The Research Journal of United Institute of Management, Prayagraj, U.P., India

SAMIKSHA

United Institute of ManagementPrayagraj

ISSN No. 0975-7708

Bi – Annual Journal

Volume IX No. 1 & 2 Jan - Dec. 2018

A Study of Insolvency and Bankruptcy Code and its Impact on Macro Environment of IndiaSrijan Anant & Aayushi Mishra

The Impact of Quality of Work Life on Employee’s Retention with Special Reference to Employees in Select Private Banks.Dr. Shivi Srivastava & Pankaj Kumar Yadav

The Advantage of Racial and Ethnic Diversity in The Workplace-A Review StudyPriyatosh Mishra & Dr.Mohit Roy

Lake Superior State University: A Journey of Turnaround?P Arpitha Reddy & Dr. Arunaditya Sahay

The Impact of Women Participation on Their Quality of Work Life with Special Reference to Select Public BanksDr. Shivi Srivastava

Research Paradigm & Paradigm Wars : Dilemma of A ResearcherSurbhi Cheema

To Study Effect of Social Media on Consumer Buying BehaviorArti Pandey

An Overview of four important areas of Management TheoryMiss Nidhi Shukla

Printed and Published by Dr. Jagdish Gulati on behalf of the United Institute of Management, UPSIDC Industrial Area, Naini, Prayagraj (U.P.) India. Printed by Shantanu Publishers, Mumfordganj, Prayagraj, 211002. Email- uimresearchcell@gmail.com.

Editor: Prof. K.K. MalviyaEditor-in-Chief

Volume IX, No. 1 & 2, Jan - Dec. 2018United Institute of Management, Prayagraj

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SAMIKSHA

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Bi – Annual Journal

CHIEF PATRONMr. Girdhar Gopal Gulati

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PATRONDr. Jagdish Gulati

PresidentUnited Group of Institutions

REVIEW EDITORMr. Vikas Mehrotra

Associate ProfessorUnited Group of Institutions

EXECUTIVE EDITORDr. Manmohan Mishra

Associate ProfessorUnited Group of Institutions

WEB EDITORMr. Dhananjay Kumar Singh

Asst. ProfessorUnited Group of Institutions

EDITOR-IN-CHIEFProf. K.K Malviya

PrincipalUIM, Prayagraj

CONSULTING EDITORDr. Manu JohariAssociate Professor

United Group of Institutions

MANAGING EDITORMr. Rohit Kumar Vishwakarma

Asst. ProfessorUnited Group of Institutions

DEVELOPMENT EDITORDr. Vishnu Prakash Mishra

Associate ProfessorUnited Group of Institutions

Prof. S.K. SinghHead & Dean, FMS,BHU

Prof. A. SahayProfessor of EminenceBIMTECH, Greater Noida

Prof. K.M. SharmaFormer Director, MONIRBAUniversity of Prayagraj

Prof. GeetikaHead, SMSMNNIT, Prayagraj

Prof. Suneel K. MaheshwariMarshall University,Huntington, West Virginia

Dr. Mahesh Kumar SinghProfessor,Szent Istvan University, Hungary.

Prof. A.K. TripathiProfessor, Computer ScienceInstitute of Technology, BHU

Mr. Gaurav GulatiVice-President, UGI Prayagraj

Dear Reader,

The intension of Journal Samiksha is to disseminate knowledge in a significant manner to the

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(Prof K K Malviya)

Editor - in - Chief

Journal of UIM, Prayagraj

Volume IX, No. 1 & 2, Jan-Dec. 2018

ContentA Study of Insolvency and Bankruptcy Code and its Impact onMacro Environment of India 01Srijan Anant & Aayushi Mishra

The Impact of Quality of Work Life on Employee’s Retention withSpecial Reference to Employees in Select Private Banks. 09Dr. Shivi Srivastava & Pankaj Kumar Yadav

The Advantage of Racial and Ethnic Diversity In The Workplace-A Review Study 16Priyatosh Mishra & Dr.Mohit Roy

Lake Superior State University: A Journey of Turnaround? 19P Arpitha Reddy & Dr. Arunaditya Sahay

The Impact of Women Participation on Their Quality ofWork Life with Special Reference to Select Public Banks 28Dr. Shivi Srivastava

Research Paradigm & Paradigm Wars : Dilemma of A Researcher 36Surbhi Cheema

To Study Effect of Social Media on Consumer Buying Behavior 42Arti Pandey

An Overview of four important areas of Management Theory 46Miss Nidhi Shukla

*Research Scholar, Department of Commerce and Business Administration, University of Allahabad.

**Research Scholar, Department of Commerce and Business Administration, University of Allahabad.

IBC is the second most crucial reform in the legal setting of India. It is because IBC is not only making

India emphatically powerful in the field of the legal environment but also provides a new identification and

recognition at the global platform economically. The Insolvency and Bankruptcy Code, 2016 is the bankruptcy

law of India which seeks to consolidate the existing framework by creating a single law for insolvency and

bankruptcy. The paper studies the distinguish features and the legal framework of the code. The study is

descriptive in nature. In line with that, The paper also presents impact of Insolvency and Bankruptcy code on

macro environment of India.

Key Words: IBC 2016, Macro Environment, Insolvency, Bankruptcy, Legal Environment of India,

Liquidation.

Srijan Anant*Aayushi Mishra**

Abstract

Objectives of the Study

The study has been undertaken to contribute towards the

following broad objectives:

1. To study the distinguish features and regulatory

framework of the Insolvency and Bankruptcy Code, 2016.

2. To find out the impact of Insolvency and Bankruptcy code

on macro environment of India.

Need of the Study

The purpose of this paper is to examine the main provisions of

The Insolvency and Bankruptcy Code, 2016. This paper

highlights the perspectives of several stakeholders, various

challenges faced and the numerous advantages of

implementing the reform in India. This paper also highlights

how IBC is highly resourceful in improving India’s image on

the global stand.

Insolvency and Bankruptcy Code (IBC), 2016Background

In India, the legal and institutional machinery for dealing with

debt defaults has not yet been in line with global standards. The

recovery action of the creditors, either through the Contract

Act or through the special laws such as the Recovery of Debts

due to Banks and Financial Institutions Act, 1993 and the

Securitisation and Reconstruction of Financial Assets and

Enforcement of Security Interest Act, 2002, has not been able to

get the desired outcomes. Similarly, action through the Sick

Introduction

Legal environment of any country always play a vital role in its

economic development. If the legal environment of that

country is well-built and implemented then definitely the

global background of the country will be strong.

After the introduction of Goods and Services Tax, IBC is the

second most crucial reform in the legal setting of India. It is

because IBC is not only making India emphatically powerful in

the field of the legal environment but also provides a new

identification and recognition at the global platform

economically. On both economic and non-economic front, this

code leaves a positive impact. Since the code is passed, the

global economic image of India is drastically enhanced,

through Enhancement of the FDI, Increased M&A deals,

Improving India’s Ease of doing business ranking, etc.

The Insolvency and Bankruptcy Code, 2016 is considered to be

one of the biggest economic reforms introduced in India and is

assumed to play a significant role in limiting the risks of credit.

IBC, 2016 consolidates and amends the law relating to

insolvency resolution process in India. The effects of the advent

of the Code seems to be far reaching to lenders, financial

institutions, corporate and also for professionals, giving them

scope to act as resolution professionals. Bankruptcy law aims

at providing rescue mechanism for distressed entities,

facilitating faster windup of insolvent entities and providing

an easier exit route to investors.

A STUDY OF INSOLVENCY AND BANKRUPTCYCODE AND ITS IMPACT ON

MACRO ENVIRONMENT OF INDIA

limited liability entities (including limited liability

partnerships and other entities with limited liability),

unlimited liability partnerships and individuals, presently

contained in a number of legislations, into a single legislation.

Such consolidation will provide for a greater clarity in the law

and facilitate the application of consistent and coherent

provisions to different stakeholders affected by the business

failure or inability to pay the debt.

Earlier Insolvency and Bankruptcy regimes in India:Individual Insolvency:

This has always been regulated and administered through the

Presidency Towns Insolvency Act, 1909 (for residents of

Mumbai, Kolkata and Chennai) and Provincial Insolvency Act,

1920 (for other residents) which are century old legislations

and have now outlived their utility.

Corporate and Firm Insolvency:

In India till now has always been regulated and administered

by multiple and sometimes overlapping laws which are shown

as follows :

Industrial Companies (Special Provisions) Act, 1985 and the

winding up provis ions of the Companies Act ,

1956/Companies Act, 2013 have neither been able to aid the

recovery for lenders nor aided in the restructuring of firms.

Laws dealing with individual insolvency, Presidential Towns

Insolvency Act, 1909 and the Provincial Insolvency Act, 1920

are almost a century old. This has hampered the confidence of

the lenders over the period of time.

The ‘Insolvency and Bankruptcy Code, 2016’is considered the

biggest economic reform next to GST. The Insolvency and

Bankruptcy Code 2016 is a landmark legislation consolidating

the regulatory framework governing the restructuring and

liquidation of persons (including incorporated and

unincorporated entities).

The objective of the new law is to promote entrepreneurship,

availability of credit, and to balance the interests of all

stakeholders by consolidating and amending the laws relating

to reorganization and insolvency resolution of corporate

persons, partnership firms and individuals in a time-bound

manner and for maximization of value of assets of such persons

and matters connected therewith or incidental thereto. It aims

to consolidate the laws relating to insolvency of companies and

02 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

iii. Low time resolution: The code provides a low time

resolution and defines fixed time frames for insolvency

resolution of companies and individuals. The process is

mandated to be completed within 180 days, extendable to

a maximum of 90 days. Further, for a speedier process,

there is a provision for fast track resolution of corporate

insolvency within 90 days. If insolvency cannot be

resolved, the assets of the borrowers may be sold to repay

the creditors.

iv. One window clearance: It has been drafted to provide one

window clearance to the applicant whereby he gets the

appropriate relief at the same authority unlike the earlier

position of law where in case the company is not able to

revive the procedure for winding up and liquidation has

to be initiated under separate law governed by separate

authorities.

v. Clarity in the process: The code provides for a clear-cut

process with respect to the insolvency and bankruptcy.

The above-stated laws suffered from many loopholes,

contradictory provisions and also none of them stated the time

resolution or empowered the operational creditors and

entrepreneurial growth and development. Due to these

mentioned laws, the Insolvency and Bankruptcy Code

introduced.

Distinguish features of the code:

There are following key features of the code-

i. Comprehensive Law: Insolvency code is a comprehensive

law which envisages and regulates the process of

insolvency and bankruptcy of all persons including

corporate, partnership, LLP’s and individuals.

ii. No multiplicity of law: The code has withered away from

the multiple laws covering the recovery of debt and

insolvency and liquidation process and present singular

platform for all the relief’s relating to recovery of debts

and insolvency.

The structure of the code is very specific and 180 days is

mandated for the complete insolvency resolution process.

vi. One chain authority: There is one chain of authority

under the code. It does not even allow the civil courts to

interfere with the application pending before the

adjudicating authority, thereby reducing the multiplicity

of litigation. The National Company Law Tribunal

(NCLT) will adjudicate the insolvency resolution for

companies and the Debt Recovery Tribunal (DRT) will

adjudicate the insolvency resolution for individuals.

vii. Priority to the interest of workmen and employees: The

code also protects the interest of workman and employees.

It excludes dues payable to workmen under the provident

fund, pension fund and gratuity fund from the debtor’s

assets during liquidation.

viii. New regulatory authority: It provides for constitution of a

new regulatory authority “insolvency and bankruptcy

board of India” to regulate professionals, agencies and

information utilities engaged in the resolution of

insolvencies of companies, partnership firms and

individuals. The board has already been established and

has started functioning.

ix. Promote entrepreneurial activity: The code promotes

entrepreneurial activity in India because of its revival

mechanism and fast resolution process.

Regulatory Framework of Insolvency and Bankruptcy Code, 2016

Insolvency and Bankruptcy Code, 2016 is expected to play a

vital role in the economic system of the country. The law is to

cover insolvencies of “corporate persons” (covering

companies, limited liability partnerships, and all other entities

having limited liability), as also individuals, firms etc. While

the law is admittedly a code for insolvent companies, it covers

liquidation of solvent companies as well, and thereby, serves as

a complete code on liquidation of companies. The Code has

been divided into five parts comprising 255 sections and 11

schedules (Shown in figure 1). The code provides for the

establishment of a regulator who will oversee these entities and

perform legislative, executives and quasi-judicial functions

with respect to the insolvency professionals, insolvency

professional agencies and information utilities.

• Corporate Insolvency Resolution Process

Corporate insolvency resolution is a process during which

financial creditors assess whether the debtor’s business is

viable to continue and the options for its rescue and

revival. If an insolvency resolution fails or financial

creditors decide that the business of debtor cannot be

carried on profitably and it should be wound up. The

debtor will be undergoing liquidation process and the

assets of the debtor are realized and distributed by the

liquidator.

The insolvency resolution process provides a collective

mechanism for lenders to deal with the overall distressed

position of the corporate debtor. This is a significant

departure from the existing legal framework under which

the primary onus to initiate a reorganization process lies

03A Study of Insolvency and Bankruptcy Code and its Impact on Macro Environment of India

with the debtor and lenders may pursue distinct actions

for recovery, security enforcement and debt restructuring.

In order to above these facts the regulations regarding “The

Corporate Insolvency Resolution Process “are as follows:

I. The corporate insolvency resolution process may be initiated on application to NCLT:

• By a financial creditor, either by itself or jointly with

another financial creditor, meaning a creditor for the financial

facility (which is a broadly worded expression including

financial lease and hire purchase transactions, which are

treated as financial transactions under applicable accounting

standards).

• By an operational creditor, meaning a creditor other than a

financial creditor or a person whom an operational debt.

• By the corporate debtor himself, that is the company itself.

II. The occurrence of Default: Default means non-payment of debt when whole or any part of installment has become due and not repaid by the debtor. The minimum amount of default by the debtor is Rs 1 lakh.

III. Roadmap after Admission of Application: The insolvency resolution process, after an application has been admitted by the adjudicating authority will entail the following steps-

• Declaration a moratorium period-This will prohibit

actions such as, institution of suits, continuation of

pending suits/ proceedings against the corporate debtor

including execution of any judgment, decree or order;

disposal/encumbering of corporate debtor’s assets or

rights/interests therein; any action to foreclose, recover or

enforce any security interest created by the corporate

debtor, etc.

One of the most important features of a bankruptcy law is the

grant of the moratorium during which creditor action will

remain stayed, while the bankruptcy court takes a view on the

possibility of rehabilitation. In the chapter on Sick Companies

under the Companies Act 2013, there is no provision for an

automatic moratorium – it merely empowers the NCLT to

grant a moratorium up to 120 days.

The Code talks about a mandatory moratorium – thereby, it

serves almost like the automatic moratorium under global

bankruptcy laws. The moratorium will continue throughout

the completion of the resolution process – which is 180 days as

mentioned above. However, if in the meantime, the creditors’

committee resolves to approve liquidation of the entity, then

the moratorium will cease to have an effect.

Explicitly, the moratorium before liquidation applies to

enforcement of security interests under the SARFAESI Act as

well. A moratorium also applies when an order for liquidation

has been passed by the adjudicating authority.

• Appointment of an Interim IP- Issuance of the public

announcement of the initiation of insolvency resolution

process and call for the submission of claims. Interim IP

inter alia takes over the management and powers of the

04 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

board of directors of the corporate debtor, and collects all

information relating to assets, finances and operations of

the corporate debtor for determining its financial position;

collates all claims submitted by the creditors and

constitutes a Committee of Creditors ("COC").

The Committee of Creditors thereafter either resolves to

appoint the interim IP as the IP or replaces the interim IP by

appointing a new IP, in accordance with the prescribed

procedure. This IP shall be appointed as the liquidator for the

process.

The IP will then take over the management and assets of the

corporate debtor, and can exercise the wide powers granted to

it, in the manner prescribed under the Code. It will prepare an

information memorandum in relation to the corporate debtor,

on the basis of which the resolution applicant will prepare a

resolution plan. IP will scrutinize the resolution plan and

present it to the Committee of Creditors.

The Committee of Creditors approved plan will be submitted

to the adjudicating authority, for its acceptance, and it is only

when the adjudicating authority, gives it a final nod that the

resolution plan becomes binding upon all the stakeholders and

the insolvency resolution process of the corporate debtor is

initiated. In case the adjudicating authority rejects the plan, the

liquidation process of the corporate debtor will commence.

• Timeline for the process: As per the figure 2, Resolution

Professional is appointed, after the Admission of

application by the adjudicating authority, to conduct the

entire corporate insolvency resolution process and

manage the corporate debtor during the period.

Resolution Professional shall prepare information

memorandum for the purpose of enabling resolution

applicant to prepare a resolution plan. A resolution

applicant means any person who submits a resolution

plan to the resolution professional and upon receipt of

resolution plans, Resolution Professional shall place it

before the creditors’ committee for its approval.

Once a resolution is passed, the creditors’ committee has to

decide on the restructuring process that could either be a

revised repayment plan for the company, or liquidation of the

assets of the company. If no decision is made during the

resolution process, the debtor’s assets will be liquidated to

repay the debt.

The resolution plan will be sent to NCLT for final approval and

implemented once approved.

• Corporate Liquidation Process

Diagrammatic representation under the figure 3 depicts the

Corporate Liquidation Procedure which commences with the

appointment of a Liquidator. The process starts with winding

up order involving realization of the assets and distribution of

proceeds among creditors and other stakeholders. As

mentioned in figure, according to Section 14 of IBC no suit can

be instituted against the Corporate Debtor. Based on the

priority a security creditor may receive proceeds from sale of

assets by enforcing with the secured assets as per applicable

laws. Claims of creditor will be considered subordinate to the

unsecured creditors to the extent of deficit. All the distribution

shall be done in the manner laid down in the Code. Once all the

assets of the Corporate Debtor are liquidated the NCLT passes

an order to finally liquefy the corporate debtor.

Impact of IBC on Macro Environment of India:

Insolvency and Bankruptcy Code was primarily introduced

with the aim to mitigate the losses of NPAs borne by the Indian

Banking System. Though it is highly doubtful that it can bring

back the amount already stuck in stressed assets in the form of

NPAs but it can, to a large extent help to avoid the overall crisis.

Apart from its legal impact, IBC has also played a great role in

macroeconomic objectives providing India a strong stand in

global platform. Following mentioned are some of the broader

impacts of The Insolvency and Bankruptcy Code (IBC) of India,

2016:

05A Study of Insolvency and Bankruptcy Code and its Impact on Macro Environment of India

• Management of NPA’s- Indian Banking Structure is

currently dealing with the chronic problem of rising NPAs

and its management has been one of the key focus area for

the banks ever since. In such a case, introduction of

Insolvency and Bankruptcy Code can prove to be a major

milestone in reducing NPA stress building up on Indian

Banking System. According to the Corporate Affairs

Secretary Injeti Srinivas, Insolvency and Bankruptcy Code

(IBC) has, directly and indirectly, helped resolve stressed

assets worth Rs 3 lakh crore and disposed of about 50 per

cent (4,400 to be exact) of the 9,000-odd cases that it

received in the last two years, including those transferred

from the Board for Industrial and Financial

Reconstruction (BIFR).

