Research Papers of ARJBM


Volume : 2 | Issue : 2

Page Number:

Creativity & Change Management: A New Dimension in Human Resource Management

K. M. Upasana
DOI Number :      Page number :1-15

This paper presents the need for creativity & change management and that significantly affects the employee attitude toward their jobs. we are aware of the axiom that the only certainty in the world is that there will be ‘change’ “The old order change yielding place to new” if we compare closely, we find that in many respects an organization is akin to a living organism as a matter of fact, either through a planned efforts or through a process of adapting to changes in internal and external circumstances, organizations change. Just as any animate needs to keep harmony with the ever changing environment for its survival, so does an organization need to respond to the barrage of changes taking place in its environment? Why? Because of the Darwin theory of “the survival of the fittest”. Change management is identified as the second most hr challenge to critically meet the business demand beyond tomorrow. Organization can use a combination of four strategies viz. pay, benefits, learning and development and work environment to create and retain a pool of talented employees for the organization. Successful companies assign the same importance to employer branding as they give to product branding which help them in becoming an employer of choice. They are continuously innovating and inventing new ways to keep talented employees stick to the organization which is changing the face of talent management in India. In today’s information economy, people, knowledge, skills and relationships are an organization’s biggest assets and main source of competitive advantage. People related costs have risen to more than two thirds of organizational spending .increasingly, talent attraction and retention is viewed as a significant drives of shareholder value and bottom line re ults. Organizations that flourish in this new market will be those that do the best job of developing their people to support strategic initiatives, building high performing work teams around the world, & functioning effectively in virtual environment. Traditional organizational structures and thinking are incapable of meeting these dynamic demands.

Causal Relationship between Incentive and Job Satisfaction: Evidence of the Malaysian Academic Staff in Higher Education Institutions

Anantha Raj A. Arokiasamy & Dr. Stanley Yap PengLok
DOI Number :      Page number :16-24

This study examines the relationship between pay, promotion and fringe bene fits with job satisfaction of academic staff in private universities in Malaysia. Sample was randomly collected through a structured questionnaire distributed to 5 private universities at Klang Valley, Malaysia and a total of 271 respondents replied. Data was analyzed using descriptive analysis to describe demographic profile of respondents and Pearson Product Moment Correlation to test the relationship between variables. The result indicated that there was positive significant relationship between pay, promotion and fringe benefits and job satisfaction among academic staff at these universities. Organization should consider these variables in promoting satisfaction among employees in order to enhance organizational citizenship.

The Impact of the Financial Crisis on European Equity Market Efficiency: An Empirical Analysis of the Return of the Monday Effect.

Peter J. Bush and John E. Stephens
DOI Number :      Page number :28-35

This paper examines the efficiency of European equity markets by analyzing the DAX, CAC40, EURO STOXX 50, Euronext 100 and the FTSE 100 over two periods (2003 through Q1 2008 and 2010 through 2013) to determine if there is evidence of the return of the Monday effect in post financial crisis equity markets in Europe. The primary support for this analysis is the result of a recent study in which five Euro currency pairs were examined that provided evidence which showed that in the 2010 through 2012 time period three currency pairs exhibited a statistically significant Monday effect while effect was not evident in either the 1999 through 2004 or the 2005 through 2009 periods. The results of this study do not provide evidence to support the return of the Monday effect in the 2010 – 2013 period, which is consistent with the Monday effect not being evident in the base 2003-Q1 2008 period. This leads the authors’ to postulate that the economic crisis resulting from the mortgage meltdown did not have a statistically verifiable effect on European equity markets.

