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1. Title of the paper: 2.

Technical Track:

Managing with Stress & Creating Work Life Balance HR Practices in the Changing Workplace and Societal setup

3. Name and particulars of authors: a) Ms. Sakshi Chouhan Designation: Research Scholar, Specialization Area: Marketing& HR Official Add: Dept. of Business Administration, UCCMS, MLSU, Udaipur. Residencial Add: 59, New Fatehpura, Behind Royal Motors, Udaipur. Contact no. +91 9414156030 Email- chouhansakshi@gmail.com

b ) Dr.Vineet Kumar Jain

Designation: Assistant Professor Specialization Area: HR & Finance Official Add: MBADeptt., Advent Instt. Of Management, Fernion ka guda,Badi, Udaipur. Residencial Add: 287-A, Sector-14, 100 feet road,Opp.SBBJ, Hiran Magri, Udaipur. Contact no. +91 9460921193 Email- vikuj5678@gmail.com

Managing with Stress & Creating Work Life Balance


Abstract "Stress is like spice, if put in the right proportion it enhances the flavor of a dish. Too little produces a bland, dull meal; too much may choke you." -Donald Tubesing The number of employees in an organization is increasing in the current corporate world and there enormous growth is observed in the corporate jobs due to immense privatization & outsourcing. In India this change in an increase in private employment has occurred during the last few decades. As todays generation specially working force faces difficulties in attempting to fulfil the demands of both worlds, at home and outside, while a housewife may feel tired and irritated with her household chores and financial dependence. To be financially independent, people have to find employment at an early stage & also continue education. All these causes stress for these groups in balancing their personal, educational and professional life. As people work long and hard to get to the top of the employment ladder, competing with their counterparts to make it to the management positions of organizations which results in some or the other form of distress. Despite the efforts to attain high powered positions, it has been observed that some workers & bosses are responding to the stress of the jobs with irritation and re-direct their pressures to employees and co-workers and also on their family members. Along with this pressure to manage home and to take care of spouse, children, parents and society also results in trouble and going in distress. The present study aims at finding the major factors causing stress, difficulties faced due to stress and suggesting such innovative tactic which will help the employees to get out of stress. Stress is like an iceberg. We can see one-eighth of it above, but what is below can be only felt after having an encounter with it

Objective of the study


Extensive research has been done on stress management but this paper aims at finding something new or rather innovative. Through this research paper researchers are trying to find major causes for increasing stress among workers due to imbalance between work and home life. Along with this attempt is made to suggest new and innovative tactics which could help them in getting out of this kind of stress due to work life imbalance.

Methodology & Rationale


This study is based on a survey of 100 employees (male & female) of different companies working in same conditions. All employees are of nearly same age group. The information is gathered through a questionnaire reflecting their opinions. The result will show that which factor is the most responsible one for the stress & also which type of effect of stress is most common. Then the suggestions will be given to cope up with the stress under the assumption that most of the factors of their work environment are unchangeable & uncontrollable, but how they can manage to get out of it.

Introduction
Stress, a well known word today being heard everywhere from a school student to a top level executive of a big company has gained momentum during recent years with the growth of corporate culture and more advancement. Rapid industrialisation, privatisation has given us many benefits like high living standards, easy availability of all things, high income but on the other hand, has given many problems like stress and its different types of impacts. The post liberalisation regime has brought many improvements in the Indian economy but if actually seen at a big cost of workers sacrifice regarding their health, mentality and output. The multinationals have inculcated such a culture that workers have been forcibly become workaholic. They run after money like anything as if it has become the top priority for them in their life. They are initially not able to see the future which is carrying many problems for them.

Stress is a worldwide element which is experienced by employees around the globe Stress in employees is a major concern for every organization today. It happens when people face constraints, challenges, or fear of losing something they want. It sometime is a response of the people due to irrational or excessive pressure created on them. Stress is a term that refers to sum of physical mental emotional strains or tensions on a person or feelings of stress which result from interactions between people and their environment that are perceived as straining or exceeding their adaptive capacities and threatening their well being. The factors of perception indicate the human stress responses reflect differences in personality as well as differences in physical power or health (Ghaleb, 2008). Today youth is also having high levels of unemployment and job insecurity; companies are edging on heavy productivity with a lesser workforce. Stress is sometimes positive and sometimes negative. It depends on the person facing stress, how he/she deals with it. Stress to some extent is necessary as it is a part of job. Target, goal, and objective attainment require stress at certain level. As this may also bring out the best in individuals at times. Stress forces an individual to find out something new and smarter way of doing a task. This positive aspect of stress is called as Enstress. But usually, stress has a negative implication also and this negative portion is termed as Distress. Stress is a mental or physical phenomenon formed through ones cognitive appraisal of the stimulation and is a result of ones interaction with the environment. The existence of stress depends on the existence of the stressor or the sources of stress (Lazarus & Folkman, 1984). Hence feeling stressed for a long time can affect ones mental and physical health.

The high rates of amalgamations, globalization, technological advancement, and restructuring has changed the organizational work over the last few decades resulting in time load, excessive work order, role conflicts are causes of stress in the work place. The increasing demand of job has affected both personal and home life of the employees. This put lot of strain on relationships with spouse, children and other family members due to overrequirement of job, inflexible work plans, excessive travelling etc.

Data Analysis and Interpretation:


The data collected was analyzed and discussed in the following manner:
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Table 1 Showing factors resulting in stress S.No. 1 2 3 4 5 6 7 8 9 10 Total Factors 24 X 7 work pressure Lack of flexibility at workplace Disputes with Colleagues and Seniors Target Incompletion fear Competition with co-workers Job insecurity Extensive travelling Health Constraints Family Commitments EMI/Loan Repayment No. of Respondents 26 12 3 10 7 8 9 9 10 6 100 Percentage 26 12 3 10 7 8 9 9 10 6 100

Graph 1 Showing factors resulting in Stress in percentage

Factors Causing Stress


24 X 7 work pressure 9% 26% Lack of flexibility at workplace Disputes with Colleagues and Seniors Target Incompletion fear Competition with co-workers Job insecurity 9% 12% 8% 7% 10% 3% Extensive travelling Health Constraints Family Commitments EMI/Loan Repayment

10%

6%

Table 1 shows the primary factors resulting in causing stress among the workers.. Out of 100 respondents, majority (26%) of respondents feels that 24*7 work pressure create maximum stress among the employees while lack of flexibility and too much workload ( i.e. 12%) at work place are second important factor resulting in stress. The next being (10%) is that of fear of incompletion of targets & family commitments. After this comes extensive travelling & health constraints, both being at (9%).job insecurity occupies the next position at (8%).Competition with co-workers is faced by( 7%) of workers and (6%) have problems in repayment of loans taken by them. The last & the least is the percentage (3%) which is having disputes with colleagues & seniors. Table 2 Showing various outcomes and difficulties faced due to stress

Various outcomes and S.No. 1 2 3 4 5 6 7 8 9 difficulties Over reaction Obsessiveness Tiredness Ignorant Behaviour Short Temperedness Anxiety/Fear Regular Visit to doctors Complaints by Family Increased heart rate/ B.P Back pain and Eye sight 10 problem Total 10 100 In Number 11 13 15 5 12 8 5 9 12

Response In Percentage 11 13 15 5 12 8 5 9 12

10 100

Graph 2 Showing result of Outcomes and Difficulties due to Stress in Percentage

Outcomes and Difficulties


15 13 11 5 12 8 5 9 12 10

Table 2 shows that the maximum employees show the signs of tiredness, i.e.,15%. The next comes the obsessiveness which is a behavioural output developed as a result of stress, it is 13%.The next major outcome is in form of health as well as behavioural change ,increased heart rate/high blood pressure and short temperedness, both by 12%.Behavioural change is again observed in form of over reaction ,by 11%.The next is also a health problem, back pain & weak eye sight reported by 10%. Another major impact is on the family ,who makes complaints about themselves not getting proper attention & time which is 9%. Anxiety/fear is reflected in 8% of workers, it is much more actually speaking, but many people are not able to recognise it in time. The least is the ignorant behaviour & regular visit to doctors, shown by 5%.The actual percentage may be much more but few people visit doctor and disclose their problems and few only take less burden & become more free in the form of neglecting small things.

Findings:
Everyone knows what stress is all about. Stress is a wide phenomenon as it seems to have universal spread. It depend upon the stress levels that how much stress has affected the person. However, this study is about employees stress with special focus on the work stress and personal life stress. Many people think they understand stress, its factors and its impact on them. But it is

not always true. In reality, stress is complex and often misunderstood. Under the outcomes of stress, the findings tell us that: 1. Work pressure is the biggest factor causing stress among majority of the workers. In every organisation there are very less workers and amount of work is more which results in this problem. The effect of this burden is reflected in the form of tiredness which is shown by maximum number of workers. 2. Workload is second major factor causing stress. One individual has to see work of many types at the same time which causes mental fatigue resulting in tiredness & obsessive behaviour. 3. Due to work pressure & workload, workers develop fear in their minds whether work and the set targets will be completed in time or not, if not they will be fired or have to face problem with the boss or sometime even the management and even their incentives may be cut down.this aspect results is short-temperedness as they become nervous & fearful. Again as a result , they develop health hazards like increased heart rate and even high blood pressure, in some cases insomnia, the problem of non-sleeping. 4. Due to all these reasons, workers are not able to give proper & adequate time to the family members and as a result, the family commitments are not met, thereby increasing the distance between the family members and conflicts which affects everyone in some or the other way. this reason also leads to health problems mentioned above. 5. Next comes the problem due to extensive travelling, either travelling long distances or covering many nearby places in a short span of time. This causes tiredness as well as mental pressure as many people have to be met, distance to be covered and many a times, no rest is taken as time shortage is there or next means of transport has to be taken and so on. As a health hazard the workers show many of the above mentioned symptoms as well as over reactiveness in many cases as they are not able to express themselves fully in front of others but keep things in the mind but it comes out in this type of unusual behaviour which they themselves are not able to understand many times. 6. Competition with co-workers also leads to many problems. Most of the workers are lacking self-confidence so they always fear that another person may perform better or even cross his own
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benchmark and as a result management may give another person more weightage and may loose job very soon. Sometimes, it actually happens due to gender biasness, caste ,religion, regionalism & a good worker despite his full devotion & sincerity has to loose the job and all these cause many problems. 7. Back pain, eye-sight problems are becoming very common amongst corporate workers in addition to other common health hazards. As a result, frequent visit to the doctors have become a common practice which results in time & money losses and also leading to behavioural problems. 8. Many workers who struggle for long with all such problems & hazards and do not find a permanent solution for them, change themselves and become ignorant about work, problems, instead of solving the problem rationally, they try to avoid it and do not pay much attention to it. This again results in their inefficiency and overall output is reduced. 9. A very strange problem also was observed which relates to the repayment of the loans taken by the employees. Initially when they join, they have dreams in their mind that with such big amount of money they will fulfil all their dreams. They do not wait long and buy many things at loan, instalments and when they begin to face such problems during work tenure, and find extra expenses which they have not thought beforehand, they find difficult to meet both ends meet but still work hard unwillingly to fulfil the commitments.

Innovative tactics for Employee


Stress is everywhere in modern life. Identifying and minimizing employees stress as soon as possible and provide adequate support to the employee is very much necessary as it may take a giant shape in future harming a lot. Work pressure is the biggest factor causing stress among majority of the employees in the research. The effect of increasing work burden is reflected in the form of tiredness which observed in majority of respondents. The various tactics discussed in the study will help in minimising the level of stress and will also results in making their work and home life balanced. 1. Helping yourself is the best way to get out of excessive stress. The employees can have emotional intelligence at workplace consisting of self awareness, self10

confidence and self-control. Along with this the employee must set his/her own work standards rather than someone else's. As standards need to be completed by them, need to be set by themselves only since no one else knows you better then you yourself know. 2. Involving employees in some or other kind of activity such as games, club membership, formal and informal get-together, etc will result in relieving the stress. 3. Positive thinking and attitude helps to reduce stress & even finish totally in many cases. Yoga, meditation, morning walk and jogging, spiritual habits, good and relaxing sleep with a comfortable pillow, healthy diet, etc are very effective strategies. 4. Non-attachment to any object, person can relieve employee from stress. Bhagwadgita teaches that if a person is non-attached to any object or a person he/she will only concentrate on his duty and be free of stress since he will develop a feeling of non-belonging also, 5. Using of social networking sites such as Face book, Orkut, Twitter, YouTube etc are the best way to be in contact with friends and relatives. This will act as a stress buster for a employee facing loneliness and stress due to various reasons. 6. Sharing feeling with others is the best strategy. As it is said if things are discussed with others this can leads to better solutions. This will help in giving emotional support and mental relaxation. While if the employee is facing occupational stress he/she can discuss it with the boss for getting a solution or relief from it.
7. Prioritisation of task at home as well as in office is very essential to balance the

work life. Employee must try to work smartly and not too long. 8. Excessive work of the office must not be carried at home. Only to a certain extent if necessary must be done at home. This will help to reduce stress and work with comfort at home. 9. To balance work and home life, the employee must keep in mind to spend time with his/her spouse, children, and parents. They must understand the feelings of family members. 10. We cant make everyone happy all the time. Therefore the art to simply say No must be learnt by people facing stress due to overwork.
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11. Conflicts at home and at work place must be minimized so that they are not carried from office to home and from home to office disturbing both the life.

Suggestions to Organisations:
Organisations are required to change their traditional work pattern and do not overload the workers. They should in addition to the above mentioned tactics should revise them and introduce new things as the requirements are changing with time. Regular counselling for workers should be arranged to know their insight and help them in case of needs. Instead of maximising profits, workers welfare activities should be maximised since if workers are fit and fine, profits will be definitely maximised. Workers are the biggest assets for any organisation, if they are cared for, many efforts of other type will be saved.

Conclusion
Today in every profession there is stress. Professions as diverse as teachers, receptionist or customer service employees who handle complaints all day, law enforcement officers, and many others positions often make themselves as a part of published lists of the "most stressful jobs." But specially when we talk of the corporate sector, a different scene is observed where employees one the one side have good income, but on the other hand face so many different types of problems whether at official level or at domestic level.
The major role behind reducing stress goes to employers and family members of the employee under stress. Employer plays an important role in managing stress as he provide flexible work place to the employee to make a balance between work life and home life. The most obvious factors resulting in stress could be the working environment, workload, job insecurity and poor communication between colleagues or between employees and management. Employer can also establish trust and a dialogue with the individual concerned, assess those factors that contribute to stress and also find out the reasons for the observed stress symptoms. This will result in making stress free work climate. Employer must also plan innovative strategies such as office picnics, birthday celebration, various training courses related to stress.

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Employers have begun to understand the challenge for workers to manage both office and home together. Though now a days organizations have come up with many stress relieving solutions like health clubs, gymnasiums, indoor games, crches for children, care homes for aged people in the family of workers. Companies have to understand the requirement of managing stress among workers to make the environment conducive which can retain skilled & talented workers. Hence the organization must endow with incessant learning, mentoring, coaching, guiding, counselling, opportunities for self development, time management to handle their responsibility at home along with office to cheer them to take higher responsibilities of various new projects. A smile on a face of all family members at the end of the day when employee returns back to home is much more than anything. Life seems to be worth living when a family sits together for a dinner and share the day activity spent. Now by using the following innovative strategies suggested in this paper will surely result in managing the stress at initial level itself. But stress cannot just be viewed by facial expression, body language, or some ones general character. Stress is something that is felt, and it is essential that the one, who feels stressed out, can come to the realization that they are stressed out, and one must take a step back, and relax. Hence the most important role lies with the person himself facing the stress.

