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VOLUME NO. 4 (2013), ISSUE N O.
01 (J ANUARY) ISSN 0976-2183
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VOLUME NO. 4 (2013), ISSUE N O. 01 (J ANUARY) ISSN 0976-2183
CONTENTS
Sr. Page
No. TITLE & NAME OF THE AUTHOR (S) No.
1. DIFFERENCE IN THE BUSINESS STRATEGIES ADOPTED BY BANKS: A REVIEW OF BANKS IN THE UAE 1
DR. KAUP MOHAMED
2. CUSTOMER’S CRITERIA IN SELECTING A BANK: A CASE OF PAKISTANI BANKING INDUSTRY 4
DR. ANSAR ALI RAJPUT, SABIR HUSSAIN KALHORO & SAIMA AMMAR
3. THE RELATIONSHIP BETWEEN THE FOREIGN DIRECT INVESTMENT AND BANKING INDUSTRY 9
MEHDI BEHNAME & MOHAMMAD JAVAD RAZMI
4. IMPORTANCE AND IMPACT OF FOREIGN DIRECT INVESTMENTS IN GCC COUNTRIES AND ITS INWARD FLOW 12
GEEVARGHESE PHILIP MALAYIL & ARINDAM BANERJEE
5. ISLAMIC BANKING IN INDIA: DEVELOPMENTS, PROSPECTS AND CHALLENGES 24
MANZAR ALI KHAN & NAZIMAH HUSSIN
6. ETHICS AND JOURNALISM EDUCATION IN NIGERIA 29
DR. IFEDAYO DARAMOLA & IBUKUN AKINSULI
7. DIVERSIFICATION AS A BUSINESS GROWTH AND SUSTAINABILITY STRATEGY IN GAINING COMPETITIVE ADVANTAGE 34
ESTHER WANJIRU MAINA
8. THE IMPACT OF COMPLIANCE WITH INFORMATION DISCLOSURE IN FINANCIAL STATEMENTS ON TOTAL ASSETS, PROFITABILITY AND EARNINGS 39
PER SHARES OF QUOTED COMPANIES IN NIGERIA
SAMUEL IYIOLA KEHINDE OLUWATOYIN & UMOGBAI, MONICA E.
9. FERTILITY DECISIONS OF HOUSEHOLDS IN RESPONSE TO ENVIRONMENTAL GOODS SCARCITY: THE CASE OF SEKOTA DISTRICT, WAG HIMRA 51
ADMINISTRATE ZONE OF THE AMHARA REGION, ETHIOPIA
ZEWDU BERHANIE
10. EFFECT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE IN BANKING INDUSTRY IN NIGERIA 62
OLUYEMI OLUWOLE OLUTOSIN
11. IS THERE A WAY OUT? (A CASE STUDY ON DEBT TRAP) 70
DR. K. SANTI SWARUP
12. ANALYSIS OF CAPITAL ADEQUACY OF PRIVATE SECTOR INDIAN BANKS 73
SULTAN SINGH, MOHINA & SAHILA CHOUDHRY
13. CHANGING PARADIGMS OF INSURANCE COMPANIES - A STUDY 77
P.MANIVANNAN
14. A STUDY ON THE IMPORTANCE OF SOFT SKILLS AND POSITIVE ATTITUDE AS PERCEIVED BY INDUSTRY WITH SPECIFIC REFERENCE TO FRESH 80
ENGINEERS
B R VENKATESH
15. PROSPECTS AND CHALLENGES OF WOMEN ENTREPRENEURSHIP WITH SPECIFIC REFERENCE TO DALITS 88
DR. ANNAPOORANI & P.DEVI BHUVANESHWARI
16. PROBLEMS OF RURAL MSMEs: A STUDY IN THENI DISTRICT 92
DR. J.MARY SUGANTHI BAI & DR. R.GUNASUNDRADEVI
17. THE DEFINING MOMENTS OF SOCIAL ENTREPRENEURSHIP 97
L. JIBON KUMAR SHARMA & MEMCHA LOITONGBAM
18. DEVELOPMENT AND VALIDATION OF FINANCIAL LITERACY SCALE 101
S.SUGANYA, DR. S. SAKTHIVELRANI & K.DURAI
19. THE ROLE OF MICROFINANCE IN THE DEVELOPMENT OF COTTAGE & SMALL SCALE INDUSTRIES IN NORTH EASTERN REGION OF INDIA 107
DR. HARSH VARDHAN JHAMB & MUSHTAQ MOHMAD SOFI
20. EXCELLENT PRACTICES OF EXPATRIATE RELATIONSHIP MANAGEMENT (ERM) IN INFORMATION TECHNOLOGY ENABLED SERVICE SECTOR 115
RAGHAVENDRA A.N. & DR. NIJAGUNA G.
21. THE ROLE OF MEDIA AGENCY IN ADVERTISING INDUSTRY 121
NEHA SULTANIA & G.TEJASVINI
22. LIQUIDITY, SOLVENCY AND PROFITABILITY ANALYSIS OF MANUFACTURING INDUSTRIES: A STUDY WITH REFERENCE SELECTED 125
MANUFACTURING INDUSTRIES IN INDIA
KUSHALAPPA. S & REKHA SHETTY
23. CUSTOMERS PERCEPTION AND CHANGING WAVES IN INDIAN RETAILING: A CASE STUDY OF BELGAVI, KARNATAKA STATE 130
DR. B. S. NAVI
24. A HUMAN RESOURCE DOWNGRADING - JOB HOPPING 134
DR. M. JANARTHANAN PILLAI & R.V.NAVEENAN
25. WORK LIFE BALANCE: AN OVERVIEW OF INDIAN COMPANIES 139
DR. KARAMVIR SINGH SHEOKAND & PRIYANKA
26. ORGANIZED RETAIL SECTOR IN INDIA – OPPORTUNITIES AND CHALLENGES IN PRESENT ASPECTS 145
DR. RAGHAVENDRA DWIVEDI & RAM KUMAR
27. AN EMPIRICAL EXAMINATION OF PERFORMANCE MANAGEMENT ON EMPLOYEE RETENTION 149
L.R.K. KRISHNAN, SUDHIR WARIER & KETAN KANAUJIA
28. AN EMPIRICAL STUDY OF EFFECTIVENESS OF SALES PROMOTION ACTIVITIES IN A BANK 158
ANKITA SRIVASTAVA & NIRAJ KISHORE CHIMOTE
29. A STUDY ON OCCUPATIONAL HEALTH HAZARDS AMONG WOMEN BEEDI-WORKERS OF MURSHIDABAD DISTRICT IN WEST BENGAL 164
CHANDRA KANTA DAS
30. A PERCEPTUAL STUDY ON BUYING BEHAVIOR OF CUSTOMERS TOWARDS READYMADE GARMENTS 168
IRSHAD AHMAD BHAT
REQUEST FOR FEEDBACK 173
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT ii

CHIEF PATRON
PROF. K. K. AGGARWAL
Chancellor, Lingaya’s University, Delhi
Founder Vice-Chancellor, Guru Gobind Singh Indraprastha University, Delhi
Ex. Pro Vice-Chancellor, Guru Jambheshwar University, Hisar
FOUNDER PATRON
LATE SH. RAM BHAJAN AGGARWAL
Former State Minister for Home & Tourism, Government of Haryana
Former Vice-President, Dadri Education Society, Charkhi Dadri
Former President, Chinar Syntex Ltd. (Textile Mills), Bhiwani
CO-
CO-ORDINATOR
DR. SAMBHAV GARG
Faculty, M. M. Institute of Management, MaharishiMarkandeshwarUniversity, Mullana, Ambala, Haryana
ADVISORS
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Chancellor, The Global Open University, Nagaland
PROF. M. S. SENAM RAJU
Director A. C. D., School of Management Studies, I.G.N.O.U., New Delhi
PROF. M. N. SHARMA
Chairman, M.B.A., HaryanaCollege of Technology & Management, Kaithal
PROF. S. L. MAHANDRU
Principal (Retd.), MaharajaAgrasenCollege, Jagadhri
EDITOR
PROF. R. K. SHARMA
Professor, Bharti Vidyapeeth University Institute of Management & Research, New Delhi
CO-
CO-EDITOR
DR. BHAVET
Faculty, M. M. Institute of Management, MaharishiMarkandeshwarUniversity, Mullana, Ambala, Haryana
EDITORIAL ADVISORY BOARD

DR. RAJESH MODI
Faculty, YanbuIndustrialCollege, Kingdom of Saudi Arabia
PROF. SANJIV MITTAL
UniversitySchool of Management Studies, Guru Gobind Singh I. P. University, Delhi
PROF. ANIL K. SAINI
Chairperson (CRC), Guru Gobind Singh I. P. University, Delhi
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT iii

DR. SAMBHAVNA
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DR. SHIVAKUMAR DEENE
Asst. Professor, Dept. of Commerce, School of Business Studies, Central University of Karnataka, Gulbarga
ASSOCIATE EDITORS
EDITORS
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Department of Commerce, Aligarh Muslim University, Aligarh, U.P.
PROF. ABHAY BANSAL
Head, Department of Information Technology, Amity School of Engineering & Technology, Amity
University, Noida
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SSL, VIT University, Vellore
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VITUniversity, Vellore
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INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT iv

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BOOKS
• Bowersox, Donald J., Closs, David J., (1996), "Logistical Management." Tata McGraw, Hill, New Delhi.
• Hunker, H.L. and A.J. Wright (1963), "Factors of Industrial Location in Ohio" Ohio State University, Nigeria.
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• Sharma T., Kwatra, G. (2008) Effectiveness of Social Advertising: A Study of Selected Campaigns, Corporate Social Responsibility, Edited by David Crowther &
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• Garg, Bhavet (2011): Towards a New Natural Gas Policy, Political Weekly, Viewed on January 01, 2012 http://epw.in/user/viewabstract.jsp
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT vi

DIFFERENCE IN THE BUSINESS STRATEGIES ADOPTED BY BANKS: A REVIEW OF BANKS IN THE UAE
DR. KAUP MOHAMED

DEAN & DIRECTOR
LONDON AMERICAN CITY COLLEGE
UNITED ARAB EMIRATES
ABSTRACT
Banks are faced with competitive business strategies in the world. Most of the banks adopt business strategy neck to neck in order to achieve their competitive
advantage. In this research, MB & SCB have been taken into consideration to check the difference in the business strategies adopted by these banks. It has been
concluded in this research that there is a difference in the business strategies adopted by the MB and SCB.
KEYWORDS
Bank, Hypothesis, Business Strategies.
INTRODUCTION
ank comprises of bundle of financial commodities that has facilitated trade, commerce and investment. Bank’s competitive changes have forced
B adaptations and have improved the level and efficiency of services offered to clients, thereby increasing transactional volume. “Dynamic efficiency” is
characterized by product and process innovations. (Roy C. Smith, Indo Walter, 2003). Product innovation is the creation of new financial instruments by
bundling or re-bundling existing ones. Process innovation includes contract design methods of settlement. Internet application has reduced cost of information
and transaction cost.
Competitive challenges of banks have been a major concern. The strategies adopted by these Banks in the United Arab Emirates have been very aggressive.
Most of the bank customers in the UAE purchase the products and services of the bank due to aggressive marketing & finally, the customers became indebted to
the banks’ financial cycle. Strategic positioning involves chalking out the target market in which the bank finds out the most attractive opportunities in the
market for growth. The prospective market structure is also another competitive challenge in which the bank finds as to what the competitors are doing.
BANK
Today, SCB has operations in over 70 countries, and leads the way in emerging markets in Asia, Africa and the Middle East. In India, Standard Chartered has 83
branches across 33 cities, which services 1,500 Indian corporations, and 2.1 million retail clients. Besides being crucial to its operations, India is the top
contributor to the Standard Chartered Group's profits, and houses the largest unit of the group's service and operations hub, employing over a quarter of the
bank's 73,000 people.
SCB has continuously invested in people, products, infrastructure and technology. SCB is committed to being the Right Partner to customers, people, the
community, and the regulators. Standard Chartered is setting up a $500 million micro-finance facility that will touch an estimated 4 million people in emerging
markets. The bank is aiming to partner with over 20 micro-finance institutions by December 2008.
Standard Chartered acquired American Express Bank and launched Standard Chartered Private Bank in 2007. Experienced relationship managers, and a strong
portfolio of clients across a number of key centres has given the bank's business critical mass needed to become a leader in the sector. The acquisition of
brokerage Standard Chartered Capital Markets supports the growth of this business because of its equities trading capability.
Standard Chartered Bank offers it local customer’s wide variety of financial services. All the major retail account holders are assigned to Relationship managers
who maintain regular and close contact to cater to their needs. The objective of this department is to maintain a thorough knowledge of the clients' business
and to develop positive relations with them. This is maintained through interactions to offer timely advice in an increasingly competitive business environment.
The trade finance of Standard Chartered bank takes care of the commercial activity related issues, particularly those related to import and export finance
services, confirming export L/C and issuing of import L/Cs, etc. The Bank's treasury specializes in offering solutions to those who wish to manage interest rate
and currency exposures that result from trade, investment and financing activities of other dynamic economies of the region.
Mashreq bank, one of the oldest banks in the UAE, has excelled very well in having competitive edge over other banks. In the last 30 years, Mashreq bank has
made impressive records of “firsts” in every realm of maintaining competitive edge. It was the first to introduce several privileges to the customers including
ATM cash dispenser, debit/credit cards, travelers cheque etc. It has kept innovation, technology and new product development and service loyalty at the prime
level. The major strategy of the MB is to maintain customer service excellence.
The core values propagated by the Mashreq bank are worth noting. A bold, transparent, fair, relationship driven and individual responsibility have been core
values in order to provide convenience and peace of mind to the customers.
The products and services offered by the MB are marvelous with lots of privileges and benefits attached with the same. The deposits with MB including all
range of current accounts focused on all the segments of the customers. The current account premium provides a wide range of privileges to the customers
such as free international ATM withdrawals, gold credit card, accident insurance of AED 300,000/-, etc.
LITERATURE REVIEW
The Strategy is the direction and scope of organization for a long duration, which achieves advantage in a changing environment through its configuration of
resources and competencies with the aim of fulfilling stakeholder expectations. Therefore, strategy decisions are about long term directions of an organization
activities, gaining advantage over competition, addressing changes in business environment, building resources and competency ( capability ) and values and
expectations of stake holders.
Strategic Management includes understanding the strategic position of an organization, strategic choice for the future and managing strategic in action.
1. Strategic Position – is concerned with identifying the impact on strategy of the external environment, an organization strategic capability (resources and
competence) and the expectations and influence of stake holders.
The organization exists in the context of a complex political, economic, technological, environmental and legal world. This change is more complex for some
organization than for others. It is therefore necessary to understand the environmental effects and changes in variables which may give rise to opportunities and
threats on the organization.
The Strategic Capability of an organization is to consider its strengths and weakness ( for example : where it is at a competitive advantage or disadvantage).
The Major Influence of the Stakeholder expectation is on organizations purpose which encapsulates organization’s vision, mission and values. This raises the
issues of corporate social responsibility and ethics. This also examines cultural and historical influence on strategies.
2. Strategic Choice – involves understanding the future strategy and options for developing strategy. For example: an organization might have to choose
between alternative moves for entering into markets. For instance. International strategy is a form of diversification into geographical markets.
3. Strategy in Action – is concerned with ensuring that strategies are working well in practice. As identified, there are three key issues for strategy in action
namely :
a) Structuring an organization to support successful performance (matrix organization etc.).
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 1

b) Processes are required to control the way in which strategy is implemented. Managers need to ensure that strategies are implemented according to
plan, check on progress and make necessary adjustments.
c) Managing strategic change – which emphasis at the styles that could be adopted for managing change.
OBJECTIVES OF RESEARCH AND HYPOTHESIS

The main objective of this research is to test the following hypothesis by using statistical methods:
"There is no difference in the business strategies applied at the Mashreq Bank and Standard Chartered Bank in the UAE". (Re: Q.No. 1.4)
The study through this research involved the use of deductive methodology, whereby a survey method was chosen for receiving the response from the
customers. Questionnaires and interview methods have been be used as the research instruments. Statistical analysis has been done by using statistical tools,
tabulations, illustrations, bar charts, pie charts, percentages for analyzing the variables under study. The hypothesis has been testing by using the above
statistical analyses beside, using statistical testing tools through SPSS software. In this research, a sample size of 220 customers have been considered, out of
which 110 customers are from the Mashreq Bank’s customers and remaining110 customers are from Standard Chartered Bank. The customer characteristics are
the retail customers using the services of the banks such as the Account Holder, the credit card holder, the loan holder etc. The primary data collection was
administered with the aid of structured questionnaires to find out the satisfaction and dissatisfaction level of the consumers.
FINDINGS & DISCUSSION

The under-mentioned hypothesis have been evaluated, analyzed and tested depending upon the requirements of this research. The outcome through an
appropriate research framework has provided necessary recommendations in adopting the banking strategies for having a competitive edge in the market and
to improve customer satisfaction level.
The statement of hypothesis is appended below:
Null Hypothesis (H0) : There is no difference in the business strategies applied at MB & SCB. (H0 : µ1 = µ 2)
Alternative Hypothesis (HA) : There is a difference between MB & SCB business strategies. (HA : µ1 = µ 2)
The question No. 1.4 have been used, which relate to the customer satisfaction survey in order to test this hypothesis No. 4 namely:
“There is no difference in the business strategies applied at the Mashreq Bank and Standard Chartered Bank in the UAE.”(Re: Q.No. 1.4)
The question No. 1.4 of the customer satisfaction survey relates to the agreement or disagreement with the various attributes of the MB/SCB. The mean scores
for question No. 1.4 are as under:
Q 1.4
MB Mean Score MB Interpretation SCB Mean Score SCB Interpretation
Mashreq Bank talks to me and understands 3.635 Neither satisfied 3.22 Neither satisfied
my needs nor dissatisfied nor dissatisfied
I feel much secured, banking with Mashreq 3.676 Neither satisfied 3.663 Neither satisfied
Bank nor dissatisfied nor dissatisfied
The service at Mashreq Bank is accurate, 3.579 Neither satisfied 3.445 Neither satisfied
convenient & fast nor dissatisfied nor dissatisfied
Mashreq Bank has made my banking 3.735 Neither satisfied 3.084 Neither satisfied
experience smooth and exciting nor dissatisfied nor dissatisfied
Mashreq Bank caters to all my financial 3.764 Neither satisfied 3.121 Neither satisfied
needs nor dissatisfied nor dissatisfied
Mashreq Bank is my preferred destination 3.35 Neither satisfied 3.219 Neither satisfied
for innovative offerings product and service nor dissatisfied nor dissatisfied
Mashreq Bank products offers great value 3.532 Neither satisfied 3.256 Neither satisfied
added services nor dissatisfied nor dissatisfied
Average Mean Score 3.610 Neither satisfied 3.286 Neither satisfied
nor dissatisfied nor dissatisfied
(Re: Q NO. 1.4)
This table reflects on the major attributes of the MB/SCB with specific reference to customer satisfaction. The average mean score of MB (3.610) is higher than
the average mean score of SCB (3.286). However, the interpretation remains same as “neither satisfied nor dissatisfied”. It is apparent from the table that MB
has made banking experience to customers smooth (mean score 3.735) and exciting and also caters to all the financial needs (mean score: 3.764). However, SCB
customers feel much secured banking with them (means score : 3.663) & also feel that the bank offers accurate, convenient and fast service (mean score: 3.445).
An appropriate outcome through this research framework could help the banks to evaluate their business and consumer developmental strategies. The
following hypotheses were tested by using z-test analysis:
This research is to test the hypothesis at the 0.05 of confidence level with the following interpretations:
H0 : µ1 = µ 2 …….. Null hypothesis : There is no difference
HA : µ1 = µ 2 ……. Alternative Hypothesis: A difference exists
α = 0.05 ……. Level of Significance for testing this Hypothesis
The question No. 1.4 (MB & SCB) of the customer satisfaction survey has been used to test this hypothesis. The following table gives the mean score and
standard deviation of the MB / SCB.
Mean Score Standard Size of Sample
Deviation
MB 3.6093 (x1) 0.8192 N1 = 733 (combined sample)
SCB 3.2898 (x2) 0.8201 N2 = 813 (combined sample)

Acceptance
Region (no difference)
Ho
Not accepted
(Significance difference)
Z = 7.689
-1.96 0 +1.96
[[Figure: 104] – Hypothesis No. 4]
This hypothesis testing could be illustrated graphically. In figure 104, the significance level of 0.05 corresponds to the 2 areas, each of which contains, 0.025 of
the area. The acceptance region contains 2 equal areas of 0.475 each. Because both the samples are large, we can use the normal distribution. From the table,
we could determine the critical value of “z” for 0.475 of the areas under the curve to be 1.96. The z value is calculated as under:
z= ( 1− 2) –( 1 − 2) H0
+
= (3.6093 -3.2898) – 0
( . )
+( . )
Z = 7.689
Based on the above calculation the z value is equal to 7.689. It is demonstrated that the standardized difference between 2 samples means lies outside the
acceptance region. Therefore, the null hypothesis of no difference is rejected and concluded that the population mean differ that is “there is a difference
between the MB & SCB’s business strategies.
CONCLUSION
It is evident from the above analysis that the business strategies adopted at MB and SCB are different. Their focus on customers is different with a total different
market segment. For instance, MB concentrates on all income groups whereas; the SCB mostly concentrates on high income group customer base.
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CUSTOMER’S CRITERIA IN SELECTING A BANK: A CASE OF PAKISTANI BANKING INDUSTRY
DR. ANSAR ALI RAJPUT

ASSOCIATE PROFESSOR
FACULTY OF MANAGEMENT SCIENCES
MUHAMMAD ALI JINNAH UNIVERSITY
ISLAMABAD
SABIR HUSSAIN KALHORO

MS SCHOLOR (MARKETING)
DEPARTMENT OF MANAGEMENT SCIENCES
ISLAMABAD
SAIMA AMMAR
MS (MANAGEMENT SCIENCES)
ISLAMABAD
ABSTRACT
This study surveyed 270 customers of bank services in the capital city of Pakistan-Islamabad, and investigated from them as to what factors they consider while
selecting a bank. Reliability tests on the customers responses were carried out, and Cronbach’s Alphas were estimated, as follows: BS = 0.714, SQ = 0.702, SE =
0.707, TI = 0.785, FB = 0.847, PL = 0.704, RE = 0.781, AD = 0.821, AT = 0.792, BR = 0.879, SY = 0.733 and OS = 0.757. After getting reliability analysis tests results in
good ranges, data on elements of constructs were averaged row-wise to generate data on desired variables. Correlation analysis suggests that the degrees of
associations estimated between dependent variable ‘Bank selection’ (BS) and various independent variables were, though, not too strong, but these were highly
statistically significant (p < 0.01) in almost all cases, except of one independent variable financial benefits. The results suggest that the bank customers give
much preference to bank’s services efficiency (ease and convenience in getting bank services, with little waiting time and speedy bank transactions), bank’s
advertisement (banks’ promotional activities through electronic and print media), bank attraction (physical facilities and interior décor of bank/branches should
be attractive relative to other banks), security (good security arrangements for transactions, funds and customers), technological innovations (ATM and online
banking facilities), proximity (vast network of branches located at convenient places and adequate parking facilities), bank reputation (good status and repute in
the market), ‘other services’ (religion-based services, respect for culture, and provision for payment of utility bills and salary-drawn services), and service quality
(error free, up-to-date and wide-ranging banking services).
KEYWORDS
Customers’ criteria, bank selection, econometric model, Pakistani banking industry.
INTRODUCTION
T
he customer has to select the number of factors while choosing a bank. A review of some of the most recent studies would help identify such factors. For
instance, while writing on the topic ‘How to Pick a Bank in 2011’, a writer presented a checklist of important criteria wherein emphasis had been on
putting on the fees of the banks, proximity of the ATMs or bank branches, the quality of the bank services, and saving rates Torabi (2011). On a similar
topic entitled ‘Choosing a Bank’, another author contributed a paper in three parts; in part I, the author stated that a very interesting and difficult choice people
faced, regardless of if they were looking for a savings or checking account, which bank to put their money in. While there were several factors influencing this
decision, one of the biggest issues was deciding between a smaller, local bank or a bigger national-level bank. In such a situation, an ‘easy account access’ was
the main thing to consider. The author further stated that this was probably the biggest factor in one’s decision to choose a bank which had branches all across
the country, and if one had been moving very frequently, it could make life a lot easier to not change banks. Easy account access on vacations was not only the
key factor within the country, the national banks also had affiliations with foreign banks, and became very useful if one used to travel out of the country.
However, in contrast to the national level banks, local banks were providing superb personal service. Many local banks even knew their customer by name when
he/she walked in the door (Hagin 2010).
Jahiruddin and Haque (2009) added that significant differences among the customers exist on the basis of gender and education and income levels in
Bangladesh. In addition, bank customers placed highest emphasis on different factors related to their convenience in availing required banking services in
selecting their banks. Another study examined the impact of demographic disparities on the bank selection criteria applied by diversified customers of the
domestic Islamic banks in Bangladesh and suggested that Corporal efficiency, Core-Banking services, Confidence, etc were given higher weights by a majority of
the respondents. (Rashid and Hassan, 2009). The same study recommended the introduction of complete E-Banking solution, increase of advanced marketing
efforts and hiring of experienced human resources for better Islamic Banking activities.
LITERATURE REVIEW
Anderson and Cox’s (1976) study of bank selection is considered one of the most important studies by researchers in bank selection. Their study revealed five
most important bank selection factors, which include: friend’s recommendations, reputation of the bank, availability of credit, friendliness of staff & service
charges on accounts. Their findings were strongly criticized by other researchers like Dupay & Kehoe (1976), Linneman & Davis (1978) for inconsistency of results
with previous researchers that stated location as the most important selection factor. However later studies empirically proved Anderson and Cox’s findings.
According to several studies, sociological influences (recommendations of friends and relatives) and trust are also the significant factors for customer’s choice of
bank. This is consistent with the views of Anderson and Cox (1976) and Tan and Chua (1986) that the consumer decision to choose their bank is greatly impacted
by the sociological factors. The same study conducted in Malaysia by Haron and Ahmad (1992) however found that social factors were the least influential
factors if compared to others.
Zineldin (1996) conducted a research in Sweden. From his research five factors were identified as most important for customers in their choice of a bank. These
were: trust & confidence, price competitiveness on loans & other services, flexibility in tailoring services, contacts with bank decision maker and speed of
transaction. Almossawi (2001) conducted a research in different universities in Bahrain. In this study it is revealed that the college students consider bank’s
reputation, availability of parking space near the bank, friendliness of bank personnel, and the availability and location of automated teller machines (ATM) as
important factors while selecting a bank. Marlowe and Lee (2003) conducted a survey in Athens and Georgia to determine the criteria used by the customers
while selecting a bank through focus group interviews.
It was found that there were some distinct differences in the criteria that younger consumers and older consumers used in selecting a bank. Aish et al (2003)
compared the bank selection decisions of the business people across the UK and Egypt and the results suggest that brand plays major role in the bank selection
decisions of the small businesses at both UK and Egypt . The study reinforces the opinion that technical quality (quality of service itself) is more important than
functional quality (quality of the service provider) in bank selection decisions.
In case of Pakistan, Jamal et al. (2003) took a survey of 300 customers of a specific bank and studied the determinants of customer satisfaction in the retail
banking in Pakistan. Their results indicate a strong relationship between service quality and customer satisfaction. Rehman and Ahmad (2008) collected a data
from the customers of Lahore (Pakistan) to determine the criteria for selecting a bank. In their study factor analysis and principle component analysis was
employed. Their study revealed that the most important variables influencing customer choice are customer services, convenience, online banking facilities and
overall bank environment.
Okumus (2005) discovered the customer’s choice of selecting a bank in Turkey. Descriptive statistical analysis was used to analyze the data. He revealed that
customers mostly based their decisions on the basis of religion, staff friendliness, efficiency and speedy transactions. He also stated that customers in Turkey
least bother rate of return while selecting a bank. Olorunniwo and Hsu (2005) revealed that service quality that includes empathy, responsiveness, and reliability
is important selection criteria factors. Furthermore Lymperopoulos, Chaniotakis, Soureli and Ravichandran (2006) also confirmed that service quality is an
important determinant for selecting a bank.
Safakli (2007) in his study suggested that the chief factors determining customers’ bank selection are: Service Quality and Efficiency, Bank Image, Convenient
Location”, Parking facilities, Financial factors and Affected opinion. In this research to test and factor analysis was used to analyze the data. The basic aim of this
study was to search for the basic motivational factors in consumer bank selection in northern Cyprus.
According to Jagelaviciene, Stravinskiene and Rutelione (2006) the image of the bank plays a very important role in customer’s criteria for bank selection. The
author stated that the image is very important for every bank activity and makes it possible to remain competitive. The bank image has to be managed, because
it can influence customers’ behavior. Another survey was conducted by Mokhlis and Salleh (2008) to analyze the factors customers while selecting a bank. The
study found that Male respondents gave more value to financial benefits’ and marketing promotion’ than female respondents. Female respondents, on the
other hand gave more importance towards ‘ATM service’, ‘proximity’, ‘attractiveness’ and ‘people influences’ than their male counterparts.
Zhang (2009) revealed that Price, Reputation, Service Quality, Effective Advertising, Involuntary Switching, Distance, and Switching Costs have an impact on
customers’ decision to choose a bank. Ongena, Alkan and Vermeer (2009) conducted a study in Czech Republic to investigate how corporate firms choose their
banks. This study revealed that the reputation of banks, speed of services, and service charges are important factors firms consider while choosing a bank. Other
authors like Hanzaee & Sadeghi (2010) also confirmed that E-Banking is an important selection factor in the banking industry. Maiyaki (2011) conducted a study
on Nigerian retail banking to determine the Bank’s Selection factors. In this study Chi-square statistical test of independence was employed to analyze the data.
The author found that factors such as size of bank total asset and availability of large branch network have a great influence on customers’ choice of banks.
In Pakistan banking sector has progressed over time and played its role in the economic development. In 1991 the government issued licenses to ten new banks
in the private sector. The government also denationalized two banks that are: the Muslim Commercial Bank (MCB) and the Allied Bank (ABL). The government
also privatized all state-owned banks (commercial and development banks) with the exception of the National Bank of Pakistan. All this calls for a great need to
have a research in the banking industry which can help bank management to focus on those factors that customer consider while selecting a bank. But literature
reveals that a very little work is done in this area in Pakistan. Thus, current literature on banking in Pakistan lacks studies on bank selection criteria and this study
is an attempt to bridge this gap.
RESEARCH MODEL
A study of the materials in preceding section helped identify various factors which the customers of bank services now-a-days consider while choosing a bank;
these factors in general are: ease and convenience of opening an account, efficiency in availing required banking services, speedy bank services, quality of bank
services, employees’ courtesy and response, fees of the banks/low service charges, high interest on saving, zero balance account facility, vide range of bank
services, proximity of bank/bank branches/ATMs, parking facility, innovative services and products, E-Banking facility, value-added services, security, family and
friends’ recommendations, advertisement, and bank reputation.
In order to provide a scientific base for the study, a research model containing some specific hypotheses was developed to test important factors determining
the choice of banks by the bank customers; the hypotheses were based on the following chosen factors: service quality, service efficiency, bank reputation,
family and friends’ recommendations, technological innovation, advertisement, attractiveness of banks physical decor, financial benefits, proximity, security and
other services.
The research model was presented below, and the related hypotheses were provided, as follows.
BS = F (SQ, SE, TI, FB, PL, RE, AD, AT, BR, SE, OS)
H1 Service quality has a significant effect on selection of a bank.
H2 Service efficiency has a significant effect on selection of a bank.
H3 Technological innovation has a significant effect on selection of a bank.
H4 Financial benefit has a significant effect on selection of a bank.
H5 Proximity has significant effect on selection of a bank.
H6 Family/Friends’ recommendation has a significant effect on selection of a bank.
H7 Advertisement has a significant effect on selection of a bank.
H8 Attractiveness has a significant effect on selection of a bank.
H9 Bank reputation has a significant effect on selection of a bank.
H10 Security has a significant effect on selection of a bank.
H11 ‘Other services’ offered by the bank has a significant effect on selection of a bank.
The sample size taken for the study was the customers who visited the bank during the data collection. A total of 420 questionnaires were administered out of
which 370 were completely filled in. Thus, a response rate of over 88% was achieved.
SAMPLING TECHNIQUES
This research study was based on primary data. To obtain such data a questionnaire was developed which was given in Annexure 1. A pilot study was conducted
to test questions for appropriateness of the instructions. Twenty pilot questionnaires were distributed in Islamabad. The original questionnaire was modified
based on the feedback from participants. Then modified questionnaire was distributed to people belonging to different fields of life in different area of Pakistan.
For the analysis, the data were collected from 370 respondents through a specifically designed questionnaire covering the various attributes that general public
perceives as important in their choice of a commercial bank. The convenience sampling technique was adopted. Surveyed customers were not selected by any
criteria.
A structured questionnaire was developed to gather the needed information on several variables. Questionnaire consisted of two parts (demographic
determinants of bank selection decision using bank attributes identified and employed by previous studies in the literature). For measuring the data Likert scale
was used (1 = Strongly Disagree and 5 = Strongly Agree). Eleven different factors were listed in this category and most of these were derived from similar studies
conducted in other countries (Zineldin, 1996, Safakli 2007, Mokhlis, Salleh 2008, Maiyaki 2010). Reliability test was conducted for these factors. In addition to

the testing of the reliability of the responses collected through the measuring instruments used and carrying out of correlation analysis of various variables
involved, regression analysis of the following type was also used.
RESEARCH FINDINGS
According to information provided on gender in Table 4.1, 66 respondents or 24.40 percent were female and 204 respondents or 75.60 percent were male. The
Distribution of respondents by gender.There were 204 males (75.60%) and 66 were females.
Age-wise distribution: The respondents’ age ranged between 18 and 72 years; their average age stood around 30 years with standard deviation of 11 (Table 4.2).
TABLE 1: DISTRIBUTION OF RESPONDENTS BY AGE, EDUCATION AND EXPERIENCE

Particulars Minimum Maximum Mean St. Deviation
Age (years) 18 72 30.4926 10.9919
Education (years) 6.00 21.00 14.8741 2.1468
Affiliation with bank (years) 1 42 7.4963 7.8185
EDUCATION LEVEL
The respondents’ level of education ranged between 6 and 21 years; they, on average, had education of 14.87 years with standard deviation of 2.15 years.
DURATION AND TYPE OF AFFILIATION
The respondents remained affiliated with banks for, on average, 7.50 years with standard deviation of 7.82 years; the duration of bank affiliation varied a lot
(Coefficient of variation = standard deviation/mean value = 1.0430), between 1 year to 42 years.
Of 270 total numbers of respondents, 174 or 64.40 percent were having current account, 77 or 28.5 percent saving account and 19 or 7.1 percent other accounts
in the banks.
Eleven factors have been taken from the literature. These constructs were then used to measure bank-customers responses regarding factors that the
customers of bank services considered while choosing a bank.
RELIABILITY TEST
Responses on the elements of all stated constructs (BS, SQ, SE, TI, FB, PL, RE, AD, AT, BR, SY and OS) were entered in SPSS software and reliability tests
conducted; the following Cronbach’s Alphas were estimated (Table 1.4).
TABLE 2: RESULTS OF RELIABILITY TEST
Construct Cronbach’s Alpha
Bank selection (BS) .714
Service quality (SQ) .702
Service efficiency (SE) .707
Technological innovation (TI) .785
Financial benefits (FB) .847
Proximity of bank location (PL) .704
Recommendations (RE) .781
Advertisement (AD) .821
Attractiveness (AT) .792
Bank reputation (BR) .879
Security (SY) .733
Other services (OS) .757
In general, reliability less than 0.60 is considered to be poor, that in the 0.70 range, acceptable, and that over 0.80 are good (Sekaran, 2003). The reliability tests
of our constructs happened to be in the acceptable-to-good ranges.
CORRELATION ANALYSIS
The econometrics model suggested checking of Pearson correlation (the strength of the degree of association) between dependent variable Bank selection (BS)
and independent variables Service quality (SQ), Service efficiency (SE), Technological innovation (TI), Financial benefits (FB), Proximity of the bank location (PL),
Recommendations (RE), Advertisement (AD), Attractiveness (AT), Bank reputation (BR), Security (SY) and Other services (OS). The above referred needed
correlations were estimated, and the respective results are mentioned below:
CORRELATION ANALYSIS: ESTIMATION OF THE DEGREE OF ASSOCIATION BETWEEN BANK SELECTION (BS) AND FACTORS THAT CUSTOMERS CONSIDER WHILE
CHOOSING A BANK
The degrees of associations estimated between dependent variable ‘Bank selection’ (BS) and various independent variables were, though, not too strong, but
these were highly statistically significant (p < 0.01) in almost all cases, with the exception of one independent variable FB, which was statistically significant at p =
0.013.
REGRESSION ANALYSIS
The methodological framework on research methodology suggested carrying out of econometric analysis of the type:
BS = f(SQ, SE, TI, FB, PL, RE, AD, AT, BR, SY, OS)
Where
BS = Bank selection, SQ = Service quality, SE = Service efficiency, TI = Technological innovation, FB = Financial benefits, PL = Proximity of bank location, RE =
Recommendations, AD = Advertisement, AT = Attractiveness, BR = Bank reputation, SY = Security, OS = Other services.
The discussion and analysis of the data on demographics (gender, age, education level, and duration and types of affiliation) made in the earlier part of this
chapter justified that such aspects should also be taken into account while analyzing the factors having consideration in selection of banks.
INTERPRETATION IN TERMS OF RESEARCH HYPOTHESES
H1: Service quality has a significant effect on selection of banks.
H1 was accepted as bank’s service quality (SQ) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model
4.7; one unit increase in SQ would bring a 0.049 unit positive change in BS at p < 0.10.
H2 Service efficiency has a significant effect on selection of banks.
H2 was accepted as bank’s service efficiency (SE) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model
4.7; one unit increase in SE would bring a 0.107 unit positive change in BS at p < 0.01.
H3 Technological innovation has a significant effect on selection of banks.
H3 was accepted as technological innovations (TI) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model
4.7; one unit increase in TI would bring a 0.050 unit positive change in BS at p < 0.01.
H4 Financial benefit has a significant effect on selection of banks.
H4 was not accepted as variable representing financial benefits (FB) appeared highly insignificant as one of the determinants of bank selection (BS) in terms of
regression analysis carried out in model 4.4. H8 became acceptable at a very low significance level (p = 0.399).

H5 Proximity has significant effect on selection of banks.
H5 was accepted as proximity of the bank location (PL) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in
model 4.7; one unit increase in PL would bring 0.061 unit positive changes in BS at p < 0.05.
The H6Family / Friends’ recommendation has a significant effect on selection of banks.
H6 was not accepted as a variable representing the family and friends' recommendations (RE) appeared highly insignificant as one of the determinants of bank
selection (BS) in terms of regression analysis carried out in model 4.4. H4 became acceptable at low significance level (p = 0.168).
H7 Advertisement has a significant effect on selection of banks.
H7 was accepted as bank’s advertisement (AD) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model
4.7; one unit increase in AD would bring a 0.065 unit positive change in BS at p < 0.01.
H8 Attractiveness has a significant effect on selection of banks.
H8 was accepted as attractiveness variable (AT) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model
4.7; one unit increase in AT would bring a 0.050 unit positive change in BS at p ≤ 0.01.
H9 Bank reputation has a significant effect on selection of banks.
H9 was accepted as bank reputation (BR) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model 4.7; one
unit increase in SE would bring a 0.050 unit positive change in BS at p < 0.05.
H10 Security of funds and oneself has a significant effect on selection of banks.
H10 was accepted as security at the bank (SY) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model 4.7;
one unit increase in SY would bring 0.089 unit positive changes in BS at p < 0.01.
H11 ‘Other services’ offered by the bank has a significant effect on selection of banks.
H11 was accepted as ‘Other services’ (OS) appeared as one of the determinants of bank selection (BS) in terms of regression analysis carried out in model 4.7; one
unit increase in OS would bring 0.047 unit positive changes in BS at p < 0.05.
INTERPRETATION IN TERMS OF RESEARCH OBJECTIVES
Objective 1: To find out what factors Pakistani customers of bank services consider while choosing a bank.
Based on the tests conducted through econometric modeling (model 4.3 to 4.7), Pakistani customers for bank services, while selecting a bank, consider factors
like Service quality (SQ), Service efficiency (SE), Technological innovation (TI), Proximity of the bank location (PL), Advertisement (AD), Attractiveness (AT), Bank
reputation (BR), Security (SY) and Other services (OS).
Objective 2: To check which of such factors receives high priority/degree of acceptance and which low.
Based on model 4.4 and model 4.7, there were eleven major factors which determine bank selection; whereas the first model categorized these eleven factors
into two major groups, statistically non-significant factors (FB and RE) and significant factors (SQ, SE, TI, PL, AD, AT, BR, SY and OS), the latter model categorized
the nine significant factors into three further groups, namely:
Factors Level of significance
SE, AD, AT and S p < 0.01, TI, PL, BR and OS, p < 0.05 SQ p < 0.10
Hence, factors like SE, AD, AT and SY received the highest priority/degree of acceptance, followed by factors namely TI, PL, BR and OS, and then factor namely
SQ.
CONCLUSION AND DISCUSSION

First, the detailed review of relevant global literature helps us arrive at sixteen factors which represent the needs and requirements of customers of banking
services; these sixteen factors include eleven factors {Service quality (SQ), Service efficiency (SE), Technological innovation (TI), Financial benefits (FB), Proximity
of bank location (PL), Recommendations (RE), Advertisement (AD), Attractiveness (AT), Bank reputation (BR), Security (SY) and Other services (OS)} which
customers of banking services consider while selecting a bank and five demographic factors like gender, age, level of education and duration and type of
affiliation with the bank.
Second, when the above stated sixteen factors are put to econometrics test, all five demographic and two other factors {financial benefits (FB) and family and
friends’ recommendations (RE)} are found insignificantly contributing. Nine factors {Service quality (SQ), Service efficiency (SE), Technological innovation (TI),
Proximity of the bank location (PL), Advertisement (AD), Attractiveness (AT), Bank reputation (BR), Security (SY) and Other services (OS)} are found to be
significant contributing towards bank selection. It means that people usually don’t tke into consideration financial benefits offered by the bank and family or
friend’s recommendtions into consideration while selecting a bank rather they give preference to service quality and technological innovation while selecting a
bank.
Third, of the nine significant contributing factors, four factors Service efficiency (SE), Advertisement (AD), Attraction (AT) and Security (SY) is contributing at the
highest significance level (p < 0.01), followed by four factors Technological innovations (TI), Proximity (PL), Bank reputation (BR) and Other services (OS) at p <
0.05, and one factor Service quality (SQ) at p < 0.10.
Fourth, the appearance of financial benefits (FB) and family and friends’ recommendations (RE) as insignificant explanatory variables means that bank customers
do not give much weight to the fact whether banks charge low interest rates on loans or they offer high interest rates on saving (FB), and whether or not the
bank customers’ family members or friends recommend (RE) the banks; the bank customers give much preference to bank’s services efficiency (ease and
convenience in getting bank services, with little waiting time and speedy bank transactions), bank’s advertisement (banks’ promotional activities through
electronic and print media), bank attraction (physical facilities and interior décor of bank/branches should be attractive relative to other banks), security (good
security arrangements for transactions, funds and customers), technological innovations (ATM and online banking facilities), proximity (vast network of branches
located at convenient places and adequate parking facilities), bank reputation (good status and repute in the market), ‘other services’ (religion-based services,
respect for culture, and provision for payment of utility bills and salary-drawn services), and service quality (error free, up-to-date and wide-ranging banking
services).
Therefore the bankers should make it possible for customers to provide them these facilities as much as possible. Not only that these facilities should be
provided in existing banks but also these should be taken into consideration by newly established banks.
RECOMMENDATAIONS
The bank customers give the highest priority to bank’s services efficiency (ease and convenience in getting bank services, with little waiting time and speedy
bank transactions), bank’s advertisement (banks’ promotional activities through electronic and print media), bank attraction (physical facilities and interior décor
of bank/branches should be attractive relative to other banks), and security (good security arrangements for transactions, funds and customers). The bankers
should therefore prefer to provide such facilities and make arrangements for the provision of the stated facilities on top priority basis. The bankers should also
take note of the stated desires of customers of bank services, and should arrange such facilities to the extent possible. The bank regulators, especially the State
Bank of Pakistan, should make provision of such facilities a part of its policy for the establishment of new banks as well as running an existing bank in the
country.
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THE RELATIONSHIP BETWEEN THE FOREIGN DIRECT INVESTMENT AND BANKING INDUSTRY
MEHDI BEHNAME
ASST. PROFESSOR
DEPARTMENT ECONOMICS
FERDOWSI UNIVERSITY OF MASHHAD (FUM)
MASHHAD
MOHAMMAD JAVAD RAZMI

ASST. PROFESSOR
DEPARTMENT ECONOMICS
FERDOWSI UNIVERSITY OF MASHHAD (FUM)
MASHHAD
ABSTRACT
This article investigates to studying of causality relationship between FDI and banking industry in Asian countries. Panel unit root tests show that the variables
are stationary at the first deference. Pedroni test indicates that there is the long run relationship between FDI and banking industry. The Hausman test shows that
the fixed effects model should apply. 12 countries from Asian countries have been chosen over the period 1995-2009. The results show that there is a bidirectional
relationship between these variables (the feedback relationship) in long run and short run. It means that FDI reinforce banking industry and banking industry
attracts foreign direct investment. For FDI attraction governments should devote attention on banking industry.
JEL CLASSIFICATION
F21, O16.
KEYWORDS
Foreign Direct Investment; FDI; Banking Industry; Panel Data; Granger Causality.
INTRODUCTION
N owadays, attracting foreign direct investment is an economic importance for all the countries. Nearly, all the countries around the world have the
programs for FDI attraction such as granting of loan, decreasing of tax, subsidies,…Therefore, it seems that the study of factors which attract FDI is very
important beside these policies. One of these factors is the banking system. Foreign investment not only increases national product and employment, it
also affects other macroeconomics variables indirectly by spillover of knowledge and technology. It is why the developing countries are trying like the developed
countries to attract such capitals in the recent years.
Dani Rodrik (1997) considers it impossible to study the miraculous development of the East Asia without taking into account their governments' policies in
private investment. He proves that there is a strong correlation between good institutions and economic growth in Eastern Asia. It is worth mentioning that
before 1980's, developing countries have not had a positive attitude towards foreign investment, but during the past thirty years, foreign investment have been
increased significantly among the developing countries.
In 1990s, multinational firms' outputs from abroad have been 16% from World's total industrial output (Lipsey (1998)). In this connection, the countries
members of Organization Islamic Conference (OIC) in the two decade have had a rapid growth in financial market and banking systems and FDI inflow share in
these countries has consistently augmented as compared with the entire World. So that, this rate in the period 1982-1987 has been 4.6 and 1996 has been 5.5
(UNCTAD 2000). Therefore, a positive relationship between financial markets and FDI was expected.
The capital flow to Asian countries initiated in 1990 with an increasing rate following a decrease in 1980. The FDI has been increased in Asian developing
countries from 396 million dollars in 1980 to 102,066 million dollars in 2001. This rate is equal to 13.9% of the whole FDI in 2001 (UNCTAD 2002). The
recognition of FDI attraction factors helps these countries to foreign direct investment attraction. Since, the one of these factors is financial market and banking,
the purpose of this paper is studying of the relationship between FDI and banking industry in Asian countries. The search shows whether FDI is the cause of
banking industry or banking industry is the cause of FDI in Asian countries.
Adam and Tweneboah (2009) have found a long run relationship between FDI and financial market in Ghana. Al Nasser and Soydemir (2010) have conducted
Granger causality tests between FDI and financial market for Latin American countries. They have shown a unidirectional relationship from banking sector to FDI
and not the reverse. Kholdy and Sohrabian (2008) and Dutta and Roy (2011) have shown that political risk factors can influence the relationship between FDI and
Banking. Soumaré and Tchana (2011) with the various variables for financial market have indicated that some of the financial market and FDI variables have
bidirectional and others unidirectional relationship.
THE BANKS AND FOREIGN DIRECT INVESTMENT

Macroeconomics theories show that investment is a function of interest rate and national income. Interest rate is the capital cost. When in host country there is
a strong financial market, this means the capital cost is low then, it attracts FDI. On the other hand, FDI bring with them a large funds for host country, therefore,
there is a feedback between these sectors. Desai et al (2006) and Henry (2000) believed that increasing in FDI inflows increases funds available and improve
financial markets and banking sectors. When developed countries invest in host countries; they support politically financial and economic market in this country
thus economic and political risks decrease. A low risk in host country attracts FDI. FDI bring the high technology in banking industry and lead to improve the
banking sector.
Desai et al (2006) believed that the existent of smart financial market in an economy is a sign for openness and dynamic economy and an economy with low risk.
These factors attract FDI and prepare a good environment for FDI. FDI inflow affects on banking in tow ways: direct and indirect. FDI directly bring the funds for
private investment and indirectly these firms have the relationship with international finance markets that this relation strengthens financial market in the host
country. Henry (2000) has shown that a strong banking increases FDI and private investment. Because improvement of financial market has a positive correlation
with other changes that decrease operational risk in multinational firms.
Soumaré and Tchana (2011) in their article discuss that "Desai et al (2006) answer the following question theoretically as well as empirically: how do capital
controls affect the cost of capital for foreign investors? Their theory is that because most often a considerable portion of the funding for the local affiliates of
multinational investors comes from local loans, the higher interest rates that result from capital controls increase the cost of capital and can be expected to
discourage FDI. Capital controls affect local investments by multinational firms because they influence local borrowing rates and increase the cost of
repatriation. Furthermore, the costs associated with capital controls undoubtedly discourage many potential investors from establishing affiliates in the first

place. Supporting this theory are data from United States-based multinational firms that suggests that capital controls are accompanied by high interest rates
and that firms respond to capital controls by distorting profit reports and dividend repatriation policies, incurring substantial organizational and regulatory costs
in the process. Liberalizing capital controls appears to initiate periods of considerably faster growth in the local activities of multinational firms".
METHOD AND DATA

This paper applies the panel data model for estimation of the parameters for Asian countries (e.g. Bangladesh, India, Maldives, Pakistan, Sri Lanka, Turkey, China,
Thailand, Kuwait, Qatar, Pakistan, and Malaysia) over the period 1995-2009. The limitation of country and period selection come from the lack of data for certain
countries. Following Kolstal and Villanges (2004) in this research foreign direct investment has divided to GDP and fixed capital formation (FCF) for normalization
of FDI. Of course, some of the researchers apply population for normalization (Harms (2002)). For these variables the sources are World Bank's World
Development Indicators data base and UNCTAD. Therefore, our variables for FDI are the ratio of FDI to GDP (FDI/GDP) and the ratio of FDI to FCF (FDI/FCF).
Other variable for banking sector is the ratio of commercial bank assets divided by central bank assets plus commercial bank assets (CBA) in Asian countries. This
variable was applied for revealing of banking industry effects on foreign direct investment. The sources of data for this variable are Bankscope database, IMF and
World dataBank. The average of each variable for each country was computed.
For studying of relationship between banking industry and foreign direct investment in Asian countries a Granger causality model following Arellano (2003) was
applied. In this research is considered the specifications of a bivariate VAR (2) model for the FDI and CBA variables. Individual and time effects are included in
both equations. The form of the model is:
FDI it = α 1t + ϕ1 FDI i (t −1) + ϕ 2 FDI i (t − 2) + β1CBAi (t −1) + β 2 CBAi (t − 2) + γ 1 ECTt −1 + η1i + ν 1it I
IBAit = α 2 + δ 1CBAi (t −1) + δ 2 CBAi (t − 2 ) + λ1 FDI i (t −1 ) + λ2 FDI i (t − 2) + γ 2 ECTt −1 + η 2i + ν 2it II
Where
α 1t and α 2t capture the time effect and
η1i and
η 2t capture the individual effect. The hypothesis that FDI does not Granger-cause CBA,
conditional on individual and time effects imposes the restrictions λ 1 = λ 2 = 0. Conversely, to test whether CBA Granger-causes FDI, this research examines the
restrictions β 1 = β 2 = 0.
This article first estimates the VAR model including of equations (I) and (II) and then use a Wald-type test to validate these two non-causality restrictions. The
research applies two-step generalized method of moments (GMM) estimator.
RESULTS
For studying the correlation of the variables the below table has been calculated.
TABLE 1: CORRELATION BETWEEN FDI AND BANKING INDUSTRY

FDI/GDP FDI/FCF CBA
FDI/GDP 1
FDI/FCF 0.89 1
CBA 0.12 0.11 1
Table 1 indicates positive correlation between FDI/GDP, FDI/FCF and CBA. Since, the correlation between two variables of investment FDI/GDP and FDI/FCF is
0.89 thus; the variable of FDI/FCF was deleted from our model. The correlation between foreign direct investment and banking industry is positive. In the table
2, for avoid from spurious regression the unit root tests have been carried out. Our tests include LLC, IPS, ADF-F and PP-F. These tests indicate that the variables
of FDI/GDP and CBA are stationary at the first difference, then it has avoided from spurious regression. For studying of long run relationship between FDI/GDP
and CBA the co-integration test was run in table 3.
CO-INTEGRATION TEST
H
0 hypothesis is rejected, there is a long-run
In order to study the long-run relationship between FDI/GDP and CBA Pedroni co-integration test was used. If
relationship between the two variables. The maximum lag in panel co-integration model is 3 based upon SIC criterion. Based upon the statistics of table 3, there
is a long run relationship between the variables. Therefore, long-run VAR model and short-run Granger causality test has been applied for the two FDI/GDP and
CBA variables.
TABLE 2: PANEL UNIT ROOT TESTS

Method FDI/GDP ∆ FDI/GDP CBA ∆ CBA
Levin, Lin and Chu -2.25 -8.43* -1.41 -8.45*
Im, Pesaran and Shin -3.12 -7.63** -1.76 -7.56*
ADF-Fisher 41.34 98.65* 43.61 89.67**
PP-Fisher 65.26 74.87* 21.41 88.90**
*, ** indicate that the variables are stationary at 1% and 5% level respectively.
TABLE 3: PEDRONI PANEL CO-INTEGRATION TEST

Panel weighted statistics probability
Panel ν -statistic 1.21 (0.01)***
Panel
ρ-statistic
0.02(0.00)***
Panel pp-statistic -0.34(0.04)*
Panel ADF-statistic 3.25(0.01)***
Group statistic probability

Group
ρ -statistic 0.34(0.05)*
Group pp-statistic -5.14(0.05)*
Group ADF-statistic -4.11(0.04)*
*, *** show that the statistics are stationary in 10% and 1%.

Table 4 presents short-run and long –run results of Granger causality. This test has been performed in two phases. First, the equation FDI/GDP = αit + δi t+ γ1t
IBAit + εit has been estimated and then, its residual has been used for estimating the coefficient of error term. According to equation I, foreign direct investment
has a positive effect on banking industry, and banking industry is the cause of FDI. The Hausman (1978) test shows the fixed effects model should apply.
An examination of the sum of the lagged coefficient on the respective variables indicates that there is a bidirectional relationship in short run and long run. In
general, it can be concluded that the causality relationship between banking industry and FDI is bidirectional. That means there is a feedback between these
variables. It means that foreign direct investment reinforces banking industry and banking industry attracts foreign direct investment. These results are for short
run and long run, because, Pedroni test has indicated that there is the long run relationship between banking industry and FDI and the coefficients of ECT are
significant. Therefore, in short run and long run was expected banking industry attracts foreign direct investment. Soumaré and Tchana (2011) achieved the
same results in their study and Tajgardoon, Gholamreza., Behname, Mehdi., Noormohamadi, Khosro., (2012) show the same results for Islamic banking but,
Adam and Tweneboah (2009) have found a long run relationship between these variables. Al Nasser and Soydemir (2010) have conducted a unidirectional
relationship from banking sector to foreign direct investment.
TABLE 4: PANEL CAUSALITY TESTS RESULT

Dependent variable sources of causation (independent variables)
short-run ECT
∆ FDI/GDP ∆ CBA
(2) ∆ FDI/GDP --- 3.12(0.41) -0.12
[0.00] [0.05]
a c
[0.00]a
(3) ∆ CBA 2.05 (0.67) --- -0.21
[0.00] [0.03]
a b
[0.02]a
Values in brackets are t-statistics. Values in parentheses are p-values associated with Wald test statistics. c(b,a) denotes statistical significance at the10%, 5%
and 1% levels respectively.
CONCLUSION
The aim of this article is studying of the relationship between FDI and banking industry in Asian countries. For this subject first, three variables are chosen FDI to
GDP, FDI to fixed capital formation and banking industry (the commercial banks assets in Asian countries divided by central bank assets plus commercial bank
assets). Since the correlation table has indicated that FDI/GDP and FDI/FCF are 0.89 correlations thus, the FDI/FCF was deleted. Unit root tests have shown that
the variables are stationary in the first difference. Pedroni co-integration test reveal that there is a long run relationship between these variables. Thus, long-run
VAR model for the two FDI/GDP and CBA variables have been applied in Granger causality test.
Granger causality test in short run and long run shows that there is feedback relationship between banking industry and foreign direct investment. This means
banking industry reinforces FDI and FDI reinforces banking industry in Asian countries. Banking industry is a part of financial market that affects foreign direct
investment. Investment requires usually to funds and bank services therefore, a strong banking could prepare the funds for firms. The existence of smart
banking shows that the host country has a low risk and dynamic economy then, it is suitable environment for FDI. FDI itself brings funds in host economy
because the multinational firms have the relationship with international finance markets and they spend the funds for investment. Therefore, FDI can reinforce
banking systems.
Our article shows that banking industry brings FDI and FDI reinforces banking industry in Asian countries therefore, these countries could devote attention on
banking industry for more FDI.
REFERENCES
1. Adam, A. M. and G. Tweneboah, 2009, “Foreign Direct Investment and Stock market Development: Ghana’s Evidence”, International Research Journal of
Finance and Economics, 26, 178-185.
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New York, USA.
3. Arellano, M. and O. Bover, 1995, “Another Look at the Instrumental Variable Estimation of Error-Components Models”, Journal of Econometrics, 68(1), 29-
51
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5. Desai, M. A., Foley, C. F. and J. R. Hines Jr., 2006, “Capital Controls, Liberalizations, and Foreign Direct Investment”, The Review of Financial Studies, 19(4),
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7. Henry, P. B., 2000, “Do Stock Market Liberalizations Cause Investment Booms?”, Journal of Financial Economics, 58(1-2), 301-334.
8. Im, K.S., Pesaran, M.H. and Y. Shin, 2003, “Testing for Unit Roots in Heterogeneous Panels”, Journal of Econometrics, 115(1), 53-74.
9. Kholdy, S. and A. Sohrabian, 2008, “Foreign Direct Investment, Financial Markets and Political Corruption”, Journal of Economic Studies, 35(6), 486-500.
10. Levin, A., Lin, C.F., and C.S.J. Chu, 2002, “Unit Root Test in Panel Data: Asymptotic and Finite Sample Properties”, Journal of Econometrics, 108(1), 1-24.
11. Levine, R., and S. Zervos, 1998, “Stock Markets, Banks, and Economic Growth”, American Economic Review, 88(3), 537-558.
12. Levine, R., N. Loayza, and T. Beck , 2000, “Financial Intermediation and Growth: Causality and Causes ” Journal of Monetary Economics, 46(1), 31-77.
13. Soumaré and Tchana (2011)," Causality between FDI and Financial Market Development: Evidence from Emerging Markets", SSRN conference , June 2011
14. Tajgardoon, Gholamreza., Behname, Mehdi., Noormohamadi, Khosro., (2012), Foreign Direct Investment and Islamic Banking: A Granger Causality Test ,
Economics and Finance Review, (in press).

