. Furthermore, they perceived the limitation of reliance on lagging indicators that convey past performance results,
but do not generally provide a reliable indication of future performance.
Kaplan and Norton also perceived that employees throughout a company often did not understand how their role related to
strategy and financial measures, leading employees to feel powerless to impact the things that were being measured.
Therefore, Kaplan and Norton introduced the Balanced Scorecard as a way for companies to measure and report performance in a
way that balanced Multiple Perspectives. Both leading and lagging indicators. Inward-facing measures, like productivity,
and outward-facing measures, like customer loyalty. The results of their initial research work with 12 companies were
published in 1992 in the Harvard Business Review. Fueled by the positive response to their initial article and successful
consulting work, Kaplan and Norton continued to develop the concept of the Balanced Scorecard, and published the book, The
Balanced Scorecard in 1996. By that time, the focus of the Balanced Scorecard had evolved from an emphasis on measures and
reporting, to a methodology for promoting strategic management of the organization.
27Assistant Professor, S.M.S., Vignan University, Andhra Pradesh, India, lakshmipathi.mba@gmail.com

28Associate Professor, S.M.S., S.N.I.S.T., Andhra Pradesh, India, sukanyamadasu@rediffmail.com
As more and more organizations began to embrace and experiment with the Balanced Scorecard concept, a growing number of
tools and techniques emerged, building on many of the initial concepts. In 2000, Norton and Kaplan released their second book,
The Strategy Focused Organization, which describes that evolution to a broader concept of enterprise strategic management.
The Balanced Scorecard is a dynamic methodology, and the understanding of its potential deepens as Kaplan and Norton proceed
with innovative work, such as developing scorecards for support functions like Human Resources and Information Technology.
Table-1: Foundation of BSC Literature
Table-2: IT BSC Literature
Many organizations in both the private and public sectors have embraced the concept of the balanced scorecard. Most have
implemented it in an attempt to improve performance (Chan & Ho 2000; Hoque & Jamesl Ittner & Larcker 2003). Robert S.
Kaplan & David P. Nortan, argue that the balanced scorecard is more than a measurement system. Together the four
characteristics serve as a means for motivating and implementing breakthrough performance. Several studies have suggested that
BSC is an important tool to measure and manage intellectual capital (Andriesen 2004; Kaplan & Nortan 2004a).
Walker & MacDonald (2001) designed & implemented a human resource scorecard, which is based on BSC model, as a strategic
management system. The results suggested that the HR scorecard provides the method to monitor workforce indicators, analyze
workforce statistics, diagnose workforce issues, calculate the negative financial impact, prescribe solutions, and track the
improvements of HR.
Ketelhohn (1999) and Vasconcellos (1988) found that the identification and selection of appropriate measures and key
performance indictors enhance the implementation and acceptance of business strategy, at the same time as enhancing employee
understanding of the business. Furthermore, Forza and Salvador’s research (2000, 2001) supports the suggestion that employee
communication that focuses on feedback from measures increases collaboration. Others have sought to undertake similar studies,
but have tended to execute them less robustly. Survey data collected by consultancy and commercial research companies suggests
that organizations managed through ‘balanced’ performance measurement systems perform better than those that are not (Lingle
and Schiemann, 1996; Gates, 1999).
Martinsons, Davison, & Tse (1999) suggest that the four balanced scorecard perspectives might require some modifications to be
effective as an IT scorecard. Somewhat surprisingly (especially given all of this activity) there has been relatively little research
into whether the balanced scorecard actually works. In fact this criticism can be leveled at the field of performance measurement
more generally, which has seen much prescription, but relatively little empirical research (Franco and Bourne, 2003).
List of Top IT Companies using Balanced Scorecard
Table-3
S. No. Name of the Company

1. Infosys Scorecard
2. TCS Scorecard
3. Accenture Scorecard
4. Dell Scorecard
5. Capgemini Scorecard
6. IBM
7. Wipro
8. Deloitte
9. Microsoft
VARIOUS BALANCED SCORECARD MODELS OF IT SECTOR
Companies were striving hard to cope up with the current market by implementing various models for performance measurement.
Here are some of the Balanced Scorecard Models used by IT sectors.
Infosys Scorecard
Infosys was lauded for its focus and success in driving the execution of key strategies resulting in growth and differentiation. The
five key principles are:
 Mobilizing change through executive leadership;

 Translating strategy into operational terms;
 Aligning the organization around its strategy;
 Motivating to make strategy everyone's job, and
 Governing to make strategy a continual process.
Infosys designed a scorecard, which consists of four perspectives like Kaplan & Norton, but they designed it as per their
requirement and were awarded as one of the company with good results.
TCS Scorecard
Table-4: HCM KPI’s
TCS mainly talks about the same four perspectives but they named it as Human Capital Management Key Performance Indicators
where they correlate KPI’s with the scorecard and test the performance of their employees.
Accenture Scorecard
No new model was designed by Accenture regarding performance management but became successful with existing traditional
scorecard and continuing with the same until date. This has included the ability to generate prebuilt executive roles and capability
scorecards. Accenture is framing its person-based scorecards against industry best practices. This way it provides a single pane of
glass into IT performance that is appropriate to each customer.
Figure-1
Dell Scorecard
Dell designed a scorecard approach of Five Perspectives, which covers internal & external environment. This scorecard talks
about financial & non-financial aspects in measuring the employee’s capabilities.
Chart-1: The Value Dynamic Framework at Dell
Capgemini Scorecard
Chart-2: Culture Levers in Organizations
One cannot manage organizational culture directly. It has to be managed indirectly, by focusing on culture drivers. Capgemini
Consulting work with four categories of culture drivers. The organizational culture affects the way people and groups interact
with each other, with clients, and with stakeholders. Culture is formed by the organization’s values, visions, norms, environment,
systems and behaviors. Behaviors are often referred to as; ‘the way we do things around here’, and include everyday working
habits as well as special events through which the organization emphasizes what is particularly important to them. Behaviors are
further reinforced through rewards and measurements.
IBM Scorecard
Chart-3: IBM Cognos Performance Management Framework
Wipro Scorecard
It is similar to Traditional Scorecard
Table-5
DELOITTE
It has given much of priority to communication process as it is the key to organizational success.
Chart-4
Microsoft Balanced Scorecard
To be successful, an organization needs a defined, multi-faceted approach that embraces education, communication, scorecard
development, and ongoing implementation. The Microsoft Balanced Scorecard Framework meets these criteria.
Chart-5
All the scorecards explained above covers almost all the functional areas and its importance in the current scenario. The entire
story revolves around the same four perspectives but few changes were made which finally covers the same theme of traditional
scorecard with different interpretations. The below figure shows the difference between Traditional BSC & Modern BSC
Chart-6: Traditional BSC to IT BSC
ANALYSIS & INTERPRETATION
The below mentioned companies follow the “Traditional Scorecard” as a performance measurement tool.
Table-6
Four Perspectives of Kaplan & Nortan Balanced Scorecard

