1.Measuring Human Resource Functions: A Comparison of Public Sector and Private Sector Organisations

Yogesh Kumar, Research Scholar, Department of HRD, V.B.S. Purvanchal University, Jaunpur & Vice President (HR), Bharatiya Group, New Delhi.
A.K.Mishra, Professor and Head, Department of Management, Mizoram University, Aizawl.


Present study is an attempt to assess gap, if any, between the current service level HR practices and desired service level HR practices in two different categories of business organizations- public sector and private sector organizations. Data was collected from the employees of public sector and private sector organizations. Questionnaire method was used to collect responses from the respondents. A current level HR practices index was computed by adding all the items of the questionnaire. Statistical technique t-test was used to analyse the data. Result of t-test showed both organizations differ significantly on the current level HR practices. Further, it was found that public sector and private sector organizations differ significantly on HR dimensions –Strategic HR, Human Resource Planning, Training and Development, Safety, and Industrial Relations. However, no difference was observed between the two groups on HR dimension- Recruitment. Download Full Paper

2. Managerial Perceptions of Performance Appraisal Facets as Determinants of the Effectiveness of the Performance Appraisal System in Private and Public Sector Organizations

Manisha Agarwal, Associate Professor, Department of Psychology, BHU, Varanasi

The present study examined the patterns of relationships between managerial perceptions of the system and process facets of performance appraisal and perceived effectiveness of the performance appraisal system (PAS) in a sample of 200 managerial personnel belonging to a private and a public sector organization in North India. It was hypothesized that managerial perceptions of the facets of performance appraisal would be more positively related with the effectiveness of the performance appraisal system in the private sector organization as compared to the public sector organization. Correlation and regression analysis results highlighted the importance of system openness among the system facets and multiple inputs among the process facets along with promotions received in predicting managerial perceptions of the effectiveness of the PAS in both the private and public sector organizations. The findings have important implications for the development of an effective performance appraisal system by industrial organizations.Download Full Paper

3.Factors Affecting Dividend Decision of Indian Cement Industry

Dharmendra S. Mistry, Deputy Registrar, Maharaja Sayajirao University of Baroda, Vadodara

Dividend decision is one of the most important functions of finance managers. It depends on the trend of the turnover and control of the management over the expenditure. It also affects the decision of potential investors regarding investment in company’s equity and overall market value of the company’s share. In this paper, an attempt has been made to ascertain influence of the factors i.e. Total Assets, Liquidity, Inventory Turnover Ratio, Profitability and Retained Earnings on the dividend decision of Indian cement industry for a period of 2004-05 to 2008-09 based on the secondary data of 28 out of 36 listed public companies in the industry. The study finds that significant increase in the selected factors influences the dividend decision to the great extent rather than the factors which have resulted marginal or moderate increase. It is also found that change in Total Assets and Profitability affects dividend decision positively; while change in Liquidity, Inventory Turnover Ratio and Retained Earnings affects dividend decision negatively..Download Full Paper


Jagdish R. Raiyani, Reader, Faculty of Management, Shree Maharshi Dayanand Saraswati MBA College, Tankara, Rajkot Nilesh K. Joshi, Professor, Faculty of Commerce, Shri Virani Science, Arts & Commerce College, Rajkot

The goal of Financial Management is to maximize the shareholder’s value. The shareholder’s wealth is measured by the returns they receive on their investment. Returns are in two parts, first is in the form of dividends and the second in the form of capital appreciation reflected in market value of shares of which market value is thee dominant part. The market value of share is influenced by number of factors, many, of which, may not be fully influenced by the management of firm. However, one factor, which has a significant influence on the market value, is the expectation of the shareholders regarding the return on their investment. There exist very measures like return on Capital Employed, Return on Equity, earnings per share, Net Profit margin, and Operating profit margin to evaluate the performance of the business. The problem with theses measures is that they lack a proper benchmark for comparison. The shareholders require at least a minimum rate of return on their vestment depending on the risk in the investment. To overcome these problems the concept of EVA vas developed.
The report studies Indian bank’s profile to demonstrate a direct correlation between the investment in stakeholder relationships and corporate performance. Many Indian banking seems to have destroyed shareholder’s wealth over a period of time and only a few have positively contributed to their wealth. With the help of EVA (Economic Value Added) which tell what the institution is doing with investor’s hard earned money, the report examines an appropriate way of evaluating bank’s performance and also finds out which Indian banks have been able to create (or destroy) shareholders wealth since 2005-2006 to 2007-2008.
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A.K. Mishra, Head, Department of Commerce, M G Kashi Vidyapith, Varanasi
Naved Akhtar, Research Scholar, Department of Commerce, M G Kashi Vidyapith, Varanasi
Sakshi Tarika, Lecturer, S. D. College of Commerce, Muzaffarnagar