IMPORTANCE AND IMPACT OF FOREIGN DIRECT INVESTMENTS IN GCC COUNTRIES AND ITS INWARD
FLOW
GEEVARGHESE PHILIP MALAYIL

RESEARCH SCHOLAR, SP JAIN SCHOOL OF GLOBAL MANAGEMENT; &
PROJECT MANAGEMENT PROFESSIONAL & SR. SYSTEMS ANALYST
DUBAI CUSTOMS
UNITED ARAB EMIRATES
ARINDAM BANERJEE
ASST. PROFESSOR
SP JAIN SCHOOL OF GLOBAL MANAGEMENT
DUBAI
ABSTRACT
In today’s highly competitive markets, organizations are struggling to expand their business and thereby, finding their ways to reach new horizons and reap
profits. Companies are waiting for opportunities and finding ways to expand their business in countries other than their own. In the same way, countries are also
trying to attract institutions to their own country, which will directly or indirectly contribute to theprosperity.Foreign Direct Investments (FDI) plays a major role
in every country’s growth. In the past decade, the member countries of Gulf Cooperation Council (GCC)have also realized the importance of Foreign Direct
Investment institutions. This study intends to do research on Importance and impact of inward Foreign Direct Investments in GCC countries.
JEL CLASSIFICATION
F21
KEYWORDS
diversification foreign direct investments – FDI, Gulf Cooperation Council – GCC.
INTRODUCTION
oreign Direct Investment (FDI) can be defined as a company of one country making a physical investment in a foreign country.Institutions may decide to
F invest in a particular country based on the attractiveness and growth opportunity by using the resources in the host country.The Gulf Cooperation
Council (GCC) is located in Arabian Gulf, consists of six states, named Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and United Arab Emirates.The Gulf has
become steadily more significant over the past decade. The region’s stability and growth has already created important expansion opportunities for
international companies. Currently, the gulf economy is worth $ 1.1 trillion. The region’s share of the world economy is expected to grow by 4.5% by 2020 and
the combined Gross Domestic Product (GDP)of the GCC states is projected to be $20 trillion.Some comparative statistics on GCC as below:
Index
Saudi Arabia
United Arab
Emirates
Bahrain
Kuwait
Oman
Qatar
Inward FDI Performance Index 1 4 6 3 5 4

Outward FDI Performance Index 2 5 1 6 4 3
Index of Economic Freedom 1 6 3 4 2 5
Network Readiness Index 3 4 6 5 2 1
Bahrain Economic Development Board, Retrieved November 20, 2011, from http://www.bahrainedb.com/m_BusinessInBahrainIntro.aspx
Metrics
Saudi Arabia
United Arab
Emirates
Bahrain
Kuwait
Oman
Qatar
Ease of Doing Business Ranking 18 13 37 52 46

FDI Inward(MM USD) 1756 24318 1138 123 13253
Balance of Trade(Import Vs. Exports) 2 145 -865 41 35
Saudi Arabian General Investment Authority (SAGIA), Retrieved November 20, 2011, from http://www.sagia.gov.sa/en/Investor-tools/Comparison-charts1/
DEFINITION OF FOREIGN DIRECT INVESTMENT (FDI)
[Hymer's, 1960] seminal research contribution perhaps provided an earliest explanation of Foreign Direct Investment (FDI) where he viewed FDI as a process
that firms engage in order to organize production in another country through knowledge transfer along with other assets, both tangible and intangible. During
the similar period, [Vernon’s 1966] product life cycleconcept extended the FDI definition that included a firm’s setting up of production facilities abroad for
products that had already been standardized and reached maturity in the home markets. In the late 1970s and 1980s, [Buckley and Casson 1976] and [Rugman
1981] attempted to explain the why and how of production decisions among international firms in the context of foreign investments. Among institutions,
[International Monetary Fund (IMF), 1993] defines FDI in its Balance of Payments Manual as an investment made to acquire lasting interest in enterprises
operating outside the economy of the investor. An extended definition, as provided by [Organisation for Economic Cooperation and Development (OECD), 1996]
in its Benchmark Definition of Foreign Direct Investment, where it refers FDI as a “direct investment enterprise as an incorporated or unincorporated enterprise
in which a single foreign investor either owns 10% or more of the ordinary shares or voting power of an enterprise”. In its classical form, FDI is defined as a

company from one country making a physical investment into building a factory in another country. It is the establishment of an enterprise by a foreigner.
[Sullivan, Sheffrin, 2003]. In its most simplistic version, FDI means “the ownership of assets in one country by the resident of another country” [Sen, 2004].
DETERMINANTS OF FDI
In one of the latest researches, it has been revealed that though, a large number of studies have been conducted to identify the overall determinants of inward
FDI flows, no consensus has emerged, on the “true” determinants of FDI, [Kok & Ersoy, 2009], as well as institutional determinants of FDI [Bellos and Subasat,
2011]. An inverse relation exists between FDI inflows and financial infrastructure, corporate governance andaccounting standards in developing countries
[Loungani and Razin, 2001]. At the same time, [Chakrabarti, 2001] identifies factors such as labor costs, trade barriers, trade balance, exchange rate, R&D and
tax as FDI determinants. [Dunning, 1993] attempted to answer the most pertinent question as to “Why do companies invest abroad?” through his seminal
ownership, location and internalization (OLI) framework. Based on his earlier established eclectic paradigm [Dunning, 1980], several empirical studies have
found that size of market, market’s growth potential, transportation, barriers to trade, production, wages and other costs, political stability, psychic distance,
and host government's trade and taxation regulations affects FDI’s location decisions. Dunning’s study relates to the relation between, FDI and ownership-
specific advantages (“O”) such as proprietary technology, location-specific advantages (“L”) in host countries, such as low factor costs, and potential benefits
from internalization (“I”) of the production process abroad. In a similar study, [Frenkel & Funke, 2004] identifies the factors based on which an investor selects a
location for a project, these include the availability of local inputs such as natural resources, the size of the market, geographical location, the position of the
economy, the cultural and political environment, factor prices, transport costs and certain elements of the economic policy of the government (trade policy,
industrial policy, budget policy, tax policy, etc.) [UNCTAD, 1998; Mallampally and Sauvant, 1999; Dunning, 2000] identifies four main reasons that motivates
MNCs to undertake international production activities, namely market seeking, resource seeking, efficiency seeking and strategic asset seeking. In their detailed
study, [Ramasamy & Yeung, 2010] identifies market size and growth potential, lower cost of doing business, cost of labour, cost of capital, larger pool of skilled
labour, established infrastructural, degree of international openness, Servicing home-based customers and existence of lower risk factors as determinants of FDI
in the service industry.
While most available literature establishes a positive link between good governance and FDI inflows, the most recent empirical work by [Bellos and Subasat,
2011] points out that in selected transition countries, opacity and corruption leads to increased FDI flow as against the commonly held wisdom. Thus, studies on
the relationship between information sharing by host country and degree of FDI inflow have always provided conflicting results.
IMPORTANCE OF THE STUDY

THE CASE FOR THE GCC STATES
The Gulf Cooperation Council (GCC) is a cooperative framework of six Gulf States, Bahrain, Kuwait, Qatar, Saudi Arabia, Oman and the United Arab Emirates,
formed in 1981 with the objectives of better coordination, integration and inter-connection between Member States1. It has a total population of approximately
43 million and a GDP per annum estimated at just under US$1,000 billion.2
The region is primarily natural resource-based with the largest proven crude oil reserves in the world. As ofDecember 2010, the GCC has a proven oil reserve of
495.2 billion barrels that accounts for 35.8% of the world’s total oil reserves, additionally it boasts of 22.5% of world’s total natural gas. The region also ranks as
the largest producer as well as exporter of petroleum and plays a leading role in the world in general and OPEC in particular3. Powered by the surging oil price,
the GCC states enjoyed a record economic upsurge till late 2008 with the size of the GDP of the combined states tripling to $ 1.1 trillion during the period of
2002 to 2008. As per IMF projections, almost 90% of the region’s revenue comes from oil and gas sector.4 The surging oil prices have also fuelled some of the
largest sovereign wealth funds (SWF) in the region. Among the top 52 SWFs in the region, 13 are based out of the GCC contributing to 34% of share5.
Being primarily led by oil, the region did not find much incentive to attract foreign investments. FDI inflow in the region has been a late phenomenon. Over the
last twenty years, FDI in the region has grown from a small figure of 166 million dollars (US) in 1990, to 39,870 million dollars (US) in 2010, an increase by almost
240 times,6. But the surge in FDI has been a recent phenomenon.
FDI in the GCC peaked during the period of 2004-2008 during which the flow of inward FDI in all the GCC states combined totaled $187,509 million dollars, which
is almost 4.26 times that they received during the period of 1970- 2003 and almost double that they received during the period of 2009-2010. Thus, it is clear
that FDI floe in the GCC states has been a very recent phenomenon.
Thus, unlike other developing countries, FDI in the GCC region is a relatively very new phenomenon.
Cumulative Inward FDI - 1970 -2010

US Dollars at current prices in millions
2009 - 2010 2004-2008 1994-2003 1984-1993 1970-1983 1970-2003
Bahrain 413 8,378.9 4,372.5 1,607.4 -144.5 5,835.3
Kuwait 1,195 484.5 282.2 55.3 31.5 369.1
Oman 3,516 9,197.1 625.5 1,222.5 882.0 2,730.0
Qatar 13,659 15,677.6 3,239.1 125.5 91.4 3,456.1
Saudi Arabia 60,205 92,151.1 3,524.5 5,057.4 16,486.2 25,068.1
UAE 7,951 61,619.5 5,296.3 775.1 532.9 6,604.3
GCC 86,939 187,509 17,340 8,843 17,880 44,062.8
Source: UNCTAD, FDI/TNC database (www.unctad.org/fdistatistics).
The Government’s in the GCC states have also shown heightened interest in attracting foreign investments by creating special economic zones, namely the free
zones that are 7either sector specific or generalized or sometimes both. UAE itself has more than 30 free zones. At the same times, the Gulf States are
predominantly known to be information opaque in terms of information sharing8.
GCC countries were mostly depending on their own capital as they were taking advantage of Oil richness and scarcity of the same in almost all other countries in
the universe and hence GCC countries are the most attractive amongst the developing countries because of their spending nature, per capita income of the
people and growth prospects.Developments in a country mainly depending on FDIs in the most modern world and hence the trends in GCC countries too got
leaned towards inviting FDIs since 1990s. FDIs too got attracted towards this region because of the huge growth opportunities mentioned above. The institutions
were mainly attracted towards various sectors in GCC such as retail, real estate, infrastructure, tourism, oil sectors etc. In the recent times, FDIs are contributing
much more in the growth of GCC countries.
1
http://www.gcc-sg.org/eng/index895b.html?action=Sec-Show&ID=3
2
Economist Intelligence Unit & CIA World Factbook, April 2011
3
BP Statistical Review of World Energy, June 2011, bp.com/statisticalreview
4
Global Research, GCC Economic Outlook 2011, June 2011
5
Sovereign wealth funds institute
6
UNCTAD, FDI/TNC database (www.unctad.org/fdistatistics)
7
http://www.uaefreezones.com/
8
Corruption perceptions index 2010, transparency international, www.transparency.org
Since Foreign Direct investments can play a major role in a country’s growth, governments in almost all the countries take several necessary steps to attract
business and to increase investor’s confidence on that country. From investor perspective, it is necessary to know which countries are investors friendly. Also,
Investor should know the scope of business in a particular country before starting an investment. Since opportunities may vary from country to country, sector
to sector and depends on various factors, a lot of studies have to be conducted by the investors.To achieve this, a study should be conducted on expectations
and perceptions of other institution as a whole, region wise and country wise. Once the comparison is done, an investor can proceed with the investment. The
study reveals that, in recent years, the contributions by FDIs are drastically increased in the GCC member countries.Hence it is necessary to study the importance
of Foreign Direct Investments in GCC countries. It is also ideal to study the impact of FDIs in different sectors of GCC countries like Real estate, retail sectors, Oil
industries etc. and its inward flow.
OBJECTIVE
The focus of the research is to study the importance of inward FDI in GCC countries and to know how FDI can help in the growth and development of GCC
countries. It also aims to study the impact of FDI in different sectors in GCC Countries and the methods adopted by the GCC countries to attract FDI.
The methodology for the carrying out the research objective of the study includes:
• Study of the previously conducted research and to find out various processes involved in FDIs in different sectors.
• Collection of primary data and also preparation of discussion guide with inputs of industrial experts.
• Collection of secondary data from different sources.
• Gap analysis of the Expectation and Perceptions of Investors Globally and Middle East region
• Gap analysis of the Expectation and Perceptions of Investors in GCC Countries
RESULTS AND DISCUSSIONS

The Expectations and Perceptions of investors on various factors are collected from different parts of the world, on United States of America, United Kingdom,
and European countries, Nigeria, India, Pakistan, China, Bahrain, Oman, Kuwait, Qatar, Saudi Arabia, United Arab Emirates, Iran, Iraq, Lebanon and Jordan.To
compare Expectations and Perceptions of Investment community in Global(Except Middle East region), Middle East region(Except GCC Countries) and GCC
countries, the data collected from United States of America, United Kingdom, European countries, Nigeria, India, Pakistan, China are consolidated as
Global(Except Middle East region) Investment community. The data of Iran, Iraq, Lebanon and Jordan consolidated as Middle East Region (Except GCC
Countries).
Gap analysis of Statpro is used to compare the Perception and Expectations of different countries. The result of those analysis are consolidated and provided in
the following matrix.
Category wise comparison of Expectation and Perception of all countries
Globally Middle East BAHRAIN KUWAIT OMAN QATAR SAUDI UAE

(Except ME) (Except GCC)
Category
Expectation
Expectation
Expectation
Expectation
Expectation
Expectation
Expectation
Expectation
Perception
Perception
Perception
Perception
Perception
Perception
Perception
Perception
Country Attractiveness 4.4 4.4 3.1 2.9 3.9 3.7 4.1 3.8 4.0 3.8 4.1 3.9 4.0 3.8 4.8 4.7
Country Risk 4.6 4.4 3.2 3.1 4.4 4.4 4.4 4.3 4.6 4.6 4.6 4.8 4.5 4.2 5.1 5.1
Governance 4.4 4.3 3.1 3.0 3.9 3.7 4.2 4.0 4.0 3.7 4.1 4.0 3.9 3.9 4.5 4.5
Corruption 4.1 3.7 3.1 3.0 4.0 3.9 4.2 3.7 4.0 3.7 3.8 3.6 4.1 3.8 4.1 3.7
Social Responsibility 4.3 4.2 3.0 3.1 3.8 3.8 4.1 4.1 4.1 3.9 3.9 4.1 3.8 3.9 4.5 4.4
Human Resources 4.5 4.4 3.2 3.0 3.7 3.7 3.9 3.8 4.0 3.8 4.0 4.1 3.9 4.0 4.5 4.4
Resources 4.4 4.4 3.4 3.3 4.3 4.4 4.6 4.6 4.4 4.3 4.6 4.7 4.5 4.7 4.9 4.7
Vision- Long term investment/return 4.4 4.1 3.2 3.1 3.9 3.7 4.3 4.0 4.2 3.9 4.1 4.1 4.5 4.1 4.7 4.4
Overall Average 4.4 4.2 3.2 3.1 4.0 3.9 4.2 4.0 4.1 4.0 4.2 4.1 4.2 4.0 4.6 4.5

EXPECTATION AND PERCEPTION GLOBALLY (EXCEPT MIDDLE EAST REGION)
Section Attributes used for Analysis
Difference of Exception and

Expectation
Perception
Perception
p-value
Country As a tourist destination 4.1 4.3 -0.2 0.0
Attractiveness Geographical location to attract business 4.3 4.2 0.1 0.0
English Language(use, awareness and local/government support) 4.7 4.6 0.1 0.0
Tendency to spend more money 4.5 4.3 0.2 0.0
Country Risk Political Stability 4.6 4.4 0.1 0.0
Ease of travelling to the country 4.5 4.3 0.2 0.0
Ease of travelling out of country 4.7 4.5 0.2 0.1
Governance Legal assistance 4.5 4.3 0.1 0.0
Government support to investors 4.4 4.4 0.1 0.0
Government support to the employees 4.4 4.2 0.2 0.1
Corruption Less Bribes in government entities 4.0 3.6 0.4 0.3
Less Bribes in private entities 4.2 3.8 0.4 0.5
Social Responsibility Focusing on Welfare to the public 4.3 4.0 0.2 0.0
Promoting national heritage and culture 4.3 4.3 0.1 0.0
interacting with local communities through Games sponsoring 4.3 4.3 0.0 0.2
Human Resources Availability of skilled Human resources 4.5 4.5 0.0 0.3
Availability of un skilled Human resources 4.6 4.5 0.2 0.1
Salary levels of skilled resources 4.3 4.4 -0.1 0.2
Ease of hiring local employees 4.8 4.8 0.1 0.1
Ease of hiring foreign employees 4.0 4.0 0.0 0.5
Availability of local training avenues 4.6 4.5 0.1 0.5
Resources Availability of natural resources (like minerals, raw materials, petroleum related products, agriculture etc.) 4.4 4.3 0.1 0.4
Availability of Infrastructure (like roads, buildings, water and power supply, telecommunication assistance, 4.5 4.4 0.1 0.1
network connectivity etc.)
Vision Future Plans - Long term investment/return 4.4 4.1 0.2 0.1
Average 4.4 4.3 0.1 0.2
Globally(Except ME)
Category Expectation Perception
Country Attractiveness 4.4 4.4
Country Risk 4.6 4.4
Governance 4.4 4.3
Corruption 4.1 3.7
Social Responsibility 4.3 4.2
Human Resources 4.5 4.4
Resources 4.4 4.4
Vision- Long term investment/return 4.4 4.1
Globally (Except Middle East Region), once the attributes are categorized, Country Risk is the important factor than anything else and Human Resource is also an
important factor for Investment community,.Investors are more inclined towards countries which are having less Country Risk and high Human Resources
availability.As far as investment community is concerned, Globally (Except Middle East Region), countries are politically stable and highly available Human
resources. Also, it is noticed that, Expectation is higher than the perception on all those categories

EXPECTATION AND PERCEPTION IN MIDDLE EAST REGION (EXCEPT GCC COUNTRIES)

Expectation
Expectation
Perception
Perception
Perception
p-value
p-value
Country As a tourist destination 4.1 4.3 0.0 3.0 2.7 0.2 0.2
Attractiveness Geographical location to attract business 4.3 4.2 0.0 3.1 3.0 0.1 0.4
English Language(use, awareness and local/government support) 4.7 4.6 0.0 3.0 2.7 0.3 0.1
Tendency to spend more money 4.5 4.3 0.0 3.3 3.3 0.0 0.0
Country Risk Political Stability 4.6 4.4 0.0 3.1 3.2 -0.1 0.2
Ease of travelling to the country 4.5 4.3 0.0 3.2 3.0 0.1 0.1
Ease of travelling out of country 4.7 4.5 0.1 3.3 3.1 0.1 0.1
Governance Legal assistance 4.5 4.3 0.0 3.2 2.8 0.4 0.0
Government support to investors 4.4 4.4 0.0 3.0 3.2 -0.1 0.3
Government support to the employees 4.4 4.2 0.1 2.9 3.1 -0.1 0.1
Corruption Less Bribes in government entities 4.0 3.6 0.3 3.1 3.0 0.1 0.4
Less Bribes in private entities 4.2 3.8 0.5 3.2 3.1 0.1 0.2
Social Focusing on Welfare to the public 4.3 4.0 0.0 3.2 3.0 0.2 0.2
Responsibility Promoting national heritage and culture 4.3 4.3 0.0 3.1 3.4 -0.3 0.3
interacting with local communities through Games sponsoring 4.3 4.3 0.2 2.7 2.8 -0.1 0.4
Human Resources Availability of skilled Human resources 4.5 4.5 0.3 3.3 3.1 0.2 0.1
Availability of un skilled Human resources 4.6 4.5 0.1 3.3 3.2 0.1 0.3
Salary levels of skilled resources 4.3 4.4 0.2 3.0 2.9 0.2 0.5
Ease of hiring local employees 4.8 4.8 0.1 3.5 3.3 0.2 0.3
Ease of hiring foreign employees 4.0 4.0 0.5 3.0 2.8 0.2 0.2
Availability of local training avenues 4.6 4.5 0.5 3.0 2.9 0.1 0.5
Resources Availability of natural resources (like minerals, raw materials, petroleum related products, 4.4 4.3 0.4 3.6 3.4 0.2 0.5
agriculture etc.)
Availability of Infrastructure (like roads, buildings, water and power supply, 4.5 4.4 0.1 3.2 3.2 0.0 0.4
telecommunication assistance, network connectivity etc.)
Vision Future Plans - Long term investment/return 4.4 4.1 0.1 3.2 3.1 0.1 0.5
Average 4.4 4.3 0.2 3.1 3.0 0.1 0.3
Middle East (Except GCC)

Governance 3.1 3.0
Corruption 3.1 3.0
Resources 3.4 3.3
In Middle East region (Except GCC Countries), once the attributes are categorized, Human Resources and Country Risk are the important factor than anything
else. Investors are more inclined towards countries which are having less Country Risk and high Human Resources availability.As far as investment community is
concerned, Middle East Region (Except GCC Countries) is little bit politically stable and highly available Human resources than any other factors provided. Also, it
is noticed that, Expectation is higher than the perception on all those categories

EXPECTATION AND PERCEPTION IN BAHRAIN

Expectation
Perception
Perception
Perception
p-value
p-value
Country As a tourist destination 0.2 0.2 3.8 3.3 0.5 0.4
Attractiveness Geographical location to attract business 0.1 0.4 4.0 4.1 -0.1 0.3
English Language(use, awareness and local/government support) 0.3 0.1 3.7 3.3 0.3 0.3
Tendency to spend more money 0.0 0.0 4.2 4.0 0.2 0.5
Country Risk Political Stability -0.1 0.2 4.3 3.8 0.5 0.5
Ease of travelling to the country 0.1 0.1 4.3 4.5 -0.2 0.5
Ease of travelling out of country 0.1 0.1 4.4 4.8 -0.3 0.5
Governance Legal assistance 0.4 0.0 4.0 3.4 0.6 0.4
Government support to investors -0.1 0.3 4.2 4.1 0.1 0.1
Government support to the employees -0.1 0.1 3.6 3.6 0.0 0.3
Corruption Less Bribes in government entities 0.1 0.4 3.8 3.8 0.0 0.3
Less Bribes in private entities 0.1 0.2 4.2 4.0 0.2 0.3
Social Focusing on Welfare to the public 0.2 0.2 4.0 3.8 0.2 0.1
Responsibility Promoting national heritage and culture -0.3 0.3 3.8 3.9 -0.1 0.3
interacting with local communities through Games sponsoring -0.1 0.4 3.5 3.6 -0.1 0.2
Human Resources Availability of skilled Human resources 0.2 0.1 3.7 3.8 -0.1 0.4
Availability of un skilled Human resources 0.1 0.3 3.3 3.4 0.0 0.5
Salary levels of skilled resources 0.2 0.5 3.8 3.7 0.1 0.2
Ease of hiring local employees 0.2 0.3 3.9 3.8 0.1 0.5
Ease of hiring foreign employees 0.2 0.2 4.2 4.1 0.1 0.2
Availability of local training avenues 0.1 0.5 3.6 3.5 0.1 0.2
Resources Availability of natural resources(like minerals, raw materials, petroleum related products, 0.2 0.5 4.0 4.1 -0.1 0.5
agriculture etc.)
Availability of Infrastructure(like roads, buildings, water and power supply, telecommunication 0.0 0.4 4.5 4.8 -0.3 0.2
assistance, network connectivity etc.)
Vision Future Plans - Long term investment/return 0.1 0.5 3.9 3.7 0.2 0.4
Average 0.1 0.3 3.9 3.9 0.1 0.3
BAHRAIN
Governance 3.9 3.7
Corruption 4.0 3.9
Resources 4.3 4.4
In Bahrain, once the attributes are categorized, Human Resources and Country Risk are the important factor than anything else. Investors are more inclined
towards countries which are having less Country Risk and high Human Resources availability.As far as investment community is concerned, Bahrain is politically
stable and highly available Human resources than any other factors provided. Also, it is noticed that, Expectation is same as perception on some categories like,
country risk, Human resources and Social responsibility. Also, it is noticeable that, the Expectation and perception does not have much variance and have high
Expectation and perception levels as compare to the Middle East region (Except GCC Countries).

EXPECTATION AND PERCEPTION IN KUWAIT

Expectation
Perception
Perception
p-value
Country As a tourist destination 4.1 3.3 0.8 0.1
Attractiveness Geographical location to attract business 4.3 4.3 -0.1 0.3
Ease of travelling to the country 4.2 4.3 -0.1 0.3
interacting with local communities through Games sponsoring 3.7 3.8 -0.1 0.6
Salary levels of skilled resources 4.1 3.9 0.2 0.4
Availability of local training avenues 3.7 3.8 -0.1 0.5
Availability of Infrastructure (like roads, buildings, water and power supply, telecommunication assistance, 4.6 4.7 -0.1 0.3
Average 4.2 4.0 0.2 0.3
KUWAIT
Governance 4.2 4.0
Corruption 4.2 3.7
Resources 4.6 4.6
In Kuwait, once the attributes are categorized, Natural Resources, infrastructure and Social Responsibility are the important factor than anything else. Investors
are more inclined towards countries which are having more Natural Resources, infrastructure and with high Social Responsibility.As far as investment
community is concerned, Kuwait is rich in natural resources and infrastructure with high Social Responsibility. Also, it is noticed that, Expectation is same as
perception on some categories like, Natural Resources, infrastructure and Social Responsibility.Also; it is noticeable that, the Expectation and perception does
not have much variance and have high Expectation and perception levels as compare to the Middle East region (Except GCC Countries).

EXPECTATION AND PERCEPTION IN OMAN

Expectation
Perception
Perception
p-value
Government support to the employees 3.6 3.7 -0.1 0.2
Human Resources Availability of skilled Human resources 3.7 3.7 -0.1 0.5
Availability of local training avenues 3.8 3.5 0.3 0.5
Average 4.1 3.9 0.2 0.3
OMAN
Governance 4.0 3.7
Corruption 4.0 3.7
Resources 4.4 4.3
In Oman, once the attributes are categorized Country Risk is the important factor than anything else. Investors are more inclined towards countries which are
having less Country Risk.As far as investment community is concerned, Oman is politically stable.
EXPECTATION AND PERCEPTION IN QATAR

Difference of Exception
and Perception
Expectation
Perception
p-value
Attractiveness Geographical location to attract business 4.3 4.5 -0.1 0.1
Ease of travelling out of country 4.7 4.9 -0.2 0.3
Promoting national heritage and culture 3.8 4.3 -0.5 0.0
Ease of hiring foreign employees 4.3 4.5 -0.1 0.2
Resources Availability of natural resources (like minerals, raw materials, petroleum related products, agriculture etc.) 4.4 4.5 -0.1 0.4
Availability of Infrastructure (like roads, buildings, water and power supply, telecommunication assistance, 4.8 4.8 -0.1 0.4
Average 4.1 4.1 0.0 0.3
QATAR
Governance 4.1 4.0
Corruption 3.8 3.6
Resources 4.6 4.7
In In Qatar, once the attributes are categorized, Natural Resources, infrastructure and Political stability are the important factor than anything else. Investors are
more inclined towards countries which are having more Natural Resources, infrastructure and with high Political stability. As far as investment community is
concerned, Qatar is rich in natural resources and infrastructure with high Political stability.Also, it is noticeable that, the Expectation and perception doesn’t
have much variance and have high Expectation and perception levels as compare to the Middle East region (Except GCC Countries).
EXPECTATION AND PERCEPTION IN SAUDI ARABIA


Expectation
Perception
Perception
p-value
Tendency to spend more money 4.1 4.3 -0.2 0.2
Government support to investors 3.8 4.1 -0.3 0.4
Promoting national heritage and culture 3.8 3.9 -0.1 0.5
Availability of un skilled Human resources 3.8 3.9 -0.1 0.3
Ease of hiring foreign employees 4.5 4.6 -0.1 0.4
Resources Availability of natural resources (like minerals, raw materials, petroleum related products, agriculture etc.) 4.7 5.0 -0.3 0.4
Average 4.1 4.0 0.1 0.4
SAUDI ARABIA
Governance 3.9 3.9
Corruption 4.1 3.8
Resources 4.5 4.7
In In Saudi Arabia, once the attributes are categorized, Natural Resources, infrastructure and Political stability are the important factor than anything else.
Investors are more inclined towards countries which are having more Natural Resources, infrastructure and with high Political stability. As far as investment
community is concerned, Qatar is rich in natural resources and infrastructure with high Political stability.Also, it is noticeable that, the Expectation and
perception doesn’t have much variance and have high Expectation and perception levels as compare to the Middle East region.
EXPECTATION AND PERCEPTION IN UNITED ARAB EMIRATES


Expectation
Perception
Perception
p-value
Government support to investors 4.5 4.6 -0.1 0.3
Average 4.6 4.5 0.1 0.3
In In UAE, once the attributes are categorized, Natural Resources, infrastructure, Governance and Political stability are the important factor than anything else.
Investors are more inclined towards countries which are having more Natural Resources, infrastructure, Governance and with high Political stability. As far as
investment community is concerned, UAE is rich in natural resources and infrastructure, Governance with high Political stability.Also, it is noticeable that, the
Expectation and perception doesn’t have much variance and have high Expectation and perception levels as compare to the Middle East region.
UAE
Governance 4.5 4.5
Corruption 4.1 3.7
Resources 4.9 4.7
OVERALL EXPECTATION AND PERCEPTION

Expectation Perception Difference
Globally (Except ME Region) 4.38 4.24 0.15
Middle East (Except GCC Countries) 3.16 3.07 0.09
Bahrain 3.98 3.90 0.08
Kuwait 4.22 4.03 0.19
Oman 4.15 3.97 0.18
Qatar 4.16 4.15 0.01
Saudi Arabia 4.16 4.04 0.11
UAE 4.63 4.48 0.15
RESULTS DISCUSSION AND FINDINGS

From the averages of all countries, Expectations and Perceptions of Middle east region (Except GCC Countries) is lesser than Global (Except Middle East Region)
or GCC countries.Gap between Expectations and Perceptions of QATAR is far less than anybody else in GCC Countries.From the data analysis, it is concluded that,
GCC countries are the best to invest when compares with Global (Except Middle East Region) and Middle East Region (Except GCC Countries).

CONCLUSION
Hence based on facts derived from the Analysis as shown before, GCC countries are the paradise for Foreign Direct investment Institutions. From the data, it’s
obvious that, the ratings given for the GCC countries are greater than Global countries (Except Middle East Region), which is greater than the Middle East region
(Except GCC Countries).Also, it is important to note that, the ratings on Expectations and Perceptions are greater for GCC countries as compared to Global
(Except Middle East region) or Middle East region (Except GCC countries).We found that, the Expectations and Perceptions of Foreign investors on United Arab
Emirates are very high as compare to any other GCC countries; hence, FDIs can play a vital role in the growth of GCC countries, in the coming years.
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ISLAMIC BANKING IN INDIA: DEVELOPMENTS, PROSPECTS AND CHALLENGES

MANZAR ALI KHAN

RESEARCH SCHOLAR
INTERNATIONAL BUSINESS SCHOOL
UNIVERSITI TEKNOLOGI MALAYSIA
UTM KUALA LUMPUR
NAZIMAH HUSSIN
SR. LECTURER
INTERNATIONAL BUSINESS SCHOOL
UNIVERSITI TEKNOLOGI MALAYSIA
UTM KUALA LUMPUR
ABSTRACT
Indian financial system has witnessed lot of changes in recent past. The most important of them all are deregulation of Indian banking sector and the opening of
new banks. Islamic bank is a new global phenomenon, which India should recognize in developing Indian financial system. This study is carried out to evaluate the
developments and to measure the prospects as well as the challenges faced by the movement of Islamic banking in India. This paper reveals that Islamic banking
in India has real potential to grow along with the conventional banking system. Our aim is to draw the attention of Indian regulators, Islamic finance scholars and
business activists to think over the measures to be adopted in developing Islamic banking in India. It also provides necessary measures to allow conventional
banks to carry on Islamic banking business using the existing financial infrastructure.
KEYWORDS
Islamic Banking, Developments, Prospects, Challenges, India.
1. INTRODUCTION
I
slamic Banking is a system of banking based on Islamic law (known as Shariah). Shariah forbids the payment or acceptance of interest (known as riba or
usury) for the well being of the society. Interest from the conventional bank and economic arguments can lead to the divide between the rich and poor,
and inflation which can create financial and economic instabilities. Islamic banking has grown out from the conventional banking only in the year 1971.
However, still at infancy stage, its growth has been tremendous and impressive. Now, not only Muslim countries but also Western countries have adopted
Islamic banking. Despite the growth and confidence towards Islamic banking, there are still few countries which have not implemented Islamic banking in their
economies, including India. This paper, hence, is aimed to discuss Islamic banking in India.
2. GLOBAL OUTLOOK ON ISLAMIC BANKING

Islamic Banking is a value based system that principally aims at ensuring moral and material well being of the individual and society as a whole (Ahmad, 1994;
Naqvi, 1981; Zarqa, 1983). Islamic banks were almost non-existent 40 years ago. However, it started to grow in mid 1980s; the first financial company in recent
history based on Shariah was the Mit Ghamr savings project in Egypt. The Mit Ghamr co-operative society allowed depositors to borrow for fruitful reasons. In
addition, the project attracted funds to invest in projects on a profit-sharing basis. In 1971, the project was incorporated in Nasser Social Bank. From a handful of
banks in the late 1970s, including the Islamic Development Bank and Dubai Islamic Bank, there has been significant growth in Islamic banking industry (Warde,
2000).
Since the late 1990s the industry has been growing at an annual rate of 10–15%. The number of banks offering Islamic financial services is growing and is no
longer limited to small niche banks. Nowadays, conventional banks jointly contribute to the growth of Islamic finance via Islamic Window (Schoon, 2008). Islamic
banking has become a worldwide inclination. There are over 500 Islamic banking institutions operating all over the world from Africa and Europe to Asia and
Australia. According to International Islamic Finance Forum, the total assets under management world over in Islamic Banking and Finance are predicted to
increase to $1 trillion by 2013 (Shamshad, 2011). The Asian Development Bank projected Islamic Banks’ annual growth at more than 50% over the next 5-10
years. Potential global market of 2 billion Muslims is drawing tremendous attention from players all over the world (Khan et al., 2012).
To support the growth and development of Islamic banking and finance in Singapore, the Monetary Authority of Singapore has set the development of Islamic
finance as one of its priority and has accordingly aligned tax policies. Even, China has opted for Islamic banking to pool Islamic Investment Funds. Malaysia has
proven itself as pioneer of Islamic banking and finance. There are 16 Islamic banks and 5 International Islamic banks in Malaysia (Bank Negara Malaysia, 2011).
More than 40% of the investors and 60% borrowers in Islamic banks are non-Muslims. One-fifth customers of Islamic banks of Britain are non-Muslims.
Therefore, it can be said that Islamic banking is not just for Muslims but it’s a mechanism for financing business to all without charging interest. Segrado (2005)
has observed that Islamic banking is growing at an average rate of 15% a year, which makes it the fastest growing sector in the financial markets of the modern-
day world. The Asia-Pacific region accounts for 60% of the global Islamic banking market and this proves the potential of Islamic banks (Platt, 2009). According to
Zaher and Hassan (2001), Islamic banking is making waves in all corners of the world from Malaysia, through the Middle East and Africa, to Europe and America.
3. DEVELOPMENT OF ISLAMIC BANKING IN INDIA

3.1 HISTORICAL DEVELOPMENTS
The work on Islamic finance in India has started in the beginning of the 20th century. According to Shariq Nisar, it can be classified as literary and practical. The
literature available was primarily in Urdu, the rest being either in English or in Arabic. The first book published in English on the Islamic finance was Islam and the
Theory of Interest in 1946 written by Professor Anwar Iqbal Qureshi of Usmania University Hyderabad. On the practical side, Anjuman Mowudul Ikhwan a
welfare association, established in 1890 by a famous alim of Hyderabad. This was later managed by his son Syed Mohammad Badshah Husaini. The society
collected donations and skins of sacrificed animals from the public and provided interest free loans to weaker section (Nisar, 2002).
In north India, the Muslim Fund Tanda Bavli, Rampur was established in 1941. Unfortunately, the fund was closed due to partition of India. After about fifteen
years since partition, the Muslim Fund Deoband (MFD) was established in the year 1961, and is still operating. Muslim Fund Najibabad (MFN) was established on
the model of MFD in 1971. In 1990, MFN floated a subsidiary, Al-Najib Milli Mutual Benefits Ltd. (Bagsiraj, 2002a).
In western India, the Patni Co-operative Credit Society, Surat (Gujarat) was established in 1938 and is still in operation to provide interest free loans to its
members without any collateral security or service charges. This region showed great efforts to establish a co-operative credit society. The result of the efforts
was recognized in the form of establishment of the Modern Education Social and Cultural Organization (MESCO) by a few college students of Bombay (now
Mumbai) in the year 1968. MESCO led to the establishment of Baitun-Nasr Urban co-operative credit society (BUN), commenced functioning in the year 1973.
Restriction on the operation of the society beyond the geographical boundary of Bombay and certain other restrictions leads to the formation of Barkat
Investment Group (BIG) in the year 1983 (Nisar, 2002). BIG and Tata Mutual Fund came together in 1996 to launch a mutual fund scheme especially designed for

Muslims in view of their inhibitions about interest, though it has never being regarded as Shariah compliant fund as no Shariah advisor involved for screening of
the fund. The scheme named Tata Core Sector Equity Fund. But, the fund name was changed four times due to various reasons in past and presently known as
Tata Ethical Fund (Adajania, 2011).
3.2 RECENT DEVELOPMENTS
Over the last decade, a number of significant changes have occurred in the Indian banking sector with a view to raise the efficiency and productivity of banks as
a whole.
3.2.1 ANAND SINHA COMMITTEE
With an objective to reach the banking system to more people in India, Reserve Bank of India (RBI) had constituted a committee in June 2005 to examine
financial instruments used in Islamic banking headed by Mr. Anand Sinha, executive director of RBI. Two observations were made by the committee; First,
appropriate modification should be made in banking regulation act 1949 along with separate rules and regulations. Secondly, taxation proposition have to be
examined. But, the idea of Islamic banking was rejected by RBI saying that it is not feasible for Indian banks to undertake Islamic banking or to allow their
branches to carry out Islamic banking operations abroad without amendments in current related banking and other laws.
3.2.2 RAGHURAM RAJAN COMMITTEE
In 2008, the Planning Commission of India appointed a committee, headed by International Monetary Fund (IMF) former chief economist, Raghuram Rajan, to
recommend various ways to take the country’s financial sector reforms forward. Raghuram Rajan committee has made two major recommendations. These
recommendations have given a boost to the demand of Islamic banking in India. First, committee recommended that measures should be taken to permit the
delivery of interest free finance on a larger scale, through the banking system and this is in accordance with the objectives of inclusion and growth through
innovation. The committee affirms that interest free banking is currently provided in a limited manner through Non Banking Financial Companies (NBFC) and
cooperatives. Second, the committee believed that it would be possible only through appropriate measures to create a framework for such products without
any adverse systemic risk impact.
3.2.3 PARLIAMENTARY COMMITTEE
Apart from the two important committees, there was another important development which has provided strength to the demand of Islamic banking and
finance in India. It was revealed from the report of the Parliamentary committee set up by Prime Minister, headed by Mr.Rahman Khan deputy chairman Rajya
Sabha has recommended to create a Hajj pilgrimage fund based on Shariah principles. Lack of Shariah compliant investment opportunities in India has
discouraged Muslims to invest, not only through banks but also through stock market. The Securities and Exchange Board of India (SEBI) has given approval for
India’s first official Shariah compliant mutual fund scheme “Taurus ethical fund” in 2009. The Taurus Mutual Funds and Parsoli corp. had applied the fund’s offer
document in October 2007, initially SEBI had some reservations on the fund, as it targeted a particular community (Islamic Finance News, 2009).
3.2.4 KERALA GOVERNMENT INITIATIVE
In 2010, Kerala State Industrial Development Corporation (KSIDC), a wholly owned Kerala state government company, got into an agreement with Al Barakah
group to offer Shariah compliant finance to the Muslim community. In the proposed Islamic financial institution, KSIDC holds 11% stake. However, The
government order was challenged by Janata Party leader Subramanian Swamy in the Kerala High Court arguing that association of government agencies in
setting up Islamic investment company goes against secular principles preserved in Indian constitution and was stayed on grounds of violation of Article 14, 25,
and 27. In February 2011, Kerala High court has dismissed the petition filed by Subramanian Swamy and maintained setting up of an Islamic investment
company.
3.2.5 PRESENT SCENARIO
In June 2012, Commissioner of national commission for minorities has proposed to Ministry of Finance (MoF) to take a fresh account of the matter after RBI has
again rejected the possibility of Islamic banking in India. Consequently, MoF has asked the RBI to examine the possibility of Islamic banking model a part of
Indian banking system. In October 2012, RBI governor confirmed their discussion with MoF on amendments in existing laws to accommodate Islamic banking in
India (Unnikrishnan, 2012). This positive move of RBI certainly paves a path and gives an insight of the future of Islamic banking in India.
India has strong ability to emerge as a potential market for Islamic banking, provided there is supportive political environment and increased awareness among
people in India as a whole. Presently, there is no Islamic bank in India except few Shariah compliant funds and several other Islamic financial institutions and
credit cooperative societies. India is in prime need of an Islamic bank because as per Sachar committee report, about 80% Indian Muslims are financially
excluded due to interest based deposit and credit from conventional banks. In addition to that, RBI reports that Muslims have a Credit Deposit Ratio (CDR) of
47% against the national average of 74% (Majumdar, 2008). It is to note that CDR is a monetary tool which maximizes the credit flow and ensures better
deployment of credit. As per the RBI, if the CDR is low, the weaker sections will be the most affected along with other borrowers. Hence, the lesser credit flow
from banks to Muslims would widen the gap between the weaker sections and economically sound sections.
4. PROSPECTS AND BENEFITS OF ISLAMIC BANKING IN INDIA

The prospects of Islamic banking in India are bright; with reference to demographic structures and the benefit of Islamic banking in itself.
4.1 DEMOGRAPHIC ADVANTAGE
India is at an advantage due to its Muslim population. Islamic banking has been augmented in Asia-Pacific region, now account for 60% of the global Islamic
banking market. Despite its rise in the rest of the region, however, the adaptation in India of the same has been low. It is very surprising mainly because
according to Pew Research Center, India is the 3rd largest Muslim populated country after Indonesia and Pakistan, having approximately 177 million Muslims,
which is 14.6% of total Indian population (Grim and Karim, 2011). According to India census 2001, Muslim population enumerates at over 138 million.
In terms of the state wise distribution, the majority of the Muslims in India are based mainly in four states Uttar Pradesh, Bihar, West Bengal and Maharashtra
with at least 10 million Muslims each. Uttar Pradesh has the largest Muslim population in India with around 30 million Indian Muslims living, as shown by the
census 2001. The other states with a considerable Muslim population are Kerala, Andhra Pradesh, Assam, Jammu and Kashmir and Karnataka with a population
of between 5 to 10 million Muslims each. Rajasthan, Gujarat, Madhya Pradesh, Jharkhand and Tamil Nadu have Muslim population of between 3 to 5 million
each. Delhi, Haryana and Uttaranchal have 1 to 2 million each.
TABLE 1: NUMBER OF DISTRICTS BY MUSLIM POPULATION SIZE AND CONCENTRATION, CENSUS 2001
Percentage of Muslims in the total populations of the district Number of districts
75 or more 9
50 or more but less than 75 11
Less than 1 77
Total 593
A report on social, economic and educational status of the Muslim community of India (Sachar, 2006).
FIGURE A: MAP OF INDIA SHOWING MUSLIM POPULATION ON DISTRICT BASIS.

A report on social, economic and educational status of the Muslim community of India (Sachar, 2006).
According to district wise distribution, Committee reports that out of 593 districts in India, 20 have Muslim majority. Nine have over 75% Muslim population;
these include Lakshadweep and eight districts in Jammu and Kashmir as shown in table 1. The other 11 districts have between 50 to 75% Muslim population.
These are extended in following states: 6 districts of Assam, 2 districts of Jammu and Kashmir, as well as 1 district each for West Bengal, Bihar and Kerala. Nearly
18 Million people lived in these districts, making about 13% of India’s Muslim population as shown in table 1 (Sachar, 2006).
A further 38 districts have a noteworthy Muslim population of between 25 to 50%. These are scattered in a number of states as follows. Uttar Pradesh 12
districts, West Bengal 5 districts, Kerala 5 districts, Assam 4 districts, Bihar 3 districts, Jharkhand 2 districts, Delhi 2 districts and 1 district each in Andhra Pradesh,
Haryana, Jammu and Kashmir, Uttaranchal and Pondicherry. These districts accounts for around 30 Million people, about 22% of the Muslim population.
182 districts have a significant Muslim population between 10 to 25%. These districts accounted for nearly 47% of the Muslim population, around 65 Million
people. In about 276 districts Muslim population is between 1 to 10% of the population. For the remaining 77 districts Muslim population is between 0 to 1%
and these 353 districts have nearly 25 Million people, about 18% of India’s Muslim population.
The demand for Islamic banking by Muslims in India is supported by a survey conducted by Bagsiraj (2002b) which revealed that 80% urban Muslims in India are
all set to deposit or invest on Profit Loss Sharing (PLS) basis and 67% urban Muslims are willing to borrow from Islamic financial institutions.
4.2 SIGNIFICANT FLOW OF FUNDS
The absence of Islamic banking is an obstacle to the flow of substantial funds into the market. According to Shariq Nisar, Director, TASIS, there is approximately
INR 50 billion unclaimed interest in Kerala state alone. People generally choose to invest their money in gold or jewellery, which is regarded as worst kind of
investment. There are at least 300 Islamic societies which accept deposits and lend money, but can’t make a business of it because of the Shariah prohibition of
interest. And these Islamic societies cannot convert themselves into bank because the regulation restricts interest free banking. Some of these societies have
collected more than INR 2 billion in interest-free deposits, but they do not have any opportunity to invest the fund (Sampath, 2008).
4.3 EVADING PETRO-DOLLAR LOSS
Islamic banking is expected to benefit Indian government through diplomatic rewards in financial dealings with Muslim dominated nations. Particularly, trillion
dollars finance from Gulf Cooperation Council (GCC) countries can be attracted. The GCC countries interest in venture capitalism and real estate financing can
help in infrastructure development in India. In 11th five year plan the expected total investment in infrastructure is to be INR 2,056,150 crores (1 crore = 10
million). Out of which INR 1,436,559 crores are expected to be met from public investment and Rs.619,591 crores from private investments (Planning
Commission of India, 2008). Due to absence of Islamic banking, India is losing millions of petro-dollars which are now moving to countries like UK, China,
Singapore, Malaysia and Japan.
4.4 LARGE NUMBER OF SHARIAH COMPLIANT COMPANIES
According to Ashraf Mohamedy, MD, Idafa investments, there are almost 80% of the Indian companies are Shariah compliant to the extent their business in
India is concern. In the year 2009, SEBI has given licenses for Shariah compliant portfolio products. In 2011, National Stock Exchange (NSE) with Ratings
Intelligence Partners (a London/Kuwait-based global Islamic consulting company) has launched NSE Shariah Index S&P CNX 500 Shariah. Whereas, in the same
year Bombay Stock Exchange (BSE) with Taqwaa Advisory and Shariah Investment Solutions (TASIS) has launched a Shariah Index known as BSE TASIS Shariah 50.
According to Shariq Nisar, the Director of TASIS, BSE has the highest number of Shariah compliant companies across the globe.
4.5 PROJECT FINANCING FOR ECONOMIC GROWTH
The financing in Islamic banking concerns more with the viability of projects instead of credit worthiness of borrowers. In other words, Islamic banking is
financing projects which link to the economic growth. According to Siddiqi and Khan (2003) interest based loans give advantage to credit-worthy individuals and
do not necessarily finance profitable projects. Conventional banking system priorities credit worthiness of the client rather than expected profitability of the
project. At times promising projects might fail to receive finance if it comes from one who does not have a guarantee to support the project. The emphasis on
equity and profit sharing which is the key aspect to determine whether a project is worth financing is a valuable asset of implementing the Islamic banking in
India.
Furthermore, the inadequate capital investment in unorganized sector can receive a boost through equity finance promoted by Islamic banking. This sector
normally lacks collateral, hence are not eligible for debt financing. Islamic banking can overcome this situation and thus can lead to the next revolution in
agriculture and unorganized sector.
4.6 SAFEGUARD AGAINST ECONOMIC DECLINE
As per the global downturn scenario, Islamic banks are a solution to the economic decline. One of the important factor which leads to international financial
crisis are innovative financial products, transactions and short selling. Islamic banks are shielded from interest based transactions because Shariah prohibits
interest as well as short selling.
4.7 INCOME DISPARITY REDUCTION
According to United Nations Development Programme (UNDP) human development report, India needs to draw attention towards increasing income disparity
as they reported it to be 36.8, quite close to worlds average and with a rising trend (UNDP, 2011). This wide income disparity in its severe ravenous forms has

leaded to widen the divide in society. Muslims who follow Shariah do not avail credits and remain isolated. Hence, Islamic banking would assist in the upliftment
and the disparity reduction.
4.8 INCREASED PARTICIPATION IN STOCK MARKET
It is expected that the introduction of Islamic banking and development of Islamic funds would lead to addition of new stock trading accounts, thereby giving a
rise in the stock market. In line with Dow Jones' Islamic index, similar Indian Islamic indexes like BSE TASIS Shariah 50 and S&P CNX 500 Shariah will attract funds
from Muslims wishing for Shariah compliant investments.
4.9 ISLAMIC WINDOW FOR BUSINESS DIVERSITY
A growing number of commercial banks around the globe are considering the prospects of offering Islamic financial products. Banks are not only planning to
offer services to a growing Muslim population, but also motivated to tap the growing global investors attracted to Shariah-compliant products. Considering the
idea, Indian banks may want to explore the potential of this market, and hence may be interested in launching a pilot project.
There have been arguments that banking based on religion has limitations to spread in a secular country like India; which is not true. Britain, with less than 2
million Muslims population, already has 6 Islamic banks, of which 3 were set up in 2008. According to Ali Ravalia, associate, UK Financial Services Authority,
people have started to realize that Islamic banks are not a threat but an opportunity for economic growth. In addition to the large and available Muslim
population, Islamic banking is currently beginning to catch the attention of non-Muslim customers, who are interested in alternative way of banking. Indeed, a
growing number of non-Muslims are turning towards Islamic banking; as customers are frightened by chaos in the western banking system. Secondly, this sector
is considered safer and well connected to the real economy. According to Fiorina (2008) Islamic banking will be benefited from the new customer’s interest and
grow even more quickly than it recently did. In addition, corporate giants like Tesco (UK) and Toyota (Japan) have used Islamic financial instruments to fulfil
capital requirements (DiVanna and Sreih, 2009). This proves that not only individuals, but also corporate giants have showed confidence in Shariah compliant
financial instruments.
5. CHALLENGES OF ISLAMIC BANKING IN INDIA

Despite the prospects and benefits of Islamic banking in India, various challenges and obstacles for introducing Islamic banking prevails. India is a secular country
and its banking system is fully based on conventional banking. India has 88 scheduled commercial banks (SCBs), 26 are nationalize banks (Government of India
holding a stake), 21 are private banks and remaining 41 are foreign banks. These SCBs have a combined network of over 69,160 branches and 60,153 ATMs.
Although, several institutions are operating on the Shariah principles but they are treated as NBFCs which functions like a bank. However, NBFC does not accept
demand deposits and cannot issue cheques. Following are the major challenges to be faced by Islamic bank in India.
5.1 ADVERSE REGULATORY FRAMEWORK
One of the major challenges is the regulatory framework governing banks in India. The lack in accounting, auditing, and credit analysis standards for Islamic
banks exist until now. Significant amendments in regulations are to be done, such as stamp duty, banking regulations act, corporate and other tax regulations to
evolve a different system of regulation and control. None of these laws provide a room for the possibility of an Islamic banking system in India. Countries such as
France, Germany, Switzerland, Singapore, Japan, Malaysia and the UK have adopted Islamic banking and amended the regulatory framework to be favourable to
Islamic banking. The Indian government can choose and apply any model which is reasonable to the Indian scenario.
The RBI appointed Anand Sinha committee to elucidate if Islamic banking can be introduced in India. The committee evaluated options and concluded that
Islamic banking cannot be offered by Indian banks as well as the overseas branches of local banks under the present legal framework. Except for a basic current
account, almost no other banking product in India can be modified to meet the Islamic banking requirement. Few Indian banking laws extracted from Indian
banking regulation act 1949 are the barriers in the ways to Islamic banking are listed as below:
Al Wadiah (for saving bank account): Section 21 requires payment of interest on such deposit.
Mudarabah (for term deposit or investment): Section 21 disallows such products where the bank can invest the money in equity funds.
Mudarabah and Musharakah (for project finance and SME credit): Sections 5 and 6 indicate the forms of business a banking company can undertake, and does
not allow any kind of profit-sharing and partnership contract.
Ijarah (for leasing): As against Islamic banking where the banks owns the asset and hold the title, Section 9 prevents the bank from any sort of immovable
property other than private use.
Istisna (for home finance): Besides the usual curbs on acquiring immovable property, offering Islamic banking products may not be bankable due to stamp duty,
central sales tax and state tax laws that will apply depending on the nature of the transfer.
5.2 INTERPRETATIONS OF SHARIAH PRINCIPLES
The second major challenge in introducing Islamic banking in India involved the varying interpretations of Shariah principles across regions, countries and even
within the same country. Shariah council, an independent bank appointed panel of scholars determines the Islamic practice and its interpretation. Therefore,
based on the interpretation of what is considered Islamic in Bahrain may not be accepted in India. This absence of uniform standards might affect the bank’s
ability to duplicate and apply Islamic banks and products across geographies and its expansion to other states.
5.3 INVESTOR’S ASSURANCE
The third challenge is captivating investor’s assurance. The conventional banks have the facility of deposit insurance and credit guarantee which develops sense
of security and confidence among investors. The investors may demand for the same from Islamic banks.
5.4 LOW LITERACY RATE
The fourth challenge in introducing Islamic banking can be examined from demographic characteristics of Muslims in India. One of it involved the education
status of the Muslims in India. For instance, census 2001 shows that the literacy rate among Muslims is 59.1% which is below the national average i.e. 65.1%. It
has also been observed 26% of those aged 17 years and above has completed high school but again this percentage below national average accounted 17% of
Muslims. While 7% of those aged 20 years and above are graduates, this percentage is less than 4% amongst Muslims. Illiteracy prevails among Indian Muslims
which is the major cause of ignorance towards religious regulations and aspects.
5.5 NON-AVAILABILITY OF BANKING FACILITIES
In addition to low literacy rate, the Sachar committee report shows that the access of bank credit to Muslims is low and inadequate (Sachar, 2006). The average
size of credit is also meagre and low compared with other Socio-Religious Categories (SRCs) both in Public Sector Banks and Private Sector Banks. The situation is
same with respect to finance from specialized institutions such as Small Industries Development Bank of India (SIDBI) and National Bank for Agriculture and Rural
Development (NABARD). The data from census 2001 reveals that the percentage of households availing banking facilities is much lower in villages where the
share of Muslim population is high. One of the reasons for such an outcome could be non-availability of banking facilities in these villages. The report concluded
that the financial exclusion of Muslims has far reaching implications for their socio-economic and educational upliftment. It was suggested that to empower
Muslims economically, it is necessary to support self-employed persons as it is the main source of income to Muslims. This can be done through ensuring flows
of credits to the Muslims in India. The committee observes that some banks use the practice of identifying ‘negative geographical zones’ on the basis of certain
criteria where bank credit and other facilities are not easily provided. Such practice is referred to as ‘red lining’ in the United States. It is possible that in some of
these areas the share of Muslim population is high and yet the community is not able to benefit fully from the banking facilities.
6. SUGGESTION
Indian government should allow conventional banks to open an Islamic banking window for early development of Islamic banking system. Islamic window is a
facility within a conventional bank through which customers can make use of Shariah compliant products (Kamaruddin et al., 2008). The concept of Islamic
banking window has been successful in Malaysia, Pakistan and Hong Kong. Currently, India has strong setup with 88 SCB and these banks have a joint network of
over 69,160 branches. According to Khan and Ahmad (2003) to function in globalised economy, banks have to meet international standards. Islamic banks have

to learn a lot from conventional banks, especially on their managerial skills, financing tools and transparency standards. The conventional banks will not only
provide infrastructure to Islamic banking window but will also provide the initial experience needed to establish the same. Considering large network of
conventional banks in India, India is suggested to start Islamic banking by opening Islamic window to reach the prospective customers.
Opening an Islamic window will require the bank to establish the suitable measures to avoid the mixing of Islamic and conventional funds. Once a conventional
bank has run an Islamic window and gathered a substantial clientele base for its Shariah compliant products, it may choose to launch a full-fledged Islamic bank.
Indian government may consider Malaysian Islamic window as a role model. The first Malaysian Islamic bank was Bank Islam Malaysia Berhad established in
1983 did not get anticipated success. Therefore, in 1993 the government allowed conventional banks to offer Islamic banking services through Islamic window
assuming it will be more effective and efficient in increasing the number of Islamic financial institutions and lowering cost within short span. The effectiveness of
Islamic window is proven as it has leaded to an improved performance and enhanced efficiency of banking industry (Mokhtar et al., 2006).
In addition to that, for the growth of the Islamic banking in India, proper amendments in the different acts and regulations should be made to accommodate
Islamic banking. This is to ensure that Islamic window division can work according to Shariah principles within the existing setup. So that, funds at the disposal of
such mixed banks cannot be pulled from Shariah prohibited earnings.
7. CONCLUSION
India has a huge market potential for Islamic banking. The growth of Islamic banking in Southeast Asian countries like Malaysia and Singapore shows it as a viable
option for India. The entry of Islamic banks is positive in terms of growth, product innovations and financial inclusion and may encourage the adoption of best
practices among the present banks as:
• Islamic banking can help in eradicating poverty by lowering down the economic disparities as there is no interest obligation on the part of the unfortunate
borrowers.
• It can induce the habit of savings among people and create the financial insertion required in India. Islamic banking draws finances from both Muslims and
non-Muslims alike.
• Islamic banks offer financial instruments that are not only profitable but also reasonable and are ethically fair.
• Islamic banks would give advantage to entrepreneurs who have profitable proposals but lack collateral.
For these, Indian government should look for the opportunities and take a stand in introducing Islamic banking. However, there are challenges to be faced to
introduce Islamic banking in India:
• The Indian banking regulation acts are desired to be duly modified to launch Islamic banking in India.
• New standard accounting practice has to be developed.
• Lack of experts in the field of Islamic finance, differences in interpretation and compliance with Shariah makes the situation more challenging.
• The main challenge is a favourable political environment, presently which goes against growth of Islamic Banking in India.
In conclusion, the initiatives in establishing Islamic banking in a secular nation of India may face various political, legal and societal constraints. However, the
support of the government in implementing Islamic banking would bring various benefits to India.
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ETHICS AND JOURNALISM EDUCATION IN NIGERIA
DR. IFEDAYO DARAMOLA