List of Financial Customer Internal Business Learning
Companies Perspective Perspective Perspective Perspective
TCS Human Capital ROI / Compliance Employee Resource
Scorecard Pay for Performance Score Engagement Competency
Accenture Financial Client People Perspective & Internal
Scorecard Perspective Perspective Internal Growth Perspective
Capgemini Symbols Behaviors Environment Rewards &
Scorecard Measurements
IBM Executive Mentoring & Planning Reporting &
Scorecard Management Monitoring Analysis
Wipro Financial Customer Internal Business Learning
Scorecard Perspective Perspective Perspective Perspective
Deloitte Clarifying & Translating Communicating & Planning & Strategic Feedback
Scorecard the Vision & Strategy Linking Target Setting & Learning
The below mentioned companies designed entirely a different scorecard for measuring the performance of employees and
maintaining the talent.
Table-7
List of Five Perspectives

Companies
Infosys Mobilizing change Translating Aligning the Motivating to Governing to
Scorecard through executive strategy into organization make strategy make strategy a
leadership operational terms around its strategy everyone's job continual process
Dell Scorecard Physical Assets Customer Organizational Financial Assets Employee &
Assets Assets Supplier Assets
Company Name Six Perspectives
Microsoft Personalized Knowledge Actionable & Business Strategy & Best
Scorecard Portal Management Operational Intelligence Metric Practices
Tools Management
CONCLUSION
Today the core aspects of the balanced scorecard are referred by a number of dimensions (perspectives, key performance
indicators, drivers, measures, indices, etc.); and the original model has undergone several variations. It is important to continue to
think critically about the KPI’s utilized. The balanced scorecard is now successfully utilized in the public, private, and not-for-
profit sectors after only few minor industry specific modifications to the overall framework are made. The benefits of this approach
can be significant. Done correctly it draws on the knowledge that is widely dispersed throughout the organization and integrates
that knowledge to arrive at a strategy that best utilizes all of the organization’s assets: physical, human, and intangible. As the
previous studies are much of conceptual in nature there is a possibility of doing an empirical research like comparison of standard
scorecard with modified scorecard and their success rate.
REFERENCES
1. Andriesen. (2004). Intellectual Capital Valuation and Measurement: Classifying the State of the art. Journal of
Intellectual Capital, 5 (2), 230-242.
2. Chan, & Ho. (2000). The Balanced Scorecard. New York, NY.
Hoque, & James. (2000). The Balanced Scorecard. New York, NY.
Ittner, & Larcker. (2003). The Balanced Scorecard. New York, NY.
3. Charles, Bloomfield. (2002). Bringing the Balanced Scorecard to Life: The Microsoft Balanced Scorecard
Framework. , Insight formation, Inc
4. Franco, M., & Bourne, M. C. S. (2003). In proceedings of the 10th Euroma Conference on Business Performance
Measurement Systems: A Systematic Review. Italy: Lake Como.
5. Hagood, W. O., & Friedman, L. (2002). Using the balanced scorecard to measure the performance of your HR
information system. Public Personnel Management, 31(4), 543-57.
6. Kaplan, & Nortan. (2004). Strategy Maps: converting Intangible Assets into Tangible Outcomes. Boston. MA:
Harvard Business School Press.
7. Lingle, J. H., & Schiemann, W. A. (1996). From the balanced scorecard to strategic gauges: Is measurement worth it?,
Management Review, 85(3), 56-61.
8. Martinsons, M., Davison, R., & Tse, D. (1999). The balanced scorecard: A foundation for the strategic management of
information systems. Decision Support Systems, 25(1), 71-88.
9. Chavan, Meena. (2009). The balanced scorecard: a new challenge. Emerald, 28.
10. Robert, S. Kaplan, & David, P. Norton. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard
Business Review Press.
11. Retrieved from

http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_
Scd_July_2005.pdf.
*****
CORPORATE SOCIAL RESPONSIBILITY: ISSUES & CHALLENGES IN INDIA