• Increase in FDI- As per the following table, it is shown that

after the enactment of the code the FDI has substantially

increased in amount. In 2012-13 the FDI of India was 34298

US $ Million and just after enactment of the code it rose to

61463 US $ Million in 2017-18 which is grow by

approximately 80%.

Year

Total FDI Flows (Amount US$ Million)

% Growth over previous

year (in US$ terms)

Investment by FII’s

(Amount US$ Million)

2012-13 34,298 (-) 26% 27,582 2013-14 36,046 (+) 5% 5,009 2014-15 45,148 (+) 25% 40,923 2015-16 55,559 (+) 23% (-) 4,016 2016-17 60,220 (+) 8% 7,735 2017-18 61,963 (+) 3% 22,165

Source: RBI’s Bulletin August, 2018 dt.10.08.2018 (Table No. 34 –

FOREIGN INVESTMENT INFLOWS)

There are so many reasons behind this growth but one of the

component is IBC because the Code provides very clear-cut

process with reference to Insolvency and Bankruptcy and

priority to the employees, workmen and creditors is also

provide strong legal frame to the India.

• Increase in M & A Deals- Mergers and Acquisition (M&A)

activity in the country has increased exponentially and

deals worth $14.3 billion have been completed in the past

two years, Mint has reported. Insolvency and Bankruptcy

of India (IBC) has been credited for this flurry in mergers

and acquisitions.

IBC has driven massive M&A momentum in the country, led

by deals involving Bhushan Steels ($7.4 billion), Reliance

Communications($3.7 billion ) , Fortis Healthcare ($1.2

billion), India’s Insolvency and Bankruptcy Code (IBC)

has accelerated activity in distressed merger and

acquisitions (M&As) in India with the transaction

involving Indian companies reaching $104.5 billion in

2018.

• Improved ‘Ease of Doing Business’ Ranking-In addition to

the introduction and implementation of Goods and

Services Tax, which is considered as one of the biggest

economic reforms in the country, Insolvency and

Bankruptcy Code is next in line. These have greatly

influenced India’s “World Bank’s Ease of Doing Business

(EODB)” that moved up 23 notches in last two years and

now ranks 77 among 190 global economies. The World

Bank has also listed India among the “top 10 improvers”

for the second time in a row. It occupies the fifth spot,

while China is at third.

• Development of Credit Market of India- The code

established an Information Utilities (IUs). It is a

Centralized repository of financial and credit information

of borrowers; would validate the information and claims

of creditor’s vis-à-vis borrowers, as needed. Thus, through

the establishment of IUs credit market of India developed

and works more effectively.

• Reduction of Crony Capitalism in India-Quoting Amitabh

Kant, the CEO of Niti Aayog “IBC will ensure that the

world of crony capitalism comes to an end. Earlier, you

could borrow and not repay. Now if you don’t pay, you

lose your business.” (htt1) Crony Capitalism can be

defined as an economy in which businesses thrive on

return of money accumulated through affiliation between

business houses and political class and not due to risk

taking. With stricter laws post introduction of IBC, it has

become exceptionally difficult for promoters, shady or

otherwise, to regain control of their companies after their

firm goes into bankruptcy and also to over-leverage their

balance sheet. The new states to either perform or perish.

• Easy Exit and Reduced Duration of Liquidation-As per

statistics provided by World Bank, in comparison to other

progressive nations it takes much longer time in India to

resolve Insolvency issues (An average of four years). With

the introduction of Insolvency and Bankruptcy Code, it

has become easier for companies to make an easy exit or

liquidate (180+90 days resolve-or-liquidate measure)

their business which was not the case earlier in the Indian

Corporate Structure (on an average of 3-4 years).This

would be beneficial in attracting foreign investors to set in

their business in India. It would also lead to increase in

innovation in India.

• Cross-Border Insolvency-Cross-Border Issues deals with

Indian firms having claims over default committing global

firms, or vice-versa. Given the complex nature of the issue

the IBC has been trying to blend in some of the best efforts

taken for Cross-Border Insolvency in the world but these

are not adequate to effectively deal with the default cases.

But in such a scenario where domestic insolvency laws

have seen a recent reformed daylight, it is prudent to take

one step at a time. A draft bill is in progress and hopefully

it will soon be enacted after due diligence.

• Right to the Operational Creditors- In previous, no law

prevented the operational creditors but under the code,

06 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

there is a provision that the operational creditors

(domestic as well as international) have been right to file

suit against the default. Thus, the code provides right to

the foreign creditors which will enhance the economic

transactions of India and others.

• Relation with Trading Blocs- If the legal environment of

any country is strong, well structured and suitable for

other countries then its relation with trading blocs such as,

SAARC, ASEAN, EU, NAFTA, etc will be fruitful. It is

because IBC is the code which has fulfilled all above stated

criteria therefore we can say that it will enhance the

relations of India with the trading blocs.

Conclusion

2016 has definitely been the year of reforms (GST & IBC). India

has been plagued with mounting NPAs [10.25 lakh crores INR

(approximately 150 billion US$) as on 31 March 2018 ] since

quite a few time, and from the above study, it is concluded that

the IBC Code 2016 has established a framework for time-bound

resolution for delinquent debts with the objective of improving

the ease of doing business in India. As per M.S. Sahoo,

Chairperson Insolvency and Bankruptcy Board of India (IBBI)

that around 40 corporate debtors cases have been taken under

the IBC terms and the creditors have got over 50,000 crores i.e.

the average realization has been over 50% till date. This shows

the benefit of having this code.

By the end of January 2018, it was reported that at least 2,434

fresh cases have been filed before the National Company Law

Tribunal (NCLT) till 30 November 2017 and at least 2,304 cases

seeking the winding-up of companies have been transferred

from various high courts. This again is delaying the overall

resolution process. Cross-border insolvency and non

recognition of Indian laws in overseas jurisdictions, and vice-

versa, has created certain challenges. The process is unclear for

such dealings. Few analysts have argued that IBC has excessive

government interference due to its role in the appointment,

termination and inspection of professionals. It is observed that

till today, there is a lack of infrastructure to deal with high

value and a large number of insolvency cases.

Apart from the above mentioned challenges, the IBC Code has

helped in improving the global rank of India in the ease of

doing business. For the first time India has a rank within the top

100 in the world. This jump is because of economic reforms like;

IBC and GST. Due to this development, we can also expect a

growth in FDI and GDP in the country. It has also given an

immense thrust to M&A drive in India. The success of ‘Make in

India’ campaign will only be possible if an environment is

created in India where the failures of entrepreneurs and

financers are handled and treated cautiously on time. The

smooth functioning of a credit market in an economy will

ensure that all the stakeholders are collectively contributing to

the success of the entrepreneurial growth of a country.IBC

Code is one step in this direction.

The paper delves into the various perspectives of the IBC code

and highlights its major issues and its impact on the Indian

Economy both on the domestic and global front. IBC has been

undoubtedly landmark legislation and still evolving so that it

can meet with several unforeseen challenges.

References:

• Valecha, Javish & Xalxo, Ankita Anupriya. “Overview of the

Insolvency and Bankruptcy Code, 2016 & the Accompanying

Regulations”, Journal on Contemporary Issues of Law, Vol-3,

Issue-4, ISSN 2455-4782, 2017.

• Goel, Shivam. “The Insolvency and Bankruptcy Code, 2016:

Problems & Challenges”, Imperial Journal of Interdisciplinary

Research (IJIR), Vol-3, Issue-5, ISSN: 2454-1362, 2017.

• Wadhwa, Rakesh. “Insolvency and Bankruptcy Code”, 2016”

The Journal of Corporate Professionals (ICSI), Vol-46, Issue-9,

ISSN 0972-1983, September 2016.

• Balasubramanian, N. “Insolvency and Bankruptcy Code – A

look from a common man’s perspective”, The Journal of

Corporate Professionals (ICSI), Vol-46, Issue-9, ISSN 0972-

1983, September 2016.

• Sriram, G. “The Insolvency and Bankruptcy Code, 2016” ”, The

Journal of Corporate Professionals (ICSI), Vol-46, Issue-9,

ISSN 0972-1983, September 2016.

• Chaudhary, V.K. & Kapoor, Alka. “Corporate Insolvency

Resolution Process – Brief analysis and challenges”, The Journal

of Corporate Professionals (ICSI), Vol-46, Issue-9, ISSN 0972-

1983, September 2016.

• Sharma, H.K. “Insolvency and Bankruptcy Code, 2016 - Fast

Track Corporate Insolvency Resolution Process”, ICSI 2016.

(https://www.icsi.edu/WebModules/LinksOfWeeks/ICSI_CS_

SEP2016.pdf)

• Athavale, M.A. & Anasingaraju Anagha. “Opportunities for

Company Secretaries under the Insolvency and Bankruptcy

Code, 2016”, The Journal of Corporate Professionals (ICSI),

Vol-46, Issue-9, ISSN 0972-1983, September 2016.

Websites

• www.caclubindia.com/articles/insolvency-and-bankruptcy-

code-an-introduction-27031.asp

• http://www.ibbi.gov.in/

• www.rbi.org.in/scriptS/PublicationsView.aspx ?id=18060

• https://rbi.org.in/Scripts/AnnualReportMain Display.aspx

• www.mca .gov . in /Min i s t ry /pd f /The Inso lvencyand

BankruptcyofIndia.pdf

• https://www.ibef.org/economy/indian-economy-overview

• https:/ /t imesofindia. indiatimes.com/business/india-

b u s i n e s s / o w n e r s - s e t t l e - r s - 8 3 k - c r o r e - b a n k -

dues/articleshow/64279946.cms

• h t tp s : / /www. l i v emin t . c om/Compan i e s / c17rNOlV

4h5i1zTnlUfEVN/IBC-impact-MA-deals-worth-143-billion-

signed-in-2-years.html

• https://www.ey.com/en_gl

• https://www.icai.org/

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government-official-highlights-potential-of-insolvency-and-

bankruptcy-code/

• https://www.worldbank.org/

07A Study of Insolvency and Bankruptcy Code and its Impact on Macro Environment of India

Figure 1

Figure 2

Particulars Timelines (in days)

Filling of insolvency application X

Adjudicating Authority- Admission or Rejection of application:

Before rejecting an application, the adjudicating authority shall give a

notice to the applicant to rectify the defect in the application within 7

days.

If admitted, adjudicating authority to declare moratorium upon

admission.

X +14

Insolvency Resolution Professional Appointment (X +14) +14

Constitution of Committee of Creditors

Appointment of Final Resolution Professional

(X +14) +14+10

Submission of Resolution Plan:

· If approved- Moratorium ceases to have effect

· If rejected- Initiation of Liquidation

Insolvency Resolution Process Completion

(X +14) +180

Insolvency Resolution Process Extension (X +14) +180+90

Source: The Institute of Chartered Accountants of India

08 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

Source: Interpreting the Code, Corporate Insolvency in India, Ernst & Young LLP (EY)

Figure 3

In today’s cutthroat competition scenario it is an expensive and time taking activity to hire and train an

employee and in the due course it is even more challenging to retain the same in the organization. As the WLO

(World Labour Organization) outlines the Qualified Worker as an employee with standard practices laid by

the WLO and on the other hand this qualified worker can contribute largely to the respective organization if the

organization is able to retain the same. It is perfect time that organizations are learning how to respect the

employee's individuality and their commitment to work more effectively and efficiently. Practically speaking

creating great quality of work life upsurges an organization's value. Quality of working life (QWL) comprises

of opportunities for active participation under group working arrangements or problem solving that are of

mutual benefit to employees or employers, based on labour management cooperation. People also comprehend

of QWL as a set of methods, such as self-governing work groups, job enrichment, and high-involvement aimed

at boosting the satisfaction and productivity of workers. It requires employee commitment to the organization

and an environment in which this commitment can flourish. Providing quality at work not only shrinks

attrition but also helps in reduced absenteeism and improved job satisfaction. This study explored that Not

only does QWL contribute to a company's ability to recruit quality people, but it also enriches a company's

competitiveness. Common opinions support the contention that QWL will positively nurture a more flexible,

loyal, and motivated workforce, which are critical in determining the company's competitiveness. Quality of

work emphases on the quality of association between employees and the total working environment. The basic

rationale is to cultivate work environment that are splendid for people as well for the economic healthiness of

the organization. Quality at work trims down attrition motives of the prospective employees and then helps in

dipping absenteeism and improving job satisfaction. Hence, organizations today do conventionally in

providing quality at work in order to maintain hold of the talented workforce thereby enhancing their

competitiveness. However, in the current scenario the Indian private sector banks is experiencing

considerably high-level of staff attrition contrast to other sectors. Therefore, this research has conducted

among the private sector banks employees to know their perception towards the quality of work life provided to

them and its impact on their retention.

Keywords: Quality work life, talent retention, talent turnover, employee attrition

Dr. Shivi Srivastava*Pankaj Kumar Yadav**

Abstract

THE IMPACT OF QUALITY OF WORK LIFE ONEMPLOYEE’S RETENTION WITH SPECIAL REFERENCE

TO EMPLOYEES IN SELECT PRIVATE BANKS.

The efficiency of the organization can be achieved when the

personnel growth, well-being and favourable/humanized

work environment will be taken care of and impediments and

irritants are removed which can create a facilitating and

congenial environment and faster a feeling of pride and

belongingness. Thus, the main task before bank’s management

is the utilization of its human resources to the optimum work

level, to meet the new challenges of its employees & to retain

the talent in an organisation.

In a competitive scenario, the employees themselves are

demanding the standard work life to contribute in the

performance. Standard work life means humanized work

surroundings, which motivates the employees to perform well.

Humanized work surroundings includes compensation of

employees, safe and healthy working conditions, opportunity

for growth and development, occupational stress, autonomy in

banks, social relevance of work, participation of employees,

Introduction

Efficient human resources and their commitment is essential

for effective management of organization. The management of

four Ms i.e. Money, Materials, Men, Machines are

fundamentally carried out by human resources of the

organization. Stressing this point of view, McGregor observed

that effectiveness of an organization would be double if

management could discover how to tap unrealized potential

present in their human resources. In the service sector like

banking along with other resources, the performance of the

banks depend on the quality of human capital as they are the

main product and service delivering assets. Therefore, in banks

human capital is one of that which assures the development of

banking activities, enhancing the bank performance and

prestige.

*Assistant Professor: United Institute of Management, United Group of Institutions, Allahabad**Research Scholar: Dept. of Commerce & Business Administration, University of Allahabad, Prayagraj, India

future goals or needs of the organization. Talent retention is a

combination of two word i.e. talent & retention. Talent means

aptitude, skill, or the ability to perform a particular work or job.

According to the lexicon of management, talent refers to

identification, inculcation, utilization, and retention of a set of

skills or abilities of the employees in the interest of the

organization.

Employee retention is the act of retaining employees to work in

the organization on a long-term basis. In fact, every

organization grooms new employees into skilled personnel

and hence, wants to retain them for a long time. Employee

retention undertakes different measures so that an individual

continues to work in an organization for maximum period. It

fosters long-term effective association between the employees

and the management representing the organization.

empowerment of employees, work life balance, grievance

handling relations, recognition, alternative work schedule and

many more.

For the company, nowadays it has become more necessary and

mandatory to put the efforts to retain the employees. In order

to retain the enriched talents, it is quite necessary to provide

them standardised work life or we can say quality of life.

Employees believe more on the quality of work life than the

wage and salary only.

Talent retention is the subset of talent management. Talent

management is an integral part of human resource

management. Talent management can defined as a deliberate

approach implemented to recruit or hire, develop and retain

people with required aptitude or skills to meet the present and

• Make employees realize their value in the organization.

• Treat employees as assets instead of liability.

• Train and develop employees for next challenges.

• Give timely and proper feedback of their performance and

support them.

• Always keep them motivated.

• Create healthy environment, and good and effective work

culture.

• Design good incentive policy to retain high employee

morale.

• Provide bonus to employees.

• Draw a positive career graph of employees and update it

with their new skills and qualifications.

Major Factors Involved in Employee Retention

• Compensation − It includes salary, advance, bonus,

rewards, health insurance, and retirement benefits.

• Environment − Organizational environment motivates

employees to perform better. Positive environment

creates positive energy.

• Growth − every employee needs growth in his/her career,

and most employees look for growth within the

organization.

• Support − Support culture helps employees grow

professionally and they perform better in their job.

Organizations need to support employee financially and

emotionally so that they perform better, and feel secured.

It avails the organization with skilled and experienced

workforce, which is useful for increasing the productivity of

the organization. Organization with poor employee retention

culture seldom grow as desired. Creating effective retention

strategies is one of the most important jobs as a manager in an

organization. Hence, there is a need to understand the causes

that make the employees leave the organization

Reasons Why Employees Leave an Organization

• Work not as per expectation.

• Low salary.

• Lack of growth prospects and career opportunity.

• Absence of motivation in the organization.

• Lack of a congenial work environment.

• Unregulated work timings.

• Unwanted interference.

• No respect for employees’ personal life.

• Physical strain and stress.

• Lack of trust among the employees and between the

employees and the management.

Strategies of Employee Retention

• Recruit the right person at the right time and place in the

ladder of the organization.

• Fulfil all promises or benefits to the employees in time.

10 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

Statement of Problem

New concept of “quality of work life” in Human Resource

Management is emerging .The practice of quality of work life is

being stressed upon recently. Quality of work life is the

favourableness or unfavourableness of job environment for the

people working in an organization. Therefore, organizations

are adopting different strategies to enhance the quality of work

life to satisfy both the organizational objectives and employee

needs and retain the talents. There are number of factors that

form the Quality of Work Life. These factors either directly or

indirectly influence the favourableness or unfavourableness of

employees from their jobs. Based on quality of work life they

decide to continue the job in this organisation or join the new

organisation. When the management will provide the

favourable Quality of work life then only the employees will

retain in an organisation.

The parameters selected of employee retention are job

performance and high commitment. When these factors will be

positive to employees, they will have the positive attitude

towards the job. These factors allow the employees to make the

decision whether to continue the job or not. On the other hand,

these factors are impacted by the quality of work life. Quality of

work life, the favourableness or unfavourable ness from job to

employees will affect their job performance and commitment

to job.

In this study, the quality of work life is an independent factor

and the elements of employee retention are dependent factors.

Whatever the quality of work life will be, will affect the

employee retention. Thus, there exists the relation between the

quality of work life and employee retention. However, what

kind of and how it influences the retention of employee will be

studied here. Thus, the scope of study covers to know about the

relation of the quality of work life and employee retention

referencing to employees in the private sector banks.