LECTURER
DEPARTMENT OF MASS COMMUNICATION
ADEKUNLE AJASIN UNIVERSITY
AKUNGBA
IBUKUN AKINSULI
LECTURER
DEPARTMENT OF MASS COMMUNICATION
LAGOS STATE POLYTECHNIC
LAGOS
ABSTRACT
Ethics is a branch of philosophy. Like philosophy, it has no universal definition. Philosophers, however, agree that it deals with values, good conduct, good
behaviour and the issue of morality as it affects human relation and society. Since 1977 Nigeria policy on Education has always been directed at producing sound,
knowledgeable and highly skilled citizens with good character. It appears from the policy that policy makers desired to produce ethically or morally sound
generation of Nigerians from kindergarten to tertiary institutions. This is why it is regularly restated at convocation ceremony that certificate, diploma and
degree are awarded because the institution found the awardees worthy in character and learning. This statement is a manifestation of one of the goals of
Nigeria policy on education which among other things says: The goals of tertiary education shall be to: ( i) contribute to national development through high level
relevant manpower training, (ii) develop and inculcate proper values for the survival of the individual and society (iii); develop the intellectual capability of
individuals to understand and appreciate their local and external environments, e.t.c. From the letter and spirit of goal (ii) above, it is clear that education and
ethics (character) are very important; they serve as building blocks for every society. Professional ethics, like ethics of journalism is also important for the growth
of the profession. Hence code of conduct (ethics) was drawn by the founding fathers of journalism in Nigeria. This ethics forms part of the curriculum of
journalism education in all tertiary institutions offering mass communication or its adjuncts (advertising and public relations) as courses of study with the purpose
of building good and worthy professionals for the future. Ethics and law are the major means of regulating journalism practice in the contemporary world. While
journalists endeavour to operate within the ambit of media law because of fear of sanctions, they violate media ethics with impunity because sanctions seldom
accompany such violation. This makes ethics the biggest problem confronting journalism as a profession today. This is why this paper examines ethics and
journalism education in Nigeria, using absolutist, relativist and situational theories of ethics as the theoretical pillars. In conclusion, the paper found that
unethical practices in journalism cut across broadcast and print journalists. The paper therefore, recommends stringent means of enforcing ethics of the
profession and training programmes in ethics for newly recruited journalists.
KEYWORDS
Ethics, Education, Philosophy, Profession, Nigeria Policy on Education.
INTRODUCTION
T
he word “ethics” is derived from the Greek word “ethos” which means customs. Ethics is a branch of philosophy. Like philosophy, it has no universal
definition. Thomas Hobbes (1588 – 1679) defined it as the science of “virtue or vice”. This definition is premised on the fact that good and bad (or right
and wrong) actions are known in classical moral philosophy as virtues and vices. Joad (cited in Akinnawonu, 2005) defines ethics as the theory of right
and wrong, which among other things seeks to discover basis and impulsive power of duty and obligations. In other words, ethics deals with values and issues
that relate to moral obligations and duties we owe to our fellow human beings and our society. It addresses questions about morality- that is, concepts such as
good and evil, right and wrong, justice, virtue, etc. Good values, good conduct and good behavior are so important in a society or profession, that their absence
will result in a disconnect and the society or profession may not progress at the pace it should.
Philosophy (Western philosophy) as we know it started in Greece in 600BC. Thales, Anaximander, Anaximenes, Heraclitus and Parmenides were leading lights in
early Greek philosophy (Molokwu, 2002: 31 – 32). But during the time, philosophy was purely metaphysics (the study of reality or being). Socrates cited in
Molokwu later emerged on the scene and insisted that philosophy should not only examine reality, but that it should look at human life in the light of good, bad,
right, wrong, just and unjust. Thus, he introduced ethics into philosophy. Ethics is further divided into three areas. These are: Normative ethics, meta ethics
and applied ethics.
Normative ethics “deals with norms, standards and principles” (Egbe; 2002:87), while Meta ethics deals with the analysis of ethical terms. Applied ethics, on the
other hand, deals with the application of ethical standards and principles to professional practice. This is where ethics of journalism practice is located in the
philosophical enterprise.
Aristotle (384 BC) maintained that nature intends man to live in a society, and that it was because of this that nature gave man the gift of speech. But society is
a complex arrangement of various and contending components. This made regulation imperative, so that the society can be orderly. Over-time, Ethics, Religion
and Law have been the means through which the society is regulated. Ndubuisi (1999:7) maintains that, “As rational and social beings, man understandly
becomes religious as a way of finding solutions even if (it is) of illusionary dimension to his problems”. However, ethics cannot be narrowed down to religion or
law. Without doubt, most religions advocate high ethical standards, yet as Valesquez, Andre, Shanks and Meyer (2010) posit, if ethics were confined to religion,
then ethics would apply only to religious people. Whereas ethics applies as much to the behaviour of the atheist as to that of the saint. It is a fact that religion
can set high ethical standards and can provide motivations for ethical behavior. But religion is not the same as ethics. The problem with religion is that there is
too much hypocrisy in it. People profess what they do not really believe in or convinced about. This is the reason why Nigeria remains a very corrupt nation,
despite her being a very religious nation. Ethics on the contrary is based on conviction, and that is why there are many people in the society who do not profess
any religion, but exhibit a high sense of morality. Therefore, morality is not dependent on religion. In other words, things will definitely go wrong in a society,
where so much is done to promote religion and so little is done to promote ethics. This is because religion is based on belief and it is laden with hypocrisy, while
ethics is based on conviction.
In the same vein, the fact that one is law abiding does not mean that one is ethical. The law often incorporates ethical standards for which most citizens agree.
But laws can deviate from what is ethical. Ethics stands on a higher pedestal than law. This is because ethics is based on conviction and therefore individually
enforced, whereas, law is socially enforced. That is, police, army, navy and all the armed forces are needed to enforce law. It is doubtful if all the law
enforcement agents in Nigeria are more than five million. Yet, the population of Nigeria is put conservatively at one hundred and sixty million. The question now
is how can 5 million people monitor 160 million people effectively? Definitely, this is a herculean and impossible task. This explains why laws are broken with
impunity every minute all over the world and in the case of Nigeria, the culprits are rarely apprehended. Therefore, a system that is based on social

enforcement cannot sanitize a society. Rather a system of individual enforcement (ethics), complimented with a system of social enforcement (law), and
religion will go a long way to sanitizing a society. That Nigeria has not done this is the reason why so many vices or immoral practices like fraud, dishonesty,
embezzlement of public funds, neglect of duty, greed and intolerance are plaguing the nation.
We can therefore subscribe to Velasquez et al (1987:2) definition of ethics as well-founded standards of right and wrong that prescribe what humans ought to
do, usually in terms of rights, obligations, benefits to society, fairness, and specific virtues. According to them, ethics refers to those standards that impose the
reasonable obligations to refrain from rape, stealing, murder, assault, slander and fraud. Ethical standards also include those that enjoin virtues of honesty,
compassion and loyalty.
In journalism practice, the major regulations of the profession are law and ethics. Here again we affirm the superiority of ethics over law, because it is based on
conviction and individual enforcement. This makes ethics indispensable to journalism education in Nigeria and also brings into reckoning with the second
definition offered by Velasquez et al (ibid). This time, ethics is defined as the study and development of one’s ethical standards, the regular examination of
one’s standards to ensure that they are reasonable and well-founded. They therefore submit that ethics is a continuous effort of studying our own moral beliefs
and our moral conduct, and striving to ensure that we, and the institutions we help to shape, live up to standards that are reasonable and solidly based.
THEORETICAL FRAMEWORK
The prevalence of crime and low level of etiquette all over the world calls for concern. Hence this paper is located in absolutist theory .and relativist theory of
ethics. Ethical theories propounded by Tschudin (1992), Rossouw (1994), Marvil and Lowenstein, (1979) cited in Okunna (2003) are divided into two major
categories which are teleological and deontological. Teleological theory of ethics is that theory which believes the rightness or wrongness of an action is
determined by consequences of that action while deontological theory of ethics is based on the philosophy that judging an action as right or wrong is
determined by the intrinsic value of the action and not the consequences. Absolutist and relativist theories of ethics are arms of deontological ethics.
The basic assumption of absolutist theory of ethics is that ethics is a universal phenomenon that should also attract universal application. It goes further to say
that a right action should be right in all places, at all times and in all circumstances.
Therefore, journalists are by this theory expected to abide by good professional conduct and avoid actions that are considered unworthy, wherever they are.
Such virtues as truthfulness, fairness, accuracy, balance and objectivity, should according to Okunna, (2003:27) attract universal application.
Standing in opposition to absolutist theory of ethics is relativist theory which maintains that moral standards should vary according to cultures, circumstances
and time. The proponents of relativist theory of ethics believe that what is right or wrong is relative to a number of considerations and circumstances. From the
perspective of this theory, what is right in one country may not be right in another country. Therefore, they advocate that people should not be judged by the
same yardstick because of the situation. Our positions in this paper does not agree with relativist theorists which, amount to providing cover for unethical
practices based on situations and place where such action is committed. For example, a journalist in Nigeria, who demands for gratification to publish or not to
publish a story of public interest, just because his employer has not paid his salary, is considered to be doing the right thing. This position of the relativist
theorists is not acceptable to us.
ORIGIN OF JOURNALISM ETHICS IN NIGERIA

For almost a century that newspaper came out in Abeokuta (1859 – 1955), there was no documented code of professional ethics for Nigerian journalists. As a
matter of fact, many of the earliest journalists were missionaries, engineers, merchants, solicitors and teachers. There were mainly foreigners and Creoles
(freed slaves) and people who were driven by nationalist struggle and not by the desire to pursue journalism as a profession. Besides, many of the earliest
journalists were conversant with the journalism standard under the British government since Nigeria was a colony of Britain (Jakande, 1989). Professionalism
came into Nigeria journalism in the beginning of the second half of 20th century. Sometimes in 1955, Nigerian journalists got together to establish a
professional association known as Nigerian Union of Journalists (NUJ). One of the resolutions of the new association was the establishment and maintenance of
professional standards in Nigeria journalism. Further to this, the union formulated a professional standard or code of conduct for Nigerian journalists (Jakande,
1989). This was the first of its kind in Nigeria but it was to guide professionals in the practice of the profession. The code of conduct is as follows:
1. It is the primary duty of a journalist to tell and adore the truth.
2. It shall be a professional misconduct if, during the course of his duty, a journalist corruptly demands and receives monetary or material reward in
consideration of publishing or suppressing news or views.
3. It is against the ethics of the profession to divulge information received in confidence, no matter what the consequences for refusing to do so.
4. The profession demands good appearance at all occasions. Therefore, a journalist must always be properly and decently dressed.
5. Every journalist must show good manners in public. It shall be a professional misconduct to behave otherwise.
6. A journalist is, first and foremost, a citizen of his country. His loyalty therefore, must at all times, be to his country and not to any other country.
7. It is unethical for a journalist to deprive indirectly or directly a professional colleague of his means of livelihood by unscrupulous methods or to seek
promotion at the expense of another journalist.
8. It shall be professional misconduct for a journalist to cheat or plagiarize.
9. It shall be improper for a journalist to insult or treat a fellow journalist with contempt, be he a superior or a subordinate professional colleague.
10 No bona fide journalists should fraternize with fakes. Anyone who knows any of the fakes and does not expose him is guilty of professional
misconduct.
11 In obtaining news or pictures, reporters or press photographers should do nothing that will cause pain or humiliation to innocent, bereaved or
otherwise distressed persons.
12. A journalist should fully realize his personal responsibility for everything he sends to his paper or agency. He should not distort, falsify information or
documents or mis-represent facts.
The code of ethics of the Nigerian Union of Journalists inspired the Nigerian Guild of Editors (NGE) to come up with its own Code of Conduct from inception. The
Nigerian Guild of Editors (NGE) was inaugurated in May 21, 1961, a year after Nigeria’s independence (Daramola, 1999:254).
The Guild proclaimed the following Code of Ethics:
1. We believe that the public is entitled to the truth and that only correct information can form the basis for sound journalism and ensure the confidence of
the people.
2. We believe that it is the moral duty of every journalist to have respect for the truth and to publish only what, to the best of his knowledge is the truth.
3. We believe that it is the duty of the journalist to publish all the facts, never to suppress such facts as he knows, never to falsify either to suit his purposes or
for the purpose of satisfying ends other than the truth dictates or the facts bear out.
4. We believe that it is the duty of the journalist not to demand and to refuse if offered any bribes in cash or kind for publishing news or comments.
5. We believe that the journalist should employ only fair methods in the collections of news, photographs and documents and shall defend at all times the
rights to seek information;
6. We believe that once information has been collected and published, the journalist should observe the universally accepted principle of secrecy and shall
not disclose the source of information obtained in confidence;
7. We believe it is the duty of every journalist to do everything in his power to publish corrections or allow the retraction or amplification of any information
which he had earlier published and which he subsequently discovers either to be incorrect or harmful to the individual or society or if it is likely to be
injurious to public morality.

8. We believe that Journalists should recognize and make a distinction between news reports and expressions of opinion. News reports should be free from
opinion or bias of any kind, news or comment must never outrage the moral conscience of the public.
9. We believe that it is immoral for journalist to commit plagiarism; a journalist should give credit to colleagues whose article he reproduces.
10. We believe it is immoral for a journalist to cause his colleague’s dismissal by offering to work at lower salary. Journalist and publishers have a moral duty
to foster fellowship among colleagues of the profession and to incorporate loyalty and strengthen confidence between the press and the public.
11. We believe that the press should avoid the publication of news, comments, photographs or advertisements which tend to undermine the security of the
state or solidarity of the nation.
12. We believe that the press should refrain from publishing anything likely to undermine the loyalty and allegiance of any member of the armed forces.
13. We believe that in reporting proceedings of Court of Law or Tribunals of Inquiry especially proceedings of trials which have a political significance, care
should be taken not to suppress versions or material evidence or arguments presented, by either the prosecution or the defense.
14. We believe that if and when it is absolutely necessary to report an unconfirmed story, it must be clearly explained that the story is unconfirmed and it must
not be given prominent display. For the record statements, whether made in private conversation or at formal press conferences, should not be published
unless it is absolutely necessary in the public interest to do so.
15. We believe it is the duty of journalists to promote national unity to avoid news items or pictures capable of inciting one- tribe against the other or of
inciting religious hatred or conflicts or making any section of the Nigerian Community feel they are second class citizens. News ‘items calculated to
promote peace and harmony and help in the maintenance of law and order should be given prominence and, precedence over other news items.
16. We believe that all editorial comments and .expression of opinion should be restrained and be free from scurrilous attacks against leader’s of the
community, and there should be no incitement to violence.
In 1962, the Newspaper Proprietors Association of Nigeria (NPAN) which was the umbrella association of proprietors, directors and publishers of newspaper and
magazines was founded (Jakande, 1989, Daramola, 1999). On August 18, 1973, the association (NPAN) took the initiative which eventually produced a Nigerian
Code of Professional Ethics for Nigerian journalists. The NPAN called the other two bodies, NUJ and NGE to join to form the Nigerian Press Organization; which
would be a forum for the consideration of matters of common interest to the Nigerian Press as a whole. The first formal meeting of the Nigerian Press
Organization took place on January 15, 1979. The inaugural meeting of the NPO formulated and adopted a common code of ethics for Nigerian Journalists. The
Code was according to Jakande (1989:4) formally launched at an impressive ceremony attended by the country’s leading media men and women. The Code
was enthusiastically received by all sections of the mass media and of the journalistic profession. The code was signed by the Presidents of the three (3) Press
Organizations (NUJ, NGE and NPAN). And it was accepted by all and sundry as essential, absolutely necessary, and practically enforceable. Journalists of all
categories passed resolutions declaring themselves totally accepting the code. The Code reads thus:
TRUTHFUL, FAIR AND ACCURATE INFORMATION

A journalist is expected at all times to tell the truth no matter how bitter. He should be fair by ensuring that news comments and criticism are balanced. There
shall not be exaggeration. Information should be accurate without falsification, distortion, and unprofessional biased selection.
RECTIFICATION OF HARMFUL INACCURACIES AND RIGHT OF REPLY TO CRITICISM
Journalists should rectify promptly harmful inaccuracies in the media; ensure correction and apologise to the offending party. Apologies should be published
whenever appropriate and accorded due prominence.
INFORMATION SHOULD NOT BE OBTAINED BY CROOKED MEANS
Journalists should not obtain information, photographs and other illustrations by crooked means such as paying or offering bribe to obtain information except in
over-riding consideration of public interest.
INTRUSION INTO PRIVATE GRIEF AND DISTRESS
It shall be considered unethical for any journalist to intrude into private grief and distress except on overriding public interest.
PROTECTION OF CONFIDENTIAL INFORMATION
As a cardinal rule, journalists should not disclose confidential sources of information. The reason being that such source might be endangered.
INDUCEMENT OR FREEBIE TO INFLUENCE EDITORIAL CONTENT
Journalists should not accept bribe (freebie) and other documents to influence editorial content or suppress news, comments or criticism
ADVERTISING CONSIDERATION
Journalists should not distort or suppress truth for the sake of advertising or other considerations.
VIOLENCE
It is an unethical practice for any journalist or media organization to present a report, act of violence, armed robbery, terrorist activities or vulgar display of
wealth in a manner that glorifies such acts in the eyes of the public.
PLAGIARISM
A journalist should not copy whole sale or in part other people’s work without attribution.
SERVICE OF SOCIAL RESPONSIBILITY
Journalists should not originate materials which encourage discrimination on grounds of race, colour, greed, gender or sexual orientation or use the means for
axe-grinding or setting scores.
Members also subscribed to the idea that new employees into journalism profession should make a declaration of faith in the code of conduct. It is, however,
not clear if new entrants are made to swear to the code on receipt of letters of appointment in various media organizations. The code was given wide publicity
in the mass media. Posters were also printed and booklet containing the code was published and sold (Jakande, 1989:8).
JOURNALISM EDUCATION IN NIGERIA
Education is defined as the principal mechanism for developing human skills and knowledge Todaro, 1977, Lennards, 1980 cited in Daramola, (2005: 112) simply
defines education as the deliberate and organized transmission of values, knowledge and skills. Mckee (1981), cited in Daramola (2005:112) similarly sees
education as a deliberate, organized transmission of values, knowledge and skills. According to him, education implies “a set of actors, (teachers and students)
meeting at a designated time and place to pursue a systematically defined learning objective in a setting deemed appropriate for the purpose at hand”. In a
nutshell, education is a systematic intellectual and moral training aimed at developing knowledge, abilities, character and mental power. It is the means by
which an individual become a useful member of the society, the means through which an individual is integrated into his immediate environment. And in the
case of formal education, it is a means by which an individual is integrated into a chosen career or profession.
Education ranks as one of the most important institutions in modern and complex societies of today. Apart from the family which is the primary and basic
institution where the infant begins the learning process and socialization, education also offers another opportunity of socializing the infant into social values of
the society. Schools teach the rules of the society; they also teach and equip the individuals with life-long career and occupation (Daramola, 2005).
Educational institutions – primary, secondary and tertiary are concerned with the transmission and creation of culture, occupation and skills that would make
one achieve its potentials in life.
There are three types of education - informal, non-formal and formal. Formal education, which is our concern in this paper, is the hierarchically structured,
chronologically graded educational system that is offered in a classroom setting with teachers and students (Lennards, 1980, cited in Daramola 2005:112).
Journalism education falls within the formal education system.
Since 1977 Nigeria policy on Education has always been directed at producing sound, knowledgeable and highly skilled citizens with good character. It appears
from the policy that policy makers desired to produce ethically or morally sound generation of Nigerians from kindergarten to tertiary institutions. This is why it
is regularly restated at convocation ceremony that certificate, diploma and degree are awarded because the institution found the awardees worthy in character
and learning. This statement is a manifestation of one of the goals of Nigeria policy on education which among other things says:
The goals of tertiary education shall be to: ( i) contribute to national development through high level relevant manpower training, (ii) develop and inculcate
proper values for the survival of the individual and society (iii); develop the intellectual capability of individuals to understand and appreciate their local and
external environments, e.t.c.
From the letter and spirit of goal (ii) above, it is clear that education and ethics (character) are very important. They serve as building blocks for every society.
Professional ethics, like ethics of journalism is also important for the growth of the profession. Hence code of conduct (ethics) was drawn by the founding
fathers of journalism in Nigeria. This ethics forms part of the curriculum of journalism education in all tertiary institutions offering mass communication or its
adjuncts (advertising and public relations) as a course of study with the purpose of building good and worthy professionals for the future.
JOURNALISM TRAINING INSTITUTIONS

The idea to set up an umbrella association for Nigerian journalists was first muted by H. Antus Williams, proprietor and editor of Nigerian Daily Telegraph (Omu,
1978:238). Williams, who later changed his name to Akin Fagbenro Beyioku in response to cultural nationalism of the period, had on 17 August, 1929 invited his
professional colleagues towards the formation of an umbrella professional association. All the available newspapers of the period except The Pioneer and Eleti
Ofe were represented at the maiden meeting.
The following resolution was taken at the meeting:
This meeting is of opinion that the time has arrived for the formation of a Nigerian Press Association and that the principal objects of such an Association should
be to safeguard the interest of the local press, to raise its tone, to develop political thought and direct opinion on lines that would lead to the industrial,
commercial and educational progress of the country (Omu, 1978:238).
In addition to the objectives indicated above, the association wished to develop schemes for the attraction of local talents into journalism, to secure adequate
wages for all engaged in newspaper work, to establish a library for the use of its members, to develop a co-operative scheme for the collection and distribution
of news to the various newspapers and to settle disputes among members in their professional conduct. Any editor disassociating himself from the association
would be denied official recognition. Members were to pay a monthly subscription of 2 shillings and the Executive Committee would comprise the Patron, Vice-
Patron, President, Secretary, Treasurer and Librarian.
Unfortunately, however, the association remained a born-to-die child following disagreement that arose in the first election to the Executive Committee.
Consequently, the Association could not carry out its aims and objectives which probably would have included training of local talents and members in
institutions of higher learning abroad.
By 1955, an association to promote the interest of practicing journalists, Nigeria Union of Journalists (NUJ) was formed. The formation was spearheaded by Chief
Olu Oyesanya who later emerged as the Secretary-General of the Association when it was inaugurated; Chief Mobolaji Odunewu of the West African Pilot
emerged as the first president (Daramola, 1999). With the formation of an umbrella association for journalists, it dawned on interested journalists that they
needed formal training to sharpen their skills. At that time, the training they received was within their newspaper houses, particularly that of Daily Times and
West African Pilot. The only Nigerian that could be said to have been formally trained in journalism then was Dr. Nnamdi Azikiwe, publisher of West African Pilot
who later became the first Governor-General of Nigeria (1957-1960) and later President (1963-1966) of the Federal Republic of Nigeria (Ikime, 1995). In other
words, the training available for earliest Nigerian journalists was in-house or on-the-job training.
DAILY TIMES GIANT STRIDE

As part of its responsibility, Daily Times had from 1962 under the leadership of Alhaji Babatunde Jose began aggressive training for reporters and technicians. In
pursuit of this programme; Daily Times started recruiting trainee reporters with West African School Certificate with credit in English Language and Secondary
School class four certificate for technical trainees in the production department. The trainee reporters were trained by experienced journalists released to Daily
Times by the International Publishing Corporation, United Kingdom (Jose, 1987:238). As time went on, the educational qualification was increased to Higher
School Certificate or Advanced Level General Certificate of Education. The first set of young men with such qualification (HSC) recruited by Daily Times are Dipo
Ajayi, Femi Sonaike and Segun Osoba. An English Journalist, Mr. Guy Wells organized formal training for them. It is on record that Femi Sonaike later went to
university and became a Ph.D holder in Mass Communication; Segun Osoba attended several training institutions in the UK and US including Harvard University
in Cambridge, Massachusetts, USA where he won the prestigious Nieman Fellowship Award in 1974 – 1975 (Ibid). Segun Osoba later became Ogun State
governor, first under the Social Democratic Party between 1991 - 1993 and again under the Alliance for Democracy, 1999 – 2003.
Another set of ten young Nigerians comprising three girls and seven boys were according to Jose (Ibid) recruited in 1965 for further training for one year by the
Daily Times. They included Agbeke Ijaoba (later Mrs. Ogunsanwo), Fola Adewumi (later Mrs. Oduwole) and Miss Alatishe. The boys were Taju Kekere-Ekun (later
a dental Surgeon), Wazee Ajibola, Gbolabo Ogunsanwo, Idowu Sobowale, Christopher Kamalu, Chris Ikeokwu, and Yemi Malud. Of interest here is that many of
the men and women later pursued their education to university level, many became editors or Chief executives in Daily Times or other newspapers and a
number of them became university scholars including Idowu Sobowale, who is a professor of Mass Communication at the Covenant University, Ota, Ogun State
Nigeria, two times special adviser on Education to Lagos State Governor and Commissioner of Education in Lagos State.
Daily Times did not stop at the last ten men and women mentioned, rather the newspaper set up a training centre, Times Training Centre for formal training of
journalists, salesmen, accounting and advertising staff. The training centre first started in a flat at the company’s house at 13 Cooper Road, Ikoyi, Lagos. It is
now situated at Eric Moore Road, Surulere, Lagos. The first batch of university graduates was given professional training at the centre under an Australian Mr.
Leslie Riley. When Mr. Tony Momoh (now Chief) left the university, he joined Daily Times. He was sent to Britain for further training particularly to learn how to
train others. When he returned, he was redeployed to the Times Training Centre as the head of the centre, Chief Tony Momoh rose to become the Editor of the
Daily Times, General Manager Publication Division and Minister of Information under General Ibrahim Babaginda administration (ibid).
The newspaper was always sending its staff to Britain and other journalism training institutions overseas. The newspaper enjoyed training facilities offered by
International Publishing Corporation training centre in Plymouth, England, Commonwealth Press Union in England, International Press Institute in Switzerland
and Nigerian universities. Indeed, Daily Times at a time became a human resources development centre for media practice in Nigeria.
JOURNALISM TRAINING IN AFRICA

In African continent there was no university offering journalism or mass communication until in the 1930s when the American University in Cairo, Egypt, North
Africa began a course in journalism. The university was established in 1919 by an American resident in Cairo. Situated under the Faculty of Arts and Science, the
University awarded Bachelor of Arts degree in journalism (Jibril, 1999:78-85).
Jibril (Ibid) noted that after the take-off of the programme, the Institute of Writing, Translating and Journalism in the Faculty of Arts rolled out a three-year
diploma programme at the Egyptian University. He goes further to say that the first University in sub-Sahara Africa to begin courses in journalism or mass
communication was the University of Nigeria, Nsukka in 1960. The school of journalism was named after John Payne and Horatio Jacksons of the famous Weekly
Record (1891-1930).
The University of Nigeria, Nsukka was according to Jibril (1bid) established by the Eastern Nigerian Regional Government with substantial grants and assistance
from the U.S. It was the first university in Nigeria to be patterned along the American University system. The Department started with a four year North
American-style journalism programme. The American Agency for International Development provided funds for the take-off of the University (Ashby, 1964 as
cited by Jibril 2009). This was the first experiment with the American system of organizing higher education in Black Africa.
At the convocation ceremony of the first batch of graduates of the Jackson’s School of Journalism in 1964, Dr. Nnamdi Azikiwe, President of the Federal Republic
of Nigeria (as he then was) and whose administration as the Premier of Eastern Region founded the University happily remarked:

We are making history tonight in that we have gathered here to honour the prospective graduates of the Jackson College of Journalism who will receive their
baccalaureate degrees in few days. This incident will be history in the making because, for the first time in the annals of West Africa, an indigenous university
will endorse the professional competence of journalists who have passed through the crucible of systematic university education.
The 1954 UNESCO worldwide survey of journalism education programmes reported approximately 650 programmes in institutions of higher learning across the
five continents of the world. Out of this figure, Jibril contends that about 550 or slightly over three quarter of the world’s journalism education programmes in
higher institution were in the United States of America. About 64 programmes were scattered across Europe and other parts of the industrialized world, while
only 26 programmes existed in 16 countries of Asia, Africa and Latin America. The African continents had only two programmes, which were both in Egypt
(Cooper, 1987 as cited by Jibril 1999). By 1965, another UNESCO survey cited by Jibril (ibid) reported four more programmes established in Congo, Ghana,
Madagascar and Nigeria. In 1986, a similar research conducted by the Centre for Foreign Journalists and reviewed by Cooper (1987) found that ten more
programmes had been created in Africa in addition to the earlier five programmes reported by the 1965 UNESCO survey. However, four decades after the
UNESCO report, Nigeria alone recorded more than 60 universities and polytechnics (government and private owned) offering a four-year degree and non-degree
programmes in journalism, mass communication and other related areas.
The University of Lagos established its Department of Mass Communication with the purpose of training journalists in 1968. In 1971, the Newspapers’
Proprietors Association of Nigeria (NPAN) in conjunction with Nigeria Union of Journalists (NUJ) established the Nigeria Institute of Journalism (NIJ) in Lagos and
Jos.
From then till now, journalism education has been enhanced and improved upon. As at today, not less than 60 institutions-university, polytechnic, monotechnic
and training institute produce qualified and practically oriented journalists and its allied services in Nigeria. The curricular have been further enriched at both
undergraduate and postgraduate levels. Students are now taught webcasting, on-line journalism and multimedia system. The Nigerian polytechnics that offer
mass communication programme according to the Joint Admissions and Matriculations Board (JAMB) are now very many.(JAMB BROCHURE, 2006).
CURRICULUM DEVELOPMENT AND ETHICS

It is not clear when media ethics and law relating to press performance were inserted into the curriculum of journalism and mass communication. But given the
rate at which the former Governor-General of Nigeria, Lord Fredrick Laggard was rolling out press laws during his tenure (Daramola, 1999), it is believed that the
earliest trainees must have been exposed to British standard of journalism practice and press laws.
Professional ethics is necessary in any profession to guide potential men and women who have decided to pursue career in such profession. As a matter of fact,
professional ethics is a necessary tonic to build such professionals and to serve as compass for them. In modern Nigeria, many children are losing home training
or etiquette because parents have no time to groom their children. A course in ethics, character building and societal values is necessary, if not compulsory so
as to put up coming generation on good track. There is hardly any institution offering mass communication that is not offering media law and ethics as one of its
subjects today.
RECOMMNEDATIONS
The major challenge of ethics in journalism is enforcement. Because it is individually enforced, it is violated with impunity by practitioners. As a way out of this
situation, we advocate a serious semi-social enforcement, an arrangement in which professional bodies and media houses impose heavy sanctions on journalists
violating the ethics of the profession. The operative words here are heavy sanctions. This is because; it is observed that journalists are more careful when
dealing with media law than media ethics. The reason being that there are heavy sanctions that attend breaking media law. Journalists are likely to take their
professional ethics more seriously if serious sanctions like termination of appointment or suspension attend violating professional ethics.
Another challenge of ethics in journalism is the fact that many practicing journalists do not have formal training in journalism. This implies that they know little
or nothing about the ethics of their chosen profession. In this situation, ethics of the profession are violated not only with impunity, but also out of ignorance.
As a way out of this, we suggest that training programmes in ethics should be organized for newly recruited journalists. Journalists should read widely especially
books in philosophy, history, political science, English language, sociology and science. Journalists should also pay premium to the values, norms and mores of
the society where they practice.
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DIVERSIFICATION AS A BUSINESS GROWTH AND SUSTAINABILITY STRATEGY IN GAINING COMPETITIVE
ADVANTAGE
ESTHER WANJIRU MAINA

LECTURER
SCHOOL OF BUSINESS
KARATINA UNIVERSITY COLLEGE
KARATINA
ABSTRACT
Diversification is Strategic action aimed at creating value for the organization. SACCO’S have created value through diversification by spreading core
competencies that are generating competitive advantage in one business to other businesses. The financial advantages of diversification include; capital
allocation efficiency, risk reduction and tax advantages.This paper analysis how diversification can enhance growth, sustainability and competitiveness as a
strategy to remain competitive, The Saccos being key players in the financial sector have adopted diversification in terms of human resources, venturing in new
markets, re-branding of their existing products, and improvement on loan portfolio quality as well as installation of modern technology. The conclusion is that,
through diversification many Saccos have managed to acquire a national identity, hence increasing their market share, capital and customer base, raise the
liquidity levels as well as upgrading the personnel skills to remain competitiveness. The major recommendation is that the Saccos need to provide more
competitive financial products and services, concentrate more on creating awareness of their services and as well consider widen their market scope through
research and innovation to avoid customer desertion and to remain competitive.
KEYWORDS
Competitiveness, Diversification, Business Sustainability and Growth, Competitive Advantage, Strategy and SACCO’s as the Business Enterprises.
INTRODUCTION
T
he Commercial Banks and Micro-finance institutions are threatening the survival of Saccos by denying them of their market share and offering attractive
packages. In the past, most SACCOs have been content to continue serving a narrowly defined client base with an equally limited range of products.
However; most Saccos are now awakening to the realities of changing circumstances. The traditional niche market of SACCO’s is invaded by a rapidly
growing number of micro finance institutions and by mainstream banks going down market. The said institutions bring with them increased competition, new
and more efficient technologies, wide range of attractive products and an overall focus on customer satisfaction. Consequently, this exposes the Saccos to
diverse challenges in their course of business; key among them being increasing competition in the financial sector wherein the formal banks and micro-finance
institutions are increasingly venturing into the Saccos traditional markets; adoption of new technology which is a requirement in the modern approach to
business; Low liquidity levels which ushers in financial hindrances; unskilled manpower resulting to poor customer service hence eroding the Saccos customer
base and market share; very high loan default rates culminating in poor loan portfolio.
The SACCO’s are responding through development of new products, re-branding the existing ones, venturing into new markets, and adoption of the new
technology and upgrading of the personnel skills through training and recruitment of qualified managerial personnel. The Saccos must be more attuned to their
shareholders changing needs and to competitive environment, which is likely to be offering alternatives. This further calls for Saccos to understand and respond
to their clients evolving demands for financial services or face customers desertion to more-responsive market -driven competitors.
SUSTAINABLE COMPETITIVE ADVANTAGE

Organizations can use their resources to create and sustain a competitive advantage that is to provide greater value for customers than competitors can. A
competitive advantage becomes sustainable when other companies cannot duplicate the benefits it provides and have. To compete effectively and achieve the
sustainable competitive advantage, the organization need to employ the porter’s generic strategies namely; the cost leadership strategy, differentiation strategy
and focus strategy.
Cost leadership strategy
This strategy emphasizes on organizational efficiency so that the overall cost of providing products and services are lower than those of competitors. This low-
cost approach entails careful attention to minimizing cost in every aspect of the business. For effectiveness of this strategy, a business must be a cost leader. The
management should as well consider making at least those products or services that are very important to customers depending on their desired needs. The
rural Saccos tariffs are low and friendly as compared to the competitors. This results to the customers and members preference to the Saccos.
Differentiation Strategy
This Strategy attempts to develop products and services that are viewed as unique in the industry. Differentiation allows the business to charge premiums or
prices above average profits. Differentiation takes many forms such as design or brand image, technology, and customer care. Due to changes in customer tastes
and needs, businesses following differentiation strategy must carefully assess the customers’ shifting requirements. This strategy is more relevant to the current
study since the Saccos regularly repackage the existing products; adopt new technology as well as employing qualified personnel to suit the customers changing
tastes and needs.
Focus Strategy
This Strategy entails specializing by establishing a position of overall cost leadership, differentiation or both; but only within a particular portion or segment of an
entire market. The rationale is that by specialization, the organization can serve the market segment more effectively than can competitors who cover the entire
market. The business segment may be a particular group of customers, a specific geographic area, or a certain part of the product or service line. The SACCOs
main focus is on the low-income earners who occupy the biggest business share as compared to other economic classes.
Source: Michael E. Porter, Competitive Strategy, (New York: Free Press, 1980)
SUSTAINABLE COMPETITIVE DIVERSIFICATION STRATEGIES ADOPTED BY SAVINGS AND CREDIT CO-OPERATIVE SOCIETIES
Saccos are taken to mean the Savings and Credit Co-operative Societies which command a substantial portion of the membership of the co-operative movement
which was incepted way back in 1884 in a small city called Rochdale in Manchester England during the industrial revolution. In Kenya, the movement traces its
roots to the period immediately after the country’s independence. The movement has grown to an extent of becoming a shining example of how common
people can come together; pool their financial resources and assist each other with small loans, which transform their lives positively. To date, the co-operative
movement commands a substantial portion of the Nation’s wealth.There is about eleven thousand (11,000) Co-operative societies in Kenya with a membership
of 5.7 million drawn from both rural and urban Saccos. (Economic Survey, 2007). The rural Saccos’ were basically agri-based while the urban Saccos’only used to
render the ‘Back-Office’ services until in recent years when they diversified to Front-Office operations. The government promotes the movement and as a result,
they demonstrate their capacity in poverty reduction by promoting equity and providing opportunities for the members to improve their lives.

Saccos use their resources to create and sustain a competitive advantage by providing greater value for customers than competitors. A competitive advantage
becomes sustainable when other companies cannot duplicate the benefits it provides and have. To compete effectively and achieve the sustainable competitive
advantage, the Saccos employ the porter’s generic strategies namely; the cost leadership strategy, differentiation strategy and focus strategy. The Saccos offer
fast and affordable services concentrating more on the low-income earners.
CONCEPTUAL MODELS IN DIVERSIFICATION STRATEGIES

Diversification is a risk reduction strategy that involves adding products, services, location, customers and markets to a company portfolio. Saccos are no longer
operating from their traditional markets rather they are undertaking market diversification strategies in order to expand the market share, clientele base as well
as liquidity levels. The Saccos have ventured into new markets through borderless operational areas, adopted new technology, and disengagement from the
common bonds as well as engaging professional at the top managerial levels. This has made the Saccos to compete effectively with the competitors who offer
similar products and Services. Through diversification the Saccos have managed to adapt to competitive modern business model approach leading to
innovativeness and invent ness.The notable approaches include; entering new markets, Re-Branding of the Existing Products, Development of New Products,
Adoption of Technology, Personnel development, Improved Loan Portfolio and Customer Satisfaction. The Saccos no longer operate within limited boundaries
and certain common bonds of membership. This makes it possible for them to extend services to several markets without limitations as well as branch networks
as their competitors. The new markets increase the clientele base as well. The Saccos have access to the government support funds as some of the mainstream
banks; which they Saccos use to advance the respective enterprises. The said funds have improved the Saccos liquidity levels and profitability in terms of interest
income as well as the corporate image. The Saccos have created other new markets in the rural areas where they take services closer to their members making
the Saccos retain their customers and be well positioned as compared to the competitors who are not in a position to provide the same. The Saccos have
diversified their businesses and markets depending on the economic activity undertaken by their members. As a result, there is an increase in market share and
the customer base, which translates to high productivity and profitability as well.
In response to the changing needs and demand, the Saccos have modified the already existing products and services to make them more appealing to cope
with their shareholders changing needs as well as match the competitors who are likely to offer alternatives. This Saccos as a result have managed to retain
their customers and increase the customer loyalty. The Saccos are keen to redesign the existing products giving the same a new lease of life through new
features which include opening/ minimum saving balances, withdrawal terms, loan restructuring and waiting time, collaterals or guarantees. The pricing aspect
has been taken care of by the Saccos through customer friendly tariffs such as transaction costs, interest rates and maintenance fees. New products
development calls for enhanced research. This is achieved through senior brainstorming sessions and environmental scanning by the marketing department.
The SACCOs are segmenting the various clients to assess their distinct financial needs, in order to respond appropriately by developing suitable products for the
specific need. They also embark on promotions to create awareness of the new products through advertising; public relations; direct marketing; publicity and
customers’ educational forums.
The SACCOs have been able to retain their customers through the established products and has drastically reduced the numbers of customers shifting to the
competitors to seek for similar products. To enhance efficiency and effectiveness of service delivery, SACCOs have continued to invest in the Information,
Communication and Technology (I C T).However, due to the complexity of this project, the level of adoption is rather slow. SACCOs have installed the computer
systems .AS a result, the SACCOs have continued to encounter some computerization challenges key among them being lack of system integration causing
problems of information flow and lack of qualified IT personnel to oversee the development and progress of the project. It is also capital intensive. Saccos are
adjusting their operations to fit in the dynamic technological environment by gradually upgrading, improving and acquiring new technology that is compatible
and relevant to the market situations. Some of the SACCOs have already installed ATMs through co-op switch by Co-operative Bank of Kenya while others are
offering modern technological E-banking services like M-pesa and inter-linking of their branches. This is an indication that the SACCOs are able to compete
effectively with other competitors hence achieving a competitive advantage. Although the adoption process is slow due to hindrances of funds availability, the
Saccos are in a position to offer similar services and products as the competitors.
To remain competitive, effective and efficient and to improve the productivity and performance of the staff, the Saccos need to continuously upgrade the
existing personnel skills. Commercial banks who are the main competitors of the SACCOs in Kenya have a long history of expertise, experience and excellence in
the financial business and have used this combination of factors to access and win some customers from the SACCOs. Some SACCOs as well, has good caliber of
workers; well trained and keen on executing their duties. On the other hand, some have a questionable team of workers with little experience and training in the
financial sector. This hinders efficiency, effectiveness and more so productivity. The SACCOs have embarked on extensive staff training and career development
as a way of upgrading the staff skills and development. The SACCOs apply the personnel development as a strategy for staff retention hence reducing the staff
turnover rates. To ensure staff retention the SACCOs have improved the staff morale and motivation levels through creation of several incentives such as
insurance schemes, medical covers, long-term loans, conducive working environment, education sponsorship and promotion on merit. This increases the staff
loyalty and performance. In the initial phases of competition, mainstream banks who are the main competitors of Saccos seemed attractive and some SACCOs’
shareholders and customers sought for financial alternatives from them. This affected the SACCOs adversely as the members shifted after acquiring loans from
the SACCOs thus making SACCOs to experience high rates of default. Consequently, the members discovered the financial implications from the said commercial
banks and hence sought refuge in their SACCOs by way of requesting the SACCOs to buy off their financial obligations to the banks. To that effect Saccos faced
high default rates and a high loan portfolio is at risk because of product design. The Saccos have developed strategies to improve loan portfolio quality by
modernizing their lending patterns as dictated by the seasonality of income flows. The SACCOs have put in place stringent measures for loan recoveries which
include; engagement of the debt collectors and auctioneers to assist in the collection of bad debts, rescheduling of loans, issuances of loans pegged on ability to
pay, strictly adherence to the lending policies, proper appraisals, character assessment, periodic training of credit personnel on credit management and
introduction of long term development loans. The aforementioned measures have enabled the Saccos to improve the loan portfolio quality. Customer
satisfaction is key in SACCOs as it contributes greatly to the retention of the existing customers as well as attracting new ones. The satisfaction level is attained
through staff efficiency and effectiveness and paying good returns to the customers and members as investors. The SACCOs have well established customer care
desks at the forefront, which are manned by qualified customer relationship managers. This is an indicator that SACCOs are now customer focused and are in a
position to compete effectively. Customers/Shareholders prefer SACCOs to other competitors due to certain attributes of staffs; key among them being
interactive, friendly and good communicators as a result of them being locally recruited.
METHODOLOGY
The study applied descriptive research design to establish the relationship between the variables under study. Probability sampling method was used to select a
reasonable number of subjects to represent the target population where every subject had an equal chance of being selected. In this study, the target
population comprised of management staff and members drawn from the rural SACCOs in Central Province. Data was collected using questionnaires with
structured and unstructured questions. The researcher to probe for more information also conducted interviews. After the ultimate data collection, the same
data was analyzed using descriptive statistics such as percentages and frequencies and presented in form of frequency tables; charts and graphs. The researcher
used the Ms-excel programme which facilitated in the data analysis.
STUDY FINDINGS
RESPONDENTS BACKGROUND
According to the respondents, the studied Saccos had been in operation for duration ranging from 6 to 34 years. Out of the sample size of four hundred (400)
SACCO members/shareholders, two hundred ninety two (292) responded representing a 73% response rate. The targeted market or clientele at inception of the
SACCOs was the Agri-based farming community mainly the tea farmers, coffee farmers and the dairy farmers, for all the SACCOs. As regards the current clientele

the respondents indicated the incorporation of the salaried employees, small and micro entrepreneurs, horticultural farmers, institutions and micro-finance
groups among others. It is worth to note here that the incorporation of other sectors in their business focus, displays a survival approach designed to expand the
market share and client base. Due to their nature and original traditional business of highly standardized shares, easy accessibility and sense of ownership, 80.13
% of the respondents prefer operating in the SACCOs due to low operating charges (tariffs) and low operating balances. A further 7.5% keenly prefer the SACCOs
due to fast and efficient service delivery. There are those who prefer the SACCOs because of easy service accessibility especially the loans, which are easily
accessed as compared to the loans from the competitors, which involve a complex processes. In this regard; the SACCOs have a competitive advantage ahead of
the other competitors especially in the aspect of customer retention and market share sustainability.
COMPETITIVE BUSINESS SUSTAINABILITY AND GROWTH STRATEGIES

The cardinal objective of the study was to investigate the competitive diversification strategies adopted by Rural SACCOs in Kenya. The study sought to answer
the question of the survival strategies used by Sacco’s for business sustainability in the competitive financial sector. The study as attested by 81.2% showed that
the SACCOs are no longer operating from their traditional markets. Rather, they have established new markets, which have contributed greatly to the increase
of their market share. The new markets as indicated previously include the opening of more branches; incorporation of the small and micro-entrepreneurs,
micro-credit groups, women and youth enterprise and more mobile centres. The Saccos no longer operate within limited boundaries and under certain
common bonds of membership. This makes it possible for them to extend services to several markets without limitations as well as branch networks as their
competitors. The new markets increase the clientele base as well. The study revealed that the Saccos have access to the government support funds, which the
Saccos use to advance the respective enterprises. The said funds have improved the Sacco’s liquidity levels and profitability in terms of interest income as well as
the corporate image. The Saccos have created other new markets in the rural areas where they take services closer to their members as reflected by the study.
This service makes the Saccos retain their customers and be well positioned as compared to the competitors who are not in a position to provide the same. The
Saccos have diversified their businesses and markets depending on the economic activity undertaken by their members. As a result there is an increase in
market share and the customer base which translates to high productivity and profitability as well.
The study clearly manifested that the Saccos have developed new products and services to cater for the existing market and the newly ventured markets. This
was confirmed by 62.9% of the respondents who indicated that Saccos have short–term advances recoverable in a short period mostly six to twelve months. The
said products assist the members handle the emergency occurrences and pay schools comfortably. As well, the Saccos have long-term loans in place repayable
in thirty six to sixty months. Previously, the Saccos loans were pegged to a repayment period of twenty-four months making it impossible for the members to
undertake capital development projects. To date, the members are in a position to invest using the capital loans, which they service comfortably. The special
savings according to the study is utilized for savings purposes where the users of the product are paid returns after the expiry of the investment period. The
account is not subjected to any charges, which is a motivator to the investors. The Saccos mobilize more funds through this account hence boosting their
liquidity levels. The SACCOs have been able to retain their customers through the established products and has drastically reduced the numbers of customers
shifting to the competitors to seek for similar products. As pertaining to the new products, the Saccos have developed the business loan and Group accounts to
cater for the business fraternity and the micro-credit groups. The study further indicated that the Saccos have repackaged some of the existing products to
remain competitive as reflected by 70.1 % of the respondents. The repackaging of the products increases the useful life of the product as well as the
competitiveness. The study revealed that some customers are not satisfied with the products offered by the Saccos. The customers’ have diverse needs which
are not static. To respond to the changing needs the Saccos have marketing departments which analyze the customers’ needs and advice on the products that
need to be repackaged or developed to suit the changing needs.
Poor loan administration by the Saccos as manifested in the study (69.5%) has led the Saccos to encounter high loan default rates. SACCOs according to the
study avail credit facilities to their members who are expected to pay promptly. The study further revealed that some members encounter repayment hurdles
and are therefore not in a position to repay the loans as expected. This culminates high loan default levels threatening the survival of the SACCOs in the market.
To counter this problem, the SACCOs have put in place stringent measures for loan recoveries which include; engagement of the debt collectors and auctioneers
to assist in the collection of bad debts, rescheduling of loans, issuances of loans pegged on ability to pay, strictly adherence to the lending policies, proper
appraisals, character assessment, periodic training of credit personnel on credit management and introduction of long term development loans. The
aforementioned measures improve the loan portfolio quality.
CONTRIBUTION OF DIVERSIFICATION TO BUSINESS GROWTH

As reflected in the study, 34.8% of the respondents indicated that some of the SACCOs have already installed ATMs through co-op switch by co-operative bank
of Kenya while others are offering modern technological E-banking services like M-pesa and inter-linking of their branches. This is an indication that the SACCOs
and able to compete effectively with other competitors hence achieving a competitive advantage. Although the adoption process is slow due to hindrances of
funds availability, the Saccos are in a position to offer similar services and products as the competitors. Commercial banks who are the main competitors of the
rural SACCOs in Nyeri District have a long history of expertise, experience and excellence in the financial business and have used this combination of factors to
access and win some customer from the SACCOs. From the study,29.4% noted that some SACCOs have good caliber of workers; well trained and keen on
executing their duties. On the other hand, 70.6% indicated having a questionable team of workers with little experience and training in the financial sector. This
hinders efficiency, effectiveness and more so productivity. It was also a major threat to customer relations. The SACCOs according to the study have embarked
on extensive staff training and career development as a way of curbing the cited problems. On the other hand, the SACCOs apply the personnel development as
a strategy for staff retention hence reducing the staff turnover rates. To ensure staff retention the SACCOs have improved the staff morale and motivation levels
through creation of several incentives such as insurance schemes, medical covers, long-term loans, conducive working environment, education sponsorship and
promotion on merit. This increases the staff loyalty and performance.
CONCLUSION AND WAY FORWARD

Business competition is not a new phenomenon in the Kenyan environment .In the recent past; SACCOs in Kenya have experienced business competition from
other Competitors in the financial sector. The competitors include; mainstream banks such as Kenya Commercial Bank, Equity, Co-operative; Barclays; Family;
Standard Charted banks and the Micro –Finance Institutions Such as Kenya Women Finance Trust, Faulu Kenya; K-Rep bank among others. Due to their
traditional way of doing business, SACCOs felt that the said competitors are infringing and coming to take away their business that has been for a long time a
protected zone. However, to succeed in the competition game, the SACCOs have mobilized the human and physical resources, re-invented the business
development strategies and processes by adding more products and services, Market diversification and segmentation, devised ways of reducing the high loan
default rates, and focusing more on customer relations by way of paying more attention to its customers. This as a way of embracing diversification has made
the Saccos increase their profitability, customer base as well as the market share. For example Wananchi Sacco through its branch network and mobile banking
has managed to penetrate in the rural areas and hence has managed to gain a competitive edge as compared to the mainstream banks whose services are
available in main towns only.
In the initial phases of competition, mainstream banks seemed attractive and some of SACCOs’ shareholders and customers sought for financial alternatives
from the competitors. This affected the SACCOs adversely as the members shifted after acquiring loans from the SACCOs thus making SACCOs to experience high
rates of default cases. Consequently, the members discovered the financial implications from the said commercial banks and hence sought refuge in their
SACCOs by way of requesting the SACCOs to buy off their financial obligations to the banks. This approach attests that commercial banks are no longer a major
threat to the SACCOs business. The Saccos have established long-term loans, which are secured by collaterals and other securities enabling the Saccos to remain
at per with the competitors. The SACCOs have adopted this as a strategy to retain the existing customers and members. SACCOs have experienced positive as
well as negative growths that have facilitated them to re-invent and live with realities of the financial sector competition. To some, this new thinking has brought

in faster and quality services. In particular cases, SACCOs have gone ahead and partnered with the government through government support funds and other
donors to improve on service delivery and liquidity levels.Others have developed and initiated new and improved technology like the ATMs, E-Banking, branch
inter-linking while others have introduced management styles where delegation of duties have been put in place.
Competition is welcome so that the SACCOs can prove their real strengths and discover their weaknesses. The SACCOs need to strive for their own survival by
utilizing their institutional nature, accumulated wealth of experience and proximity to their members. To some extent, Competition impacts negatively on
Sacco’s business by way of reduced membership, loss of income and market share. The members of the SACCOs prefer borrowing from the Saccos as they access
the loans faster and speedily without much struggle thus causing high demand for credit facilities that is not fully fulfilled due to lack of sufficient funds. This
leads to members seeking alternative services from mainstream banks and MFIs who are the main competitors of the SACCOs. Members are easily drawn to
those financial institutions despite other underlying expensive financial costs for servicing the financial services obtained from the said institutions. The
members have a lot of loyalty with their Saccos which is retained through diversification of the loan products especially the short-term advances and collateral
based loans payable within one and five years respectively. In this regard, the Saccos have managed to control and minimized the chronic shifting of the
members to the competitors. The Saccos income as a result has increased basically from the interest on loans and advances hence the profitability.
Diversification has enabled many Saccos to change their corporate identity which was initially based on a given common bond. The Saccos were also operating
within specific administrative boundaries such as districts. This was inhibitive to business expansion and customer base. In the recent past, many Saccos are
neither identified with a common bond nor operate within a given boundary. They have acquired a national identity hence increasing the market share, Capital
and customer base, improved liquidity and efficiency in service delivery through adoption to the modern technology.
Specifically the study recommends that;
To improve the low liquidity levels the Saccos should:
- Aggressively mobilize more funds both internally and externally through increasing the share contribution and borrowing from financial institutions at
lower interest rates
- Consider effecting strategies that promote income generation. Some of which include re-financing members’ loans at higher but affordable interest rates,
introduce other charges other than interest on loan such as appraisal and application fee, account maintenance fee and ledger fees.
- Widen their products and services MENU by way of creating more savings products, aggressive recruitment of new members, segment the market and
concentrate more on fast developing segments.
- Engage fully into micro-finance activities to capture the potential un-captured members of the community such as the small and micro-entrepreneurs.
- Seek for cheap donor funds repayable within a longer span of time
- Seek for the government support funds and utilize them optimally.
To enhance competitiveness in the Financial Market Saccos should;
- Strengthen their Marketing Departments by employing professional marketers and continuously training them to acquaint them with necessary marketing
skills and knowledge.
- Develop clear marketing strategies and policies to give a clear direction to the marketing team to facilitate effective performance
- Engage in aggressive promotions of their products and services through the media, road shows, fliers, bronchures, newsletters, organized education, and
any other emerging marketing channels.
- Potential members
- Adoption of marketing strategies that are effective to enable them undertake marketing activities such as market research, proper pricing of their products
and services, understanding the marketing segmentation and customer behavior and comfortably carry out the product life-cycle analysis. The strategies
should also focus on enhancing synergy in the sales and marketing team as well strengthening the marketing departments
To embrace customer satisfaction SACCOs need to:
- Pay good returns to the customers and members as investors inform of dividends and interest.
- Enhance efficiency and effectiveness through staff motivation.
- Avoid nepotism, which is a major weakness in Saccos. Rather, they should recruit professionals who have requisite skills.
- Continuously engage in human resource planning, carry out staff training and development and performance management in order to have a pool of
competent, motivated and committed staff.
- Ensure proper working machineries are in place to avoid delay ness in service delivery.
- Create awareness of the newly developed products in the market through launching of the product.
The SACCOs should embrace innovativeness and inventness through:
- Being involved in research and development in order to establish the changing customers’ needs, preferences and tastes to remain competitive.
- Aiming at creating appealing products and services, repositioning old products in the market, repackaging the traditional products and further carry out
proper analysis on the product life cycle.
- Conducting a thorough environmental analysis to obtain relevant information pertaining to the competitors.
- Modifying the products and services to match the ever-changing needs and tastes of the customers.
- Creating awareness of the newly developed products in the market through launching of the product.
To adapt to the dynamic technological environment, the Saccos should:
- Develop and implement IT policies and standards.
- Upgrade the current hardware and software to ensure compatibility with the customers’ ever changing needs.
- Intensify understanding and application of IT for the provision of timely, accurate and relevant information for effective decision-making.
- Acquire and install the modern technology such as ATMs, M-pesa facilities, interlinking and E-banking. This enables the Saccos to compete effectively.
- Embark on continuous training of the IT officers to update their skills with the frequent changes in the environment.
To remain competitive, effective and efficient and to improve the productivity and performance of the staff, the Saccos need to:
- Continuously upgrade the existing personnel skills through training by attending job related workshops, seminars, external career courses and in-house
training.
- Enhance teamwork, which is manageable through team building activities.
- Boost the staff morale and raising the motivation levels through incentive schemes such medical covers, paying good packages in terms of salary and
allowances.
- Regularly reviewing the personnel policies.
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THE IMPACT OF COMPLIANCE WITH INFORMATION DISCLOSURE IN FINANCIAL STATEMENTS ON TOTAL
ASSETS, PROFITABILITY AND EARNINGS PER SHARES OF QUOTED COMPANIES IN NIGERIA
SAMUEL IYIOLA KEHINDE OLUWATOYIN