Vandna Ahuja29
ABSTRACT
Corporate Social Responsibility (CSR) is a concept whereby companies decide voluntarily to contribute to a better society and
a cleaner environment. Today, the world is coming round full circle in emphasizing this concept through an articulation of the
principle of social responsibility of business and industry. In addition, this trend is not different in India either. However, in
India CSR is in a budding stage. It has been facing numerous problems like lack of transparency, absence of well-defined CSR
norms, narrow perception of government towards CSR, low awareness level, lack of consensus for implementing CSR issues,
etc. in short, the challenges before CSR in India have been manifolds. This research paper focuses on the finding &reviewing
of the issues and challenges faced by CSR activities in India.
KEYWORDS
Corporate Social Responsibility, Sustainable Development, Challenges etc.
INTRODUCTION
In today’s economic and social environment, issues related to social responsibility and sustainability are gaining more and more
importance, especially in business sector. Business goals are inseparable from the societies and environments with in which
operate corporate social responsibility (CSR) can be understood as a management concept and a process that integrates social and
environment concerns in business operations and a company’s interaction with the stakeholders including employees, customers,
suppliers, Project affected people, society at large etc. Essentially, CSR is the deliberate inclusion of public interest into corporate
decision-making and the honoring of a triple bottom line: People, planet and profit. This triple bottom line is used as a framework
for measuring an organization’s performance against economic, social and environmental parameters.
Defining Corporate Social Responsibility
CSR defined as “the ethical behavior of a company towards the society,” manifests itself in the form of noble programs initiated
by profit organization .The idea of CSR first came up in 1953 when it became an academic topic in HR Bowen’s ‘Social
responsibilities of the business’ since then, there has been continuous debate on the concept and its implementation. Although the
idea has been around for more than half of a century, there is still no clear consensus over this definition One of the most
contemporary in form the world bank group, stating “Corporate social responsibility” is the commitment of business to contribute
to sustainable economic development by working with the employees, their family, the local community and society at large, to
improve their lives in ways that are good for business and for development”.
However, it is difficult to define CSR precisely because it will always have a location specific context. Corporate social
responsibility (CSR) also commonly as called corporate science, corporate citizenship, social performance, or sustainable
responsible business. According to Philip Kotler, Corporate social responsibility: “Doing the Most Good for your company and
cause” does a terrific job of describing the range of corporate social initiatives and suggest best practices for choosing,
implementing and evaluating them. Thus, corporate social responsibility has been a topic that has received a lot of attention in
recent years {Sethi, 1995}.
RATIONALE FOR CORPORATE SOCIAL RESPONSIBILITY
The Industrial Corporations exploit natural resources of the country, cause incidental damage to the environment and
inconvenience to the people of the project area. Therefore, they have a responsibility towards the society to share a part of their
profit.
EVOLUTION OF CORPORATE SOCIAL RESPOSIBILITY IN INDIA
The evolution of corporate social responsibility in India refers to changes over a time in India of the cultural norms of
corporation’s engagement of corporate social responsibility (CSR); with CSR referring to way that businesses are managed to
bring about an overall positive impact on the communities, cultures, societies and environments in which they operate.
The four phases of CSR development in India:
During the first phase (1850-1914), CSR activities were mainly undertaken outside companies and included donations to temples
and various welfare causes. The second phase (1914-1960) was largely influenced by Mahatma Gandhi’s theory of trusteeship,
29Adhoc Lecturer, Department of Commerce, I. B. College, Haryana, India, vandna888@gmail.com
the aim of which was to consolidate and amplify social development. The reform programmes included activities geared
particularly to abolishing untouchability empowering women and development rural areas. The third phase (1960-1980) was
dominated by the paradigm of the “Mixed economy”. In the context, CSR largely took the form of the legal regulations of
business activities and /or the promotion of public sector undertakings (PSUS). The fourth phase (1980 until the present) is
characterized partly by traditional philanthropic engagement and partly by steps taken to integrate CSR into a sustainable business
strategy.
STATUS OF CSR IN INDIA
CSR is not a new concept in India; companies like TATA and BIRLA have been imbibing the case for social good in their
operations for decades. Long before CSR became a popular cause. In spite of having such like size, successful examples, CSR in
India is in a very nascent stage. In June 2008, a survey was carried out by TNS (a research or organization) and the times
foundation with the aim of providing an understanding of the role of corporations in CSR. The findings revealed that over 90% of
all major Indian organizations surveyed were involved in CSR initiatives Infact, the private sector was more involved in CSR
activities than the public and government sector the leading areas that corporations were involved in were livelihood promotion,
education, health, environment, and women’s empowerments. Most of CSR ventures were done as internal projects while small
proportions were as direct financial support to voluntary organizations or communities.
CSR focus Action-Areas in India
In India CSR is in a very much budding stage and there is no specific Act, Rules or Regulation relating to CSR. However, there
are guidelines issued by Ministry of Corporate Affairs, Ministry of Public Enterprises and Ministry of Heavy Industries of the
Government of India.
Initiative by Ministry of Corporate Affairs
In 2009, the ministry came up with the publication tilled ‘corporate social responsibility voluntary guidelines 2009’. The
publication mentions 6 core elements to be taken into considerations while designing CSR policy for any business:
 Care for all stakeholders including shareholders, Employees, Customers, Suppliers, project affected people, society at
large etc.
 Ethical functioning.
 Respect for women’s right and welfare.
 Respect for human rights.
 Respect for environment.
 Activities for social and inclusive development.
According to schedule-7th of company’s bill 2012, companies in their CSR policies can include the following activities.
 Eradicating extreme hunger and poverty;

 Promotion of education;
 Promotion gender equality and empowering women;
 Reducing child mortality and improving mental health;
 Combating human immuno deficiency virus, acquired immune deficiency syndrome, malaria and other diseases
 Ensuring environment sustainability ;
 Employment enhancing vocational skills;

 Social business projects ;
 Contribution to the prime minister’s national relief fund or any other fund set up by the central government or the
state government for socio-economic development.
Dimensions of Corporate Social Responsibility
There are many aspects of corporate Social responsibility; whether a company decides to develop an area of CSR, or multiple, the
result is a more profitable company experiencing a higher level of employee engagement. The following is a list of Common
dimensions. Corporate social responsibility is implemented by organizations:
 Business ethics, Values and principles.

 Accountability and transparency (legal compliance).
 Commitments to socio-economic developments.
 Environmental Concerns.
 Human rights.
 Workers Right and Welfare.
 Workers Right and Welfare.