Review of Lterature Quality of Work Life

The Law was enacted in 20th century to safe the employees

from the inquiry of job and to remove danger work conditions,

followed by the Unionization movement in 1930 & 1940s were

the initiatives for enhanced work environment. Focus was on

the security of job because of the process at the work place and

monetary benefits for the employees. The growth of various

theories by psychologists offering a "positive relationship

among morale and output" and the chances that enhanced

human relations would result in the improvement of both were

highlighted in the year 1950s and 1960s. Efforts to achieve

equal employment chance and enrichment of job plans were

too introduced. At the end, in the year 1970s the idea of Quality

of Work Life was designed. Quality of Work Life is a broader

term which encompass the values which were at core of

previous reform movements, requirements of human &

aspirations. The motivational theories and leadership

provided a strong base for the idea of Quality of work life. If the

low level of requirements are satisfied, people wish the

pleasure for the higher level of requirements. Quality of work

life process attained the value in the mid of 1969-1974, when a

wider group of scholars, leaders and government developed

the interest in what to ways to enhance the quality of a person

through the job experience. The department of health,

education and welfare, United States financed a study on this

matter. At the same time, the stress of inflation boosted the US

Government to talk about some of these issues. Then, a Federal

Productivity Commission was found. Here commission

financed various labor management Quality of Work Life

inspections, conducted together by the University of Michigan

quality of work programme and the newly development

National Quality of work centre.

The terminology “Quality of work life" was noticed in the

Research Journals & Press is USA, 1970. Louis Davis found the

term Quality of work life. The Prime International Quality of

work life Conference was conducted in Toronto, 1972; The

International Council was established for Quality of work life

in 1972. Since 1980 afterwards Quality of work life was

progressively positioned towards the employee's

productivity.

Serey (2006)1, noticed in his work on Quality of work life, that

career advancement opportunity is an eminent element

directing the factors of Quality of work life. He finalized that

Quality of work life covers:-

(I) A moment to ascertain one's capabilities and use an

individual's talent, to rule in challenging circumstances

that needs decision making, initiating and self-motivation.

(ii) A purposeful activity recognized as valuable by an

individual participated.

(iii) An activity where the clarity of role is present for the

attainment of goals.

(iv) A sense of belonging & delight in what an individual is

performing. This worthwhile and satisfying job is

essentially combined with elements of career-associated

variables and imagines to be more approving to Quality of

work life.

2Heckscher (1984) , in his study, concluded that Quality of work

life has been found a multi-facet term and it cannot be

universal. The basic concepts found and discussed in the

current literature covers, security of job, improved reward

systems, higher pay, opportunities for growth & participative

groups.

3Maecoby (1984) , contrary stretched the scope of QWL to

management. In his study on "Helping Labor and

Management set up Quality of work life programme' he made

varied recommendations to workers and management for the

practice of QWL.

4Straw and Heckscher (1984) , mentioned that Quality of work

life is a credo, a set of principles, which states that people are

the furthermost means of the organization who are

trustworthy, responsible and capable of making valuable

participation and should be treated with dignity and respect.

5Sekharan (1985) , found that earlier the concepts of Quality of

work life comprised of wages, working hours & working

11The Impact of Quality of Work Life on Employee’s Retention with Special Referenceto Employees in Select Private Banks.

conditions. But, the concept of Quality of work life has

modified and now it covers the involvement of workers in the

job, the levels of their satisfactions with different aspects in the

work atmosphere, their perceived job competence, attainment

of job etc.

6Rose et., (2006) , viewed that the development of Quality of

work life emerged in the year 1960s focusing the human area of

work that was alert about the Quality of association among the

employee and the work atmosphere. Although the drastic

modifications in the sphere of business like globalization,

information technologies, competitiveness, shortage of

resources have altered employee's opinion while defining the

company. The style in the past was to encompass financial

amount in explaining a "better company". Current style

involves ethics, Quality of work life and job satisfaction as the

major predictors of stability and being of an organization.

There are number of valuable books, periodicals, papers

presentations that permit us to interpret the concept of Quality

of work life. Very well known & prestigious organizations

have practiced the Quality of work life. The following authors

highlight the details:-

7Souza (1984) , in an article on Quality of Work Life: "An

Evolutionary Perspective" debates Quality of Work Life as

developing concept with number of new dimensions taking

place, from time to time.

8Losocco and Rochelle (1970) , in their work, expressed that the

most regular determinant of Quality of work life is the personal

attitudes. The manners a person reacts to their work have an

impact on their pleasure, the efficacy of their work concern and

the stability of society.

9Louis Davis (1972) , in his study on "Quality of work life

(QWL) mentioned that it is an effort to attain that performance

is associated with involvement & pleasure of employees at

work place .Quality of work life is the complete quality of

human involvement at the work place. This assess the manner

in which the participants in a system react to the socio-technical

factor of that element.

Talent Retention

10Kemelgor & Meek, (2008) , Employee retention is the most

overlooked aspect of the organisations that are growth

oriented. As in general, employees leave the organisation

because of the job dissatisfaction, lack of supervisor assistant

and feedback, lack of training and development & ineffective

pay.

11Johnson (2007) , employee retention is reliant on

management/ leadership skills and Human resource

strategies for example, if the managers/supervisors are not

well trained and have poor people skills than the employees

will leave the organisation in less period.

12Whitcomb (2012) stresses upon attracting, retaining and

engaging the employees produce quality results for the

industry that leads to good customer satisfaction. Well-trained

and engaged staff has a substantial influence on the employee

retention

13Akila R. (2012) , the researcher had carried are search on “A

study on employee retention among executives at BGR energy

systems ltd. Chennai”. The employee retention programme at

BGR was not found satisfactory. The analysis of data revealed

that employees have given highest weighting to

comfortableness in working hours and not satisfied with the

annual increments provided. Gender has significant

relationship with work life balance. Correlation between job

satisfaction and working condition leads to employee

retention. The departments also have an influence on it. The

factors that had a greater influence on employee retention were

career opportunities, work life balance and recognition at BGR

energy.

14Cordray Kevin (2005) , the researcher had conducted a

research on “High retention rates bring

Customer benefits at SITEL- Direct- Why Call Centre

Company bucks the trend.” The researcher found that the

company consistently maintains monthly retention rates that

are not only above benchmarks but also above compare well

with other sectors in the customer services industry. The

researcher further found the company’s overall offering of

comprehensive training, career development opportunities,

working hour flexibility, sense of community and convenient

location not only contribute to its strong position in the market

place, but also to the experience of every customer interaction.

Objectives Of The Study

1. To find out the relationship between the quality of work

life and retention of employees in private banks.

2. To study the impact of Quality of work life on employees

retention in private banks.

3. To study to which factor quality of work life impacts more

of employee retention in select private banks.

Research Methodology

The research design chosen is descriptive in nature. Hence,

no hypothesis is required. Data analysis has been done on the

basis of opinions of the respondents. Due care has been taken to

maintain objectivity during the filling of the questionnaires.

Research questions were like: What kind of relationship

between the quality of work life and retention of employees in

the private sector bank exists? To find out which factor is

impacted more of employee retention by Quality of Work Life

in the selected private banks. This survey has been conducted

among all those private bank employees who are working in

private sector bank of PRAYAGRAAJ. The banks selected for

the study is HDFC and AXIS bank.

The parameters selected of employee retention are job

performance and high commitment. When these factors will be

positive to employees they will have the positive attitude

towards the job. These factors allow the employees to make the

12 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

decision whether to continue the job or not. On the other hand

these factors are impacted by the quality of work life. Quality of

work life, the favourable ness or unfavourable ness from job to

employees will affect their job performance and commitment

to job.

The questionnaire was framed with an intention to collect the

information from the bank employees in private sector banks.

Primary data has been collected through questionnaire. The

first section is the demographic profile of the respondents such

as name, name of the bank, age, educational qualification,

monthly salary, and designation, length of services, marital

status, children, and location of bank. The second section deals

with the questions related to the quality of work life and

selected two parameters of employee retention. Each variable

contains five questions. There are two commercial banks which

have been selected for the study. For selecting the samples

convenience sampling technique has been adopted. For a

detailed study, 100 questionnaires were distributed; the

researcher explained the purpose and importance of the study

and requested the employees to fill the questionnaires. Finally,

85 questionnaires were filled up and returned by the

employees of private sector banks and 80 were undertaken for

the analysis purpose. Appropriate statistical tools have been

used to analyse the data collected like Five Point Likert Scaling,

Karl Pearson's correlation. Likert scale describes the total

frequency of respondents/responses. Likert's five point

scaling technique has been applied in this study, which is used

to convert the qualitative information into a quantitative form.

Based on the consolidated opinion obtained from the five point

scaling techniques for different categories of respondents, the

weighted average score was calculated to assess the level of

satisfaction/agreeability of the respondents.

Correlation is the most widely used method of measuring the

degree of relationship between two variables. The correlation

express the relationship or interdependence of two sets of

variables upon each other in such a way that the changes in the

value of one variable results in the changes in the values of

other set of variables. One variable may be called "Subject"

(independent) and the other 'relative' (dependent) variable.

Two major parameters of employee retention were selected in

this study. These are -

(1) High commitment.

(2) Job performance.

Data Analysis

Conferring to the objectives mentioned above, the relationship

of quality of work life and employee retention will be

measured of private sector banks.

In the private bank 80 respondents are taken up for the analysis

To attain the study objectives it was required to acknowledge

the opinion of employees in the selected banks for which five

questions regarding the quality of work life and retention were

raised to them. The respondents were categorized according to

Five Point Likert Scale (Strongly Agree, Agree, Not Agree,

Disagree and Strongly Disagree).This gave an idea about the

frequency of respondents under five categories of scale. Then

the weighted mean of each five questions were calculated and

with the help of weighted mean the combined mean was

derived to calculate the correlation. In this way the weighted

mean and combined mean of quality of work life and

parameters of employee retention has been calculated. First, to

calculate weighted & combined mean of variables. Second,

Karl Pearson's Correlation has been applied. Karl Pearson’s

Correlation

13The Impact of Quality of Work Life on Employee’s Retention with Special Referenceto Employees in Select Private Banks.

r = [�NSxy - (Sx) (Sy)

]�NSx 2 - (Ex) 2 ][NSy 2 - (Sy) 2

Where,

r = Karl Pearson's Correlation. N = No. of selected

respondents.

x = Combined mean of quality of work life.

y = Combined mean of selected two parameters of employee

retention. x2 = Square of x value.

y2 = Square of y value. xy = product of x and y.

The combined mean of Quality of work life and employee

retention has been put in the formula of Karl Pearson’s

Correlation to find out the relationship between these two and

impact of quality of work life on employee retention. The

correlation between the quality of work life and selected

parameters of employee retention is 0.96 and the type of

correlation is positive. This shows that the quality of work life

is positively correlated with employee retention and moves

simultaneously in same direction. As the quality of wok life

employees increases, their retention improves.

F I N D I N G T H E F A C T O R B E T W E E N H I G H COMMITMENT AND JOB PERFORMANCE OF EMPLOYEES BEING INFLUENCED MORE BY QUALITY OF WORK LIFE IN THE SELECTED BANKs.

EXHIBIT 1

PRIVATE BANKS

QWL HIGH COMMITMENT 0.96

QWL JOB PERFORMANCE 0.93

The above table shows the correlation of quality of work life

and two parameters of employee retention i.e. high

commitment and job performance with this summary we can

mark the following:-

(i) The correlation between quality of work life and high

commitment of employees in the selected private sector

bank is 0.96.

(ii) The correlation between quality of work life and job

performance of employees in the selected private sector

bank is 0.93.

This shows that in the selected private sector banks, the

correlation between the quality of work life and the high

commitment is more than the correlation between the quality

of work life and job performance to say the quality of work life

is impacting more their commitment positively than their job

performance in the selected private banks.

Findings and Suggestions

1. The correlation between the quality of work life and

selected parameters of employee retention is 0.96 and the

type of correlation is positive. This shows that the quality

of work life is positively correlated with employee

retention and moves simultaneously in same direction. As

the quality of wok life employees increases their retention

improves.

2. Impact of quality of work life on retention of employees in

the select private banks is positive.

3. Among the selected parameters of employee retention,

high commitment is being impacted more by the quality of

work life of employees.

Suggestions

For Better quality work life

In the present study towards the impact of quality of work life

on employee retention in the banking sector, here certain

suggestions are offer to bring about the desired changes in

quality of work life of employees of banking sector. This will

indeed, improve the level of their productivity and make them

more and more mission oriented and allow them to continue

work in same organisation. Based on the key findings of the

study, the following suggestions are outlined.

1. Employees should be clear about their expected roles and

know about their responsibilities which will make them

accountable. In this way they can enhance their

productivity and increase the level of satisfaction.

2. To develop the satisfied work environment the employees

should be provided with the necessary materials,

equipment and other resources.

3. Management should make an attempt to give the

employees to utilize their skills.

4. The communication barriers existing in the banks should

be removed to make them more productive.

5. Higher degree of freedom should be given to the

employees for making decisions. In this way, they could

be responsible, accountable and would be allowed to

participate in the decision making process.

For better talent retention

1. Conduct job analysis audits to provide realistic job

previews. Conduct job analysis audits with behavioral

assessments, cognitive reasoning assessments, job

simulations, and hard skills assessments (i.e., computer

skills, etc.) to objectively define the core competencies

required for success in each role (competency modeling).

This helps in providing a realistic job preview for

candidates and managers. Often, what managers think

they need for a certain role is different from what they

actually need.

2. Implement a well-designed assessment and selection

process. Include behavioral assessments and structured

behavioral interviewing techniques to increase the

likelihood of hiring people who can, and will, do the job at

a high level in your environment and for your managers

(job fit assessment).

3. Provide good employee orientation15. The people you

hire today are, potentially, your greatest resource for

corporate success in the years ahead. As a senior leader,

your participation in new employee orientation sends a

vital cultural and leadership message: "We're all involved

here in the drive toward what we want to be in the future."

Everyone—even the newest employee—has value.

4. Implement programs for employee training and

development. Provide ongoing professional development

to show your willingness as an organization to develop

your greatest asset—your people.

5. Improve manager and employee relationships.

Concentrate on the people who stay with you to learn

what makes them happy … then give them more of it!

"People leave managers, not companies. If you have a

turnover problem, look first at your managers," Marcus

Buckingham and Curt Coffman wrote in First, Break All

the Rules.

6. Provide an equitable or fair pay system. Be competitive!

7. Encourage succession planning. Identify roles for which

employees may be suited in the future and work with

them on designing their succession plan within the

organization16. Invest in cross-training, job shadowing,

coaching, mentoring, and cross-experience.

Concluding Remarks

Quality of work life is the need of the hour. Quality of working

life is not a concept, that deals with one area but it has been

observed as incorporating a hierarchy of concepts that not only

include work based factors like job satisfaction, satisfaction

with par and relationships with work colleagues, but also

factors that broadly focuses on life satisfaction and general

feelings of wellbeing. To retain a good talent in the

organization it is important for the organization to have high

quality of work life and low stress level, participatory style of

management and empowerment of the employees. In this

study we have study about the impact of quality of work life on

the employee retention with special reference to employees in

private banks. The findings of the objective are that there is

positive correlation between the quality of work life and

employee retention, secondly among the selected parameters

high commitment and job performance, high commitment is

being impacted more by quality of work life than job

performance in selected private sector banks. We can say that

the quality of work life contributes in the retention of

employees. Job commitment and job performance are the

parameters of retention. Employees are satisfied by these

parameters, will retain in an organisation.

14 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

References

1. Serey, T. (2006). Choosing a Robust Quality of Work Life .

Business Forum , pp. 7-10.

2. Heckscher. (1984). QWL New Working Relationship in the

Communication Industry. Journal of Labour Studies, 9(3), 261-

274.

3. Maecoby, M. (1984). Helping Labour and Management Set Up

Quality of Work Life Program .

Monthly Labor Review , pp. 1-5.

4. Heckscher, R. S. (1984). QWL: New Working Relationship in

the Communication Industry.

Journal of Labour Studies, 261-274.

5. Sekharan. (1985). Quality of Working Life and Human

Resource Outcomes. Industrial Relations, 2(4), pp. 75-90.

6. Rosenthal, C. a. (1980). Why Quality of Work Life Doesn't

Always Mean

7. Geetika, T. S. (2010). HR Practices , Quality of Work Life and

Organisational efficiency with special reference to IT Enabled

Service Sector in India . International Review of Business

Research Papers , 1-10.

8. Bharathi, S. R. (2010). Quality of Work Life as perceived by

College Teachers . Human Resource Development Times , pp.

40-42.

9. Cooper, S. L. (1999). The Work Family Research Agenda in

Changing Context of Occupation. Journal of Occupational

Health Psychology, 382-393.

10. Kemelgor, B. H. & Meek, W. R., 2008. 'Employee Retention In

Growth-Oriented Enterprenurial Firms: An Exploratory

Study'. Journal of Small Business Strategy, 19(1), pp. 74 - 86.

11. Johnson, R., 2007. 'Employee Retention'. Supply House Times,

50(9), p. 80.

12. Whitcomb, J., 2012. L&D Best Practices: Employee Retention

13. Akila R. (September 2012), A study on employee retention

among executives at BGR energy systems ltd. Chennai,

International Journal Of Marketing, Finance services and

Market research,Vol.1,Issue 9.

14. Cordray Kevin (2005) , High retention rates bring customer

benefits at SITEL- Direct- Why Call center company bucks the

trend., Human resource management International

digest,Vol.13,No.4,2005,pp23-25.

15. https://www.irmi.com/articles/expert-commentary/seven-

steps-to-increase-employee- retention

16. https://www.tutorialspoint.com/talentmanagement/talent

_management_introduction.htm

15The Impact of Quality of Work Life on Employee’s Retention with Special Referenceto Employees in Select Private Banks.

In the modern workplace, companies are placing greater emphasis on diversity and inclusion initiatives

to strengthen organizational adaptability, gain competitive advantage and reduce legal risks. Despite this

trend, many companies still struggle with racial and ethnic discrimination and policymaking. In fact,

According to data collected by the NIC Delhi, $112.7 million is collected from employers for racial

discrimination violations on average each year. In this article we outline what constitutes racial and ethnic

diversity, its benefits to companies and best practices when it comes to implementing and monitoring a racial

and ethnic diversity policy in the workplace.

Key Word : work force diversity, policy making, ethical, organizational policy.

Abstract

THE ADVANTAGE OF RACIAL AND ETHNICDIVERSITY IN THE WORKPLACE-A REVIEW STUDY

Companies increasingly understand the value of recruiting

and retaining diverse employees, as these workers play a

critical role in a company’s ability to adapt, grow and sustain a

competitive advantage in the modern business landscape.

However, some companies fail to recognize the benefits of

having a racially and ethnically diverse workforce. Factors

such as prejudice and stereotypes towards certain racial or

ethnic groups, whether conscious or unconscious, can lead to

discriminatory practices in hiring.

What’s more, to combat prejudice and internal resistance,

companies need to create a business case for diversity by

outlining the benefits of a racial and ethnically diverse

workplace such as:

• Gains in worker welfare and efficiency

• Reduced turnover costs

• Fewer internal disputes and grievances

• Improved accessibility to new and diverse customer

markets

• Higher productivity and increased revenue

• Increased innovation

• Development of new products and services

• Improved company reputation management

• Greater flexibility and adaptability in a globalized world

• More efficient risk management (e.g. legal risks due to

non-compliance)

• Prevention of marginalization and exclusion of categories

of workers

• Improved social cohesion

Companies are more likely to reap these benefits when they go

beyond meeting the minimum requirements for legal

compliance. Companies should strive to understand both the

social and cultural complexities inherent in embracing

diversity and strive to be diversity leaders in their industry.