LECTURER
DEPARTMENT OF ACCOUNTING & FINANCE
AJAYI CROWTHER UNIVERSITY
OYO
UMOGBAI, MONICA E.
LECTURER
DEPARTMENT OF BUSINESS ADMINISTRATION
COLLEGE OF MANAGEMENT SCIENCES
UNIVERSITY OF AGRICULTURE
MAKURDI, BENUE STATE
ABSTARCT
The quality of information provided in financial reports determines their usefulness and reliance by users to make informed business and investment decisions.
Based on this, the study seeks to determine the impact of compliance with information disclosure in financial statements on total assets, profitability and
earnings per shares of Quoted firms in Nigeria. In line with the objective, two hypotheses were formulated. The population of the study is the two hundred and
thirty – four (234) companies quoted on the floor of the Nigerian Stock Exchange and thirty (30) quoted companies selected as sample size. This work utilized
data from secondary source. Data were obtained from the annual accounts and reports of the thirty (30) quoted companies that made up the sample of the study
and the statement of Accounting Standards 2. The time frame for this work is ten years, covering the period of 2000 to 2009. The technique of analysis used in the
study was the Multiple Regression Analysis. The study established that the ability of quoted firms to comply with Statement of Accounting Standards 2 has direct
impact on their total asset, earnings per share and respective profitability. The study recommended an effective monitoring/supervision and enforcement of the
provisions of the Statement of Accounting Standards 2, in addition to effective implementation of the penalties provided by the Act on non-compliers regardless
of their status or origin. The study calls on the appropriate authorities such as the government, professional accountancy bodies on academics to commission
research and activities geared towards developing not only accounting policies that would ensure swift compliance with Statement of Accounting Standards 2
(SAS 2), but strategies that would ensure optimum investments that enhance net worth and profitability of firms.
KEYWORDS
Level of Compliance, Financial Statements, Information Disclosure, Total Assets, Profits and Earning per shares.
1.1 INTRODUCTION
T
he quality of information provided in financial reports determines their usefulness and reliance by users to make informed business and investment
decisions. The quality, usefulness and ability of financial reports are guaranteed by strict adherence to Accounting Standards in the preparation and
formatting of presentation of such financial reports. Accounting has therefore been widely regarded as an information system through which financial
and monetized information is generated for economic, social and political decisions (Izedonmi, 2008). Paragraph 10 of SAS 2 states that all accounting
information that will assist users to assess the financial liquidity, profitability and viability of a reporting entity should be disclosed and presented in a logical,
clear and understandable manner. Thus Part 4 of SAS 2 entails the information to be disclosed in financial statement. Thus, SAS 2 is one of the few Standards
that has the overwhelming backing and support of Company Act 1968 (now CAMA 1990) (Kantudu, 2005).
In Nigeria, disclosure in financial statement reports started with the companies Ordinance of 1922 (as amended) and through to the Companies Act of 1968 and
now the Companies and Allied Matters Act of 1990. The Nigerian Accounting Standards Board (NASB) is also involved in the efforts at evolving and promoting
financial disclosure. The NASB was established in 1982 with the power to set and issue accounting Standards which have to be complied with while preparing
financial statements. Before the promulgation of CAMA 1990 which has now become an Act under the civilian administration in Nigeria, compliance of financial
statements with accounting Standards was persuasive but with the coming of CAMA of 1990, financial disclosure by companies is now a mandatory
requirement.
Therefore, the assumption is that the objectives of financial statements tend to have a universal appeal and application. The financial statements are required to
be audited and opinion expressed by the auditors as to whether or not the financial statements give “a true or fair view” of the financial affairs of the company.
Along this line of thought, we can infer that one of the objectives of financial statements in Nigeria is to achieve compliance with the requirements of accounting
standards. This position is spelt out in section 335(1) of CAMA 1990 which provides that the financial statements of a company prepared shall comply with
requirements of Accounting Standards with respect to their form and content laid down in the Statements of Accounting Standards issued from time to time by
the Nigerian Accounting Standards Board. The Act ushered in a new era of due diligence and conformity with Statements of Accounting Standards in the
preparation of financial reports (Kantudu, 2005).
Similarly, corporate financial reporting entails the publication of accounting reports in respect of economic resources, obligations and performance of a
reporting entity annually. For many years, published accounts consisted mainly of a Balance Sheet and Profit and Loss Account, until the mid seventies when a
Statement of Source and Application of funds was also included. Furthermore, published accounts are also legally required to be prepared in such a way as to
show the true and fair view of the profit or loss of the company for the period under review and its state of affairs as at the balance sheet date. The various
accounting bodies also require that these financial accounts and reports should be prepared according to the Generally Accepted Accounting Principles (GAAP).
However, because of the dynamic nature of the business environment which accounting is serving, these principles need to be well defined and reviewed from
time to time to meet the demands of business. In addition, the financial statement should be made understandably enough so as not only to present a true
picture of the present and past performance of the business enterprise but also to give an insight into the future. The information contained in such reports
must also be relevant and reliable.
Consequently, in Nigeria with effect from 1st January, 1985 it became a standard practice for firms to comply with the requirements of the Statement of
Accounting Standards (SAS) No. 2, information to be disclosed in financial statements. Given these facts about financial reports and reporting practices, one
could simply ask how had companies quoted on the Nigerian Stock Exchange faired in disseminating financial information to the ultimate users that conforms to
the Statement of Accounting Standards (SAS 2)? It is against this background that this study seeks to determine the impact of compliance with information
disclosure in financial statements by quoted companies in Nigeria. To this end, the paper is structured into four major parts. Section one is the Introduction,

section two which follows this introduction present, the literature review, section three discusses the methodology, while section four presents the conclusion
and some recommendations.
2.0 LITERATURE REVIEW

2.1 ACCOUNTING STANDARDS: AN OVERVIEW
Accounting Standards are guidelines which define how companies have to display transactions and events in their financial statements and are not purely
technical rules but they are the outcome of highly political processes (Horngren, 1973; Watts and Zimmerman, 1978; and Fogarty, Hussein, and Ketz, 1994). This
means that there are different actors who come into contact with or are influenced by accounting standards- e.g. preparers, managers, accounting firms,
auditors, financial analysts, employees. All these actors might have differing opinions and interests about what an accurate and useful accounting Standard is
and therefore might have different incentives in the production and diffusion of accounting standards (Zeff, 1978; Watts and Zimmerman, 1978, Giner, and Arce,
2004).
Although, academics and practitioners agree on the importance of compliance with the requirements of accounting Standards as an essential element of the
financial reporting infrastructure, many scholars argue that the extent to which standards are enforced and violations prosecuted are as important as the
standards themselves (Hossain and Adams, 1995; and Sunder 1997). Thus, the quality of financial information is a function of both the quality of accounting
standards and the regulatory enforcement or corporate application of the standards (Kothari 2000; and Hope, 2001). Absent of adequate enforcement,
therefore renders the best accounting standards inconsequential. This is because if nobody takes action when rules are breached, the rules remain requirements
only on paper. However, in some environments, firms behave towards “mandatory” requirements as if they were voluntary (Marston and Shrives 1996, Hodges,
and Mellett, 2004); Giner, and Arce, 2004; and Cooper and Robson, 2005). Even though accounting policy disclosures are required in most countries as well as by
International Accounting Standards (Saudagaran and Diga 1997), Frost and Ramin, (1997) document considerable variation in accounting policy disclosures
within and across countries.
The importance of compliance with the requirements of accounting standards is that it enhances transparency, accountability, standardization, uniformity and
comparability which in turn enriches the quality of decision of the users and helps in proper allocation of resources in an economy. However, studies in the area
as well as on the determinants of application of accounting standards have been few and mixed. For instance, regarding studies on application or compliance,
two divergent schools exist. The application’s or rightist’s school is advocated by scholars like Choi (1973); Barrett (1977); Klumpes (1997) and Hope (2003b). This
school theorizes that firms apply or comply with accounting standards. The second school, with advocates, like Deaton and Weygandt (1975); Nobes (1990);
Benjamin, Maurice, and Lawrence (1990) and Susilowati, Morris, and Gray (2005) theorize that firms do not apply or comply with accounting standards even
under mandatory regimes.
2.2 THE CONCEPT OF INFORMATION DISCLOSURE SYSTEM
Information disclosure system means a series of behavioral regulations and activity standards for relevant parties in the securities market who publicize the
information related with securities by certain way in the process of issuing stocks, listing on the market, and trading, according to laws, and rules of securities
administrative agencies and Stock Exchanges. To ask companies that issue securities openly to execute the information disclosure system is the core content of
modern securities market. It covers the whole process of securities’ issues and circulation. Usually, before the issue of stocks, companies publicize stock-issuing
introductions, listing announcements, interim reports, annual reports, and grave affair reports, mainly including companies operations and financial statements.
Therefore, the concept of disclosure in financial reporting has been of primary significance in both accounting theory and practice. Its scope is in fact broad
enough to encompass almost the entire area of financial reporting (Hendriksen and VanBreda, 1992). The significance of the concept is further established by
the efforts being made by several groups such as International Accounting Standard Board (IASB) at international level, Financial Accounting Standard Board
(FASB) in the USA and Nigerian Accounting Standard Board (NASB) in Nigeria and others, to enhance the scope of accounting disclosure. The issuance of various
Statements of Accounting Standards (SASs) by the Nigerian Accounting Standard Board (NASB) in 1985 to date could be seen in this light ( Kantudu, 2005).
It should be stressed here that disclosure is one aspect of accounting practice where governments play key role. In Nigeria for instance, the companies and Allied
Matters Act (CAMA 1990), the Bank and Other Financial Institutions Act (BOFIA), the Nigeria Accounting Standard Board (NASB) Act and the Stock Exchange Act
specify the kind of financial statements and the type of information which companies should present at Annual General Meetings (AGMs) as well as the rights
and obligations of the shareholders in relations to the company.
One of the major objectives of financial reporting is to supply information to the users for making economic decisions. It then requires not only a proper
disclosure of financial data and other relevant information but how much of the information to be disclosed. Buzby, in Mccullers and Schroeder, 1982) argues
that the specific inference to be drawn from the basic nature of adequate disclosure with respect to such things as target users, users’ purposes, types of
information to be disclosed, disclosure techniques, and disclosure timing are dependent upon complete and well defined set of objectives.
2.3 USERS OF FINANCIAL STATEMENTS AND THEIR INFORMATION NEED
In the present day, economic activities have increased so greatly in size and complexity, and the interested parties have increased so greatly in number and
diversity, that the responsibility placed on the accountants seem to be the only vital and principal medium through which information about the economic
activities of a given enterprise is disseminated to the interested parties for economic decisions. It then follows that, in order to provide the most useful and
relevant information, the nature of users’ needs, the decision process employed by the users and the information that best servers their needs must be
considered. “In this regard researchers have developed three different viewpoints of the reporting functions”: The stewardship concept; Decision making
concept; and General user concept (Glautier and Under down; 1986):
The stewardship concept: This concept is based on the traditional stewardship accounting view of financial reporting. Its characteristic features being the
safeguarding of assets and their proper management as well as the accountability of the steward to the shareholders for the management of the resources
entrusted to them. Hence, it has laid particular emphasis on the importance of feedback information that is, ex-post information.
The decision making concept: This view extend the stewardship function to include the recognition that shareholders and investors are decision-makers who
require accounting information for that purpose. This school argued that since the predominant interest of shareholders in companies is the receipt of dividend
income and capital appreciation, they are concerned with the ability of financial reports to predict future events, which may affect their decisions.
The general user concept: This view considers that parties having an interest in an organization have a right to information about the organization’s activities.
For instance, a study conducted by the Accounting Standard Steering Committee (ASSC) in 1975 identified the following seven groups as having a reasonable
right to information, which should be recognized in corporate reports. These are the equity investor group, the loan creditor group, the employee group, the
analyst adviser group, the business contact group, the government and the public. A number of researches conducted in recent times tend to support this
concept which indicates a drastic departure from traditional stewardship approach of financial reporting to the general user approach (Kantudu, 2005).
Consequently, as part of its contribution, the Nigerian Accounting Standard Board (NASB) pronounces the SAS 2 (Information to be disclosed in financial
statements), applicable to all listed firms in Nigeria in 1984. Part 1, paragraph 1, of SAS 2 states that accounting information about a business entity or
enterprise is required by a variety of users. Therefore, this need dictates the fundamental objectives of accounting and the mode of reporting information. While
paragraph 2 went further to add that firms, organizations or enterprises carry on business activities in a given economic, social and political environment and
there is public interest in their operations. This paragraph identified the following groups as users of the financial statements and their information need. These
users are:
Individuals, financial institutions or group of investors need accounting information to determine the liquidity, profitability and viability of the enterprise.
Managers in an enterprise need accounting information to measure performance, plan and control operations.
Employees and customers of an enterprise need accounting information in order to assess the ability of the enterprise to produce goods or to render services
on continuous bases.

Governments and regulatory bodies need accounting information in order to be able to impose and collect taxes, to regulate certain business activities and to
plan, execute and evaluate government projects.
Quasi-government establishments need accounting information in order to meet their statutory obligations.
Given the number of the users as well as their information need, one should expect the financial statements to be general purpose consisting of information that
is in the nature of quantitative and qualitative in order to aid users in making informed economic decisions. Thus, in order to assist the users in making sound
economic decisions, paragraphs 3 and 4 state that financial statements should be simple, clear and easy to understand by all users. This is because, financial
statements are the vital means of communicating to interested parties information on the resources, obligations and performances of the reporting entity of
enterprise (SAS 2, paragraph 4). Similarly, section 4 of SAS 2 counsels that even though, meaningful information can be gathered, collated and presented in
different forms, the format recommended in Statement of Accounting Standards 2 can be gathered to be the best practice in Nigeria (Kantudu, 2005).
2.4 FRAMEWORKS FOR STANDARDIZATION OF FINANCIAL REPORTING IN NIGERIA
The financial report is the major vehicle for communicating information about the operations and performance of a firm to its relevant publics. A financial report
is generally documented i.e, written. It could however be delivered orally in some limited cases such as in informal organizations. Whatever the format or mode
of delivery, the financial report remains a picturesque account of the financial transactions of a defined entity over a specified period. The primary objective of
the report is to provide information that would enrich the understanding of the reader (user) about the activities and/or performance of the entity. Business
organizations render two broad categories of financial reports – internal financial reports external financial reports (Okafor, 2009). The standardization of
financial reporting in Nigeria is promoted through the imposition of specific reporting guidelines by various financial reporting regulators. They include
Regulatory reporting provisions of CAMA, Statements of Accounting Standards (SASs) of Nigeria, International Accounting Standards (IASs), International
Financial Reporting Standards (IFRSs), Specific reporting requirements of industry regulators and Statutory Provisions under CAMA.
Responsibility for developing and issuing accounting Standards to guide the preparation and presentation of general purpose financial statements and ensuring
transparency and comparability of such statements in Nigeria is vested in the Nigerian Accounting Standards Board (NASB). The Board has passed through an
interesting evolutionary process as follows (Nnadi, 2009). It was established on September 9, 1982 through the initiative of the Institute of Chartered
Accountants of Nigeria. It became a parastatal of the Federal Government under the then Federal Ministry of Trade and Tourism, now Federal Ministry of
Commerce in May 1992. It was transformed into a legal entity through the enactment of the Nigerian Accounting Standards Board Act (NASB), No 22 of July 10,
2003.
The NASB Act not only gave full legal cover for all activities of the Board but also established an Inspectorate Unit for the Board (section 20) with full powers to
monitor and enforce compliance with the Standards developed and reviewed by the Board and to impose sanctions for non compliance to such Standards.
To date, thirty (30) Statements of Accounting Standards ie SAS 1 to SAS 30 has been issued by the NASB. Each SAS begins with introductory remarks, definitions
and explanatory notes. Then the accounting Standard for the particular item is presented, followed by note on legal requirements and finally attention is drawn
to compliance of the Standard with the corresponding number of the International Accounting Standard.
2.5 INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRSs)
The International Accounting Standards Committee had a number of problems and weaknesses. The most daunting problem was the unweilding and part-time
nature of membership of the committee which made it a very slow out-fit for decision making. The ISAC was replaced, in 2001, by the International Accounting
Standards Board (IASB), a 14 member of the IASC; the primary consideration for membership of the IASB was technical (professional) expertise.
The first major action of the IASB was to adopt all the 41 IASs issued by the IASC. There-after, the Board started to develop and issue new accounting Standards
known as International Financial Reporting Standards (IFRSs). From inception in 2001 on August 2005, the IASB has developed and issued seven (7) IFRSs
(Chukwu, 2006). By end of August 2008, more than 113 countries world-wide had adopted or permitted the use of IFRS reporting. As indicated earlier, most of
the SASs are similar to related IFRSs. But there are some cases of significant differences between multinational companies operating in Nigeria to convince the
National Assembly to legislate the wholesale adoption IFRS reporting in Nigeria. While some quoted firms in Nigeria have adopted the IFRS.
3.1 METHODOLOGY
The study is aimed at determining the impact of compliance with information disclosure in financial statements on total assets, profitability and earnings per
shares of quoted firms in Nigeria. Therefore, this study employed Ex-post facto research designs. The study utilized data from secondary source. Data were
obtained from the annual reports and accounts of the thirty (30) quoted firms that made up the sample for the study for the period 2000-2009 and the
requirements from Statement of Accounting Standard 2 (SAS 2). The population of the study is the two hundred and thirty-four (234) quoted companies on the
first-tier market of the Nigerian Stock Exchange. The sample was drawn randomly, thus thirty (30) quoted companies were selected for the study (Asika, 1991;
Avwokeni, 2004 and Onwumere, 2009). They include Julius Berger Nigeria Plc, First Bank of Nigeria Plc, Access Bank Nigeria Plc, UBA Plc, Guaranty Trust Bank Plc,
Cadbury Nigeria Plc, Nigerian Breweries Plc, GlaxoSmithkline Plc, Royal Exchange Plc, Longman Nigeria Plc, May & Baker Nigeria Plc, A. G Leventis Nigeria Plc,
Total Oil Nigeria Plc, Guinness Nigeria Plc, Cutix Nigeria Plc, Berger Paints Plc, Nestle Nigeria Plc, Beta Glass Nigeria Plc, Seven up Bottling Company Plc, Benue
Cement Company Plc, Flour Mills of Nigeria Plc, Unilever Nigeria Plc, Paterson Zonkonis, Crusader Insurance Plc, Tripple Gee & Company Plc, Vitafoam Nigeria
Plc, Briscoe Nigeria Plc, UAC of Nigeria Plc, Evans Medical Plc and Mobil Oil Nigeria Plc. They were selected on the premise that the companies have been
complying with the requirements of information to be disclosed in financial statements (SAS 2) for over a decade. In this direction, a sample time frame of ten
years was used for the study covering the period 2000-2009.
In this study, data generated through the secondary source were subjected to empirical test and statistical analysis. Using a Multivariate Linear Regression
Model stated below:
(L) = F (A, P, E)
Where
L = Level of Compliance
A = Assets size
P = Profit
E = Earnings per Share
This model pointed out that the quality of disclosure is influenced by a variety of variables, and often there is interdependence between these variables. While
the significance of the relationship between the quality of disclosure and the variables will be tested statistically. The above Ordinary Least Square (OLS)
Regression Model were fitted to the data in order to assess the effect of each variable on the disclosure level. While, the proxies used for independent variables
and the predicted direction of the relation with the degree of disclosure.

TABLE 3.1 REQUIREMENTS OF STATEMENT OF ACCOUNTING STANDARDS 2 (SAS 2)
Paragraph II Requirements of SAS 8 Rep. by Variables
The name of the enterprise r1
The period of time covered r2
A brief description of its activities r3
Its legal form r4
Its relationship with its significant local and oversea suppliers r5
Statement of Accounting Policies r6
Balance sheet r7
Profit and Loss Account or Income Statement r8
Notes on the Accounts r9
Cash Flow Statement r10
Five Years Financial Summary r11
Financial Implications of intercompany transfer and technical management agreement between the enterprise and r12
significant local and oversea suppliers
Financial Statement should show corresponding figures for the preceding periods r13
Source: Statement of Accounting Standards 2 (SAS 2).
Table 3.1 Presents the requirements of the information disclosed in financial statements by quoted firms in Nigeria as contained in Statement of Accounting
Standards 2 (SAS 2), which the thirty (30) sampled listed firms have been complying or expected to comply with. These requirements are thirteen (13) in number
as could be seen from the table. But for clarity in the presentation and analysis, the requirements are given numbers. For instance r1, r2, r3, r4, r5, r6, r7, r8, r9,
r10, r11, r12 and r13 represented the thirteen (13) requirements of the information to be disclosed in financial statements by quoted firms in Nigeria as
specified by the Statement of Accounting Standard 2 of 1985, which enables the researcher to construct a compliance index. However, quoted companies in
Nigeria are regarded to have performed their financial reporting obligations as far as SAS 2 is concerned, if disclosure is made in the financial statement.
Thus, an attempt was made to contrast the level of compliance with information to be disclosed in financial statement by quoted firms in Nigeria for the period
under study in a relation to total assets, profits and earnings per share of the sample firms for the same period.
The below Table presents the data used for regression

TABLE 3.2 REGRESSION DATA
Flour Mills of Nigeria Plc
YEAR DEGREE OF COMPLIANCE TOTAL ASSETS PROFITS EARNING PER SHARE

2000 92.3 3,546,624 623,689 1.14
2001 92.3 3,882,785 718,361 1.32
2002 92.3 4,548,456 1,075,171 1.97
2003 92.3 4,744,104 486,848 0.67
2004 92.3 5,261,612 1,027,108 O.88
2005 100 10,770,073 1,304,675 1.12
2006 100 13,785,283 3,015,210 2.59
2007 100 19,024,793 5,095,991 3.28
2008 100 21,951,793 4,324,760 2.78
2009 92.3 22,868,239 2,469,513 1.45
Unilever Nigeria Plc
2000 100 3,484,765 853,992 0.71
2001 100 4,109,065 2,164,114 0.72
2002 92.3 4,167,664 1,571,918 0.52
2003 92.3 3,905, 550 1,870,258 0.62
2004 92.3 6,072,800 2,167,249 0.72
2005 100 5,570,611 1,616,457 0.53
2006 100 3,953,347 (1,374,363) (0.43)
2007 100 5,030,844 1,296,533 0.28
2008 100 6,681,553 2,596,533 0.69
2009 84.6 8,202,734 4,093,822 1.08
Paterson Zochonis Plc

2000 92.3 9,585,715 932,288 0.64
2001 92.3 13,493,033 1,270,164 0.87
2002 92.3 14,303,535 1,685,918 1.16
2003 92.3 15,162,047 2,008,544 1.15
2004 92.3 18,623,640 2,049,335 1.19
2005 92.3 19,914,819 2,924,747 1.34
2006 92.3 27,801,688 2,618,684 1.03
2007 92.3 28,098,218 2,049,893 0.81
2008 92.3 29,036,715 2,742,682 0.86
2009 92.3 30,073,307 3,003,949 0.95

Beta Glass Nigeria Plc
2000 100 2,923,839 663,464 1.61
2001 100 3,559,221 862,642 1.90
2002 100 4,046,146 714,185 1.57
2003 100 4,763,651 541,745 1.19
2004 100 4,926,248 162,597 0.36
2005 100 5,031,343 218,654 0.48
2006 100 5,366,979 381,088 0.84
2007 100 6,165,053 866,252 1.91
2008 100 7,289,566 1,192,690 2.29
2009 100 8,524,350 1,384,776 2.77
Seven Up Nigeria Plc

2000 69.2 1,231,554 375,820 1.15
2001 92.3 1,253,090 397,442 1.28
2002 92.3 2,158,497 1,151,394 2.81
2003 92.3 3,233,218 1,382,204 3.37
2004 92.3 3,967,235 1,143,995 2.79
2005 92.3 4,409,059 954,296 2.33
2006 92.3 5,063,799 1,167,213 2.85
2007 92.3 6,280,352 1,219,402 2.38
2008 92.3 7,223,047 1,608,910 3.14
2009 92.3 7,984,017 1,529,674 2.98
Beune Cement Company Plc
2000 84.6 1,569,923 (528,154) 1.07
2001 92.3 227,089 (1,070,446) 2.16
2002 92.3 (1,920,318) (2,147,407) 4.33
2003 92.3 (2,646,976) (726,658) 1.46
2004 100 (3,559,436) (912,460) 1.84
2005 100 (1,354,870) 2,243,940 4.53
2006 100 8,354,898 3,105,065 1.25
2007 100 9,607,128 1,252,230 0.45
2008 100 13,751,395 4,144,267 1.32
2009 100 24,208,908 10,457,512 3.67
Nestle Nigeria Plc

2000 100 4,666,674 1,605,183 3.24
2001 100 6,764,401 2,526,238 4.78
2002 100 8,829,843 2,747,875 6.01
2003 100 11,910,016 3,170,625 7.20
2004 100 13,399,870 3,699,062 7.26
2005 100 16,875,084 3,699,062 10.04
2006 100 18,908,215 5,284,375 10.71
2007 100 21,252,320 5,441,899 8.79
2008 100 29,159,552 8,331,599 12.61
2009 100 44,250,372 9,783,578 14.81
Berger Paints Nigeria Plc

2000 92.3 397,021 19,947 10.54
2001 100 416,762 88,548 37.68
2002 100 440,430 85,941 39.50
2003 100 536,990 93,467 0.43
2004 100 557,527 82,331 37.88
2005 100 1,012,717 (506,147) (18.37)
2006 100 1,090,292 69,338 31.90
2007 100 1,214,395 116,988 0.54
2008 100 1,355,422 204,376 0.94
2009 100 1,489,502 186,852 0..86

Cutix Nigera Plc
2000 84.6 64,156 23,635 35.78
2001 92.3 72,616 18,367 27.81
2002 92.3 86,108 26,701 21.42
2003 92.3 100,154 27,256 20.63
2004 92.3 122,364 35,420 26.81
2005 92.3 152,779 43,624 33.02
2006 92.3 180,678 54,321 20.56
2007 92.3 270,666 121,691 46.06
2008 92.3 385,147 114,481 21.67
2009 92.3 400,015 78,312 14.82
Guinness Nigeria Plc
2000 100 10,681,152 3,094,570 4.37
2001 100 12,663,140 4,105,879 5.80
2002 100 14,157,810 4,149,536 5.86
2003 100 15,189,428 6,636,335 9.37
2004 100 16,908,244 7,913,503 6.71
2005 100 21,767,263 4,859,019 4.12
2006 100 25,667,544 7,440,102 6.31
2007 100 31,638,842 10,691,060 7.84
2008 100 36,862,557 11,860,880 8.04
2009 100 31,524,701 13,541,189 9.18
Total Oil Nigeria Plc

2000 100 2,857,184 1,395,472 4.70
2001 100 3,573,994 2,499,300 8.41
2002 100 4,008,510 2,514,087 8.46
2003 100 4,019,028 2,684,256 9.04
2004 100 3,742,235 2,778,904 8.18
2005 100 4,131,818 3,615,040 10.65
2006 100 5,765,754 2,516,693 7.41
2007 100 6,338,944 3,255,410 9.59
2008 100 7,268,984 4,393,162 12.94
2009 100 6,982,835 3,968,059 11.69
A. G. Leventis Nigeria Plc
2000 84.6 1,312,584 59,918 0.17
2001 84.6 1,775,020 34,310 0.04
2002 84.6 2,136,275 14,295 0,02
2003 84.6 2,554,678 93,663 0.09
2004 84.6 3,140,266 204,626 0.10
2005 84.6 3,305,861 271,043 0.12
2006 84.6 3,582,017 300,587 0.14
2007 84.6 5,802,391 541,990 0.25
2008 84.6 7,305,733 576,725 0.22
2009 84.6 7,798,435 874,973 0.33
Access Bank Nigeria Plc
2000 92.3 8,434,560 130,079 10.84
2001 92.3 8,027,957 77,743 6.40
2002 92.3 1,943,784 (55,245) (0.02)
2003 92.3 2,365,357 556,573 0.21
2004 92.3 2,702,830 637,473 0.21
2005 92.3 14,071,924 501,515 0.12
2006 92.3 28,893,886 737,149 0.07
2007 92.3 28,384,891 6,083,439 0.87
2008 92.3 171,002,026 16,056,464 1.73
2009 92.3 357,981,780 22,005,042 1.36
May & Baker Nigeria Plc
2000 100 503,702 46,558 25.7
2001 100 573,450 114,994 63.5
2002 100 614,525 41,075 0.23
2003 100 639,397 79,167 0.44
2004 100 715,146 91,139 0.50
2005 100 816,905 101,759 0.47
2006 100 2,617,346 211,470 0.30
2007 100 2,615,664 208,318 0.30
2008 100 2,753,626 417,962 0.60
2009 100 2,705,707 232,081 0.33

Chellarams Nigeria Plc
2000 76.9 923,703 25,735 0.21
2001 76.9 1,009,867 23,845 0.20
2002 76.9 1,029,440 31,305 0.26
2003 76.9 1,559,440 36,375 0.28
2004 76.9 1,811,247 118,122 0.68
2005 76.9 1,521,247 111,162 0.62
2006 76.9 2,160,912 159,457 0.44
2007 76.9 2,420,980 260,068 0.72
2008 76.9 2,729,371 192,010 0.53
2009 76.9 2,336,225 (338,927) (0.63)
Longman Nigeria Plc

2000 92.3 189,707 78,790 0.75
2001 92.3 229,319 65,862 0.63
2002 92.3 234,514 45,843 0.31
2003 92.3 249,476 32,602 0.22
2004 92.3 275,690 62,964 0.43
2005 92.3 351,433 119,843 0.82
2006 92.3 555,184 203,751 1.16
2007 92.3 761,417 276,793 1.57
2008 92.3 3,227,747 669,356 2.60
2009 92.3 3,551,508 709,486 0.92
First Bank of Nigeria Plc
2000 92.3 180,553 4,221 3.24
2001 92.3 212,901 4,676 1.96
2002 92.3 266,356 3,979 4.06
2003 92.3 320,578 10,323 3.81
2004 92.3 312,941 11,096 3.08
2005 92.3 377,496 12,184 2.69
2006 92g .3 540,129 16,053 1.56
2007 92.3 762,881 18,355 2.23
2008 92.3 1,165,461 30,473 1.45
2009 92.3 1,667,422 35,074 2.88
Uba Bank Nigeria Plc
2000 92.3 119,987 3,013 3.01
2001 92.3 187,248 1,183 0.70
2002 92.3 198,680 1,361 0.80
2003 92.3 200,995 2,989 1.17
2004 92.3 208,806 4,185 1.64
2005 92.3 248,928 4,653 2.49
2006 92.3 851,241 11,468 1.86
2007 92.3 1,102,348 19,831 2.41
2008 92.3 1,520,091 40,002 3.05
2009 92.3 1,400,879 12,889 0.60
Cadbury Nigeria Plc
2000 100 1,160,506
2001 100 3,841,515 1,594,716 1.99
2002 100 7,453,529 2,292,442 3.05
2003 100 14,529,029 2,406,009 2.40
2004 100 19,529,085 2,497,890 2.50
2005 100 30,134,826 2,196,179 2.00
2006 100 27,853,027 (4,543,104) (4.20)
2007 100 25,263,150 (464,231) (0.42)
2008 100 (2,734,527) (2,952,772) (2.68)
2009 100 13,155,696 (1,023,699) (0.69)
Evans Medical Nigeria Plc
2000 100 936,483 48,064 0.44
2001 100 984,751 60,122 0.51
2002 100 1,067,886 97,953 0.83
2003 100 1,442,643 74,641 0.21
2004 100 1,635,688 46,652 0.11
2005 100 1,649,533 14,223 0.30
2006 100 1,640,901 132,204 0.30
2007 100 1,323,882 (317,019) (0.72)
2008 100 1,667,886 93,953 0.83
2009 100 1,402,643 70,641 0.21

Julius Berger Nigeria Plc
2000 92.3 1,940,538 426,791 1.90
2001 92.3 2,303,523 486,735 2.16
2002 92.3 1,917,600 379,360 1.69
2003 92.3 2,249,837 365,987 1.63
2004 92.3 2,581,017 387,430 1.72
2005 92.3 2,997,882 626,865 2.09
2006 92.3 4,116,929 1,119,047 3.73
2007 92.3 5,610,635 1,763,706 5.88
2008 92.3 6,563,062 2,452,427 2.04
2009 92.3 7,722,184 3,259,122 2.72
Briscoe Nigeria Plc

2000 92.3 287,669 (22,112) (0.22)
2001 92.3 429,025 190,798 1.59
2002 92.3 547,443 160,418 1.34
2003 92.3 905,450 419,054 2.79
2004 92.3 1,785,118 155,445 0.77
2005 92.3 1,857,730 199,687 0.55
2006 92.3 2,389,506 531,776 1.46
2007 92.3 2,817,913 609,943 1.34
2008 92.3 3,219,010 628,017 1.11
2009 92.3 3,280,372 288,282 0.42
Vitafoam Nigeria Plc
2000 84.6 418,868 151,081 34.59
2001 84.6 501,940 257,281 0.59
2002 84.6 585,905 258,401 0.59
2003 84.6 696,864 306,859 0.47
2004 84.6 772,069 272,234 0.41
2005 84.6 785,436 111,647 0.17
2006 84.6 962,274 275,118 0.34
2007 84.6 1,401,588 439,314 0.54
2008 84.6 1,895,134 698,296 0.85
2009 84.6 2,177,772 528,338 0.65
Guaranty Trust Bank Nigeria Plc
2000 84.6 3,037,354 1,018,329 0.68
2001 84.6 3,941,048 1,503,694 1.00
2002 84.6 7,949,982 2,140,355 1.54
2003 84.6 9,661,421 3,211,439 1.28
2004 84.6 11,617,978 4,056,557 1.35
2005 92.3 33,468,036 5,330,796 1.10
2006 92.3 36,445,542 7,905,506 1.45
2007 92.3 478,363,061 13,013,146 1.63
2008 92.3 918,278,756 28,073,252 1.88
2009 92.3 1,019,911,536 23,848,061 1.28
Uac Nigeria Plc
2000 92.3 5,786,300 105,800 11.64
2001 92.3 7,783,000 1,006,500 1.11
2002 92.3 8,916,900 1,166,200 1.28
2003 92.3 11,242,600 2,184,600 2.40
2004 92.3 14,684,000 1,570,100 1.37
2005 92.3 17,741,200 1,629,900 1.27
2006 92.3 19,890,000 3,203,600 2.49
2007 92.3 20,781,500 3,058,500 2.39
2008 92.3 12,572,468 2,585,465 2.02
2009 92.3 11,900,331 1,889,016 1.48
Triple Gee & Company Nigeria Plc
2000 92.3 591,060 26,054 0.08
2001 92.3 438,904 33,635 12.85
2002 92.3 462,592 23,675 7.60
2003 92.3 481,024 18,432 0.06
2004 92.3 657,207 29,678 9.40
2005 92.3 700,726 43,524 13.80
2006 92.3 721,413 20,686 6.30
2007 92.3 730,598 52,081 15.80
2008 92.3 779,949 101,398 30.73
2009 92.3 862,776 143,272 28.94

Crusader Insurance Nigeria Plc
2000 84.6 1,037,054 40,188 0.22
2001 92.3 1,434,791 40,956 0.20
2002 92.3 2,496,637 39,546 0.13
2003 92.3 3,634,431 88,810 0.17
2004 92.3 4,671,788 180,590 0.34
2005 92.3 7,177,688 277,783 0.28
2006 92.3 10,327,142 315,057 0.32
2007 92.3 13,015,675 1,446,931 0.36
2008 92.3 7,889,576 (14,169) (0.34)
2009 92.3 9,332,004 33,729 0.44
Nigerian Aviation Handling Company Plc
2000 100 - - -
2001 100 499,643 168,977 0.56
2002 100 541,129 165,947 0.55
2003 100 584,864 190,152 0.63
2004 100 537,841 74,488 0.25
2005 100 855,569 317,728 1.06
2006 100 1,199,686 434,117 1.45
2007 100 1,699,636 589,950 0.79
2008 100 4,216,984 802,910 0.82
2009 100 4,676,818 1,001,240 1.01
Afprint Nigeria Plc
2000 92.3 3,510,685 (144,555) (0.33)
2001 100 3,837,428 (71,984) (0.13)
2002 100 4,041,943 65,633 0.12
2003 100 3,448,580 (96,222) (0.17)
2004 100 3,387,380 (618,407) (1.12)
2005 100 3,266,662 (318,239) -
2006 100 1,928,683 11,974 0.02
2007 100 1,913,591 12,849 0.02
2008 100 1,443,257 17,520 0.03
2009 100 1,543,102 (130,579) (0.02)
Royal Exchange Assurance Plc
2000 84.6 2,227,411 123,253 0.36
2001 84.6 2,650,673 153,530 0.30
2002 84.6 2,963,646 194,109 0.38
2003 84.6 4,024,041 217,138 0.25
2004 84.6 5,321,341 258,722 0.24
2005 84.6 5,418,611 133,549 0.08
2006 84.6 6,041,542 178,712 0.11
2007 84.6 15,332,786 647,142 0.19
2008 84.6 12,493,738 (932,832) (0.66)
2009 84.6 16,098,376 532,846 0.24
Source: Annual reports and accounts of Quoted firms 2000-2009& Appendix II
Table above, shows the full sample (30 firms) of the study, including the dependent variable (level of compliance) and the independent variables (total assets,
profits and earnings per share) for the 10 year period of the study (2000 – 2009). These data were collected from the annual reports and accounts of the
sampled quoted firms for the period 2000 – 2009.
3.2 RESULTS AND DISCUSSIONS

This section presents the results of the regression analysis carried out in order to determine the impact of total assets, profits and earnings per share on the
degree of compliance to the requirements of SAS 2. The interest here was to find out what happened to degree of compliance of the firms under study when
there was increase or decrease in the variables considered. In order to answer this questions the data collected on these variables shown in the tables in section
3.2 are pooled together to form a cross sectional data, which is suitable for the kind of analysis required. An alternative was to carry out a regression analysis
using the variables for individual firm. The individual analysis has two major drawbacks. The results will be based on the individual firms and consequently it will
be difficult to arrive at a general view on the impact of the variables considered on the degree of compliance of the firms. Another drawback was that the
degrees of compliance for some firms were constant for all the years, as a result no meaningful interpretation can be given to results obtained for this kind of
analysis. Now that the justification for using a cross sectional data that involves all the firms over all the years under study has being given, the results of the
regression analysis is presented in the table below:

Dependent Variable: DOC

Method: Least Squares
Date: 08/29/12 Time: 05:51
Sample(adjusted): 1101 1396
Included observations: 296 after adjusting endpoints
Variable Coefficient Std. Error t-Statistic Prob.
C 92.66393 0.424342 218.3708 0.0000
TA -2.03E-08 7.44E-09 -2.724833 0.0068
TA(-1) 2.61E-09 5.31E-09 0.491022 0.6238
PR 6.23E-07 1.65E-07 3.763920 0.0002
EPR 0.070964 0.042421 1.672850 0.0954
R-squared 0.059173 Mean dependent var 93.57466
Adjusted R-squared 0.046240 S.D. dependent var 6.193977
S.E. of regression 6.049076 Akaike info criterion 6.454436
Sum squared resid 10648.08 Schwarz criterion 6.516773
Log likelihood -950.2565 F-statistic 4.575572
Durbin-Watson stat 0.477109 Prob(F-statistic) 0.001344
Source: Regression Analysis Result using E-Views
All the three independent variables affect compliance level significantly at the 5% level of significance. Total Assets, Profits and Earnings per Share affect
Compliance Level positively. This implied that the firms tend to complied more with increase in Total assets, Profits and Earnings per Share. This result is
consistent with the prior works of Cerf, (1961); Surendra and Singhvi, (1971); Kantudu, 2005 and Hossain, (2008) which proved that there was significant
relationship between the degrees of compliance in the information disclosure in financial statements and total assets, profitability and earnings per share.
4.1 CONCLUSION AND POLICY IMPLICATIONS

The overall empirical evidence generated from the findings showed that quoted companies do comply with the requirements of the standards at different levels.
Variations have emerged in the compliance levels of companies, the myriad factors influencing disclosure, the overall fit of the model, the coefficient of
determination, the t- statistics of each independent variable, the significance or non-significance of the model. In this study, the result of the traditional
multivariate regression analysis suggests, that the listed companies with huge assets are the trendsetters in providing mandatory and voluntary disclosures while
the big audit firms are the trailblazers in ensuring that the disclosures are in accordance with accounting standards and other relevant requirements. The study
established that the ability of quoted firms to comply with Statement of Accounting Standards 2 has direct impact on their total asset, earnings per share and
respective profitability. The study recommended an effective monitoring/supervision and enforcement of the provisions of the Statement of Accounting
Standards 2, in addition to effective implementation of the penalties provided by the Act on non-compliers regardless of their status or origin. The study calls on
the appropriate authorities such as the government, professional accountancy bodies on academics to commission research and activities geared towards
developing not only accounting policies that would ensure swift compliance with Statement of Accounting Standards 2 (SAS 2), but strategies that would ensure
optimum investments that enhance net worth and profitability of firms.
CONTRIBUTION TO KNOWLEDGE
This work makes theoretical and practical contributions to the field of accounting and finance. It will enhance the quality of literature on accounting information
disclosures and the factors influencing them. This studythrows more light and adds to understanding on the corporate disclosure practices of quoted companies
in Nigeria. This investigation will facilitate the improvement of disclosure practices in Nigerian companies and also serves as bench mark for future researches on
corporate disclosures.
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APPENDIXES
APPENDIX I: CRITERIA FOR GRADING COMPLIANCE WITH THE REQUIREMENT OF SAS 2 BY QUOTED FIRMS IN NIGERIA
S/N Letter Grade Points Form General Remarks
1 A 8-10 Strongly Complied Excellent
2 B 6-7 Semi-strongly complied Good
3 C 4-5 Weakly complied Poor
4 D 0-3 Non-compliance Extremely Poor
Source: Researcher’s Design 2012
APPENDIX II: AGGREGATE AVERAGE LEVEL OF COMPLIANCE WITH SAS 2

S/N SAS 2 FLOUR MILLS OF NIG UNILEVER SEVEN UP BENUE CEMENT NESTLE NIGERIA BERGER PAINTS CUTIX PLC GUINNESS
1 r1 10 10 10 10 10 10 10 10
2 r2 10 10 10 10 10 10 10 10
3 r3 10 6 0 6 10 9 0 10
4 r4 4 10 9 4 10 10 10 10
5 r5 10 9 10 10 10 10 9 10
6 r6 10 10 10 10 10 10 10 10
7 r7 10 10 10 10 10 10 10 10
8 r8 10 10 10 10 10 10 10 10
9 r9 10 10 9 10 10 10 10 10
10 r10 10 10 10 10 10 10 10 10
11 r11 10 10 10 10 10 10 10 10
12 r12 10 10 9 9 10 10 10 10
13 r13 10 10 10 10 10 10 10 10
Total 124 125 117 119 130 129 119 130
95.4 96.2 90 91.5 100 99.2 91.5 100
S/N SAS 2 AG LEVENTIS ACCESS BANK MAY & BAKER CHELLARAMS LONGMAN PLC FIRST BANK BRISCOE
1 r1 10 10 10 10 10 10 10
2 r2 10 10 10 10 10 10 10
3 r3 10 0 10 0 10 10 0
4 r4 0 10 10 0 10 10 10
5 r5 0 10 10 0 0 0 10
6 r6 10 10 10 10 10 10 10
7 r7 10 10 10 10 10 10 10
8 r8 10 10 10 10 10 10 10
9 r9 10 10 10 10 10 10 10
10 r10 10 10 10 10 10 10 10
11 r11 10 10 10 10 10 10 10
12 r12 10 10 10 10 10 10 10
13 r13 10 10 10 10 10 10 10
Total 110 120 130 100 120 120 120
84.6 92.3 100 100 92.3 92.3 92.3

S/N SAS 2 GUARANTY TRUST BANK UAC PLC TRIPPLE GEE TOTAL NIGERIA PLC VITAFOAM AFPRINT PLC CRUSADER INSURANCE NAHC
1 r1 10 10 10 10 10 10 10 10
2 r2 10 10 10 10 10 10 10 10
3 r3 5 10 10 10 10 10 0 10
4 r4 10 0 10 10 0 10 10 10
5 r5 0 10 0 10 0 0 0 10
6 r6 10 10 10 10 10 10 10 10
7 r7 10 10 10 10 10 10 10 10
8 r8 10 10 10 10 10 10 10 10
9 r9 10 10 10 10 10 10 10 10
10 r10 10 10 10 10 10 10 10 10
11 r11 10 10 10 10 10 10 10 10
12 r12 10 10 10 10 10 10 10 10
13 r13 10 10 10 10 10 10 10 10
Total 115 120 120 130 110 120 110 130
88.5 92.3 92.3 100 84.6 92.3 84.6 100
Source: Computed from Annual Reports & Accounts of Quoted Firms 2000-2009

FERTILITY DECISIONS OF HOUSEHOLDS IN RESPONSE TO ENVIRONMENTAL GOODS SCARCITY: THE CASE
OF SEKOTA DISTRICT, WAG HIMRA ADMINISTRATE ZONE OF THE AMHARA REGION, ETHIOPIA
ZEWDU BERHANIE
HEAD
DEPARTMENT OF RURAL DEVELOPMENT
COLLEGE OF AGRICULTURE AND ENVIRONMENTAL SCIENCES BAHIR DAR UNIVERSIY
BAHIR DAR
ABSTRACT
The current population boom unparalleled in human history is largely concentrated in developing countries. Population growth rate, particularly, high fertility
rate in these countries is perhaps related to unacceptable risk of child death, extreme poverty related to the deterioration of natural resource base like potable
water, fodder and fuel wood. In many empirical studies, population increase is considered as one of the most important factors contributing to environmental
degradation. However, the reverse effect has not been well documented. Therefore, the general objective of this study is to analyze the relationship between the
levels of environmental goods scarcity and fertility decisions of households. Both primary and secondary data sources were used for this purpose. The data were
analyzed using the Tobit model. It was found that fuel wood and water scarcity, part of environmental good scarcity, affect fertility negatively. Another variable,
which is also related to environmental good scarcity, was risk of child mortality rate that affect fertility positively. In addition to these factors other than
environmental goods that affect fertility were household calorie intake per capita, women age category, and education of women. As far as the responsiveness of
these factors concerned, it was found that fuel wood scarcity is the majour determinant of fertility decisions of households in absolute value followed by
household calorie intake per capita. Water scarcity, rate of child mortality risk, women age category, and women's education were the third, fourth, fifth and
sixth determinants of the fertility decisions of households in absolute value, respectively.
KEYWORDS
Fertility, environmental good scarcity, child mortality, demand for children, tobit.
1. INTRODUCTION
T
he current population boom unparalleled in human history is largely concentrated in developing countries. These countries account for more than 95%
of the total increment of world population. The key element behind the change in population of these countries where the growth is so rapid, is the level
and patterns of fertility
Population growth rate, particularly, high fertility rate in these countries is perhaps related to unacceptable risk of child death, and extreme poverty related to
the deterioration of natural resource base like potable water, fodder and fuel wood. That is, if the natural resources and customary ownership common property
for the society are deteriorated, it calls for high fertility rates related to child labour.
Bromley and Cernea (1999) argued that even in a situation of common property ownership, increase in the demand for common property resources through
population growth may lead to unrestricted access to these resources. The foregoing situation will result the deterioration or undermine the institutional
arrangements. As a result, the traditional uncontrolled and free ridings of the natural resources results in sever degradation.
In addition, labor productivity is low in the region in general and in the study area in particular not only because capital is scarce, but also the environmental
resources are scarce too. As a result, each household needs many hands, and the overall usefulness of each additional hand increases with declining resource
availability. When environmental goods are scarce, households will have to spend more time collecting these products, which significantly increase the work
burden of women and children.
The major concern for this framework is related to the importance of children as resource collectors and decisions related to the risk associated to high child and
infant mortality. In poor countries children are useful as income earning assets. Poor countries are for most part biomass based subsistence economies.
Households in environmental degraded areas, particularly in low-income countries and rural areas do not have access to the source of domestic energy and
water on tap (Desgupta, 1992). This means that the relative prices of alternative sources of energy and water faced by rural households are often prohibitively
expensive. This provides a link between high fertility and degradation of the environmental resource base of the rural community.
According to Aggarwal et al (2001), resource scarcity is likely to affect fertility on two pathways. The first pathway is through the effect of resource degradation
on the production of child quality and the second is through its effect on the production of aggregate good. With the first effect alone, an increase in resource
scarcity can be viewed as increasing the price of child quality, hence leading to a fall in demand for child quality. The fall in child quality would lead to an increase
/or decrease/ in the demand for children depending on whether quantity and quality are perceived as substitutes (complements) in preferences. In the second
effect, an increase in resource scarcity leads to a fall in the production of the aggregate food and a fall in marginal productivity of adults and children.
Nerlove (1993) also argues that environment is assumed to affect fertility decisions through its effect on survival probability of birth and/or the ability of
surviving children to support their parents. If parents’ utility depends only on the number of survival children and is concave function of that number, and there
are no ex-ante costs of childbirth, the utility maximizing birth can be shown to be a decreasing function of the probability that a birth will survive.
Nerlove (1993) also suggested another interesting pathway through which resource degradation may affect fertility. He pointed out that those children in less
developed countries have a comparative advantage, relative to adults, in animal husbandry as opposed to crop production. Since poorer quality environments
have a large component of livestock production than crop production, this leads to a higher demand for children. Some form of resource degradation may also
exert a significant positive influence on mortality risk (for instance, in the form of greater incidence of water born disease due to the supply of deteriorate
quality of drinking water). Increasing mortality risk is, in turn, likely to affect fertility rates, though the sign of this effect is generally regarded as being
ambiguous.
Given the multiple pathways, the effect of resource degradation on fertility is quite complex. Nerlove (1991) argues that positive relation between resource
degradation and fertility rates is more likely to be observed at low level of resource degradation. According to Nerlove, with continued deterioration of the
resource base, this relationship must eventually turn from positive to negative. This could be due to a number of reasons. In highly degraded environments, the
perceived costs of raising children may exceed the benefits they provide as producer of goods. Also at high level of resource degradation death rates may raise
sharply but fertility rate may not continue to rise as there is an upper limit on the number of children a woman can have. This suggests that the relationship
between resource degradation and fertility is likely to differ across regions and also within the same region in its different stage of development. This makes it an
interesting empirical issue.
Filmers and Prithet (1996) and Desgupta (1992) also argue that greater environmental degradation could lead to increase in population growth if increased
scarcity of environment resources goods leads to a higher relative value of children. This is possible if the comparative advantage of having children, as
household producers, in the acquisition of environment resources for the family does not incur the full cost (for example, collection of fuel wood, fetching water,
or grazing of livestock from an open access land). This would be possible if the increase in relative value of children in face of increased scarcity of environmental
goods could out weigh the increase in productivity effects from privately owned resources and lead to a higher demand for children.