 Market relations.
 Sustainability.
 Corporate Governance.
THE DRIVERS FOR CSR
The drivers to implement CSR within organizations strategy vary across organizations, Sectors and even geographic locations.
Responsible business practice is driven both from within organizations, (internal stakeholders, such as employees) and from
outside organization (external stakeholders such as customers, suppliers and the local community).
Basic drivers of CSR
The basic drivers of CSR consist of:
 Values: A value shift has taken place within businesses, as a result – of which they now not only feel responsible for
wealth for wealth relation but also for social and environmental benefits.
 Strategy: Being more socially and environmentally responsible is important for the Strategic development of an
organization.
 Public Pressure: Pressure groups, consumers, media, the state and other public bodies are pressing organizations to
become more socially responsible. It has been public pressure centered on three key areas that has driven the CSR,
agenda. These comprise the environment, labour standards and human rights.
Reference: Simon Zadek, P Pruzan and R Evans (1917)
The Business Benefits of Corporate Social Responsibility
Corporate social responsibility (CSR) is not just about doing the right thing. It offers direct business benefits. Building a
reputation as a responsible business sets you apart. Many consumers prefer to buy from, ethical business. Some customers do not
just prefer to deal with responsible companies, but insist on it for, examples, Sales of “environmentally friendly” products,
continue to grow- and these products often sell at a premium price. Amul India became as famous for its approach to responsible
business as for its products; the company has grown dramatically while continuing to focus on CSR. Started in 1946, in small
village, of Khera District, Gujarat against British Polson Diary Company.
There are other, benefits too:
 A good reputation makes it easier to recrcuitcuit employees.

 Employees are better motivated and more productive.
 Good relationships with local authorities make doing business easier.
 Active participation in the activity and community development work. Promotion of organization and organizational
identity in the activity areas of Help Rural India, a kind of trust and brand building.
 CSR can make you more competitive, and reduces the risk of sudden damage to your reputation (and sales). Investors
recognize this, and are more willing to finance you.
 CSR helps ensure you comply with regulatory requirements
CHALLENGES FACED BY CSR ACTIVITIES IN INDIA
The survey conducted by Times of India group on CSR used a sample size of 250 companies involved in CSR activities through a
method of online at administration of questionnaire. The questionnaire was evolved after the diligence including focus group
meetings, consultations with key stakeholders and a pilot in four metros. Finally, 82 Organizations responded to the questionnaire.
These comprised 11 public sector undertaking (PSUS), 39 private national agencies and 32 multinational organizations the
respondent organizations form a satisfactory percentage of 33 percent of the sample size, given the fact that only those companies
that had direct or indirect involvement in CSR activities were chosen to be a approached for the survey. The survey elicited
responses from participating organizations about various challenges facing CSR initiatives in different parts of the country. These
challenges are listed below:
Non-Availability of Clear-cut CSR Guidelines: there are no clear-cut statutory guidelines or policy directives to give a
definitive direction to CSR initiatives of companies. It is found that the scale of CSR initiatives of companies should depend upon
their business size and profile. In other words, the bigger the company, the bigger is its CSR program.
Narrow Perception towards CSR Initiatives: Non-governmental organizations and Government agencies usually possess a
narrow outlook towards the CSR initiatives of companies, often defining CSR initiatives more donor-driven than local in
approach. As a result, they find it hard to decide whether they should participate in such activities at all in medium and long run.
Lack of Community Participation in CSR Activities: There is a lack of interest of the local community in participating and
contributing to CSR activities of companies. This is largely attributable to other fact that there exists little or no knowledge about
CSR and the situation is further aggravated by lack of communication between the company and the community at the grassroots.
Issue of Transparency: Lack of transparency is one of the key challenges for the corporate, as there exists lack of transparency
on the part of the small companies, as they do not make adequate efforts to disclose information on their programmes, audit
issues, impact-assessment and utilization of funds. This negatively affects the process of trust binding among the companies,
which is key to the success of any CSR initiative.
Non Availability of Well Organized Non-Governmental organizations: It is also reported that there is non-availability of well-
organized non-governmental organizations in remote &rural areas that can access & identify real needs of the community and
work along with companies to ensure successful implementation of CSR activities. This also builds the case for investing in local
community by way of building their capacities to undertake development projects at local level.
Visibility Factor: The role of media in highlighting good cases of successful CSR initiatives is welcomed as it spreads good
stories and sensitizes the local population about various ongoing CSR initiatives of companies. This apparent influence of gaining
visibility and branding exercise often leads many non-governmental organizations to involve themselves in event-based programs;
in the process, they often miss meaningful grassroots interventions.
Lack of Consensus on Implementing CSR Issues: There is a lack of consensus amongst local agencies regarding CSR projects.
This lack of consensus often results in duplication of activities by corporate houses in areas of their intervention. This result in a
competitive spirit between local implementing agencies rather than building collaborative approaches on issues. This factor limits
company’s abilities to undertake impact assessment of their initiatives from time to time.
CONCLUSIONS & RECOMMENDATIONS
The concept of CSR is now firmly rooted on the global business agenda, but in order to move from theory to concrete action,
many obstacles need to be overcome. Usually, CSR can be best implemented if it is stated in company’s mission, vision and
objectives in order that all shareholders can be familiar with it. A company should have good corporate policies and develop a
CSR culture within the organization itself. People must feel that the CSR concept is not only formally written statements on
paper, but also an important part of any company. Without good CSR practice, no company can flourish and benefit itself as well
as the community in which it operates. CSR must be implemented at every stage of a company’s operation such as; quality
maintenance in supply chain, providing job opportunities to local people , producing environmentally – friendly goods and having
a good analysis in measuring the impact on the environment. This will help in reducing the impact of business on environment.
REFERENCES
1. Athreya, M. (2009). Corporate Social Responsibility for Inclusive Growth. The Indian Journal of Industrial Relations,
44(3), 347-354.
2. Baxi, C. V.,& Ray, R. S. (2009). Corporate Social & Environmental Disclosures & Reporting. The Indian Journal of
Industrial Relations, 44(3), 355-375.
̀̀̀̀̀ ̀̀̀̀̀
3. Goyal, S. K. (1996)̀̀̀̀̀.̀̀̀̀̀ ̀̀̀̀̀ Political Economy of India’s Economic Reforms (Working Paper). New Delhi: Institute for
Studies in Industrial Development (ISID).
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Ghosh J. (2003)̀̀̀̀̀.`Strategy for Development. Frontline, 20, 18.
5. Srinivasan, T. N., & Tendulkar, S. D. (2003). Reintegrating India with the World Economy. Washington, D. C.:
Institute for International Economics.
6. Prahalad, & Kenneth. (1998, July-August). The End of Corporate Imperialism. Harvard Business Review, 68-79.
7. (2008). Corporate Governance. Modules of Best Practices (7th ed.). New Delhi: Taxman Publications Private Limited.
8. McWilliams, & Siegal. (2001). Corporate Social Responsibility:`A Theory of the Firm Perspective. Academy of
Management Review, 26, 117-127.
9. Vasela, Veleva. (2010). The State of Corporate Citizenship 2009-The recession test. Corporate Finance Review, 14(4),
17-25.
*****
RESEARCH SYNTHESIS ON EMPLOYEE ENGAGEMENT STRATEGIES