Key Racial and Ethnic Diversity Definitions

To effectively improve racial and ethnic diversity in the

workplace, companies need to understand some of the key

terms and definitions including:

Racial Discrimination: Racial discrimination in the workplace

can be defined as any exclusion, restriction or preference based

on race, color, descent or national or ethnic origin which has the

purpose of impairing an employee’s ability to exercise their

rights to equal standing in the workplace.

Ethnic Group: The term “ethnic group” refers to a group of

persons whose members identify with each other through such

factors as common heritage, culture, ancestry, language,

dialect, history, identity and geographic origin.

Ethnic Minority: Ethnic minority does not only refer to ethnic

groups that are a numerical minority. Instead, it refers to any

ethnic group that is not dominant socially, economically or

politically.

Implicit Bias: Also known as unconscious or hidden bias,

implicit biases are negative associations that people

unknowingly hold. They are expressed automatically, without

conscious awareness.

Inclusion: Authentically incorporating traditionally excluded

individuals and/or groups into processes, activities and

decision/policy making in a way that shares power.

For more diversity definitions and terms, visit Racial Equality

Tools.

Employer and Employee Responsibilities

Both employers and employees have responsibilities when it

comes to promoting and monitoring racial and ethnic diversity

policy in the workplace. Both stakeholders have to work

together to ensure the success of a company’s diversity

initiatives.

Priyatosh Mishra*Dr.Mohit Roy**

*(Asst Professor UIM Prayagraj) priyatosh22@gmail.com**(Asst Professor Dy Patil IMS Pune Maharashtra roymonti@yahoo.com

Employer Responsibilities

Employers should act as facilitators and purveyors of

knowledge to improve relations among their diverse

workforce. Employers should also continuously work on the

development of diversity policy and implementation.

Management should also be trained to ensure improvement of

awareness on racial discrimination and ethnic diversity in the

workplace. Furthermore, employers can help build the

capacity of managers to ensure that the ethnic diversity policy

is effectively applied within the company.

Employee Responsibilities

Employees and organizations tasked with protecting workers

rights should lobby companies for strong ethnic diversity

policies, ensuring that all workers enjoy equal opportunities at

all stages of the employment cycle, including access to

employment, training, promotion and retirement. Employees

also have an important role in raising awareness amongst

themselves on the right to a workplace free from racial

discrimination and in supporting their coworkers when they

issue complaints.

Introducing Racial and Ethnic Diversity Initiatives in the Workplace

Improving racial and ethnic diversity in the workplace often

challenges the values and worldview of current employees.

For this reason, introducing diversity initiatives is both

challenging and necessary for companies looking to create a

more inclusive corporate culture.

How companies introduce racial and ethnic diversity

initiatives matters. To successfully introduce diversity

initiatives, companies need to take a structured approach that

involves assuaging feelings of uncertainty about the future of

the company and effectively communicating new policies

aimed at protecting workers belonging to certain racial and

ethnic groups.

At the same time, companies should communicate realistic

expectations to members of minority groups regarding the

new policies to ensure they understand the goal and scope of

the initiative.

Companies can communicate new racial and ethnic diversity

policies by creating a consistent message delivered and sent to

all hierarchical levels through email, internal media networks

(including social media) and placing posters in high traffic

areas. Messaging should also be designed to accommodate the

different languages and literacy levels of employees to ensure

everyone understands the new policies.

Creating an Effective Response to Complaints

Making it easy for workers to raise complaints helps

demonstrate a fair and concerted effort to understand their

concerns and issues surrounding diversity. If it can be shown

that the complaints procedure is confidential, backed by

prompt and effective action to investigate and settle them

transparently and seriously, there will be not only greater

acceptance of the policy but also greater commitment to

practice the policy throughout the company. There are two

processes to resolve complaints:

Formal Process

A formal complaint process is one that provides a written

summary of the full investigation to the complainant and the

alleged offender. Both parties should be given the opportunity

to provide comments on the content of this summary before the

full report is finalized. The final report should include who was

interviewed, what questions were asked, the investigator’s

conclusions, and what possible remedies, sanctions or other

action may be appropriate.

Informal Processes

An informal process involves conciliation, mediation,

counseling or discussions in order to resolve complaints. Peer

mediators should be used instead of HR staff to facilitate

dialogue between the parties but not making any

recommendations, sanctions or hand down rulings.

In addition to the two processes of resolving complaints,

companies should also look to the following persons,

departments and organizations for help in resolving diversity-

related issues:

Focal Point: Regardless of the size of a company, it is important

to have one or more officials dedicated to overseeing that

diversity policy is upheld. These “focal points” should be

reliable, approachable and respected by staff and

management, such as members of the executive board,

department heads or employee relations staff. The size of the

company will determine the number of focal points and how

many workers are covered by each one.

Human Resources: If a company is large enough to support a

human resources, transformation or diversity department;

then consideration should be given to appointing the main

focal point from within these departments.

Unions: If the employee base for a company is comprised of

members of a union, they will need assurance that they have

union support to raise issues regarding racial discrimination.

Some workers, therefore, prefer to call their union

representative when dealing with discrimination issues.

Companies need to make sure that they have open and clear

channels of communication with unions representing their

employees and an established protocol when it comes to

dealing with ethnic diversity policy.

Call Center: For large companies, it may be cost-effective to

establish a call center for employees who are not yet ready to

lodge a formal complaint with focal points, human resources or

their union. These employees can anonymously contact the call

center if they wish to voice concerns and seek further advice

17The Advantage of Racial and Ethnic Diversity In The Workplace-A Review Study

about an incident. Call centers can also be an effective means of

monitoring incidents to ensure they are being tracked and

followed up by managers who are responsible for the work or

by the department where racial discrimination is alleged to

have occurred.

Conclusion

To thrive in the current diverse times, companies need to lead

the way in inclusion by creating workplaces that promote and

celebrate racial and ethnic diversity. By creating diversity-

friendly environments, companies gain an advantage in the

competitive search for skilled talent.

References

• Ahmad, S., & Schroeder, R. G. (2003). The impact of human

resource management practices on operational performance:

recognizing country and industry differences. Journal of

Operations Management, 21(1), 19-43.

• Bae, J., & Lawler, J. J. (2000). Organizational and HRM

strategies in Korea: Impact on firm performance in an emerging

economy. Academy of Management Journal, 43(3), 502-517.

• ISSN: 2289-4519 Page 40

• BARNEY, J., & Hesterly, W. (2006). 1.3 Organizational

Economics: Understanding the Relationship between

Organizations and Economic Analysis. The SAGE handbook of

organization studies, 111.

• Becker, B. E., & Huselid, M. A. (2006). Strategic human

resources management: where do we go from here? Journal of

management, 32(6), 898-925.

• Bharadwaj, A. S. (2000). A resource-based perspective on

information technology capability and firm performance: an

empirical investigation. MIS quarterly, 169- 196.

• Bolman, L. G., & Deal, T. E. (2011). Reframing organizations:

Artistry, choice and leadership: Jossey-Bass.

• Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm

performance linkages: The role of the “strength” of the HRM

system. Academy of management review, 29(2), 203-221.

• Cardon, M. S., & Stevens, C. E. (2004). Managing human

resources in small organizations:

• What do we know? Human resource management review, 14(3),

295-323.

• Carlson, D. S., Upton, N., & Seaman, S. (2006). The Impact of

Human Resource Practices and Compensation Design on

Performance: An Analysis of Family‐Owned SMEs.

• Journal of Small Business Management, 44(4), 531-543.

• Castilla, E. J. (2005). Social Networks and Employee

Performance in a Call Center1.

• American Journal of Sociology, 110(5), 1243-1283.

18 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

P Arpitha Reddy*Dr. Arunaditya Sahay**

LAKE SUPERIOR STATE UNIVERSITY:A JOURNEY OF TURNAROUND?

Introduction

On 14th May 2016, Sault Ste. Marie Evening News published

an article about the renowned Lake Superior State University

(LSSU), Sault Ste. Marie, Michigan. The article stated that the

university was making work force adjustments. Tom Pledger,

the president of the organization had stated, " Lake State has

also launched a new shared governance and strategic planning

process focused on Culture, Academics, Finances, and

Enrollment (CAFÉ). We have created a strategic committee for

each of the institutional core CAFÉ areas with membership

from across the campus. Each strategic committee is charged

with setting goals, outcomes, and assessment of progress in

each of their respective areas. Together, we are working to

build an even better institution that is focused on excellence in

all areas of its operations." ("President Pleger shares University

update", 2017). The university had been experiencing declining

trend in student enrollment for more than a decade. Pledger

had numerous thoughts running in his mind to arrest the

declining trend of student admission. He was convinced that

arresting the decline was not sufficient; what university

needed was a complete turnaround.

Education System in USA

The American education system is very open and focused on

discussions. A student in America begins the education

journey by joining a primary or elementary school; continues

by going to a secondary school; thereafter opts for "Higher

Education". After undergraduate education, some students

pursue their studies for a Masters degree. Aspirants,interested

in research, opt for Doctoral Program ("Understanding the

American Education System", 2016).

Currently, a college graduate or university graduate with a

bachelor’s degree, who would like to take up the graduate

study seriously, to get the entry to certain professional career,

has become easier. For attaining this high level position,

graduate program like Engineering, Management, Library

Science are required ("Understanding the American Education

System", 2016).

To get admission in an American University, an international

aspirant has to take the Graduate Record Examination (GRE)

accompanied by Test of English as a Foreign Language

(TOEFEL) or International English Language Testing System

(ILETS), whose scores together provide a brief understanding

about the students aptitude and communication skills

respectively ("Five-minute guide: TOEFL, IELTS, PTE, GMAT,

GRE, SAT", 2014). Few of the Master programs require specific

tests to be taken. For example, the Law School Admission Test

(LSAT) ("About the LSAT", n.d.) is required for getting

admission in law schools, GRE for engineering school,

Graduate Management Admission Test (GMAT) for business

school and the Medical College Admission Test (MCAT)

*FPM, research scholar in Finance, Birla Institute of Management Technology, Greater Noida**Professor in Strategic Management, Birla Institute of Management Technology, Greater Noida.

The case is based on arresting student enrollment decline and turnaround of Lake Superior State

University Sault Ste. Mary, Michigan. The university is one of the well known oldest public universities,

started in the year 1946. It has 45 different Undergraduate courses and a graduate course in arts (Master's in

Art). The college President Tom Pledger and his team are facing a gigantic task of declining trend of students

admissions and layoff of staff. The university has been facing a declining trend in the student admission for

more than a decade by now. Currently, 1976 students have enrolled for spring semester 2016. This has

experienced 7 % drop in the enrollment compared to last year admissions. There have been some layoffs in the

staff members (Wenzel, 2016). Currently there are 470 employees in the university apart from the seasonal

student labor. In June 2016, five employees were relieved from there work, which constitute 1% of reduction in

the work force ("LSSU makes workforce adjustments", 2016). When compared to last year 28 positions are

reduced. The University is facing US $2 million structural deficit. This is due to the continues decline in

student enrollment. To fill up the gap of US $2 million of deficit, university has laid off employees as a part of

cost cutting activity (Roznowski, 2016). It is also considering new marketing strategies to pool admissions.

The university is right now analyzing the reasons behind the decline in admissions that lead to formulate the

strategies to overcome the same. Tom has to assess the situation and decide the strategy for turning around the

university.

Key Words: Organizational Turnaround, Organizational Decline, Turnaround Strategy

Abstract

("Taking the MCAT® Exam", n.d.) for admission in medical

school. USA has a very clear and firm procedure for allowing

any international student to study in their country. Only those

fulfilling the requirements of the University for a particular

course (Kamat, 2015) are admitted in that course.

High School Education System

The Primary and secondary school education put together is

for twelve years. The primary school education lasts for five or

six years and secondary for six to seven years. The Secondary

school education comprises of two different programs, one is

the "Middle or Junior High School" and other is "High school".

A certificate or a diploma is awarded after the completion of

12th grade, no other certificates are given before completion of

12 years of school education. The certificates are issued by state

or district public schools and private schools ("Structure of U.S.

Education", n.d.). After the high school education, a student is

eligible for "Higher Education".

Undergraduate Education System

The Undergraduate program or Higher Education program in

United States of America is for four years, whether it is science

course or fine arts course. Students have choice at this stage

whether they want to directly join a 4 year college or University

else complete a 2 years associate degree program and then join

university. After successful completion of Associate degree

program they would become an Associate, the associate degree

programs offered are Associate of Arts and Associate of

Science. The Associate degree make students eligible to enroll

for undergraduate programs like Bachelor of Arts degrees and

Bachelor of Science degree. The Associate degree is chosen by

students to complete the prerequisites. The credit is transferred

to a college or university where they choose a Major subject.

There are more than 1000 colleges which offer 2 year associate

degree program. The colleges which offer the associate degree

are called Junior colleges or Community Colleges. There are

more than 2000 colleges and universities which offer the 4 year

degree course, the degree earned is called a Bachelor's Degree

or College Degree. Students need to earn credits during the

course of these 4 years. In the 4 years of the undergraduate

program, 1st year is termed as freshman, 2nd year is called

Sophomore, while 3rd and 4th are called junior and senior

years respectively ("Undergraduate Education System | Study

in the USA", n.d.)

Unlike other programs, courses are not offered for degrees in

Medicine or law at undergraduate level. These courses are

offered as professional courses after having a bachelor's

degree. Medical or law colleges do not need a specific

undergraduate major. Medical colleges certainly have a few

prerequisite courses set to be completed prior to applying for

admission. The students who undergo through these

prerequisite courses are called Pre-Med ("Undergraduate

Education System | Study in the USA", n.d.)

Master's or Post Graduate Program in USA

The graduate program at the master’s degree level would

usually take one to two years for completing the course and

gaining the degree. The Master of Business Administration

program is one of the very popular degree programs; it

typically takes about two years to complete the course. While

few other master’s programs, such as journalism, take only one

year to complete. The majority of time in a master’s program is

spent in classroom study; a graduate student must prepare a

long research paper called a “master’s thesis” or a “master’s

project” during the course("Structure of U.S. Education", n.d.).

Doctoral Programs in USA

Similar to many other countries, Doctoral Programs in the USA

have two types of students, one who has a post graduate

degree and others who has a professional graduate degree.

Some colleges require a Master's degree while som,e other

colleges consider a graduate degree for Ph.D or Doctoral

programs. The Ph.D program may take two to three years for

the local students and four to six years for international

students to attain the Doctorate degree.

In the first two years of this program, doctoral students enroll

themselves in class, course work and seminars. After that at

least for one year is spent on finding or researching on the

research topic and writing the thesis on the same. This thesis or

dissertation should contain their views, research, models and

designs which have not been published earlier.

The doctoral thesis or dissertation is the summary of the

research topic, which needs to be submitted to college as part of

the program structure. The majority of the universities also

need its students to acquire reading skills of at least two foreign

languages on which a written examination is conducted. This

officially admits or enables candidates for the doctoral degree

or Ph.D degree ("Structure of U.S. Education", n.d.).

Education in Michigan State

Michigan State is the 10th populous state of the 50 states in the

USA. It is situated in the Midwestern region surrounded by

four great lakes. Michigan is the only state with two

peninsulas, the upper peninsula and the lower peninsula

("Michigan Map, Map of Michigan USA, MI Map", n.d.). There

are around 102 colleges in Michigan state which are listed

under Carnegie Classification of Institutions of Higher

Education.

These 102 institutions comprise of 33 Community colleges, 15

four year public universities, 54 four year private graduate

schools("Colleges in Michigan (MI) - Updated for 2017", n.d.).

Michigan public universities are aware about the advantages

of having experts to makegovernance decisions related to

higher education under constitutional autonomy. In 1850, this

20 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

was first granted to the University of Michigan. There was a

great debate in the 1850 convention about amending the state

constitution, the fact that the University of Michigan was

experiencing decline in admissions and growth since 1837 due

to the continuous political interventions in decision making

issues, especially with the decisions taken by the Board of

Regents. The delegates of the debate proposed that the Board of

Regents should be made autonomous unlike other

departments of the government. As the time progressed,

many other universities were established and subsequently the

constitutional autonomy was granted by the State of

Michigan. Public Universities considered it as the most apt and

effective method of governance and still continued to believe

the same (Public Sector Consultants Inc, 2003) .

About Lake Superior State University (LSSU)

LSSU is the smallest public autonomous university in

Michigan, which has about 3,000 students enrolled. It is

operated by eight member trustee board for eight year term by

Government norms. Due to the close proximity to Canada

border, significant number of students are from Canada. LSSU

maintains a cordial relationship with its international

neighbor, Canada. As the University is situated between the

twin city Sault Ste. Marie and Ontario which are separated by

St. Mary river , it has both the country flags hoisted on the

campus and both the national anthems are sung during the

athletic and sports events ("Lake Superior State University ::

Admissions :: LSSU History", n.d.).

LSSU is a undergraduate school in Michigan with the natural

scenic setting. It provides a good and standard combination of

Technical and Liberal studies. It provides undergraduate

degree in 45 different courses. This attracts students from every

nook and corner of the world. It is one of the top universities in

world with highly qualified and dedicated staff who are

providing an amazing experience of education to

undergraduate student ("Lake Superior State University ::

Admissions :: Fast Facts", n.d.) .

Sault Ste. Marie pronounced as (Sui Saint Mary) , is a very

scenic place and has world's largest waterworks traffic systems

in the world. It is one of the small places in upper peninsula of

Michigan, 364 miles away from Detroit. Both the twin city Sault

Ste. Marie and Sault Ste. Marie, Ontario of Canada together

have 1,00,000 population ("Michigan Map, Map of Michigan

USA, MI Map", n.d.).

Current State of Lake Superior State University:

On 12 May 2016, a campus wide conference was held in Lake

Superior State University, in which the president of the

university and interim Provost Tom Pledger and David R.

Finley respectively discussed about the challenges faced by

Lake superior State university. They discussed about the

colleges and universities throughout USA which are also

facing similar challenges. The challenges include thechange in

student demographics and low revenue expectations.

Based on the prediction that 100 students admission drop for

the fall, Pledger said “the university is at a point where it needs

to make dramatic changes in the way that it does business.” He

, further, stated that “these challenges are even more acute in

neighboring states, but with our autonomy and our own board

of trustees, LSSU is well-positioned to make changes that will

make us more efficient, student-focused, and responsive.

Universities need to become more flexible to better serve their

students and their greater communities.”

By focusing on changing the culture of the university,

improving academic offerings and the university’s finances,

and stabilizing enrollment, LSSU can continue to be a

university of choice for students, an important community

partner and a vital part of the state’s economy, he added.

“Following a 13-year trend of declining student enrollment, it

is critical for us to collectively take actions to ensure the

sustainability of the university,” Pleger said. “This will result

in addressing needs with urgency and engaging in

transformational and structural changes. Difficult decisions

will be required, as transformation will challenge what has

been both historical and traditional for us.”

Pleger said everyone on campus needs to work together on a

variety of university initiatives in the coming weeks and

months, including increasing the graduation rate, bringing

more non-traditional and out-of-state students to campus,

expanding the number of graduate programs that are

associated with LSSU’s unique strengths, and stabilizing

enrollment to eventually increase to a goal of 2,500 students. In

addition, he said the university seeks to streamline support

functions to ensure student success, and expand continuing

education opportunities.