According to Filmer and Prithet (1996) and Muller and Cohn (1977), it is possible that at stages of low population density initial increases in population density
will lead to greater demand for children. This population demand in turn accelerates environmental degradation and raises the scarcity value of the open access
resources. As long as the resources remain open access this will (or empirically may) lead to the increase in the demand for children. Once an environment is
privatized, the negative externality disappears and is internalized by the household. From that point on, households respond to further deterioration in
availability by reducing their demand for children.
Exploring part of the vicious circle, the link between population growth and the environment, has emerged as an important area of research in recent years
(Aggarwal et al, 2001). The focus of most of this research has been on the impact that an exogenously given increase in population would have on the
environment. However, the situation could also be analyzed from the opposite angle, the impact of environmental degradation on the demand for children, in
turn population growth. Therefore, the main aim of this study is to analyze the effect of environmental good scarcity on the demand for children by families.
As indicated by many empirical studies, population pressure is considered as one of the most important factors contributing to environmental degradation.
However, whether environmental degradation has effect on population pressure has not well documented. Besides, the relationship between socioeconomic
factors and fertility decisions of households are complex in developing countries. The results are not always consistent across populations in terms of the
strength and the direction of the effects of these factors on fertility (Farooq and DeGraff, 1988). This underscores the importance of conducting a case study in
line with available theoretical and empirical knowledge while taking account of the local situation. Consequently, this study is intended to analyze the socio
economic factors and environmental resource scarcity on households' fertility decisions.
OBJECTIVES OF THE STUDY

The general objective of this study is to analyze the relationship between the levels of environmental goods scarcity and demand for children by households. The
specific objective is to determine the effect of environmental goods scarcity and other socio-economics factors on the fertility decisions of farm households.
2. METHODOLOGY OF THE STUDY

2.1 THE STUDY AREA
Sekota is located between 120 231 and 130 161 north longitudes and 380 441 and 390 210 east latitudes. It extends for about 98 km in the north south direction and
67 km in the east west direction. It has compact shape and an area of 3058 km2 (SERA, 2001). The district is located in the eastern part of Wag Himra
Administrative Zone (WHAZ) of the Amhara National Regional State (ANRS). WHAZ, which is one of the 11 administrative zones in ANRS, represents the Agew
ethnic group and comprises of three districts: Sekota, Dehana & Zequala. Sekota shares borders with Ziquala district in the west, Dahna district in the south and
southwest, Tigray National Regional State in the north and east, North Wello Zone in the south. Sekota town, the capital of the zone, is 795 km north of Addis
Ababa and 540 km northeast of the regional state capital, Bahir Dar. The area is characterized by Sub moist major agro ecological zone with SM2 (tepid to cool
sub moist mid highland) and SM1 (hot to warm sub moist lowland).
The results of the 1994 population and housing census also shows the total population of Sekota was 130,229 in the year 1994 and projected to reach 167,504 in
the year 2005. As far as the rural population of the district is concerned it is projected to reach 153, 539 in the year 2005 (BOPaED, 2004). According to this
projection it is expected that about 92 % of the population lives in rural areas. The density of the rural population is 50 people per km2.
It is expected that the rural national average as well as the regional average of population density is higher than the rural district of Sekota. But it does not mean
the rural district has no population pressure relative to the national and the regional average. Because the land escape and soil in the area is not much suitable
for agriculture, the already existing population is more than the caring capacity. When we see the topography, quarter of the district has a slope less than 2 %
while 37 % of the district has a slope more than 30 %. Areas that lie on these groups are not suitable for agriculture (SERA, 2001).
The people in Sekota district are suffering from continuous food, fuel wood, water, and grazing land shortage. The topography of the district is characterized by
rugged and a chain of mountain terrains most of which is covered by patchy grasses during the small rainy season. For the remaining season the terrain has
been covered by bare rock. The forest and bush cover of the area is concentrated in specific areas most of which are communally owned or are the property of
the church.
For all households, firewood is the most important source of energy for cooking followed by dung. The depletion of firewood has currently led to the extraction
of former vegetation cover. The area has virtually been stripped of vegetation and shortage of grazing and fuel wood scarcity is ever increasing. In spite of the
effort of extension program to popularize tree planting and encourage establishment and proper management of farm wood lots it has registered little success.
The study undertaken by SERA (2001) indicated that shortage of grazing is the widest spread as reported by 75% of the households in the study. All grazing areas
belong to the PAs and all households are using it as communal grazing grounds. These unregulated communal grazing plots have a character of open access
property regime, which resulted in over exploitation, and degradation of the pasture.
As far as the infrastructure of the area is concerned, road network and public transportation system is extremely under developed. The electric power and
telecommunication network is concentrated only in the district capital, Sekota town. In the whole district, the scarcity of potable water is a common
phenomenon including the capital town.
Crop production in the area is not a promising enterprise due to shortage of farmland, depletion of soil fertility, and moisture stress. However the area is known
from its high small ruminant and poultry population even if one of the food insecure district in the region as well as in the nation.
2.2 TYPES OF DATA AND METHODS OF DATA COLLECTION
The study was conducted in three PAs in Sekota district of the ANRS. The sampling units were wives and husbands of the household members. A two-stage
cluster sampling procedure was adopted to select three PAs, namely Zarota, Addis Alem and Maheber Selassie. In the first stage, the whole rural area was
categorized in to three clusters based on the level of environmental goods scarcity and availability. This was done based on the information from key informants
and secondary data. From the categorized three clusters one PA was randomly selected for each. A peasant association provided the sampling frame of
households having wives in the age interval of 15-49 years old, while respondents were selected randomly. In Zarota, Addis Alem and Mahebere Selassie PA’s 32,
46 and 44 households were selected for formal survey, respectively.
In this study, households were selected on the condition that the men and women live under one roof and that the age of women is in the range of 15-49 years.
The households having women in the specified ages should not to be windowed and/or remarried. So the sampling unit is men and women satisfying
aforementioned criteria and the sampling frame are households satisfied the criteria. The data made available for this study in different clusters were
aggregated and analyzed to the household levels. Some parameters were used to characterize the demographic features as well as the environmental goods
scarcity level differences among the clusters.
The data used for this study were obtained both from primary and secondary sources. Primary data were collected through structured questionnaire. This was
conducted in two stages. First, a preliminary survey was conducted to obtain general information about the PAs such as the level of environmental good
availability and scarcity, population distribution pattern and agricultural system of the area. During the preliminary survey, lists of relevant guidelines were used
and guided discussions were held with respondents. The result of this survey was used to develop workable hypothesis and structure questionnaire for the
formal survey. Moreover, the result of the preliminary survey provides a general background of the study area regarding to environmental goods scarcity and
fertility decisions of the households.
Following the preliminary survey, structured questionnaire was developed for the formal survey. The developed survey questionnaire was administered in pilot
survey using trained enumerators. This helps to pre-test the survey instrument, identify any shortcoming and make modification in some question before the
actual data collection. The second stage was the basic data collection, which includes demographic characteristics, income and assets, environmental goods
scarcity, and the observed mortality and fertility of the households. Secondary data were obtained from reports and other official documents.

2.3 THEORETICAL FRAMEWORK
To develop a model for demand for children by households, it is assumed that children are demanded both for the consumption they provide as well as their
contribution to household production (Schultz, 1981; Desgupta1993; Aggarwal et al., 2000). That is, the household’s demand for children can be categorized in
to consumer demand and producer demand. So we can postulate that the household maximizes a long run concave utility (U) derived from the number of
children (N), child quality (q), and final un-traded consumption good (z). Following Aggarwal et al (2001); and Schultz (1981), the mathematical model for
demand for children is given as follows.
U=U (N, q, z) Ui >0 for i= 1, 2, 3 (1)
Where Ui is the the marginal utility .
This utility function is maximized subject to the production function for number of children (N), child quality (q), final un-traded consumption commodities (z),
time constraint for women (T), men (M) and children (t), and a full income constraint. For simplicity it is assumed that child bearing is a women’s activity (which
is a common phenomenon in Ethiopia); the non-separable households are subsistence farmers, and production of the number of children is a function of a fixed
input technology of women’s time (TN) and purchased good (xN) required in the bearing of each child.
The child quality model denotes the health and nutritional status of the child. Thus, higher levels of child quality also imply higher chance of survival. Households
may take care about child quality because it gives higher consumer and producer demand for the households. It is assumed that quality per child is constant
across siblings and it is a function of the inputs of women’s time to keep the quality of the child (Tq), purchased good to keep the quality of the child (zq), and
measure of the state of resource scarcity (s).
q=q (Tq, xq, s), q1 > 0, q2 > 0, q3 <0 (2)
Where q1 , q2 , q3 are marginal values for Tq, xq and s, respectively.
Note that, in the above formulation, child quality is assumed to be a decreasing function of s. This is consistent with the growth evidence that, resource
degradation exerts a negative influence on child health. Finally the production of the final un-traded consumption commodities, z, is given as
z= z (Tz, tz, xz, Hz, s) z1 > 0, z2 > 0, z3 > 0, z4 > 0 z5 <0 (3)
Where Tz is women’s time input in the prodution of z, tz is children time input in the production of z, xz is purchased good in the production of z and Mz is men’s
time input in the production of z. z can be thought as final un-traded consumption commodities that are valued by the households. Among these consumption
goods is cooked food, which requires raw food, fuel, water, labor as inputs. Given this interpretation, it seems reasonable to include s as inputs in the production
of z. It is assumed that a more degraded environment leads to a lower z and lower marginal products of other inputs (zi5 < 0, for i= 1, 2, 3, 4). Also note that
children contribute to the production of this aggregate good. Therefore they are demanded not only as consumption good but also a productive asset.
Women’s allocate their total time (T) between the following activities: Child bearing (TN), investing in child quality (Tq), in the production of final un-traded
consumption commodities (Tz) and working in the labor market (TL)
T = NTN + NTq + Tz + TL (4)
It is also assumed that children allocate their total time (t) to production of final un-traded consumption commodities. Note that the productivity of children
depends on their quality. So, in the quality units children’s time constraint is given as
tz =Nqt (5)
Men allocate their total time (M) in the production of final un-traded consumption commodities (Mz) and working in the labor market (ML).
M= Mz + ML (6)
The full income budget constraint is given as
p (Nxq + xz + NxN ) = ww TL + whML + V (7)
Where p is price of purchased goods, ww , and wM are the wage rate for women’s and mens; and V is non human wealth of the households.
Maximizing (1) subject to (3)-(7), or maximize (8), with respect to the decision variables, number of children the households desire to have (N), mothers time
allocation for child quality (Tq), and amount of goods purchased for child quality (xq) and decision of mother working in the labor market (TL), gives equation (9)-
(12), respectively.
Equation 1 can be written as
  
  W W 
U = U (N, q (Tq, xq, s), z (T - N TN − N T q − T L). Nqt. S)
W M V
. TL + .M L + − N. X q − N X N . M − M z , (8)
  p p p

  
U1- U3z1 (TN+Tq) + U3z2qt –U3z3 (xq + xN) =0 (9)
U2q1 –U3z1N+ U3z2Ntq1 =0 (10)
U2q2 –U3z3 N+ U3z2Ntq2 =0 (11)
U2q1 –U3z3ww/p - U3z1 =0 (12)
Manipulating equation (10)-(12) yields
z1/z3 = q1/ q2=ww /p (13)
This is the standard condition that the marginal rate of substitution between time and market inputs in the production of final un-traded consumption good, z,
and the production of child quality, q, is equal to the ratio of their opportunity costs (ww/p)
Equation (9) can be written as
U1 + U3z2qt = U3z1 (TN+Tq) + U3z3 (xq + xN) (14)
The left hand side of this equation represents the marginal benefits from the dual function of children as pure consumption good and as producers’ goods. The
right hand side represents the marginal cost of children in terms of the foregone consumption of mother’s time and market goods that are used up in the
bearing of an additional child and investing in child quality.
The system of equation (9) – (12) can be solved to get the reduced form equation which express the various endogenous variables in the system (N, q, z, xN, xq,
xz, TN, Tq, Tz, TL, tz, HL, Hz, as a function of the exogenous variables (s, ww, p, V). The key equation of interest here is the reduced form equation for the demand for
children given as
N*=N*(s, ww, p, v) (15)
Where- N* is the derived number of children
2.4 ECONOMETRICS MODEL
Qualitative response models are numerous that are applied in different situations. What they have in common is that they are models in which the dependent
variables have a discrete out comes, such as ‘yes’ or ‘no’ decision, so that conventional regression methods are inappropriate for analyzing this type of data. A
conventional regression method also fails to account for the qualitative difference between limit (zero observation) and non-limit (continuous) observation
(Maddala, 1997).
In addition, the discrete out comes may have also censoring of values in certain ranges. A very common problem in microeconomic data is censoring of the
dependent variable. When the dependent variable is censored, values in a certain range are all transformed to (or reported as) a single value. A conventional
regression method is biased towards the censored value, in our case is, zero. For many studies a dependent variable that has a significant fraction of zero or
some constant values of observations have used Tobit model (Green, 2000).

The major reason to use the Tobit model in this study was due to 22.1% and 16.4% of the sample households have zero birth of child in the five years and ten
years, respectively. The actual time for year’s gap, five and ten were used as a dependent variable for comparison. The last analysis of the Tobit model was
children ever born before ten years to estimate fertility.
When data are censored, the distribution that applied to the sample data is a mixture of discrete and continuous distributions. To analyze the distribution of
observed variable, y , we can transform y to the latent variable, y * , by
y i * = β ' xi + ε i ,
Where Y = 0 if y* ≤ 0
Y = y* if y* > 0
Where, y is observed variable and y* latent variable or unobserved.
-µ µ
The distribution of observed variable has two categories, that is, if Prob(y = 0) = prob(y* ≤ 0) = Φ  = 1 − Φ  , if y* > 0 then y has
σ  σ 
the density of y*, and y* ~ N ( µ , σ 2) . So the general formulation is given by
yi* = β ' xi + ε i ,
yi = 0 if yi* < 0 (16)
yi = yi * if yi* > 0
Where: yi * _ K × 1 vector of latent dependent variable, in this case desire to give birth;
β _ K × 1 vector of unknown parameters;
x i _ K × 1 vector of explanatory variables;

yi _ the vector of observed dependent variable (observed fertility);
ε i _ Residuals that are independently and normally distributed, with mean zero and common variance σ . 2
For an observation randomly drawn from a population which may or may not be censored the conditional mean of yi is
β ' xi
E ( yi xi ) = Φ( )( β ' x i + σ λ i ) (17)
σ
φ (β ' xi σ )
Where λi = and φ and Φ are probability density function (PDF) and cumulative density function (CDF) of the standard normal,
Φ(β ' xi σ )
respectively.
To calculate the conditional mean of equation (17) there is a need to know the parameters β and σ 2 . So the task here is to estimate β and σ 2 on the basis
of N observations on x i and yi . For their estimation the usual log likelihood was followed. The likelihood function of the Tobit model is
L = ∏ [1−Φ (β ' xi )] + ∏
2
1 −( 1 ) ( y i − β ' xi )
1
e 2σ 2 (18)
1 ( 2π 2 ) 2
0 σ
Where the first product is over the N0 observations for which Yi=0 and the second product is over the N1 observations for which Yi>0
  1 2
− ∑ 1 2( yi −β ' xi )
 
LogL = ∑ ( 1−Φ β ' xi   ) + ∑ log
    1 2σ (19)
0  1 ( 2π σ 2) 2 1

The summation ∑
0
is over the No observations for which yi = 0 and the second summation is over the N1 observations for which yi > 0 . By taking
the first derivatives of log L with respect β and σ , we can estimate the parameters β and σ.
To determine the elasticity of the significant variables (determinants of fertility), the formula for derivatives was used. In this part of analysis the exogenous
variables, which had only significant effect on the demand for children was considered. For marginal effect of the explanatory variables, the following equation
was used.
y = β xi + ε
*
y=a
'
In censoring regression model with latent regression and observed dependent variable if
y ≤ a, y = b if y ≥ b, and y = y otherwise, where a and b are constants, let F (ε ) and f (ε )

* * *
denotes CDF and PDF of ε . Assuming that ε is
a continuous random variable with mean 0 and variance σ , and f (ε x ) = f (ε ) = 0 then

2
∂ E (y x )
∂x
i
[*
= β × prob a < y < b ] (20)
Note that this general result includes the censoring in either or both tails of the distribution and it does not assume that ε is normally distributed. For the
standard case with censoring at zero and normally distributed disturbances, the result specifies to
∂E ( y x ) (β ' x )
i i i
= βΦ (21)
∂x σ
i

The above marginal effect of the change in x has the following decomposition
∂E ( y x ) ∂E ( y , > 0)
i i i xi y i
= prob ( y > 0 )
∂x i ∂x
i i
(22)
prob ( y > 0 )
i
+ E ( y x , y > 0)
i i i ∂x
i
Thus a change in xi has two effects; it affects the conditional mean of yi * in the positive part of the distribution and it affects the probability that the
observation will fall in the part of the distribution.
2.5 HYPOTHESIS (VARIABLES EXPECTED TO AFFECT FERTILITY)
In the estimation of fertility we used the number of ever born children in the last ten years (NEBCTY) and the number of ever born children in last five years
(NEBCFY) per women in the sample.
In theoretical part of this study (Equation 15), we have seen that the demand for children is a function of the women's wage rate, price of different commodities,
households' nonhuman wealth and the state of the environment. The task here is to identify the proxy variables of the above factors from the survey data.
Education of women (EDWF): - Education of woman is a dummy variable that takes one if she is literate, and zero otherwise. Almost all the sample rural
households do not participate in formal labor market and so wage rate data are not available for most women. It is a common practice to use complete years of
schooling as a proxy for women’s wages (Aggarwal et al, 2001; Schultz, 1981). However, women’s education may also have several independent effects on
fertility other than as a proxy of wages. Female education often delays the age at marriage. It may also alter preferences. In particular, it may lead mothers to
place higher value on the education of their children and thus induce a shift from quantity to quality of children. Female education is also commonly found to be
associated with higher probabilities of child survival. This may reduce fertility in so far as fewer births are required to meet a desired family size. Education may
also increase the ability to effectively use family planning services. All of these channels imply a negative relation between fertility and women’s education.
Therefore, it is expected that this variable is negatively related to the rate of fertility.
Price of fodder (PRCFOD): -This variable reflecting the status of availability of animal feed, and is used as a proxy for the scarcity of natural resource, natural
pasture. Environmental good scarcities increase the value of children to parents and will result in higher rate of fertility. However, according to Farina et al
(2001); and Nerlove (1993) frequent drought and environmental resource degradation and food scarcity are often recognized as factors reducing impact of
fertility in less developing countries. Price of fodder, as a proxy for pasture scarcity, is an alternative measures of others pasture scarcity. These are distance to
pasture area, amount of bundle of fodder collected per pulses and cereals produced and amount of bundle of fodder used per livestock holding. Among the
possible alternative measurements of scarcity of natural pasture, price of fodder is selected due to the exogenous nature of the variable. Where as, the other
possible alternatives are functions of households' decisions; therefore, they are endogenous from the theoretical background. As a proxy for pasture scarcity,
price of fodder is expected positively relate to fertility decisions.
Distance to drinking water sources (DISTWTR): -Distance to drinking water sources can be used as proxy for water resource scarcity. For the scarcity of
environmental goods, which are under communal ownership, distance is not the only indicator of the scarcity of the good. Rather, it is the weighted sum of the
distance traveled to the source and the time required to collect or fetch. The later factor is a function of population density and the concentration of the good
per unit area. According to the results of the preliminary survey, however, the density of the population per unit of the resource and/ or the concentration of
drinking water per unit area is homogeneous in the rural Sekota. Therefore, only distance of this resource is used as proxy for scarcity of the good. As a proxy for
a natural resource scarcity, distance to drinking water sources is also expected positively relate to fertility rate or demand for children (Aggarwal et al. 2000).
Time required collecting a bundle of firewood (TMFRWOOD): - Scarcity of fuel wood can be proxied by time required to collect a bundle of firewood (Filmers and
Prithet, 1996). As the scarcity of this fuel wood increase, the time required to collect per bundle increases. The time spent in collecting firewood is an indicator
of resource scarcity and, therefore, is expected positively relate to fertility rate.
Mortality of children (PNCED): - The state of the environments also affects child quality, and hence, indirectly, the demand for children. To measure child quality,
Aggarwal et al (2000) believe the use of anthropometrical data on the height and weight of children or their nutritional intakes are most appropriate. Schultz
(1981); Farooq, and DeGraff (1988) believe the use of athletics performance, school age and IQ standards are most appropriate. However, all these variables
need sufficient time and resource to measure and collect; and it was difficult to do so in this study. Therefore, child mortality rate was used as a proxy for quality
of children.
The effect of mortality risk on fertility depends, amongst other things, on the curvature of the utility function, the perceived risk of mortality and the cost of an
additional child (Schultz, 1981; Aggarwal et al. 2000). It was hypothesized that the risk of child mortality rate is positively related to fertility rate, in which
demand for children is price inelastic. On the other hand it is negatively related to fertility when demand for children is price elastic. The demand elasticity of
children depends on the type of utility they provide to households. If children were sought by parents only as a household financial investment, for their supply
of labor and as a future means of assuring parental old age support, the demand for children could be quite elastic with respect to the changes in cost of the
survivor (Schultz, 1981). On the other hand, if households consider children only as consumption good, the demand for children could be inelastic with respect
to changes in cost of survivor. Therefore, it is difficult to hypothesize the direction of risk of child mortality rate effects on demand for children.
Age of women (AGEWIFE): - As the age of women increase the demand for children may increase or decrease depending on different situations. First an increase
of age may result in increase in demand for children for old age security, and at the same time decrease the demand for children presumably due to couples
adopt one or another method of birth control toward end of their child bearing year. It is believed that at on set of marriage households will not respond to
control their fertility. So it is difficult to hypothesize the effect of age of wife on the demand for children a priori.
Distance to health services (DISTHEAL): This variable is also expected to have impact on the demand for children through better access to modern contraceptive
and family planning. So it is hypothesized that access to family planning/ health organization is negatively related to demand for children (Filmers and Prithet,
1996).
Household calorie intake per adult (CALPCAP): -Among the very poor, increase in income reduces malnutrition and disease, and thus improve the ability of
women to bear children. After threshold level of income is reached, fairly early, any further increases in income are expected to lead to fertility decline (Farina et
al, 2001). It is hypothesized that as this ratio increases the households tend to increase demand for children. We expect that increase in income of households
proxy by the household calorie intake per adult, is positively related to the demand for children (Schultz, 1981).
3. RESULTS AND DISCUSSION

3.1 ESTIMATION PROCEDURE
In the theoretical model, resource scarcity affects demand for children in two principal channels. It directly affects the productivity of children as resource
collectors (equation 3). Resource scarcity also affects child quality (equation (2), and hence, indirectly, the demand for children. To measure child quality, the use
of anthropometrical data on the height and weight of children or their nutritional intake are most appropriate. It is also believed that the use of athletics
performance, school age and IQ standards are most appropriate.
However data on the above are almost non-existence except school age. School age cannot appropriately measure the quality of children given highly subsidized
on the education of children of the nation at large. In addition almost all of the schools of Sekota district are beneficiaries on school feeding program. So as an
alternative, data on child mortality rate was used as proxy for child quality.

Under the assumption that households’ preferences have rigid target of a minimum number of survivors at a certain age of their life cycle (as old age security or
otherwise), parents seek only survivor child. So the mortality effect determines fertility by changing the potential biological supply of births to parents and by
changing their behavioral demand for children. Factors operating on the supply side include primarily biological process and it is stochastic effects that are not
associated with the preferences of a couple (Schultz, 1981). Where as factors affecting demand include couples preferences on the number of children given the
probability of deaths of children in their life. That is hoarding, ex-ante response to expected mortality, and replacement, ex-post response to experienced
mortality. It is useful to draw the distinction between the demand for surviving children and the demand for births. In this study we emphasized on the demand
for births given a goal of surviving children. Households’ preferred level of fertility responds to variation in experienced and expected child mortality. So the
objective of the study is to identify determinants of fertility decisions of households (demand for births) given the expected and experienced child mortality rate;
the availability and scarcity of environmental goods and other socio economic factors.
Given the potential endogenous of child mortality on household fertility decisions, the Haussian test of endogenous was checked. The result showed that the
null hypothesis of probability limit of d (bIV –bLS) = 0 (where bIV is the estimates of the parameter coefficient using instrumental variable method and bLS is the
estimates of the parameter coefficient using least square method) was rejected using the Wald statistics. As a result, the instrumental variable method was used
to estimate the fertility equation. A set of variables such as age of wife, education of women, livestock holding, private owned land area, distance of health
center, cleanness of water dummy, calorie intake per adult equivalent and education of men have been identified to influence mortality. The predicted value of
child mortality regressed on explanatory variables, which had no impact on fertility but had significant effect on mortality, has been used as one explanatory
variable to estimate fertility. Hence, only the structural form of fertility estimation is presented.
In the theoretical model, it is also shown that number of children demanded (equation 15) is a function of non-human wealth. However, in our sampled
household data it was not possible to accurately identify the different sources of nonhuman wealth. It can be proxy by household calorie intake per household
calorie requirements, livestock holding and total area cultivatedThese explanatory variables have some correlation in each other from theoretical background.
Therefore, using these variables simultaneously as a proxy for non-human wealth may create multicolinearity. From these alternative proxies for non-human
wealth, household calorie intake per capita requirement was used for its comprehensiveness. However, this variable is not exogenous to household fertility
decisions from the theoretical background. Parents may decide to increase their consumption foregone of bearing child and vise versa. So it is necessary to test
the exogenous of these variables in the Tobit model. It was found that the exogenous of household expenditure was rejected using the Haussian test of the Wald
statistics.
Therefore, to get unbiased and consistent estimator, the predicted household calorie intake per requirement was used as an explanatory variable of the usual
instrumental variable techniques. Therefore in the estimation of fertility the structural form of the regression was used.
TABLE 1: REGRESSION OF HOUSEHOLD CALORIE INTAKE IN PULSES AND CEREAL EQUIVALENTS PER HOUSEHOLD REQUIREMENTS
Variable Coefficient Standard Error t-ratio Mean of X
Constant 0.62*** 0.20 3.098
Age of husband -0.76E-02* 0.41E-02 -1.84 40.62
Education of husband dummy=1 if literate -0.11E-01 0.66E-01 -0.16 0.37
Private area cultivated in ha 0.21E-01 0.13E-01 1.570 5.00
Share crop in area cultivated in ha 0.23E-01** 0.81E-02 2.847 3.35
Adults per total household number 0.56*** 0.19 2.917 0.44
Dummy of PA=1 if Zarota 0.39*** 0.78E-01 5.06 0.26
Dummy of PA=1 if Maheber Selassie -0.82E-01 0.74E-01 -1.108 0.36
Adjusted R-squared 0.28885***
Number of Observations 122
The predicted household calorie intake per requirement was highly significant and some explanatory variables used in the prediction of this variable were found
significant. So the predicted value of the variable was well explained by the explanatory variables.
In this study, the observed fertility was used to measure the desired family size. Observed fertility is a result of the interaction between demand and supply of
children. However, there is insufficient information to separately identify demand and supply factors. Hence the model of observed fertility that we estimated
includes both demand and supply factors (Aggarwal et al. 2000). So it is important to regress the observed fertility of different woman’s age groups separately to
avoid the supply bias of the fertility decisions of households. However, due to the smallness of the sample households, dividing into different women’s age
groups will result in inefficient log likelihood estimates (Maddala, 1997; and Green, 2000). So, to avoid the supply side bias and to have large sample size,
women’s age group dummies were included as an explanatory variable rather than simply women's age.
In estimation of fertility decisions of households in response to environmental goods, different levels and criteria of environmental good scarcity measurements
are hypothesized. These are distance travel to sources of water for drinking water scarcity, time required to collect a bundle of firewood for scarcity of fuel wood
and price of a bundle of fodder for scarcity of natural pasture. A potential problem with the measurement of these resource scarcities was that do not capture
the inter-seasonal variation in resource availability in a given community. This is due to, for example, water and wood for domestic use cannot generally be
stored over an extended period. However, the collection of fodder has no problem on this regard. Therefore the measure of resource scarcity concerning fuel
wood and drinking water in our data did not reflect seasonal variation of the goods that the community faces. The data collected for the specific period, amount
of bundle of firewood collected within a week for example, does not take in to account the season’s variation. However, it is plausible to assume that the
scarcity of these resources vary within seasons uniformly among individuals within a cluster and/ or among clusters. So there is no significant difference in taking
either the annual season averages or specific seasons or days of a year.
Another important problem with this measurement was an exogenously given level of stress posed by the local environment and the households’ response to
this stress. Thus, for instance, due to scarcity of the pasture for the specific season of the year, households may use different areas for the sources of this natural
pasture, as a result they may respond different distance of pasture but facing the same level of scarcity of the good. Another example, it is possible for two
households who face the same level of exogenous scarcity of water and firewood, to report different time requirement per trip to fetch water or to collect the
same bundle of firewood.
The proxy for pasture scarcity, price of fodder, however has no problem regarding to endogenous to households decisions. As far as the scarcity of fuel wood
and drinking water are concerned, which have proxy by time require to collect firewood and to fetch water respectively have an endogenous problem. A
theoretical better alternative would be to eliminate the resource scarcity variable of the household level effect and isolate a cluster specific measure of scarcity
by running cluster level regression (Aggarwal et al. 2000). To reduce the endogenous problem, it would be to look at cluster average of these variables which
inturn implies the assumption that all households within a given cluster face the same exogenous level of scarcity. The two environmental good scarcity
variables were regressed in the following fashion (see equation 23). The structural of these resource scarcity variables used for the estimation of fertility.
RSij = aj + Xij + uij where j =1,2,3 (23)
Where RSij was resource scarcity in cluster j and household i, Xij was the explanatory variables that may affect the households respond to scarcity in specific
cluster variables, aj is the cluster specific fixed effect and uij is a random disturbance term with mean zero and constant variance σ . To predict water and fuel
2
wood scarcity, women’s education level, dependency ratio and predicted household consumption were used as an explanatory variable for the three clusters.
For scarcity of pasture, price of fodder was taken as exogenously on the assumption that households’ decision to purchasing and selling of fodder has no effect
on the price of fodder.

There is also a potential problem with examining the impact of resource scarcity on fertility rates through the estimation procedure. The problem is that fertility
rates in a given community are important components of its population level. Neither the population growth rate nor the intensity of environmental resource
use is exogenously given. They are determined jointly by complex combination of history, opportunities, human motivation, ecological opportunities and chance
factors (Boserup, 1990). So if population level affects resource use, or there are omitted variable that affect both, the estimated parameters will be biased. For
example, it is often observed those social norms and other community factors play a very important role in determining fertility rates.
Often neglected institutional forms that arguably play major roles in agrarian economy and demographic outcomes are family and gender systems, village and
community structures, government’s administrative arrangements and legal systems (McNicoll and Cain, 1990). Cultural factors also influence the use and
management of common resources. However, as information on cultural factors is not available, the estimated coefficients on the resource scarcity variables
may reflect either the impact of resource scarcity or different in cultural factors. To avoid such bias we used cluster/ PA as dummy variable, on the assumption
that social norms and community natural resource managements are homogenous within the cluster/ PA level.
Before households’ decision on fertility was estimated, multicolinearity check up was made on the explanatory variables. The multicolinearity test was
undertaken using variance inflation factor (VIF) for continuous variables and contingency coefficients (CC) for the discrete variables. It was found that no
multicolinearity problems for all the explanatory variables that we used.
3.2 DESCRIPTIVE ANALYSIS OF THE VARIABLES
The variables considered in the model are:
• NEBCTY= Number of Ever Born Children in the last Ten Years
• NEBCFY= Number of Ever Born Children in the last Five Years
• EDUWM= Education of women
• CALPERCA= Household calorie intake per adult
• PNCED = Mortality of children
• PRCFOD = Price of fodder
• DISTWTR= Distance to drinking water sources
• TMFRWOOD = Time required collecting a bundle of firewood
• DISTHEAL = DISTHEAL
• AGWSCOH =Age of women second category (a dummy variable)
• AGWTHDCO = Age of women third category (a dummy variable)
• AGWFOR = Age of women fourth category (a dummy variable)
• AGEWIFIV = Age of women fifth category (a dummy variable)
• AGEWSIXC = Age of women sixth category (a dummy variable)
• ZAROT = Zaraota PA (a dummy variable)
• MAHEB = Mahiber Selassie PA (a dummy variable)
Table 2 summarizes mean value of the explanatory variables used in the estimation of Number of Ever Born Children in the last Ten Years (NEBCTY) and Number
of Ever Born Children in the last Five Years (NEBCFY) period specifications. It summarizes the mean value of each explanatory variable in the three clusters and
provides the general average value for the district. The dependent variables are NEBCTY and NEBCFY. NEBCTY was highest in PA1 (2.87 children per women),
followed by PA2 (2.85 children per women) and the smallest in PA3 (2.77 children per women). The sample households’ birth on average was 2.83 children per
women in the last ten years. Likewise, the NEBCFY was highest in PA3 (1.52), followed by PA2 (1.5) and the smallest birth in PA1 (1.47). The sample households’
birth per women on average was 1.5 children in the last five years. All the explanatory variables that are used in the estimation of fertility were presented in the
table both the sample households and cluster mean level.
Education of women (EDWN): - Education of woman is a dummy variable that takes one if she is literate, and zero other wise. It was 0%, 9% and 4% in PA1, PA2
and PA3 respectively; and 5% for the district average
Price of fodder (PRCFOD): -This variable reflecting the status of availability of animal feed, and is used as a proxy for the scarcity of natural resource, natural
pasture. Price of fodder, as a proxy for pasture scarcity, is an alternative measures of others pasture scarcity. These are distance to pasture area, amount of
bundle of fodder collected per pulses and cereals produced and amount of bundle of fodder used per livestock holding. Among the possible alternative
measurements of scarcity of natural pasture, price of fodder is selected due to the exogenous nature of the variable. Whereas, the other possible alternatives
are functions of households' decisions; therefore, they are endogenous from the theoretical background. It was found that 8.08, 8.00 and 9.52 Birr/ bundle in
PA1, PA2 and PA3, respectively. The district average was 8.57.
TABLE 2: MEAN VALUE OF EXPLANATORY VARIABLES USED IN THE ESTIMATION OF FERTILITY

Variables Mean Values
PA1 PA2 PA3 Total
NEBCFY 1.4688 1.5000 1.5227 1.5000
NEBCTY 2.87 2.85 2.77 2.83
EDUWM 0.00 .09 .04 .05
CALPERCA 4.54 0.81 0.83 0.83
PNCED 0.81 0.58 0.65 0.63
PRCFOD 8.08 8.00 9.52 8.57
DISTWTR 0.29 0.44 0.39 0.38
DISTHEAL 2.76 1.81 2.29 2.23
TMFRWOOD 2.43 1.51 2.06 1.95
AGWSCOH 0.22 0.15 0.27 0.21
AGWTHDCO 0.22 0.33 0.23 0.26
AGWFOR 0.25 0.26 0.18 0.23
AGEWIFIV 0.22 0.15 0.14 0.16
AGEWSIXC 0.06 0.07 0.09 0.07
ZAROT 1.00 0.00 0.00 0.26
MAHEB 0.00 0.00 1.00 0.36
Distance to drinking water sources (DISWT): -Distance to drinking water sources can be used as proxy for water resource scarcity. For the scarcity of
environmental goods, which are under communal ownership, distance is not the only indicator of the scarcity of the good. Rather, it is the weighted sum of the
distance traveled to the source and the time required to collect or fetch. The later factor is a function of population density and the concentration of the good
per unit area. According to the results of the preliminary survey, however, the density of the population per unit of the resource and/ or the concentration of
drinking water per unit area are homogeneous in the rural Sekota. Therefore, only distance of this resource is used as proxy for scarcity of the good. Distance of
drinking water was 0.29, 0.44 and 0.39 hrs in one way walking in PA1, PA2 and PA3 respectively; 0.38 was the district avegae.

Time required collecting a bundle of firewood (TMRCFRWD): - Scarcity of fuel wood can be proxied by time required to collect a bundle of firewood (Filmers and
Prithet, 1996). As the scarcity of this fuel wood increase, the time required to collect per bundle increases. The time spent in collecting firewood was 2.43, 1.51
and 2.06 hrs/ bundle in PA1, Pa2 and PA3 respectively; and the district average was 1.95 hrs/ bundle
Mortality of children (PNCED): - The state of the environments also affects child quality, and hence, indirectly, the demand for children. To measure child quality,
Aggarwal et al (2000) believe the use of anthropometrical data on the height and weight of children or their nutritional intakes are most appropriate. Schultz
(1981); Farooq, and DeGraff (1988) believe the use of athletics performance, school age and IQ standards are most appropriate. However, all these variables
need sufficient time and resource to measure and collect; and it was difficult to do so in this study. Therefore, child mortality rate was used as a proxy for quality
of children.
The effect of mortality risk on fertility depends, amongst other things, on the curvature of the utility function, the perceived risk of mortality and the cost of an
additional child (Schultz, 1981; Aggarwal et al. 2000). It was hypothesized that the risk of child mortality rate is positively related to fertility rate, in which
demand for children is price inelastic. On the other hand it is negatively related to fertility when demand for children is price elastic. The demand elasticity of
children depends on the type of utility they provide to households. If children were sought by parents only as a household financial investment, for their supply
of labor and as a future means of assuring parental old age support, the demand for children could be quite elastic with respect to the changes in cost of the
survivor (Schultz, 1981). On the other hand, if households consider children only as consumption good, the demand for children could be inelastic with respect
to changes in cost of survivor. Therefore, it is difficult to hypothesize the direction of risk of child mortality rate effects on demand for children.
Household calorie intake per adult (CALPCAP): - Household calorie intake per adult is used as a proxy for income of the households. Among the very poor,
increase in income reduces malnutrition and disease, and thus improve the ability of women to bear children. After threshold level of income is reached, fairly
early, any further increases in income are expected to lead to fertility decline (Farina et al, 2001). We expect that increase in income of households proxy by the
household calorie intake per adult, is positively related to the demand for children (Schultz, 1981). Calorie per capita (CALPERCA) was highest in PA1, 4.5 kcal/
per person, followed by PA3, 0.83 kcal/ per person, and the lowest in PA2, 0.81; and the district average was 0.83 kcal/ per person.
Age of women (AGEWIFE): - As the age of wife increase the demand for children may increase or decrease depending on different situations. First an increase of
age may result in increase in demand for children for old age security, and at the same time decrease the demand for children presumably due to couples adopt
one or another method of birth control toward end of their child bearing year. It is believed that at on set of marriage households will not respond to control
their fertility. So it is difficult to hypothesize the effect of age of wife on the demand for children a priori.
Distance to health services (DISTHEAL): This variable is also expected to have impact on the demand for children through better access to modern contraceptive
and family planning. Distance of health was 2.76, 1.81 and 2.29 hours in one way walking in PA1, PA2 and PA3 respectively; and it was 2.23 for the district
average.
3.3 RESULTS OF THE TOBIT ESTIMATES OF FERTILITY
The result of the Tobit estimation of fertility is presented in Table 3. According to these results the coefficient of the predicted number of children ever died
(PNCED) was found to be negative and significant to determine household’s decision on their fertility in both NEBCFY and NEBCTY specification.
Households’ react to child mortality can be categorized as hoarding and replacement. Hoarding is the ex-ante response to expected mortality of offspring while
replacement is the ex-post response to experienced mortality. Households respond to a sequential decision to fertility taking in to account both types of
responses. It is also true that these effects of mortality risk relate to fertility. When the time gap of replacement, experienced child mortality of households to
respond to fertility, is minimal (or nil) , the effect of mortality risk may not be significant though households respond to hoarding. However, in the NEBCTY and
NEBCFY specifications, both the replacement and hoarding have enough time to respond to the fertility of households. Hence predicted mortality has significant
effect on fertility in NEBCTY. It is effect is significant at ( α <10%).
The possible reason for the negative relationship between child mortality and fertility might be the demand for children is price inelastic and associated to a
desired to offset experienced or anticipated child mortality. Parents seem to respond to the an increase in child mortality by having more births, perhaps to
some extent because of biological effect of an infant’s death, which interrupts lactation and shortens the mother’s sterility following a birth.
TABLE 3: TOBIT ESTIMATION OF HOUSEHOLD FERTILITY IN THE PAST TEN AND FIVE YEARS
Explanatory variables NEBCTY NEBCFY Mean of X
Constant 12.54*** 9.45***
(2.26) (2.04)
EDWF (dummy)=1 if literate -0.98*** 0.22 0.49E-01
(0.37) (0.34)
DISTHEAL -0.17 -0.86E-01 2.23
(0.10) (0.93E-01)
PRCFOD 0.14 0.11 8.36
(0.16) (0.14)
TMFRWOOD -4.44*** -3.23*** 1.95
(0.70) (0.64)
DISTWTR -3.19** -3.50** 0.38
(1.30) (1.17)
PNCED -0.73* -0.83* 0.63
(0.39) (0.35)
CALPCAP -2.41*** -1.46* 0.82
(0.76) (0.68)
AGWSC (dummy)=1 if age is 21-26 1.38*** 0.73* 0.21
(0.40) (0.35)
AGWTHD (dummy)=1 if age is 27-32 1.90*** 0.59 0.26
(0.43) (0.38)
AGWFOR (dummy)=1 if age is33-38 1.29** 0.33 0.23
(0.46) (0.41)
AGEWIFIV (dummy)=1 if age is 39-44 1.22** 0.27 0.16
(0.53) (0.47)
AGEWSIXC (dummy)=1 if age is 45-49 0.52 -0.58 0.74E-01
(0.65) (0.60)
ZAROT (dummy)=1 if PA1 2.87*** 1.77*** 0.26
(0.44) (0.39)
MAHEB (dummy)=1 if PA3 -0.73*** -0.53** 0.36
(0.23) (0.21
Log likelihood function -152.06 -136.95
Number of observation 122 122
Note: ***Significant at 1% level, **significant at 5 % level, *significant at 10 % level
The parentheses are the standard errors of the estimates.

The effect of calorie consumed per capita was also found to be highly significant ( α < 1%) on the demand for children in ten years period specification. In five
years specification, it is significant at a significant level of ( α < 10%).
However, calorie intake per capita in both children ever born in the last ten years and in the last five year was negative related in this study. This might be
related to the principal individual level strategy for copping with pasture shortage. In rural Skota, the copping strategy for pasture shortage is to move to other
areas. This response to the pasture scarcity might have major consequences for the demographic behavior of the community. Livestock owners of the rural
Sekota are more mobile in the season or years of pasture scarcity. Even though children’s’ are the main herder of the livestock for the normal period, adult male
are the main herder in seasons or years of pasture scarcity. The community arranges groups from adults, mostly household heads, to herd the livestock of the
community in areas where there is ample pasture in that season. Households having large herd will be more responsible for migrate/ move the livestock in
different areas. It is expected that the household that have more livestock will have a probability of high calorie intake per adult.
In prolonged pasture scarcity, adults, probably household heads temporarily move their livestock to neighboring PA or even go to other districts or
administrative zones that have ample pasture for this season. This coping mechanism of the community to pasture scarcity results separation of husband and
wife in longer period, as a result reducing fertility will occur. So the possible reasons for the negative relationship between household calorie intake per adult
and fertility might be related to migration of husbands in pasture deficit season’s intern long abstinence of the couples.
However non-holder of livestock or those who have less number of livestock will not move in pasture deficit season. It is true that they migrate in food deficit
seasons. The separation of the couples and the whole family in non-livestock owners is minimal for food deficit seasons (SERA, 2001).
The time required to collect firewood per bundle (proxy measure of fuel wood scarcity) was found to affect fertility negatively and highly significant ( α < 1%) in
both periods’ specifications. This variable was found negatively related to the fertility of households within ten years and five years period specifications. The
difference in the relative value of human time, particularly the opportunity costs of women’s that commonly is thought to contribute a substantial share of the
total cost of child rearing. This negative relation between fuel wood scarcity and fertility may be due to the division of labor in case of high scarcity. We have
seen that as this resource become scarcer, adults' especially male adults were the main collectors of this good. We have also seen that the main collectors of
fuel wood are female and male adults. High scarcity of this good is equivalent to say high shadow price of the good, increase the opportunity costs of women's
time as long as women's are the main collectors of this good. Therefore, households have no incentive to have additional child on the assumption that children
were not participate in the collection of fuel wood or the participation of children in fuel wood collection is minimal.
It is consistence with Nerlove (1991). He argues that a positive relation between resource degradation and fertility is more likely to be observed at low levels of
resource degradation. According to him, with continued deterioration of the resource base, this relation ship must eventually turn from positive to negative. This
would be due to highly degraded environments; the perceived costs of raising children may exceed the benefit they provide as producer goods. So demand for
children will rise only if the increase in perceived benefits of children due to increase in resource scarcity is greater than the cost of additional child.
TABLE 4: PARTIAL DERIVATIVES OF THE EXPECTED VALUES OF THE DEPENDENT VARIABLES WITH RESPECT TO THE EXPLANATORY VARIABLES
EDWF (dummy)=1 if literate -0.94*** NS 0.49E-01
(0.35)
DISTHEAL NS NS 2.23
PRCFOD NS NS 8.36
TMFRWOOD -4.26*** -3.05*** 1.95
(0.67) (0.60)
DISTWTR -3.02** -3.24** 0.38
(1.23) (1.08)
PNCED -0.68* -0.75* 0.63
(0.36) (0.32)
CALPCAP -2.31*** (0.73) -1.32* 0.82
(0.62)
AGWSC (dummy)=1 if age is 21-26 1.32*** (0.38) 0.66* 0.21
(0.32)
AGWTHD (dummy)=1 if age is 27-32 1.82*** (0.41) NS 0.26
AGWFOR (dummy)=1 if age is 33-38 1.22** (0.43) NS 0.23
AGEWIFIV (dummy)=1 if age is 39-44 1.15** (0.50) NS 0.16
AGEWSIXC (dummy)=1 if age is 45-49 NS NS 0.74E-01
ZAROT (dummy)=1 if PA1 2.76*** (0.42) 1.67*** (0.37) 0.26
MAHEB (dummy)=1 if PA3 -0.70*** (0.22) -0.49** 0.36
(0.20)
Log likelihood function
Number of observation
Note: ***Significant at 1% level, **significant at 5 % level, *significant at 10 % level
The parentheses are the standard errors of the estimates.
Among environmental good variables, scarcity of water that has been proxy by distance to drinking water was also found significant at a significant level of α <
5% in both period specifications.
The sign of this variable was also negatively related to the fertility decisions of households This relation might be due to the same reason we have discussed in
fuel wood scarcity.
As expected, education of women affects fertility negatively in NEBCTY specification and the relationship was significant at α < 1%. That is, certain level of
women’s education was found to decrease the observed fertility, other things held constant.
Age of women was also found significantly affect fertility for some age of women’s category. Its effect was found positive and significant for the women’s age
category of 2, 3, 4 and 5 in the fertility of women in last ten years period specifications. It was significant for a significant level of α < 1%, α < 1%, α < 5% and
α < 5%, respectively. While, it was not significant for the last women’s age category and unobserved dummy /benchmark/ (women's age ranges between 15-
20 years) in this specification. It was found that all of the women's age categories affect fertility positively, set unobserved dummy = 0 coefficients. As far as in
NEBCFY specification is concerned, it was found significant only in the second women’s age category (age =21-26) at a significant level of α < 10%.
The other explanatory variables that affect fertility were the clusters dummies, that is the specific fixed effect in the two PAs, those factors that are not
identified and not included in the estimation of fertility, was highly significant ( α < 1%). In Table 4 the marginal value of the explanatory variables are
presented.

TABLE 5: POINT ELASTICITY
EDWF (dummy)=1 if literate -0.016*** NS 0.49E-01
DISTHEAL NS NS 2.23
PRCFOD NS NS 8.36
TMFRWOOD -2.94*** -3.96*** 1.95
DISTWTR -0.43** -0.82** 0.38

PNCED -0.15* -0.31* 0.63
CALPCAP -0.67*** -0.72* 0.82
AGWSC (dummy)=1 if age is 21-26 0.1*** 0.09* 0.21
AGWTHD (dummy)=1 if age is 27-32 0.17*** NS 0.26
AGWFOR (dummy)=1 if age is 33-38 0.1** NS 0.23
AGEWIFIV (dummy)=1 if age is 39-44 0.06** NS 0.16
AGEWSIXC (dummy)=1 if age is 45-49 NS NS 0.74E-01
ZAROT (dummy)=1 if PA1 0.25*** 0.29*** 0.26
MAHEB (dummy)=1 if PA3 -0.09*** -0.12** 0.36
It is calculated on mean of the explanatory variables and mean of NEBCTY=2.83 and NEBCTY=1.5
Table 5 summarizes the point elasticity of fertility with respect to the resource scarcity variables and some other explanatory variables that significantly affect
the fertility estimates. The purpose here is to get a better perspective on the magnitude of impact of resource scarcity and other variables. As shown in the
table, the point elasticity of the time required to collect bundle of firewood was around –2.94 at the sample mean level in ten years period specification. As
compared to this, elasticity of education of women was found to be -0.016. While the elasticity of calorie intake per capita was -0.67, this means a 1% increase
of time required to collect fuel wood per bundle on the average results decreases of 2.94 percent on the prevailing average fertility. Comparing to the other
environmental goods, drinking water, and a 1% increase distance of drinking water results a decrease of the prevailing rate of fertility by 0.43%. While a 1%
increases of the education status of the women will result in a decreases of 0.016% of the existing fertility level, and the same percentage increases of calorie
per adult equivalent will result a decreases of fertility by 0.67%. Likewise a 1% increase of child mortality will result 0.15 decrease of the prevailing fertility rate.
It was found that the elasticity of fuel wood scarcity, TMFRWOOD, (2.94) is greater than almost four and half times the elasticity of predicted calorie intake per
capita, CALPCAP (0.67). If we compare to water scarcity, the elasticity of TMFRWOOD is almost seven times greater than elasticity of water scarcity, DISTWTR,
(0.43). It is also greater than almost twenty times the elasticity of predicted mortality, PNCED, (0.15). When we compare the elasticity of the women’s age
categories, it is highest in the third age category (27-32) of the women (0.17), followed by the second and fourth age category, each of which has an elasticity of
0.1. While the elasticity of the fifth women’s age category has an elasticity of (0.06)
Look at another way; if the time taken to collect firewood decrease from the present level of around 1.95 hrs to 0.975 hrs, number of children ever born in the
last ten years (NCEBTY) will increase from the present level of 2.83 children per women to 4.3 children per women. Similarly a 50% decrease of DISTWTRW,
proxy for scarcity of drinking water, (that is from the present level of 0.38 hours to 0.19 hours), the present level of fertility increase from 2.83 to 3.045 children
per woman. A decrease of predicted consumption from the present level of 0.82 to 0.41 (the same percentage decrease of firewood, 50%) will also result an
increase of NCEBTY from the present level of 2.83 children per women to 3.165 children per women.
If the predicted number of children ever died (PNCED) decrease from the present level of 0.63 to 0.31, the expected fertility will decrease from the present level
of 2.83 children per women to 2.755 children per women. The increase in women’s education from the present level of 4.9% to 7.35% (50% changes in women’s
education) will result in the decrease of NEBCTY from the preset level of 2.83 children per women to only 2.807 children per women. This shows how the
women’s education is less responsible for the reduction of fertility for the rural Sekota.
If the existing proportion of women’s age category increase or decrease, would result a change of the average total fertility rate per specific period. For example,
if the existing proportion of the second women’s age category, AGWSC, decreases from 21% to 10.5%, the level of fertility decreases from the present level of
2.83 to 2.69 children per woman. As compared to the other women’s age category, the same percentage decrease of proportions women’s age category, 23% to
11.5% for the fourth women’s age category, AGWFOR, will result the same change to second age category. While the same proportional decrease of the third
women’s age category, AGWTHD, in the population (from 26% to 13%) will result a decrease of the present level 2.83 to 2.59 children per woman. Likewise, a
50% decrease of the proportion of the fifth women’s age category, AGEWIFIV, from 16% to 8% will result a decrease of the existing women’s fertility of 2.83 to
2.75 children per women.
4. SUMMARY AND CONCLUSION

In this study, the impact of environmental good scarcity on demand for children was analyzed. Resource scarcity is likely to affect on the production of child
quality. In this study, the impact of fuel wood, water and pasture scarcity on fertility rate was examined using household data from rural Sekota. An individual
choice model of fertility was estimated in which resource scarcity effect on the demand for children through its effect on child mortality and productivity of
children as resource collectors. It was found that part of environmental goods, drinking water scarcity and fuel wood scarcity variables, have a negative and
significant effect on fertility. The other variable, which has also directly or indirectly related to environmental good scarcity and that affects fertility, was risk of
child mortality rate. Other variables, which have also affect fertility other than environmental goods, were calorie intake per capita, education of women and
age of women categories.
As far as the women education is concerned, the result from our estimate indicated that it was negatively related to in NEBCTY specification. Although this
variable is highly significant, the fertility reduction or the success of family planning will not responsive on the improvements of women's education in the
future. This is due to the fact that, from the total sample households only 4.9% of the women are literate. For instance by some program or project if the
women’s education increases by 100%, say 9.8% of the women’s were literate, then the existing fertility will only decrease by only 0.05 children per women in
the population, that is from 2.83 to 2.78 children per women in ten years period of women’s fertility. So from different angles, it is difficult to conclude that
improvements in fertility decisions of women can be achieved solely from an increase of women’s education.
Another ambiguous and unexpected result regarding to the fertility decisions of households in rural Sekota was that household consumption level affect fertility
negatively. Further decrease of household consumption level as well as long migration for adult male for copping the pasture shortage might have a negative
effect on human fertility and may indeed adversely affect the growth and survival of small children. The indirect and long term demographic consequences of
the drought on degraded areas, such as rural Sekota, are therefore, probably much more important than any direct effect linked to temporary increases or
reduction in fertility.
Among the explanatory variables that affect fertility decisions of households, scarcity of fuel wood, TMRFWOD, was found to be the major determinants in
absolute value, 2.94, followed by household calorie intake per requirements, CALPCAP, 0.67and the third important determinant was drinking water scarcity,
DISTWTR, 0.43.
Most of the family planning objective, whether it uses modern contraceptive or the natural infecundibility, is to control or minimize the fertility potential
(fecundability) of women’s. The elasticity of different women’s age group dummy indicates the probability responsiveness of each woman’s age category to

fertility. So to achieve the objective efficiently, the family planning should emphasize on the middle age groups. But it doesn’t mean that the first and last age
group of women’s left aside.
It is also true that, where family planning programs provided a service that few as yet wanted, they have expended resources to little effect. The NPP of Ethiopia
has developed strategies and programs to get the objectives of the policy. The programs that launched in educational and health sectors has taken the
participation of women in education and the health of the women as well as to expand reproductive health and family planning as the major strategies.
However, from this case study, we have seen that distance to family planning, a proxy for access to health service, has no significant effect to fertility. It is also
true that, the education level of women has significant effect on fertility; however, its responsiveness to fertility is minimal. So the NPP of Ethiopia has also taken
in to alternative strategies to areas that have the same agro ecological and socio economic settings to rural Sekota. This does not mean that the program has no
appropriate strategies at national level. This strategy might be suitable for other areas, though it is less appropriate for the study area. The following particular
strategies should be taken in to account as components of the NPP of Ethiopia for areas like the rural Sekota.
1. Child health: - In this study, child mortality has a significant effect on the fertility of women in rural Sekota. It is not only significant but also the fourth
important determinant of fertility.
2. Education of Child: - Environmental good scarcity, like scarcity of fuel wood and scarcity of drinking water, was found to be negatively related to fertility of
households. These variables are the first and third most important determinants of fertility. The negative relation between resource degradation and
fertility is more likely to be observed at highly deterioration of the resource base. This would be due to in highly degraded environments; the perceived
costs of raising children may exceed the benefit they provide as producer goods. So demand for children will rise only if the increase in perceived benefits
of children due to increase in resource scarcity is greater than the cost of additional child. So it is plausible to assume that households demand children in
rural Sekota is for consumption only. Consumer demands for children have a diminishing tendency to reply parents’ investments in terms of market goods
and services. Thus the marginal (consumer) benefits to additional children might decline. Parents might want to school their children for more years, and
achieving this goal might be viewed as a good substitute for having additional child. Parents will further decrease their demand for children in highly
degraded areas provided that they have the opportunity and potential to teach their child.
In addition to the above policy options, the following research options should be considered as long as the fertility decisions of households in response to
environmental good scarcity is concerned. These are: -
1. Use of panel data: - It is believed that the different specifications to control the endogenous effect may have some draw back on the results of the fertility
estimation. Besides, the most series limitation to this study is the fact that the cross sectional data from a single year to examine what is essentially a
dynamic response of households to the continually changing resource bases. A panel data set over a relatively longer period of time, say for ten years, or
even longer, would be more appropriate for the purpose of the study.
2. Consider wider areas for the level of environmental good scarcity and socio economic settings: - It is also important to consider wider areas that cover a
wide range of agro ecological zones to have different natural resource settings. This helps to have the resultant matrix of the explanatory variables, both
socio economics and environmental good availability and scarcity levels, capture a wider range of values with respect to woman's fertility and child
mortality rates.
5. REFERECES
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Economic Development, Working Paper Unpublished.
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Ethiopia”, Italian Multi-BiResearch Project ETH/92/pol and CSA, Addis Ababa, Ethiopia.pp69
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Training in Population, Human Resources and Development Planning, Paper no.7 International Labor Office (ILO), Geneva, Switzerlandpp56
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Chicago Press, USA.
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Unpublished.