P. Gowri Kusuma30 Dr. M. Sukanya31
ABSTRACT
Businesses today need to create value in almost every area of their work, this means adopting an abundant mindset to talent. It
is no longer scare, it is all around us. We just need to get better at finding it and engaging with it. Talent comes from
anywhere, everywhere and can emerge at any time. Crucially, it is the environment in which talented people operate that
allows them to develop their potential and succeed. The organization gives them access, opportunity and encouragement. A
talented person is anyone who adds value to an enterprise. The need to reevaluate how people contribute and create value in
today’s economy is about knowledge, innovation and relationships today rather than executive potential tomorrow. Cutting-
edge companies are beginning to understand the criticality for HR departments to understand the larger business challenges
that their leaders are facing and to emerge as a strategic partner rather than a cost center or support function. HR departments
are focusing on developing their talent, integrating plans and processes to track and manage their employee talent by adopting
new strategies for sourcing, attracting and recruiting qualified candidates with competitive backgrounds, managing and
defining competitive salaries, training and development opportunities, performance management processes, promoting and
retention programs.
This paper focuses on four Major strategies that can engage the talent. They are Communication, Career Opportunities,
Leadership competencies and Performance Management. Recommendations are made on how these strategies can be
strategically implemented to leverage Employee Engagement.
KEYWORDS
Recruiting Talent, Employee Engagement, Performance Management, Leadership Competencies etc.
INTRODUCTION
Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or
technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people.
Jim Collins
It is often said that people do not leave their employer, they leave their boss. People need to be led so they are fully engaged with
their work. People make all the difference and nothing could be more important than talent management. Attracting great people
is the first step, but you also need a strategy to properly select the right candidates and then engage, develop and maintain the
talented professionals in the organization. Employee engagement has developed into a complex and multi-dimensional concept
that has gone much further than the simple notions of motivation, the psychological contract and employee satisfaction. It refers to
employees being involved with and enthusiastic about their work and the company. Engaged employees have a positive emotional
attachment with their work and talk positively about it to others. This paper is based on extensive literature survey, which
examined peer-reviewed journal articles, working papers, textbooks and other published resources relevant to employee
engagement. Articles were found through online database. The review indicates that there are more employees who are
disengaged or not engaged that there are engaged employees. Despite this, many organizations believe that engagement is a
dominant source of competitive advantage. Research indicates that there is a strong link between engagement, and business
outcomes. As the economies grew at rapid pace, organizations had to scale up their workforce at the matching pace while
maintaining its core H R polices and ensuring measurement of all key metrics associated with people practice covering broadly
talent acquisition, goal alignment, talent management, learning & development, employee engagement, right rewards and
attrition. To be engaged from an employee’s perspective is equally important. Arguably, employees want the best possible
relationship with their organization and they want to be provided with the best possible circumstances, environment or
management initiatives that will make them happier, this has increased the challenges of HR department. Organizations should
focus on Career, Competence and Care as they help in engaging the talent.
SIGNIFICANCE OF EMPLOYEE ENGAGEMENT
Engagement has increasingly been seen as a way of measuring employees’ commitment to their organizations and their jobs and
as a way of creating more highly effective workplaces (CLC2004; Robinson et al. 2004; Seijts & Crim 2006; Towers Perrin
2003). Many HR consultants use engagement models in an attempt to market to organizations the possibility of creating more
effective and efficient employees who will deliver greater organizational benefits and better organizational performance (Crabtree
30 Research Scholar, Department of Commerce and Management, Krishna University, Andhra Pradesh, India,
kusumajana@yahoo.co.in
31Associate Professor, Sreenidhi Institute of Science and Technology, Andhra Pradesh, India, sukanyamadasu@rediffmail.com
2005; Echols 2005; Gubman 2004). Clearly, organizations respond to this because they have identified the need to invest in
human capital to achieve maximum efforts from their employees and to be able to create success in highly competitive global
markets. Engagement is an organization’s measure of its investment in human capital. In other words, as the organization invests
in the human element at work, then employees are more likely to be engaged at work (Echols 2005). Various researches and
surveys have been conducted to study employee engagement.
A global study of over 50,000 employees found that those employees who are most engaged perform 20% better and they are
87% less likely to leave. - Corporate Leadership Council 2004.
Along with a survey of 664,000 employees at 50 global companies, Towers Perrin – ISR compared the financial performance of
companies with varying levels of employeeengagement over a 12-month period. It found that three financial indicators –
operatingincome, net income and earnings per share – rose when engagement was high and fellwhen engagement was low. People
Power, ISR/Towers Perrin, 2006.
Engaged employees indicate a better understanding of how to meet customer needs – 70%versus 17% of the non-engaged
workers.Measuring True Employee Engagement, Right Management, 2006.
A CIPD research report found that engaged employees take less sick leave, perform better and are more likely to recommend the
organization they work for and are less likely to quit - Working Life: Employee Attitudes and Engagement, CIPD, December
2006. Engaged employees take an average of 2.69 sick days per year while the disengaged average 6.19. Gallup 2003.
Gallup UK study shows only 19% of employees are actively engaged, a similar proportion are actively disengaged (20%) and the
vast majority 61% is neutral representing untapped potential. A CIPD survey is slightly more optimistic with 35% of employees
indicating active engagement with their work. Gallup UK quoted in Meere 2005 - Employee Attitude and Engagement Survey,
CIPD, 2006.
A 2004 study found that moving employees from strong non-commitment to strong commitment could result in a 57% increase in
discretionary effort. They state that moving from low to high effort levels can result in a 20% improvement in employee
performance. They coin this the “10:6:2 rule” in that a 10% increase in commitment can lead to 6% increase in effort and this
results in an improvement in performance by 2% - Employee Engagement Survey, Corporate Leadership Council 2004.
In a world, that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may
be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have
accomplished something that competitors will find very difficult to imitate. Research has consistently shown that employee
engagement is powerfully linked to a range of business success factors such as:
• Employee performance / efficiency,