References
1. Ghaleb, T. (2008), Physicians Suffer from Higher Levels of Stress. Retrieved on 11 th Dec, 2012 from http://www.yobserver.com/sports-health-

andlifestyle/10014240.html#comments#comments. 2. Gupta S.P.,Statistical Methods, Thirty-Eighth Edition (2008), Sultan Chand & Sons, New Delhi. 3. Kothari. C. R., Research Methodology, Vikas Publishing House, New Delhi 4. Lazarus, R. S., and Folkman, S. (1984). Stress, Appraisal, and Coping. New York: Springer

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Labour welfare Measures- Awareness and Satisfaction Level Among workers with reference To Textile Industries In Punjab
Minakshi Garg* Dr. Pardeep Jain**
* Research Scholar, Deptt. of Management, SLIET Longowal, Distt Sangrur Punjab ** Professor, Deptt. of Management, SLIET Longowal, Distt Sangrur Punjab * minakshi_garg100@rediffmail.com(91-9815000157) ** pardeep_jain2000@yahoo.com(91-9463563064)

The term welfare suggests the state of well being and implies wholesomeness of the human being. It is a desirable state of existence involving the mental, physical, moral and emotional factor of a person. Adequate levels of earnings, safe and humane conditions of work and Access to some minimum social security benefits are the major qualitative dimensions of employment which enhance their productivity. They should not be treated just as a source for production but due regard should be given to their emotions, sentiments, living conditions and above all to their grievances to increase their commitment and bonding with the company. These days various organizations are spending on labour welfare and government has enacted many labour welfare laws so that the industrial worker is able to taste occasionally the better things of life. But whether the labourer are aware of their rights or not, whether they are highly satisfied with these measures or not is difficult to answer. The present study is an Endeavour in this direction. In this study cotton textile industry is selected. The study has been undertaken in the cotton textile industry as it is one of the oldest and most firmly established industry. The Indian Textile industry occupies an important place in the economy of the country because of its contribution to the industrial output, employment generation and foreign exchange earnings. Keywords: Welfare Measures, Textile industry, Awareness, Satisfaction, Productivity

Introduction
With the increased industrialization the past practice of workers from villages coming to industries only during off season is diminishing and a large section of industrial workers today entirely depends upon their industrial employment for its livelihood. If care is being taken for
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their welfare, they will be satisfied and their productivity will increase. Labour welfare measures are an effort towards relieving the industrial workers of their worries and making them happy. Anything done towards the well being of labour force comes under the purview of labour Welfare. As a matter of fact the whole field of welfare is one in which much can be done to combat the sense of frustration of the industrial worker, to bring about maximum satisfaction, to relieve him of personal and family worries, to afford him a means of sphere in which he can excel all others to keep him to wider conception of life. Welfare work refers to the efforts on the part of employers to improve within the existing industrial system the conditions of employment in their own factories. Any arrangement of working conditions, organization of social and sports club and establishment of funds by firm, which contribute to workers health and safety, comfort, efficiency, economic security, education and recreation is labour welfare measures. It is generally agreed that labour is an underprivileged section of our society. The working environment of any job in a factory imposes some adverse effects on the worker because of the heat, noise, odour, fumes etc. involved in the manufacturing process. There are also occupational hazards and environmental problems inherent and inevitable in the manufacturing process itself, which cannot be removed. As a result protective devices and compensatory benefits have to be provided for labour welfare. Welfare activities influence the sentiments of the workers, when they feel that both the employer and the Government are interested in their welfare and happiness, their tendency to grouse and grumble disappear. This leads to industrial peace which in turn open the way for the development of the country.

Literature Review:
With the dawn of independence, welfare measures for upliftment of labour class were intensified. After independence, the government at a tripartite conference in December 1947 adopted the industrial truce resolution. Several legislations, including the following, were enacted to maintain industrial peace and harmony: Factories Act, 1948, Employees State Insurance Act, 1948 and Minimum Wages Act, 1948. The payment of bonus act was passed in 1965.Kumar P.Ashok (2012) in his study on Labour welfare measures in Salem Steel plant examines the significance and objectives of labour welfare and concluded that labour welfare measures helps to promote industrial relations and to reduce the level of absenteeism.

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Shobna Mishra and Dr. Manju Bhagat (2010) in their principles for successful implementation of labour welfare activities stated that labour absenteeism in Indian industries can be reduced to a great extent by provision of good housing, health and family case, Canteen, and provision of welfare activities. The principles for successful implementation of labour welfare activities are nothing but an extension of democratic values in an industrialized society. Report of National Commission on Labour (2002), Government of India, made recommendations in the area of labour welfare measures which includes social security, extending the application of the Provident Fund, gratuity and unemployment insurance etc . A study conducted by Saiyaddin examined the purpose and cost of non-statutory welfare activities for the organizations. Five public and six private sector organizations were selected for the study. The study brought out an important conclusion that the most predominant theme in the minds of organizations when they think of the voluntary welfare measures was not only the output and efficiency but also increasing loyalty and morale. In respect of cost, the study revealed, that the public sector organizations spend more on welfare activities, as compared to private sector. While public sector spends more on transportation and recreation, private sector was found to be spending more on housing according to the study. S.K. Srivastava (2002) studied the impact of labour welfare on job satisfaction in Public & Private sector in Kanpur city results indicate that welfare activities affect the workers attitude towards management and job satisfaction in both the sectors. If labourers are satisfied their attitudes are also pro and positive attitude pays a great role in the development of an organization. K.K. Jacob (2002) study examines industrial relation in public sector in Kerala. Attention has been paid on exploring the nature and extent of industrial disputes, settlement machinery, working conditions and welfare facilities. He concludes that low wages and bonus, poor working conditions and welfare facilities are the most important factor responsible for industrial disputes. K.L. Bhatia (1986) in his study on the administration of workmen compensation law found that the graver the effect of the accident, the need of help of a trained lower becomes more frequent. There seems to be an immense need of providing free legal aid and advice to the claimants under the Workmen Compensation Act. Also he found that the quantum of compensation fixed by the law did not appear to have been formulated with an eye to the future. There is need for enhancement of compensation in this age of inflation.

Scope of the Study


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The study has been undertaken in the cotton textile industry as it is one of the oldest and most firmly established industry. The concept of labour welfare is dynamic bearing a different interpretation from country to country and from time to time and even in the same country according to value, system, social institutions, degree of industrialization and general level of social and economic development. The scope of labour welfare can be understood by considering both statutory and voluntary welfare measures undertaken by the employers The scope therefore cannot be limited to facilities within or near the undertaking in textile industry in Punjab.

Objectives of the Study:


To Study the extent of awareness for Labour welfare measures among workers. To Study the level of satisfaction among workers for Labour welfare measures. To suggest the ways which can fulfill the future needs and aspirations of the workers.

Methodology:
The research design used in this study is descriptive. The study used both primary and secondary data.The primary data collected from respondents through Schedules. Convenience sampling method is adopted to carry out the study. In this connection, 250 workers from textile mills are selected covering almost all the departments on gender ratio of 50:50. In this study the schedule consist of mostly close ended questions with 5-point Likert Scale i.e Highly Satisfied, Satisfied, Average, Dissatisfied and Highly Dissatisfied. The Statistical tools applied for the study is percentages , weighted average mean and Chi Square. The secondary data is collected with the help of various company records, Company manual, Internet, journal, books etc.

DATA ANALYSIS AND INTERPRETATION:

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TABLE I: AWARENESS ON STATUTORY WELFARE FACILITIES

S.No

AWARENESS ON STATUTORY WELFARE FACILITIES

NO. OF RESPONDENTS 30 150 30 20 20 250

PERCENTAGE

1 2 3 4 5

Extremely aware Moderately aware Somewhat aware Slightly aware Not at all aware Total

2% 60% 12% 8% 8% 100

Interpretation: It is witnessed from the above table that

60% of the respondents

are

moderately aware about welfare facilities with 12% as somewhat aware. On the other hand 8% of the respondents stated that no awareness about statutory welfare facilities. From the analysis, it is concluded that most of the respondents having awareness about statutory welfare facilities.

TABLE II: SEX AND LEVEL OF AWARENESS ON STATUTORY WELFARE FACILITIES

S.No Extremely aware Male Female 20(66.7%) 10(33.3%) 30

Level Of Awareness Moderately aware 83(55.3%) 67(44.7%) 150 Somewhat aware 14(46.7%) 16(53.3%) 30 Slightly aware 5(25%) 15(75%) 20 Not at all aware 3(15%) 17(85%) 20 125 125 250 Total

Interpretation: It is lime lighted from the above table that the percentage of extremely aware of Statutory welfare measures in textile industries was the highest (66.7%) among the Male category of the respondents and the same was the lowest (33.3%) among the female category of the respondents. The percentage of moderately aware of Statutory welfare measures in textile industries was the highest (55.3%) among the Male category of the respondents and the same
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was the lowest (44.7%) among the female category of the respondents. Whereas percentage of not at all aware of Statutory welfare measures was the highest (85%) among the female category of the respondents and the same was the lowest (15%) among the male category of the respondents. In order to find the relationship between sex of the respondents and level of awareness on Statutory welfare measures in textile industries, a chi-square test was employed to test the hypothesis and the result of the test is shown in the following table.

Ho : There is no significant relationship between the sex of the respondents and level of awareness on Statutory welfare measures in textile industries.

H1: There is a significant relationship between the sex of the respondents and awareness on Statutory welfare measures in textile industries.

TABLE III: SEX AND LEVEL OF AWARENESS ON STATUTORY WELFARE MEASURES (CHI-SQUARE TEST)

Value

Degree of Freedom

Table value at 5% Significant

Pearson Chi square

14.34

9.49

Interpretation: It is witnessed from the above table that the calculated chi square value is more than the table value at 5% significance level. Hence, the null hypothesis Ho is rejected and alternative hypothesis H1 is accepeted. From the analysis it is concluded that there is significant relationship between the sex of the respondents and level of awareness.

LEVEL OF SATISFACTION FOR WELFARE MEASURES

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In the present study 13 provisions are taken into consideration to know the level of satisfaction of the workers on each provision. In order to make the interpretation easier, the mean scores are converted into percentage using the formula. Percentage Score = (Mean Score 1) x 25. This is done on the assumption that the mean score of 1 indicates 20 per cent, 2 corresponds to 40 per cent, 3 indicates 60 per cent, 4 corresponds to 80 per cent, and lastly 5 indicates 100 per cent. The per cent score indicates the degree to which a particular dimension exists out of the ideal 100.

TABLE IV: LEVEL OF SATISFACTION FOR WELFARE MEASURES S.No. Provisions/facilities Weighted mean score 1 Drinking / Washing facilities 4.6 90% Average Percentage

2 3 4 5 6 7

Facility for storing and drying clothing First aid appliances Canteens Shelters, restrooms and lunch rooms Crches Working environment (Cleanliness/Lighting/Ventilation)

4.0 4.2 3.2 4.2 3.7 4.3

75% 80% 55% 80% 68% 83%

Welfare officers as the representative of the workers

2.0

25%

9 10 11 12 13

Medical Facilities Retirement Benefits Transport Facility Accommodation in Labour Colony Interest Free Loan for Children education

4.4 3.7 3.9 3.4 3.2

85% 68% 73% 60% 55%

Over all Mean Score = 3.75

Over all Percentage =69

It can be observed from the above table that the overall mean score of 3.75 i.e. 69 per cent indicates that majority of the respondents are satisfied with the welfare measures provided by

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the organization. A few are not satisfied with welfare measures provided by the organization. Therefore, it is suggested that the existing welfare measures may be improved further.

Maximum 90%,83%,80%,80%,75% of the respondents are

Highly satisfied with

Drinking/washing Facilities, working environment(Cleanliness/Lighting/Ventilation),Shelters, Restrooms and lunch rooms and First aid appliances benefits provided by the organization. Minimum of 68%, 55% of the respondents are moderately satisfied with the Crches and canteen food provided by the organization. Level of satisfaction for Accommodation in Labour Colony and Interest Free Loan for Children education is again average with 60% and 55% respectively..Minimum 25%,of the respondents are highly dissatisfied with the Welfare officers as the representative of the workers rather they are of the opinion that welfare officers donot listen to their problems properly.

TABLE V: EXPERIENCE AND LEVEL OF SATISFACTION FOR WELFARE MEASURES Experience/ Satisfaction Level Highly Satisfied Less than 5 Years 5-10 Years 10-15 Years Above 15 Years Total 4(12.9%) 5 (16.1%) 10(32.2 %) 12(38.8%) 31 15(19.5%) 16(20.7 %) 21(27.3 %) 25(32.5%) 77 20(27.8 %) 21(29.2 %) 19(26.4 %) 12(16.6%) 72 15(30%) 14(28%) 11(22%) 10(20%) 50 Level Of Satisfaction Satisfied Average Dissatisfied Highly Dissatisfied 8(40%) 7(35%) 2(10%) 3(15%) 20 62 63 63 62 250 Total

Interpretation: The above table highlights that the percentage of highly satisfied respondents for welfare measures in textile industries was the highest (38.8%) who are having experience for more than 15 Years and the same was the lowest (12.9%) among the respondents having experience of less than 5 Years . The percentage of average level of satisfaction for welfare measures was highest (27.8%) among the respondents having experience of less than 5 Years and the same was the lowest (16.6%) among the respondents having experience for more than 15
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Years. On the other hand the percentage of low level of satisfaction for welfare measures in textile industries was the highest (40%) among the respondents having experience of less than 5 Years and the same was the lowest (10%) among the respondents having experience between 1015 Years. So from the above analysis it is inferred that the respondents having experience between 10-15 Years and Above 15 Years is highly satisfied with welfare measures when compared with other categories. It is proved with the help of chi-square test that there is a close relationship between Experience of the respondents and the level of satisfaction for welfare measures In order to find the relationship between the respondents income and the level of satisfaction for welfare measures in textile industries, a chi-square test is shown in the following table. Ho : There is no significant relationship between the respondents Experience and their level of satisfaction for welfare measures in textile industries. H1: There is a significant relationship between respondents respondents Experience and their level of satisfaction for welfare measures in textile industries.

TABLE VI: EXPERIENCE AND LEVEL OF SATISFACTION FOR WELFARE MEASURES (CHI-SQUARE TEST)

Value

Degree of Freedom

Table value at 5% Significant

Pearson Chi square

23.57

12

21.03

Interpretation: It is witnessed from the above table that the calculated chi square value is more than the table value at 5% significance level. Hence, the null hypothesis Ho is rejected and alternative hypothesis H1 is accepeted. From the analysis it is concluded that there is significant relationship between the experience of the respondents and level of satisfaction for welfare measures.

Findings and Suggestions


22

It is found that majority of respondents are aware of statutory welfare facilities. Female workers are less aware of the statutory welfare facilities so steps should be taken to aware them on the same. It is proved with the help of chi-square test there is a significant relationship between the sex of the respondents and the level of awareness for welfare measures

Most of the workers are highly benefited with the welfare measures provided by the textile industry. On the whole, majority of the workers are satisfied with the welfare measures provided by the textile industries. Improvements are required in the canteen facilities; so that workers are able to get hygienic and good quality food.

Betterment is required in the work of welfare officer as most of the workers are of the opinion that they pay attention to their problems or grievances. Management can think of formulation of a problem solving committee for the better solution of the welfare problems of the workers. This committee can conduct hearings from the workers or they can conduct surprise visits to the different work spot, etc for understanding and by that solving the problems also

Most of the employees having between 1015 years of experience and above 15 years of experience are highly satisfied with the safety measures, working conditions, etc.It is proved with the help of chi-square test there is a close relationship between the experience of the respondents and the level of satisfaction for welfare measures..

Conclusion:
The main objective of this paper is to determine the awareness and satisfactory level of welfare facilities in textile industries. This paper has also attempted to study relationship between the sex of the respondents and awareness level and between the experience of the respondents and the level of satisfaction for welfare measures. The outcome of the study may help the organization to differentiate the satisfying factors from dissatisfying ones and to take effective steps to improve the labour welfare facilities which in turn will increase the workers efficiency and productivity.

References:
1. Aggarwal, A.P., Gueraoes and Industrial relations ; N.M.Tripathi, Bombay; 1968.
23

2.

Ahluwalia G.S., Philosophies of labour welfare; Indian Journal of social work; vol. 14; No. 1; 1953.

3.

Bhatnagar, Deepti., State and Labour welfare in India; Deep and Deep Publications, New Delhi; 1985 Bhatia,K.L., Administration of Workmens Compensation Law: A socio Legal Study; Deep and Deep Publications , New Delhi ; 1986.

4.

5.

Chopra, V.S., Strategies for healthy Labour Management relations; Haryana Labour Journal; vol.150, no. 3; July Sept.1984.

6.

Damle, D.G., Provident Fund for Workers; Indian Journal of Social Work; Vol.29; No.107; 1976.

7.

Jacob, K.K., (2002), Industrial relations in Public Sector in Kerala. Ph.D. Thesis, University of Kerala

8. 9.

Jain R.C., Path to Industrial peace ; Indian Labour Journal ; Vol. 24; No. 2; 1983. Kirkaddy ,H.S., Labour problem in India: S. Chand & Co. Ltd, Delhi ;1981;P.226.

10. Kumar.P.Ashok., A Study on Labour welfare measures in Salem steel plant;Vol.2. issue:3;March 2012. 11. Mathur, D.C., Personnel problems and labour welfare; Mittal Publications,New Delhi,1993 12. Mishra.S.N., Labour and Industrial Laws,Central law Publications,Allahabad;1997. 13. Misra, K.K. Labour Welfare in Indian Industries Meenakshi Prakashan, Meetut,1974. 14. Monga, M.L., Implementation of labour laws in Haryana; Punjabi University, Patiala, 1980; P. 56. 15. Moorthy, M.V., Labour Welfare, Indian Journal of Social Work; Vol.11; No. 3; 1950. 16. Personnel Management and Industrial Relations Tripathi ; Bombay,19th edition, reprint 2008

17. Report of National Commission on Labour, Government of India, 2002 18. Richardson, J.H., Industrial relations in Great Britian; George Allen and Unwin ;London 1960; P.172. 19. ShobnaMishra &Dr. Manju Bhagat2010), Principles for successful implementation of labour welfare activities from police theory to functional theory Retrieved June 10, 2010, from http://www.tesionline.com/intl/indepthjsp
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20. Sharma, A.M.,Industrial relations, Himalaya Publishing House;New Delhi,2007. 21. Singh, A.P. and Srivastava , A.K., Occupational Level and Job Satisfaction ; Journal of Public relations ; 19 (2) ; May 1975. 22. Saiyadin S.Mirza, Voluntary Welfare in India, Lok Udyog October, 1983, PP.29-33. 23. Vaid , K.N., Labour Welfare in India, Shri Ram Centre for Industrial relations , New Delhi ; 1970. 24. V. Pylee and A. Simon George, Industrial Relations & Personnel Management, Vikas Publishing House Pvt. Ltd, New Delhi; 1996, p-78. 25. Zaheeruddin.,labour Welfare and Employment conditions in India; Deep and Deep Publications, New Delhi ; 1985.