“Higher education is changing everywhere, and the challenges

we are facing are not unique to LSSU,” Pleger said, noting that

in the Upper Peninsula, in addition to

LSSU, Northern Michigan University and Bay College in

Escanaba have seen enrollment declines.

Matt Jurvelin, LSSU Vice President for Enrollment and Student

Services, said LSSU will need to look beyond Michigan for new

students.“Beyond Michigan, we have many opportunities to

increase our numbers of transfer, returning adult, and

international populations on campus,” he said. “We need to

continue to serve our current students well, yet constantly seek

ways to better engage students throughout their college

experience. LSSU’s ability to give students personal attention

sets us apart and will continue to be our focus as we navigate

these conditions.”

Pleger noted that the campus is making considerable strides in

planning for its future, including the completion of the South

Hall renovation project, recent program accreditations, new

collaborations with community colleges, and a 20-year

contemporary master plan that calls for $60 million in

enhancements and upgrades to campus facilities.

21Lake Superior State University: A Journey of Turnaround?

LSSU Interim Provost, David Finley presented academic

reorganization options during the meeting and invited faculty

and staff to discuss their ideas further during gatherings in the

coming weeks. “LSSU is considering a variety of academic

restructuring models that have been put together by a

committee over the past year.Reorganization within academic

affairs will be aimed at fostering greater collaboration and

cooperation, and doing this as efficiently as possible,” he said.

Thursday’s meeting was one in a series of informational

sessions that have been occurring through the academic year.

LSSU Interim Finance Vice President,Morrie Walworth,

presented a budget analysis in February and March and

invited comments before administration presents a final

budget to the LSSU Board of Trustees in the summer.“We are

aware that many challenges lie ahead with funding, but we

need to make changes to ensure sustainability,” Walworth

said. “Institutional transformation will be an important and

exciting step for LSSU” ("LSSU prepares for challenges in

coming academic year", 2016) .

LSSU Board of Trustees Chair, James Curran, who attended

Thursday’s meeting, said, “The board is supportive of this

process and looks forward to playing a part in moving the

university forward. I was pleased to see so many people at this

meeting, and to see how focused they were on the presentation

and how much they participated in the discussion afterward.”

(("LSSU prepares for challenges in coming academic year",

2016)

Philip Espinosa, LSSU Vice President for Human Resources,

summed up what several employees expressed during the

meeting by saying, “Dr. Pleger’s message to all employees

today is that we are stronger when we unify and work together

toward shared goals. We can build on our strengths and

collaborate to deliver the education that students need to

succeed in their lives, and the economic and cultural growth

that our community, the region and the state need as well”

("LSSU prepares for challenges in coming academic year",

2016: "University prepares for challenges in coming academic

year", 2016) .

Current Student Enrollment status in USA

For the first time the enrollment of international students has

gone up in the United States of America at graduate level, was

reported by Council of Graduate Schools (CGS) in 2014. The

enrollment of the international students for the graduate

courses has increased 8 percent and on the other hand the

entire enrollment also increased. The applications count is

increasing continuously. This new data implies that graduate

programs in the USA are considered as one of the best

education options worldwide, upon considering the global

competition in attracting and retaining the creamy layer of

talented youngsters. This trend has been observed over the

past nine years in the USA (Gibson, 2015).

The anomaly in the trend is not just the increase of international

student enrollment, they was change in acceptance of student's

from the different countries and the streams of the education. It

is also for the first time that Indian student enrollment in the

USA has increased by 27%, consecutively for second time in

row leaving China behind with 1% drop in student enrollments

during the year 2014. This decline was recorded for the first

time since 2004. This shift was considerably significant for the

fact that the percentage of Chinese students in the USA is 33%

of the total international student enrollment for graduate

programs.

Suzanne Ortega, the president of CGS, stated that the growth

trends have reflected the graduate institutions have turned to

be more strategical in terms of admitting and attracting

international students towards them. Suzanne also stated

"Given the growing international competition for top students,

U.S. institutions have developed new ways of communicating

with prospective students and offering students who

matriculate stronger support services after they arrive.

Universities understand that they can’t afford to lose the

contributions of these talented students to research and

innovation on their campuses.”

The important changes observed in this survey are

1 Increase of Indian student enrollment in 2013 by 40% and

followed by 27% increase in the consecutive year 2014.

2 Increase of Brazilian student enrollment in 2012 by 14%, in

2013 by 17% and tremendously in 2014 by 91%.

3 Decrease of South Korean student enrollment in 2014 by

seven %.

4 Decrease of Taiwan student enrollment in 2014 by eight %.

5 Decrease of China student enrollment in 2014 by one %.

Trends in total graduate enrollment:

According to CGS/GRE survey on graduate enrollment and

degree report, the enrollment has decreased by 0.4% between

2010 and 2015. The total graduate enrollment has increased by

1.1% from 2014 to 2015. The increase constitutes of 2.4%

increase in public institutions, 0.9% in private institutions.

There has been a decline of 10.9 percent in private institutions.

There was 1.1 percent increase of total enrollment observed in a

decade's time that is during 2005 and 2015. There has been

increase in enrollment gender wise as well, men contribute 1.6

percent and women contribute 0.7 percent(Okahana, Feaster,

& Allum, 2016).

In the increase of enrollment the U.S citizens and permanent

residents contribute 1.4 percent, temporary residents

constitute 6.1 percent. The stream wise increase observed was

9 percent from both computer science and mathematics, four

percent from other field, 3.4 percent from health science and 2.2

percent from engineering during the academic years 2014 and

2015. Similarly when we observe these fields in the span of ten

years (2005 to 2015), the health sciences field was 7.7 percent,

computer science and mathematics was 6.7 percent,

engineering was 4.4 percent, reported increase in enrollment,

while the "others" was reported 1.3 percent decline in

enrollments(Okahana, Feaster, & Allum, 2016).

22 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

Tables for reference:.

Table 1.Stream specific enrollment data of the United States of America for the academic year 2013-2014

Field Increases in International First-Time

Arts & Humanities 3%

Business 2%

Education -1%

Engineering 11%

Life Sciences 7%

Physical & Earth Sciences* 20%

Social Sciences & Psychology 2%

Other Fields 2%

Note. Stream specific enrollment data in United States from Kent (2014).

*Includes Mathematics and Computer Sciences

Table 2.General information of Lake Superior State Universityfor the academic year 2015-2016

Field Description

Unit ID 170639

Name Lake Superior State University

City Sault Ste. Marie

State Michigan (MI)

Web Adress www.lssu.edu

OPEID 229300

Title IV Institution Participates in Title Four or more years IV federal financial aid programs

Control Public

Classification Baccalaureate Colleges--Diverse Fields

Award Levels Associate's Degree

Bachelor's Degree

Post baccalaureate Degree

Master's degree

Religious Affiliation Not applicable

Calendar System Semester

Reporting Method Student charges for the full academic year and fall R/SFA/retention rate cohort

Campus Setting Town: Remote

Distance Learning Offers undergraduate courses and/or programs

Note. General Information of Lake Superior State University from IPEDS Data Center (2016).

23Lake Superior State University: A Journey of Turnaround?

Table 3.Student enrollment data of undergraduate program in Lake Superior State Univeriy from the year 2011 to 2015

Undergraduate Enrollment data for 5 years (2011 to 2015)

Year

Grand total women - Undergraduate

Grand total men - Undergraduate Grand total - Undergraduate

2011 1556 1438 2994

2012 1572 1478 3050

2013 1448 1436 2884

2014 1378 1346 2724

2015 1404 1274 2678

Note.Student enrollment data of Undergraduate program in Lake Superior

State Univeriy from IPEDS Data Center (2016).

Table 4:Student enrollment data of graduate program in Lake Superior State Univeriy from the year 2011 to 2015

Graduate Enrollment data for 5 years (2011 to 2015)

Year

Grand total women - Graduate

Grand total men - Graduate

Grand total - Graduate

2011 81 24 105

2012 73 20 93

2013 26 4 30

2014 14 6 20

2015 8 5 13

Note.Student enrollment data of graduate program in Lake Superior

State University from IPEDS Data Center (2016).

24 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

Table 5: Asset and Liability data of Lake Superior State University Univeriy from the year 2010 to 2014

Asset and Liability details for 5 years (2010 to 2014)

Year Total Current Assets Total Liabilities

Net Positioning end of the year

2011 13477688 31990418 47958386

2012 14007127 29721525 46103060

2013 14181885 29189436 46260332

2014 14496814 27429668 47042989

Note.Asset and Liability data of Lake Superior State University from IPEDS Data Center (2016).

Table 6: Full Time Recruited Assistant Professor's data and Associate Professor’s data of

Lake Superior State University from the year 2012 to 2014

Assistance Professor’s and Associate Professor's data for 3 years (2012 to 2014)

Year Grand total Associate Professors

Grand total Assistant Professors

Grand total - Associate & Assistant professors

2014 25 49 74

2013 27 44 71

2012 28 51 79

Note.Full Time Recruited Assistant Professor's data and Associate Professor’s dataof

Lake Superior State University from IPEDS Data Center (2016).

Table 7.Full Time Recruited Professor’s data of Lake Superior State University from the year 2012 to 2014

Professor's data for 3 years (2012 to 2014)

Year Grand total women - Professors Grand total men - Professors Grand total - Professors

2014 8 20 28

2013 8 21 29

2012 8 18 26

Note.Full Time Recruited Professor’s data of Lake Superior State University from

IPEDS Data Center (2016).

25Lake Superior State University: A Journey of Turnaround?

Table 8. Undergraduate student enrollment data of Lake Superior State University in comparison with

Ferris State University, University of Michigan and North Western State University for the year 2011 to 2015

Year

Institution name

Ferris State University

Lake Superior State University

University of Michigan-Flint

Northwestern Michigan College

Unit Id 169910 170639 171146 171483

2011

Total Head count of Undergraduate enrollment 15343 2994 8141 6645

2012

Total Head count of Undergraduate

enrollment 15753 3050 8198 6290

2013

Total Head count of Undergraduate

enrollment 15650 2884 8323 5828

2014

Total Head count of Undergraduate

enrollment 16120 2724 8443 5391

2015

Total Head count of Undergraduate

enrollment 15982 2678 8295 5059

Note.Undergraduate student enrollment data of Lake Superior State University in

comparison with Ferris State University, University of Michigan and North Western State

Universityfrom IPEDS Data Center (2016).

26 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

Note. Total headcount of student enrollment of Lake Superior State University in comparison with

Ferris State University, University of Michigan and North Western State University from

IPEDS Data Center (2016).

Table 9. Total headcount of student enrollment of Lake Superior State University in comparison with Ferris State University,

University of Michigan and North Western State University for the year 2011 to 2015

Trends of first time enrollments

The report of CGS on first-time enrollment of international

graduate students continues to rise, provides information of

the interest in different streams of graduate students. The

proportion of physical and earth sciences was 20 percent, 11

percent of engineering and 3 percent of arts and humanity

(which was moderately steady gain). The business stream

slowed down the growth in the first time enrollment and

contributed two percent of increase in the growth for the year

2014. While the growth percent of business stream in the years

2010 to 2011, 2011-2012 and 2012 to 2013 were 9 percent, 15

percent and 6 percent respectively for first time graduate

enrollment (Kent, 2014).

The report of CGS on first-time enrollment of international

graduate students continues to rise, also showed that the count

of student who opt for stream education are less and it has been

observed that the enrollment decline by one percent during

2013 and 2014 academic year in international students

category. During the same academic year, few streams have

gained hike in student enrollment percentage, they are

physical and earth sciences with 20 percent, engineering with

11 percent, life sciences with 7 percent, arts and business by 3

percent, other fields by 2 percent and social and psychology

was 2 percent.

With the 13 years, declining trend of student enrollment and

the financial deficit of US $ 2 million, Pledger has a big task

ahead to pull up admissions and not only overcome the deficit

but align it with the enrollment trend of the USA. The jury is to

wait for time to see whether president Tom Pledger and his

team be able to accomplish the task and turn around the

university.

References:

• About the LSAT. Lsac.org. Retrieved 26 September 2016, from

http://www.lsac.org/jd/lsat/about-the-lsat

• Colleges in Michigan (MI) - Updated for 2017. Collegestats.org.

Retrieved 19 April 2017, from https://collegestats.

org/colleges/michigan/

• Five-minute guide: TOEFL, IELTS, PTE, GMAT, GRE, SAT.

(2014). University.careers360.com. Retrieved 26 September

2016, from http://www.university.careers360.com/articles/

five-minute-guide-toefl-ielts-pte-gmat-gre-sat

• Gibson, K. (2015). Why is college enrollment declining?.

Cbsnews.com. Retrieved 26 September 2016, from

http://www.cbsnews.com/news/why-is-college-enrollment-

declining/

• IPEDS Data Center - Login. Nces.ed.gov. Retrieved 30

September 2016, from https://nces.ed.gov/ipeds/datacenter/

login.aspx?gotoReportId=1

• Kamat, S. (2015). MBA abroad requirements and entrance

exams | MBA Crystal Ball. MBA Crystal Ball. Retrieved 26

September 2016, from http://www.mbacrystalball.com/

blog/2015/05/15/mba-abroad-requirements-entrance-exams/

• Kent, J. (2014). First-Time Enrollment of International

Graduate Students Continues to Rise | Council of Graduate

Schools. Cgsnet.org. Retrieved 26 September 2016,

fromhttp://cgsnet.org/first-time-enrollment-international-

graduate-students-continues-rise

• Lake Superior State University :: Admissions . Lssu.edu.

Retrieved 26 October 2016, from http://www.lssu.edu/

about/facts.php

• Lake Superior State University :: Admissions :: LSSU History.

L s s u . e d u . R e t r i e v e d 2 6 O c t o b e r 2 0 1 6 , f r o m

http://www.lssu.edu/admissions/history.php

• LSSU prepares for challenges in coming academic year. (2016).

Lake superior state university. Retrieved 8 November 2016,

f r o m h t t p s : / / w w w . l s s u . e d u / w h a t s _ n e w / a r t i c l e s .

php?articleid=3388

27Lake Superior State University: A Journey of Turnaround?

Sectors Total

No. of

student

Total cost

(In Rs.)

Per

student

cost

Per student

cost

(In %)

Total

Benefit

(In Rs.)

Per student

Benefits

Per student

Benefit

(In %)

Teaching 44 27457056 624024 24.30 41733120 948480 22.23

Banking 16 7326144 457884 17.83 14476800 904800 21.20

Engineering 5 4417165 883433 34.41 6864000 1372800 32.18

Private 15 3047310 203154 7.91 4193280 279552 6.55

Government 26 10370594 398869 17.82 19768268 760318 17.82

Total 106 52618269 2567364 100 87035468 4265950 100

26 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

• Michigan Map, Map of Michigan USA, MI Map.

Mapsofworld.com. Retrieved 26 September 2016, from

http://www.mapsofworld.com/usa/states/michigan/

• Okahana, H., Feaster, K., & Allum, J. (2016). Graduate

Enrollment and Degrees 2005 to 2015 (pp. 7-70). Washington

D.C.: Council of Graduate Schools and GRE. Retrieved from

http://cgsnet.org/ckfinder/userfiles/files/Graduate%20Enrollm

ent%20%20Degrees%20Fall%202015%20Final.pdf

• President Pleger shares University update. (2017). Lake

superior state university. Retrieved 18 April 2017, from

https://www.lssu.edu/whats_new/articles.php?articleid=3464

• Public Sector Consultants Inc. (2003). Michigan's

HigherEducation System: A Guide for State Policymakers (pp.

1-18). Retrieved from https://www.masu.org/Portals/

0/docs/fsu_heguide2.pdf

• Structure of U.S. Education. Www2.ed.gov. Retrieved 26

September 2016, from https://www2.ed.gov/about/offices/

list/ous/international/usnei/us/edlite-structure-us.html

• Taking the MCAT® Exam. Students-residents.aamc.org.

Retrieved 26 September 2016, from https://students-

residents.aamc.org/applying-medical-school/taking-mcat-

exam/

• Undergraduate Education System | Study in the USA.

International Student. Retrieved 27 September 2016, from

https://www.internationalstudent.com/study_usa/choosing-

the-usa/usa-education-system/undergraduate/

• Understanding the American Education System. (2016).

Studyusa.com. Retrieved 12 November 2016, from

https://www.studyusa.com/en/a/58/understanding- the-

american-education-system

• University prepares for challenges in coming academic year.

(2016). Sault Ste. Marie Evening News. Retrieved 19 April

2017, from http://www.sooeveningnews.com/news/

20160514/university-prepares-for-challenges-in-coming-

academic-year

Dr. Shivi Srivastava*

*Assistant professor, UIM, Allahabad

THE IMPACT OF WOMEN PARTICIPATION ONTHEIR QUALITY OF WORK LIFE WITH SPECIAL

REFERENCE TO SELECT PUBLIC BANKS

Introduction

The economic, social and cultural development of any country

mostly depends upon the human resource it has. According to

Arthur Laurie, ''there are great differences in development

between countries which seem to have roughly equal

resources, so it is necessary to enquire into the difference in

human behaviour. As such though the countries are endowed

with the same level of natural resources, technology and

international aid etc., their productivity and development

mostly depend upon the availability of efficient human

resources and more importantly, commitment of such

resources.

Efficient human resources and their commitment is essential

for effective management of organization. The management of

four Ms i.e. Money, Materials, Men, Machines is essentially

carried on by human resources of the organization. Stressing

this point of view, McGregor observed that effectiveness of

organization would be doubled if management could discover

how to tap unrealized potential present in their human

resources. This could be achieved by allowing the participation

to the employees.

In the service sector like banking along with other resources,

the performance of banks depends on the quality of human

capital as they are the main product and service delivering

assets. Thus in banks human capital is one of that which

assures the development of banking activities, bringing the

bank performance and prestige.

The efficiency of the organization can be achieved when the

personal growth, wellbeing and favourable/humanized work

environment will be taken care of and impediments and

irritants are removed which could create a facilitating and

congenial environment and faster a feeling of pride and

belongingness. Thus, the principal task before bank

management is utilization of its human resources to the

The efficiency of the organization can be achieved when the personal growth, wellbeing and

favourable/humanized work environment will be taken care of and impediments and irritants are removed

which could create a facilitating and congenial environment and faster a feeling of pride and belongingness.

Thus, the principal task before bank management is utilization of its human resources to the optimum for

better work and to meet the new challenges of its employees. The employees themselves are demanding the

standard work life to contribute in the performance. Standard work life means humanized work surroundings

which motivates the employees to perform well. Humanized work surroundings includes compensation of

employees, safe and healthy working conditions, opportunity for growth and development, occupational

stress, constitutionalism in banks, social relevance of work, participation of employees, empowerment of

employees, work life balance, grievance handling relations, recognition, alternative work schedule and many

more. The compact term is “Quality of Work Life”.

This paper is an attempt to find out the relationship between the women participation and their

Quality of work life, the type and degree of correlation existing between the two. Secondly, in which bank the

participation of women is enhancing more their quality of work life .Two banks have been selected

ALLAHABAD BANK and STATE BANK OF INDIA for the study. The structured questionnaire was

prepared and thirty one questions were asked. Through this the opinions of the women respondents were

known which were analysed by applying the Likert Scale. After that the weighted and combined mean were

calculated. The correlation has been applied to determine the relation between the women participation and

quality of work life. The positive correlation has been found .In case of Allahabad Bank 0.99 and SBI bank 0.96

correlation has been marked. In case of Allahabad Bank women employees’ quality of work life is improved

more (0.99) than SBI Bank (0.96) because of their participation in managerial decision making.