• Productivity,
• Safety,
• Attendance and retention,
• Customer service and satisfaction,
• Customer loyalty and retention,
• Profitability.
CONCEPTUALIZATION OF EMPLOYEE ENGAGEMENT
Watson and Tellengen (1985) discussed engagement and disengagement as mood states. Mood engagement incorporates ideas of
arousal, astonishment and surprise, whereas disengagement incorporates, quiescent, quiet and still. Kahn (1990) first introduced
the terms ‘personal engagement’ and ‘personal disengagement’ to refer to employees performing at work. Kahn (1990) introduced
these terms in a theory driven from an ethnographic approach where he spent large amounts of time in workplaces assessing what
he termed ‘personal engagement’. Some engagement researchers have also used Watson and Tellengen (1985) distinction from
which to investigate engagement at work (see Rothbard 2001, Schaufeli and Bakker 2001, 2004 and Langelaan et al. 2006).
DEFINITIONS OF EMPLOYEE ENGAGEMENT
 Wellins and Concelman, “The illusive force that motivates employees to higher (or lower) levels of performance”.
 Maslach et al., Engagement can be characterized by energy, involvement, and efficacy.
 Dvir et al., Defined active engagement as “high levels of activity, initiative, and responsibility”.
 Schaufeli et al., “positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and
absorption.
These definitions give a broader scope of Engagement. Gavett refers to an HBR classic on employee motivation, in which the
famed management psychologist Frederick Herzberg argued that workers respond positively to more responsibility and authority
in their daily tasks. This finding is resonant with self-determination theory, a well-established research program in psychology
that has identified the universal human need for autonomy. In other words, people generally do well when they are empowered to
make choices and decisions for themselves. Research shows that factors such as social support and feedback can drive positive
experience. Managers and HR professionals need to understand these and other robust psychological theories to effectively shape
their engagement efforts.
MEANING OF EMPLOYEE ENGAGEMENT
Engagement is described in terms of the extent to which an employee experiences themselves acting from and deploying their
unique strengths and human personality in their work; Experiences themselves in an adult relationship with their work, and
feeling all the emotions (both positive and potentially negative) associated with being in “full contact” with the reality of their
accountability and freedom; Offers their “discretionary effort” on top of what is expected and necessary to keep their job, in
service of the community in which they’re working; and Feels a connection between what brings them personal meaningfulness
and what they’re participating in creating in the organization.
STRATEGIES TO LEVERAGE ENGAGEMENT
Four Major strategies are identified to leverage Employee Engagement. They are Communication, Career Opportunities,
Leadership competencies and Performance Management. An effort is made to explore these strategies based on existing research
work.
COMMUNICATION AND EMPLOYEE ENGAGEMENT
“Wise men talk because they have something to say; fools, because they have to say something”
Plato
“Communication makes a positive difference in employee engagement. High-engagement employees receive communication
from their supervisors and senior management far more frequently than low engagement employees.” (Watson Wyatt, 2006)
According to Melcrum’s global employee engagement survey conducted in October 2007, only 22 percent of the 1,100
respondents think their leaders are consistent in communicating core messages about their organization, function or a specific
initiative. The remaining 80 percent feels their leaders are sometimes or not at all consistent in their communications. Research by
Watson Wyatt, the human capital and financial management-consulting firm, in its “2005/2006 Return on Investment Study”
reveals the following:
• Companies that communicate effectively have a 19.4 percent higher market premium than companies that do not.
• Shareholder returns for organizations with the most effective communication were more than 57 percent higher over the
last five years (2000 – 2004) than were returns for firms with less effective communication.
• Companies that are highly effective at communication are 20% more likely to report lower turnover rates than their
peers are.
Research clearly establishes the role of communication in engagement. Therefore, management should focus on designing a
communication strategy, which will:
• Define and prioritize the audiences who will receive the messages and focus on the common ground between them.
• Identify the current mindset of key audiences. To address concerns and negative perceptions or to leverage positive
assets, it is critical to know what people think and feel about a specific topic. The more you know about what your
audience is thinking, the better you are able to influence them.
• Articulate clear, credible and compelling messages about the topic.
• Outline the key behaviors and expectations for each audience receiving the messages.
• Align the teams charged with communicating messages. Building trust and credibility is about consistency of messaging
across different touch points. Without alignment, leaders say what they want without as much focus around strategy.
• Validate the implementation plan and identify any gaps.
Internal communication within the organization can have a dramatic, if not revolutionary, impact on the conduct of business.
From the time it takes to make a business decision to the level of stability within the organization, highly effective internal
communication has the potential to affect virtually every type of business outcome within a company with an eventual positive
impact on the company’s bottom-line financial performance.
CAREER OPPORTUNITIES AND EMPLOYEE ENGAGEMENT
“If one does not know to which port one is sailing, no wind is favorable.”
Lucius Annaeus Seneca
One of the most influential factors of employee engagement is career and growth opportunities. They contribute to an important
purpose and the chance to continue and develop the skills of the employees. So advancement or contributing to something, which
employees deem important and worthwhile work and continued educational development are high on their priority list of what
excites them about a job.
The organization should have a defined process to establish and manage long-term career plans for all employees that align
employee strengths and interests with career goals and opportunities within the organization. As part of this process, the
organization should provide skills development, coaching and mentoring to ensure employee career growth and goals. Career
development should be employee-driven, manager enabled and supported by the organization and its guiding talent management
strategy.
The increasing interconnectivity among organizational functions calls for a more interconnected method of movement within an
organization and within individual career advancement. The traditional psychological contract between employers and employees
in which lifelong employment was guaranteed has ended. Employers should focus more on helping employees build
employability so that they are able to make any number of career changes — vertically or laterally. The hierarchies that once
made straight career paths simple are disappearing, and organizations have become flatter.” It is paramount for organizations to
embrace and capitalize on this shift if they aim to ensure that career development opportunities remain a key lever for increasing
employee engagement and satisfaction.
LEADERSHIP AND EMPLOYEE ENGAGEMENT
The function of leadership is to produce more leaders, not more followers.