Impact of Human Resource Reward Practices on the Motivation, Job Satisfaction and Retention of Employees: A Case Study of Public Sector Hotel Samrat, New Delhi
Nusrat Khan Research Scholar Department of Commerce A.M.U, Aligarh E. mail: nusrat2207@gmail.com

ABSTRACT:
Today HR Reward practices is essential for the management to motivate the performance of the employees and of the organization, the main impact of reward is to ensure the improvement in performance of every employee and subsequently to improve the performance of the organization brought about by individual improvement. Reward has increasingly become part of a more strategic approach to integrating HR activities and business policies and may now be seen as a generic term covering a variety of activities through which organizations seek to satisfy and motivate employees and develop their competence, enhance performance and reduce their intention to quit the job. In this paper the relationship has been investigated between satisfaction from HR Reward practices and employee outcomes in the form of motivation, job satisfaction and turnover intention among
25

the staff of Public Sector Hotel Samrat in New Delhi. Three hypotheses are framed and to test them data have been collected by questionnaire method by using stratified random sampling and a sample of 95 employees among the total of 360 employees from Hotel Samrat have been taken under study. For analysis of the data One-Way Annova was used through SPSS and the result showed positive relationship between satisfactions from Reward practices with motivation, and job satisfaction as well as negative relationship with turnover intention. It has also been found that motivation is a mediator which results from Reward satisfaction and leads to enhance work performance, Job Satisfaction and reduces the turnover intentions of the employees.

Key Words: Job Satisfaction, Motivation, Reward, Turnover Intention

INTRODUCTION: Human resource for the hotel industry is the most valuable assets so in order to get best out the human resources there is need to make them satisfied with their job so that they are motivated towards organizational goals and objectives. Total Reward both monetary and non-monetary work as most strategic tool for satisfying and motivating employees it describes a reward strategy that brings components such as learning and development together with aspects of the work environment into the benefits package. In the total reward system both tangible and intangible rewards are considered valuable. Tangible rewards arise from transactions between the employer and employee and include rewards such as pay, personal bonuses and other benefits. Intangible rewards have to do with learning, development and work experience examples of these types of rewards are opportunity to develop, recognition from the employer and colleagues, personal achievement and social life. The aim of total reward is to maximize the positive impact that a wide range of rewards can have on motivation, job engagement and job satisfaction. The purpose of reward is to provide a positive reinforcement and motivate them for achieving outstanding performance. People work for achieving several needs they not only want money but also recognition and self satisfaction a reward can be anything that attract the workers attention and stimulate him to work. Reward motivates the employee the motivation differs from time to
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time depending upon the situation, interest and tastes some people prefer recognition of merit, while other prefer money to provide a livelihood to their wards. Reward have five aspects

which have to be taken care of value of rewards, amount of rewards, timing of rewards, likelihood of rewards, and their fairness. The popular criteria by which rewards can be distributed are, performance, effort, seniority, skills held, job difficulty, discretionary time, etc. an organization has limitations on the reward system there is a need for compromising the reward needs of the employees and financial resources available with the organization. Employees personality development is also aimed at by the organization to motivate them to go in the right direction. Different personality requirement are seen which differ with age and profession in the initial stage of a job, people like fewer achievements but their desires increases as they develop in their profession. More personality development is needed to satisfy people apart from satisfying the basic needs, social esteem and self are realized as per age advancement and professional development. The purpose of reward has categorically specified the reward levels at different places from an early to a late retirement stage peoples needs develop from basic needs to acquiring power and prestige. The role of reward is realized during these stages people behave as per the reward system anticipation of rewards operates as strong incentives and motivation. Rewards act as reinforce for variety of individual behaviour a reward serves as satisfaction of need, help learning, drive personality development and reinforce alternative behaviour. Reward influence the behaviour of the employees the reward serves the internal and external purpose of an organization. To ensure the reward system is effective and motivates the desired behaviour, it is essential to consider carefully the rewards and a strategy utilized and ensures that rewards are linked to or based on performance. To be effective, any performance measurement system must be tied to compensation or some sort of reward. Rewarding performance should be an ongoing managerial activity, not just an annual pay-linked ritual. Reward makes the employees satisfied with their job, influence and motivates them towards organizations goals it serves both the internal and external purposes of an organization.

Review of Literature:
Yadav, C. P. (2001). In his book Management of Hotel and Catering Technology on the basis of no of evidence reviewed concluded that despite of general lack of wide ranging empirical data
27

there is some measures of agreement that hotel and catering work is largely exploitative, degrading, poorly paid, unpleasant, insecure and taken as last resort. This book also recognizes the fact that when compared to other industries, managerial and skilled workers in hotels and catering are subject to the process of stress, conflict, low rewards and experience. This book widely covers the topic related to hotel and catering industries which is one of the largest employer and an important element in the wide tourism sector. Suri, G. K., Ratnam, C. S. Venkata., and Gupta, N. K. (2003). In their book entitled Rethinking incentives and reward management said that this book is largely based on concepts and company level experiences prepared for and presented at a workshop on Rethinking incentives and reward management organized by international management institute in association with other corporate. The papers presented by all the workshop authors are reproduced in this book. The book is divided into three parts, the first part provides conceptual framework and overview, the second part brings to light the managerial perspectives and the third part report the recent experience of reward management system as being adopted by Crompton greaves Ltd, Bharti Telecom, the Indian oil corporation, National Fertilizer Ltd, BHEL and Tata consultancy services. Taljaard, Jacob. Johannes. (2003, January). In his research paper Improving job performance by using non-monetary reward system to motivate low- skilled workers in the automotive component industry aims to assess what would be the motivators when establishing a non-monetary reward system. To this end the various motivational theories are presented which clearly identifies what needs people have and how they can be satisfied to change behavior and therefore improve performance. Secondly, reward systems are discussed with various types of rewards being considered and more specifically non-monetary rewards. Applied research was undertaken to determine non-monetary rewards that will motivate lowskilled employees to improve performance. A survey, with the aid of a structured questionnaire was used to gain information from 60 employees. The research was conducted in three companies that manufacture components for the auto industry. The study found that to be motivators, rewards must be aligned with the needs of people and the things that they value. If these rewards are aligned with employees needs, this could lead to increase in employee motivation, which will in turn lead to improvement in performance, and therefore lead to companies becoming more competitive.
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Ali, Reena., and Ahmed, M. Shakil. (2009, June). In their paper The Impact of Reward and Recognition Programs on Employees Motivation and Satisfaction: An Empirical Study highlighted the impact of reward and recognition programs on employees motivation and satisfaction. The sample chosen for the study was 80 employees of Unilever companies. Results showed that the factor affecting satisfaction were identified as payment (0.866**), promotion (0.74**), working condition (0.61**), personal (0.37*) the analysis showed immense support for positive relationship between reward and employee satisfaction. All these results were statistically significant. Through the present study a conclusion was drawn which suggest for the positive relationship between reward and satisfaction. Danish, Rizwan. Qaiser., and Usman, Ali. (2010, February). In their study Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan emphasizes that human resources are the most important among all the resources an organization owns motivated employees can help make an organization competitively more value added and profitable therefore the present study is an attempt to find out the major factors that motivates employees and tells what is the relationship among reward, recognition and motivation while working within an organization the data were collected from employees of diverse type of organizations to gain wide representation of sectoral composition. The study shows that in all 250 self administered questionnaires were distributed among the employees of different sectors and 220 were returned completed so the response rate was 88%. The statistical analysis showed that different dimensions of work motivation and satisfaction are significantly correlated and reward and recognition have great impact on motivation of the employees. Further the authors discussed implication of the study for managers and policy makers in the context of human resource practices limitations and guidelines for future research were also provided. Galanou, Ekaterini., Georgakopoulos, Georgios., Sotiropolous, Ioannis., and Dimitris Vasilopoulos. (2010). In their study The Effect of Reward System on Job Satisfaction in an Organizational Chart of Four Hierarchical Levels: A qualitative Study states that the reward system is one of the most significant issues of the human resource management and additionally job satisfaction was another crucial term that is likely to provide employees of all levels with feeling of fulfilment, achievement and even pleasure for their job thus, such feelings can make people more productive, creative and therefore more profitable for the organization. Furthermore the paper presents that the feelings of job satisfaction can strengthen the commitment and loyalty
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of employees with the organization, which is very necessary in present times where all firms are looking for competitive advantage especially through their people. The objective of this study was to examine the correlation of the rewards systems and job satisfaction, based on a qualitative research an attempt was made to identify differences in rewards system and the extent to which these differences influence job satisfaction among people in different organizational level. Panwar, Sunil., Dalal, Jagbir. Singh., and Kaushik, Arun Kr. (2012). In their paper High Staff Turnover in Hotel Industry, Due to Low Remunerations and ex tended Working Hours states that the hotel industry in India is running short of good employees the reason behind this are poor salaries, extended working hours, neglected social life and slow career growth. The purpose of this study was to find out challenges being faced by the hotel employees it also examined the reasons why the employees are not able to cope up with the industry environment. A survey was conducted of different hotel employees and observed that most of the employees want to work in other service oriented industries such as Airlines, Tourism, Retail and Financial Services and it has been found that the monetary compensation and long working hours are the two areas of dissatisfaction for the hotel employees. This study also recommends few points for the Hotel Industry to retain its employees. Nickson, Dennis. (2007). In his book Human Resource Management for the Hospitality and Tourism Industries cover eleven chapters covering the nature of HRM in hospitality and tourism, organizational culture and the search for service quality, labor markets, recruitment and selection, equal opportunities, training and development, staff health and welfare, employee relations, involvement and participation, performance management, remuneration strategies in hospitality and tourism, disciplinary and grievance procedures, review of HRM in tourism and hospitality and areas for future research which are illustrated throughout with both examples of best practices for perspective teaching and discussion. International case studies to exercise problem solving techniques and contextualize learning are also provided and this book incorporates a user friendly layout and includes pedagogic features such as: chapter outline and objectives, HRM in practices boxed examples reflective review questions, web links discussion question and further reading.

Research Gap:

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From the foregoing review of literature it is evident that there is plethora of research studies on the variegated aspects of human resources practices. The studies have focused on the effect of reward on the motivation and job satisfaction of employees but it is found that still there is dearth of research studies mainly focusing on the Reward and its impact on the employees motivation, job satisfaction and turnover intentions especially in the hotel industry. The present study is conducted against this back drop and brings to light a new approach of Reward practice in hotel industry.

Scope of the Study:


The present study brings to light one of the most important HR Practice i.e. Reward where management of the Hotel Samrat needs to put their sincere consideration. The present research work measures the impact of Reward on the Motivation, Job Satisfaction and turnover intention of employees. The study covers the respondents from the Hotel Samrat the findings and

conclusion of the study would be of great help to the employer of the Hotel Samrat and other hotels also in whipping out some of the undesirable issues that are likely to crop up in formulation and implementation of Reward practice and helps the policy makers to make necessary improvement in Reward practices so that it can make their employee more satisfied of their job motivate them to enhance their work performance and reduce their turnover intentions.

Significance of the Study:


The importance of Human Resource Development for a hotel industry is increasingly being realized and reward has increasingly become part of a more strategic approach to integrate HR activities and business policies and may now be seen as a generic term covering a variety of activities through which hotel industry seek to motivate employees, enhance their performance and make them more satisfied and committed to their job. The human resources are the most valuable assets of the hotel industry they must be handle with due care as it is the quality of human resources which provides a competitive edge to the hotel industry in todays globalized era. The importance reward for human resources has increased significantly because it focus on motivating individual to enhance organizational strength with a view to enhance their organizational commitment and make them more satisfied with their job and reduce their intention of turnover. Human resources are the most complicated resource to handle therefore in
31

order to motivate them to give their best to the job reward is used as a leverage as reward influence the work performance therefore strategy for effective reward system is very significant to study as it aids in motivating employees to enhance their performance and make them satisfied with their job to build a system to align individual behaviour with organizational expectation.

Objectives of the Study:


-To study the impact of Financial and Psychological satisfaction from HR reward practices on the level of Job Satisfaction of the employees in the public sector hotel Samrat. - To study the impact of Non-Monetary satisfaction from HR reward practices on the level of Motivation of the employees in the public sector hotel Samrat. - To study the impact of Fixed Monetary Reward satisfaction from HR Reward practices on the turnover intention of the employees to quit the job in the public sector hotel Samrat.

Hypotheses of the Study:


-HO1: Financial and Psychological satisfaction from HR Reward Practices is perceived to have significantly no impact in enhancing the level of Job Satisfaction of the employees in the public sector Hotel Samrat. HO2: Non-Monetary satisfaction from HR Reward practice is perceived to have significantly no impact in enhancing the level of Motivation of the employees in the public sector hotel Samrat.

HO3: Fixed Monetary Reward Satisfaction from HR Reward practices is perceived to have
significantly no impact in enhancing the Turnover Intentions of the employees in the Hotel Samrat.

Research Methodology:
The present work is based on both primary and secondary data. The methodology adopted for carrying out the present construct is largely based on primary data collected through well
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designed questionnaire served on a selected groups of respondents of Hotel Samrat to elicit the required information, questionnaire was prepared on Likerts five point scale and the respondents have been asked to tick the relevant field based on their agreement and disagreement. The scale options are given viz. Strongly Agree, Agree, Neutral, Disagree and Strongly Disagree . Questionnaire first consists to measure the personal information of the respondents which include gender, their Designation, and work experience to get the overall background of the employees for reaching the conclusion. The questionnaire contains 25 close ended questions which are concerned to elicit information about the perception of the employees that have direct emphasis on the hypothesis of the study and the questionnaire was divided into three parts, statement from question one to eight measures the impact of Reward on Job Satisfaction of the employees, statement from nine to sixteen verify the impact of Reward on Motivation, lastly statement from seventeen to twenty five concerns to test the impact of Reward on Turnover Intention of the employees of public sector Hotel Samrat, New Delhi. Secondary data is also used for referring the conceptual aspect and literature review was collected from various sources like published Annual reports of Indian Tourism Development Corporation of India, New Delhi (ITDC), Books, Journals, Magazines, Periodicals, Research Reports, Previous work done related to subject and Websites.

Theoretical Framework of the Research:


REWARD: -Monetary -Non-Monetary Motivation: -Intrinsic -Extrinsic

Job Satisfaction

Reduce Turnover Intentions

For the total rewards investment to deliver value it must be build and foster the capabilities, behaviour and results that derive the employees towards organizational goals. Total reward strategies must be aligned not only with the organizations business strategy but also with its human capital strategy. Employees desire certain rewards through performing their respective employees expect rewards when they reach an expected level of performance reward is instrument for motivating employees makes them satisfied with their job and reduce their turnover intentions. Strategies for rewarding employees performance and contribution include both financial and non-financial mechanisms. Employees prefer reward in the form of money, wages incentives no
33

doubt money is a crucial factor for awarding the employees other factors such as recognition and social esteem are also important instrument for changing performance behaviour. Praise and recognition from supervisors is consistently found to be among the most important motivators. Employees want to be recognized and feel their contribution are noticed and valued. It is important that supervisors recognize the value and importance of sincerely thinking employees verbally and/or in writing for their specific contribution. Rewarding employees both financial and psychological needs today is the most strategic approach to make an employee satisfied with their job so as reduce their turnover intentions. With regards to monetary incentives it can be argued that private organizations have more financial sources to motivate their employees than the public organizations. Motivation is an essential driver of individual behaviour and performance and consequently it is an integral component of employee engagement it makes the employees to exert high levels of efforts towards organizational goals. It is known that public employees payment levels are usually low and fixed compared to private sector employees As a result it is important to look for any possible alternative means that can be used to motivate employees in the public sector. NonMonetary or non-cash incentives do not involve direct payment of cash and they can be tangible or intangible. Some of the non-monetary incentives are encouraging the employees by providing them with autonomy in their job and participation in decision making, assigning challenging duties, improving working conditions, recognizing good work through small gifts, letter of appreciation, plagues, ticket to restaurants, providing some services for the employees and organizing social activities in the work place etc. the use of non-monetary incentives creates a valuable opportunity to provide immediate recognition to the employees who perform above expectations or to reinforce any single behaviour that contributes to the organizational objectives. Any incentive system is more likely to be successful if it matches what the employees value if the employees are rewarded adequately and they are satisfied with the total reward strategy of the organization they feel motivated and committed towards organization goals they feel that organization is valuing them and it enhance their work performance and they are more inclined to give maximum output towards organization. Effective reward strategy has a significant impact on the motivation and satisfaction level of employees and it reduces their intention to quit the job.
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A Case Study of Samrat Hotel New Delhi:


Set in beautifully landscaped gardens which it shares with Delhi,s landmark Ashok Hotel, The Samrat is an elegant stone and marble structure built around a central flower-filled atrium and open-air courtyard . It is one of the most beautiful hotels in New Delhi it is a very special kind of five-star hotel that is set like a garden resort amidst flowerbeds and sprawling lush Greenland. The moment you enter its exquisite environment, it tempts and enthralls you by its natural beauty and the grandeur high-equipped with all the modern gadgets to make your stay here as comfortable as possible. The hotel has a very sophisticated cosmopolitan culture. The staffs in this hotel are very polite and alert. Here you can also tickle your taste buds with authentic Indian meals or continental delicacies. Its rooms and super deluxe apartment overlooks the enclosed gardens, fountains and water channels while satisfying the demands of the most discriminating guests.