Keywords: Women Participation, Quality of Work Life, Opportunity for growth and development,

occupational stress, constitutionalism of work and social relevance at work.

Abstract

optimum for better work and to meet the new challenges of its

employees.

In a competitive scenario, the employees themselves are

demanding the standard work life to contribute in the

performance. Standard work life means humanized work

surroundings which motivates the employees to perform well.

Humanized work surroundings includes compensation of

employees, safe and healthy working conditions, opportunity

for growth and development, occupational stress,

constitutionalism in banks, social relevance of work,

participation of employees, empowerment of employees, work

life balance, grievance handling relations, recognition,

alternative work schedule and many more.

The compact term of all these elements are term as “Quality of

work life”. Employees now are aware of their own self-

recognition and accepts the participatory style of management.

Participation makes the work environment more favourable

for the employees. This makes the quality of work life more

enhanced. The quality of work life is being identified as a

progressive indicator related to the function and sustainability

of business organization. To achieve the quality of work life,

regular efforts are required by the organization which offer the

employees more opportunities for their job effectiveness and

collaboration on the overall effectiveness. Thus, every

organization with optimal and influential effectiveness is

looking for ways to cause the employees to reach a degree of

ability that apply their own ability and intelligence which can

be accomplished through appropriate quality of work life.

Quality of work life movement represents a route of

organization culture, or management approach in which

employees feel ownership, autonomy, responsibility and self-

esteem.

This work entitled ''The Impact of Women Participation on

Their Quality of Work Life with Special Reference to Select

Banks “covers major terms .The terms are women

participation, quality of work life, the selected banks are

ALLAHABAD Bank and STATE BANK OF INDIA Bank are

discussed further.

Review of Literature

The status of women in India has been subject to many great

changes over the past few millennia.1 with a decline in their

status from the ancient to medieval times, 2, 3 to the promotion

of equal rights by many reformers, the history of woman in

India has been eventful. In Modern India, women have held

high offices including that of the President, Prime Minister,

Speaker of the Lok Sabha, and Leader of the opposition, Union

Ministers, Chief Minister’s and Governors.

The Constitution of India guarantee to all Indian women

equality (Article 14), no denomination by State (Article 15) (19),

equality of opportunity (Article 16) and equal pay for equal

work (Article 39(d)). In addition, it allows special provision to

be made by the State in favour of women and children (Article

15 (3)), renounces practices derogatory to the dignity of

women (Article 57 (A) (e)), and also all ones for provisions to be

made by the state for securing just and woman conditions of

work and for maternity relief (Article 42).

Gender discrimination is a universal phenomenon. Both inside

and outside the households women are excluded from

positions of power. They are denied opportunities to

participate in the decision making process. Even when the

decisions are to affect their well-being, they are only passive

observers. The primary challenge facing women today,

therefore, is to increase their participation so that they get hold

of the situation and become actively involved in the process of

decision making (Chandra 1997)4."An idea which is gaining

momentum these days is that increased participation of

women in decision-making at all levels will help to adjust the

goals pursued through the development" (Karl 1995).5

Participation has two dimensions-quantitative and qualitative.

Many a time only the quantitative aspect of participation is

taken care of. People's participation in terms of mere numbers

has no meaning. Women often make up majority of the rank

and file and compromise a minority as far as decision-making

process is concerned. Today, there is a need for change-change

in the right direction-change from quantitative to qualitative.

As long as women would be left behind in the process of

decision-making, it would be hard to get the democratic

process started. Active participation in social, economic and

political spheres would help in enhancing the process of

empowerment and it would also give women the desired self-

respect and social dignity, and those, of course, are the pre-

requisites of empowerment.

Patel and Dholakia (1978)6 examined the effect of certain

development variables like income, marital status, child

rearing, and caste on female participation rates and concluded

that female participation rates tends to have a 'U' - shape curve

with respect to income and that married women tend to have a

higher participation rate than those not burdened with a

family responsibility. Lastly socio-cultural factors have a

significant bearing on the levels of female participation rate.

A study on the decline of women's participation in the

workforce of the textile industry in Bombay by Mishra (1986)7

revealed that industrialization has discriminated heavily

against women. Decline of women workers occurred through a

policy of not recruiting women employees. The main issue was

not that of equal pay but of equal opportunities for

employment.

Chaudhary (1987)8 concluded that the increasing work

participation of women had not been able to improve their lot

and their share of developmental gains has remained much

below what their contribution could justify. In the process of

technological advancement, female workers have been

displaced in many spheres. The energy and time consuming

hard work coupled with calorie deficit in their food intake not

only whittles down the working capacity of women but also

heavily tells upon the upbringing of children and leads to

increased child mortality. The study further revealed that the

technology displacement of women labor on the one hand and

29The Impact of Women Participation on Their Quality of Work Life withSpecial Reference to Select Public Banks

lower wages rate to them on ground of productivity on the

other, should be prevented through proper training to equip

them to efficiently deal with developed techniques of

production. There should be a proper estimate of the

contribution of women work force to economic development

in the domestic sphere as well as in the peasant farming in

order to give them a larger degree of economic security and

sense of self respect in the male dominated society.

According to the study of Malthier and Rogers (1987)9 in

Britain, although female entry into some occupations such as

the professions has been quite rapid, the overall employment

distribution has only been marginally affected by these

changes. Most women work in occupation that has been

traditionally female dominated, and, as relatively few men

have entered these occupations, sex inequalities in

occupational distribution remains substantial.

The paper of Muchlberger U (2000)10 shows a theoretical

connection between labor economics and sociology within an

institutional approach, couples with a gender order

perspective and provides a useful framework for analysis. He

concludes that the determinants of women's labor market

behaviour are interrelated with a whole set of social and

economic institutions which form a specific employment

system.

Angela (2001)11 has explained the factors influencing the labor

force decisions either part time or full time. She has also studied

the relationship between motherhood ideology and maternal

labor force participation.

Jeyalakshmi (1986)12 is of the opinion that the women's

participation in the work force is deceptive as they under

present the number of women actually engaged in productive

work and underestimate the value of their work. Besides this,

their economic contribution as labor at home is not recognized

as it lacks monetary or market value.

A study by Mehta (1989)13 was to examine the extent of

differences in employment and earning opportunities among

similarly educated men and women. The study revealed that

there exists inequalities in employment opportunities and

earnings among men and women despite similar levels of

education.

Shoma Chatterjee (1990)14 in the article entitled "Women in

Management an uphill Task" has observed that in the

patriarchal set up, all organizations in the private and public

sector have been conditioned to accept only men in position of

authority. But once women have entered the scene, the barriers

are slowly breaking down by virtue of sheer grit, industry and

their desire to prove their own worth in a male dominated

world. Once the initial burden of proving their credibility and

their commitment to the job has been established without

doubt, the path is comparatively clear and the discrimination

on grounds of being a woman begins to diminish visibly.

The study conducted by Bhanumathi Vasudevan (1992)15

covering all the Indian officers of the central government

organization threw up some rather disturbing findings, mainly

that women were discriminated against in recruitment,

advertising in selection procedure, in work allocation, in career

advancement and in personal ways, by other colleagues.

Further, the findings revealed discriminatory attitudes at all

levels of staff from drivers to executives.

Kala Rani (1976)16 studied about educated married working

women and discussed the dual role of working women. Most

working women in her sample took up jobs to make use of their

high or professional education which in turn afforded them a

high standard of living. The study also attempts to find out the

husband's attitude towards respondent's work. The study

proves the hypothesis wrong that the working women's

husbands do not help in household chores. The author

suggested part-time employment for women that would suit a

large number of housewives keen to fulfil professional

interests and provide useful social contacts.

J.M. Unwalla's (1977)17 "A Study of Women Executives at

Work and at Home" undertaken for her Ph. D in 1977 has

probed into the phenomenon of the working women and listed

its implications at work and house. She finds that women

choose to work to prove themselves and attain social

ascendancy. The study attempts to know the attitude of

superiors towards working women. It shows that men in

general accept a female boss just as well as they would a male

boss.

Objective of the Study

• To find out the relationship between the participation and

quality of work life of women employees in the banks.

• To find in which bank women participation is enhancing

their quality of work life whether in Allahabad Bank or SBI

bank.

Research Methodology

• Research Design - The research design chosen is

descriptive in nature. The reason is that it is a fact finding

research with adequate and accurate interpretation of the

findings. Secondly, the researcher observed and described

what has been found. To say, this research describes what

actually is existing in the selected banks.

Depending upon the nature and aim of the study that is to find

and study the impact of participation on quality of work life

with special reference to women employees in the select banks,

the researcher has assumed that the descriptive type of

research would be the most appropriate method to be used.

• Research question-

(i) Is there any relationship between the participation of

women employees and their quality of work life?

30 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

(ii) What kind of relationship between the participation of

women employees and their quality of work life exist?

(iii) In which bank the quality of work is more enhancing due

to women participation in managerial decision?

(C) Area of study- This survey is conducted among all those

women bank employees who are working in different

selected banks of Delhi NCR for the study.

The banks selected for the study are ALLAHABAD bank

and STATE BANK OF INDIA.

(D) Questionnaire Design- The questionnaire was framed

with an intention to collect the information from the

women bank employees employed in the selected banks.

Primary data has been collected through questionnaire.

The first section is the demographic profile of the respondents

such as name, name of the bank, age, educational qualification,

monthly salary, designation, length of services, marital status,

children, location of bank,

The second section deals with the questions related to the

participation and then questions based on the four selected

parameters of quality of work life - opportunity for growth and

development, occupational stress, constitutionalism in the

banks and social relevance at work. Each variable contains the

five questions.

There are total thirty one questions in questionnaire open

ended , statements reflecting 4 parameters of Quality of Work

Life and participation of women employees with 36 Likert’s

five point scale ranging from 1 ( strongly agree) to 5 (strongly

disagree) is prepared and presented to the employees.

(E) Sampling Design - There are two commercial banks

which has been selected for the study. Both are private banks

ALLAHABAD BANK and State Bank of India. For selecting the

samples convenience sampling technique has been adopted.

For a detailed study, 200 questionnaires were distributed, in

the banks were handed over to the women employees of the

banks. The researcher explained the purpose and importance

of the study and requested the women employees to fill the

questionnaires. Finally, 187 questionnaires were filled up and

returned by the employees of the banks. Of these only 142

questionnaires were found filled correctly in all aspects.

Out of 187 respondents 107 from the selected banks gave their

responses which formed the basis for analysis.

Majority of branches and staff are working in urban and semi-

urban places in the study area. The following table shows in

detail the manner in which the questionnaires were distributed

amongst the employees of the selected banks in Delhi NCR,

the number of questionnaire received back from them and the

questionnaire found fit and taken up for the original work.

31The Impact of Women Participation on Their Quality of Work Life withSpecial Reference to Select Public Banks

TABLE I.1Questionnaires Distribution among the Selected Banks’ Women Employees

Banks Name Questionnaires

Distributed

Questionnaires

Received Back

Questionnaires taken

for Analysis

ALLAHABAD BANK 100 96 73

SBI 100 91 34

Total 200 187 107

(F) Sources of Data

The data for the present study were collected both from

primary and secondary sources.

Primary Data - Primary data has been collected by visiting the

bank's women employees at their premises and distributing

the pre-structured questionnaires for obtaining the responses.

Secondary Data

Secondary data were also collected from the lead banks,

regional offices, published books, journals, research articles,

internet, thesis and dissertations.

(G) Framework of Analysis

Appropriate statistical tools have been used to analyse the data

collected like Five Point Likert Scaling, Karl Pearson's

Correlation.

Descriptive Analysis

The descriptive analysis was used to express the percentage

respondents falling under each category. It describes the total

frequency of respondents/responses in percent format.

Five Point Scaling Technique

Likert's five point scaling technique has been applied in this

study, which is used to connect the qualitative information into

a quantitative one.

Average Score Analysis

Based on the consolidated opinion obtained from the five point

scaling techniques for different categories of respondents, the

weighted average score was calculated to assess the level of

satisfaction/agreeability of the respondents.

Correlation

Correlation is the most widely used method of measuring the

degree of relationship between two variables. The correlation

expresses the relationship or interdependence of two sets of

variables upon each other in such a way that the changes in the

value of one variable are in sympathy with the changes in the

other. One variable may be called "Subject" (independent) and

the other 'relative' (dependent) variable.

(H) Selected Parameters-

Four major parameters of quality of work life were selected in

this study. These are -

(1) Opportunity for growth and development.

(2) Occupational Stress.

(3) Constitutionalism in banks.

(4) Social Relevance of work.

Meaning of Terms

(i) Women Participation: means women employees formal

sharing in decision making system of the organization as

its key stakeholders. When woman employees of an

organization at the different hierarchical levels are either

formally or informally consulted about the affairs of an

undertaking to express their opinion in order to contribute

in the managerial decision making process.

(ii) Quality of work life: The favourableness or unfavourable

ness of a job environment for the people working in an

organization is called quality of work life. It is a process of

work organization which enable its members at all levels

to actively, participation in shaping the organization

environment, methods and outcomes. This value based

process is aimed towards meeting the twin goals and

enhanced effectiveness of organizations and improved

quality of work life at work for employees.

(iii) Opportunity for growth and development: means to

provide an opportunity to employees to expand their

knowledge, skills, and abilities and apply the

competencies they have gained to new situations. By

providing the opportunity for growth and development

organizations can enhance the quality of their employees

and realize the benefits of developing workers to their full

potentials. This includes: opportunities for promotion and

internal career advancement, skills training, counselling

services etc.

(iv) Occupational Stress: means the stress related to one’s job.

Occupational stress often stems from unexpected

responsibilities and pressures that do not align with a

person’s knowledge, skills or expectations. Stress

increases when workers do not fee supported by

supervisors or colleagues or feel as if they have little

control over work processes.

(v) Autonomy in banks: autonomy means allowing a great

deal of freedom to make choices in the workplace. A

manager who grants an employee autonomy generally

outlines the goal of a project but allows the employees to

decide the best way to achieve that goal.

(vi) Social relevance of work: those business enterprises which

are engaged in discharging their social responsibilities

contribute to Quality of work life. If a concern does not

care for social obligations, the employees of such

organizations cannot expect a better Quality of work life.

Social relevance of work develops the positive attitude of

employees towards an organization as the employee is

also a part of the society.

ANALYSIS

MEASURING THE IMPACT OF PARTICIPATION OF WOMEN EPLOYEES ON THEIR QUALITY OF WORK LIFE

In the present study four parameters of quality of work life has

been selected to measure the impact of participation on those.

The selected four parameters of quality of work life are:-

(i) Opportunity for growth and development.

(ii) Occupational stress.

(iii) Constitutionalism in banks.

(iv) Social relevance of work.

The topic of the study is “The Impact of Women Participation

on Their Quality of Work Life with Special Reference to Select

Public Banks”. Accordingly, the impact of participation of

women employees in managerial decision making will be

analysed on the mentioned parameters of quality of work life.

How the impact will be measured is divided it can be

represented with the help of simple chart.

32 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

MEASURING THE IMPACT

Impact of P articipation on four

parameters of QWL.

(i) Participation - Opportunity for

growth & development

(ii) Participation-

Occupational stress.

(iii) Participation -

Constitutionalism in banks

(iv) Participation -Social relevance

of banks.

According to the objectives mentioned above, the relationship

of participation and the selected four parameters of the quality

of work life will be measured. Thus, the percentage analysis

table was prepared to reveal about the women respondents’

opinion about the participation and parameters of quality of

work life of selected banks to make the analysis clear and easy.

Here total 107 of women respondents are taken up for the

analysis.

STEP -1 To calculate weighted & combined mean of variables.

STEP-2 Karl Pearson's Correlation has been applied.

33The Impact of Women Participation on Their Quality of Work Life withSpecial Reference to Select Public Banks

The Impact of Participation of Women Employees onTheir Quality of Work Life in Allahabad Bank

S.NO X y x2 y2 Xy R Type of r

1

2

3

4

2.75 2.57 7.56 6.60 7.06

0.99

+ve

2.75 2.86 7.56 8.17 7.86

2.75 2.65 7.56 7.02 7.28

2.75 2.24 7.56 5.01 6.16

Tot 11 10.34 30.24 26.8 28.33

Where,

r = Karl Pearson's Correlation.

N = Total number of respondents.

x = Combined mean of participation.

y = Combined mean of selected parameters of quality of work life.

x2 = Square of x value.

y2 = Square of y value.

xy = product of x and y.

The above exhibit 1.2 shows the s

The above exhibit 1.2 shows the sum of participation and

selected parameters of quality of work life of women

employees in the Allahabad Bank. The first column x shows the

combined mean of participation, y shows the combined mean

of selected four parameters of quality of work life, x2 is the

square of x value and y2 is the square of y values, xy is the

product of x and y value, r is calculated correlation value. The

selected parameters of Quality of Work Life include

Opportunity for growth & development, occupational stress,

autonomy in banks and social relevance of work. Participation

is an independent factor and selected parameters of quality of

work life are dependent factors. The correlation between the

participation and selected parameters of Quality of work life is

0.99 and the type of correlation is positive in case of Allahabad

Bank. This shows that the participation is positively correlated

with Quality of work life and moves simultaneously in same

direction. As the participation of women employees increases

their quality of work life improves.

34 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

The Impact of Participation of Women Employees on Their Quality of Work Life in SBI Bank

EXHIBIT I.3

S.No X Y x 2 y 2 Xy R Type of r

1

2

3

4

2.77

2.77

2.77

2.77

2.42

2.41

2.34

2.17

7.67

7.67

7.67

7.62

5.85

5.80

5.47

4.20

6.70

6.67

6.48

6.01

0.96

+ve

Tot 11.08 9.34 30.68 21.82 25.86

Karl Pearson’s Correlation

where,

r = Karl Pearson's Correlation.

N = No. of selected respondents.

x = Combined mean of participation.

y = Combined mean of selected four parameters of quality of work life.

x2 = Square of x value.

y2 = Square of y value.

xy = product of x and y.

The above exhibit I.3 shows the table of values for the

calculation of correlation between the women participation

and selected parameters of quality of work life in the SBI bank.

The first column x shows the combined mean of participation,

y shows the combined mean of selected four parameters of

quality of work life, x2 is the square of x value and y2 is the

square of y values, xy is the product of x and y value, r is

calculated correlation value. The selected parameters of

Quality of Work Life include Opportunity for growth &

development, occupational stress, autonomy in banks and

social relevance of work. Participation is an independent factor

and selected parameters of quality of work life are dependent

factors. The correlation between the participation and selected

parameters of Quality of work life is 0.96 and the type of

correlation is positive. This shows that the participation is

positively correlated with Quality of work life and moves

simultaneously in same direction in case of SBI bank. As the

participation of women employees increases their quality of

work life improves.