Ralph Nader
Leaders are a vital ingredient in the success of employee engagement. Leaders also play a crucial role in fostering the engagement
of subordinates. Leaders who are high in task behavior and support behavior have been shown to be effective at promoting
engagement (Schaufeli & Salanova, 2008).
Leadership promotes engagement by increasing employees' perceptions of social support (Lyons & Schneider, 2009).
Bono and Judge (2003) observed that leadership was positively associated with followers' self-concordance. Self-concordance is
associated with creative and extra-role performance.
Kahn (1990) identified management style and process as important for psychological safety. In particular, supportive, resilient,
and clarifying management lead to greater psychological safety. Supportive management allows individuals to try new things and
to fail without the fear of negative consequences.
Schaufeli and Salanova (2008) argue that transformational leaders (Bass, 1985) are particularly effective at producing engagement
because they are inspiring and visionary.
Zhu, Avolio, and Walumbwa (2009) demonstrated that, in fact, managers' perceptions of the leadership qualities of their executive
leaders were positively associated with the managers' own engagement.
To provide the environment where employees can be successful in both the core job and the non-core job roles, a few things are
necessary:
 Leaders themselves have to be engaged; they need to work and succeed in both their core job and non-core job roles.
 Leaders need to clearly articulate how each role helps support the business strategy and plan.
 Leaders have to create an environment where the non-core job roles are valued, and they must remove barriers to
employees' working in the non-core job roles.
Leaders can also provide employees with resources that can enhance their competencies. A leader should provide employees with
social support and develop engagement by providing assignments and that are challenging. Leader’s goal should be to inspire his
employees to become the best version of themselves that they can possibly be. Inclusion of the employees in making decisions or
enhancing procedures that affect them whenever possible will show that they are respected and their inputs are valued. Inspiring
leadership, sincere caring for employees, building trust and demonstrating respect for employees, communication are some
important components, which leaders should possess in leveraging employee engagement.
PERFORMANCE AND EMPLOYEE ENGAGEMENT
“An ounce of performance is worth pounds of promises”
Mae West
Performance management is a critical aspect of organizational effectiveness (Cardy, 2004). Because it is the key process through
which work is accomplished, it is considered the “Achilles Heel” of managing human capital (Pulakos, 2009) and should
therefore be a top priority of managers (Lawler, 2008). However, less than a third of employees believe that their company's
performance management process assists them in improving their performance, and performance management regularly ranks
among the lowest topics in employee satisfaction surveys (Pulakos, 2009).
J. A. Grumman, AM Saks, stated that Performance Management begins with a performance agreement that outlines what
employees will be expected to accomplish. The parameters of a job, its associated goals and performance indicators should be
subject to negotiation in order to foster engagement. Psychological contract should be reviewed to facilitate the development of
engagement. The focus on job design, leadership, coaching, supervisor support, and training should be emphasized in order to
assist employees and facilitate the development of engagement. Performance & engagement appraisal and feedback focuses on
perceptions of justice and trust as drivers of engagement, as opposed to the common focus of performance appraisals on rating
accuracy. Creel man identifies five elements that are usually found in engagement measures and goes on to explore the
relationship between these elements and the performance management process:
- CLARITY: Goals should be clearly specified.