Location:
Within a 2 kms radius of Rashtrapati Bhavan (Presidential palace) 15 kms from International Airport, 10 kms from domestic Airport, 9 kms from New Delhi Railway station, 6 kms from Connaught place( Commercial shopping district), 6 kms from Pragati Maidan (Venue of trade exhibitions and fairs.

Accommodation:
Accommodation at the four star Delhi hotel, hotel Samrat, is an exotic blend of comfort and luxury. This hotel has255 rooms (196 twins, 36 doubles, 2 deluxe suites, 13 apartments) .All Airconditioned elegantly designed rooms to offer to its invaluable guests. The rooms at hotel Samrat are classified into Executive Rooms and Superior Rooms.

Demographic Profile:
Before proceeding further it is necessary to describe the sample in terms of demographics the profile of which is given in the following tables.

Gender Profile of Respondents:

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When a profile of respondents was generated based on gender it was observed that the respondents were predominantly male in all the groups. This was expected as male typically outnumber females in almost all professions in world. For the present study Samrat Hotel, New Delhi has been taken that is a public sector undertaking and come under the Indian Tourism Development Corporation of India (ITDC), New Delhi. Whereas from the primary survey done through questionnaire and personal interview it has been found that in Samrat hotel there are 360 total employees out of which 28 are female and 332 are male. In the present research study from Samrat hotel out of 360 total numbers of employees 95 employees are taken under study out of which 9 are female and 86 are male.

Table-1 Showing Gender Profile of Respondents in Samrat Hotel


Gender of the Respondents Gender Number Male Female Total 86 9 95 Janpath hotel % 90.52 9.47 100

Chart-1 Showing Gender Profile of Respondents in Samrat Hotel

36

Samrat Hotel
9.47%

Male
90.52%

Female

Designation Profile of Respondents:


Designation in the hotels taken under study are categorize in the groups A, B, C, D & D(S) as per the records maintained by ITDC . From the primarily data collected through questionnaire and personal interview it is found that designation under various groups i.e. Group A consist of all and SR. Vice President, Vice President, SR. Managerial post. Group B is not applicable and maintained by ITDC. Group C consist of Asstt. Manager and Deputy Manager and group D Consist of Directors SR. Assistant, Assistant and JR. Assistant and Group D(S) consists of Peon and Clerk post. For the present study only Group A, C and D are taken for collection of Primary data. It has been found from the primary data collected through qoestionnaire in the present study that out Samrat hotel 95 total employees are taken out of which 9 are from group A, 46 are from group B and 40 are from group D.

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Table-2 Showing Designation Profile of Respondents in Samrat Hotel

Samrat Hotel Groups A C D Total Number 9 46 40 95 % 9.47 48.42 42.10 100

Chart-2 Showing Designation Profile of Respondents in Samrat Hotet

Samrat Hotel
9.47% 42.10% 48.42%

Group "A" Group "B" Group "C"

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Testing of Hypotheses:
To achieve the objectives of study, the following hypotheses were developed for statistical testing.

One-Way Annova:
One-Way Analysis of variance (Annova) is used to determine whether there are any significant differences between the means of three or more independent (unrelated) group. So it is used where there are more than two groups The one-way ANOVA compares the means between the groups you are interested in and determines whether any of those means are significantly different from each other. Specifically, it tests the null hypothesis:

Where = group mean and k = number of groups. If, however, the one-way ANOVA returns a significant result then we accept the alternative hypothesis (HA), which is that there are at least 2 group means that are significantly different from each other. All statistical test produce a p value and this is equal to the probability of obtaining the observed difference, or one more extreme if the null hypothesis is true. To put in another way if the null hypothesis is true, the p value is the probability of obtaining a difference at least as large as that observed due to sampling variation. Consequently, if the p-value is small the data support the alternative hypothesis. But how small is small and how large is large conventionally and arbitrarily a pvalue of 0.05% (5%) is generally regarded as sufficiently small to reject the null hypothesis. If the p-value is larger than 0.05 then the null hypothesis is not rejected. It is common to use ANNOVA to the data where there are three, four or five levels of the independent variables it has the advantage that it can be used to analyze situations in which there are several independent variables.

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Hypothesis-1
HO1: Financial and Psychological satisfaction from HR Reward Practices is perceived to have significantly no impact in enhancing the level of Job Satisfaction of the employees in the public sector Hotel Samrat. Whereas, the alternative hypothesis says that Financial and Psychological satisfaction from HR Reward Practices is perceived to have significant impact in enhancing the level of Job Satisfaction of the employees in the public sector Hotel Samrat

Reward Satisfaction v/s Job Satisfaction:


Table-3 Showing Descriptive Analysis for (Reward Satisfaction v/s Job Satisfaction)

DESCRIPTIVES REWARD: 95% Confidence Interval for Mean N Group A Group B Group C Total 9 46 40 95 Mean 34.44 34.22 31.88 33.25
Std. Deviation

Std. Error .784 .431 .803 .419

Lower Bound

Upper Bound 36.25 35.08 33.50 34.08

2.351 2.921 5.080 4.082

32.64 33.35 30.25 32.42

This has been found from the above table that the employees of Group A have the highest mean i.e. 34.44 on five point scale and Std. Deviation of 2.351 and then comes the Group B employees who have a mean value 34.22 and Std. Deviation 2.921 fol lowed by Group C employees whose mean value is 31.88 and Std. Deviation 5.080. So the findings Cleary brings
40

out that all the three Groups of employees under study have different degree of perception on the impact of satisfaction from Reward practices on their level of Job Satisfaction because of variation in their mean value and Std. Deviation. Table-4 Showing the F value and Sig value of (Reward Satisfaction v/s Job Satisfaction)

ANNOVA: REWARD: Sum of Squares Between Groups Within Groups Total 131.514 1434.423 1565.937 2 92 94 df Mean Square 65.757 15.592 F 4.217 Sig .018

Analysis of Variance ANNOVA was performed to test whether there is any impact of Performance Appraisal satisfaction on the work performance of employees in the Hotel Janpath. As the F value is 4.217 and Sig. value (P) is .018 which is less than 0.05 (95% confidence interval) which indicates that null hypothesis is rejected at the 0.05 significance level and means that there is a significant impact of Financial and Psychological satisfaction from HR Reward Practices in enhancing the level of Job Satisfaction of the employees in the public sector Hotel Samrat.

Hypthesis-2
HO2: Non-Monetary satisfaction from HR Reward practice is perceived to have significantly no impact in enhancing the level of Motivation of the employees in the public sector hotel Samrat. Whereas the alternative hypothesis says that Non-Monetary satisfaction from HR Reward practice is perceived to have significant impact in enhancing the level of Motivation of the employees in the public sector hotel Samrat.

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Reward Satisfaction v/s Motivation

Table-5 Showing Descriptive Analysis for Part-2 (Reward Satisfaction v/s Motivation) DESCRIPTIVES REWARD: 95% Confidence Interval for Mean N Group A Group B Group C Total 9 46 40 95 Mean 34.44 34.15 31.88 33.22
Std. Deviation

Std. Error .784 .423 .803 .416

Lower Bound

Upper Bound 36.25 35.00 33.50 34.05

2.351 2.867 5.080 4.056

32.64 33.30 30.25 32.39

This has been found from the above table that the employees of Group A have the highest mean i.e. 34.44 on five point scale and Std. Deviation of 2.351 and then comes the Group B employees who have a mean value 34.15 and Std. Deviation 2.867 followed by Group C employees whose mean value is 31.88 and Std. Deviation 5.080. So the findings Cleary brings out that all the three Groups of employees under study have different degree of perception on the impact of satisfaction from Reward practices on their level of Motivation because of variation in their mean value and Std. Deviation.

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Table -6 Showing the F value and Sig value of Part-2 (Reward Satisfaction v/s Motivation) ANNOVA: REWARD: Sum of Squares Between Groups Within Groups Total 125.826 1420.532 1546.358 2 92 94 df Mean Square 62.913 15.441 F 4.075 Sig .020

Analysis of Variance ANNOVA was performed to test whether there is any impact of Performance Appraisal satisfaction on the Organizational Commitment of employees in the Hotel Janpath. As the F value is 4.075 and Sig. value (P) is .020 which is less than 0.05 (95% confidence interval) which indicates that null hypothesis is rejected at the 0.05 significance level and means that there is a significant impact of Non-Monetary satisfaction from HR Reward practice in enhancing the level of Motivation of the employees in the public sector hotel Samrat.

Hypothesis-3 HO3: Fixed Monetary Reward Satisfaction from HR Reward practices is perceived to have
significantly no impact in enhancing the Turnover Intentions of the employees in the Hotel Samrat. Whereas alternative hypothesis says that Fixed Monetary Reward Satisfaction from HR Reward Practices is perceived to have significant impact in enhancing the Turnover Intentions of the employees in the public sector hotel Samrat

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Reward Satisfaction v/s Turnover Intention:


Table- Showing Descriptive Analysis for Part-2 (Reward Satisfaction v/s Turnover Intention) DESCRIPTIVES REWARD: 95% Confidence Interval for Mean N Group A Group B Group C Total 9 46 40 95 Mean 33.11 34.15 32.40 33.32
Std. Deviation

Std. Error 1.241 .423 .727 .392

Lower Bound

Upper Bound 35.97 35.00 33.87 34.09

3.723 2.867 4.601 3.821

30.25 33.30 30.93 32.54

This has been found from the above table that the employees of Group B have the highest mean i.e. 34.15 on five point scale and Std. Deviation of 2.867 and then comes the Group A employees who have a mean value 33.11 and Std. Deviation 3.723 fol lowed by Group C employees whose mean value is 32.40 and Std. Deviation 4.601 . So the findings Cleary brings out that all the three Groups of employees under study have different degree of perception on the impact of satisfaction from Reward practices on their Turnover Intentions to quit the job because of variation in their mean value and Std. Deviation.

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Table-8 Showing the F value and Sig value of Part-2 (Reward Satisfaction v/s Turnover Intention) ANNOVA: REWARD: Sum of Squares Between Groups Within Groups Total 66.103 1306.424 1372.526 2 92 94 df Mean Square 33.051 14.200 F 2.328 Sig .103

Analysis of Variance ANNOVA was performed to test whether there is any impact of Performance Appraisal satisfaction on the Turnover Intentions of the employees in the Hotel Janpath. As the F value is 2.328 and Sig. value (P) is .103 which is more than 0.05 (95% confidence interval) which indicates that null hypothesis is accepted at the 0.05 significance level and means that there is no significant impact of Fixed Monetary Reward Satisfaction from HR Reward practices in enhancing the Turnover Intentions of the employees in the public sector hotel Samrat.

Conclusion:
From the above it can be concluded that human resource are the most important among all the resources a Hotel industry owns. To retain efficient and experiences workforce in a hotel is very crucial for overall performance of a hotel. Motivated employees can help make a hotel competitively more value added and profitable. The management should not only depend on financial incentives but also go for non-financial incentives for satisfying and motivating employees. Rewards both financial and non-financial make employees satisfied and satisfaction leads to motivation among them boost their morale to contribute towards the better productivity of the hotels and results to reduce the turnover intentions of the employees to quit the job. It has been found that satisfaction from total reward strategy both monetary and non-monetary has

45

positive impact on the motivation and satisfaction of the employees it enhances the work performance and have a negative impact on turnover intention of the employees to quit the job.

Recommendations and Suggestions:


Always evaluate employees often this should include talking with their immediate supervisors and observing them while they work and interact with guest and identify those who have gone above and beyond for the guests at your hotel and consider them by offering some kind of rewards this will make them emotionally satisfied with their job. Ensure that rewards are effectively differentiated and levelled within the organization so that each employee are fairly treated according to their worth and talent and there should be parity among and between employee groups to ensure that biasness in distribution of non-monetary rewards should be avoided and no employee should be given upper hand on another just because of any personal favours. In each monthly staff meeting take a few minutes to open the meeting to thank the employees, present gift certificates to employees who have major accomplishments. The guidelines for determining who gets this reward should be clearly explained in the hotels personal policies in order to ensure all employees perceive the practice as fair and equitable. Allow employees to recommend other employees for awards. Occasionally have a board member come to an employee meeting to thank them. This usually means a lot to employees almost as much as having guest provide positive feedback about the employees activities. Personalize rewards to their recipients. Reward should be valued by the performer the performer needs to see that the reward opportunities are directly linked to the efforts and results taken and that there is an appropriate benefit to the organization. By personalizing the reward you can anchor the meaning of the achievement more deeply than if you simply treat the reward as a mechanical administrative task.

References:
Ali, Reena., and Ahmed, M. Shakil. ( 2009, June). The Impact of Reward and Recognition Programs on Employees Motivation and Satisfaction: An Empirical Study. International Review of Business Research Papers. Vol.5, No.4, PP.270-279, Retrieve from, http://www.bizresearchpapers.com/22.Reena.pdf

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Armstrong, Michael & Brown, Duncan. (2006). Strategic Reward, 1st edition. Great Britan: Kogan Page Limited, p.22. Armstrong, Michael. (2004). Employee Reward. Cataloguing. Great Britain: British Library

Danish, Rizwan. Qaiser., and Usman, Ali. (2010, February). Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan. International Journal of Business and Management. Vol.5, No.2, Retrieve From, www.ccsenet.org/ijbm

Deeprose, Donna. (2007). How to Recognize and Reward Employees. New York: American Management Association. Galanou, Ekaterini., Georgakopoulos, Georgios., Sotiropolous, Ioannis., and Dimitris Vasilopoulos. (2010). The Effect of Reward System on Job Satisfaction in an Organizational Chart of Four Hierarchical Levels. Canadian Social Science . Vol.6, No.5, 2010, pp. 102-123, Retrieve from,

Green, Thad. B. (1992). Performance and Motivation Strategies for Todays Workforce: A Guide to Expectancy Theory Applications. USA Greenwood Publishing Group, Inc. Nickson, Dennis. (2007). Human Resource Management for the hospitality and tourism industries.

Samson, D., and Daft, R. (2002). Management. Pacific Rim ed. South Melbourne:Vic. Thomson. Singh, Percy. K. (2008). HRM in hotel and tourism industry- existing trends and practices. New Delhi: Kanishka Publishers Stajkovic, A. D., and Luthans, F. (1997). A Meta-Analysis of the Effects of Organizational Behavior Modification on Task Performance. Academy of Management Journal, October, pp. 11221149. Suri, G. K., Ratnam, C. S. Venkata., and Gupta, N. K. (2003). Rethinking incentives and reward management. Indian Journal of Industrial Relation, pp. 575-577. www.cscanada.net/index.php/css/article/download/j.css.../1126

Yadav, C. P. (2001). Management of hotel and Catering Industry. New Delhi: Anmol Publication Pvt. Ltd.

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Yavuz, Nilay. (2004, July).The use of Non-Monetary Incentives as a Motivational Tool: A survey in a Public Organization in Turkey, Retrieve from,

https://etd.lib.metu.edu.tr/upload/12605141/index.pdf , P.9.

Title:

Impact Of Human Resource Practices on Job Satisfaction:

Evidence from Indian Public Sector Banks


Author: Namrata Anand Co-Authors: Sangeeta Kumar Affiliation: Namrata Anand

UGC-NET, Student Department of Economics Dayalbagh Educational Institute Agra, U.P. 282005 Email id: namrata.anand27@gmail.com Contact: +91-9634301450 Sangeeta Kumar

Assistant Professor Department of Economics Dayalbagh Educational Institute Agra, U.P. 282005 Corresponding Author: Namrata Anand
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H. No. - 09, Rahul Vihar, Radha Ballabh Kothi Ke Peche, Near Amar Vihar, Dayalbagh, Agra, U.P. 282005 Email id: namrata.anand27@gmail.com Contact: +91-9634301450

IMPACT OF HUMAN RESOURCE PRACTICES ON JOB SATISFACTION: EVIDENCE FROM INDIAN PUBLIC SECTOR BANKS
Namrata Anand1 Sangeeta Kumar2 Abstract

The successful functioning of any organization is determined by the factors like men, material, money and market. Among all these factors, manpower assumes greater significance. Manpower is the life blood of any organization. Therefore, every effort should be taken on a priority basis to keep this factor for achieving the main objectives of the organization. The banking sector occupies a unique place in our country because, banks are basically human organization requiring no other input in the form of raw material to produce the output in the form of services. The quality of services produced by a bank is a function of or dependent upon solely the HR. Thus, the principle task before bank management is considered to be utilization of its HR to the optimum level for securing better results. This study aims at exploring the impact of HR practices on Job Satisfaction in the context of Indian public sector banks. A total of 80 respondents were selected from four reputed Indian public sector banks from Agra city and analyzed objectively. It was found that HR practices (Recruitment and Selection, Training and Development, Salary allowances and other payments, Working conditions and other facilities and Performance Appraisal) have positive correlation with Job satisfaction, and these HR

Student, UGC-NET, Department of Economics, Faculty of Social Sciences, Dayalbagh Educational Institute (Deemed University), Dayalbagh, Agra. Email Id- Namrata.anand27@gmail.com 2 Assosiate Professor, Department of Economics, Faculty of Social Sciences, Dayalbagh Educational Institute (Deemed University), Dayalbagh

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practices predicted job satisfaction only by 7.66%. The main predictor of job satisfaction from the selected HR practices was training and development and it was 4%. Key words: HRM, HR practices. Job Satisfaction, Indian public sector banks.