Findings

In the selected banks Allahabad Bank and State Bank of India

the relationship between the women participation and quality

of work life has been found positive. The correlation between

the participation and selected parameters of Quality of work

life is 0.99 and the type of correlation is positive in case of

Allahabad Bank. This shows that the participation is positively

correlated with Quality of work life and moves simultaneously

in same direction. As the participation of women employees

increases their quality of work life improves .The correlation

between the participation and selected parameters of Quality

of work life is 0.96 and the type of correlation is positive. This

shows that the participation is positively correlated with

Quality of work life and moves simultaneously in same

direction in case of SBI bank. As the participation of women

employees increases their quality of work life improves.

Conclusion

Quality of work life is the need of the hour. Quality of working

life is not a concept, that deals with one area but it has been

observed as incorporating a hierarchy of concepts that not only

include work based factors like job satisfaction, satisfaction

with par and relationships with work colleagues, but also

factors that broadly focuses on life satisfaction and general

feelings of wellbeing. To retain a good talent in the

organization it is important for the organization to have high

quality of work life and low stress level, participatory style of

management and empowerment of the employees. There is

considerable evidence from this study that bank employees if

are allowed to be participated then banks employees do have

more favourable quality of work life.

We can figure out from the study that the participation of

women employees have the positive impact on their quality of

work life the banks. In Allahabad Bank and State Bank of India

banks the participation of women employees has the positive.

Secondly, the participation of women enhancing more their

quality of work life in case of Allahabad Bank than SBI bank.

Therefore, it can be said that participation of women

employees are having positive impact on their quality of work

life and only the degree of correlation differs.

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Conference, volume of the Indian Economic Association,

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35The Impact of Women Participation on Their Quality of Work Life withSpecial Reference to Select Public Banks

The article talks about different paradigms in research with the focus on debate regarding qualitative and quantitative

paradigms. There will always be a debate on the superiority of the methods and philosophy between the two groups of

researcher. Paradigm war will always be present and the researcher thus has to think on the aptness of the methodology being

applied in the research. The war on paradigm has resulted in a third paradigm of mixed methods. Researchers are now

advocating the importance of mixed method approach because it helps in enhancing the relevance of the findings of the study.

Combining both QUAN and QUAL helps in providing a better understanding of the research problem which is not possible

through a single approach. There is no requirement to fit a paradigm with the research method. The ontological and

epistemological viewpoint of the researcher decides the course of the research. No method or approach is best; rather the one

which helps in finding the solution to the problem is the most appropriate research methodology. It could be quantitative or

qualitative or mixed method or mixed model approach. In conclusion, paradigm war will be there, it is the decision of the

researcher to be a part of one.

Surbhi Cheema*

Abstract

RESEARCH PARADIGM & PARADIGM WARS

*Research Scholar, BIMTECH

Research Paradigm

Research paradigm is defined as “the set of common beliefs (

ontology, epistemology and methodology) and agreements

shared between scientists about how problems should be

understood and addressed” (Kuhn, 1962). The etymology of

paradigm comes from the Greek word ‘paradeigma’ which

means ‘pattern’. Plato was the first to use this term in ‘Timaeus’

wherein he talks about the pattern used by Demiurge (God) for

the creation of universe. Therefore, ‘paradigm’ in research and

philosophy can be understood as the unique conceptual model

or standards which are accepted by the fraternity as a whole for

understanding and solving the issues and contributing to the

field.

In the recent context, Thomas Kuhn has revived this word-

‘paradigm’ by using it in his book “The Structure of Scientific

Revolutions”. According to Kuhn, a research paradigm is

"universally recognized scientific achievements that, for a

time, provide model problems and solutions for a community

of practitioners”. It helps in observing and inspecting the

questions which ought to be asked. It provides a framework for

structuring these questions and gives a guideline for

interpreting the results obtained from the scientific

investigations.

Paradigms can be classified as under: -

1. Positivists which opine of a unique measureable reality.

They are more inclined towards using quantitative

methods for conducting the research.

2. Constructivists have the opinion that reality can be

interpreted in numerous ways which make qualitative

methods their first choice.

3. Pragmatists which suggest that reality is constantly

changing and therefore they use the method which best

solve the existing problem.

Functions of Paradigm are as under: -

1. Defining the workings of the world and extraction of

knowledge

2. Structuring the way of thinking, writing and talking about

the acquired knowledge.

3. Defining the questions to be asked and the structuring the

methodologies which cen be employed for answering

these questions.

4. Deciding about what can/cannot be published.

5. Structuring the academic worker’s world by defining the

meaning and significance.

Paradigm War and Its End

Paradigms are relative to the researchers and are prone to

change with the change in the philosophy of the research

community as well as the opposing allies. Paradigms are

therefore the reflection of the shift in the researcher’s

viewpoint. Research methodologies have gone through a

number of phases. Quantitative research paradigm had been

the most preferred choice for research fraternity in the 19th

century. Quantitative methods were considered to be the only

research design option as this was the only paradigm which

integrated the ontological, epistemological, axiological and

methodological viewpoint of the research fraternity in that

timeframe. In the 20th century, the shift started towards

qualitative research design as the researchers were not

convinced with the relevance of the quantitative methods for

their research problems. Researchers like Denzin and Lincoln

confirmed that the period from 1900 to 1950 marked the

beginning of the qualitative research paradigm.

It is evident that the paradigm war is rooted in the movement

for mixed methods from the period between 1980s and 1990.

The quantitative research design fell prey to this war on

paradigms as this methodology was attacked from the

Dilemma of a Researcher

researchers having an interpretivist outlook and critical theorists. It was a period where the ethnographic studies

witnessed a boom in its application.

37Research Paradigm & Paradigm WarsDilemma of A Researcher

Adapted from Niglas, K. (2000). Quantitative and qualitative

inquiry in educational research: is there a paradigmatic

d i f f e r e n c e b e t w e e n t h e m ? A c c e s s e d f r o m

http://www.leeds.ac.uk/educol/documents/00001487.htm

The basis for the paradigm war was the arguments between the

different aspects of axiology, ontology, epistemology and

methodology level: -

a) Fundamental difference between QUAN-QUAL methods

b) Incompatibility of interpretivists and theoretical

paradigms.

c) Anti-positivist thesis

d) Purist thesis based on incommensurability of paradigms.

e) Incompatible assumptions of methods.

Adapted from Niglas, K. (2000). Quantitative and qualitative

inquiry in educational research: is there a paradigmatic

d i f f e r e n c e b e t w e e n t h e m ? A c c e s s e d f r o m

http://www.leeds.ac.uk/educol/documents/00001487.htm

This led to the understanding wherein triangulation was a

problem and two warring camps were born. Post-positivists

were bent towards using quantitative methods while the

constructivists were inclined towards qualitative methods.

Their own perception about the other camp could not be

changed which forced for the laying down of different rules for

each camp.

Multiple wars

Three paradigm wars have happened since 1980 namely

Posit ivist versus post-posit ivists , post-posit ivist

constructivists versus critical theorists and lastly mixed

methods versus evidence –based methodologists.

WAR 1

After a Golden age (1950-1970) for positivism, there was a

conflict between the methods and paradigms. One group

postulated that paradigm suggest the methods to answer

research problems while the opposing viewpoint was based on

methodological models driving the paradigm dialogue. There

was a full-blown conflict which resulted in the dominance of

the constructivists and post-positivists viewpoint in the 1970-

1990 periods and marked the end of positivists.

WAR 2

Giving no credit to the positivist theorists led to vital debate

about the supremacy of each paradigm. This resulted in

emergence of new ‘isms’ like constructivism, naturalism,

interpretivism. The war from 1990-2005 focused on disputes of

purity of paradigms and postulated that quantitative and

qualitative methods cannot be combined. Triangulation for

studying a phenomenon was also debated in this era.

WAR 3

This era saw the rise of soft pragmatic approach wherein the

quantitative as well as the qualitative methods could be

employed side by side for solving a problem. It was proposed

that the techniques which work for the problem (which could

be both quantitative and qualitative) should be employed

rather than focusing only on one method which the researcher

likes. It paved the way for evidence-based research.

End of war-and New Paradigm of Mixed method

The war on the paradigms has clearly showcased the approach

that was employed in the research areas in that timeframe. The

issue on the fitness of paradigm and method and the best

paradigm has resulted in the era of mixed method approach.

The purists opined that the researcher should focus on one

method- quantitative or qualitative only, these methods

should not be used together. But the end of war resulted in the

38 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

emergence of new paradigm of mixed method approach.

Paradigm dialog of Guba in 1990 ended the war and focused on

triangulation design uniting QUAN and QUAL methods

which described the epistemology of new way of researching.

Mixed methods encompasses the multiple and varied

perspectives which are radical in nature and thus help in

solving the problem from a number of perspectives. This also

led to two different triangulation processes. One triangulation

was based on using different qualitative techniques such as

observation, interviews and interpretation. The other method

employed both qualitative and quantitative methods.

Mixed research can be classified in two ways: -

1. Mixed method wherein QUAL is used for one phase while

QUAN is employed in the second phase of the research.

For example, researcher cans set up an experiment and

then do an interview.

2. Mixed model research is one where the QUAN and QUAL

are used within a single stage of the research. For example,

researcher can use qualitative data collection technique

and then it can be quantified to interpret the data.

39Research Paradigm & Paradigm WarsDilemma of A Researcher

Fig 1 - Timeline of Multiple paradigm wars

Perception of paradigm war- My Viewpoint

Paradigm wars have been presented throughout the history

and the debate on the superiority of the methods and

philosophy between the two groups of researcher and will

always be deliberated. No methodology is best. All research

problems have a unique way of answering the research

question. Quantitative approach best applied to a research

problem could yield the best result in one scenario while this

may not happen in other cases. Same can be the scenario with

the qualitative approach.

The ontology and the epistemology of the researcher should

form the basis for deciding on the approach to be used in the

research study and it should not be the other way round.

Researchers following a single approach to solve an issue may

end up not giving the correct reflection of the study. In other

words, the paradigm-method fit should not happen by

deciding on the method first and then applying the same in the

research area. Rather the best method to be used for answering

the research problem should be solely based on the problem

statement.

Both QUAN and QUAL approaches are good but a better

approach towards increasing the relevance of the findings of

the study would be mixed method approach. This approach

helps in understanding the research problem through a better

lens which is not possible via a single method approach.

Conclusion

There will always be a debate on the superiority of the methods

and philosophy between the two groups of researcher.

Paradigm war will always be present and the researcher thus

has to think on the aptness of the methodology being applied in

the research. Quantitative methodologies as well as qualitative

methodology are best in their own areas but it is not necessary

that they will give appropriate result in all research problems.

The war on paradigm has resulted in a third paradigm of

mixed methods. In the methodological perspective, this mixed

method design directs the collection and analysis of the data

using both QUAL and QUAN approaches. Researchers are

now advocating the importance of mixed method approach

because it helps in enhancing the relevance of the findings of

the study. Combining both QUAN and QUAL helps in

providing a better understanding of the research problem

which is not possible through a single approach.

There is no requirement to fit a paradigm with the research

method. The ontological and epistemological viewpoint of the

researcher decides the course of the research. No method or

approach is best; rather the one which helps in finding the

solution to the problem is the most appropriate research

methodology. It could be quantitative or qualitative or mixed

method or mixed model approach. In conclusion, paradigm

war will be there, it is the decision of the researcher to be a part

of one.

In conclusion, I would emphasize on the fact that the problem

should drive the research process rather than the researcher

imposing their own preference for the approaches based on

their inclination towards a paradigm. No paradigm is best. All

approaches like QUAN, QUAL or MIXED are best in their own

sphere and therefore the crux is that the problem should be the

driving force of the approaches to be used in reaching towards

the answer.

40 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

Adapted from Creswell and Clark, 2017

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Quantitative Methods. In Cook, T.D. & Reichardt, C.S. (eds)

Qualitative and Quantitative Methods in Evaluation Research.

Beverly Hills, Calif.: Sage, pp. 7-32.

• Rizo, F.M. (1991) The Controversy about Quantification in

Social Research: An Extension of Gages's "Historical" Sketch.

Educational Researcher, 20(9), pp. 9-12.

• Smith, J.K. & Heshusius, L. (1986) Closing Down the

Conversation: the End of the Quantitative-Qualitative Debate

among Educational Inquirers. Educational Researcher, 15(1),

pp. 4-12.

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An Attempt to Clarify the Issue. Educational Researcher, 12(3),

pp. 6-13.

• Smith, J.K. (1983b) Quantitative versus Qualitative Research:

The Problem of Conducting Social Inquiry. In House, E. (ed)

Philosophy of Evaluation. San Francisco: Jossey-Bass.

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• Snizek, W.E. (1975) The Relationship between Theory and

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Published Educational Research. London: Office for Standards

in Education.

41Research Paradigm & Paradigm WarsDilemma of A Researcher

Abstract. New technological inventions can have a great impact in organizations through its contributions to change

the social environment while expediting sharing of knowledge and the development of new ideas. (Kling et al, 2005). Social

Media will come in handy as a good example of new technological innovation that is making a great impact in the

organizations of today.

In time past, the social media inspired technologies were seen as a chapter. But time has proven that wrong. We have seen

the world being transformed daily by these new collective technologies, which is giving a new hope to organizations with

impacts which were never considered to exist initially.

Keywords- E-marketing, Globalization

Arti Pandey*

Abstract

*Asst. Professor, United Institute of Management

Social Media

Marketing is the use of social media platforms and websites to

promote a product or service. Although the terms e-marketing

and digital marketing are still dominant in academia, social

media marketing is becoming more popular for both

practitioners and researchers. Most social media platforms

have built-in data analytics tools, which enable companies to

track the progress, success, and engagement of ad campaigns.

Companies address a range of stakeholders through social

media marketing, including current and potential customers,

current and potential employees, journalists, bloggers, and the

general public. On a strategic level, social media marketing

includes the management of a marketing campaign,

governance, setting the scope (e.g. more active or passive use)

and the establishment of a firm's desired social media "culture"

and "tone.

When using social media marketing, firms can allow

customers and Internet users to post user-generated content

(e.g., online comments, product reviews, etc.), also known as

"earned media," rather than use marketer-prepared

advertising copy.

Today, most organizations are mainly interested in

incorporating social media into the business structures of their

organization, but do not have a proper know-how of what

social media is all about. They also don’t have a tangible

channel to ascertain the gain that these technologies hold for

them. In a survey carried out in 2009 by McKinsey and

Company, it was discovered that with the appropriate use of

the social media a lot of organizations were able to benefit from

each other in ways such as sharing of ideas, communication

becoming better and the workplace environment becoming

enhanced. The value that social media adds in organizations is

huge as an increasing number of organizations are already

endorsing and exploiting the various opportunities in social

media technological innovation. This is to enable them find

support for their various organizational and business practices

(Starmark, 2008;).

Social media hold a lot of interesting opportunities, but it is

important to understand how to utilize it with its

accompanying impact in an organizational context beside

where it is applicable in real‐life projects. The present day

organizations should ask questions like how can employees

use social media technologies to do their work and what

impact these have on employees. These should be pivotal

questions for modern day organizations. These questions can

help organizations to understand how social media

technologies work effectively at workplace. Thus, it affords

them the opportunity to review and understand how to utilize

what it offers with its impact on how people interact and work

among them as earlier discussed.

Hill (2009) portrayed Globalization as the deviation towards a

more unified and co-dependent economy which is historically

merging different national markets into one global enormous

marketplace. The Economic Intelligence Unit (2009)

announced that, the global market place was overwhelmed by

variations in exchange rates, the purchasing behavior of

consumers and inflation in the course of the recession that

started in 2007. These economic developments have ended up

compelling organizations to redesign their business strategies

so they can be able to communicate their brands more

effectively. Davis (2001) writes that brand is one of an

organization’s most prized assets which simply imply that

there is a demand on the present day organization to

understand that it is important for them to capitalize on their

brand. This can help them maintain a profitable growth and

achieve sustained profitability objectives.

There are various means of building brands, which can come in

form of advertising, meeting specific needs of customers,

attaching a particular image to a service or product, identifying

and meeting a need that competitors are to identify, combative

TO STUDY EFFECT OF SOCIAL MEDIA ONCONSUMER BUYING BEHAVIOR

communication and strategizing price (Burger et al, 2009). As

recessions is towering in recent times of high, it became very

imperative for organizations to maintain honest, clear medium

of communication and retain a good image in a cost effective

means (Unit for Economic Intelligence, 2009). Social media

marketing was one of the popular channel organizations used

to communicate their brands during the recession. Some of

those mediums are; online electronic media which helps

facilitates participation, responsiveness, consultation,

connectivity and networking amongst online end users

(Mayfield, 2008).

Social media channels like Twitter, Facebook, YouTube,

LinkedIn etc are some of the dynamic tools that have helped

facilitate online rapport (Golden, 2011). Relatively, it is a low

cost pattern of marketing which allows organizations to

engage direct end-users through their contacts (Heinlein and

Kaplan, 2010).

Brands and consumers have a changing role to play in the

organization’s strategy given the choices made available to

consumers and the prominent role of social media marketing

being that they now have an impact on the economy (Mayfield

2004, Lindeman, 2008). Brands have huge influence on

customer choice and customers influence other customers.

Affecting repurchases are these series of events, which goes on

to affect earnings in the future and long term organizational

continuity (Oliveira and Sullivan, 2003).

Thus, consumer’s buying behavior is often influenced by a

leading brand. This value is created by generating demand (via

repurchases) and securing of future earnings for the

organization (Sullivan and Oliveira, 2003). Therefore social

media marketing serves as opportunities for communication

and depends upon new and unusual thought patterns

(Heinlein and Kaplan, 2010; Kweskin, 2008). This helps

customer’s product and brand experience.

This new era of digital communication and social engagement

is preeminent for strategizing in business. Therefore as

organizations are becoming more competitive globally, it is

pertinent for them to explore marketing strategy in a more

compelling and innovative way so as to attract larger number

of customers (Rockendorf, 2011).

Social Media Week is a leading news platform and worldwide

conference that curates and shares the best ideas and insights

into social media and technology's impact on business, society,

and culture.

Though it started out as a platform for individuals to share

photos of their friends and family, social media has evolved to

become much more impactful, especially for businesses. Social

media is now a key component of organizations’ marketing

strategies and for good reason. 74% of shoppers make buying

decisions based on social media, according to Sprout Social.

And this shift isn’t specific to B2C companies. B2B businesses

are benefiting from social media’s purchasing influence too.

So the influence is there, which means the key is to figure out

how to take this influence and leverage it for your own

business:

Reviews from Social Influencers

The term “social influencers” has been coined to represent

individuals who have a significant following on social media.

With a large audience seeing these influencers’ posts each day,

they’re often targeted by businesses to promote products. But

regardless of whether the influencers’ posts are sponsored or

not, their content has a large effect on purchasing decisions.

Essentially, they contribute to the “bandwagon” effect.

43To Study Effect of Social Media on Consumer Buying Behavior

If an influencer shares a post on Instagram about her new jeans,

raving about how comfortable and affordable they were, her

followers are often interested in learning about those jeans. The

stats can back it up: According to the PwC total retail survey

2016, 45% of global respondents said that reading reviews,

comments, and feedback influences their shopping behavior.

Social influencers are typically pretty well-versed on social

media and will tag the store or brand of the products they use in

their posts. This makes it easier for followers to become

familiar with the brand and influence a purchase.