- SUPPORT: Support should be provided at every stage to achieve the goals.
- FIT: Check for competencies and find a fir between employee and task.
- FEEDBACK: There should be channelized feedback system.
- DEVELOPMENT: There should be enough scope and opportunities for the employee to develop.
Effective performance management process signals to the employee that their training needs and their development are being
taken seriously by the organization. Performance Management System is a holistic tool, which will consider the motivational,
perceptual and behavioral aspects of the individual. Therefore, Engagement will be an illusion without effective Performance
Management System.
RECOMMENDATIONS
For organizations, the challenge is to shift from their traditional focus on getting more out of people, to investing in meeting
people's core needs so they are freed, fueled, and inspired to bring more of themselves to work, more sustainably. Based on the
survey of literature the following recommendations are made to leverage talent engagement.
 Communication: Employees need to know the “big picture” – and how their tasks fit in the greater scheme of things.
 Align and play to employee strengths - Ensure daily priorities fit with company objectives, mission and vision, and that
the right players are on the field.
 Educate and empower frontline managers - They need to know what engagement looks like and be able to model it
themselves.
 Build a strong foundation - Managers need to get to know their people, align personal and organizational goals, provide
coaching, recognition and feedback and match mission critical projects with employee skill sets and aspirations.
 Cascade an engaged organization from the top - Ensure senior managers are inspired and actively engaged with
organizational goals and outcomes. This will be syndicated throughout the organization.
 Provide opportunities for employees to work on projects that are slightly beyond their current skills and knowledge
 Above all, encourage, reward managers for developing their employees, provide resources, and support for managers to
develop their employees.
CONCLUSION
The ultimate goal of employee engagement is to give employees the support, resource, tools they need and motivation that they
require so that they have no reason to disengage and plenty of reasons to stay excited about their job. A leaders primary
responsibility is to inspire employees to become the best version of themselves and give 100% to the mission and business goals.
Leaders at all levels need to understand that their employees are their internal customers and it is vital that they care for them as
they would the external customers. Empower your people, particularly the most engaged employees, to share stories, exchange
ideas and disseminate best practices across the business "Invest your energy in what you have the power to influence. Don't invest
energy in what you can't influence, and have the wisdom to know the difference."
REFERENCES
1. Blessing White. (2010, December). Employee Engagement Report 2011. Retrieved from
http://www.blessingwhite.com/eee__report.asp.
2. Watson Wyatt Worldwide. (2002). Employee Commitment Remains Unchanged.... Retrieved from
http://www.watsonwyatt.com/research/resrender.asp?id=W-557&page=6.
3. Harter, James K., Frank L. Schmidt, & Corey L. M. Keyes (2003). Well-Being in the Workplace and its Relationships
to Business Outcomes. Flourishing: the Positive Person and the Good Life: 205- 244. Retrieved from
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4. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of
Management Journal, 33(4), 692-724.
5. Kahn, W. A. (1992). To be fully there: Psychological presence at work. Human Relations, 45(4), 321-349.
6. Kotter, J. P. (1973). The psychological contract: Managing the joining-up process. California Management Review, 15,
91-99.
7. Kuhn, T. S. (1996). The study of scientific revolutions (3rd ed.). Chicago. IL: University of Chicago Press.
8. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology,
21(6), 600-619.
9. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and
engagement: a multi-sample study. Journal of Organizational Behavior, 25, 293-315.
10. Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Bakker, A. B. (2002). The measurement of engagement and
burnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71–92.
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26-29.
12. Wilson, F. (2004). Organisational Behaviour and Work-A Critical Introduction (2nd ed.). Oxford: Oxford University
Press.
*****
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Volume 2, Number 4, October – December’ 2013 ISSN (P):2279-0950, (O):2279-0969

ENVISIONING & RETROSPECTION OF CUSTOMER PSYCHOANALYTICAL

Multiplicity, Impasse, Perceptual Mapping, Communities, Customer Decision etc.

HUMAN PERCEPTUAL PROCESS WITH CONTEXT TO BUYING PERCEPTIONS

Figure-1: Tentative Model of Human Perception

Sources: Authors Compilation

1Principal, Cordia Institute of Business Management, Punjab, India, dr.gsthakur@gmail.com

RIGHT vs. LEFT BRAIN ROLE

Contribution by Neuroscientist Herculano-Houzel

The Right Brain

Figure-2: Model of Human Brain: Right vs. Left Brain

ROLE OF LEFT & RIGHT SIDE OF THE HUMAN BRAIN

Lef t Side Brain

Sources: https://www.google.co.in (www.davidicke.com) & www.google.co.in (www.ucmas.ca)

Review and Retrospection of past studies/views/opinions with reference to Marketing Perspective

Worth Un-quoting and Reproduction of Forrester Research, Inc., views as follows:

Chart-3: Tentative Changing Orientation of Customer Since 1990’s

Sources: Authors Compilation

Left-Brain Marketing Effectiveness; based on factual variables

 Maps of customer purchase path,

Right -Brain Marketing Effectiveness; based on emotions & sentiments

5. Denise, Corcoran. Retrieved from www.businesspundit.com

7. Gregory, Richard. (1987). Perception in Gregory. Zangwill, 598–601.

11. Roger, Dooley. Retrieved from www.neurosciencemarketing.com.

12. Schacter, Daniel. (2011). Psychology. Worth Publishers.

14. Retrieved from www.businessknowhow.com

15. Retrieved from www.empoweredbusiness.com/Newsletter_signup.html

16. Retrieved from www.davidicke.com

17. Retrieved from www.ucmas.ca

18. Retrieved from www.guardian.co.uk

19. Retrieved from www.neurospire.com

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ANALYZING THE FACTORS AFFECTING CAREER CHOICES OF PROFESSIONALS

Academic Marks, Attitude, Career Choices, Influencers, Professionals etc.

1. To determine whether the academic marks influence the profession to be chosen.

2Ph.D. Guide, Nagpur University, Maharashra, India, arunphanda_123@rediffmail.com

Table-1: Summary of Sample Characteristics

RESULTS AND DISCUSSION

Hypothesis H1: Academic marks influence the profession to be chosen:

Personal Gender Influence

Gender * Personal Gender Influence Cross tabulation Chi-Square

Influencing factor For Career Choice

Factors Affecting Choice of Current

Source Of Information About Profession

CONCLUSION AND SUGGESTIONS

8. O’Brien, T. (1996). A case study of six students in workbound. University of Wisconsin-Milwaukee.

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NETWORK ANALYSIS: AN EFFECTIVE DETERMINANT OF

Network Analysis, Organizational Communication System, Dairy Co-operative Organization etc.

Raw Score Mean

FINDINGS AND DISCUSSION

Table-1: Direction of Communication Flow at Different Levels of Management

Direction of Levels of Management Mean Score

Upward Communication (communication with Superiors)

Types of Messages Levels of Management Mean Score