Overall development of country is the main objective of Indian government since its independence. Earlier the main thrust for development was laid on Agriculture, Industry, Communication , Education, Health and Allied sectors but soon it was realized that the all round development of the country is possible only through the development of rural India. Keeping this in view Panchayati Raj Institutions have been introduced under the 73rd Amendment Act of the Constitution of India. Rural Development includes measures to strengthen the democratic structure of society through the Panchayati Raj Institutions (PRIs). It also includes measures to improve the rural infrastructure, improve income of rural households and delivery systems pertaining to education, health & safety mechanisms. Government of India has taken many steps to develop rural India and for this Department of Rural Development has been setup under the control of Ministry of Rural Development. The department through PRIs has launched various development schemes such as Sampoorna Swachchta Abhiyan, Gram Vikas Yojna, Farmer Market & Livestock Market, Underground Drainage System Construction Scheme and so on. Through these schemes Government of India seems to accomplish its dream of rural India’s development. Although some loopholes may also be seen. Without overcoming these drawbacks Government of India won’t be able to foster the growth of rural India..Download Full Paper

6.The Influence of Computerization in Public & Private Sector Banks: A Comparative Study

Sourabh Sharma & Vishal Vyas Assistant Professors, Faculty of Management Studies, Mody Institute of Technology & Science (A Deemed University), Lakshmangarh, Sikar, (Rajasthan).

This paper is a survey of public and private bank employee’s responses toward computerisation of banking services. The objective of this analysis is to measure the employees’ awareness, perception, and the level of satisfaction with regard to IT Services offered by the Indian public and private sector banks in the Jaipur city. The study has divided into four major segments i.e. Information Technologies Strategic advantages, Technological know-how and organizational capacity, Decision making process and, Motivations toward Information Technology..Download Full Paper

7.Board of Directors: An Empirical Study of Navratna Companies

S. L. Gupta, Birla Institute of Technology, NOIDA
B. S. Hothi, Director, Institute of Management Education, Ghaziabad
Abhishek Gupta, Research Scholar, Singhania University (Rajasthan)

Evaluation of Navratna BODs operations are at times confidential and very complex, studying, analyzing and evaluating them becomes a very difficult task. They perform efficiently a BOD needs knowledge, time, information, motivation and power. Public Enterprises Section Board (PESB) has to play a strong role and endure that concerned Ministry is not allowed to get away with any arbitrary decision and whatever it decides should be done on time to ensure a smooth transition in the company with a proper handing over and taking over. The concept of orientation of non-executive official and non-official directors has not received much focus till now, not only in India but all over the world. As against management Corporate Governance involves dual responsibility fulfilling internal organizational and societal needs. All the PSE representatives confirmed that they have formulated the corporate vision, mission and objectives in compliance with the above referred circular. It is very important for the BODs to ensure that the team of senior mangers has the desired combinations of qualities required at that level to shoulder the responsibilities placed on them. The BODs role consists of two levels one relates to setting mission objectives and policy formulation and the second level functions include monitoring management, and reviewing and controlling their activities form time to time. In our survey, we found that the BODs must not involve itself in day to day functioning of the organization and also that governance does not involve ensuring returns in the short run. This research based on nine NAVRATNA companies (like ONGC, NTPC, SAIL IOC, HPCL, BPCL, GAIL, MTNL, BHEL)Download Full Paper


Pramod Pathak & Govind Swaroop Pathak,
Professors, Department of Management Studies, Indian School of Mines, Dhanbad


Accidents have always been an intriguing aspect of human life causing immense loss, pain and misery to mankind. In fact, in the Hindu religion, while worshipping the gods, one major boon, which people seek is to be saved from accidents. After every act of worship, which requires going through a complete set of rituals, a holy mixture of five liquids is to be distributed as CHARANAMRIT. While this is distributed to the devotees, a Sanskrit MANTRA is chanted seeking life to be free from accidental death and sickness. This paper helps explore further the behavioural issues in accidents.
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S.K. Srivastava, Professor of Psychology & Kailash Chandra Barmola, Research Scholar, Gurukul Kangri University, Haridwar (UK-India)