Reach out to influencers in your industry to see if they’d be

willing to try your products and share their experience on

social media. Find individuals who have a large following, but

remember: the larger the following, the more requests from

businesses they probably receive. Do your research to find

influencers that attract followers that align with your target

personas.

Reviews from Friends and Family

In its basic function, social media allows us to connect with our

friends and family who we may not see very often. But the

more we use social media, the more information we share. We

tell our friends and family about a new product we’ve

discovered, which has a significant influence on our friends

and family.

80% of consumers are likely to purchase an item based on

friend’s suggestions. If you were on the fence about buying a

product, would you trust a review from a stranger over a

firsthand review from your aunt? Probably not.

Pro Tip: Ensure you’re encouraging your customers to join the

conversation about your products on social media. Create a

brand- or product-specific hashtag, and promote it on your

website, in your brick and mortar store, and throughout your

own posts. Try hosting a contest where customers enter by

posting a photo of how they’re using your product.

The Store’s Presence on Social Media

Further to the point above, a business’ presence on social media

has a significant influence on purchasing behavior. Put it this

way: Even if a brand has all kinds of attention from social

influencers and customers, with a lackluster social media

presence it will be difficult to convince anyone of their

credibility. A consistent feed which showcases their products

in use and provides value will help turn visitors into followers

and into buyers.

With a strong feed, businesses will typically be able to attract

more followers, which is the other key component in driving

purchase decisions. Seeing a large number of followers tells

new people that others are aware of the brand, entertained by

their posts, and satisfied with their products. It’s simple math:

Cool posts + lots of followers = higher probability of purchases.

Pro Tip: Post content that your followers will find valuable,

and post it often. Even if your business is in the service industry

or does not sell products online, social media allows you to

grow brand awareness, connect with customers, and gain

valuable insight from them.

Advertising on Social Media

Placing ads on social media has become simple to set up and

yet targeting has become much more detailed. Advertisers can

place ads that align with their business goals, such as

establishing brand awareness or driving sales. When an

individual clicks through a social media ad and lands on the

advertiser’s website, retargeting ads can also be placed to move

people through the sales funnel.

You’ll see in the image below that buyers go through a series of

stages before making a purchase decision. Advertising on

social media allows marketers to lead users into the

“awareness” stage, and all the way through to the “buy” phase.

advertising on social media.

Ads on social media can also be very effective in driving repeat

sales. Giving customers a gentle reminder that it’s time to

restock their product X, or showing complementing products

has the ability to increase a customer’s lifetime value. This is

typically done through remarketing or retargeting.

Pro Tip: Align your advertising campaigns with the sales

funnel shown above.

Algorithm Updates Present “Trending” or “Popular” Posts

First,

You’ve probably noticed some changes to social media over the

last few years. On both Facebook and Instagram, posts that

receive more engagement than others will appear first in news

feeds.

Posts with more comments, shares, and likes are favored as

they are identified as “trending” posts. This can influence

purchase decisions when a particular product or service gains

initial attention on social media. It shows up first, getting more

people interested.

Pro Tip: “Trending” posts require more than just likes.

Encourage your followers to comment and share your post as

well. Include a question in your caption, or suggest that your

followers tag a friend.

Brands Creating Discussions Among Followers

You’ve probably witnessed discussions spurring on social

media between your friends and family surrounding a

particular product, service, or brand, but the brands

themselves are also initiating these conversations.

Pro Tip: Spark discussions among your followers by asking

questions. Let your loyal customers sell your products or

services for you.

44 SAMIKSHA - Volume IX, No. 1 & 2, Jan-Dec. 2018

Search Engines on Social Media

When buyers are in the discovery stage of the sales funnel, they

may be searching for solutions or suppliers. Social media is

becoming more and more popular for searching which means

keywords are playing a bigger role on social. Unlike getting to

the top of Google’s search engine results pages, ranking on

social media is considerably easier (for now).

Pro Tip: Research the keywords that make sense for your

business. These will vary from one social media platform to

another. Integrate those keywords into your headlines, photo

captions, comments, and even your profiles.

Contests Generate Awareness

Running a contest on social media has several benefits for the

business. Depending on the terms of the contest, businesses

usually see a spike in engagement, more followers, increased

brand awareness, and sometimes an increase in sales.

When your initial contact with a new follower is about your

products or services, you accelerate the sales funnel. You’ve

established the Awareness and also budged the potential

buyer into the Discovery phase.

Pro Tip: Run contests on social media the smart way. Promote

it on your blog, in an advertising campaign, and on your

homepage. Benchmark your stats and sales sources

beforehand and after the contest ends to see if your efforts were

effective.

Key Take aways

It’s clear that businesses — e-commerce and brick-and-mortar

— need to have a strong social media presence in order to drive

more sales. But listening in on the discussions surrounding

your brand and products will help you better understand your

buyer’s behaviors and how they use social media to search for

and share their experience with your product. This will allow

you to focus your social media strategy where it matters most.

Conclusions

Increasing use of social media worldwide has led to the belief

that this is a valuable tool in supporting consumer

engagement. Companies are continually looking to new

methods for reaching consumers and for shaping consumer

behaviours, including brand loyalty and intention to buy. The

changing technological era has led to increased activity in

social network platforms like Facebook, YouTube and Twitter,

all of which have created mechanisms through which

consumers can develop rapport and create interactions with

brand-specific content.

Companies that are adept at integrating strategic approaches

to the use of social network platforms are likely to be most

successful in reaching, engaging, and maintaining a consumer

base moving forward. Factors that influence brand perception

and intention to buy include things like the social mechanism

that drive consumer perspectives, and the views of others

posted demonstrated in social media posts. An emerging

strategic focus is on the use of user-generated content, content

that is created by consumers in response to specific brands or

brand requests and influences the perceptions of other

consumers. This kind of strategic approach requires a high

degree of maintenance and companies utilizing this method

should be prepared to designate a marketing service to the

management of online customer relationships.

References

1. https://en.wikipedia.org/wiki/Social_media_marketing.

2. https://nairaproject.com/projects/895.html

3. https://socialmediaweek.org/blog/2017/05/social-media-

influencing-purchase-decisions

45To Study Effect of Social Media on Consumer Buying Behavior

This paper is an overview of four important areas of management theory: Frederick Taylor's Scientific Management,

Elton Mayo's Hawthorne Works experiments and the human relations movement, Max Weber's idealized bureaucracy, and

Henri Fayol's views on administration. It will provide a general description of each of these management theories together

with observations on the environment in which these theories were applied and the successes that they achieved.

Key words: Taylor's Scientific Management, Elton Mayo's Hawthorne Works experiments and the human relations

movement.

Miss Nidhi Shukla*

Abstract

*Assistant Professor, Ghanshyam Binani Academy of Management Sciences, Bharuhana, Binani road Mirzapur, Uttar Pradesh – 231001

E-mail : nidhishukla9199@gmail.com

Research Objectives:

1. To give an overview of four important areas of

management

2. To analyse its significance.

Research methodology: Descriptive.

Frederick Taylor - Scientific Management

Description

Frederick Taylor, with his theories of Scientific Management,

started the era of modern management. In the late nineteenth

and early twentieth century’s, Frederick Taylor was decrying

the " awkward, inefficient, or ill-directed movements of men"

as a national loss. He advocated a change from the old system

of personal management to a new system of scientific

management. Under personal management, a captain of

industry was expected to be personally brilliant. Taylor

claimed that a group of ordinary men, following a scientific

method would outperform the older "personally brilliant"

captains of industry.

Taylor consistently sought to overthrow management "by rule

of thumb" and replace it with actual timed observations

leading to "the one best" practice. Following this philosophy he

also advocated the systematic training of workers in "the one

best practice" rather than allowing them personal discretion in

their tasks. He believed that " a spirit of hearty cooperation"

would develop between workers and management and that

cooperation would ensure that the workers would follow the

"one best practice." Under these philosophies Taylor further

believed that the workload would be evenly shared between

the workers and management with management performing

the science and instruction and the workers performing the

labor, each group doing "the work for which it was best suited."

Taylor's strongest positive legacy was the concept of breaking a

complex task down in to a number of small subtasks, and

optimizing the performance of the subtasks. This positive

legacy leads to the stop-watch measured time trials which in

turn lead to Taylor's strongest negative legacy. Many critics,

both historical and contemporary have pointed out that

Taylor's theories tend to "dehumanize" the workers. To

modern readers, he stands convicted by his own words:

" … in almost all of the mechanic arts, the science which

underlies each act of each workman is so great and amounts to

so much that the workman who is best suited to actually doing

the work is incapable of fully understanding this science,

without the guidance and help of those who are working with

him or over him, either through lack of education or through

insufficient mental capacity."

And:

"to work according to scientific laws, the management must

takeover and perform much of the work which is now left to the

men; almost every act of the workman should be preceded by

one or more preparatory acts of the management which enable

him to do his work better and quicker than he otherwise could."

The Principles of Scientific Management

Environment

Taylor's work was strongly influenced by his social/historical

period. His lifetime (1856-1915) was during the Industrial

Revolution. The overall industrial environment of this period

is well documented by the Dicken's classic Hard Times or

Sinclar's The Jungle. Autocratic management was the norm.

The manufacturing community had the idea of

interchangeable parts for almost a century. The sciences of

physics and chemistry were bringing forth new miracles on a

monthly basis.

One can see Taylor turning to "science" as a solution to the

inefficiencies and injustices of the period. His idea of breaking a

complex task into a sequence of simple subtasks closely

mirrors the interchangeable parts ideas pioneered by Eli

Whitney earlier in the century. Furthermore, the concepts of

training the workers and developing "a hearty cooperation"

AN OVERVIEW OF FOUR IMPORTANTAREAS OF MANAGEMENT THEORY

represented a significant improvement over the feudal human

relations of the time.

Successes

Scientific management met with significant success. Taylor's

personal work included papers on the science of cutting metal,

coal shovel design, worker incentive schemes and a piece rate

system for shop management. Scientific management's

organizational influences can be seen in the development of the

fields of industrial engineering, personnel, and quality control.

From an economic standpoint, Taylorism was an extreme

success. Application of his methods yielded significant

improvements in productivity. Improvements such as Taylor's

shovel work at Bethlehem Steel Works (reducing the workers

needed to shovel from 500 to 140) were typical.

Human Relations Movement - Hawthorne Works Experiments

Description

If Taylor believed that science dictated that the highest

productivity was found in "the one best way" and that way

could be obtained by controlled experiment, Elton Mayo's

experiences in the Hawthorne Works Experiments disproved

those beliefs to the same extent that Michelson's experiments in

1926 disproved the existence of "ether." (And with results as

startling as Rutherford's.)

The Hawthorne Studies started in the early 1920's as an attempt

to determine the effects of lighting on worker productivity.

When those experiments showed no clear correlation between

light level and productivity the experiments then started

looking at other factors. Working with a group of women, the

experimenters made a number of changes, rest breaks, no rest

breaks, free meals, no free meals, more hours in the work-day /

work-week, fewer hours in the work-day / work-week. Their

productivity went up at each change. Finally the women were

put back to their original hours and conditions, and they set a

productivity record.

This strongly disproved Taylor's beliefs in three ways. First, the

experimenters determined that the women had become a team

and that the social dynamics of the team were a stronger force

on productivity than doing things "the one best way." Second,

the women would vary their work methods to avoid boredom

without harming overall productivity. Finally the group was

not strongly supervised by management, but instead had a

great deal of freedom.

These results made it clear that the group dynamics and social

makeup of an organization were an extremely important force

either for or against higher productivity. This caused the call

for greater participation for the workers, greater trust and

openness in the working environment and a greater attention

to teams and groups in the work place.

EnvironmentThe human relations movement that stemmed from Mayo's

Hawthorne Works Experiments was borne in a time of

significant change. The Newtonian science that supported "the

one best way" of doing things was being strongly challenged by

the "new physics" results of Michalson, Rutherford and

Einstein. Suddenly, even in the realm of "hard science"

uncertainty and variation had found a place. In the work place

there were strong pressures for shorter hours and employee

stock ownership. As the effects of the 1929 stock market crash

and following depression were felt, employee unions started to

form.

Successes

While Taylor's impacts were the establishment of the industrial

engineering, quality control and personnel departments, the

human relations movement's greatest impact came in what the

organization's leadership and personnel department were

doing. The seemingly new concepts of "group dynamics",

"teamwork" and organizational "social systems" all stem from

Mayo's work in the mid-1920's.

Max Weber – Bureaucracy

Description

At roughly the same time, Max Weber was attempting to do for

sociology what Taylor had done for industrial operations.

Weber postulated that western civilization was shifting from

"wertrational" (or value oriented) thinking, affective action

(action derived from emotions), and traditional action (action

derived from past precedent to "zweckational" (or

technocratic) thinking. He believed that civilization was

changing to seek technically optimal results at the expense of

emotional or humanistic content.

Viewing the growth of large-scale organizations of all types

during the late nineteenth and early twentieth centuries,

Weber developed a set of principles for an "ideal" bureaucracy.

These principles included: fixed and official jurisdictional

areas, a firmly ordered hierarchy of super and subordination,

management based on written records, thorough and expert

training, official activity taking priority over other activities

and that management of a given organization follows stable,

knowable rules. The bureaucracy was envisioned as a large

machine for attaining its goals in the most efficient manner

possible.

Weber did not advocate bureaucracy, indeed, his writings

show a strong caution for its excesses:

"…the more fully realized, the more bureaucracy

"depersonalizes" itself, i.e., the more completely it succeeds in

achieving the exclusion of love, hatred, and every purely

personal, especially irrational and incalculable, feeling from

the execution of official tasks"

47An Overview of four important areas of Management Theory

or:

"By it the performance of each individual worker is

mathematically measured, each man becomes a little cog in the

machine and aware of this, his one preoccupation is whether he

can become a bigger cog."

Environment

Weber, as an economist and social historian, saw his

environment transitioning from older emotion and tradition

driven values to technological ones. It is unclear if he saw the

tremendous growth in government, military and industrial

size and complexity as a result of the efficiencies of

bureaucracy, or their growth driving those organizations to

bureaucracy.

Successes

While Weber was fundamentally an observer rather than a

designer, it is clear that his predictions have come true. His

principles of an ideal bureaucracy still ring true today and

many of the evils of today's bureaucracies come from their

deviating from those ideal principles. Unfortunately, Weber

was also successful in predicting that bureaucracies would

have extreme difficulties dealing with individual cases.

It would have been fascinating to see how Weber would have

integrated Mayo's results into his theories. It is probable that he

would have seen the "group dynamics" as "noise" in the system,

limiting the bureaucracy's potential for both efficiency and

inhumanity.

Henri Fayol - Administration

Description

With two exceptions, Henri Fayol’s theories of administration

dovetail nicely into the bureaucratic superstructure described

by Weber. Henri Fayol focuses on the personal duties of

management at a much more granular level than Weber did.

While Weber laid out principles for an ideal bureaucratic

organization Fayol’s work is more directed at the management

layer.

Fayol believed that management had five principle roles: to

forecast and plan, to organize, to command, to co-ordinate and

to control. Forecasting and planning was the act of anticipating

the future and acting accordingly. Organization was the

development of the institution's resources, both material and

human. Commanding was keeping the institution’s actions

and processes running. Co-ordination was the alignment and

harmonization of the groups’ efforts. Finally, control meant

that the above activities were performed in accordance with

appropriate rules and procedures.

Fayol developed fourteen principles of administration to go

along with management’s five primary roles. These principles

are enumerated below:

• Specialization/division of labor

• Authority with responsibility

• Discipline

• Unity of command

• Unity of direction

• Subordination of individual interest to the general interest

• Remuneration of staff

• Centralization

• Scalar chain/line of authority

• Order

• Equity

• Stability of tenure

• Initiative

• Esprit de corps

The final two principles, initiative and esprit de corps, show a

difference between Fayol’s concept of an ideal organization

and Weber’s. Weber predicted a completely impersonal

organization with little human level interaction between its

members. Fayol clearly believed personal effort and team

dynamics were part of a "ideal" organization.

Environment

Fayol was a successful mining engineer and senior executive

prior to publishing his principles of "administrative science." It

is not clear from the literature reviewed if Fayol’s work was

precipitated or influenced by Taylor’s. From the timing, 1911

publication of Taylor’s "The Principles of Scientific

Management" to Fayol’s work in 1916, it is possible. Fayol was

not primarily a theorist, but rather a successful senior manager

who sought to bring order to his personal experiences.

Successes

Fayol’s five principle roles of management are still actively

practiced today. The author has found "Plan, Organize,

Command, Co-ordinate and Control" written on one than one

manager’s whiteboard during his career. The concept of giving

appropriate authority with responsibility is also widely

commented on (if not well practiced.) Unfortunately his

principles of "unity of command" and "unity of direction" are

consistently violated in "matrix management" the structure of

choice for many of today’s companies.

Conclusion

It is clear that modern organizations are strongly influenced by

the theories of Taylor, Mayo, Weber and Fayol. Their precepts

have become such a strong part of modern management that it

is difficult to believe that these concepts were original and new

at some point in history. The modern idea that these concepts

are "common sense" is strong tribute to these founders.

Reference

• 75 Years of Management Ideas and Practice, David Sibbet,

September/October 1997 Supplement, Harvard Business

Review, Reprint number 97500

• The Hunters and the Hunted, Swartz, James, 1994,

Productivity Press, Portland OR

• What You Can Learn from 100 Years of Management Science: A

Guide to Emerging Business Practice, Stauffer, David, January

1998, Harvard Business Review, Reprint number U9801A

48 SAMIKSHA - Volume VIII, No. 1 & 2, Jan-Dec. 2017

• Accel-team.com, Elton Mayos' Hawthorne Experiments,

http://www.accel-team.com/motivation/hawthorne_03.html

• Accel-team.com, Frederick Winslow Taylor. Founder of modern

scientific management principles, http://www.accel-

team.com/scientific/scientific_02.html

• Ba 321 Henri Fayol, Retrieved September 26, 2000,

http://www.eosc.osshe.edu/~blarison/mgtfayol.html

• Elwell, Frank, 1996, Verstehen: Max Weber's HomePage,

Retrieved September 26, 2000, http://www.faculty.rsu.edu

/~felwell/Theorists/Weber/Whome.htm

• Galbraith, Jeffery, Evolution of Management Thought,

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49An Overview of four important areas of Management Theory

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Volume IX, No. 1 & 2, Jan - Dec. 2018SAMIKSHA

A Study of Insolvency and Bankruptcy Code and its Impact on Macro Environment

of India

The Impact of Quality of Work Life on Employee’s Retention with Special

Reference to Employees in Select Private Banks.

The Advantage of Racial and Ethnic Diversity in The Workplace-A Review Study

Lake Superior State University: A Journey of Turnaround?

The Impact of Women Participation on Their Quality of Work Life with Special

Reference to Select Public Banks

Research Paradigm & Paradigm Wars : Dilemma of A Researcher

To Study Effect of Social Media on Consumer Buying Behavior

An Overview of four important areas of Management Theory

NOTES

NOTES

The United Group, founded by late Shri Shiv Ram Das Gulati in 1951 emerged from a transport business to the giants in the fields of education, services, transportation and journalism. The group made a mammoth leap in the education arena in the mid 80s by being the pioneers in computer education. This further lead to the establishment of United Institute of Management and United College of Engineering & Research in Prayagraj.

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