1. Introduction
A company is known by the people it keeps. -Unknown With the advent of liberalization in India, the corporate world has been confronted with two major problems: foreign competition and rapidly changing global business environment. This situation is calls for organizational transformation at the corporate level. In this process of transformation, human capital of an organization can play a critical role as it has become one of the most valuable resources in organizations pfeffer, 1994. Now it has been widely accepted that human capital possibly enhances the competitive advantage of organization in the wave of hastened competition Reich, 1990; and Stewart. 1990. In the new millennium, the changing global scenario is set to unravel a major transformation which would have definite implications on corporate performance. The quest for improvement would, on the one hand, underscore the importance of physical capital accumulation for industrial development while on the other, the challenges of improving productivity and efficiency would reinforce the importance of human capital in accelerating corporate growth. In such a scenario, firms would inter alia endeavor to achieve excellence through optimum utilization of human capital. Human resource constitutes the most significant asset in every organization. Afroj (2012) founds that HRM practices are crucial for every organization for the proper management for all activities in an organization. Human Resource Management is very much important in every organization and this is more so in the case of a service organization like a bank. In fact, banks are basically human organization requiring no other input in the form of raw material to produce the output in the form of services. Thus, humans are the sole resource in the form of input in case of bank. In other words, the quality of services produced by a bank is a function of or dependent upon solely the HR. thus, the principle task before bank management is considered to be utilization of its HR to the optimum level for securing better results.
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Resultantly banks as any other service organization are obliged to pay greater attention to the effective and optimum utilization of their HR. Mellacheruvu and Krishnamacharyulu (2008) founds that HRM is very crucial in case of public sector banks and many HRM challenges are faced by public sector banks. The impact of human resource management (HRM) practices popularly known as HR practices on organizational performance and employee attitudes has been a leading area of research in the developed world for years (Delaney and Huselid, 1996; Huselid, 1995; Katou and Budhwar, 2007; Petrescu and Simmons, 2008)). But surprisingly, very limited numbers of studies have been conducted on HR practices in the context of developing countries in general (Schuler as cited in Budhwar and Debrah, 2001, Sing, 2004, Yeganeh and Su, 2008, Mahmood, 2004). This study has been conducted to analyze the HR practices and job satisfaction in the context of India. Academicians, researchers, policy-makers, practitioners, students, local and foreign

entrepreneurs of India and other developing countries could benefit from this study by exploring the association between HR practices and job satisfaction. Furthermore, it would also be useful for the developed countries as they find developing countries (like India) as attractive places for investment due to their large markets, and cheap and skilled workforces. This research focuses to investigate the impact of HR practices on Job Satisfaction in Indian public sector banks. 1.1 Meaning of Human Resource Management Human resource management (HRM) refers to the policies and practices involved in carrying out the human resource (HR) aspects of a management position including human resource planning, job analysis, recruitment, selection, orientation, compensation, performance appraisal, training and development, and labour relations (Dessler, 2007). HRM is composed of the policies, practices, and systems that influence employees behaviour, attitude, and performance (Noe, Hollenbeck, Gerhart, and Wright, 2007). Storey (1989) believes that HRM can be regarded as a set of interrelated policies with an ideological and philosophical underpinning. He suggests four aspects that constitute the meaningful version of HRM: 1. A particular constellation of beliefs and assumptions; 2. A strategic thrust informing decisions about people management; 3. The central involvement of line managers; and
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4. Reliance upon a set of levers to shape the employment relationship.

1.2 Meaning of Job Satisfaction Job satisfaction can simply be defined as the feelings people have about their jobs. It has been specifically defined as a pleasurable (or un pleasurable) emotional state resulting from the appraisal of ones job, an affective reaction to ones job, and an attitude towards ones job. Job satisfaction takes into account feelings, beliefs, and behaviors. According to Websters Dictionary (1986), job satisfaction refers to how well a job provides fulfillment of a need or want, or how well it serves as a source or means of enjoyment. The most referred definition of job satisfaction was offered by Locke (1976) who defined job satisfaction as a pleasing or positive emotional state resulting from the evaluation of a persons job (Haque and Taher, 2008). Job satisfaction is also defined as an individuals general attitude regarding his or her job (Robbins, 1999). Mullins (1993) mentioned that motivation is closely related to job satisfaction. Various factors such as an employee s needs and desires, social relationships, style and quality of management, job design, compensation, working conditions, perceived long range opportunities, and perceived opportunities elsewhere are considered to be the determinants of job satisfaction (Byars and Rue, 1997; Moorhead and Griffin, 1999). Job satisfaction has a significant influence on employees organizational commitment, turnover, absenteeism, tardiness, accidents, and grievances (Byars and Rue, 1997; Moorhead and Griffin, 1999). According to Robbins (1999), a satisfied workforce can increase organizational productivity through less distraction caused by absenteeism or turnover, few incidences of destructive behavior, and low medical costs. 1.3 HR Practices and Job Satisfaction HR practices and job satisfaction are studied widely in different parts of the world. It is assumed that HR practices are closely associated with job satisfaction (Ting, 1997). Because many scholars and practitioners believe that sound HR practices result in better level of job satisfaction which ultimately improves organizational performance (Appelbaum, Bailey, Berg and Kalleberg, 2000). Steijn (2004) found that HRM practices had positive effect on job satisfaction of the employees of Dutch public sector whereas individual characteristics such as age, gender, and education had insignificant effect on job satisfaction. Gould-William (2003) showed that use of
52

specific HR practices in local government organizations in the United Kingdom (UK) was associated with a greater degree of job satisfaction, workplace trust, commitment, effort, and perceived organizational performance. Goyal and Shrivastava (2012) founds that appropriate HR Practices of an organization (Pharmaceutical units) can improve the job satisfaction level of the employee and strengthen his Commitment towards his organization. Absar, Azim, Balasundaram and Akhter (2010) found that human resource planning (HRP), and training and development (TND) were found to have positive impact on job satisfaction (JS). They also found that TND has the greatest impact on JS. Gurbuz (2009) investigate that proposed practices, which were participation, empowerment, job rotation, self-directed work teams, and contingent compensation, were positively correlated with employees job satisfaction.

Method
Objectives: To address the association between HR practices and Job Satisfaction; To identify the impact of HR practices on job satisfaction level in Indian public sector bank; To suggest some measures in order to enhance the HR practices in Indian public sector banks. Hypotheses: HR practices have significant association with job satisfaction in Indian Public Sector banks. Theoretical Model of the Study

Independent Variable

Recruitment and Selection Training and Development

Dependent Variable

Salary, allowances and other payments. HR practices Working Conditions and other Facilities
53

Job Satisfaction

Performance Appraisal

Regression Model: JS= 0+ 1X1 + 2X2 + 3X3 + 4X4 + 5X5 Here, 0, 1, 2, 3, 4, 5 are regression coefficients. Independent Variable X1= Recruitment and Selection X2= Training and Development X3= Salary allowances and other payments X4= Working conditions and other facilities X5= Performance Appraisal Dependent Variable JS= Job Satisfaction Methodology: The study is descriptive and analytical in nature based on convenient sampling. The entire data required for the study were collected from primary sources as well as secondary sources. For primary data the researcher was used a self-constructed questionnaire in order to measure the HR Practices and Job Satisfaction in Indian public sector banks. The information for secondary data was collected from various sources such as Annual Reports, Articles, Internet, Magazines, Research Papers, Journals, and Books etc. Sampling Design: The sample consisted of 80 bankers ( 12 Managers & 68 Staff Members) selected from four reputed Indian Public sector banks form Agra city and they are State Bank of India, Allahabad Bank, Punjab National Banks and Bank of India. The list of selected Indian public sector banks and the number of respondents selected from these banks are listed in Table 1.

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Table 1: Selected Indian public sector banks and number of Respondents Population 17 4 State Bank of India Allahabad Bank Punjab National Bank Bank of India Total 3 3 3 3 12 17 17 17 17 68 20 20 20 20 80 Sample Respondent Managers Staff members Total

Statistical Analysis: To study the relationship among HR practices and Job satisfaction product moment coefficient of correlation was calculated. Multiple regressions was used to study the contribution of predictor variables practices (Recruitment and Selection, Training and Development, Salary Allowances and other payments, Working conditions and other facilities, Performance Appraisal) in predicting job satisfaction.

Results:
In order to analyze the scores on various components of HR practices and job satisfaction, the means and values of standard deviation were calculated and the same have been presented in (Table 2)

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Table 2: Mean and Standard Deviation Values of various HRM practices and Job Satisfaction in Public Sector Bank Variables Recruitment and Selection Training and Development Salary, allowances and other payments Working conditions and other facilities Performance Appraisal Job Satisfaction Mean 7.38 7.58 6.53 6.13 3.96 65.23 SD 0.78 1.35 1.79 1.46 2.56 11.60

Intercorrelations between the HR practices and job satisfaction were computed by applying Pearson product moment method. The correlation table has been presented in Table 3. Table 3 Correlation between various HR practices and Job Satisfaction Recruitment Training Salary, Working Performance and and allowances Conditions appraisal Selection Development and other and other payments facilities Job Satisfaction 0.149115* 0.187236* 0.119282* 0.120199* 0.006263*

Negligible correlation* Correlation table indicated inter correlation between various HR practices such as Recruitment and Selection, Training and Development, Salary allowances and other payments, Working conditions and other facilities and Performance Appraisal and Job Satisfaction. The correlations between Job Satisfaction and each HR practices were not significant at 0.05 level of significance. Hence hypothesis is rejected. The correlation between Job Satisfaction and all HR Practices was positive but negligible. The highest correlation exists between Job Satisfaction and Training and Development and the lowest correlation exists between Performance Appraisal and Job Satisfaction.

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Further, multiple regression analysis was done to examine the extent to which predictor variables independently predict a criterion variable (Job Satisfaction). Multiple regression analysis is shown in table 4. Table 4. Multiple Regression Analysis of Job Satisfaction Scores in Public Sector Banks Regression Statistics Multiple R R Square Adjusted R Square Standard Error Values 0.27689 0.07666 0.01428 11.5202

Table 4 shows the multiple regression analysis of dependent variable Job Satisfaction in Public sector bank of India. The value of R square as shown in table 4 is 0.076 which means that 7.66% of the variance in perceived job satisfaction can be described by Recruitment and Selection, Training and Development, Salary allowances and other payments, Working conditions and other facilities and Performance Appraisal. The remaining 92.33% was not explained which means that the rest 92.33% of the variation of Job Satisfaction is related to other variable which are not included in this research. Table 5: Analysis of Variance Variance Regression Residual Total Degree of freedom 5 74 79 Sum of Squares 815.49831 9820.9891 10636.4875 Mean squares 163.09966 132.7160 F 1.2289 Significance F 0.304200

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Table 6: Multiple Regression Coefficients for Predictors of Job Satisfaction in Public Sector Bank Variables Recruitment and Selection Training and Development Salary, allowances and other payments Working Conditions and other facilities Performance appraisal Constant B SE 0.132 t r Coefficient of Determination 0.01966 0.0353

1.947 1.621

1.674 0.971

1.163 1.669

0.149 0.1872

0.189

0.645

0.751

0.100

0.858

0.1192

0.0119

0.618 0.12 30.041

0.907 0.513 15.374

0.078 0.028

0.682 0.248 1.954

0.1201 0.0062

0.0093 0.00017

Table 6 clearly reveals that the individual contribution of recruitment and selection scores was found to be 1.96% in predicting job satisfaction. Further, it can be observed from the table 6 that 3.53% variance out of 7.66% variance in job satisfaction was to be explained due to training and development, 1.19% was due to salary allowances and other payments. 0.93% variance in Job Satisfaction was due to Working Conditions and other facilities and 0.017% was due to Performance Appraisal. The t values of all the HR practices were not significant at 0.05 level of significance.

Figure 1
58

Percent contribution of predictor variable in predicting Job Satisfaction in indian public sector banks
2% 4% 1% 1% 0%

Recruiment and Selection


Training and development Salary, Allownces and other payments Working Conditions and other facilities Performance Appraisal

92%

Others

Figure 1 shows the percent contribution of each predictor variable in predicting the criterion variable i.e., Job Satisfaction. From above figure it is clear that highest predictor of Job Satisfaction is Training and Development and Performance Appraisal has only 0% contribution in predicting the job satisfaction which is the least predictor. Table 7 Hypothesis Testing Hypotheses HR practices have significant association with job satisfaction in Indian Public sector banks. Results Rejected

Conclusion
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Conclusion of this study is that HR practices are positively affected the job satisfaction level of bank employees in Indian public sector banks. There is a negligible association exists between HR practices (Recruitment and Selection, Training and Development, Salary allowances and other payments, Working conditions and other facilities and Performance Appraisal) and Job Satisfaction. The study depicts that HR practices (Recruitment and Selection, Training and Development, Salary allowances and other payments, Working conditions and other facilities and Performance Appraisal) predicting only 7.66% Job Satisfaction and the least 92.33% determined by the other HR practices which are not included in this research. This study finds that highest association exists between Training & Development. It means special attention must be given to enhance the Training and Development practices so that Job Satisfaction level of Indian Public Sector bank employees increase.

Policy Implications
Although the present study was confined to identify the impact of HR practices on job satisfaction, it may be appropriate to state briefly the policy implications for the study. In this context, the following policy actions may be considered worthwhile. To improve the efficiency and update the knowledge of employees, banks should provide training programs according to the requirements. Organizations should go for thorough HR planning. The organizations may formulate a new human resource policy to improve its employees education. Organizations should carefully conduct recruitment and selection process. Organizations should introduce proper performance appraisal systems. Organizations should offer at least reasonable Salary, Allowances and Other benefits to the employees. Organizations should maintain healthy relations with customers based on mutual trust. Organizations should develop good working condition. This facilitates employees to do their work effectively. Organizations should induce employees to perform well. This can be achieved by providing reward, motivations, and other benefits etc. Employees should be trained to adopt new technology and or develop their career.

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Organizations should provide unbiased promotion. That is promotion should be provided based on the qualification and performance of employees. Organizations should implement equal employment opportunities. That is employees should not discriminate against female, and minority or old worker. Proper working environment should be designed. In that the organization should provide adequate facilities employees to do their works such as appropriate equipment, work breaks, and work sharing. Welfare facilities like provision of lighting, ventilation, providing clean drinking water, toilet facilities, and medical benefits and so on should be provided adequately to the employees. Participation, involvement, compensation, incentives, communication, promotion, training and development, performance appraisal, work design, and selection may are the important aspects of the HRM strategy. All this strategy are more or less equally important, though in this study we have incorporate main five particulars of HR practices but every organization specially organization like banks where employee commitment and trust is very important, must have with a complete package of HR practice, so that there all the particulars of HR practice get equal importance.

Limitations
Small sample size was one of the major limitations of the study and limited only in Agra city. The study did not cover all HR practices and all Indian public sector banks.

Directions for Further Research


Several suggestions that fruitful for further research emerged from the present study. In order to validate the finding of the study, case study is another approach that can be done by future research.