This paper explores the role of motivation in higher productivity. There is a general believe that man has the natural tendency to be lazy with regards to work and he is being forced by circumstances to work. According to some scientists, motivation is a need and organization is making great use of every facility in human works to achieve motivation. Productivity means the rate of power to produce, but productivity from the management or economic point of view is the ratio of what is produced to what is required to produce it. This study is therefore designed to find out the link between the extent to which various motivation strategies encourage the workers to improve their job commitment and increase their productive capacity. It is examined through the origin and evolution of related studies. On the other hand, it also offers information relative to the influences perceived and detected in these developments. This paper presents totally, a concepts based findings. These data allow us to offer an approximated picture of the motivation in higher productivity. Research suggests that individuals are motivated to perform well when the work is meaningful and individuals believe they have responsibility for the outcomes of their assigned tasks. It is recommended that, an organizational movement should be away from the current merit pay reward system to an organizational structure that promotes challenges and accomplishments, creates organizational learning opportunities, utilizes group incentives as well as individual incentives, rethinks job design, uses positive reinforcement and promotes healthy work environments.Download Full Paper

10.Stress Management: A key to Employee Retention
Rana Zehra Masood, Faculty Member, Department of Commerce, Aligarh Muslim University

Modern lifestyle is full of stress. You have not only to cope with challenges at work but also with stress that you take along with you to work. The problem is that in these difficult times when economy is bad, stress at home and workplace are on the rise. Due to changing technology, new demands, demographic changes, increased competition and increase in workload psychological problems related to occupational stress have increased rapidly. Jobs provide an abundance of opportunities to experience personal satisfaction, growth and social acceptance. However, jobs also represent a common source of stress and can put a great deal of strain on our daily life. Stress produces strain, disrupts equilibrium, and it is the source of any number of emotional, physical, economic and social problems.Stress management is a continuous process of monitoring, diagnosing, and prevention of excessive stressors that adversely affects employees, managers, and productivity. These stressors are as much a function of the environment as one’s perception of the environment. Therefore, stress management is as much the responsibility of employees as it is managers. It is a fact that, retention of key employees is critical to the long-term health and success of any organization. Employee retention matters, as, organizational issues such as training time and investment, costly candidate search etc., are involved. Hence, failing to retain a key employee is a costly proposition for any organization. The aim of this paper is to discuss the various causes of stress, reasons on why attrition arises, how to manage attrition, various employee retention policies and to conclude the ways to improve employee retention.

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11.BOOK REVIEW: Organisational Behaviour by Steven L McShane, Mary Ann Von Glinow, Radha R Sharma, Published by Tata McGraw-Hill

Saumya Singh, Associate Professor, Department of Management Studies, ISM-Dhanbad

Organisational Behaviour (OB) used to be a more modern name for Industrial Psychology which studies human behaviour in organizations. The twenty first century organizational behaviour is much different from the contrived discipline that drew its knowledge base from some subjects falling under the broad umbrella of humanities and social sciences. The subject OB, after the sea change that it has undergone, talks about virtual teams instead of committees and replaces command – and – control supervision with values and self leadership. As companies are looking for Organic Robots instead of normal human beings in their employees, transforming human resources into sophisticated machines that can think and feel, the field of OB widens beyond imagination.
The book under review by McShane, Glinow, and Sharma is about this new age OB. The latest edition, the fourth one, is written in context of these emerging workplace realities and is about classical, the modern as well as the post modern OB. It talks about the knowledge economy, the learning organization and appreciative enquiry providing a handy prescription for organizational change.
The book is a comprehensive read that deals with all the essential issues of the subject and is useful as a reference as well as a text book. Every chapter of this book carries some real life examples that help the reader understand the concepts of OB making it application oriented. The book not only links theory with reality it also provides food for thought that may pave way for new theories. The case studies given in each of the chapters help reader connect OB concepts to the emerging work place realities. An important distinguishing feature of this book is ‘connections’ that provide linkage to OB concepts with real organizational incidents.
The book in its coverage includes a wide range of industries – from software to government and from small businesses to the fortune 500 companies. There is a strong global orientation in this book which illustrates how OB concepts and practices are relevant to companies in every part of the world. The book covers organizational practices from US and Australia to India and China. It is useful not only for the managers but also for all those who want to understand OB.Download Full Paper

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