Challenges Faced by Steel Industry in Zimbabwe: A Case study of DM Cartwright (Pvt.) Ltd

Leonidas Ngendakumana and Chengetai Chiomba
DOI Number :      Page number :36-49

The purpose of this study is to identify the challenges being faced by the steel industry in Zimbabwe with particular reference to DM Cartwright. The iron and steel industry has been in its worst state in the year 2008 when it was producing less than 12 500 tons, way below its break- even capacity of 25 000 tons per day. The study used a qualitative survey method to collect data using DM Cartwright companies national wide, using purposive or judgemental sampling method to selected employees who filled the questionnaires and those who attended the interviews. A descriptive analysis of the data was used to draw conclusions on the challenges facing the steel industry in Zimbabwe. From the investigation into the challenges faced by DM Cartwright from 2009-2013, the findings indicate that the company is facing some challenges which include, declining sales, lack of adequate stock levels,

increased competition, the impact of dollarization, loss of loyal customers, lack of capital and debtors not paying on time. This has also impacted on the company not paying its creditors on time. The researcher outlined various recommendations to be undertaken among them Merging or forming partnership, trading publicly on the stock exchange, extending its product offering, involving the government to protect the industry players, practicing sound debtor management policies, increase marketing activities, implement a sound pricing strategy, implement a sound turnaround strategy as well as a yearly budget in order to overcome these challenges being faced by DM Cartwright

An Empirical Analysis on Effectiveness of Online Advertising in Consumer Behaviour in Indian Telecom Sector

Dr. Sathya Swaroop Debasish
DOI Number :      Page number :50-65

Promotion is a key component in the marketing mix. The objectives of Promotion are: Increase sales, Maintain or improve market share, Create or improve brand recognition, Create a favorable climate for future sales, Inform and educate the market, and Create a competitive advantage The tools in the promotional mix include, advertising, direct marketing, sales promotion, public relations and publicity, personal selling, online advertising etc. The present study aims to find out the effect of online advertisings on consumer behaviour, in telecom sector in the state of Odisha, India. It also aims to find out the role of demographic variables in purchase intention due to attitude towards the communication tools. The survey was done to both mobile handset buyers and mobile service buyers with sample 675 and 657 respectively. The data is analyzed through ANOVA, Descriptive Statistics, Regression analysis and ANCOVA. The result indicated that there is positive correlation between attitudes towards the communication tools and purchase intention. The demographic variables also have significant influence on the purchase intention due to attitude towards the communication tools.A

A Perspective on Online Advertising for Digital Branding

Dr. Sanjay Gaur
DOI Number :      Page number :66-73

Ever-increasing utilization of online technologies to reach global markets has led to a web based economy, talking global business from “brick-mortar” to “click-and-mortar” models. Evolving online techniques are consistently offering ample opportunities for web based advertising that promotes product and services to customer living and running with digital world. In the present scenario there is need to improve marketing effectiveness in highly competitive environment. It is fact that brand marketers cannot afford to ignore the difference between branding in traditional and online marketing channels. Online branding is critical, as how value can be added while, at the same time, maintaining and reinforcing existing perception of brand. Marketers therefore need to adopt an innovative approach to online branding, based on the basis of offline branding and the behavior of online customers and shoppers, since online brands are significant to the accomplishment of companies entering the market and new economy. This paper look into the significance of online branding, focusing specifically on Indian customer’s experience, amount of information search and their involvement, as challenges facing marketers today. Also try to inculcate the outline of online branding in Indian scenario

Human Resource Management: “Where from and where to?”

K. M. Upasana
DOI Number :      Page number :74-84

Indian economy is gradually getting integrated with the global economy. Globalization has considerable influence on each field of HRM. Employee hiring, training, motivation, compensation and retaining are to be guided by the global perspective. During the first four months of 1997, Indian companies have bought 4 foreign companies for about U.S. $11 billion dollars. This impressive development has been due to a growth in inputs (capital and labour) as well as factor productivity. By the year 2020, India is expected to add about 250 million to its labour pool at the rate of about 18 million a year, which is more than the entire labour force of Germany. This is called “demographic dividend” has drawn a new interest in the human resource concepts and practices in India. This paper traces notable evidence of economic organizations and managerial ideas from ancient Indian sources with enduring traditions and considering them in the context of contemporary challenges