References:
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Absar, M. M. N, Azim, M.T, Balasundaram, N. & Akhter, S. (2010). Impact of Human Resources Practices on Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh, Petroleum-Gas University of Ploiesti BULLETIN, Vol. LXII, No. 2. pp 38-39 Absar, M. M. N. Azim, M.T. Balasundaram, N. & Akhter, S. (2010). Impact of Human Resources Practices on Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh, Journal of Business Administration, Vol. LXII, No. 2, pp. 31-42 Afroj, S. (2012). Ongoing Corporate Human Resource Management in banking sector of Bangladesh, Global Journal of Management and Business Research, Vol. 12, Issue. 2, pp. 108. Afroj, S. (2012). Ongoing Corporate Human Resource Management Practice in Banking sector of Bangladesh, Global Journal of Management and Business Research, Vol.12, No. 2, pp. 105-108 Ahmad, S. & Schroeder, R. G. (2002). The impact of human resource management practices on operational performance: recognizing country and industry differences, Journal of Operations Management, Vol. 21, pp. 19-43 Appellabum, E. Bailey, T. Berg, P. & Kalleberg, A. (2000). Manufacturing advantage: Why high-performance work systems pay off. Ithaca, NY: Cornell University Press. Byars, L. L. & Rue, L. W. (1997). Human resource management. USA: Irwin/McGrawHill. Challenges of Human Resource Management in Public Sector Banks: Retrieved on July 13, 2012 from www.mimts.org/.../... Chandra Shekhar, S. F. (2006). Towards a Model of Human Resource Development in Banks, Journal of Human Resource Management, 2 (1), pp. 35 Dessler, G. (2007). Human resource management. New Delhi: Prentice Hall of India Private Limited. Dobrai, K. (2007). Knowledge-Related Issues In Human Resource Management, journal of management studies, 44 (4), pp. 489-505 Edralin, D. M. (2004). Training: A strategic HRM function, Center of Development for Business and Management Education, Vol. 7, No. 4, pp. 2-4
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Flouris, T. & Yilmaz, A. K. (2010). The Risk Management Framework to Strategic Human Resource Management, International Research Journal of Finance and Economics, Issue. 36, pp. 25-45 Gould Williams, J. (2003). The Importance of HR practices and work Place trust in achieving superior performance: a study of public-sector organizations. International Journal of Human Resource Management, Vol.14, No.1, pp. 28-54. Goyal, K. A. & Joshi, V. (2012). Indian Banking Industry: Challenges And Opportunities, International Journal of Business Research and Management (IJBRM), 3 (1), pp. 18-28 Goyal, R. & Shrivastsva, M. (2012). A Study of HR Practices and Their Impact on Employees Job Satisfaction and Organizational Commitment in Pharmaceuticals Industries, International Journal of Business Trends and Technology, vol. 2, Issue. 3, pp. 27 Grant, R (2002), Contemporary Strategy Analysis: Concepts, Techniques, Applications, 4th Edition, Blackwell Publishers, Malden, MA. Gurbuz, (2009). The effect of high performance HR practices on employees job satisfaction, Istanbul University Journal of the School of Business Administration, Vol. 38, No. 2. pp. 118-119 Haque, M. M. & Azim, M. T. (2008). Affective commitment and its antecedents: An empirical study in the context of Bangladesh. Paper presented at the 7th International Conference on Ethics and Quality of Work-life for Sustainable Development, Bangkok, Thailand. Haque, M. M. & Taher, M. A. (2008). Job Characteristics model and job satisfaction: Age, gender and marital status effect. Paper presented at the 7th International Conference on Ethics and Quality of Work-life for Sustainable Development, Bangkok, Thailand. Human Resource Management: Issues and Challenges: Retrieved on July 3, 2012 from www.iimahd.ernet.in/~dileep/PDF%20Files/HRM.pdf Human Resource Management: Retrieved on July 1, 2012 from

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Storey, J (1989) From personnel management to human resource management, in Storey, J (ed) New Perspectives on Human Resource Management, Routledge, London Subbiah, A. Selvakumar, M & Krishnaveni, B. (2012). A study of Human Resource Management in Textile Industry, The IUP Journal of Management Research, Vol. XI, No. 1, pp. 48-70 Ting, Y. (1997). Determinants of job satisfaction of federal government employees, Public Personnel Management, Vol. 26, No.3, pp. 313-334.

INTERNATIONAL CONFERENCE ON MANAGING CHANGE IN BUSINESS AND ECONOMY

Ms. S. NIVEETHA MBA.,

HR PRACTICES IN THE CHANGING WORK PLACE AND SOCIETAL SETUP Lecturer, Department of Management Studies,
SRI GANESH SCHOOL OF BUSINESS MANAGEMENT

niveethamba@gmail.com 91 8056972192
SRI GANESH SCHOOL OF BUSINESS MANAGEMENT, ATTUR MAIN ROAD, METTUPATTI, SALEM-636111

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HR PRACTICES IN THE CHANGING WORK PLACE AND SOCIETAL SETUP


ABSTRACT The managerial practices of a company are generally based upon the top management's assumptions about people working in the organization. It reflects the attitude of the top management towards the human resources of an organization. Managerial philosophies of companies are embedded in the society. McGregor (1960) has labeled these managerial philosophies as 'Theory X and Theory Y. This paper is an attempt to identify the relationship between human resource (HR) practices and the societal set up of the Indian business organizations. For this, the different variables of HR practices were studied and the management's philosophy was identified by measuring beliefs of top management about employees in the organizations. The sample for the study consisted of 95 respondents from two private sector organizations and 119 respondents from two public sector organizations. The findings of the study indicate that the variables of HR practices (planning, recruitment, and selection) were highly but negatively related to the philosophy of management in the private sector organizations. This meant that the Indian organizations were practicing traditional practices of management in such organizations. The prevalence of traditional managerial practices focusing on managerial control has always dominated the managerial community in the sense that it is more prevalent and is more 'tightly' linked to managerial practice. In fact, the Indian public sector organizations started as welfare organizations. However, the impact of market economy has led to a competitive environment. Though the public sector organizations have started realizing the impact of competition, it is difficult for them to understand when they lost their focus on the managerial philosophy. The following key issues emerged from the study: > Organizations will have to design managerial practices which is sensitive to human existence.
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> The managerial practices in the organization has an impact on the organizations of the future. > HR concepts that get packaged along with modern managerial practices are likely to revolutionize the workplace. > The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization could well be the way for organizations in this competitive environment in India. KEY WORDS Human Resource Development, Managerial Philosophy, Theory X ,Theory Y

1. INTRODUCTION
The changes in the market scenario have necessitated the Indian industry to look inward for the development of human resources (HR). If the Indian organizations are to develop and maintain their competitive edge, the potential value of the employees needs to be increased by enhancing and linking their skills and capabilities in tune with the contemporary requirements of the market. Barney (1991) felt that firms could develop strategic capability and, for attaining this, the strategic goal will be to create firms which are more intelligent and flexible than their competitors. The human resource management (HRM) function has emerged as one of the most important areas of organizational practice. It has not been developed in isolation but rather in the context of industrial change and economic development. The uniqueness of HR requires a totally different type of attention from management. The HR function has the characteristics that provide the greatest challenge as well as the opportunity. A company's HR is fragile, relationships are delicate, contributions are unpredictable, and stability is uncertain. Youndt (2000) felt that since employees are free, within limits, to leave their firm, there is a significant risk of organizations incurring an intellectual capital loss unless individual knowledge is transferred, shared, transformed, and institutionalized. The crucial inputs to an organization include, among others, its human resources. People bring to their jobs diversity of skills, needs, goals, and expectations. Barney (1991) proposes that sustainable competitive advantage is attained when the firm has a human resource pool that cannot be imitated or substituted by its rivals. The employees are socialized into the organization first by way of recruitment and then through continuous functioning in the organization. According to Schuller (2000), "skills, knowledge, and competencies are the key factors in determining whether the organizations and nations will prosper." 2. HR PRACTICES IN CHANGING WORK PLACE

The interface between the individual and the organization is critical to full utilization of human resources. The individual and the organization establish a 'psychological contract.' The individual member expects to make contributions to the organization and receives certain rewards in return. The organization provides certain rewards and expects in return certain contributions from the individual. This interface can be effectively handled with the help of HR planning, work analysis, career development, leadership, job motivation, appraisal-reward process, and a favorable organizational culture. As suggested by Spindler (1994), psychological contract creates emotions and attitudes which form and control behavior. Sims (1994) felt that balanced psychological contract is necessary for a continuing, harmonious relationship between the employee and the organization. The idea that individuals are capable of development is founded on the conviction that people are important and their involvement is necessary for an organization to be effective. This conviction is translated into practice through a variety of programmers that facilitate individual development and lead to better adjustment with the environment. Thus, human resources are a company's most valuable and strategic asset and the focused involvement of the top management with institutionalized leadership down the hierarchy is a prerequisite to attract and retain people. The patterns of work relationships at work reflect the HR philosophy. The managers who are encouraged to follow the role model of their seniors perpetuate the philosophy and practices of HR. In the process of organizational socialization, they internalize the values and attitudes of their leaders. The entire process is thus institutionalized. Schein (1990) indicates that people identify with the visionary leaders how they behave and what they expect. Enterprise vision and mission will not become a reality unless employees are involved and integrated with the

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company's goals. HR provides the enabling work climate of the organization comprising of managerial values, attitudes, and styles. With the 'license system' being replaced to a great extent by the 'market system,' the new economic environment is primarily marked by the freeing of shackles for entrepreneurship and economic growth. The challenge of human resource development (HRD) practices would be to create an environment of resilience which can successfully accommodate and assimilate changes in systems, structures, technologies, methods, etc. The pressures of change are most likely to be felt by those who have to lead and manage the change process in such a volatile economic environment. HRD would have the ability to attract and retain people and is the key to manage this macro changeboth in terms of pace and rate. The change leaders would be confronted with the need to reorient culture, thinking, and paradigms. The challenge is for the change agents to get individuals who would have a sense of belonging and commitment to the organization and who would welcome the impending changes. Hamel and Prahalad (1991) contend that a firm would achieve competitive advantage if it can obtain and develop human resources which would enable it to learn faster and apply its learning more effectively than its rivals. Managing in a turbulent environment is not easy and managers are constantly looking for new concepts, tools, and techniques to help them cope with the demand of accelerating change.. This finding is consistent with other accounts of implementation failure across the range of managerial innovations (e.g., reengineering, TQM) and technological innovations (e.g., flexible manufacturing technologies, enterprise resource planning systems) where failure rates are above 50 per cent. The result is that managerial innovations become management fads which are tried and then abandoned. These failures may be attributed to an organization's HR practices and the underlying philosophy of management (Barley and Kunda, 1992).

3.

HRM DEBATE AND HR MODELS

The debate about HRM could be regarded as an outcome of the current interest in corporate and business strategy. Strategic management has assumed an overwhelming significance among practitioners partly as a result of being heavily promoted in the management literature (Peters, 1988; Peters and Waterman, 1982). Mintzberg (1978) and Porter (1985) have also contributed to the populism of the concept of strategy in the HR lexicon. A number of researchers abroad (Ichniowski, Delaney and Lewin, 1989; Ichniowski, 1990; Huselid, 1993) and in India related a comprehensive measure of HR practices to the firms' financial performance (Rao, 1982; Rao and Pereira, 1987; Business Today, 1996; Singh, 2000). The impact of HR practices on organizational level outcomes such as productivity, turnover, performance, and profitability was an important research issue in the early nineties. Most of the work was undertaken to study the relationship between HR practices and firm level outcomes like productivity, turnover, and market value (Becker and Gerhart, 1996; Becker et al, 1997). The Harvard model is conceived as an analytical framework which is premised on the view that if general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, they would solve most of the problems of HR. Compared to the matching model, this model is termed as the 'soft variant.' It stresses on the human aspect of HR and is more concerned with employer-employee relationship. It also highlights the interests of different stakeholders in the organization, This model allows for multi-level analysis of these outcomes. It can provide a useful basis for comparative analysis of HRM (Poole, 1990). Such an approach is completely missing in the matching model. The main criticism of this model is that it does not explain the extensive relationship between strategic management and HRM (Guest, 1991). The matching model has been criticized as being too prescriptive by nature mainly due to the fact that its assumptions are too unitarist (Boxall, 1992). It emphasizes a 'tight fit' between organizational strategy and HR strategies and, while doing so, completely ignores the interest of employees and hence considers HR as a totally passive, reactive, and implementations function. The model's emphasis on tight fit makes the organization inflexible and incapable of adapting to the required changes and hence is a 'misfit' in today's dynamic business environment. The very idea of the model to consider and use human resources like any other resources in an organization seems unpragmatic as it misses the human aspect. Despite many criticisms, the matching model provides a good framework to theory development in the field of HRM. It also provides a promising schema to look at the HR practices in universal and generic term. It, however, ignores the cultural processes.

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The matching model and the Harvard analytical framework represent two very different emphases the former is closer to strategic management literature while the latter to human relations tradition. Some aspects of the basic philosophy of 'soft HRM' can be traced back to the writings of McGregor (1960) who, as mentioned by Truss (1999), even used the terminology 'hard' and 'soft' to characterize the forms of management control. McGregor's Theory X describes the 'control' model of management (Walton, 1985) while Theory Y emphasizes the importance of integrating the needs of the organization and those of the individual the principle of mutual trust again being expressed by Walton (1985). The soft model of HRM traces its roots to the Human Relations School. It involves "treating employees as valued assets, a source of competitive advantage through their commitment, adaptability, and high quality of skills, performance etc." (Storey, 1992). HRM as a concept emerged in the mid-1980s with the efforts of the writers of management of that decade including Pascale and Athos (1981) and Peters and Waterman (1982) who listed the attributes which they claimed as characterizing successful companies. The 'school of excellence' writers may have exerted some influence on management thinking about the need for strong culture and commitment (two features of HRM) but, they were 'right enough to be dangerously wrong' (Guest, 1993). It has, however, been observed that "even if the rhetoric of HRM is soft, the reality is often hard with the interests of the organization prevailing over those of the individual" (Truss,1999). Gratton et al. (1999) identified a combination of soft and hard HRM approaches in the eight organizations studied. The Western countries, especially the US, have done a lot of empirical studies in the area of HR practices. In India, on the other hand, no attempt has been made to systematically evaluate the extent of HRD function or its components or practices, its expected impact on the organization, and its internal working and support provided to it by the management (Pareek, 1997). In an era of competitive market, implementation of HRD practices without extensive empirical studies may turn out to be disastrous for the Indian organizations.

4.

MANAGERIAL PRACTICES

The managerial practices is based upon the top management's assumption about people working in the organization. Whether managers are aware of these assumptions or not, they decide how to deal with their superiors, peers, and subordinates. In the words of Schein (1970), the kinds of assumptions a manager makes about the nature of people will determine his managerial strategy and his concept of the psychological contract between the organization and the employee. Schein (1970) also felt that the tradition of philosophy of management underlies the doctrine of rational-economic man derived originally from the philosophy of hedonism which argued that man calculates the actions that will maximize his self-interest and behaves accordingly. The economic doctrine of Adam Smith which was built on this assumption led to the theory that relationships in the marketplace between organizations and customers or buyers should be left alone because the separate pursuits of self-interest would regulate market relationships. The ideas of Adam Smith propounded in his Wealth of Nations have served for about two hundred years as the basis of our capitalistic system. The modern practices of management is based upon an optimistic view of the nature of men and women. They are considered to be potentially creative, trustworthy, and cooperative. McGregor (1960) has labelled this managerial philosophy as 'Theory Y.' The traditional managerial view that the average human being working in an organization has an inherent dislike for work, avoids responsibility, lacks ambition, and wants to be closely directed is termed transmitted down through the organization structure. Control is exercised through command. The power and the right to make decisions must be centralized at the top. Argyris (1964), McGregor (1960), and others felt that the jobs in modern industry are so specialized that they neither permit the people working in the organization to use their capacities nor enable them to see the relationship between the job done by the human beings working in the organization and the overall organizational mission. In the self-actualizing man theory, the contract involves the exchange of opportunities to obtain intrinsic rewards (satisfaction from accomplishment and the use of one's own capacities) for high-quality performance and creativity. Herzberg, Mausuer and Snyderman (1959) found that the self-actualizing man felt good about his job which invariably had to do with accomplishments and feeling of growth in job competence. Pelz and Andrews (1962) confirmed the findings that productivity and creativity are strongly related to challenge, job accomplishment, and autonomy.

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In summary, the assumptions underlying the concept of self-actualizing man emphasize on higher order needs for autonomy, challenge, and self-actualization. Such needs exist in all men and become active as lower order security and social needs come to be satisfied. Organizations and managements have both tended towards a simplified and generalized conceptualization of man. Consequently, many decades of research has resulted in vastly complicated models of man and attitude of the management towards the human resources of the organization. Schein (1970) felt that man is a more complex individual than the rationaleconomic, social or self-actualizing man. Not only is he more complex within self, being possessed of many needs and potentials, but is also likely to differ from others in the patterns of his own complexity. It has always been difficult to generalize about man. The top management of an organization makes assumptions about the human resources. Managerial effectiveness will depend on the degree to which these assumptions fit empirical reality. Historically, the assumption about people in organizations largely reflected philosophical positions on the nature of man. On the one hand, there is a genuine interest in human beings and, on the other, there are fears about the consequences of human growth and deep pessimism about human beings changing their behaviour. The liberalization, privatization, and globalization of the Indian economy has resulted in a competitive market economy. The need of the hour is to attract high level of initiative and innovation. Before recasting the philosophies and practices, there is a need to understand the philosophy of management of Indian organizations. The initial stimulus came from the realization that the paternalistic philosophy of management in the past gave little momentum for growth in future. Managements had developed plans for growth but they have now realized that they had not developed the attitudes and skills within them to take initiatives, make decisions, and take risks (Theory Y). While there is empirical evidence of relationship between the philosophy of management and organizational culture, in the Indian context, one finds little evidence of research on the relationship between the philosophy of management and HR practices. It is in this context that this paper examines the relationship between HRD practices and the philosophy of management. In other words, it explores the impact of HRD practices on the philosophy of management and, at the same time, maps the attitude of the management towards employees working in the private and the public sector organizations.

5.

HRD PRACTICES AND SOCIETAL SET-UP IN INDIA

The objectives of this study are to: examine the assumptions of the top management about the people working in the organization understand the social organization through HRD belief and the philosophy of management in the organization examine the nature of differences in the philosophy of management subscribed to by the organization towards employees working in the public and the private sector examine the nature of relationship between HRD practices represented by planning, recruitment, selection, performance evaluation, training and development, career management and rewards and the philosophy of management in the private and the public sector organizations. We hypothesize that HRD practices in terms of planning, recruitment, selection, performance evaluation, training and development, career management, and rewards are significantly related to the practices of management.