EFFECT OF OUTSOURCING ON ORGANIZATIONAL PERFORMANCE IN BANKING INDUSTRY IN NIGERIA
OLUYEMI OLUWOLE OLUTOSIN

STUDENT
BUSINESS ADMINISTRATION DEPARTMENT
LAGOS STATE UNIVERSITY
LAGOS
ABSTRACT
This research project seeks to identify the effects of outsourcing on organizational performance, using Guaranty trust bank as a case study, it unravels the
advantages of outsourcing in any organization. The development of outsourcing has always been a headache to employees, strategic partners and the
organization. It is with this view that this research work was undertaken to find out whether outsourcing improves performance. In doing this, research questions
were raised and hypotheses were tested using correlation, Z-test and kendall’s coefficient of concordance on the dependent and independent variables to
ascertain the fact of whether a relationship exist between outsourcing and performance. Random technique was used to select some respondents using yaro
yamani formula to ascertain the number of respondents in guaranty trust bank to represent the banking industry. A questionnaire was designed with twenty-
eight questions respectively relating to the dependent and independent variables. The SPSS statistical tool was used to analyze the data collect from 119
respondents and the result got attested with so many works in the literatures. In conclusion recommendation were made like concern authority should provide
robust and sincere dialogue about outsourcing intentions, purposes, and opportunities for alternative internal employment for those affected by outsourcing and
exist strategy should also be planned.
KEYWORDS
outsourcing, organizational performance, banking industry.
INTRODUCTION
T
he term outsourcing was introduced in the mid 1980s. However, the idea of hiring someone else to do some specific jobs or dividing labour had existed
for hundreds of years in business, outsourcing can be found everywhere; whether big or small, simple or complex. During the pre 1990s, the outsourcing
was primarily focused on labour intensive production tasks and business activities outside the company’s core competitiveness, such as outsourcing
printing press, food preparation and janitorial works, hiring the seasonal migrant farm workers and so on. In the industry society, outsourcing began with
manufacturing. In order to reduce the cost after the great depression, manufacturers began to think of outsourcing complex production tasks instead of building
core competencies through controlling the production process from end to end vertically (Lonsdale & cox, 2000). Most large manufacturing firms had
outsourcing relationships for decades ranging from the relationship of the automobile industry to many different producers of metal, glass, rubber and electrical
products. At the end of 1930, Two-thirds of Ford production came from outside sources. As a result of global outsourcing in the post war economy, the cost
saving and productivity benefit are achieved. Thus, many companies began turning over some or all their production processes to business partners, today
contract manufacturing is a norm in industries ranging from electronics to telecommunications to technology and outsourcing of primary supply chain activities
has been common in industries. The basic aim of outsourcing is to be cost effective and up to date in production process.
The market for providers of outsourced services of all types is growing rapidly in Nigeria and in today’s world of ever increasing competition; organizations are
forced to look for new ways to generate value. The world has embraced the phenomenon of outsourcing and companies have adopted its principles to help
them expand into other markets (Bender 2001). Strategic management of outsourcing recently became the most powerful tool in management used in carrying
out organizational functions in Nigeria. Outsourcing has increasingly played an important role in business and it has also been adopted rapidly in strategic areas
(Nellore and Soderquist, 2000; Mazzawi, 2002) to compete in today's global business environment (Mclvor, 2008). This is due to the fact that it is viewed as the
contribution by external suppliers in the user's organization and that it relies on external sources for value-adding activities. Accordingly, firms execute
outsourcing for benefits such as reducing operational costs, improving non-competitive cost structures, focusing on core competences, providing with greater
capacity of flexibility, spreading and sharing risks of business in general, and increasing the performance of firms (Nellore and Soderquist, 2000; Quelin and
Duhamel, 2003; Mol, 2007; Wu and Park, 2009). Therefore, not surprisingly, researchers and practitioners have supported the use of strategic outsourcing as an
efficient way to increase profits, enhance new product success and performance (Rothaermel 2006; Weigelt, 2009), and speed to organizational competitiveness
(Arnold, 2000: Jiang 2007). If you are a business executive, you may be feeling overwhelmed by the complexity of your company’s resources, and you may be
thinking about outsourcing. The decision-making process around outsourcing will include the assessment of a broad range of factors. These include identifying
whether investment in a particular technology is the best decision, given how quickly it can become obsolete; how scalable the resources should be to support
the demands placed on it; how effectively you can manage this resources to support corporate business objectives; and potential cost savings that can be
realized through outsourcing. Potential cost savings associated with an outsourcing engagement depends on the size of the company and the scope of services
involved, among other factors.
The concept of outsourcing is described as the operation of shifting a transaction previously governed internally to an external supplier (i.e. partners) through a
long-term contract (Quelin and Duhamel, 2003). Therefore, outsourcing represents the fundamental decision to reject the internalization of an activity
(Franceschini 2003); this is similar to the act of sourcing from outside (Busi, 2008). With the increase in outsourcing, in the context of today's increasing global
competition, the view of outsourcing changes from the traditional concept to strategy (Nellore and Soderquist, 2000; Hoecht and Trott, 2006; Holcomb and Hitt,
2007; Busi, 2008). Strategic outsourcing is defined as organizing arrangement that emerges when firms rely on intermediate markets to provide specialized
capabilities that supplement existing capabilities deployed along a firm's value chain (Holcomb and Hitt, 2007). Strategic outsourcing focuses on creating value to
align with the business processes that are changed to be in line with strategic goals (Mazzawi, 2002). Consequently, firms focus on creating values by requiring
specific competencies of partners, and outsource everything except those special activities when they want to gain the competitive advantage (Mclvor, 2008). In
other words, strategic outsourcing seems to be the collaboration strategy between firms for achieving goals. The collaboration with other firms has been
provided the source of competitive advantage (Fontenay and Gans, 2008). This is due to the fact that during the collaboration of outsourcing, the firm is able to
innovate, learn about outsourcing items, and build specific and valuable relationships with partners. Moreover, the collaboration through outsourcing is core
competence resources that are fundamental to a firm's strategic position.
The global marketplace has placed a tremendous amount of pressure on companies to improve performance. Firms must improve performance to remain cost
competitive. Outsourcing has been viewed as one way for producers to reduce costs. Outsourcing is defined as the substitution of external purchases for internal
activities (Lieb and Randall, 2006). Cost reductions due to outsourcing result from focusing on core activities and key differentiators; reducing and controlling
operating costs; releasing capacity and resources for core projects; gaining access to world-class capabilities; reducing time-to-market and cycle time; sharing
operational risk; and improving management of functions that are difficult to manage or functions that are out of control. Business enterprise must often make
the decision to outsource when internal capabilities are not cost efficient. The outsourcing of support functions, such as logistics, is one way to reduce costs. The
contracting of logistics functions to an external supplier is referred to as third-party logistics. Partnering with a is a third-party logistics viable approach to
develop, collaborate on, and leverage the capabilities that lead to enhanced performance (Stank 2003). Approximately sixty percent of Fortune 500 companies
are reported to be having at least one contract with a third-party logistics provider (Lieb and Bentz, 2004). Outsourcing has evolved through deregulation and
controversy. Outsourcing has grown considerably over several years, largely due to competition. There is a potential impact on employees when firms consider
the use of outside contractors for some important functions. Maloni and Carter (2006) suggest that examining the effect on worker morale and productivity is a
viable research stream for the future. In many instances, one of the motivating factors for considering such action is the desire to reduce headcount;
nevertheless, the potential negative impact on company morale cannot be ignored. This concern for employees must be balanced against a firm's ability to
compete in the market. Limited empirical research has appeared on the information sharing- outsourcing performance relationship, despite its apparent
practical importance. For example, previous research has examined the relationship between information exchange of such enterprise, as well as knowledge
sharing and outsourcing success in the industry (Lee 2001).
In today’s world of ever increasing competition, organizations are forced to look for new ways to generate value. The world has embraced the phenomenon of
outsourcing and companies have adopted its principles to help them expand into other markets. Strategic management of outsourcing is perhaps the most
powerful tool in management, and outsourcing of innovation is its frontier (Quinn 2000). Outsourcing is a management strategy by which an organization
delegates major, non-core functions to specialized and efficient service providers, have more recently been replaced by productivity, flexibility, speed and
innovation in developing business applications, and access to new technologies and skill. First of all, outsourcing usually reduces a company’s control over how
certain services are delivered, which in turn may raise the company’s liability exposure.
Outsourcing can offer definite advantages but only if you do it right. Outsourcing is fraught with danger for the unwary executive or corporate counsel.
Outsourcing, in its most succinct form, can be defined as the delegation to another party of the authority for the provision of services under a business contract
that incorporates service-level agreements related to cost, quality, and the timeliness of deliverables. Given a diverse nature of business processes a firm has to
manage today, it is nearly impossible for a firm to manage all of its processes by solely depending on its own expertise. Even if it is feasible, the firm may lose its
focus and efficiency. Outsourcing some or all of non-core business processes can enable a firm to focus on core competencies, rather than services that fall
outside of expertise. It will not only improve function effectiveness and flexibility by accessing a support network with highly qualified and specialized workforce,
but also help firms control their costs and business risk by transforming high fixed costs to predictable expenditures.
Kim and Chung (2003) use relational exchange theory to develop and test a model of outsourcing success. Their results lead to the conclusion that using a
supplier governance structure that emphasizes a cooperative long-term focus leads to an increase in outsourcing success. Gottschalk and Solli-Saether (2006)
develop a multi-perspective model of outsourcing success to suggest that organizations need to develop in-house expertise in developing and maintaining
alliances (partnership theory). Applying relational exchange theory, they suggest that organizations have to work towards developing a common set of cultural
norms that are relevant to both the client and vendor. Gurung and Prater (2006) model outsourcing success as impacted by national cultural difference, psychic
distance (to include organizational as well as individual differences), and relationship quality. They propose that large differences in national and organizational
culture lead to lower success in outsourcing. Developing team structures that support a warmer relationship and cohesion would positively affect outsourcing
success. Rai, Maruping, and Venkatesh (2009) apply the relational exchange view to study cultural differences between the client and vendor firm, concluding
that differences in cultural norms impact project cost overruns and client satisfaction. In sum, this second stream of research takes a relational view of IT
outsourcing and points to ways to develop and nurture long-term alliances with outsourcing partners.
While the above two streams address cultural and team differences at the macro, organizational levels, the next two streams of research study the interaction
between client and vendor teams at the micro task, inter-team, and individual levels of interaction. The third stream of research focuses on dynamics between
onsite and offshore teams as well as between collocated client and vendor teams as they work together towards the same goal. Metiu (2006) studied vendor
and client teams that were distributed and collocated at different stages of the project. Her analysis points to the role of not just geographical distance, but also
cultural distance (resulting in stereo typing) as well as status differences (as a result of resource ownership by the client) in leading to less than satisfactory
performance. Mattarelli and Gupta (2009) studied the interaction between eight globally distributed teams to assess the impact of status differences between
onsite and offshore vendor teams. They conclude the quality of interaction of the client with the onsite teams as well as the presence of liaisons (either formal
or informal) is important in mitigating the difference in status. Vlaar, Fenema, and Tiwari (2008) focus on understanding the socio-cognitive tasks between the
onsite and offsite subgroups that help each group to improve their understanding of the work. Their study points to the importance of the onsite group
members in fostering a better understanding of the client’s Communication between the subgroups helped both groups to reach a congruent understanding
through feedback loops that includes confirmation of understanding as well as questioning of assumptions. Based on their study of large scale outsourcing by
one organization to captive centers and offshore vendors, Levina and Vaast (2008) conclude that the use of common practices helped clients and vendor’s
employees overcome their differences based on organizational and national boundaries. Gregory (2009) analyzed the case of outsourcing the conversion of a
legacy system for a German client using interviews of client and vendor employees from India who worked together for about five years. They conclude that the
application of cognitive and motivational dimensions of cultural intelligence leads to behavioral adoption those results in a negotiated culture between the two
sets of employees. This stream of research identifies how groups and individuals negotiate common ground to overcome organizational and status differences
over time and points to ways in which understanding of organizational culture and individual and group behaviors could be used to improve the outcomes of
daily tasks and decisions.
Global operations and the goals of organizational growth naturally put pressure on organizations to invest in human capital (Hasan & Abdullah, 2008; Leeuwen &
Foldvari, 2008; Potkany, 2008). This is why many organizations make a decision to outsource some organizational activities. This is because they want to focus on
their core competencies, and see how value in developing in-house activities outside of this core (Cooper, 2007; Potkany, 2008). Specifically, outsourcing
activities can reduce the work load of existing staff, thereby allowing the organization to primarily focus on strategic decision making and developing core
competencies (Hansen, 2009). Some scholars support the view that outsourcing activities can allow managers to pay attention to their core business rather than
spend valuable time on activities that are becoming increasingly more complex and advanced.
Outsourcing is an increasingly important initiative being pursued by organizations to improve efficiency (Vining and Globerman, 2000). To be able to survive and
be profitable in current globalization era, companies tend to use outsourcing in larger extent (Brannemo, 2006). In today business environment, companies
considered outsourcing to empower business focus, mitigate risks, build sustainable competitive advantage, and extend technical capabilities and free resources
for core business purposes. Some companies outsource their core activities on the value chain extensively and other companies in contrast are extensively
outsourcing their secondary activities of their value chains such as information technology, accounting systems and distribution.
Outsourcing is the contracting of any service or activity to a third party, some scholars defined outsourcing as the replacement of inputs or value added
previously created in-house by provisions by an external provider within a long-term contractual relationship within which only some of the expected mutual
benefits and obligations are formally defined. It involves very high-level strategic decision answering the question ‘what to make and what to buy’ (Kakouris,
Polychronopoulos and Binioris, 2006). According to Ellram, Tate and Billington (2007), outsourcing has implications for day-to-day management and
performance, as well as strategic implications. Therefore, company must outsource intelligently. Outsourcing decisions may affect company’s cost structures,
long-term competitive situation and can also alter the nature of risks that the company must manage (Brannemo, 2006). Hence, it is crucial for company to
understand and have a clear conceptual framework of the outsource decision and a company must also know the benefits and risks of outsourcing.
In order to stand up to the challenges posed by a robust and increasingly highly competitive environment, business organizations have, in the past decade or so,
resorted to various strategic actions. These includes, among others, the adoption of the total quality management (TQM) philosophy to drive quality standards;
business process reengineering (BPE), to streamline and optimize processes; and pertinent restructuring exercises to reduce costs and align resources.
Despite these actions however, there continues to exist a significant amount of resources devoted to routine and administrative functions. In view of this, and in
an effort to address scarce resources and meeting the customers’ unrelenting needs for quality, many entities have now ventured into various kinds of
outsourcing exercises.
Outsourcing is becoming a norm among private and public organizations. The rationale for its adoption is simple and compelling. If outsourcing parts of the
business activities or operations yields greater benefits to the organizations than performing them internally, it is a clear cut case for outsourcing. In addition to

the immediate efficiency gains, organizations could also direct their efforts to other activities in which they can proficiently perform in house (Fill and Visser,
2000). In short, outsourcing, as a strategy, results in better deployment of business activities (Elmuti, 2003).
According to the existing literature, different types of outsourcing are distinguished depending on firm’s strategies covering the degree of decision analysis, the
range, the degree of integration, the property relationship, the level of administrative control and ownership (Espino-Rodriguez and Padron-Robaina, 2004).
Varadarajan (2009) delineates the five sources about who to outsource to, including a firm’s overseas subsidiaries, suppliers, customers, competitors, and
strategic alliance partners. Varadarajan (2009) also points out that firms adopt numerous more specific potential avenues including co-outsourcing, micro-
outsourcing, quasi-outsourcing, and reciprocal outsourcing based on the desperate need of each strategy. In regard to the potential impact of developed or new
technology on international outsourcing, managers need to be sensitive about how technology can be leveraged to outsource an activity that is currently
performed in-house. Besides, the managers also need to take the importance of how technology can be leveraged to perform in-house an activity that is
currently outsourced, or automate and make redundant an outsourced activity under consideration.
The transaction cost theory introduced by Coase (1937) is the foundation for many of outsourcing theories that concern cost perspective. The transaction cost
theory tries to explain how companies consider the relative cost of transaction using their own employees on the other hand and external parties on the other
(Coase, 1937).
According to Klein (2005), transactions differ in the degree to which relationship specific assets are involved (asset specificity), the amount of uncertainty about
the future (environmental uncertainty), the amount of uncertainty about other parties’ actions (behavior uncertainty), and the frequency with which a given
transaction occurs (Everaert, Sarens and Rommel, 2007). Previous studies provide evidence that asset specificity is a significant driver in the outsourcing
decision. Meanwhile study carried out by Anderson and Gatignon (2005) explained that both asset specificity and behavioral uncertainty seemed significant in
explaining the entry mode of outsourcing activity. Asset specificity has been found to be an important driver for outsourcing of IT (Watjatrakul, 2005;
Barthelemy and Geyer, 2005). Meanwhile studies by Spekle (2007) found that both asset specificity and frequency is important driver for outsourcing of the
internal audit function. These all studies concentrated on the outsourcing of production tasks (so-called backward integration). According to Vandaele (2007), to
govern the outsourcing decision of business service, more emphasis should be placed on behavioral uncertainty, asset specificity (especially human asset), and
trust. Klein (2005) suggests that alternative theories of the companies, based on capabilities, power, and trust could be potentially become important in
explaining why companies outsourcing some of their activities. Furthermore, companies should also look from the strategic perspective, which focuses on
further aspects to the outsourcing decisions besides costs.
Fill and Viser’s (2000) outsourcing framework consists of three main components; contextual factors, strategy and structure and transaction costs. In the first
part of the framework is to developed contextual factors should consider both quantifiable and non-quantifiable criteria of external and internal factors.
Quantifiable criteria are costs, increased cover of fixed costs, investments and revenues (Brannemo, 2006).
Meanwhile, non-quantifiable criteria are strategic interest, confidentiality, linkage with operations, stability of employment, management and dependence on
suppliers (Fill and Viser, 2000).The second part of the framework concerns with strategy and structure. This part is where companies should consider the
structural aspects associated with the decision and help to focus on how integrated the company should be (Brennamo, 2006). The third part concerns with
examine the transaction costs: production costs and transaction costs (Fill and Visser, 2000). Indeed, Pavlou (2001) noted that potential risk reduces individual
intentions to conclude a deal. It is apparent that the individual perception towards outsourcing could either be positive or negative. Negative perceptions of
outsourcing are often equated with risks of outsourcing, that is, the possibility of outsourcing failure. On the contrary, there also exist outsourcing advantages,
which may be summarized as outsourcing benefits (Dibbern, 2004). In this paper, therefore, the risk-benefit framework is also applied to examine outsourcing
decisions since the framework is in line with decision theory regarding decisions that involve risk or uncertainty (Tamura (2005).
The resource-based view, network theory, and contingency theory as the theoretical lens explain how strategic outsourcing capability affects firm performance.
Firstly, resource-based view provides a theoretical foundation to explain the effectiveness and firm performance is a result of the capability and resource
(Holcomb and Hitt, 2007). In this study, strategic outsourcing capability is assumed as firms' capability that affects firm performance. When the firm collaborates
with partners (i.e. outsourcing), firm is provided with knowledge by working with partners. Accordingly, partners' knowledge is the capability that is the process
embedded in firm, and it is related activity systems that have complementarities; a firm's potential that creates sustained competitive advantage is enhanced
(Eisenhardt and Martin, 2000). Consequently, the firm with high strategic outsourcing capability tends to achieve its success by using partners' capabilities and
effectiveness of operation, and lead to the access to a firm's performance.
Secondly, network theory explains how firms' collaboration can be influenced by viewing each event in network of relationships among communities or industry
(Gulati 2000), among organizations or firms (Wilkinson and Young, 2002). In this research, network theory is applied to describe the relationship between
strategic outsourcing capability and outsourcing success. When the firm has interacted with relationship by outsourcing some function with other firms (i.e.
partners) in the network, it will gain various resources and capability with various partners that interlink firm's core activities (Tangpinyoputtikhun, 2009). Also,
this relationship is a unique and inimitable asset (Gulati 2000). Moreover, capability of creating, managing and concluding important relationships is a core
resource for a firm. Consequently, firm who has relationships allows it to occupy superior returns because of the access to better information and opportunities
than those firms that are more peripheral. Accordingly, firm's ability makes connections to others within a network through working together (i.e. outsourcing)
leading to firm's success of operation.
Finally, the contingency theory explains that there is not one best way to manage organizations or no solutions that can be universally applied to common
organizational problems. In this research, contingency theory is applied to explain the moderator variables that have a significant moderating effect on the
appropriateness of outsourcing strategy and the success. Based on this approach, strategic outsourcing capability and outsourcing success rely upon two factors;
teamwork mindset and inter-organizational trust. In this view, the firm's teamwork mindset tends to increase the relationships between organizational factors
and outsourcing capability, because a degree of strategic outsourcing capability depends on relevant moderating context factors, and various contingency
variables may have a potential impact on the outsourcing strategy (Mol , 2005), as well as, when unforeseen contingencies arise, strength of inter-organizational
trust tends to enhance the outsourcing capability outsourcing success relationships (Krishnan 2006).

This research paper was aimed at evaluating and appraising the contributions of outsourcings towards reduction of cost and effective performance, it properly
defines performance criteria for an outsourcing engagement which are, objective, quantifiable, and collectible at a reasonable cost, and can be metrics which
can be benchmarked against performance of other organizations. The study seeks to identify whether the effects of outsourcing projects on the morale and
obstacles to outsourcing success. Keeping people informed at every step of the way and working out a deal perceived as fair for them is important because an
organization may trade more than its physical assets to the vendor in any outsourcing arrangement and it may often gives away its people as well. This research
will provide some relevant managerial implications. The results suggest when firms should implement outsourcing strategy for achievement of firm's success,
effectiveness, and superior performance, firms' vision should focus on outsourcing collaboration, plan to scan partners' specific, and selecting partners match
the firm's expectations.
This research provides understanding of the relationship between outsourcing capability (i.e., value partnership searching, external resource utility, potential
competency integration, and unique operation setting), outsourcing success (i.e., corporate risk reduction, organizational competency fulfillment, and business
practice creativity), organizational factors (i.e., strategic vision for collaboration, proactive-ness policy. The finding as well, indicates the effect of outsourcing on
organizational performance. It will further guide managers with suggestions on the best methods and strategies to adopt including appropriate techniques for
workforce, through the knowledge and implication of outsourcing towards effectiveness and efficiency in business organization.
Finally, this research work will help to generally contribute to existing literary work on outsourcing and form a basis for further research work regarding
outsourcing and organizational performance.

The market for providers of outsourced services of all types is growing rapidly in Nigeria and in today’s world of ever increasing competition; organizations are
forced to look for new ways to generate value. The world has embraced the phenomenon of outsourcing and companies have adopted its principles to help
them expand into other markets (Bender 2001). Strategic management of outsourcing is perhaps the most powerful tool in management used in carrying out
organizational functions in Nigeria recently and obtaining satisfactory organizational resources is a constant problem for the organizations engaged with
consultancies.
Why do organizations take the risk of outsourcing and its implications on their performance, the activities or the functions organizations outsourced; and the
specific goal of the outsourcing companies? The top reasons for undertaking outsourcing projects identified by the survey results were to: reduce costs, improve
quality, improve delivery and reliability, gain access to better materials, reduce the overall amount of specialized skills and knowledge needed for operations,
make capital funds available for more profitable operations, and focus on core competencies of the corporation.(Quinn 2000) .
Another primary intent of this study is to examine the degree of success or failure of outsourcing strategy among organizations that have an outsourcing
program in their establishments. Firms considered their outsourcing projects successful when the benefits generated by the outsourcing strategies were greater
than the costs of developing the required resources and capabilities through internal development or acquisitions. On the other hand, firms considered their
outsourcing projects unsuccessful or as failure, when the costs of managing the links between outsourcing partners were greater than the benefits generated by
the outsourcing program.
OBJECTIVES
The objective of this research is to identify risks involving outsourcing regarding organizational performance so as to create recommendations and guidelines for
better engagement and improved risk identification.
The main objective of this study is to identify and measure the various outsourcing factors on performance in guaranty trust bank as a case study and to
highlight the main findings by performing statistical techniques to judge the correlation and level of significance for the factors. The study, thus, the specific
objectives are as follows:
• To investigate if value partnership searching will lead to corporate risk reduction.
• To ascertain the role of external resources utility on organization competency fulfillment.
• To examine the effect of potential competency integration on effectiveness and efficiency in organization.
• To investigate the impeding factors that usually leads to unique operational setting, customer loyalty and satisfaction.
HYPOTHESES
On the basis of association between independent and dependent variables, the following hypotheses were tested in the study:
H1: External resource utility will not affect organization competency fulfillment.
H2: Potential competency integration will not lead to effectiveness and efficiency in organization.
H3: Unique operational setting will not lead to customer loyalty and satisfaction.
Research design is the program that guides the researcher in the process of collecting, analyzing and interpreting data and information (Osuagwu, 2002). Survey
research design was adopted for this study. This is because survey research design enables us to examine large and small populations (or universes) by selecting
and studying samples chosen from the populations in order to discover the relative incidence, distribution and inter-relations of business, sociological,
educational and psychological variables (Osuagwu, 2006).
POPULATION
The study population includes staff from Guaranty Trust Bank Plc.
Therefore, the entirety of the population under study cannot be studied comprehensively. Emphasis was placed on the headquarters because Study population
is the numerical aggregate of subject chosen for the study coverage.
Also, the choice of this sampling method was informed by the fact that the population under study was geographically dispersed and cannot be reached due to
time constraints. In determining the sample, yaro yamani formula was used.
Yaro yamani formula
n= N
1+N (e) 2
Where n= sample size
N=Population of the study
e = Tolerable error (5%)
n= 376
1+376(0.05)2
n= 376
1+376(0.0025)
n= 376
1+0.94
n= 376
1.94
n= 193.81
n= 193
The questionnaire method was used to collect the required data from the respondents. The questionnaire is appropriate because it enables large number of
people over a relatively short period. The questionnaire was divided into eight (5) sections with Section A representing Socio-Demographic characteristic,
Section B- External resource utility on organization competency fulfillment, Section C-potential competency integration on effectiveness and efficiency in
organization, Section D- unique operational setting will not lead to customer loyalty and satisfaction, Section E-Recommendation.
The statistical instrument used for this research work is the Predictive Analytics Software (PASW) package formally known as the SPSS package which was used
to test the reliability of the research hypotheses in relation to research questions. In analyzing the data, multi-related analysis was adopted these include: The
Spearman’s Rank Correlation Coefficient and the Kendall’s Coefficient of Concordance were used to test the research questions. Also the Z-test was used to test
the research hypothesis.
RESULTS & DISCUSSION

The broad objective of the study as earlier stated was to investigate the effect of outsourcing on organizational performance. The findings of the present study
will be beneficial both for the organization and managers. The organization will benefit by knowing the importance of outsourcing to their performance, which
will in turn lead to increased profit. For the managers, this research work indirectly helps them to convey their expectations regarding the nature of their job to
the organization and what to search for in the outsourcing process.

Based on the gathered data, it is obvious that most of the employees have been with the organization for about 6-10 years, this shows that they are, if not
extremely, accustomed to the organization’s policies. The result also indicates that majority of the respondents are predominantly young, between 41 years and
50 years of age. This may be due to the nature of work involved in the organization, which requires energetic and vibrant personnel with technical know-how
and adequate educational training and experience that demand considerable period of time.
In addition, the result of this research work indicates that 6 – 10 years poses the highest percentage of working experience. The interpretation is that employees
are giving job security not coincide with beliefs that outsourcing leads to reduction of workers. Additionally, management oversees much of the execution of
outsourcing process. So a decline in senior staff was noticed. Though hypothesis one was rejected, it however does not mean that outsourcing those not have
effect on organizational performance. The alternative hypothesis was rejected (H1) and null hypothesis was accepted (H0) that, external resources utility will not
affect organization competency fulfillment. The second and the third hypotheses were accepted that is, we reject null hypothesis (H0) and accept alternative
hypothesis (H1) that, potential competency integration would lead to effectiveness and efficiency and the last one which is we reject the null hypothesis (Ho)
and accept the alternative hypothesis (Hi) that unique operational efficiency would lead to customer loyalty and satisfaction.
FINDINGS
This section presents the test of hypotheses formulated in chapter one, and the essence of this is to demonstrate whether there exists a relationship between
the independent and dependent variables used in this study. The three hypotheses that were raised are tested in this section using appropriate statistical tests.
The hypothesis one was tested using Spearman Rank Correlation Coefficient at 5 percent level of significance. The data for variables, i.e. External Resources
Utility (ER) and Efficiency (EF), were obtained from the questionnaires administered.
Hypothesis I
H0: External resources utility will not affect organization competency fulfillment.
H1: External resources utility will affect organization competency fulfillment
The Spearman Rank Correlation Coefficient and Z test were used to test the hypothesis at the 5 percent level of significance. PASW program was employed to
analyze the data. The result is presented on Table 4.12 below;
TABLE 4.12: SPEARMAN RANK CORRELATION BETWEEN EXTERNAL RESOURCES AND ORGANIZATIONAL COMPETENCY
Correlations
The use of external resources enhances Usage of external resources ensures
organizational competency distinctive competence
Spearman's The use of external resources enhances Correlation 1.000 -.144
rho organizational competency Coefficient
Sig. (2-tailed) . .320
N 191 191
Usage of external resources ensures Correlation -.144 1.000
distinctive competence Coefficient
Sig. (2-tailed) .320 .
N 191 191
Source: PASW 19.0 for windows
Table 4.12 reveals that there is a negative relationship between external resources utility and organization competency fulfillment. Table 4.12 shows the
Spearman’s Rank Correlation coefficient for perceived external resources utility and organizational competency variables to be -0.144 with p = 0.320, implying
that perceived external resources utility will not affect organization competency fulfillment. That is, we reject alternative hypothesis (H1) and accept null
hypothesis (H0) that, external resources utility will not affect organization competency fulfillment.
Hypothesis II
H0: Potential competency integration will not lead to effectiveness and efficiency in organization.
H1: Potential competency integration would lead to effectiveness and efficiency in organization.
The Kendall’s Coefficient of Concordance was used to test the hypothesis at 5 percent level of significance. PASW program was employed to analyze the data.
The result is presented on Table 4.13 below;
TABLE 4.13: KENDALL’S COEFFICIENT OF CONCORDANCE BETWEEN COMPETENCY INTEGRATION AND ORGANIZATIONAL EFFICIENCY
Correlations
Competency integration influences our Competency integration influences both
organizational performance effectiveness and efficiency
Kendall's Competency integration influences ourCorrelation 1.000 .001
tau_b organizational performance Coefficient
Sig. (2-tailed) . .992
N 191 191
Competency integration influences bothCorrelation .001 1.000
effectiveness and efficiency Coefficient
Sig. (2-tailed) .992 .
N 191 191
Table 4.13 shows that there is a positive relationship between competency integration and organization effectiveness and efficiency. Table 4.13 reveals the
Kendall’s Coefficient of Concordancefor perceived competency integration and organizational performance variables to be 0.001 with p = 0.992, implying that
perceived potential competency integration would lead to effectiveness and efficiency. That is, we reject null hypothesis (H0) and accept alternative hypothesis
(H1) that, potential competency integration would lead to effectiveness and efficiency.
Hypothesis III
H0: Unique operational efficiency will not lead to customer loyalty and satisfaction.
H1: Unique operational efficiency would lead to customer loyalty and satisfaction.
The Z test was used to test the hypothesis at the 5 percent level of significance. PASW program was employed to analyze the data. The decision rule is if
computed R is greater or equal to R at N=191 and ρ = 0.05 which is equal to 0.500, we reject the null hypothesis. To test for the significance of R, Z test is used,
the decision rule is if the computed Z falls within the critical Z value (i.e. 1.95 at 0.05), we accept the null hypothesis otherwise we reject the null hypothesis. The
result is presented on Table 4.14 below;

TABLE 4.14: Z- TEST OF UNIQUE OPERATIONAL EFFICIENCY AND CUSTOMER LOYALTY/SATISFACTION
Computed Rc Table R* at 0.05 Confidence Computed Z Coefficient
0.610 0.000 8.638 +1.96
In order to test the hypothesis, the Z (Z= r√n-1) test is used. In this study, the Z test result reveals that perceived unique operational efficiency positively affects
the customer satisfaction, (Z= 0.783√ 191-1= 8.638). Since the Z computed (i.e. 8.638) is greater than the critical value (1.96), we reject the null hypothesis (Ho)
and accept the alternative hypothesis (Hi) that unique operational efficiency would lead to customer loyalty and satisfaction.
RECOMMENDATIONS/SUGGESTIONS
In view of the observations and findings achieved from the research work, the following suggestions are hoped to help improve the level of outsourcing in the
future:
• The concerned authorities should make surveys on Varity of companies before concluding on the organization to partner with.
• Manager should Benchmark vendor capabilities to ensure technical excellence.
• The concerned authorities should always use performance appraisal for organization they partner with in other to check mate the activities of the
companies.
• The sourcing competencies need to be assessed, in order be sure the organization has the right competencies available for the sourcing attempts.
• Manager should give clear and validated definition of objectives for sourcing needs to be promoted.
• The concerned authorities should provide robust and sincere dialogue about outsourcing intentions, purposes, and opportunities for alternative internal
employment for those affected by outsourcing.
• The concerned authorities should make sure they don’t lose control over the outsourced activities.
• The concerned authorities should always plan an exit strategy and Managers should properly organize their team.
• The concerned authorities should develop and negotiate an appropriate and effective outsourcing agreement and provide mechanisms to administer,
maintain, and monitor the contract and to resolve the inevitable problems.
• Managers should achieve necessary management commitment and properly defined their own corporate needs, objectives, and priorities to their vendors.
• Authorities concern should identify appropriate alternatives and evaluated the risks and benefits involve.
CONCLUSIONS
This research provides understanding of the relationship between strategic outsourcing capability (i.e., value partnership searching, external resource utility,
potential competency integration, and unique operation setting), outsourcing success (i.e., corporate risk reduction, organizational competency fulfillment, and
business practice creativity). This research found that unique operation setting has a positive effect on three dimensions of outsourcing success. Potential
competency integration has a positive effect on organizational competency fulfillment and business practice creativity. Moreover, value partnership searching
has a positive effect on corporate risk reduction.
Outsourcing has been subject of great interest among scholars in organizational studies and Human research management researchers over period of time. A
number of organizational, individual, and psychological factors have been identified to enhance performance level. However, these factors have been revisited
overtime and again and outsourcing determinants information is still inconclusive based on organization differences, the fact that a particular factor cannot
accurately determine an organization level of performance. Therefore, every organization should give importance to their performance and take options to help
them give better satisfaction, as it has been observed that “success” is a significant factor in the management of an organization, with reference to Guaranty
Trust Bank plc. However, this success can only be feasible if the organization pays more attention to the factors that affect its performance.
For managers, supervisors, and owners of various organizations who are concerned with outsourcing process, the research work provides a few important
suggestions. Some of the macro-level features of the organization have a greater effect on the outsourcing process within that organization than some may
realize. If outsourcing process is defaulted it may be beneficial to take aims to improve the conditions of outsourcing and/or to evaluate current management
practices. At the same time it may also help to promote greater social cohesion between organizations by allowing them to work together towards some
common goal(s).
Even with the presence turnover, the researcher was able to find the factors of leadership, teamwork, awareness of advancement opportunities and effective
communication to have significant chances of improving how organization respond to evaluating their work. Thus, even in the face of great challenges to
organization morale, the most effective changes that can be made would be to improve management practices, improve the conditions of integration, and allow
organization to work together to accomplish shared goals and/or voice concerns.

This research has some limitations that should be mentioned and should be considered in future researches. Firstly, this research was conducted as a snapshot
without considering the dynamic nature of outsourcing collaboration. Therefore, a longitudinal study that tracks outsourcing collaboration overtime is needed.
Secondly, this research uses the questionnaires for collecting data from a bank in Nigeria; the evidences may be affected from cultural response bias. Finally, all
constructs in the conceptual model are developed from new scales based on the definition of each construct.
This research examined only one industry (i.e. bank) due to time and financial constraint there is a need to test the theoretical model in other business settings
to establish the generalizability of our findings. According to the results of this research, the moderating effects of strategic outsourcing capability and
outsourcing success are partially statistical significant. As a result, the need for future research is to seek other more moderating variables to enhance success
and performance such as degree of outsourcing and prior experience related outsourcing activities.
Finally, while we measured strategic outsourcing capability in terms of searching, utility, integration, and settings, such outsourcing capability has been
operationalized in different ways. For example, understanding the trends of outsourcing activities, blueprints of outsourcing strategy, and continuously updating
outsourcing strategy for fully understanding are in the dimensions of strategic outsourcing capability that affect outsourcing success, operational effectiveness,
and firm performance.
Future research should compare successful and unsuccessful outsourcing attempts to determine what those successful companies did differently from
unsuccessful ones. Those differences will then constitute critical factors, the research should then go further to determine how much each of those factors
contributes to outsourcing success.
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APPENDIX/ANNEXURE
QUESTIONNAIRE
Effect of Outsourcing on Organizational Performance
Dear Respondent,
This questionnaire is designed to elicit information on the above research instrument. All information given will be for the purpose of this research only and shall
be treated in strict confidence.
Kindly respond to each of the statement as it is given to you. Your honest response will be appreciated.
Thanks for your Co-operation
OLUYEMI OLUWOLE
SECTION A
Please Tick the Relevant Answer Where Applicable
1. Sex: Male ( ) Female ( )
2. Age: 20 – 30 yrs ( ) 31 - 40 yrs ( ) 41 – 50 yrs ( ) 51 years & above ( )
3. Marital status: Single ( ) Married ( )
4. Academic Qualification OND/NCE ( ) HND/B.sc ( ) MSC/MBA ( )
PHD ( )
5. Position held in the Company
Senior staff ( ) Junior staff ( )
6. How long have you been in the service
1 – 5 yrs ( ) 6 – 10 yrs ( ) 11 – 15yrs ( ) 16 – 20 yrs ( )
21 – 25 yrs ( ) 26 yrs & above ( )
7. How long have you been in your present department
1 – 5yrs ( ) 6 – 10 yrs ( ) 11 – 15 yrs ( ) 16 yrs & above ( )
SECTION B
For each of the statement below, indicate your level of agreement or disagree ticking (√) the appropriate column
KEY: SA = STRONGLY AGREED, A = AGREE, UN = UNDECIDED, D = DISAGREE, SD = STRONGLY DISAGREE
S/N External Resources Utility and Efficiency SA A UD D SD
8 Our organization has been using external resources.
9 Organizations that outsource part of their resources are more effective.
10 Effectiveness or efficiency is the rationales for external resources.
11 The use of external resources enhance organizational competency.
12 Usage of external resources ensures distinction competence.
S/N Organization Competency Integration and Effectiveness SA A UD D SD
13 We perform better by outsourcing some of our functions.
14 Competency integration influences Efficiency in our organization.
15 Effectiveness is achieved with the use of competency integration.
16 Competency integration influences our organization performance.
17 Competency integration influences both Effectiveness and Efficiency.
S/N Unique Operational Efficiency and Customer Satisfaction SA A UD D SD
18 Unique operational efficiency enhances organization performances.
19 Customer satisfaction is influenced by unique operational efficiency.
20 Operational settings in an organization affect staff performance.
21 Loyalty of customers depends on unique operational efficiency.
22 Customer satisfaction depends on an organizations product line.
S/N Value Partnership Searching and Corporate Risk Reduction SA A UD D SD
23 Our organization goes into partnership with competent organization.
24 We benchmark before performing with other organization.
25 Our Organization outsources to bear parts of our variable cost.
26 Risk within our organization is shared with organization we partners with
27 Value partnership searching is important in achieving organization performance.
SECTION C
RECOMMENDATION
28. What is your opinion on giving out some of the duties of the organization to specialist?
…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
…………………………………………..…………………………………………………………………………….……………………………………………………..............................................................................

IS THERE A WAY OUT? (A CASE STUDY ON DEBT TRAP)
DR. K. SANTI SWARUP

INCHARGE - BUSINESS ADVISORY CLINIC; &
ASSOCIATE PROFESSOR
DEPARTMENT OF MANAGEMENT
FACULTY OF SOCIAL SCIENCES
DAYALBAGH EDUCATIONAL INSTITUTE
AGRA
ABSTRACT
The purpose of this case study is to create an insight into causes and consequences of debt trap in business. This case study outlines the journey of Mr. Surinder
Agarwal**, an entrepreneur who leaves the job to start on own and was forced to move back to job due to various circumstances. The desperation and hope at
various stages of his journey were reflected through his actions. Mr. Agarwal acquired the ability to manage day-to-day operations but lacked the ability to
manage funds and mitigate risks. Finance sense is very important for an entrepreneur and lack of understanding of the same results in sub optimal decisions. One
such decision is to borrow more debt to meet the present financial obligations. This has lead the entrepreneur in to a debt trap. So, the challenge is to identify the
ways in which entrepreneur may get released from this trap. Further research is needed to explore in detail the causes for this kind of behaviour in entrepreneurs.
* Real life case study of a client who sought advise from the author.
**Name altered to protect the identity of the client.
JEL CODE
G32
KEYWORDS
debt trap, entrepreneur, finance sense, risk.
CASE STUDY
(*This case study was developed for academic discussion only and not for criticizing effective or ineffective handling of a situation by an entrepreneur. The case
study was developed through interview method using open ended questions)
Mr. Agarwal did his Diploma in Leather Working before joining a shoe factory in Agra. He enjoyed working in the first job. He was appreciated by his manager for
his excellent communication and people skills. He took interest in whatever he did. He gained knowledge of the production process and quality aspects in his
organization. In 1990, the managing director of the company where he worked decided to promote him to executive position in business development. He
travelled to Maharashtra and Gujarat frequently to understand the markets and to promote products manufactured by his company. Here he understood the
marketing aspect of the business very well. He felt a deep desire to be on his own. He understood the market demand and found an opportunity to establish his
own business. So he quit the job in 1993 and with his savings did a fashion designing course for 6 months from Mumbai while staying with his uncle. After
completion of this course, he opened a boutique in Mumbai. He ran this boutique very well in Mumbai for next 6 months.
As fate would have it, Mr. Agarwal's father met with an accident in Agra. He became paralyzed and Mr. Agarwal was forced to quit his boutique business in
Mumbai. In 1994 he came to Agra and opened a boutique near home and also served his father for the next 7 years till his death. During this period, he also
started driving a van for transporting school children and also started selling water filters on commission basis. His wife helped him in the evenings with the
boutique business. Mr. Agarwal continued these activities till 2005. Then in 2005, the shop owner asked Mr. Agarwal to vacate the shop as he was trying to sell
the property. On searching Mr. Agarwal found a shop in the main market. This was like a golden opportunity for realizing his dream of starting a big boutique
and Mr. Agarwal immediately decided to shift to the new location.
Mr. Agarwal did not enter into any leasing agreement as he trusted the elderly new owner. The monthly rent of Rs. 3,000/- ($60) is affordable and the location is
perfect. He spent Rs. 30,000 ($600) on the renovation and purchased Rs. 2,00,000 ($4000) worth of material by taking a loan. His shop was briskly selling bags,
kurtas, pajamas, quilts etc. He employed 3 helpers so that he could continue to drive the school van and also sell the water filters. The business was good for the
next 6 months and then suddenly the shop owner asked Mr. Agarwal to increase the rent to Rs. 4,500/-($90) as the rentals have suddenly increased in that
market. As Mr. Agarwal was earning well and making profits, he was able to pay the increased rent. Looking at the demand in the shop, he decided to focus
more on shop so purchased a new van on loan and appointed a driver for running it. He started using old van for his business & personal needs. It appeared he
will realize his dream of becoming one of the biggest boutiques in the area soon.
Looking at the success of Mr. Agarwal, another tailor also opened a boutique next to Mr. Agarwal's boutique. He was paying a monthly rent of Rs. 6,500/-. This
resulted in Mr. Agarwal's shop owner increasing the rent again to Rs. 6,500/-. Due to competition, Mr. Agarwal's sale declined. Initially Mr. Agarwal met shop
expenses with the income generated from the new van. But his new van met with a serious accident due to the negligence of the driver. He was forced to sell
the van and clear the loan on the new van. As sales declined, unable to meet expenses, Mr. Agarwal was forced to borrow money to meet his expenses. At the
peak festive season, in anticipation of better sales, he borrowed Rs. 50,000/- at an interest of Rs. 500/- per day (1% per day). Interest burden and increased debt
led to Mr. Agarwal selling his old van. In 2008 Mr. Agarwal closed his business at Agra and took a job at Surat. He was earning Rs. 25,000/- with a garment
exporter and decided to repay all his loans gradually by working there.
As fate would have it, in 2009 Mr. Agarwal's mother was diagnosed with cancer. So he was forced to comeback to Agra again and this time he took up a job in
the local boutique. In the new job he was promised Rs. 10,000 per month. After working for few months he realized that the new owner was taking advantage of
his situation. He was getting paid only Rs. 7,000/- far less than what he was promised. Failing health of mother coupled with long hours of employment (9am to
11pm) at the local boutique and also the low salary put tremendous pressure on Mr. Agarwal. After his mother's death in 2011, Mr. Agarwal left the job and
started on his own again from home.

The present financial situation is as given below:
i) Outstanding loans Rs.

Private lender (5% per month) 69,000
Rich friend (Interest free) 60,000
NBFC (settlement amount) 65,000
Total loans outstanding 1,94,000
ii) Cash inflows:
Income from boutique at home
after deducting expenses) 12,000
Salary received by wife as a school teacher 4,000
Total earnings 16,000
iii) Cash outflows
House rent 3,000
other expenses 5,000
Total expenses 8,000
iv) Financial out flows
Monthly interest on loan taken from private lender 3,450
principal paid to the rich friend 4,000
Principal paid to the NBFC 4,000
Total monthly outflows 11,450
Net Cash Flows Cash inflows - cash out flows - financial flows 16,000-8,000-11,450
= (3450)
Interest is not being charged by the NBFC and Rich friend as Mr. Agarwal agreed to pay the principal regularly. He is planning to meet the short fall of Rs. 3,450
by borrowing from another lender at 2% per month. He feels that as and when the situation improves, he will be able to repay all the loans. Is this a wise
decision?
TEACHING NOTES
1. CASE SYNOPSIS
This case study highlights the importance of financial management in any business. Finance at micro level involves financing, investment, returns and financial
flows. If excess debt is used in financing business operations, financial flows (interest and principal payments here) will exceed the returns. Continuously running
business with negative cash flow situation leads to capital erosion and increased borrowing, which further increases outstanding debt. This is a negative spiral.
This Mr. Agarwal is entering a debt trap.
2. PEDAGOGICAL OBJECTIVES
a. Understand the concept of a debt trap
b. Identify factors leading to a debt trap and
c. Generate various options for dealing with a debt trap.
3. SUGGESTED QUESTIONS
a. Identify various factors that impact the financial performance of a small business.
b. Identify the risks faced by the entrepreneur and possible methods that could have been adapted to deal with the risk.
c. How can we identify if a business is entering a debt trap ?
d. Generate options for Mr. Agarwal so that he may come out of the debt trap.
4. OPPORTUNITIES FOR STUDENT ANALYSIS
Students may be formed in to teams. Each team may first brainstorm. A team representative may present group views and other team representatives
may join the discussion.
Faculty can ask questions and lead the student interactions. Focus can be on identification of issues and generation of alternatives.
5. SUGGESTED ANSWERS FOR QUESTIONS
A. FACTORS THAT LED TO PRESENT FINANCIAL SITUATION
i) Mr.Agarwal expanded the business without having sufficient funds. Every business should first focus on its sustainable growth rate. Sustainable growth rate is
obtained by reinvesting the returns from the business and there is no external financing.
ii) The borrowed funds have high cost associated with them. In case a business has to borrow, first it should do a feasibility study to see whether it can payback
the debts in time.
ii) In this case, the return from the business was not sufficient to cover the expenses. Also expenses like shop rent were increasing regularly. Increase in fixed
expenses led to a higher operating leverage. The only way to meet expenses is to increase sale. Higher sales need higher inventory and again investment in
current assets through borrowed funds. Thus it became a negative spiral. Finance sense is a must for any entrepreneur. Finance sense is the knowledge and
ability to take correct financial decisions that add value to a business.
iii) A business has to enter into a regular contract with the stakeholders. Absence of stable contracts result in business failure when suddenly the cost of inputs
go up.
B. RISKS FACED AND METHODS TO MITIGATE RISKS
Debt financing, Competition, rising cost of inputs, entrepreneurial mind set, are some of the risk factors faced by the business here. Mitigation of risks
mentioned above could have been possible by taking the following steps:
Prior analysis of the move to shift from job to business. Entering in to a lease agreement after the first shop owner asked him to leave. Gradual expansion by
reinvesting returns in to business. Replacing private loan by a bank loan or interest free loan to come out of debt trap. While keeping expenses low, strive for
value addition to differentiate services from the competitors.
C. OPTIONS FOR DEALING WITH THE PRESENT SITUATION
1. May promote existing business. (But this is a long term option with uncertainty involved.)
2. May request rich friend that the payment will be delayed by few months. (Need lot of persuasion as already he is not charging any interest)
3. May do a part time job to increase earnings along with the business. (Need to find one and also need to ensure that he gets enough time to devote to his
business also.)
4. Reduce expenses. (bare minimum expenses to be incurred. Curtailing and convincing the family is important).
5. May also look for a job with better salary. (Need to find one and looking at the gap in service, will prove to be a tougher option).
6. May also try for financial restructuring i.e., replace high cost private loans with bank loans. (Need a collateral and guarantor for this purpose)

D. PASSION OR NECESSITY DRIVING THE CAREER CHANGE OPTIONS
Initially it was passion when he changed from job to business. But subsequently it was necessity as family circumstances as well as exploitation of the employer
forced him to start on his own again.
6. SUGGESTED CLASSROOM TEACHING PLAN

Q1 10 min
Q2 15 min
Q3 10 min
Q4 10 min
Summing up 5 minutes
Total 50 minutes

ANALYSIS OF CAPITAL ADEQUACY OF PRIVATE SECTOR INDIAN BANKS
SULTAN SINGH
PROFESSOR & DEAN
CHAUDHARY DEVI LAL UNIVERSITY
SIRSA
MOHINA
RESEARCH SCHOLAR
CHAUDHARY DEVI LAL UNIVERSITY
SIRSA
SAHILA CHOUDHRY
ASST. PROFESSOR
INSTITUTE OF BUSINESS MANAGEMENT
JCD VIDYAPEETH
SIRSA
ABSTRACT
In the present study, an attempt is made to analyze the present position of capital adequacy of selected private sector Indian banks. First section includes a brief
review of some of the earlier studies. Second section covers the scope, objectives, hypothesis and research methodology. In third section, an attempt is made to
analyze the capital adequacy of selected banks namely ICICI Banking Corporation Ltd (ICICI), Indusind Bank Ltd (Indusind), AXIS Bank Ltd (AXIS) and HDFC Bank
Ltd (HDFC) in India by using CAMEL Model ratios for a period of 2000-01 to 2010-11. Fourth section covers the conclusion and limitations of the study. To achieve
the objectives of the study, the use is made of secondary data collected mainly from Report on Trends and Progress of Banking in India, Performance Highlights of
Private Banks in India, various journals such RBI Bulletin, IBA Bulletin, etc. To test the statistical significance of the results, one-way ANOVA technique has been
used. The results of the study reveal that there is no significant difference in the capital adequacy ratio and the ratio of government securities to total
investments in the selected banks; therefore, null hypothesis is accepted. On the other hand, a significant difference is found in the ratio of advances to total
assets, government securities to total investments and debt-equity ratio in the selected banks; therefore, null hypothesis is rejected.
KEYWORDS
Capital Adequacy, Net NPA to Net Advances, Investment to Total Assets, Net NPA as percentage to Total Assets.
INTRODUCTION
T
he face of banking in India is changing rapidly. The enhanced role of the banking sector in the Indian economy, the increasing levels of deregulation along
with the increasing levels of competition have facilitated globalization of the Indian banking system and placed numerous demands on banks. Operating
in this demanding environment has exposed the banks to various challenges and risks. In the process of providing financial services, they assume various
kinds of financial risks. The quality, consistency and transparency of the capital base are one of the primary objectives of any banking institution. It is only
through higher levels of loss absorbing capital that the banking sector will be in a stronger position to shield the economy from future shocks. The thrust of
bank’s work is to improve the level and proportion of the core elements of Tier 1 capital, namely common equity and retained earnings. Under the existing
standard, banks could hold as little as 2 percent of risk-weighted assets as common equity. It is even less if you consider the need for additional regulatory
adjustments. The Reserve Bank of India acts as a centralized body monitoring any discrepancies and shortcoming in the system. It is the foremost monitoring
body in the Indian financial sector. It is generally accepted that greater financial system depth, stability and soundness contribute to economic growth. But
beyond that, for growth to be truly inclusive requires broadening and deepening the reach of banking by improving earning quality of banking sector. A wider
distribution and access of financial services helps both consumers and producers raise their welfare and productivity. Such access is especially powerful for the
poor as it provides them opportunities to build savings, make investments, avail credit, and more important, insure themselves against income shocks and
emergencies. Though the Indian financial system has made impressive strides in resource mobilization, geographical and functional reach, financial viability,
profitability and competitiveness, vast segments of the population, especially the underprivileged sections of the society, have still no access to formal banking
services. The Reserve Bank is, therefore, considering the proposal for providing licenses to a limited number of new banks. A larger number of banks would
foster greater competition, and thereby reduce costs and improve the quality of service. More importantly, it would promote financial inclusion and ultimately
support inclusive economic growth, which is a key focus of public policy. The success in the global scenario can be attained only if banks maintain competitive
edged in their higher levels of capital adequacy to empower them with loss absorbing capital that the banking sector will be in a stronger position to shield the
economy from future shocks.
Induced by the forgoing revelations, an attempt is made to analyze the capital adequacy of selected private sector banks in India, which is divided into four
sections. First section includes a brief review of some of the earlier studies. Second section covers the scope, objectives, hypotheses and research methodology
of the study. In third section, an attempt is made to analyze the capital adequacy of private sector Indian banks. Fourth section covers the conclusion and
limitations of the study.
SECTION-I: LITERATURE REVIEW

The articles published on different facets of Indian banking reforms are restrictive in nature and have been found wanting in terms of the assessment of the
impact of the reforms on the banking sector. Reddy and Yuvaraja (2001) were of the view that the adoption of international capital adequacy standards,
deregulation of interest rates and entry of private and foreign banks underlined that the speed and sequencing of the financial sector reforms should be as per
the requirements of the Indian economy. Rao (2002) concluded that the international regulations are forcing the Indian banks to adopt better operational
strategies and upgrade the skills. The system requires new technologies, well-guarded risk and credit appraisal system, treasury management, product
diversification, internal control, external regulation as well as skilled human resources to achieve the international excellence and to face the global challenges.
Muniappan (2003) focused on two areas - firstly, challenges faced by the Indian banks and secondly, the management of these challenges. Every aspect of the

banking industry, be it profitability, NPA management, customer service, risk management, HRD etc., has to undergo the process of transformation of aligning
with the international best practices. He concluded that the future of Indian banking system needs a long-term strategy, which should cover areas like structural
aspects, business strategies, prudential control systems, integration of markets, technology issues, credit delivery mechanism and information sharing, etc.
Ghosh and Das (2005) highlighted the ways how market forces may motivate banks to select high capital adequacy ratios as a means of lowering their borrowing
costs. If the effect of competition among banks is strong, then it may overcome the tendency for bank capitalization. If systemic effects are strong, regulation is
required. Empirical tests for the Indian public sector banks during the 1990s demonstrated that better capitalized banks experienced lower borrowing costs.
Sharma and Nikadio (2007) presented an analytical review of the capital adequacy regime of the banking sector in India and concluded that in the regime of
Basel I, Indian banking system performed reasonably well, with an average CRAR of about 12 per cent, which was higher than the internationally accepted level
of 8 per cent as well as India’s own minimum regulatory requirement of 9 per cent. Ghosh and Ghosh (2011) emphasized on management of non-performing
assets in the perspective of the public sector banks in India under strict asset classification norms, use of latest technological platform, recovery procedures and
other bank specific indicators in the context of stringent regulatory framework of the Reserve Bank of India and concluded that the reduction of non-performing
assets is necessary for improving the profitability of banks and to comply with the capital adequacy norms as per the Basel Accord(s). Thiagarajan, Ayyappan and
Ramachandran (2011) analyzed the role of market discipline on the behaviour of commercial banks with respect to their capital adequacy and concluded that
the commercial banks are well capitalized and the ratio is well over the regulatory minimum requirement. The private sector banks show a higher percentage of
Tier-I capital over the public sector banks. However the public sector banks show a higher level of Tier-II capital. The study also indicated that the Non-
Performing Assets influenced the cost of deposits for both public and private sector banks in a significant manner. The return on equity had a significant positive
influence on the cost of deposits for private sector banks. The public sector banks can reduce the cost of deposits by increasing their Tier-I capital.
SECTION-II: SCOPE, OBJECTIVES, HYPOTHESES AND METHODOLOGY
SCOPE OF THE STUDY

This study covers four private sector Indian banks namely ICICI Banking Corporation Ltd (ICICI), Indusind Bank Ltd (Indusind), AXIS Bank Ltd (AXIS) and HDFC
Bank Ltd (HDFC).

The present study aims to analyze the present position of capital adequacy of selected private sector Indian banks.
RESEARCH HYPOTHESIS
H01: There is no significant difference in the capital adequacy ratio of the selected private sector Indian banks.
H02: There is no significant difference in the debt-equity ratio of the selected private sector Indian banks..
H03: There is no significant difference in the advances to total assets of the selected private sector Indian banks.
H04: There is no significant difference in the government securities to total investments of the selected private sector Indian banks.
To achieve the objective of the study, the use is made of secondary data for a period of eleven years i.e. from 2000-01 to 2010-11, collected mainly from Report
on Trends and Progress of Banking in India, Performance Highlights of Private Sector Banks in India, various journals such as RBI Bulletin, IBA Bulletin and ICFAI
Journal of Bank Management. To test the statistical significance of the results, one-way ANOVA technique has been used to arrive at the conclusion.
SECTION-III: ANALYSIS OF CAPITAL ADEQUACY

It is important for a bank to maintain depositors’ confidence and preventing the bank from going bankrupt. Capital is seen as a cushion to protect the depositors
and promote the stability and efficiency of financial system. Capital adequacy reflects the overall financial condition of the banks and also the ability of the
management to meet the need for additional capital. It also indicates whether the bank has enough capital to absorb unexpected losses. Capital adequacy ratios
act as indicators of bank leverage. The following ratios are used to measure the capital adequacy:
3.1 CAPITAL ADEQUACY RATIO
The banks are required to maintain the capital adequacy ratio as specified by RBI from time to time. As per the latest RBI norms, the banks in India should have
a CAR of 9 per cent. It is arrived at by dividing the sum of Tier-I and Tier-II capital by aggregate of risk weighted assets (RWAs). The higher the CAR, the stronger
is considered a bank as it ensures high safety against bankruptcy. Tier-I capital includes equity capital and free reserves. Tier-II capital comprises of subordinate
debt of 5-7 years tenure, revaluation reserves, general provisions and loss reserves, hybrid debt capital instruments and undisclosed reserves and cumulative
perpetual preference shares.
TABLE 1: CAPITAL ADEQUACY RATIO
Years ICICI Indusind AXIS HDFC
2000-2001 11.57 15.00 09.00 11.09
2001-2002 11.44 12.51 10.65 13.93
2002-2003 11.10 12.13 10.09 11.12
2003-2004 10.36 12.75 11.21 11.66
2004-2005 11.78 11.62 12.66 12.16
2005-2006 13.35 10.54 11.08 11.41
2006-2007 11.69 12.54 11.57 13.08
2007-2008 14.92 11.91 13.73 13.60
2008-2009 15.92 12.33 N.A. 15.09
2009-2010 19.41 15.33 15.80 17.44
2010-2011 19.54 15.89 12.65 16.22
ANOVA Value F- 2.24 P-value- 0.09 df-3
Source: Performance Highlights of Private Sector Banks, IBA, Mumbai.
Table -1 shows the capital adequacy ratio of the banks under study. It ranges from 10.36 to 19.54 in case of ICICI, from 10.54 to 15.89 in case of Indusind, from
9.00 to 13.73 in case of AXIS and from 11.09 to 17.44 in case of HDFC during the period under study. The results of one-way ANOVA reveal that there is no
significant difference in the capital adequacy ratio in the selected banks; therefore, null hypothesis is accepted.
3.2 ADVANCES TO TOTAL ASSETS
The ratio of the advances to total assets indicates a bank’s aggressiveness in lending, which ultimately results in better profitability. Higher ratio of advances to
total assets is preferred to a lower one. The value of total assets is excluding the revaluation of all the assets.

TABLE 2: ADVANCES TO TOTAL ASSETS
2000-2001 33.54 45.40 42.31 27.63
2001-2002 44.61 51.45 35.55 27.45
2002-2003 49.88 54.01 36.61 38.64
2003-2004 49.59 51.78 38.77 41.94
2004-2005 54.52 57.61 41.34 49.71
2005-2006 58.14 52.83 44.87 47.70
2006-2007 56.83 52.97 50.34 51.45
2007-2008 56.43 55.01 54.45 47.63
2008-2009 59.48 46.34 40.39 34.61
2009-2010 49.86 58.10 57.76 56.56
2010-2011 53.26 57.34 58.67 57.68
ANOVA Value F-3.46 P-value-0.02 df-3
As is evident from the Table-2, the ratio of the advances to total assets ranges from 33.54 to 59.48 in case of ICICI, from 45.40 to 58.10 in case of Indusind, from
35.55 to 58.67 in case of AXIS and from 27.45 to 57.68 in case of HDFC during the period under study. The results of one-way ANOVA reveal that there is a
significant difference in the ratio of advances to total assets in the selected banks; therefore, null hypothesis is rejected.
3.3 GOVERNMENT SECURITIES TO TOTAL INVESTMENTS
The proportion of investment in government securities to total investments is a very important indicator, which shows the risk-taking ability of the bank. It
indicates a bank’s strategy as being high profit-high risk or low profits-low risk. It also gives a view as to the availability of alternative investment opportunities.
Government securities are generally considered as the most safe debt instrument, which as a result, carries the lowest return. Since government securities are
risk-free, therefore higher the government securities to investment ratio, the lower the risk involved in a bank’s investments and vice versa.
TABLE 3: GOVERNMENT SECURITIES TO TOTAL INVESTMENTS

2000-2001 49.72 73.24 57.89 47.76
2001-2002 63.31 78.65 55.04 44.11
2002-2003 72.04 79.68 59.28 47.48
2003-2004 69.96 94.93 64.88 59.88
2004-2005 68.31 83.68 52.81 58.02
2005-2006 71.66 84.72 54.77 69.14
2006-2007 74.15 82.31 61.09 73.76
2007-2008 67.76 81.99 59.87 64.11
2008-2009 61.59 77.87 59.85 88.68
2009-2010 56.71 81.92 61.09 87.10
2010-2011 48.27 73.96 61.39 75.64
ANOVA Value F-11.23 P-value-1.76 df-3
As is evident from the Table-3, the ratio of government securities to total investments ranges from 48.27 to 74.15 in case of ICICI, from 73.24 to 94.93 in case of
Indusind, from 52.81 to 64.88 in case of AXIS and from 44.11 to 88.68 in case of HDFC during the period under study. The results of one-way ANOVA reveal that
there is no significant difference in the ratio of government securities to total investments in the selected banks; therefore, null hypothesis is accepted.
3.4 DEBT- EQUITY RATIO
This ratio indicates the degree of leverage of a bank. It indicates how much of the bank business is financed through debt and how much through equity. This is
calculated as the proportion of outside liabilities to net worth. Outside liabilities includes total borrowings, deposits and other liabilities. Net worth includes
equity capital and reserves & surplus. Higher ratio indicates less protection for the creditors and depositors in the banking system and vice versa.
TABLE 4: DEBT-EQUITY RATIO

Year ICICI Indusind AXIS HDFC
2000-2001 14.04 14.89 34.71 16.09
2001-2002 14.78 17.16 22.38 11.24
2002-2003 13.67 15.44 20.36 12.46
2003-2004 13.98 17.85 20.25 14.72
2004-2005 12.00 17.84 14.67 10.27
2005-2006 8.61 19.35 16.23 12.55
2006-2007 12.97 18.80 20.59 13.18
2007-2008 7.54 16.24 11.50 10.58
2008-2009 6.60 15.60 13.46 11.49
2009-2010 6.04 13.77 10.26 9.34
2010-2011 6.37 10.29 11.78 9.93
ANOVA Value F-7.00 P-value- 0.00 df-3
As is evident from the Table-4, the debt-equity ratio ranges from 6.04 to 14.78 in case of ICICI, from 10.29 to 19.35 in case of Indusind, from 10.26 to 34.71 in
case of AXIS, and from 9.34 to 16.09 in case of HDFC during the period under study. The results of One-Way ANOVA reveal that there is a significant difference in
the debt-equity ratio in the selected banks; therefore, null hypothesis is rejected.
SECTION-IV: CONCLUSION AND LIMITATIONS

To sum up, there is no significant difference in the capital adequacy ratio and the ratio of government securities to total investments in the selected banks;
therefore, null hypothesis is accepted. On the other hand, a significant difference is found in the ratio of advances to total assets, government securities to total
investments and debt-equity ratio in the selected banks; therefore, null hypothesis is rejected. The results obtained from the present study will be helpful to the
policy makers, depositors, investors and other stakeholders to take decisions about the capital adequacy of the selected private sector banks in India. As the
present study covers the analysis of four private sector banks for a period of eleven years only, therefore the results drawn cannot be applied to the banking
sector as whole.

REFERENCES
1. Ghosh, Debarshi and Ghosh, Sukanya (2011) “Management of Non-Performing Assets in Public Sector Banks: Evidence from India”, International
Conference on Management, pp. 750-760.
2. Ghosh, S. and A. Das (2005) “Market Discipline, Capital Adequacy and Bank Behaviour”, Economic and Political Weekly, Vol. 40, pp. 1210 -1215.
3. Muniappan, G. P. (2003), “Management of Challenges in Banks”, NIBM Annual Day Celebration, Pune.
4. Rao, D. Nageswara (2002), “Indian Banking in the New Scenario”, Front Line, October-November.
5. Reddy, B. Ram Chandra and Yuvaraja, B. (2001), “Some Aspects of Financial Sector Reforms”, Banking Theory and Financial System, 2002, Kalyani
Publication, Ludhiana, pp. 208-215.
6. Sharma, Mandira and Nikaido, Yuko (2007) “Capital Adequacy Regime in India: An Overview”, Indian Council for Research on International Economic
Relations, Working Paper No. 196.
7. Thiagarajan, Somanadevi & Ayyappan, S. and Ramachandran, A. (2011), “Market Discipline, Behavior and Capital Adequacy of Public and Private Sector
Banks in India”, European Journal of Social Sciences, Vol. 23, Number 1, pp. 109-11.

CHANGING PARADIGMS OF INSURANCE COMPANIES - A STUDY
P.MANIVANNAN
HEAD
DEPARTMENT OF CORPORATE SECRETARYSHIP
RKM VIVEKANANDA COLLEGE
CHENNAI
ABSTRACT
Insurance is of paramount importance for protecting human lives against accidents, causalities and other types of risks. Insurance has been dominated by public
sector in India however, with the liberalization of Indian economy, private sector entry in insurance has got momentum. The public sector insurance companies,
particularly, the dominance of LIC is not deliberate rather it is by virtue of the regulations that the market is deprived of the level playing field and market has an
anti-competitive environment. This sector is highly lucrative and therefore increasing the FDI cap would be a step to enhance competition in this sector and also
cover a large population. This highlights emerging trends and the varying strategy of the role players to strengthen their market.
KEYWORDS
Insurance, Protecting human lives; LIC; FDI.
INTRODUCTION
T
he Insurance sector in India is one and a half centuries old. In the pre liberalization period this market was monopolies by LIC, GIC and to four
subsidiaries. The opening up of the Insurance sector has been a surge not only in the number of foreign players entering the market but also in the
variety of products being offered. The total Insurance premium in India is 2% of our GDP, which is far below the world average of 7.8%. The insurance
penetration in India is only 1.95%.
Post Liberalization of Insurance sector has facing intense competition. In the second phase of liberalization we are posed for a paradigm shift. The following
strategies would help insurance companies in India differentiate themselves.
• Products – stars of the future
• Distribution Strategy
• Pricing Strategy
• Customer Service
• IT as an enables.
PRODUCTS – STARS OF THE FUTURE

The Insurance products in India can be categorized in to life Insurance and Non-Life Insurance.
LIFE INSURANCE
Life Insurance is a well established product in the country. People view life insurance policy as a secure, risk free investment. Instead of product innovation the
need of the hour is to take it to the masses as estimates say 250-300 million Indians are still insurable.
HEALTH CARE INSURANCE
Worth over Rs.86000 crores and expected to grow by Rs.8000 crore each year. This is the position of the healthcare and health financing industry. But it has the
following problems.
i) Structural problems with the product including inflexible coverage terms.
ii) Un-organized health sector in the country.
iii) No standardized medical rates.
iv) No domain knowledge with the Insurance industry.
v) No reliable medical history system in the country.
THE FUTURE STRATEGY
• Recognize health care as a separate line of business.
• Reduce capital requirement from 100 crores to 30-50 crores.
• Introduce capital monitoring and product level norms for private health insurers.
• Insurance in urban areas and high public subsidies in rural areas should be promoted.
• Health care industry should create and adopt quality standards for health care delivery, develop the treatment protocols.
• Developing risk sharing models with insurers and making patient flow efficient by developing effective models to avoid overcrowding and over-treatment.
TRAVEL RELATED HEALTH INSURANCE
About 7 million Indians travel overseas, out of which 2% need medical assistance and 0.3% emergency medical treatment. But hardly one million out bound d
travelers go for medical Insurance. Hence this market could be harnessed. Flexible products for tech consultants and corporate travelers who travel for even 2-
3 days can be introduced.
CROP INSURANCE
Crop Insurance enables farmers to insure themselves against income risks over which they have no control and allow them to invest in new, green revolution
technology. New schemes should be introduced to protect farmers against price and yield fluctuations which would arise due to changes by adopted in different
develop countries.
NATURAL DISASTER INSURANCE
It creates a financing mechanism for dealing with losses due to natural disasters like earthquakes and storms. The policy would look at disaster profiling, disaster
planning and asset allocation in the case of disasters. The premiums for natural disaster insurance can be collected as part of municipal (property) tax, or as a
surcharge at the time of transfer of property.
TERRORIST RISK COVER
Currently the territories risk is covered as a standard peril in fire Insurance policies following the September 11th issue in USA and the subsequent attack on
Indian parliament, overseas re-insurers and refusing reinsurance of domestic general insurers’ fire insurance portfolio. Separate terrorist attack insurance with
the following features should be launched.
• Corpus fund to be created to reduce dependency.
• The corpus fund can be created out of the contributions from general insurance
• The contribution rate is pegged at around 3-5% of their total premium.
• The contribution may be made eligible for tax break

DISTRIBUTION STRATEGY
In India 1 billion people there is a vast untapped potential waiting to be mined. The key to reaching them is to develop sound distribution channels.
The traditional distribution model comprises:
• Captive/Tied Agents: These are agents who sell policies of only one Insurance company which employs them.
• Independent Agent: An individual agent who represents several companies and place insurance policies for their clients with the company that offers the
best rate and coverage.
• Corporate Agents: Firms selling policies of several Insurance companies.
The various channels that can be used under the purview of the amendments are:
BANKS
Bank assurance in its simplest form is the distribution of Insurance products through a banks distribution channels. Banks can straightway leverage their existing
capabilities in terms of database and face to face contacts to market Insurance products.
Rural areas and small towns offer huge potential to the insurance companies. This potentiality was largely untapped due to inadequate distribution. The
following measures are suggested and these bodies can act as “Corporate Agents” to sell Insurance products most specific to the community needs.
• Cooperative societies
• Village Panchayats
• Post Offices
NGO’s
This channel could be used to increase awareness about the Insurance Products. As many NGO’s have strong presence and a positive reputation in rural areas
they can prove to be an effective channel.
GROUP CHANNELS
Worksite Group: This type of marketing is the selling of voluntary Insurance and financial products at the worksite. The products may be on either an individual
or group platform and are usually paid through periodic payroll deductions.
Affinity Groups: Affinity groups are homogenous groups. The major advantage of selling Insurance to affinity groups is that there is a greater likelihood of
lasting.
Personal Advisors: Such as accountants, lawyers, doctors and tax planners.
Mutual Funds: Mutual funds could capitalize on their existing customer bases to sell policies.
Hospitals: A tie-up with hospital chains for selling health insurance can be an effective channel to reach a wide base of customers.
PRICING STRATEGY
Tariff is a schedule of premium rates, policies and conditions applicable to risks in a class of business. Historically rates of premium have been arbitrarily founded
and progressively refined as experience was gained. Statistics on the frequency and intensity of claims were built over long periods and amorphous rate
schedules constructed.
The Tariff market in India has been viewed to have a mixed bag of merits and demerits.
PROS
i) Global perception of Indian Market as a stable market in terms of rates terms and conditions.
ii) Steady growth of the Insurance business with the tariffs providing benchmarks rates.
CONS
i) Standardization has inhibited innovation and restricted customer choice.
ii) Tariffs have destroyed underwritings skills and have led to the proliferation of a bureaucratic attitude.
iii) Since Tariffs are not based on adequate data, rates are not scientific and realistic.
iv) Tariffs do not respond in a timely manner to changes in rates in International Markets.
De-tarrification is bound to happen as we have moved towards free market. In all probable chances the IRDA is working at detariffication in a phased manned.
The strategies that the Insurance companies should adopt so as to proliferate in the detariffed market should be:
Collection of Data: The biggest problem against detariffication is the absence of proper data to fix the premium rates. This data can be easily collected by the
nationalized players that monopolized the industry for long.
Scientific Pricing models: Historically the rates of premium were arbitrarily founded and refined over a period of time. What is actually required is a systematic
study of the risk profile of the individual/industry, economic condition etc., to arise at the premium rates. Various tools used are stochastic modeling, Financial
modeling and reporting, Actuarial Sciences.
Risk Management: The risk for an individual can be determined by weighing the risk on various parameters such as his background, personal history etc. This
would prevent the customer from being put in general class but would help in accurately the premiums, the customers needs to pay depending on the risk
calculated.
Underwriters should be trained in the approach to rating making full use of statistical data and statistical techniques.
The marketing staff and front line staff should be trained to collect appropriate risk information at the time of rating and acceptance.
Factors needed to be considered by Insurance companies which arriving at the premium for a particular product.
CUSTOMER SERVICE
Products and prices in an Insurance industry can be easily duplicated. This service becomes the only differentiated which will provide the competitive advantage
in the long run.
THROUGH AGENTS
The insurance agents are the interface between the customer and the Insurance Company. The agents should be able to accomplish the following the improve
service.
• Assessing and analyzing the clients risk profile.
• Finding the best product or products available in the market
• Negotiating the best deal available in the market
• Continuity of service throughout the period of Insurance.
• Claims advisory service.
PREMIUM COLLECTIONS
The Insurance premium till data is paid by cash or cheques. With the internet technology revolutionizing the way business is done, a lot of time and money
could be saved by premium payment through this mode.
CUSTOMER MANAGEMENT CELL
Insurance companies should have a cell for customer management which caters to the customer needs and complaints. They would do the following:
• Clear customers doubt and educate them about the products.
• Provide printed literature about products in English and regional languages
• Respond faster the customer’s complaints like premium collection, renewal of policy etc.
• Educate the consumers about complaint redressal schemes like the ombudsman and the consumer courts. Insurance ombudsman and the consumer
courts. Insurance ombudsman is a quasi judicial body established for speedy settlement of dispute in a fair, impartial and judicial manner.

BUILDING BRAND AWARENESS
Insurance companies build the awareness based on:
• Holding seminars and informal corner meetings.
• Distributing brochures/handout giving complete information of their products.
• Laying emphasis on the value of the product rather than on its price.
• Advertisements speaking of the utilities of the products instead of being loaded with slogans.
CLAIMS PROCESSING
• Responses time between the claim and the actual payment should be fast/
• Incase of delayed payments, fine should paid by the insurance company.
• In case of conflicting interests case should be referred to the ombudsman or courts as the case may be.
IT – A STRATEGIC INVESTMENT
Among the all, one factor that can, and is bringing sweeping changes in the industry, in the manner it will work henceforth, in information technology.
Companies will need to redefine the way business was conducted so far. Innovations in technology will help the following areas.
MARKETING AND SALES
IT supports an Insurance enterprise in
• Measuring effectiveness of distribution channels.
• Developing front-end capability for collection of error-free data.
• Identifying profitable customers for cross selling
• Tracking and routine leads.
• Disseminating information’s there by increasing efficiency in sales.
• CRM solutions which capture information generated by clint encounters across all sales and service channels to present a single, unified picture of the
customer in all transactions.
CHANNEL MANAGEMENT
Agency Management systems, call centers, computer telephony interface, point of sales systems, portals, knowledge management applications, wealth
management, remote access and mobile computing support the distribution agencies by providing timely information on products, customers and market.
INTERNET AND E-BUSINESS
• Web based applications enable insurers to connect, inform and communicate with agents, partners, customers and end-users.
• Websites and portals are a low cost distribution channels to provide information about products and services.
• E-business enables and support business by facilitating online quotes, online policy issuance, online bill presentment and payment and claims submission.
KNOWLEDGE MANAGEMENT
Actual and risk assessment applications and rating solutions can be integrated with the underwriting and claim applications enabling the insurers to collect,
collate, bring together, analyze the risk related data and calculate chances of loss and the average likelihood of an event happening.
INSURANCE PROCESSING
IT solutions can be used effectively to improve the efficiency of the business processes and maintaining accuracy, uniformity and consistency. Technology based
transaction – centric solutions can be used for
• Workflow and document management.
• Electronic bill presentment and payment system.
• Content management.
• Sales force automation.
• Claims processing.
• Fraud detection.
CONCLUSION
Opening up of the sector certainly means more awareness amongst customers and highest expectations which can be satisfied by new products, better
packaging and improved customer service. Potential buyers for more of this Insurance lie in the middle class. Both new and existing players will have to explore
new distribution and marketing channels to reach them.
REFERENCES
1. Annual Report of IRDA, (2000-2001) and (2007-2008), IRDA, Hyderabad, India; (www.irdaindia.gov.in).
2. Bhole, L.M., (1999), “Financial Institutions and Markets: Structure, Growth and Innovations” (Third Edition), Tata McGraw-Hill Publishing Company Limited,
New Delhi, India.
3. Gazette of India Extraordinary Part III Section 4; Insurance Regulatory and Development Authority (Investment) Regulations, 2000; (www.irda.org.in.).
4. Government of India, (1994), “Report of the Committee on Reforms in the Insurance Sector”, Ministry of Finance, New Delhi, India.
5. Government of India, (1994), “Report of the Committee on Reforms in the Insurance Sector”, Ministry of Finance, New Delhi, India.
6. Levine, R., (1997), “Financial Development and Economic Growth: Views and Agenda”, Journal of Economic Literature, June, Vol. 35, No. 2, pp 688-726.
7. Outreville, J. F., (1990b), “The Economic Significance of Insurance Markets in Developing Countries”, Journal of Risk and Insurance, Vol.18, No.3, pp. 487-
498.
8. Palande, P.S, Shah, R.S and Lunawat, M.L, (2003), “Insurance in India: Changing Policies and Emerging Opportunities”, Response Books, Sage Publications,
New Delhi, India, p.62.
9. Rao, D. T, (2000), “Privatisation and Foreign Participation in (Life) Insurance Sector”, Economic and political Weekly, March 25, pp. 1107-1120.
10. Sinha, T., (2004), “The Indian Insurance Industry: Challenges and Prospects”, Swiss Re Visiting Professor, Institute of Insurance and Risk Management,
Hyderabad, India, p.24.

A STUDY ON THE IMPORTANCE OF SOFT SKILLS AND POSITIVE ATTITUDE AS PERCEIVED BY INDUSTRY
WITH SPECIFIC REFERENCE TO FRESH ENGINEERS
B R VENKATESH
PROFESSOR & COORDINATOR
DEPARTMENT OF MANAGEMENT STUDIES
GLOBAL ACADEMY OF TECHNOLOGY
BANGALORE
ABSTRACT
A study on the importance of Soft Skills and Positive Attitude as perceived by industry with specific reference to fresh engineers right from the times of industrial
revolution, the parameters sought by the employers in employees were generally the physical ability and the technical knowhow required to execute the specific
job. As the times passed by, the needs of the community & society changed drastically, the demands rose with more specifics, technology grew by leaps and
finally the products and services changed for the better. In the process, the boundaries of both the consumption & the market grew from local to global and thus
the employment arena opened up the international borders. This is exemplified with products being designed in Japan, manufactured in China, marketed for the
world, owned by Europe, supported by India, shares traded from Mumbai to New York, the list is endless. All these have transformed the whole world into a
global village thus the demand for skills other than hard ones in terms of soft skills coupled with positive attitude are on the rise. This paper focuses on Human
Resource Area in general and the importance of Soft Skills and Positive Attitude as perceived by industry with reference to fresh engineers, in specific. This paper
is based on a diverse combination of conceptual structure and empirical study dealing with measure of soft skills and positive attitude as professed by the
employers in fresh engineering recruits. The conceptual outline covers a vital review of the important literature and concludes at a more defined formulation of
the theory. The empirical component is supported with responses received for semi-structured interviews with Human Resource and Technical heads of select
companies. The outcome of the literature survey and the empirical study coherently put together has helped in identifying the skill sets sought after by the
industry and this may guide the academia to attempt incorporating necessary measures.
KEYWORDS
Academia, Fresh engineering recruits, Industry, Positive Attitude and Soft Skills.
INTRODUCTION
I
n the graduate employment market, a professional degree carries higher and better credence than a normal degree. A degree awarded by a reputed
institute / a university still has a very high prevalence with the industry / employers. In spite of this being very true, there is significant and compelling
evidence that degree or the certificate alone won’t be enough in today’s competitive market but employers have been increasingly looking for human
resources with appropriate soft skills and right attitude.
The Confederation of British Industry (CBI) defines employability skills as: “a set of attributes, skills and knowledge that all labour market participants should
possess to ensure that they have the capability of being effective in the workplace – to the benefit of themselves, their employer and the wider economy.”
Employability skills are not just for gaining an initial employment but to sustain and if required, getting a new employment too.
The competition among the fresh graduates is growing tougher and tougher with over 400,000 graduates passing out every year. They are bound to face
questions as to what skill sets they learnt in the university and what experience they gained to complete the tasks more effectively and within a given time. In
addition to one’s degree certificate, it is simply needed today to be proactive and thorough with displayable employability skills to make one’s CV look worthier.
Today, in India, unemployability is more predominantly threatening the country rather than unemployment. Dr A P J Abdul Kalam, our former President of India
has rightly said that India does not have the problem of unemployment but unemployability.
As per the results of the survey, jointly conducted by Federation of Indian Chambers of Commerce and Industry (FICCI) and the World Bank, 64 percent of
surveyed employers are "somewhat", "not very", or "not at all" satisfied with the quality of the skills of engineering graduates. It is interesting to note that India
has one of the world’s largest qualified pools of technical manpower. But, the employability of the very resource is not truly encouraging compared with many
other countries.
Integrity, reliability and teamwork are the three primary skills identified, whereas three most important specific skills are communication in English,
entrepreneurship and use of modern technologies. Most of the employers were found satisfied with English Communication of the graduates while reliability
was not fully convincing.
In simple words, employability is directly proportional to one’s competency which in turn is a comprehensive combination of Knowledge, Skills and Attitude of
persons. Competency is here viewed as both an absolute parameter and a relative terminology as one’s competency is always compared with the other.
Further, in today’s competitive world, an employee is always looked at in terms of one’s current competency levels than at the one with which he entered into
the organization. So, how well is he keeping himself updated and practical is very critical for one’s own growth and sustenance.
The unpleasant observation in today’s scenario is that quality of graduate engineers is compromised with total focus on producing more and more engineers
quantitatively. This is evidently seen with mushrooming growth of engineering colleges throughout. Arguably, the educational system of the day is probably
adding to the already existing melancholy.
It is widely reported that the recruiters are finding it tough to find the right skills and right attitude in almost all engineering disciplines. The widening gulf
between what the industry expects and what the academia delivers is probably understood by referring to the industry stalwarts stating that only 15% to 25% of
current engineers are employable.
Based on the industry in which an organization is operating, it looks for different sets of skill sets in potential hires or recruits. Multi skilled individuals are always
in demand. Though every organization focuses on its own specific needs, certain common skills such as good communication skills, right attitude, interpersonal
skills, integrity, decision making & problem solving ability and team comrade skills are always desired irrespective of the type of business or industry.
All employers irrespective of the type of their industry demand high degree of employability skills as that forms the very basis of their survival, sustenance and
growth in today’s tough global business environment. In fact, other resources being almost equal it is truly the Human Resource of high quality skills that
differentiates between the market leaders and all others. Employers throughout the world have realized this factual aspect long ago and hence today physical
international boundaries do not mean anything when it is the question of hiring the talent. Slowly but of late, even our Indian graduate youth have recognized
this global truth and are in right path of keeping themselves abreast and updated with regard to both core and other employability skills.
Stringent hiring standards such as 65 to 70% consistent merit right from X standard to the final semester of B E, very good communication skills observed in
Group Discussions and detailed technical and HR personal interviews in recent years have exposed the widening employability gap into spot light. Skills like
creativity, innovativeness, thinking out of the box, adaptability, time consciousness, corporate etiquette and many more are being observed and valued.
Many of the aspiring young graduates despite having good academic records lack the critical skills which are cited above. Today’s work environment puts a high
premium on independent thinking, responsive and effective communication skills.

Most of the colleges and universities are just delivering today the old curricular contents without due regard to what is the current need of the industry. Even
the syllabus is not being updated regularly in consultation with the industry. Pure textbook approach without practical exposure and knowledge takes the youth
nowhere in terms of industry readiness. Further, the current examination system of giving choice like “Answer 5 out of 8” will not certainly help the cause as
there is no choice once a graduate steps on the corporate ladder. It is further alarming to note that first class (60% -70%) students and even quite a few
distinction (70% & above) students fail to clear the communication tests, group discussions and personal interviews.
Respondents from the industry revealed that unlike earlier, today, they do not have time to train the fresh recruits on all aspects and rather they expect the
fresh hires to be job- ready from day one. With this in background, how can we resolve this issue? Probably and arguably the answer lie in our education
system, wherein so far only the core/hard skills are being taught.
One of the key challenges faced by the Indian corporate world today is proper young human resource with right skill sets and competencies to take on global
competition in quick time. With the industrial growth being rapid in general (except for the period of recession), rightly populating the entry level pipe line is
highly essential. This is generally met with through campus recruitment. The immediate next challenge would be “up-skilling” of existing employees to take
higher positions of team leaders and managers of higher order competencies. Over a span of time, it is very clearly realized by the industry that well experienced
& highly skilled human resource is generally short in supply and if available, it is quite expensive. Hence, HR strategies, processes and practices which are
upwardly scalable, innovative and cost effective are to be evolved and sustained.
This paper aims at exploring the specific skills required for obtaining and sustainable employability of engineering graduates in the eyes of the recruiters. In
most of our engineering colleges, students do come from different backgrounds in terms of academic standards, urban & rural divide, varied native languages
and multi cultural canvas. In order to gain and sustain an employment in today’s challenging scenario, there is a strong need for a common link to make them
competent. Communication in English may remove the lingual barriers in corporate world and give them a common medium to communicate. In addition,
according to the author’s findings the students with skills like positive attitude, problem solving, time management, team spirit, self-confidence, handling
criticism, flexibility and a few others, also known as soft skills as a whole, have much better chances of not only survival but successful growth in the tough
corporate world compared to others who lack these.
The necessary data for the study has been collected through questionnaire technique and personal interview method.
1. Duyen Q. Nguyen in his study 'The Essential Skills and Attributes of an Engineer: A Comparative Study of Academics, Industry Personnel and Engineering
Students' analyzed through survey data on the most essential generic skills and attributes of a modern engineer and concluded on the requirement of technical
knowledge and skills and attitudes. His study revealed that the emphasis given to personal and professional attitudes by the industrial sector was interesting and
indicates that engineers are not only expected to be technically proficient in the field but also to know how to behave and operate within an organisation. He
even pointed out that other generic groups such as intellectual skills and standards of engineering practice were also highly regarded by industry
2. Meenakshi Sharma, in her paper 'How Important Are Soft Skills from the Recruiter's Perspective' has discussed about the role of soft skills in different
managerial roles and weightage of soft skills in promotions. Her study results have shown that industry does prefer people with experience, but they also look
for some other qualities in them. Along with technical skills, people who are adaptable and have the zeal to understand and learn new technologies as part of
their growth process are sought. She quoted that the interpersonal skills, alignment with the corporate culture, the ability to work as an effective and
contributing team member and the political savvy to know how to get things done in the organization” also determine a person’s long-term success in an
organization. The study revealed that in general, hiring managers are not happy with the new workforce coming out of the colleges and they do believe that they
should be much better equipped with soft skills as well as hard skills.
3. In article 'English and Communication Skills for the Global Engineer', Marc J. Riemer, discussed about the communication skills and its importance for
engineering graduates for the employability. He quoted in his article that, Language and communication skills are recognized as important elements in the
education of the modern engineer, including English for specific purposes. Yet, there seems to be limited implementation of English courses globally, despite its
current lingua franca status. Those institutions that have already implemented multilingual and communication elements will be at the forefront of providing the
demands of industry and society. The incorporation of several components of the fundamentals of emotional intelligence in education will facilitate advanced
communication skills.
4. In the article, 'Sustainable Employability Skills for Engineering Professionals, author V. Saravanan aimed at exploring the skills set required for sustainable
employability of engineering graduates in India. His study revealed that as in most of the Indian engineering colleges, students are from different academic
backgrounds coming from different places having different mother tongues, there is a need to provide them a common platform to make them competent
enough to face the real challenges of today’s corporate world. English is the language which can remove the lingual difference among them and give them a
common medium to communicate. According to his findings that students with skills like positive attitude, effective communication, problem solving, time
management, team spirit, self-confidence, handling criticism, flexibility, etc which are also known as soft skills as a whole, have much more better chances of
survival in the tough corporate world compared to the students who are lacking in the soft skills.In the paper author tried to list the skills needed for the
students to get employed in reputed companies and has shown how these skills are important for them to work in a performance oriented work environment.
5. In the article ‘Enhancing the Employability Skills of Undergraduate Engineering Students’ by MARGARET MORGAN1 and PEARSE O’GORMAN2, says that
methodology for developing engineering students at the University delivers the traditional scientific, technical, analytical and mathematical subjects that are
fundamental to the area of mechanical and manufacturing engineering but with an emphasis on developing the students’ commercial awareness and
communication skills that employers, and beyond, have identified as being so important. Students finishing engineering programmes at the University which
focuses on enhancing the employability skills of graduates there by giving them a competitive edge in securing suitable employment, have reported high levels
of satisfaction with the extent to which their business awareness and soft-skills have been developed. Finally, employers are very satisfied in that a very high
percentage of the graduates obtain suitable employment in graduate positions within a short time of completing their studies. GORMAN has taken ULSAR
University for his study and implemented his new method of syllabus on mechanical engineering students and has proved the effect of employability training.
6. Divya Shukla in her article ‘Employability Skill among Professionals – Chagrin of HR Executives in Indian Labor Market: A Study on Engineering Graduates of
Bhopal City, has focused on attitude importance in employability. In her study she has discussed on the mushrooming of the technical and professional
institutions in India and its resultant into the million of professionals and technocrats’ contribution to the Indian labor market and employability among these
pass out. The research paper is an effort to check the status of the employability among the engineering professional of Bhopal City. The objective of the
research is to identify the level of employability skill among students, its differences based on the respondents’ demography details and to facilitate suggestive
measure to this regard. The data was collected through questionnaire from 291 engineering professionals who are in final year of their BE degree. She analysed
the average and moderate level of employability skills among the professionals.
7. In response to the question “How can the Indian industry and academia collaborate to make engineering education better?” by EE Times-Asia*, Jaswinder
Ahuja, Vice President & Managing Director, Cadence Design Systems (I) Pvt. Ltd 4 stated as: There are several ways in which to bridge the gap, some of which are
detailed below. Industry-academia-government partnership to provide students with valuable practical experience while in college by applying their theoretical
knowledge to actual customer problems; The ecosystem needs to work together to constantly update the curriculum of educational institutes for it to be in line
with the latest industry developments; Encouraging internship programmes. This imparts hands-on technical, business and soft skills to students in a
professional environment and also gives access to a potential workforce to the company.
Responding to the same question, T.V. Prasad, HR Director, Cypress Semiconductor Technology India Pvt. Ltd suggested that some specific steps that can be
taken are:
a) Universities/colleges need to constantly review their curriculum and adapt to the changing industry needs.
b) Universities/colleges need to focus much on research involving real technical problems that the industry is trying to solve.

c) State level and district level industry-academia interface bodies need to be initiated
d) Many universities do not have enough faculty. Industry can bridge this gap by asking their employees to do part-time faculty assignments.
e) Industry and academia together can sponsor several innovative challenges / competitions that involve solving technical problems that are current and live in
the industry.
The industry and analysts see a growing employability gap for graduating engineers. What is your opinion? In response to this query, Krishna Vedula, Professor
of Chemical Engineering, Dean Emeritus of Francis College of Engineering at University of Massachusetts Lowell; former Executive Director of Indo-U.S.
Collaboration for Engineering Education with inputs from M.P. Ravindra, Executive Director- IUCEE (India)*; Advisor-E&R, Infosys Technologies Ltd expressed
that:
The need to innovate new technologies in collaboration with the users of the technologies has changed the workforce needs of the business world, while the
aptitude and talent of the future workforce have changed radically as a consequence of easy access to digital and communications technologies. Although
engineering educational institutions in U.S. and India are responding to these changes, many of them are inhibited by traditional approaches to teaching and
research. Engineering education needs to pay more attention to the development of innovation, entrepreneurship and the ability of its graduates to function in
a constantly changing global environment. The future of the U.S. technical workforce is challenged by the lack of interest and preparation among its youth for
science and engineering careers. At the same time, India has a large number of youth with strong math and science skills interested in engineering careers, but
limited by inadequately trained faculty, poor facilities and limited research in a majority of its engineering colleges.
8. M.Vijayakumar & Dr S Ramalingam in their article ‘A study on competency needs analysis and quality factors for fresh recruits’ have attempted to study the
methodology and processes involved and the strategies and challenges the companies face during the exercise. They discussed about big gap between what the
employers expect and what the candidate show case in terms of employable competencies. They attempted to bring in to lights the factors that are commonly
considered in job interview and how those factors fall in order of preference.
9. In the paper ‘An Empirical Study on Expectations of Industry from Academia’, Prof. Neeraj K. Dubey, Dr. Saurabh Goyal, Prof. Ravindra Pathak, Dr.Uday Singh
Rajput tried to explore gap between industry expectations and quality of recent college graduates. They tried to create an active interface between industry and
academia. In the study they have considered 12 determinants of employability namely-soft skills, leadership qualities, suitability, analytical power, ethical
component, dressing sense, language, appearance, manageability, training needs, industry's view and professional commitment. The results indicated the
importance of softskills and other criteria along with the basic theoretical knowledge.
10. The study done by FICCI on ‘Industry – Academia Convergence “Bridging the Skill Gap”, talks about the need for effective intervention to understand
employer needs, variable sector specific skills, training requirements that improve business performance, articulation of business expectations in education
institutions and engagement of industry leaders with higher education institutions. Given its mandate, FICCI through the platform of Industry – Academia
Convergence, endeavours to bring together higher education institutions and employers to evolve modalities for collaboration with the aim to meet India’s
medium and long – term skills and business needs for the 21st century.
11. In the article 'Engineering education in the context of labour market requirements and expectations - Polish experiences', Agata Pradela has studied on the
process of engineering education. The most important issues, challenges and problems connected with higher education are described, such as educational
trends, the low quality of education at schools (in the opinion of academics), demographic gaps and the lack of monitoring of labor market requirements. he
highlights system solutions of engineering education and activities that support engineering education such as career service, technology transfer, co-operation
between employers and universities, and research on matters relating to students’ and graduates’ careers. The author has has come up with the determinants
and perspectives of engineering education.
12. SUSAN M. KATZ in her article 'The Entry-Level Engineer: Problems in Transition from Student to Professional' has discussed on the issues of the students
transformation problems from the stage of student to professionals. And suggests that many basic skills required in the workplace, including the ability to work
on a team and to communicate with one’s peers and supervisors, are missing or insufficiently developed in recent college graduates. She quotes that through
many employers have programs to overcome these deficiencies, academicians also should consider what best can be done to prepare students for their future
roles, and what students themselves can do to ease the transition.
13.Winbladh (2004) in his article ‘Requirement engineering: Closing the gap between academic supply & industry demand’ has focused on the requirement
engineering that involves capturing, structuring, and accurately representing the client's requirements in a manner that can be effectively implemented in a
system that will conform to the client's specifications. He also suggested project based & collaborative learning to upgrade the students. He concluded that new
graduates are ill equipped to enter and survive a market with recessions because they do not exhibit the qualities the qualities that the industry treasures.
14. Eileen M. Trauth in his study 'The IS Expectation Gap: Industry Expectations Versus Academic Preparation', focussed on recent changes in information
systems technologies, applications, and industry requirement for tomorrow's IS professionals. He used data from four groups-IS managers, end-user managers,
IS consultants, and IS professors-to identify the key skills and knowledge that will be required of future IS professionals. These requirements were then
compared with current IS academic programs. The results reveal that despite a shared vision of the future IS professional, there is an "expectation gap" between
industry needs and academic preparation. He quotes that Industry and universities must work together to close this gap. Universities need to place more
emphasis on the Information Systems Curriculum integration of technologies, applications, data, and business functions and Jess on traditional and formal
system development. Firms need to send consistent messages to universities about their expectations while recognizing that the mission of university business
programs is career education, not job training.
15. Ghosh et al (2007) discovered that at present, there are several mechanisms operational in India, with 'Academia-Industry interaction,' as a fulcrum of
technical education. He focussed that by involving the industries right from the stage of drafting syllabi to absorbing the trained students, they are allowed to
shape the CORE into a highly productive Human Resource Centre. This also enables them to reduce the time required to orient a fresh graduate before s/he
could be inducted into shop floor and to upgrade/ re-skill their existing employees at a very competitive cost. Zahid (2008) concluded that higher education and
industry linkages should remain alive for constant updating of courses. By creating the partnership between universities and industry, both can benefit from
resources of each other.
16. Modi (2009) concluded that fresh graduates, who join the industries, require six months to 2 years as gestation period to show their contribution and, many
a time, they leave the organisation before they start showing results. This is due to the gap between theory and practice. The industry, R&D labs should become
partners with the centres of higher learning.
17. Paliwal (2009) has focussed on coordination among the efforts of academia, industry and the government. He emphasized on instilling the traits which are
expected by the prospective employers. Hannan (2003) recommended that faculty-student ratio should be close to 1:10, frequent revision of syllabus in
consultation with the industry and institutions should create the professionals with global mind set so that they can adjust in different cultural & social settings.
NEED FOR THE STUDY

We find a phenomenal growth of engineering institutions in India especially after the year 2000. Based on TNN-Times News Network of 28th Feb 2012, India is
now home to 3,393 engineering colleges that have 14.86 lakh seats; Further, just 5 states: Maharashtra, Andhra Pradesh, Tamil Nadu, Karnataka and Uttar
Pradesh have about 70% tech institutes. With this data on the input end, leading industrialists and NASCOM state that only 15% to 25% of technical graduates
are employable.
Her graduates, why our corporate leaders and managers are not happy with the graduates of the day? Here rises a natural question that In spite of so many
technical institutions producing large number of graduates, why our corporate leaders are not happy with the graduates of the day? Certainly the point is
towards the holistic quality and not the quantity.

On one side the Knowledge commission moots for more number of engineering colleges and on the other side, lakhs of seats lie vacant after the admissions are
completed. (When admissions closed in the year 2011-12, AICTE estimated that nearly three lakh seats were unfilled). Further, there are certain perennial
problems associated with a large number of engineering colleges, few of which are as follows:
• Insufficient number of well qualified and passionate faculty.
• Lack of Infrastructure – Laboratory equipment, Workshops, etc.
• Lack of quality reference material in libraries
• Minimum Student Faculty Interaction
• More emphasis on Theoretical Lectures than Practical Applications
• High priority accorded to passing examinations than acquiring knowledge.
• Lack of Institute Industry Interaction
• Lack of or minimum live project works by engineering students
• Low self esteem, confidence, and fear of facing Interviews
• Lack of students’ competencies required for employment.
It may be mentioned here that this is a part of the doctoral study that is being done with the title “empirical study of Engineering Students’ competencies for
matching Academia deliverables and Industry needs”. With the literature survey cited and opinions of industry heads studied, it is a clear picture that
importance of Soft Skills and Positive Attitude as perceived by industry with specific reference to fresh engineers is really more focused now than ever before
and hence the need for the study is prompted.

Are soft skills and positive attitude important for fresh engineering graduates today to get employed?
OBJECTIVES
The study tries to answer the following questions:
1. Which skills do employers consider important while hiring new engineering graduates?
2. How satisfied are the employers with the skills of fresh engineering graduates?
PROCEDURE USED TO COLLECT DATA
As a part of ‘Empirical Study of Engineering Students’ competencies to match Academia Deliverables with Industry Needs” - a doctoral thesis, this paper tries to
list the skills needed for the students to get employed and show how these skills are important for them to work in a performance oriented work environment.
To achieve the objective, data was collected from mainly primary sources while secondary source data has been utilized to conceptualize and substantiate the
research work.
The primary data was collected through structured questionnaires framed for the Technical and HR heads of different organizations using the workforce to get
their opinion & sensitivity on what their expectations are from the fresh recruits and what suggestions they have for improvement, as they are the basic demand
creators and end users of the services. Technical & HR heads of over twenty organizations like BHEL Electronic Division, Cisco, Sasken Technologies, Nokia
Siemens Networks, Mind Tree, IBM, Infosys, etc, have been considered as sample data for the study. To fulfill these aims, the researcher has considered
Technical Skills, Soft skills along with Attitude as the criteria and framed a structured.
Technical Skills Soft skills Positive Attitude

Design, Communication Skills – Verbal & Non Verbal, Time sense,
Logic Design, Multi lingual skills, Self initiative,
Circuit Analysis, Decision making ability, Cost Consciousness,
Meticulous Assembly of components, Team Work, Quality Consciousness, Concern for Deadline,
Instrumentation skills, Leadership qualities, Creative thinking,
Testing skills, Art of Questioning, Spiritually mindedness, Emotional stability,
‘C’ language, C++, Java, Troubleshooting, Diplomacy, Self motivation,
VLSI, Need for Multiple Tasking, Working under pressure,
DSP Programming, Risk taking skills, Logical approach,
Board Designing, Independent working, Meeting etiquette, Competitive spirit,
Network Analysis, Wisdom to prioritize, Winning attitude,
Assembly language, Debugging Ability to say ‘no’, Corporate etiquettes, Readiness to change, Accepting failure,
Knowledge of legal issues, Numerical aptitude, Ego management.
Strong memory, Sense of Humour ,
Planning skills, Valuing ethics.
Managing Resources.
Caring customers(CRM),
ANALYSIS AND FINDINGS

The employers of engineering graduates specifically seem to focus on Theoretical Knowledge, Technical Skills and Positive Attitude to learn and work in dynamic
and challenging environment. From the study it appears that recruiters/HR experts are ready to give opportunities to fresh engineering graduates possessing
positive attitude, core and soft skills and this inference is drawn as their priority indicated is so high with a rating of 5 on a scale of 1 to 5. Hence, in employers’
perspective, if engineering graduates possess the needed skills, they can be moulded to organizations’ requirements.
OVERALL SKILLS SET
Recruiters have ranked different parameters with rankings as follows:
GENERIC SKILLS & ATTRIBUTES
SL. No Generic Skills & Attributes Industry Rank
1 Theoretical knowledge 5
2 Technical skills 5
3 Positive attitude 5
4 Soft skills 4
5 Practical knowledge 3

importance given by recruiters on skill set
importance level
4
3
2
1
0
Theoretical Practical Technical Soft skills Positive
knowledge knowledge skills attitude
skill set
THEORETICAL / CONCEPTUAL KNOWLEDGE & PRACTICAL KNOWLEDGE

When the researcher attempted to find industry’s opinion on “lack of theoretical skills”, on an average 90% of the respondents strongly or moderately disagreed
and they are of the opinion that students are “fair” in conceptual knowledge while they opine that practical skills are very less. Almost same percentage of the
industry respondents say that the students do lacking practical knowledge.
openion on fresh engineers lack theoreticalknowledge
strongly disgree
disgree
cannot say
openion of recruiters on fresh engineers lack

practical knowledge
strongly agree
sgree
cannot say
Researcher has grouped all the skills which he has considered for study into 12 heads for computational purpose with the help of factoring and tried to identify
the ranks given by the recruiters and found the rankings as given below (please refer both the table and the chart).
SL. No Generic Skills & Attributes Industry Rank

1 Design and analytical skills 4
2 Programming skills 4
3 Testing skills 5
4 Instrumentation skills 3
5 Trouble shooting and debugging skills 4
6 Production & assembly skills 5
7 Communication skills 4
8 Team and leadership skills 4
9 ion making skills 4
10 Time management skills 5
11 Execution skills 5
12 Trainability and grooming skills 5

BAR CHART SHOWING THE RANKS AS INDICATED BY THE INDUSTRY EXPERTS
6
5
4
3
2
1
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When recruiters were asked about the importance of attitude and whether they feel the fresh engineers have the positive attitude, many are in agreement that
graduates have the positive attitude.
openion on engineering graduates having

positive attitude
70
percentage of recruiters
60
50
40
30
20
10
0
strongly agree cannot say disagree
agree
CONCLUSION
Studies have shown that the recruiters expect a high degree of technical knowledge and conceptual clarity in the fresh recruits. Further, the results have shown
that in addition to technical knowledge, skills and expertise certain specific skills and qualities are expected in the graduate engineers of the day. As technical
skills without the motivation to keep growing and learning new ones, would soon become outdated, they specifically look for people who are adaptable and
have the zeal to understand and learn new technologies as part of their growth process. The recruiters attach a very high weightage to soft skills and positive
attitude on par with technical skills.
The results have pointed that in general, hiring managers are not satisfied with the new workforce coming out of the colleges with regard to long term approach
and reliability. They do believe that gradate engineers should be much more job ready with necessary soft skills in addition to the hard skills. The employers
expressed that in order to shoulder higher responsibilities in key positions, the need for soft skills and positive attitude are very essential as the company grows
bigger with expanding domains and markets in current scenario.
REFERENCES
1. Agata Pradela , (2012) Engineering education in the context of labour market quirements and expectations - Polish experiences, Global Journal of
Engineering Education, Volume 14, Number 2, WIETE 2012 4.
2. Duyen Q. Nguyen, 1998 'The Essential Skills and Attributes of an Engineer: A Comparative Study of Academics, Industry Personnel and Engineering
Students, Global J. of Engng. Educ., Vol. 2, No.1 UICEE, Australia
3. Eileen M. Trauth, (September 1993) 'The IS Expectation Gap: Industry Expectations Versus Academic Preparation', MIS Quarterly, pp 293-307
4. Employability Skill among Professionals – Chagrin of HR Executives in Indian Labor Market : A Study on Engineering Graduates of Bhopal City, 1Divya
Shukla* VSRD-IJBMR, Vol. 2 (8), 2012, 418-427
5. Enhancing the Employability Skills of Undergraduate Engineering Students MARGARET MORGAN1 and PEARSE O’GORMAN University of Ulster, School of
Engineering, Jordanstown, INNOVATIONS 2011, (239 -256),2011
6. Federation of Indian Chambers of Commerce & Industry & NMIMS, Mumbai, Industry – Academia Convergence, “Bridging the Skill Gap”
7. Ghosh Debabrata, Deepak Bhatnagar, Jancy A, Neeraj Saxena and S k Muneshwar (2007). Innovative mechanism to improve effectiveness of technical
education – A case study of mission mode approach in India, Retrieved from www.indianjournal.com on Oct 10, 2009.
8. How can the Indian industry and academia collaborate to make engineering education better? by Jaswinder Ahuja, Vice President & Managing Director,
Cadence Design Systems (I) Pvt. Ltd and T.V. Prasad, HR Director, Cypress Semiconductor Technology India Pvt. Ltd, EE Times-Asia, 26th May 2010. “The
industry and analysts see a growing employability gap for graduating engineers” by Krishna Vedula, Professor of Chemical Engineering, Dean Emeritus of
Francis College of Engineering at University of Massachusetts Lowell; former Executive Director of Indo-U.S. Collaboration for Engineering Education with
inputs from M.P. Ravindra, Executive Director- IUCEE (India); Advisor-E&R, Infosys Technologies Ltd, EE Times-Asia, 26th May 2010.

9. Kristina Winbladh (2004). Requirement engineering: Closing the gap between academic supply & industry demand, Crossroad: The ACM student
magazine, 2004, 10.4.
10. M.Vijayakumar & Dr S Ramalingam (May- August, 2012). ‘A Study On Competency Needs Analysis And Quality Factors for Fresh Recruits’ International
Journal of Management (IIJM), volume 3, issue 2, pp. 299- 308
11. Marc J. Riemer 2002 English and Communication Skills for the Global Engineer, , Global J. of Engng. Educ., Vol.6, No.1 UICEE, Published in Australia
12. Meenakshi Sharma 2009 How Important Are Soft Skills from the Recruiter's Perspective The Icfai University Journal of Soft Skills, Vol. III, No. 2, 2009.
13. Modi Sanjay (July 04, 2009). The task of shaping skills & employability, The Financial Express, July 04, 2009. Retrieved from
www.finacialexpress.com/news/the-task-of-shaping-skills-&- employability/484760 on Oct 09, 2009
14. Paliwal Udailal (Mar 2009). Educated youth and unemployment in Ethopia, The Indian journal of commerce, Vol 62 – No. 1.
15. Prof. Neeraj K. Dubey, Dr. Saurabh Goyal, Prof. Ravindra Pathak, Dr.Uday Singh Rajput, (December, 2009), ‘An Empirical Study on Expectations of Industry
from Academia’,www.indianmba.com, E-mail December 14, 2009
16. SUSAN M. KATZ, (July 1993) ‘The Entry-Level Engineer: Problems in Transition from Student to Professional' Journal of Engineering Education, Vol. 82, No.
3,
17. Sustainable Employability Skills for Engineering Professionals, author V.Saravanan The Indian Review of World Literature in English, Vol. 5 No.II – July, 2009
APPENDIX
QUESTIONNAIRE FOR INDUSTRY HEADS - IJRCM 11.12.2012
QUESTIONNAIRE FOR INDUSTRIAL HEADS (HR & TECH FUNCTIONS)
1. Choose the kind of Industry, your company belongs to:
a) Electronics b) Telecommunication c) Automobile d) Communication
2. Choose the kind of function your company is associated with:
a) Design e) Marketing
b) Production f) Service
c) Testing g) Others…………………..
d) R&D
3. Your sources of HR Recruitment at entry level:
a) Campus Selection e) Job Portal
b) Project Trainees / Apprentice f) References
c) Consultants g) others (Please specify) ________
d) Newspaper
4. While recruiting Electronics & Communication Engineering / Telecommunication Engineering Graduates, what do you primarily look for?
(In the range of 1 to 10, (10 being the most sought and 1 being the least preferred)
a) Theoretical Knowledge(1…………10) d) Soft Skills(1………….10)
b) Practical Knowledge(1…………10) e) Positive Attitude(1………10)
c) Technical Skills (1…………10) f) others (Please specify)……………
5. a) Do you feel that the fresh engineering recruits lack in theoretical aspects of Technical knowledge?
Yes No Can’t Say
b) If yes, please suggest the areas / aspects of such theoretical knowledge which they lack?
_________________________________________________________________________________
_________________________________________________________________________________
6. a) Do you feel that the fresh engineering recruits lack in practical aspects of Technical knowledge?
Yes No Can’t Say
b) If yes, please suggest the areas / aspects of such practical applications which they lack?
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
7. In your considered opinion what technical skills are required for a fresh engineering recruit? Kindly specify the ranges on a scale of 1 to 10 (10 being the
most sought and 1 being the least preferred)
Technical Skills Scale of (1…..10) Scale of (1…..10)
a) Design j) Troubleshooting
b) Logic Design k) VLSI
c) Circuit Analysis l) DSP Programming
d) Meticulous Assembly of components m) Board Designing
e) Instrumentation skills n) Verilog
f) Testing skills o) Network Analysis
g) ‘C’ language p) Assembly language
h) C++ q) .net
i) Java r) Debugging
s) Other Programming languages (please specify)……………………….. t) Any other technical skills
Please specify along with the range
………………………… …………………………………………
…………………………… …………………………………………
8. In your considered opinion what soft skills are required for a fresh engineering recruit? Kindly specify the ranges on a scale of 1 to 10 (10 being the most
sought and 1 being the least preferred)
Soft Skills Scale of (1…..10)
a) Communication Skills - Verbal v) Independent working
b) Communication Skills – Non Verbal w) Wisdom to prioritize
c) Multi lingual skills x) Ability to say ‘no’
d) Decision making ability y) Knowledge of legal issues
e) Team Work z) Working under pressure
f) Leadership qualities aa) Numerical aptitude
g) Positive Attitude ab) Logical approach
h) Time sense ac) Meeting etiquette
i) Self initiative ad) Competitive spirit
j) Cost Consciousness ae) Strong memory

k) Quality Consciousness af) Winning attitude
l) Concern for Deadline ag) Corporate etiquettes
m) Art of Questioning ah) Readiness to change
n) Diplomacy ai) Accepting failure
o) Need for Multiple Tasking aj) Caring customers(CRM)
p) Grooming ak) Planning skills
q) Creative thinking al) Ego management
r) Spiritually mindedness am) Managing Resources
s) Emotional stability an) Sense of Humour
t) Self motivation ao) Valuing ethics
u) Risk taking skills ap) Accepting Challenges
Aq) Other soft skills required
Please specify along with the range
………………………… ……………………………………
…………………………… …………………………………..
9. a) In your opinion, do the fresh engineering recruits suit your company in terms of attitude?
Yes No Can’t Say
b) If no, what do you look for?
Positive Attitude Negative Attitude
Neutral Attitude Others (please specify)…………
10. a) Do you suggest any training for developing positive attitude of engineering students during their college time?
Yes No Can’t Say
b) If yes, what kind of training do you suggest?
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
11. During the Recruitment Process, Do you find that Engineering Graduates possess the required Competencies to meet the expectations of Industrial
Needs?
Yes No Can’t Say
12. If No, in your opinion, what are the Competencies they lack?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
13. What additional efforts are required to bring the competencies of fresh recruits to your desired levels?
__________________________________________________________________________
14. What kind of Competency Development Programs do you have in your company?
___________________________________________________________________________
15. What is the amount of time and cost (optional) invested on this competency development programs?
__________________________________________________________________________________________
16. Instead, Do you prefer to have Fresh Engineers fully equipped with all the required competencies?
Yes No
17. What approach & criteria you adopt while recruiting fresh engineering candidates?
_____________________________________________________________
18. With the above approach and criteria being in place, do you find competency gaps still existing among the fresh engineering recruits?
Yes No Can’t Say
19. If Yes, to bridge the perceived competency gap, in your opinion, what changes / additional inputs do you expect from the institutions / Academics at large
to make today’s students more industry-ready / employable?
a) Change in the curriculum in association with Industry experts
b) More Industry – Institution interaction
c) More laboratories and hands-on experience
d) Guest lectures by industry experts
e) More seminars and conferences
f) Industry oriented skill training
g) Live Project in an Industry
h) All of the above
i) Others……………………………………………………………………………………….
20. Any other suggestions (to Academicians and Students) to improve the competencies of Engineering students, so that they are employable while meeting
the Industrial requirements…………..
Signature
Date:

PROSPECTS AND CHALLENGES OF WOMEN ENTREPRENEURSHIP WITH SPECIFIC REFERENCE TO DALITS
DR. ANNAPOORANI
PROFESSOR
AVINASHILINGAM UNIVERSITY FOR WOMEN
COIMBATORE
P.DEVI BHUVANESHWARI
RESEARCH SCHOLAR
AVINASHILINGAM UNIVERSITY FOR WOMEN
COIMBATORE
ABSTRACT
A woman entrepreneur is an adult who owns and runs an enterprise, especially a commercial one, often at personal financial risk. In India women have made a
comparatively late entry into business scenario mainly due to the orthodox and traditional socio-cultural environment. In India from the very beginning, women
have been managers of the kitchen and have solely dominated the area of household activities. Today non – traditional enterprises are easily managed by women
and are done so excellently with them as the decision – makers. Today, woman entrepreneurs represent a group of women who have broken away from the
beaten track and are exploring new avenues of economic participation. Among the reasons for women to run organized enterprises are their skill and knowledge,
their talents and abilities in business and a compelling desire of wanting to do something positive. In this content a research study was formulated with the
objectives of identifying the socio economic profile of Dalit women entrepreneurs, to highlight the main motivational factors for Dalit women entrepreneurs and
to study the major constraints faced by the Dalit women entrepreneurs. The study was related to 50 dalit women entrepreneurs in Tirupur district of Tamil Nadu.
The required information relating to general background, motivational factors and problems faced by them were collected by administering an interview
schedule to the respondents. The study used chi square analysis to find out whether there is significant association between education and the type of
entrepreneurial activity and type of family and profit earned. The study revealed that dalit women were involved in tailoring, phenyl making, poultry and running
grocery shops. The major motivational factors were earning money and need for self dependence. However they found the problem in getting finance and
dominance of males.
KEYWORDS
Dalit, Domination, Entrepreneur, Motivation, Problems.
INTRODUCTION
A
woman entrepreneur is an adult who owns and runs an enterprise, especially a commercial one, often at personal financial risk. A recent ILO-Indian
study of women entrepreneurs gave the definition of women’s enterprise as “a small unit where one or more women entrepreneurs have not less than
50 per cent financial holdings”. In India women have made a comparatively late entry into business scenario mainly due to the orthodox and traditional
socio-cultural environment. In India from the very beginning, women have been managers of the kitchen and have solely dominated the area of household
activities. So deep has been the impact of this, that the general attitude of the people about women entrepreneurs is that they are makers of pickles, papads,
masalas, and other household goods. Today nontraditional enterprises are easily managed by women and are done so excellently with them as the decision
makers. Today, woman entrepreneurs represent a group of women who have broken away from the beaten track and are exploring new avenues of economic
participation. Among the reasons for women to run organized enterprises are their skill and knowledge, their talents and abilities in business and a compelling
desire of wanting to do something positive.
NEED AND IMPORTANCE OF WOMEN ENTREPRENEURS