6.

MEASURES
Measure of Human Resource Development Practices

For the purpose of measuring HRD practices, the questionnaire developed by Gordon (1986) was used. The questionnaire was standardized and spilt half reliability was calculated to be 0.81. It consisted of 69 items including the following variables: Human resource planning: The items focused on the process of analyzing an organization's human resource needs . Recruitment: The items focused on identifying and attracting candidates for current and future jobs. Selection: The items focused on obtaining employees who are most likely to meet the desirable standards of performance.

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Training and development: The items related to the set of activities designed to increase an individual's skills, knowledge or change an individual's attitudes to preparing individuals to assume higher level or different responsibilities.

Performance evaluation: The items focused on measuring and evaluating an employee's past performance against a standard of performance. Career management: The items related to the process of designing and implementing goals, plans, and strategies to satisfy the organizational needs while allowing individuals to achieve their career goals. Rewards: The items focused on repaying equitably for a service based on the quality of service. Measure of Practices of Management The management belief questionnaire examined the theory and beliefs of managers regarding the top management's philosophy on people working in the organizations. The questionnaire probed four areas of management belief system: belief in individual's innate capacity for initiative, individual action, and leadership belief in the value of sharing information and objectives belief in participative management belief that individual control should be by self-control rather than control by supervisors.

7.

CHARACTERISTICS OF ORGANIZATIONS STUDIED

The sample consisted of 214 participants working in four different organizations two belonging to the public sector and two belonging to the private sector (see Box for a profile of the organizations). There were 95 respondents from the private sector organizations (Organization 'A' and Organization 'C': 54+41) and 119 from the public sector organizations (Organization 'B' and Organization 'D' = 68+51). All the organizations in the sample were either listed in Group A of the Bombay Stock Exchange or contributed significantly to the development of the nation. At the time of selection, all the companies were profit-making organizations. We collected the data personally and also by mail using non-probability incidental sampling with an assurance that information obtained would be kept confidential. The sample size comprised of all management levels but most of the respondents were from middle level management with an assumption that they would possess an accurate perception of HRD practices employed in their organizations. The sample also included other departments such as production, marketing, finance, HRD, etc. The purpose of including managers other than the HRD function was to get an honest account of HRD practices in their organizations; it was felt that their personal involvement in policy formulation would be much less than the HRD department.

8.

RESULTS AND DISCUSSION

We analysed the data and computed the correlations considering that our main objective was to examine the nature of relationship between various aspects of HR practices and the changing work place. The findings are presented in Tables 1 and 2. The perceived negative correlation of philosophy of management with HRD practices showed that the private sector organizations still had belief in 'Traditional practices. TABLE 1: CHANGING HRD PRACTICES IN THE WORK PLACE ENVIRONMENT AND THE SOCIETAL SET UP IN PRIVATE SECTOR

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Variables Planning Recruitment Selection Performance evaluation Training Career development management Rewards No. of cases =95@1%Level of significance.

Data 23 23 23 07 24 11 27

TABLE 2: CHANGING HRD PRACTICES IN THE WORK PLACE ENVIRONMENT AND THE SOCIETAL SET UP IN PUBLIC SECTOR

Variables Planning Recruitment Selection Performance evaluation Training and development Career management Rewards No. of cases =119.

Data 9 15 19 01 16 02

Though the top management's views and the balance sheet emphasized the belief of the organization towards 'Theory Y,' the response showed that the management philosophy was not clear to managers working in the organization. Contrary to the hypothesis, the results showed that there was no significant relationship between the variables of HR practices and the philosophy of management in the public sector organizations whereas, in the private sector, the variables of HR practices, particularly training and development and rewards, were highly but negatively related to the philosophy of management. Thus, the hypothesis has been partially proved by this study. The issue of HRM practices in large business organizations was explored in this study to determine whether organizations were practicing traditional or modern philosophy of management. The findings pertaining to private sector organizations reflected that Indian organizations were practicing traditional philosophy of management. The traditional philosophy of management depends primarily upon economic motivation, i.e., 'the carrot and stick' policy the rewards go to the performers who are retained and promoted while those who are less efficient are not rewarded and, at times, demoted, laid off or discharged. The results are paradoxical: on the one hand, while managers believed in shared objectives, participation, and individual control, yet they tended to have serious doubts about the capacity to demonstrate initiative, individual action, and leadership. 9. CONCLUSION

The top managers of the public sector and their public documents show belief in modern practices of management; however, the survey results project a blurred picture of the practices of management. Thus, they talk about 'empowerment' but habitually hoard power or they proclaim that they are 'reengineering' their organizations when they are really just firing a few of the lackluster workers." On the other side of the parallel stream emerged a contrary trend particularly after the opening up of the economy. It provided conditions where the outward-looking market-oriented globalized economy constituted the bulwark of economic transition. The Indian organization could compete in the global market in which maximum utilization of human resource is

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possible by adopting the modern practice of management to the changing work place and societal set-up. In this era of globalization, organizations will have to deal with the convergence of technologies and a mature set of customers and employees. Organizations would have to design managerial practices which is sensitive to human existence. The managerial practices in the organization has an impact on the organizations of the future. HR concepts that get packaged along with modern managerial philosophy are likely to revolutionize the workplace. The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization would be beneficial in the long run. This is possible only if organizations adopt HR practices with modern managerial philosophy.

10. REFERENCES
1. Argyris, Chris (1964). Integrating the Individual and theOrganization, New York: John Wiley & Sons. Barley, S R and Kunda, G (1992). "Design and Devotion: Singers of Rational and Normative Ideologies of Control in Managerial Discourse," Administrative Science Quarterly, 37(3), 363-399. Barney, J B (1991). " 2. Boxall, P F (1992). "Strategic Human Resource Management: Beginning of a New Theoretical Sophistication?" Human Resource Management Journal, 2(3), 60-79. 3. Business Today (1996). "The HRD Survey," January 7-21, New Delhi. 4. Chandler, A (1962). Strategy and Structure, Cambridge, MA: MIT Press 5. Galbraith, C J and Nathanson, D (1978). Strategy Implementation: The Role of Structure and Process, St. Paul: West Publishing. 6. Gordon, Judith R (1986). Human Resource Management, Boston: Allyn and Bacon, Inc. 7. Haire, M, Ghiselli, E E and Porter, L W (1966). Managerial Thinking: An International Study, New York: John Wiley & Sons. 8. Hamel, G and Prahalad, C K (1991). "Strategic Intent," Harvard Business Review, May-June, 67, 79-91. 9. Ichniowski, C (1990). "Manufacturing Businesses," NBER working paper series no.3449, National Bureau of Economic Research, M A: Cambridge. 10. Ichniowski, C, Delaney, J T and Lewin, D (1989). "The New Human Resource Management in US Workplaces: Is it Really New and is it Only Non-union?" Industrial 11. Pareek, U (1997). Evaluating Human Resource Development, Jaipur: Jaipur Research Foundation.

DEMOGRAPHY AND CONFLICT LEVELS OF INDIAN MANAGERS


Aruna B. Bhat* Santosh Rangnekar** Mukesh Kumar Barua***

Address:
Ms.Aruna B. Bhat* (Corresponding author) Research Scholar Department of Management Studies, Indian Institute of Technology, Roorkee

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Roorkee-247667 Uttarakhand State-India Ph.01332-285014 Fa x. 01332- 285565 Mobile: 09557546849 arubhat@gmail.com, arunaddm@iitr.ernet.in

Dr. Santosh Rangnekar** Head & Associate Professor Department of Management Studies, Indian Institute of Technology, Roorkee Roorkee-247667 Uttarakhand State-India Ph.01332-285422 Fax. 01332- 285565 Mobile: 09410543454 srangnekar1@gmail.com

Dr. Mukesh Kumar Barua*** Assistant Professor Department of Management Studies, Indian Institute of Technology, Roorkee Roorkee-247667 Uttarakhand State-India Ph.01332-285678 Fax. 01332- 285565 Mobile: 09359460608 barua71@yahoo.co.in

Abstract
Purpose- The purpose of this paper is to investigate the difference in managers conflict levels at their place of work across different age groups, hierarchical level and length of service. An understanding of conflict at a particular level and its resolution can help employees improve their relationships and work for the betterment of the organization. The word conflict conjures up a number of descriptions for many people. Some of us think of it as something to avoid while others think it can be healthy if managed well. Most of us assume that conflict is a negative force
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and has no place in a organization but a moderate conflict enhances working relationships and build a positive organizational climate.

Design/ Methodology- The data was collected from 135 managers from various organizations of India through convenient sampling technique and was analyzed by SPSS 17.0. Conflict at various levels which includes interpersonal, group and organizational were measured through a standardized scale developed by Dhar U. & Dhar S.(2003) comprising of twenty items on a four point scale.

Findings- Multivariate Analysis revealed that there is a significant difference in conflict at different levels adopted by managers of various organizations in India based on age groups and hierarchy but no difference has been found in terms of length of service. The findings of this study can be used for deciding the proper conflict management strategy at a particular level to handle the conflict constructively. Conflict, if not managed properly can increase antagonism level among employees of organizations, lead to tension, hampers normal channels of communication and also divert employee attention from organizations goals and mission.

Research Implications- The research paper does not sample respondents from across all types of organizations and future studies may investigate this further. Originality/ Value- This paper can be useful for HR mangers and policymakers to formulate proper strategies for handing conflicts in organizations and the current study is a pioneering effort to bring this issue into light. This study will also help the strategists to find out the level at which maximum conflict is occurring and the ways to deal with such situations.

Key words- Conflict levels, hierarchical levels, group conflict, Individual conflict, India.

Introduction
Indian executives are the best conflict managers in the world according to DNA published on July 20, 2009. Observers have argued that Indian managerial conflict resolution tendency reflect Hindu norms of looking for a solution that please everyone, as well as British norms of active,
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mutual problem solving (Moran

&

Stripp, 1991).Conflict has long been a focus of

organizational and team research (Jehn & Mannix, 2001; Pondy, 1967). A conflict can be defined as an awareness of opposition of goals, values, opinions, or activities by at least one party (Deutsch, 1973; Putnam & Poole, 1987; Rubin et al., 1994; Thomas, 1992). Conflict is understood as the process that occurs when a person or group perceives differences or opposition between itself and another person or group, due to interests, resources, beliefs, or values that matter to them (De Dreu & Gelfand, 2008).Conflict is bound to occur whenever there is interaction regarding differences in goals, values and policies between employees of organization. Conflict encompasses our organizational life (Whetton & Cameron, 2008) and remains an inevitable and commonplace phenomenon of social life as well. Conflict might rise and lead to nonproductive results, or conflict can be beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is vital to any organisation. Conflict can also result because of miscommunication between people with regard to their needs, ideas, or even beliefs. Conflict cannot be resolved to its roots but learning how to manage conflicts can decrease the odds of nonproductive growth. Most of the literature on conflict calls for the resolution of conflict, rather than managing conflict. Managing conflict is easier than it is to control the people, places, and things that produce conflict (Algert & Watson, 2002). This study considers the conflict at individual (personal), group and organizational level and the relationship of all these conflict levels with the demographic variables in various organizations of India.

Individual Conflict: Conflict within organizations can result from many forces, such as intrapersonal struggles (Erikson, 1964; Lidz, 1968), interpersonal relationships (Walton, 1969; Glidewell, 1970), group dynamics (Redl, 1942; Bion, 1961), status and authority (Kabanoff, 1985), or structural characteristics (Weber, 1947; Dahl, 1970; Oshry, 1977). While conflict itself is neutral, it can be very disruptive or extremely enhancing depending on how it is used (Wall & Nolan, 1986; Lynch, 1987). It can be dealt with in ways that produce very negative outcomes, ranging from the extremes of withdrawal to attack (Mitchell & Mitchell, 1984). It can also be treated as a revitalizing opportunity to change that which has become en-trenched and stagnant (Stamatis, 1987). Individual level conflict is divided into two types:

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Intrapersonal conflict: A conflict or experience which takes place within an individual. It occurs when a major decision based on certain conditions or norms are involved. The actual reasons of conflict have to be found out so that the conflict can be managed properly. When the conflict is solved, the people involved in it feel more confident and bring about a positive change.

Interpersonal conflict: A conflict between individuals in the same organization. This conflict arises because of differences in attitude, personality, values, goals, experience etc. Though the employees in the organization work towards a common goal yet they have conflict over the issues arising in the organization which makes the fulfillment of goal difficult. In order to manage interpersonal conflict well, the proper adjustment have to be searched and implemented.

Group Conflict: Conflict within groups occur because people have differences of opinion, different values and goals and attitude. In a group the fundamental task is to complete the project/ task. The past research on conflict and its resolution has stressed on situations in which group members have evident opposing goals (Cosier & Rose, 1977; Kabanoff, 1985; Thompson et al.,1988; Eisenhardt & Schoonhoven, 1990). Though group members work on the same project and have mutual interests in completing it, they still may experience conflict. Conflict theory and most research on conflict has primarily focused on disagreements about ends, but conflict can easily happen about means, even when ends are shared, mostly happening in organizational groups (McGrath, 1984). Kabanoff (1985) suggested that people have difficulty in working together though they generally agree on goals and know that they have work towards a common goal yet they experience conflicting situations.

Organizational Conflict: It has been describes as bad and good, disruptive and productive. The breakdown in the standard mechanisms of decision-makinga dysfunction of the system (March & Simon, 1959). The conflict which is arising between the employees based on the organizational set up. These conflicting situations arise because of lack of resources, poor communication, no proper salary allocation, improper rules of promotions etc. Though conflict is viewed negatively in an organization yet it can foster innovation and teamwork. The organizational conflict can be due to opposition of needs, values and interests of employees working together in an organization.

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Literature review
Brewer et al. (2002) in their paper have examined the relationship between gender role, organizational status and conflict management behaviour of males and females of three similar industries. It has been suggested that individuals behaviour in an organization varies according to the position he or she holds in organizational hierarchy (Fagenson,1990, Kenter, 1977).No difference was found in conflicting style of similar organizational status based n gender (Korabik et al.,1993).The authors have concluded that dominating conflict style was mostly associated with males while as avoiding style with females. No relationship was found between gender role and compromising conflict style.

For organizational learning and effectiveness, there should be moderate conflict maintained by altering the sources of conflict and relationship conflict should be minimized. Employees intra group conflicts affect the job performance negatively (Rahim & Psenicka, 2004). Interpersonal conflict involves negative emotions and it was found that interpersonal conflict affect project outcomes consistently and negatively even when managed well (Barki & Hartwick, 2001).According to Chaudhry et al. (2011) who have recommended that young employees choose compromising approach compared to other styles than older employees and the study can be used for mangers to make tailor fit the policies according to mission and vision of organization.

Munduate et al.(1997) in their paper have studied the styles of handling interpersonal conflict. Blake & Mounton (1964) model was used as a background for this study. The study revealed that the style of handling interpersonal conflict depends on whether the conflict is with the superior, subordinate or a peer. Dominating style is preferred with the subordinates( Philips & Cheston,1979;Lee, 1990) while as compromising style is adopted when there is conflict among peers(Rahim, 1983).When there is confrontation with the superiors, the employees tend to adopt obliging style (Drake et al., 1982). The authors have highlighted that there is significant difference between managers perception of the way they act in conflict resolutions and their actual behavior.

Din et al. (2011) in their paper have investigated the strategies adopted by private and public sector organizations. The existence of conflict, its intensity, types and sources were studied and it
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was found that integrating, compromising and avoiding styles were mostly adopted by both the sectors of organizations. Conflict is one of the key problem in organizations and has become an important tool in the development of the organization if it is managed well (Cetin & Hacifazlioglu, 2004) and despite the different image of conflict in different minds, the management of conflict is difficult (Algert & Watson, 2002). According to Heffron (1989) who distinguished between public and private organizations stated that public organizations are less inclined towards efficiency because they are dependent on the revenues from government. They need not worry about clients. Employees have to work under strict formal setting hence fewer chances for innovation and improvement.

Justification for the Research


There is no simple or straightforward technique or skill to handle conflicts. In the organizations like manufacturing sector where the nature of the tasks involve interpersonal relationships between employees of different departments there is maximum chance of getting into conflict. Both the tasks and the state of the interpersonal relationships induce conflict in a complex way. In other sectors like IT and service industries where there the nature of task is working in groups or providing service to the customers and involve interpersonal relations there are again chances of getting into conflict which can lead towards an undesired goal. In order to reduce this conflict to a moderate level, both the business system and good interpersonal relationships could induce or prevent the outbreak of conflict to a great extent. In this connection, the understanding of categorisation of tasks and finding out the level at which the conflict is occurring and the reasons related to the conflict may shed light on conflict formation and the application of appropriate management strategies to deal with them (Rahim, 1986).

Since this study involves the demographic characters and their relation with conflict level of Indian managers which has not been discussed so far in depth, there is a need to study the level at which conflict arises. Since the study of conflict and its related issues involves the fields of psychology and organisational behaviour, it can provide a relevant perspective to the issue of conflict and its three levels. As there is a relationship between conflict levels and the demographic characters, this study provides the tools for to prevent the outbreak of conflict and the means to resolve conflicts. Based on this relationship, the following hypotheses are framed:

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Hypotheses
H1: Different conflict levels of lower and upper age groups are different. H2: Different conflict levels of managers differ in terms of their length of service. H3: There is difference in conflict levels based on hierarchy.

Method
The population of the research includes different nature of organizations like manufacturing, software, automation, hydropower and ground water surveys. Convenient random sampling was done to collect the data for the study. After collection of data, it was analyzed by using SPSS 17.0. To carry out the present study, the standardized questionnaire technique was used to obtain insight about the issues explored in the study.

Sample
The target population of the present study was comprised of middle and senior level managers from select business organizations in India. The employees from both public and private sector in manufacturing, software, hydropower and groundwater survey organizations of India participated in the study. A total of 200 employees were approached out of which 125 responded to the questionnaire. The rest of the questionnaires were not found suitable due to incomplete information and hence were dropped. The information was collected during January 2012 June 2012. The questionnaires were given to the employees taking into consideration their availability. Average age and average experience of the sample were found to be 34.57 years and 11.05 respectively. The sample consisted of 119 males (95.2%) and 6 females (4.8%) aged between 21 years to 52 years. Education levels of sample also varied from diploma holders to graduates and finally to postgraduates. The work experience profile of the sample was: 5 years 10 years (38.8%), 11 years- 20 years (47.6%) and more than 20 years (13.6%).

Research instrument
Conflict level was measured by using the Organisational Conflict Scale developed by Dr. Upinder Dhar & Dr.Santosh Dhar (2003). The scale consists of twenty items in total which are

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based on three levels of conflict which occur in organizations: Individual conflict which consist of seven items, group conflict which consist of eight items and organizational conflict which consist of five items. Cronbach alpha value for the scale was found to be .74 which is well above the acceptable level of .70. All the 20 items were rated on a 4-point scale (1 = Never, 4 =Always). The factor analysis was carried out which resulted in three main factors. The KMO of the scale was found out to be 0.829.

Results
The average score of conflict was found to be 42.48 (Table1), which indicates the existence of a large variation in conflict levels based on different levels and designations of the employees in the organizations under study. This may be because of the variation found in scores on the individual, group and organizational levels. Out of the three dimensions, at group level the conflict was found to have the highest average mean score of 16.94, followed by individual conflict with average mean score of 14.09. If we go for the item-wise analysis of means with highest score at group levels, the items identified are: Performance appraisal system is seen by many as a deliberate effort to offset their career advancement and Some people purposely tends to block the opportunities for others etc. To check the first hypothesis that conflict at different levels adopted by the lower and upper age groups is different, Multivariate Analysis and Chi square test was carried out.

Table 1 showing mean and Chi square values of three conflict levels: Individual Conflict (IC), Group Conflict (GC) and Organizational Conflict (OC). Mean Chi-square Value CL IC GC OC 42.48 14.09 16.94 11.50 56.80 73.74 98.58 18 19 14 .000 .000 .000 Df Asymp. Sig.

Table 1 shows the chi square value of .000 (less than .05) which supports our hypothesis (H1) that there is difference in conflict levels on upper and lower age groups.

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Table 2 showing age categories of managers and their conflict levels. Age Categories 21-30 31-40 41-50 51 and above Total 125 Observed Expected N N 48 31.2 49 24 4 31.2 31.2 31.2 Residual 16.8 17.8 -7.2 -27.2

Table 2 show that the managers below the age of 40 show differences in their conflict levels as compared to the upper group category. Hence our first hypothesis is accepted.

Table 3 showing three conflict levels with comparison to length of service.

Chi-square Value IC GC OC LOS 56.80 73.74 98.58 58.35

Df 18 19 14 42

Asymp. Sig. .000 .000 .000 .48

According to table 3, test statistic significant value is more than 0.05, which indicates that conflict at different levels according to length of service are not different. This means that whatever may be the conflict levels i.e organizational, individual or group conflict, length of service doesnt play a role.

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Table 4 showing conflict levels with comparison to hierarchy. Chi-square Value IC GC OC HRY 56.80 73.74 98.58 40.76 18 19 14 2 Df Asymp. Sig. .000 .000 .000 .000

Table 4 shows the chi square value of .000 (less than .05) which supports our hypothesis (H3) that there is difference in conflict levels based on hierarchy.

Discussion
This study on conflict management has shown that the managers at different age groups manage conflict differently. According to etin & Hacifazlioglu (2004), age was observed to be one of the main important variables that affect the way the conflict is handled as teachers and academics get older, they become more flexible and constructive in their dialogues with their peers. Phillips & Cheston (1979) studied business managers and found that senior age group managers were more likely to choose the use of competition with subordinates than vice versa. Several researchers have found junior managers to prefer the styles of withdrawing when in conflict with superiors, perhaps because of the risk of negative consequences, such as job loss (Kahn et al., 1964; Phillips & Cheston, 1979; Rahim, 1986).Our study is in contradiction with the results found out by Paulsons (1986) who states that the middle managers from the United States found no significant differences in managing conflicts according to the hierarchy. In managing conflicts, research conducted by Slabbert (2004) showed that there would be significant differences in the modes of conflict resolution at different organizational levels within traditional organizations.

It has been observed in the present study that there is difference in conflict management based on hierarchical levels. It is obvious that the way the conflict is resolved relate to the existence of a strict organizational hierarchy, with very little difference within both organizational groupings, i.e., middle and junior managers. In a study carried by Brewer et al. (2002) who revealed a
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significant difference between upper and lower status employees in relation to conflict management. There was a significant difference between upper and lower status employees in managing conflicts in organisation. A subordinate may not be willing to use any conflict style to oppose a superior, while a superior may have more freedom to use aggressive styles, particularly in order to meet company production goals (Rahim & Buntzman, 1989).

The differences in managing conflict are observed based on the levels. The individual conflict levels show much deviation in terms of the conflict management style. There are various styles adopted by managers in managing conflict. The study showed that those employees between 1825 of age and had either high school or lower education preferred to use accommodating styles. On the other hand, the research conducted by Chan et al. (2006) showed that males and females did not differ significantly in terms of using conflict management styles. However, the results of t-tests revealed that females tend to avoid conflicts significantly more than males and males prefer the dominant style more than females. Organisational level doesnt play a major role in deciding the conflict management style adopted by Indian mangers.Also, Mc Kenna & Richardson (1995) found Singaporean male managers use the compromising style more than women, while female managers were more inclined to use the avoiding style. Our study has shown that length of service doesnt play a significant role in deciding the conflict management style of managers. This study is in line with the findings by Sorenson & Hawkin (1995), who found no relationship between the tenure and the preferred way of conflict management by managers of organisations.

Managerial Implications
Although the results of this study revealed some differences in conflict management based on levels in relation to age groups and length of service, it is important that for conflicts to be managed functionally, a proper style may be more appropriate than another depending upon the situation (Rahim, 2001; Rahim & Bonoma, 1979; Thomas, 1976). The organisational policies should be framed such that there doesnt arise any conflicts and all the mangers should be treated fairly with no biasness. The conflicts can lead to increased corporate control but also to increased creativity and innovation. In order to pay attention to the destructive potential of conflict, attention should also be given to the opportunities that emerge from intra and inter-organisational
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conflict. Conflict must be considered an inevitable part of the organisations life. Many employees consider conflicts as destructive collisions, incompatible, after which some gain at the expense of others but it is important to understand that a medium-level conflict is necessary to enable the development of organisational processes and provide a way for change as

moderate conflict may lead to the motivation of solving problems that otherwise go unnoticed. In the future it is necessary for managers to have more knowledge about the possibilities of constructive settlement of conflicting situations and first finding out the proper level at which conflict is happening so that the way to manage the conflict is decided.

In order to manage conflicts constructively, that there be more regular formal meetings that include management and lower level employees from all departments where one can discuss stable employment conditions and their standardization and also the discussion regarding that professional development programs. The communication channels should be such that the proper and correct information is transferred to the concerned person. The employees of the organization could be given equal status and salary should be according to the performance and experience of candidate. A good thing to start would be by acknowledging diversity within the workforce. Training programmes should be conducted so as to directly address dysfunctional issues and proper strategies should be formulated and implemented so that the performance is improved and chances for conflicts are minimized.

Limitations and scope for future research


Like all other research studies this study is also not free of limitations. Firstly, all the measures were based on self-reports which is a concern for common method bias. Also the present study included only the relationship of demographic characteristics with conflict management levels. The study considered the impact of age, length of service and hierarchy only on conflict management levels while other demographic characteristics can also be considered. Another limitation may be that data was collected conveniently from only a few organisations consisting of employees from different levels-lower, middle and upper. Future studies may be designed to collect data randomly from a larger and a homogenous group to produce more valid results. A very small number of females participated in the survey and hence the sample size was overwhelmingly comprised of male respondents.

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International Conference on Managing Change in business and economy


(06th 07th April , 2013) at Udaipur ,Rajasthan

THEME

: Innovative HR practices

Sub Theme: Absenteeism and Productivity Mapping

Title: Absenteeism and Productivity

Author: Mrs. Parul Chaubey , Lecturer , Tirpude College of Managemnt studies and Research, Nagpur, Maharashtra, India

Contact details: 9923466191 Email: parulchaubey@gmail.com

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Abstract : Absenteeism is and has been a menace for industrial growth as it acts as a virus that gradually eats away the industry from within. From the many effects of absenteeism, the major one is on productivity. Productivity of a firm is its soul as any industry aims at maximization of profit which is possible by maximization of production with minimum set of resources. Here absenteeism acts as a major hindrance, which most of the times is beyond control... The problem of Absenteeism is a common but one of the most crucial and has to attended type of a problem which have to be dealt with, on day to day basis. Different organizations are employing customized strategies to cope up with the problem of absenteeism which is directly affecting the productivity. Especially labour intensive industries like Textile Industry has to take some corrective steps to beat the problem of absenteeism. This paper aims at finding out the extent of correlation between absenteeism and productivity with special reference to a textile undertaking --------------------------------------------------------------------------------------------------------------------Introduction A significant amount of work time is lost each year due to worker absence, but evidence on the productivity losses from absenteeism remains scant due to difficulties with identification. In this paper, we use uniquely detailed data on the production units and man-hours in an textile undertaking to address many of the potential biases from the endogeneity of worker absence. Our analysis indicates that worker absences have large negative impacts: the expected loss in daily productivity from employing a temporary substitute is on par with replacing a regular worker of average productivity with one at the 10 th 20 th percentile of productivity. We also find daily productivity losses decline with the length of an absence spell, consistent with managers engaging in costly search for more productive substitutes and temporary workers learning on the job. While illness is a major cause of absenteeism among teachers, we find no evidence that poor health also causes lower on-the-job productivity. Absenteeism has been
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viewed as an indicator of poor individual performance, as well as a breach of an implicit contract between employee and employer; it was seen as a management problem framed in economic or quasi-economic terms. (, 2013). A growing number of official and private publication records absenteeism as the major hindrance in overall industrial development. Textile industry continues to be labour-intensive even in the present scenario. Technological developments have resulted in the automation of many processes in the textile industry. With it comes the need for operatives skills knowledge and ability to man these

machinery/instruments. It also requires workmen to produce results by the practice of better work habits at the work place and ultimately improve the quality of products and enhance productivity. (2013) The study of work and workers problem is a prominent field of inquiry in respect of modern industrial organization. Studies have demonstrated a lot of dimensions of absenteeism nature of work, bureaucratic set up, relationship between various branches within industry, working environment, family and social background of the workers. The study of the problems of industrial workers in of great importance so far as the recent development of industrialization is concerned. Therefore, it has become a recurring feature of industrial life. It has caused concern to the government, factory owners, management and all those engaged in the process and manipulation of production. Keeping in view the importance of absenteeism not only in the industrial set up, as well as general behavior of the workers in the process of production, this subject of sociological interest has been taken up for systematic study. Therefore, it is very essential to flush out the problem of employee absenteeism through specially designed strategies. Rhodes and Steers (1990) point out that measuring absenteeism can serve four purposes to organizations, namely, to administer payroll and benefit programmes, for production scheduling, to identify absenteeism problems and to measure and control personnel costs.(Sitra)
Objectives :

1) To identify the relationship between Absenteeism and Productivity 2) To study the effect of absenteeism coping on production.

Hypothesis : 1) Absenteeism is linear and inversely proportional to productivity


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2) Absenteeism coping strategy can control production loss up to certain extent.

Methodology:

Analysis :

Dependent variables are absenteeism and productivity , Independent variables are Age of workers , Gender of workers , Individual Machine Output , Individual Labour productivity output. There were total 32 Ring Frame Machines and 2 workers are required to operate each machine. So the total manpower requirement is 64 in each shift. There are total 3 shifts. A total target production for each shift is set to 6.8 tones. When some workers remain then the previous shift workers are asked to replace the absentee workers for overtime. For each overtime worker the shift hours are reduced to 7 hours from 8 and lunch break is increased from hour to 1.

Sample :

For the present study the author decided to select a renowned textile units situated in Central India mainly engaged in production of cotton and synthetic thread. A random sample of 20 workers which are engaged in the Ring Frame (production department) , 1 production manager and 1 HR manager were taken from the textile unit.

Data Collection Tools : The data for this study were collected through primary as well as secondary sources. The production manager and HR Manager have been interviewed personally for the said purpose This entitled research is based on purposive random sample. Statistical Tools :

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For the purpose of analyzing the collected data , percentage method and correlation is used because for quantitatively small sample , researcher found it more suitable and reliable. Data Analysis & Interpretation : For the purpose of this study data was taken for 10 consecutive days regarding workers absentee and subsequent production . Following tables shows the said figures :

Objective 1

: To identify the relationship between Absenteeism and Productivity

Hypothesis 1 : Absenteeism is linear and inversely proportional to productivity

Table 1 :

35 30 25 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 % drop in no. of workers % drop in production

Day

Workers Absent

% drop in no. of workers

Production loss expected without substitute % drop in production ( in kg ) 686.00 545.00 1852.00 612.00 395.00 1655.00 1897.00 2125.00 526.00 719.00 95 10.09 8.01 27.24 9.00 5.81 24.34 27.90 31.25 7.74 10.57

1 2 3 4 5 6 7 8 9 10

7 5 19 6 4 16 19 22 5 7

10.94 7.81 29.69 9.38 6.25 25.00 29.69 34.38 7.81 10.94

Karl Pearsons Co-correlation coefficient = 0.998

Interpretation : The table and graph above clearly shows that % drop in no. of workers leads to nearly equal % change in production. Karl Pearsons co-efficient of correlation also indicates was positive and linear correlation between presenteeism and productivity. Hypothesis 1 is proved that there is a linear and inversely proportional relation between Absenteeism and Productivity. _____________________________________________________________________________ Objective 2 : To study the effect of absenteeism coping on production.

Hypothesis 2 : Absenteeism coping strategy can control production loss upto certain extent.

Table 2 :
Day Workers Absent Substitute workers Net production loss ( in kg ) 462 300 867 347 250 867 752 1027 286 484 Production loss expected without substitute ( in kg ) 686 545 1852 612 395 1655 1897 2125 526 719

1 2 3 4 5 6 7 8 9 10

7 5 19 6 4 16 19 22 5 7

7 5 19 6 4 16 19 22 5 7

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2500 2000 1500 1000 500 0 1 2 3 4 5 6 7 8 9 10 11 Net production loss ( in kg ) Production loss expected without substitute ( in kg )

Interpretation : From the above table and graph it is clear that with strategy to cope with production loss in advent of absenteeism , almost 50-60 % production loss can be saved. Although the reasons for variation even after employing equal no. of substitute workers were observed to be following:

1) To every substitute worker the shift hours is reduced to 6 hours for that particular shift 2) Lunch break is increased to 1 hour for every substitute worker. Hypothesis 2 is proved that Absenteeism coping strategy can control production loss upto certain extent.

Findings

1) In this empirical study it is seen that the total loss of production is direct but inversely proportional to workers absenteeism. 2) The theoretical and practical aspects of HRM practices are substantially different as Organization is a dynamic entity. What may be a better practice today may be not be that effective in future.
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Illustration : If 10 workers are absent then total man-hours lost will be :

64workers x 8 hours = 512 man-hours Minus : 54 workers x 8 hours = 432 man-hours Plus 3 workers x 6 hours = 18 man-hours 62 manhours

Total man-hours lost =

Avg production per man-hour in a shift

6800/512

= 13 kg ( approx) Net production loss : 13 x 62 = 806 kg ( approx )

Suggestions :

In order to reduce the gap between Expected production loss and Net production loss more strategies can be employed in addition to this strategy. Inspite of reducing working hours for substitute workers , increased allowance is advisable .Also absenteeism can be reduced by using strategic application of labour welfare and personnel management schemes.

Conclusion :

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From the findings it could be concluded that although absenteeism is the most common problem in industrial sphere over the years and years to come still its adverse impact on production can be controlled in a planned manner upto a greater extent.

References:

Anonymous 1 <en.wikipedia.org/wiki/Absenteeism>surfed on 09 January 2013

Anomynous 2 <indialawoffices.com/pdf/textileindustry.pdf> surfed on 09 January 2013

Sitra www.sitra.org.in surfed on 10 January 2013

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