It is imperative to note the participation of women in economic activities as self-employed individuals. Many of the traditional occupations open to women were
mainly based on caste, creed and the nature of self-employment based on the standard of living. Presently, women are generating employment for themselves
in an unorganized sector and another category of women who provide employment for others. The economic status of the women is now accepted as an
indicator of a society’s stage of development and therefore it becomes imperative for the Government to frame policies for development of entrepreneurship
among women. The concept of developing women entrepreneurship lays emphasis of the productive utilization of women labour force to generate income and
output. The programme for developing women entrepreneur would make a dent to alleviate poverty.
DEVELOPMENT OF DALIT WOMEN ENTREPRENEURS

The dalit women entrepreneurs are mostly the ones who set up small enterprises to sustain themselves and their families. Although, becoming an entrepreneur
did arouse a little dilemma in many dalit women, to earn quick money was the basic reason for dalit women to start entrepreneurship. They have a deep-seated
need for a sense of independence along with a desire to do something meaningful with their time and to have their own identity instead of remaining closeted
behind their husband’s nameplate. The major factors influencing dalit women entrepreneurs are economic independence, establishing their identity,
achievement of excellence, building confidence, developing risk-taking ability, motivation, equal status in society and greater freedom and mobility. Setting up
an enterprise is not an easy job for women entrepreneurs in Tirupur. At the same time running the enterprise is a greater task. A challenge is always there for
these women entrepreneurs to run their enterprise successfully, earning profit and ensuring the growth of the enterprises which will severely test their
entrepreneurial skill and survival of the unit. Despite various odds against them, several women have started to run their own enterprise.
In India, researchers like Kiran Rai and Monica Srivastava (2011), Patil (2011), Bhaskara Bagchi and Gangotree ghosh (2011) have analyzed the motives and
problems of women entrepreneurs. But there had been limited study relating to the prospects and challenges of dalit women entrepreneurs. As such, the
current study on “Prospects and Challenges of Women Entrepreneurship with specific reference to Dalits” was formulated with the following objectives:
1. To identify the socio economic profile of Dalit women entrepreneurs,
2. To highlight the main motivational factors for Dalit women entrepreneurs and
3. To study the major constraints faced by the Dalit women entrepreneurs.
METHODOLOGY
The study was related to Tirupur district of Tamil Nadu due to easy accessibility. Tirupur is a textile hub and a vast generator of employment for unskilled
temporary workers. Tirupur is the "knitwear capital" of India. It has spurred up the textile industry in India for the past three decades. Its economic boom boosts
the morale of Indian industrialists. It contributes to a huge amount of foreign exchange in India. Tirupur has the largest and fastest growing urban
agglomerations in Tamil Nadu. The knitwear industry which is the soul of Tirupur has created millions of jobs for all class of people. There are nearly about 3000

sewing units, 1326 knitting units and 730 dyeing units and. Tirupur consists of 13 blocks namely Uthukuli, Gudimangalam, Vellakovil, Madathukulam, Kundadam,
Mulanur, Udumalpet, Avinashi, Palladam, Pongalur, Tirupur, Kangayam and Dharmapuri. The study was confined to Nallur Corporation of Tirupur block. In this
area, there were 65 dalit women entrepreneurs involved in petty shop, grocery, and garment stitching and tailoring.
From these entrepreneurs, 50 were selected for the study based on their co-operation and willingness to respond. The required information relating to general
background, motivational factors and problems faced by them were collected by administering an interview schedule to the respondents.
HYPOTHESIS FRAMED
(I)There is no significant association between education and the type of entrepreneurial activity of dalit women and
(ii)There is no significant association between the type of family and profit earned by dalit women entrepreneurs.
TOOLS USED
CHI SQUARED TEST
The study used chi square analysis to find out whether there is significant association between education and the type of entrepreneurial activity and type of
family and profit earned. The formula used was
FINDINGS OF THE STUDY

A. GENERAL INFORMATION
Table I represents the general information of the respondents.
TABLE I: GENERAL INFORMATION OF THE RESPONDENTS

a Age Number Percentage
25 – 35 15 30
35 – 45 15 30
45 – 55 12 24
Above 55 8 16
b Educational Level
Illiterate 17 34
Primary 22 44
Secondary 11 22
Collegiate
c Monthly Family Income(in rupees)
Below 3000 15 30
3000 – 5000 25 50
5000 – 10000 10 20
d Type of family
Joint 18 36
Nuclear 32 64
e Size of family
Small 20 40
Medium 24 48
Large 6 12
f Caste
Harijans 34 68
Pallars 10 20
Parayars 6 12
Source: Survey Analysis
From Table I, it is evident that majority of the respondents (60 percent) were in the age group of 25 – 45 years. Only16 percent were in the age group of above
55. Besides their entrepreneurial skills, for most of them, acquiring education has remained a significant facilitating factor. In the selected area 34 percent of the
respondents were illiterates. 44 percent have obtained primary education and 22 percent of the respondents have obtained secondary level education. Fifty
percent of the respondents were getting their monthly family income as Rs. 3000-5000.
In the selected area, 36 percent of the respondents were belonging to joint family and 64 percent were belonging to nuclear family. Majority of the respondents
(48 percent) have medium size of family having only two children. Sixty eight percent of the respondents were Harijans, 20 percent were Pallars and 12 percent
of the respondents were Parayars.
B. ENTREPRENEURIAL ACTIVITIES OF DALIT WOMEN ENTREPRENEURS:
Table II represents the entrepreneurial activities undertaken by dalit women entrepreneurs
TABLE II: ACTIVITIES UNDERTAKEN BY DALIT WOMEN ENTREPRENEURS

Activities Number of entrepreneurs Percentage
Tailoring 25 50
Running grocery shops 8 16
Poultry 12 24
Phenyl making 5 10
Source: Survey analysis
In most of the cases, women entrepreneurs usually pursue economic activities which are linked to their household activities and in some cases indistinguishable.
From Table II it has been evident that tailoring (50 percent) is the most popular activity amongst women entrepreneurs followed by poultry (24 percent). The
traditional occupations of these people were sweeping/ scavenging. These people, by abonding their traditional menial jobs, have taken to entrepreneurial
activities, which require innovations, use of technology, leadership quality, decision-making ability and, by doing so, they have come out of the stigmatized social
life which earlier had restricted their mobility. The calculation of chi squared indicated that there was no association between education and entrepreneurial
activities undertaken by dalit women entrepreneurs, since the calculated χ20.05 was 2.96 and it was less than χ20.05 = 3.84

C. MOTIVATIONAL FACTORS OF DALIT WOMEN ENTREPRENEURS
The present study tries to find out the motivational factors of dalit women entrepreneurs. Table III brings out the motivational factors of dalit women
entrepreneurs.
TABLE III: MOTIVATIONAL FACTORS OF DALIT WOMEN ENTREPRENEURS
Source Number of entrepreneurs Percentage
Earning money 21 42
Economic survival 9 18
Self-realization/Awakening 5 10
Desire to be independent 5 10
Hereditary occupation 7 14
Govt policy/initiatives 3 6
It can be noted from Table III that earning money was one of the main reason for starting an enterprise. On the whole, profit making, economic survival, self
realization and freedom were the main reasons for starting an enterprise.
D. PROFIT EARNED BY DALIT WOMEN ENTREPRENEURS
Table IV brings out the profit earned by Dalit women entrepreneurs.
TABLE IV: PROFIT EARNED BY DALIT WOMEN ENTREPRENEURS

Profit Earned Number of entrepreneurs Percentage
Below 3000 12 24
3000 – 5000 22 44
Above 5000 16 32
Majority of the respondents (44 percent) have earned a profit of Rs.3000-5000 per month and 32 percent of the respondents earned a profit of above Rs.5000
per month. The application of chi square indicated that there was no association between the type of family and profit earned by dalit women entrepreneurs,
since the calculated χ2 was 2.05 and it is less than χ2 = 3.84
E. PROBLEMS FACED BY DALIT WOMEN ENTREPRENEURS:
The major problems encountered by women entrepreneurs are financial problems, getting support from family members and social constraints. Table V
represents the constraints faced by dalit women entrepreneurs.
TABLE V: CONSTRAINTA FACED BY DALIT WOMEN NETREPRENEURS

Constraints Number of entrepreneurs Percentage
Dual role of women 35 70
Male domination 38 76
Lack of economic freedom 23 46
Lack of exposure 21 42
Lack of self confidence 37 74
Absence of family encouragement 29 58
Lack of knowledge of finance 24 48
Not having own money 35 70
Tight repayment schedule 26 52
From Table V it can be noted that the main constraint faced by the dalit women entrepreneurs was male domination (76 percent), dual role of women (70
percent), lack of self confidence (74 percent) and not having own money (70 percent). Dalit women entrepreneur in Tirupur not only struggle at the time of
establishment of enterprises but at operation stage also, they have lots to overcome with different functional difficulties. Usually women faced two fold
operational problems. One she has to overcome with problems of production process like, scarcity of raw material, lack of technical skills, lack of utilities and
infrastructure facility.
RECOMMENDATIONS
For proper development of Dalit women enterprises in Tirupur there is need to evolve many strategies to suit various conditions in different communities and
regions. Suggestive measures to solve the problems confronted by them and for running their enterprise smoothly are:
1. Provision of proper technical education to Dalit women;
2. Improvement of identification mechanism of new enterprise;
3. Assistance in project formulation;
4. Creating awareness of various credit facilities, financial incentive and subsidies;
5. Adequate follow-up and support to the women enterprises;
6. Women enterprises research and application from time to time have to be documented;
7. Entrepreneurship Development Programmes should be tailored to varying requirements of Dalit women entrepreneurs and
8. Efforts should be made by the Government to provide access to information.
From these suggestions it is quite visible that for development and promotion of women entrepreneurship, in the region, there is a need for multi dimensional
approach from different sector, namely from the Government side, financial institutions, individual women entrepreneurs and many more, for a flexible
integrated and coordinated specific approach.
CONCLUSION
The principal factor in developing entrepreneurship among women is not in terms of infrastructure or financial assistance or identifying an enterprise but it is a
question of clearing the ground for their movement into entrepreneurship. For ages together they have been confined to a secondary role and confined to the
homes though there are several factors contributing to the emergence of women as entrepreneurs. The sustained and coordinated effort from all dimensions
would pave the way for the women moving into entrepreneurial activity thus contributing to the social and economic development of the members of the family
and thereby gaining equality and equal importance for themselves.
REFERENCES
1. Bhaskar Bagchi and Gangotree Ghosh (2011), “Microfinance through Self Help Groups Women Micro Entrepreneurs in West Bengal”, Southern Economist,
Vol 50, No.11, pp 39-41.

2. Jothilakshmi et.al, (2011), “Entrepreneurial capacity building needs of rural women SHGs in alternative poultry farming: A case study in Tamil Nadu”, The
IUP Journal of Entrepreneurship Development, Vol 8, No.2, pp 6-21.
3. Kiran Rai and Srivastava Monica (2011), “Aspirations and motives of women entrepreneurs: An empirical study of Varanasi District”, The IUP Journal of
Entrepreneurship Development, Vol 3, No.2, pp 24-32.
4. Mohanan (2000), “Micro Credit and Empowerment of Women Roles of NGOs”, Yojana, Vol 44, No.2, pp 21-23.
5. Patil (2011), “Women Entrepreneurship in India: Role of Women in SMEs”, Southern Economist, Vol 49, No.20, pp 21-23.
6. Rajendran (2003), “Problems and prospects of women entrepreneurs”, SEDME, Vol 30, No. 4, pp 36-41.
7. Rao Padala Shanmukha (2007), “Entrepreneurship development among women: a case study of self help groups in srikakulam district, Andhra pradesh”,
The ICFAI Journal of Entrepreneurship Development, Vol 4, No.1, pp.29-34.
8. Subrata Debranath (2011), “Entrepreneurship Development in North East India”, Southern Economist, Vol 50, No.10, pp 52-54.

PROBLEMS OF RURAL MSMEs: A STUDY IN THENI DISTRICT
DR. J.MARY SUGANTHI BAI

ASSOCIATE PROFESSOR
JAYARAJ ANNAPACKIAM COLLEGE FOR WOMEN (AUTONOMOUS)
THAMARIKULAM
DR. R.GUNASUNDRADEVI
ASSOCIATE PROFESSOR
JAYARAJ ANNAPACKIAM COLLEGE FOR WOMEN (AUTONOMOUS)
THAMARIKULAM
ABSTRACT
Micro Small Medium enterprises (MSMEs) occupy a pivotal position in India’s process of development. Since independence, these industries have made an all-
round effort to boost the economy. The importance of the micro, small and medium enterprises sector is certainly an established fact and the sector may well be
considered the backbone of the modern day economy. A conducive environment is created through the policies and interest of the government in economic and
industrial development of the country. However due to unorganised nature of the micro, small and medium enterprises sector of these industries are also plagued
by the problems of raw materials, labour, finance, marketing, power, infrastructure facilities and under-utilisation of capacity. Hence the present study has been
undertaken to evaluate the various problems encountered by the entrepreneurs. The research results indicate that finance and marketing are the two important
problems that affect the MSMEs in the study area. The findings generate a suggestion that a different set of policies and the promotional measures are important
to support the entrepreneurship development.
KEYWORDS
Problems of rural entrepreneur, finance, infrastructure, marketing, training.
INTRODUCTION
E ntrepreneurship in India has been through a very interesting journey. From the socialist days of the ‘sixties, and ‘seventies’ and then subsequently
through the days of liberalisation till today, India’s entrepreneurs thrived and provided employment to millions. The need for broad based
entrepreneurial class in India arises from the need to speed up the process of activating the factors of production leading to a higher rate of economic
growth, dispersal of economic activities, development of backward and tribal areas, creation of employment opportunities, improvement in the standard of
living of the weaker sections of the society and involvement of all sections of the society in the process of growth.The micro, small and medium enterprises
accounts for more than 45% of the total manufacturing output; 33% of the total exports of the country and is estimated to employ about 60 million persons in
over 26 million units throughout the length and breadth of the country. Of these there are 13 million small and medium enterprises dotting India’s business
landscape.
The direction and character of government subsidies, the facilities for term loans offered by government sponsored institutions, the infrastructure facilities and
the general investment opportunities affored by the government have a great bearing on entrepreneurship development. The central budgets have also had
some promotional measures such as the reduction of excise duties on a wide range of articles, sizeable reduction in income taxation so as to enable
entrepreneurs to finance their expansion from their own resources. The Industrial Development Bank of India funds the enterprises in some industries for
replacement and modernisation. Investment allowance to industries is entitled to initial depreciation allowance and elimination of surcharge. Thus fiscal
budgetary and monetary policies go a long way in promoting industries in our country.

Recognising the important role that Micro Small Medium enterprises (MSMEs) play in the national economy, the central and state governments have taken
active steps to promote and foster their growth. These measures have been particularly effective; but many of the problems of production, distribution and
finance still continue to affect the MSMEs. While some of them are more or less common to a wide range of small industries, others have particular relevance to
a group of industries situated in rural and backward areas. The problems of MSMEs are divided into external and internal. It is obvious, that the external
problems arise from factors beyond the control of the entrepreneurs-the availability of power and other infrastructure facilities required for the smooth running
of MSMEs. The internal problems affecting the micro small medium enterprises relate to organisation structure and production channel, technical knowhow,
training, industrial relations and inadequacy of management. The problems of industries whether in the small scale sector or in the organised sector, are almost
identical. The micro small medium enterprises, because of its weak financial structure and the limited resources, face the problems with difficulty. It is in this
context the present paper intents to probe the problems faced by the rural entrepreneurs.
Ramakrishnan, P. (1975) in his study New Entrepreneurship in Small-Scale Industries in Delhi found that enterprises were prepared to pay back loans with high
rate of interest to non banking sources to avoid bank formalities.
Mathur, S.P. (1979) in his study titled Economics of Small-Scale Industries reported that finding adequate finance and working capital was the greatest hurdle in
the growth of small-scale industries.
Hrishikesh Bhattacharya (1984) in his article on The Problems Faced by the Small-Scale Entrepreneurs located in Howrah and Calcutta of West Bengal found that
the need of proportionate increase in capital was inversely related to the size of the small firms. It was also observed that, smaller the firm, lesser was its chance
to command finance from banks because it does not have any track record of past years’ performance. The bank managers felt shaky in sanctioning the required
amount of loan because they were unable to judge the capability of prospective borrowers on the basis of projections only.
Yoosuf Khan Y.S. (1988) studied the Problems of Small-Scale Industry: A Study with Special Reference to Small-Scale Industrial Units in Tirunelveli” found that the
paucity of fund caused the small-scale units to organise more and more concerns under partnership to pool together the resources of the partners. 55 per cent
of the small units taken for study required a major portion of financial aid for their day to day expenses and only 7.5 per cent for expansion purposes. The
nationalised banks in the region accounted for 40 per cent of the total assistance given to the small-scale units.
Nirmala, K. (1994) in her study entitled Problems of Small-Scale Industries: A Study with Special Reference to Sattur Taluk attempted to analyse problems, with
regard to production, marketing and finance faced by small-scale industrial units. She has stated that the lack of adequate finance and the non availability of
timely finance had seen the factors responsible for the problems of production and marketing by small-scale industrial units. Out of 100 sample units, only 5
units were not willing to borrow money from outside sources. The remaining 95 units in the study area borrowed money from commercial banks, other financial
institutions, money lenders, relatives and friends.

Ranjan Kumar (1996) studied the Survival Strategies of Small-Scale Industries under Economic Liberalisation: Some Considerations expressed the lack of
adequate timely finance as the foremost problem of small-scale industries. The sector was in due need of term capital to update and modernise. Further,
inadequate working capital was an important reason for low capacity utilisation.
OBJECTIVES
To analyse the constraints encountered by MSMES entrepreneurs
SAMPLING DESIGN
As per the data available with the District Industries Centre, Theni, the sample district in Tamilnadu, has around 5375 MSMEs in Theni District during the study
period. On classifying the MSME units, it was found that there were 1392 manufacturing industries, 2121 trading industries and 1862 service industries in Theni
District. According to the All India Survey of MSMEs, at least 40 per cent of MSMEs put down their shutters permanently on various reasons. On enquiry with the
officials of DIC, Theni a similar trend was prevailing in Theni District also and hence a total number of active MSMEs in the district would be around 3,225. In
social science research a sample size of 10 per cent is found adequate to obtain meaningful inferences and hence in the present study also 10 per cent of the
active units were chosen. Tippet’s Random Sampling Numbers were used for selection of the respondents. Data were collected from all the 323 sample
respondents through the interview schedules. Information collected from 23 respondents was found inadequate and hence effective sample size was fixed as
300. This includes 78 respondents from the manufacturing sector, 114 respondents from the trading sector and 108 respondents from the service sector.
METHODOLOGY
The present study is an empirical research based on survey method. The primary data were collected from the entrepreneurs with the help of a well - structured
interview schedule. Before preparing the interview schedule, the researcher made a comprehensive review of the literature both directly and indirectly
connected to the topic. The variables to be studied were identified by the researcher with the help of the officials of the Small Industries Development
Corporation, District Industries Centre and the Tamil Nadu Industrial Investment Corporation. The secondary data were collected from journals, magazines,
newspapers, books, documents, pamphlets and reports published by the commercial banks, Co-operative sector banks and the District Industries Centre.
TOOLS OF ANALYSIS
In order to bring out the most important problems faced by the respondents, data relating to the attitude of the respondents towards problems faced by them
on the four factors, and the subsequent statements identified, were collected with the help of a pre determined and structured interview schedule. The
respondents were asked to rate each statement on the basis of Likerts five-point scaling technique namely strongly agree, agree, no opinion, disagree and
strongly disagree. The marks assigned to the scales are 5, 4, 3, 2 and 1 respectively. The mean score on each statement obtained from the respective variables
among the three types of business namely manufacturing, trading and service were calculated separately.
In order to reveal the significant difference among the respondents of the three types of business regarding their attitude towards the problems faced by the
entrepreneurs, a one way analysis of variance (ANOVA) was administered.
FINANCIAL ASSISTANCE RELATED PROBLEMS

Small units, as is well known, are not exclusively and not even mainly dependent on government assistance. Because the small units are not in a position to offer
the guarantee required by the banking sector, even when small loans can be raised from government institutions. The procedure is so cumbersome that most of
the entrepreneurs, who are either illiterate or semi illiterate, hesitate to make use of these facilities. This makes matters very difficult for the small industrialists,
particularly when one who is new to this way of life. In this study five statements have been framed to measure the attitude of the entrepreneurs towards the
financial problems. The mean score on each statement of the three types of business regarding the financial problems was calculated separately. The resulted
mean score and the respective ‘F’statistics are presented in Table 1.
TABLE 1: ATTITUDE OF RESPONDENTS TOWARDS FINANCIAL ASSISTANCE RELATED PROBLEMS

Sl. No Causes Mean Scores ‘F’ statistics
Manufacturing Industry Trading Industry Service Industry
1. Demand collateral security and third party guarantee 2.97 3.02 3.08 0.30NS
2. Low institutional commitment 1.82 1.74 2.13 12.04**
3. Tight repayment in the initial period 2.86 3.07 2.83 1.37NS
4. Requirement of margin money 3.32 3.35 3.38 0.31NS
5. Period of 2-6 months taken by institutions to clear a project 1.64 1.59 2.13 13.47**
Source: Computed data
** Significant at 1 per cent level
NS Not Significant
It is observed from Table 1 that the highly perceived factors among the respondents of all the three industries are ‘requirement of margin money’ since their
mean scores are 3.32, 3.35 and 3.38 for manufacturing, trading and service industries respectively. Among the respondents of manufacturing trading and service
industries, ‘period of 2-6 months taken by institutions to clear a project’ ranked lower since their mean scores are 1.64, 1.59 and 2.13 respectively. A significant
difference among the respondents of the three industries is identified regarding the attitude of respondents towards financial assistance - related problems in
its various aspects especially in ‘low institutional commitment’ and ‘period of 2-6 months taken by institutions to clear a project’ since their ‘F’statistics show
significance at 1 per cent level.
ATTITUDE TOWARDS FINANCIAL ASSISTANCE-RELATED PROBLEM INDEX (FARPI)

The FARP index was prepared for further analysis. The FARP index is calculated by
n
∑ SAFARPVi
FARPI = n
i =1
X 100
∑ MSAFARPVi
i =1
Where, FARPI = Financial Assistance-Related Problem Index

SAFARPV = Score in the Attitude towards Financial Assistance- Related Problem Variable
MSAFARPV = Maximum Score in the Attitude towards Financial Assistance-Related Problem Variable
i = 1……n = Number of Financial Assistance-Related Problem Variables included.
(the same formula is used for further index analysis with appropriate changes as required.)

In the present study, FARPI is confined to 25-50, 50-75 and 75-100 per cent. The distribution of the respondents according to FARPI is shown in Table 2.
TABLE 2: FINANCIAL ASSISTANCE-RELATED PROBLEM INDEX AMONG THE RESPONDENTS

Sl. No FARP Index (%) Number of respondents Total
1 25-50 37 45 43 125
(47.44) (39.47) (39.81) (41.67)
2. 50-75 41 69 62 172
(52.56) (60.53) (57.41) (57.33)
3. 75-100 0 0 3 3
(0) (0) (2.78) (1.00)
Total 78 114 108 300
(26) (38) (36) (100)
Figures in parentheses denote percentages to total
It is evident from Table 2 that, in total, a maximum of 57.33 per cent of the respondents had FARPI of 50-75 per cent, 41.67 per cent of the respondents had
FARPI of 25-50 per cent and 1 per cent of the respondents had FARPI of 75-100 per cent.
INFRASTRUCTURE FACILITIES-RELATED PROBLEMS

Lack of infrastructure facilities increases the cost of product of the units and their bargaining power reduces considerably. This results in low profitability which is
a serious indicator of sickness. The most decried and one of the genuine problems faced by the entrepreneur is power shortage. Frequent power cut halts the
production process and gives way to many other related problems. Creation of infrastructure facilities involves huge funds which the small entrepreneurs do
lack. Hence it is necessary to direct the attitude of the entrepreneur towards problems in infrastructure facilities in business. In the present study four
statements were framed by the researcher to measure the attitude of the respondents towards problem in infrastructure facilities. The mean score on each
statement of the three types of business regarding the infrastructure facilities related problems was calculated separately. The resulted mean score and the
respective ‘F’ statistics are presented in Table 3.
TABLE 3: ATTITUDE OF RESPONDENTS TOWARDS INFRASTRUCTURE FACILITIES-RELATED PROBLEMS

Sl. Causes Mean Scores ‘F’
No Manufacturing Trading Service statistics
Industry Industry Industry
1. Interrupted power supply 3.37 3.34 3.31 0.66NS
2. Lack of storage and warehouse facilities 3.15 2.73 2.42 18.40**
3. Lack of transport facilities 3.34 3.21 3.30 0.55NS
4. Lack of communication and internet facilities 3.30 2.79 2.60 5.75**
**Significant at 1 per cent level
NS Not Significant
Table 3 shows that the highly perceived factors among the respondents of all the three industries are ‘interrupted power supply’ since their respective mean
scores are 3.37, 3.34 and 3.31 for manufacturing, trading and service industries respectively. Among the respondents of all the three industries, ‘lack of storage
and warehouse facilities’ ranked lower since their means scores are 3.15, 2.73 and 2.42 in manufacturing, trading and service industries respectively. A
significant difference was found among the respondents of three industries regarding their attitudes towards infrastructure facilities related problems in its
various aspects particularly in ‘lack of storage and warehouse facilities’ and ‘lack of communication and internet facilities’ since their ‘F’statistics show
significance at 1 per cent level. Interrupted power supply and ‘lack of transport facilities’ are found to be not significant.
ATTITUDE TOWARDS INFRASTRUCTURE FACILITY-RELATED PROBLEMS INDEX (IFRPI)

The IFRP index was prepared for further analysis. In the present study, IFRPI is confined to less than 25-50, 50-75 and 75-100 per cent. The distribution of the
respondents according to the IFRPI is shown in Table 4.
TABLE 4: INFRASTRUCTURE FACILITY-RELATED PROBLEM INDEX AMONG THE RESPONDENTS

Sl. No. IFRP Index (%) Number of respondents Total
1. 25-50 8 20 27 55
(10.26) (17.54) (25.00) (18.33)
2. 50-75 54 82 68 204
(69.23) (71.93) (62.96) (68.00)
3. 75-100 16 12 13 41
(20.51) (10.53) (12.04) (13.67)
Total 78 114 108 300
(26) (38) (36) (100)
Table 4 clearly shows that, in total, a maximum of 68 per cent of the respondents had IFRPI of 50-75 per cent, 18.33 per cent of the respondents had IFRPI of 25-
50 per cent and 13.67 per cent of the respondents had of 75-100 per cent.
MARKETING-RELATED PROBLEMS
All industries whether small or large, face problems in marketing their products or services. But, micro, small and medium enterprises are more plagued by the
marketing problems. Notwithstanding, there are two main reasons conditioning the marketing of products produced by small industries. First, small industries
cannot withstand the cut-throat competition in respect of quality, cost and standardisation of the products with large scale industries. Second, the entrepreneur,
in order to market their product, has to be at the mercy of middlemen who eat up a large amount of profit. Hence it is essential to bring out the attitude of the
respondents towards marketing problems in general. In the present study five statements were framed by the researcher to measure the attitude of the
respondents towards marketing-related problems. The mean score on each statement of the three types of business regarding the marketing problems was
calculated separately. The resulted mean score and the respective ‘F’statistics are presented in Table 5.

TABLE 5: ATTITUDE OF RESPONDENTS TOWARDS MARKETING-RELATED PROBLEMS
Sl. No Causes Mean Scores ‘F’
Manufacturing Industry Trading Industry Service Industry statistics
1. Stiff competition from large scale units 3.65 3.27 3.93 21.22**
2. Absence of intelligence and good information system 2.53 2.70 2.82 1.75NS
3. Inflexibility to adopt according to the changing situations 2.78 2.60 2.60 1.21NS
4. Absence of market centers 3.15 2.73 3.13 5.70**
5. Too many middlemen 3.65 3.25 3.60 9.40**
NS Not Significant
Table 5 reveals that the ‘Stiff competition from large scale units’ and ‘too many middlemen’ are highly perceived factors among the respondents of
manufacturing industries since their mean scores are 3.65 respectively. The highly perceived factor among the respondents of trading and service industries are
‘stiff competition from large scale units’ since their mean scores are 3.65, 3.27 and 3.93 respectively. ‘Inflexibility to adapt according to the changing situations’
was the least affecting factor in all the industries with the mean scores are 2.78 and 2.60 and 2.60 respectively. A significant difference was found among the
respondents of three industries in its various aspects especially in ‘stiff competition from large scale units ’, ‘absence of market centers’ and ‘too many
middlemen’ since their ‘F’statistics show significant at 1 per cent level. ‘Absence of intelligence and good information system’ and ‘inflexibility to adapt according
to the changing situations’ are found to be not significant.
ATTITUDE TOWARDS MARKETING-RELATED PROBLEMS INDEX (MRP)

The MRP index was prepared for further analysis.In the present study, MRPI is confined to 25-50, 50-75 and 75-100 per cent. The distribution of the respondents
according to MRPI is shown in Table 6.
TABLE 6: MARKETING-RELATED PROBLEM INDEX AMONG THE RESPONDENTS

Sl. No MRP Index (%) Number of respondents Total
1. 25-50 15 25 20 60
(19.23) (21.93) (18.52) (20.00)
2. 50-75 55 86 81 222
(70.51) (75.44) (75.00) (74.00)
3. 75-100 8 3 7 18
(10.26) (2.63) (6.48) (6.00)
Total 78 114 108 300
(26) (38) (36) (100)
It is evident from Table 6 that, in total, a maximum of 74 per cent of the respondents had MRPI of 50-75 per cent; 20 per cent of the respondents had MRPI of
25-50 per cent and 6 per cent of the respondents had MRPI of 75-100 per cent.
ENTREPRENEURIAL TRAINING - RELATED PROBLEMS

More importantly, the government and the financial and non financial institutions are in the forefront in entrepreneurial development; however experience
shows that the various training programmes of these institutions aim at training people to take up self-employment. Thus the very purpose of developing
entrepreneurial talent among the youth is defeated. This calls for a critical evaluation of entrepreneurial training to develop personnel with conviction and
commitment to undertake the task of planning, designing and implementing programmes for entrepreneurship development. Hence, it seems necessary to see
whether the objective of entrepreneurial development training is fulfilled or not; in simple words, there is a need to have a retrospective look into how many
participants have actually started their own industries after completing the training. In the present study five statements were identified by the researcher to
measure the attitude of the respondents towards the entrepreneurial training related problems. The mean score on each statement of the three types of
business regarding the entrepreneurial training related problems was calculated separately. The resulted mean score and the respective ‘F’statistics are
presented in Table 7.
TABLE 7: ATTITUDE OF RESPONDENTS TOWARDS ENTREPRENEURIAL TRAINING-RELATED PROBLEMS

Sl. No Causes Number of respondents ‘F’ statistics
ManufacturingIndustry Trading Industry Service Industry
1. Ill-planned training methodology 3.65 3.27 3.60 9.40**
2. Inconsistency in the programmed design 3.18 2.73 3.15 6.01**
3. Absence of standard curriculum 3.50 2.79 3.55 17.77**
4. Lack of understanding 3.04 2.82 2.75 1.41NS
5. Inadequate facilities 1.64 1.58 1.57 15.68**
NS Not Significant
It is observed from Table 7 that the perception of respondents of manufacturing industry was higher in all the aspects of entrepreneurial training-related
problems except ‘absence of standard curriculum’ than that of the respondents in trading and service industries as revealed by the respective mean scores in the
selected factors. The highly perceived factors among the respondents of all the three industries are ‘ill-planned training methodology’, since their mean scores
are 3.65, 3.27 and 3.60 respectively. Among the respondents of all the three industries ‘inadequate facilities’ ranked lower since their mean scores are 1.64 and
1.58 and 1.57 respectively. A significant difference among the respondents of three industries is identified particularly in ‘ill-planned training methodology’,
‘inconsistency in the programmed design’, ‘absence of standard curriculum’ and ‘inadequate facilities’ since their ‘F’statistics show significant at 1 per cent ‘Lack
of understanding’ is found to be not significant.
ATTITUDE TOWARDS ENTREPRENEURIAL TRAINING-RELATED PROBLEMS INDEX (ETRPI)

The ETRP index was prepared for further analysis. In the present study, ETRPI is confined to less than 25-50, 50-75 and 75-100 per cent. The distribution of the
respondents according to ETRPI is shown in Table 8.

TABLE 8: ENTREPRENEURIAL TRAINING-RELATED PROBLEM INDEX AMONG THE RESPONDENTS
Sl. No ETRP Index (%) Number of respondents Total
1. 25-50 26 71 32 129
(33.33) (62.28) (29.63) (43.00)
2. 50-75 52 43 68 163
(66.67) (37.72) (62.96) (54.33)
3. 75-100 0 0 8 8
(0) (0) (7.41) (2.67)
Total 78 114 108 300
(26) (38) (36) (100)
It is evident from Table 8 that, in total, a maximum of 54.33 per cent of the respondents had ETRPI of 50-75 per cent; 43 per cent of the respondents had ETRPI
of 25-50 per cent and 2.67 per cent of the respondents had ETRPI of 75-100 per cent.
FINDINGS
1. The major problem with MSMEs entrepreneurs is their lack of understanding of the procedural problems regarding applying for loans and availing of funds
from the financial institutions.
2. Requirement of margin money restricts the young graduates to enter into the business.
3. Lack of rail transport facilities in rural areas increase the transport cost of raw material and marketing of finished goods.
4. Stiff competition from the large scale undertaking affects the marketing of rural enterprises.
5. The entrepreneurs depend upon the middlemen for marketing their products in order to avoid packing, transportation, advertisement, and sales promotion.
6. There seems to be ill planned training methodology and inconsistency in programme designing. These affect the result of entrepreneurial training.
7. Training content, sequence and theme and focus of the training is not developed according to the rural areas.
SUGGESTIONS
1. Procedures for applying bank loan must be simple and easy to understand by the micro, small and medium enterprises entrepreneur and unreasonable delay
in sanctioning loans by financial institutions to be avoided by taking corrective measures.
2. In the case of first generation entrepreneurs, the financial institutions and banks may also consider feasibility of waiving collateral security,because engineers
and graduates who come from poor family do not possess any land or other property.
3. Entrepreneurial development training covers the provision of motivational and managerial training.
4. Entrepreneur development programme will make an arrangement to support for establishment of the unit and would include provision of finance,
infrastructure, raw materials, and machinery.
5. Adequate follow-up and counseling of the entrepreneur is also essential both during the implementation stage and when the unit starts commercial
production. Re-orientation in the attitude of supporting organisations is called for.
6. Government should come forward to help the MSMEs in the form of direct purchase and sub contracting; setting up of permanent exhibition centers on the
lines of head quarter of the district or in the form of such measures as will protect market for micro, small and medium enterprises.
7. The existing marketing set up should be strengthened with more retail outlets or affiliated outlets and market research on the customer preferences (like
design, colour) so that the micro, small and medium enterprises know the market demand and produce accordingly.
8. With a view to rendering assistance in the field of exploring market potential and export promotion the government should simplify export procedures from
time to time so as to support and promote export from micro small medium enterprises.
9. Exporters are encouraged to increase their competitive strength and take a long term view about international marketing.
CONCLUSION
Micro, small and medium enterprises have been an effective instrument of progress and development in terms of industralisation of rural areas and a strong
measure of tackling the problem of unemployment plaguing the masses and the country. Its role cannot be underestimated in a country like India. The
Government will take necessary steps to achieve excellence in the formulation and implementation of industrial policies that aim at providing prompt and
efficient services to the entrepreneurs for smooth implementation and successful operation of industrial projects. This will enhance the standard of living of the
people through creating more employment and investment opportunities. Government will continuously strive further to simplify the procedures for industrial
approval and impose only such minimum controls as are considered essential.
REFERENCES
1. Balu, V. “Lessons in Funds management in Small-Scale Units,” Southern Economist, Vol. 37, No. 12, Dec. 15, 1998 p. 12.
2. Gupta, S. P., (2004) Statistical Methods Sultan Chand and Sons, New Delhi.
7
3. Kamalakanan, K. and Namasivayam, N., “SIDBI and Small-Scale Industries: A Study,” Southern Economist, Vol. 45, May 2006, p. 9.
4. Manickavasagam, V. and Vethirajan, C., “Contribution of Small-Scale Industry to the Indian Economy,” Facts for You, May 2002, pp. 28-31.
5. Rana Kapoor, “Empowering Growth of SMEs through Comprehensive Financial Solutions,” YES SME, Vol. 1, No. 2, 2010, pp. 4-7.
6. Salomi and Ramakrishnan, P., “Mapping the Small-Scale Industries: The Creative way,”IBA Bulletin, Vol. XXII, No. 1, Jan. 2000 pp. 22-24.
7. Sankar Kumar Sengupta and Suraj Kumar Debnath, (2003) “Rural/Village Small-Scale Industries in Indian Scenario: Measures Undertaken for their
Promotion,” Entrepreneurship and Small-Scale Industries, Deep and Deep Publications, New Delhi, p. 132.
8. Vasant Desai, (2001), Dynamics of entrepreneurial development and management ,Himalya Publishing House, Mumbai, p. 695.
9. Vasant Desai, (2003), Small-Scale Industries and Entrepreneurship, Himalya Publishing House, Mumbai, p. 279.
10. Vijayalakshmi, S., “Industrial Sickness of SSIs in India: An Overview,” Southern Economist, Vol. 49, No. 14, Nov. 15, 2010, pp. 34-36. +

THE DEFINING MOMENTS OF SOCIAL ENTREPRENEURSHIP
L. JIBON KUMAR SHARMA

ASSOCIATE PROFESSOR
MANIPUR INSTITUTE OF MANAGEMENT STUDIES
MANIPUR UNIVERSITY (A CENTRAL UNIVERSITY)
CANCHIPUR
MEMCHA LOITONGBAM
FULBRIGHT SCHOLAR, UMKC, UNIVERSITY OF MISSOURI; &
ASSOCIATE PROFESSOR
MANIPUR INSTITUTE OF MANAGEMENT STUDIES
MANIPUR UNIVERSITY (A CENTRAL UNIVERSITY)
CANCHIPUR
ABSTRACT
The article highlights the emergence of entrepreneurship in general and social entrepreneurship in particular. In addition it discusses concept, the importance and
socio-economic developmental roles of social entrepreneurship. The purpose of the article is to reason that social entrepreneurship is the need of the hour.
Furthermore, the study focuses on the social mission as the driving force for the emergence of social entrepreneurship, and it highlight through the Institute for
OneWorld Health that social entrepreneurship fill in the gaps of for profit organizations in the socio-economic sector.
KEYWORDS
Social Entrepreneurship, Mission, innovation.
INTRODUCTION
or decades lot of attention has been paid on entrepreneurship in the economic sector. Practitioners, academicians and the stakeholders are well aware
F of the impact of entrepreneurship in the economic sector. According to Oxford Advanced Learner’s Dictionary, 8th edition an entrepreneur is a person
who makes money by starting or running businesses, especially when this involves taking financial risks. So entrepreneur is commonly associated with
business, finance and risks. This is the age of entrepreneurship as entrepreneurs like Bill Gates, the founder of Microsoft and Anita Roddick, founder of the Body
Shop, seems to be better known than many head of states. Globalization, as a phenomenon, helps the cause of entrepreneurship. However the benefits of
globalization are not reaching many people. Entrepreneurship, in common parlance, is associated with starting a business, but that is oversimplified use of a
term that has rich history and having much more significant meanings.
THE ENTREPRENEURSHIP JOURNEY

Marco Polo’s attempt to establish trade route to the Far East is an early definition of an entrepreneur (Hisrich, Peters & Shepherd, 2001). He would sign a
contract with a money person to sell his goods. A Money person then is an early venture capitalist. In the Middle Ages entrepreneur were those who managed
large production projects using the resources usually provided by the government of the country (Hisrich, Peters & Shepherd, 2007). The person in charge of
great architectural work, such as castles and fortifications, public buildings, abbeys and cathedrals would be in the category of an entrepreneur then. In the 17th
century the concept of risk emerged in the domain of entrepreneurship; and Richard Cantillon’s theory on entrepreneurs that viewed the entrepreneur as a risk
taker observing that merchants, farmers, craftsmen and other sole proprietors “buy at a certain price and sell at uncertain price, therefore operating at a risk” is
regarded as the foundation of the term entrepreneur (Herbert & Link, 1982).
In the 18th century the entrepreneurs was distinguished from the capital provider who, in the present day, is the venture capitalist. Entrepreneurship came to be
used to stimulate economic progress by finding new and better ways of doing things. Jean Baptiste Say, the French economist, is most commonly credited with
giving the meaning to the term (Dees, 2001). His writings by the turn of the 19th century had profound influence on the value creation dimension of
entrepreneurship. Say subscribes, “The entrepreneur shifts economic resources out of an area of lower and into an area of higher productivity and greater
yield.” In the late 19th and early 20th centuries entrepreneurs were frequently not distinguished from managers. In the middle of 20th century, entrepreneurs as
an innovator was established (Hisrich, Peters & Shepherd, 2001). The concept of newness became an integral part of entrepreneurship and so encouraged
creative thinking and breakthrough ideas. However, the ability to innovate can be observed throughout the history – right from the Egyptians who built the
Pyramid to the Mughals who built the Taj Mahal.
In the 20th Century an economist who was the most closely associated with entrepreneurship is Joseph Schumpeter. Schumpeter did pioneering work on
entrepreneurship. According to Schumpeter (1934) entrepreneurship is a creative activity that results in innovation. So basically an entrepreneur introduces
something new to the economy. Other scholars added further dimensions to the then emerging field of entrepreneurship. Stevenson (1983) added the element
of resourcefulness that pursues opportunity not limited by resources currently controlled. So, innovation is not necessarily a function of resource at hand, and
history is testimony to the fact that many a sources of innovation were lack of resources as it became the compelling reason to innovate. Being resourceful even
with lack of resources so that the lack of it does not become the limiting factor has been the way out.
Drucker (1985) attempts to highlight the ways of entrepreneurship and according to him the entrepreneur focuses on the process: “entrepreneur is one who
always searches for change, responds to it and exploits it as an opportunity.” He foresaw social innovation as an opportunity of entrepreneurship because
according to him systematic analysis of the opportunities that change brings about would be economic or social innovation. So Drucker makes it clear that
entrepreneurship does not require a profit motive. Thus, social innovation besides economic innovation is a dimension of entrepreneurship. As the key to
innovation is knowledge base, theory building is the basis for the practice of social dimension of entrepreneurship or social entrepreneurship. However
entrepreneurial activity aimed at economic progress received great amount of scholarly attention but entrepreneurial phenomenon aimed at social progress has
only recently attracted scholarly attention (Alvord, Brown, & Letts, 2004; Dees & Elias, 1998).
THE PURPOSE OF THE ARTICLE

The purpose of the article is to reason that social entrepreneurship is not an option but the need of the hour. The study focuses on the social mission as the
driving force for the emergence of social entrepreneurship, highlight through the Institute for OneWorld Health that social entrepreneurship fill in the gaps of for
profit organizations in the socio-economic sector.

SOCIAL ENTREPRENEURSHIP AND CREATIVE CAPITALISM
Social entrepreneurship concept should build on entrepreneurship theory, and so the ideas of Schumpeter, Say, Drucker and Stevenson can be applied to the
social aspect of entrepreneurship (Dees, 2001). For a long time the need for a form of organization oriented towards welfare of the state has been felt because
the purpose of the corporate is greatly confined to wealth maximization. The current financial crises have caused many to re-question the basic premises of the
crrent business system (Pirson, 2010).
In September 2000 survey conducted in the USA revealed that over 70 per cent of the American surveyed opined that business had too much of power such that
it control too many aspects of their life and has great potential influences (Paine, 2003). But the irony is the public’s decreasing trust on big corporation on one
side and the increasing influence and power of the corporation on the other have made the public uncomfortable. In 2006, the trust of the public in
multinational and global companies reached its all time low. The current business system is insufficiently set up to fulfil authentic human needs. According to
Greider (2003) the changing purposes of capitalism are blamed for personal and professional security, corroded communities and depleted natural environment.
So the business organizations are facing a situation aptly described by Jackson and Nelson (2004) as a “perfect storm” such that organizations can weather the
“perfect storm” by learning from a newly emerging field called social entrepreneurship (Pirson,2010).
Change was arguably the most used and referred word in the year 2008 because of the U.S. presidential election; yet change is believable when it is sustainable
and social entrepreneurs are such innovators who are delivering change at the root of the problem – “change that transform unfair equilibria into better,
sustainable balances” (Martin & Osberg, 2007). Today the world is plagued by the problems of conflicts, climate change, and environmental degradations, but
the core roots of the issues manifest human greed, mostly the economic kind. The ongoing conflicts are characterized by socio-economic domination by one at
the cost of other – not a win-win scenario. Social entrepreneurship is critical to creative capitalism (Leadbeater, 2007), and progress of societies (Martin &
Osberg, 2007). The rise of social entrepreneurship holds great promise as the venture add to the efforts of the private, public and organizations and the
government in their socio-economic developmental roles.
THE RISE OF SOCIAL ENTREPRENEURSHIP

Social entrepreneurship is a emerging field and growing rapidly. Anticipating that the private and public sector form of organization would not sufficiently
address the entire sector, Etzioni (1973) subscribed a new form of organization to provide the necessary innovation and this third alternative would combine the
efficiency of the market and welfare orientation of the state. Since the late 1980s, in the USA alone, the third sector grew faster than any other sector providing
upto more than 10 per cent (Pirson, 2010).
Leadbeater (1997) observes that the skill of the social entrepreneurs are such that they often create innovative forms of active welfare, healthcare, and housing
which are both cheaper and more effective than the traditional services provided by the government. As such social entrepreneurs usually integrate the
approaches from business charity, and social movements so that represents new force in the social and environmental factors that would solve social problems
in order to deliver sustainable social value (Pirson, 2010). Today, the social sector needs attention – immediate attention.
The root of social entrepreneurship is in the need for the solutions in crises situations. Organization that operates in the social sector is popularly known as social
enterprise in USA and Europe. The rise of such organization to prominence trace back to the 70s. However, in the USA, social enterprise existed since 1902 and
the best known social enterprise then being Goodwill Industries.9 Similar organizations existed throughout the 19th and 20th century though in a smaller scale
(Dellinger, 2007). The economic downturn in the 1970s brought the role of social enterprise to the forefront in the US and Europe but ways adopted by the
social enterprises in the two regions were different. In the US, the economic downturn resulted in major cutbacks in government spending on one hand while
the need for funding had been on the rise due to steep rise in unemployment on the other (Urquhart & Hewson, 1983; Kerlin, 2006). So, to sustain their
operations the organizations turned to commercial activities which resulted in the rise to income receive from commercial activities by 20 per cent.10 However,
unlike in the US, the impact on Europe was much greater as the unemployment rate was 40 percent as compared to 12 per cent in the US; and the government
reacted as similar to the US by cutting government spending but the charities reacted differently by focusing on fighting structural unemployment (Spear et al.
eds., 2001).
Today there has been tremendous growth in the field of social entrepreneurship. There has been significant growth in the number of books and articles written,
and online networks and centres supporting and celebrating social entrepreneurship; and the government and institutions giving emphasis on social
entrepreneurship for solutions towards socio-economic equilibrium are also on the rise. This has occurred alongside the approach to look for solutions beyond
the previews of the government and the corporations. There has been explosion in the non-government organizations (NGO) worldwide that are seeking
solutions to the world’s inherited age old problems. Russia have gone from virtually no NGO in the beginning of the decade to more than 400,000, in China more
than 280,000 are registered and twice the number not registered, in USA more than one million and half a million in India (Osberg, 2009).
THE LIMITS OF SOCIAL ENTREPRENEURSHIP

There exists general consensus that the time has come for the rise of social entrepreneurship. Social entrepreneurship is a nascent field and like any emerging
field there exists contesting definitions that blur the boundary of social entrepreneurship. However, social entrepreneurship is not a new phenomenon
eventhough the field is termed nascent. Whether they are termed social entrepreneurs or not, they have remained from time immemorial. The term is
important considering the significant role it needs to put on and also for the growth and prominence of the field. Like any nascent field social entrepreneurship is
limited by the contesting definitions and blurring of boundaries. A consensus emerging from the various approaches is that social entrepreneurship pursue social
mission. Martin and Osberg (2007) has succinctly highlighted the main differentiating point is the social characteristic: “Social entrepreneurship signals the
imperative to drive social change, and it is that potential payoff, with its lasting, transformational benefit to society, that set the field and its practitioners apart.”
A highly referred definition is Dees (2001): “Social entrepreneurs play the role of change agent in the social sector by:
• Adopting a mission to create and sustain social values (not just private value).
• Recognizing and relentlessly pursuing new opportunities to serve that mission.
• Engaging in a process of continuous innovation, adaptation and learning.
• Acting boldly without being limited by resources currently in hand, and
• Exhibiting heightened accountability to the constituencies served and for the outcome created.”
Social entrepreneurs are entrepreneurs with a social mission (Dees, 2001) and so it is a paradigm shift. According to Schumpeter entrepreneurs are innovators
who derive the creative destructive process of capitalism, and by the same token, social entrepreneurs are innovators who drive the “creative destructive”
process of social value creation. However scholarly attention in the field has only recently attracted the interest of researchers (Alvord, Brown, & Letts, 2004;
Dees & Elias, 1998), and it has taken variety of meanings (Dees, 2001). The concept of social entrepreneurship still lacks a unified definition and defined
boundary so that it offers unique opportunity for researches to challenge and rethink concepts, and define boundaries.
THE INSTITTE OF ONEWORLD HEALTH

Victoria Hale is a pharmaceutical scientist who became increasingly frustrated by the profit motives of actors operating in her industry. She was saddened by the
paradox in the pharmaceutical industry: Big pharmaceutical companies held patents for curing many incurable diseases as the drugs were not developed
9
Goodwill Industries, Our History, http://www.goodwill.org/page/guest/about/whatwedo/ourhistory (last visited Nov 29, 2010)
10
These figures are based on a 2002 study of nonprofits with annual revenue of over $25,000.Commercial activity, defined as income from special events, sales
of goods, and dues and payments where members received comparable benefits, grew as percentage of income for these groups from 48.1% in 1982 to 57.6% in
2002. Kerlin, supra note 11, at 252.
because the population mostly in need was unable to afford them. The big companies were focussing on developing drugs for the well off and they happen to
live mostly in the developed world. She found the motives unjustifiable. It was this compelling reason that made Victoria Hale write the strategic plan for
nonprofit pharmaceutical company in 1998, invested seed money in 2000 and evolved into an entrepreneur with a social mission. By the year 2000 Institute for
OneWorld Health was founded in the US and became the first nonprofit pharmaceutical company in the US in 2001.
Creative individuals can come up with brilliant ideas but such ideas could be lost amongst the maze of great ideas which did not implement for want of
organized institutional efforts. It takes more than one to bring about big change. Creative partnerships can transform brilliant ideas into reality and factor in
change in a large scale. Right from the initial years of its formation OneWorld Health started collaborative efforts. In 2002, it collaborated with The National
Institute of Allergy and Infectious Diseases (NIAID) to develop Chagas disease drug lead and subsequently in 2003 signed collective licensing agreement with the
Special Programme for Research and Training in Tropical Disease (TDR) of the World Health Organization (WHO) to develop a new cure for visceral leishmaniasis.
The partnership facilitated skill sharing to develop new products.
Further, OneWorld Health collaborated with UC Berkeley and Amyris Biotechnologies to achieve the goal of providing unlimited, affordable supplies of first-line
antimalarial ingredient using synthetic biology. It is a promising partnership and they believe that when the ingredients are developed the cost factor of the drug
would be dramatically lowered to 60 cents a dose and so saving an estimated 30 million lives a year (Osberg, 2009). Financial gains and commercial interest are
not the reasons for UC Berkeley and Amyris to enter into partnership with OneWorld Health, it is the social value creation and social impact of saving so many
lives. Social mission provides the noble reason to form partnerships. In 2006, it entered into collaboration with BioFocus DPI who will use their expertise to
identify new drugs for the Diarrheal Disease program. The partnership would expedite new product development.
Social mission and nonprofit endeavours have the advantage of goodwill that garners support from diverse sources. In 2002 OneWorld received first in-licensing
of promising new drug lead for Chagas disease from Celera Genomics, new compounds to treat Chagas infections from Yale University and the University of
Washington in 2003, and in 2004, it received a patent to control the schistosomiasis parasite from the University of California Santa Barbara. Many foundations
are funding the operations and the Bill & Melinda Gates Foundation being the major contributor. It was the fund from Bill & Melinda Gates Foundation that
nurtured the first two drug development projects in 2002 – visceral leishmaniasis and Chagas disease. Apart from the Bill &Melinda Gates Foundation the grants
from Chiron Foundation to further studies in visceral leishmaniasis treatment in 2004, the Lehman Brothers Foundation’s grant to accelerate identification of
drug compounds for pediatric diarrheal disease in 2005 and the Sapling Foundation’s to study the feasibility of engaging pharmaceutical scientists in drug
development programs in 2005 are in the line with achieving its social mission. The nonprofit form is mission critical as the needs to win the trust of the
foundations and funding agencies emerge and so the entrepreneur exhibit persistence and willingness to make adjustments to make things work.
In recognition of the mission to advance systemic change benefiting communities around the world, the OneWorld Health received a Skoll Award for social
entrepreneurship in 2005. So in a way the social intention of the Institute for OneWorld Health has been acknowledged and Victoria Hale was named a 2006
MacArthur Fellow for creating a nonprofit model of drug development driven by the neglected health needs of people in the developing world. Paromomycin IM
Injection has received approval from the Drug Controller General of India (DCGI) for the treatment of Visceral Leishmaniasis for which Gland Pharma will make
the medicine available at-cost, or approximately $10 per treatment course. It is a significantly lower price than currently approved VL therapies and this would
make the product more affordable and accessible to more people. In 2007 the injection was designated by the World Health Organization (WHO) for addition in
its Model List for Essential Medicines which is a model for countries to select medicines addressing public health priorities and the Program of Paomomycin IM
Injection in India was launched. The Paromomycin IM Injection was voted “Product of the Year” by BayBio, Norhtern California’s Life Sciences Association.
Social mission is the reason for the Institute for OneWorld Health. The advantage of social mission is the goodwill that capacitates the organization earning
support. The organization use earned income strategies across the value chain right from the development of the products to its delivery. Wherever necessary it
used collaboration and partnerships with many organizations and institutions. The social mission orientation capacitates the Institute for OneWord detecting the
problem that for profit pharmaceutical companies were not developing drugs for the masses in the developing world. Victoria Hale recognized this problem in
the industry and took it as an opportunity to satisfy the less-served needs. She founded the Institute for OneWorld Health with the social mission and became a
social entrepreneur. Though OneWorld is a NPO, use earned income strategies to fulfil its social mission and demonstrated that organizations with social
orientation should fill in to serve unmet needs in the socio-economic sector.
CONCLUSION
Entrepreneurship has rich history and having much more significant meanings. Entrepreneurship not necessarily requires a profit motive as there is social
dimension to it but entrepreneurial phenomenon aimed at social progress has only recently attracted scholarly attention. Social entrepreneurship concept builds
on entrepreneurship theory, and so the ideas of Schumpeter, Say, Drucker and Stevenson are applied to the social aspect of entrepreneurship.
Social entrepreneurship is critical to creative capitalism. It adds to the efforts of the private, public and the government in their socio-economic developmental
roles. The world has witnessed tremendous growth in the field of social entrepreneurship and it is a growing phenomenon. However, the concept of social
entrepreneurship still lacks a unified definition and defined boundary so that it offers unique opportunity for researches to challenge and rethink concepts, and
define boundaries.
Social mission is the driving reason for the Institute for OneWorld Health. The organization use earned income strategies across the value chain right from the
development of the products to its delivery. The activities of OneWorld demonstrate that organizations with social orientation should fill in to serve unmet
needs in the socio-economic sector.
The article highlight the need for social entrepreneurship and the case on the Institute for OneWorld Health illustrates that social entrepreneurship fill in the
gaps of for profit organizations in the socio-economic sector.
REFERENCES
1. Alvord, Sarah H., Brown, L. David & Letts, Christine W. (2004), “Social Entrepreneurship and Societal Transformation: An Exploratory Study,” The Journal of
Applied Behavioral Science, Arlington, Vol.40, Iss. 3. pp. 260-282.
2. Dees J G & Elias J. (1998), “The challenges of combining social and commercial enterprise,” Business Ethics Quarterly 8 (1): 165–178.
3. Dees, J. G. (2001), “The meaning of social entrepreneurship,” Center for the advancement of Social Entrepreneurship, Fuqua School of Business, Duke
University, Durham, NC.
4. Dellinger, R.W. (2007): St. Vincent de Paul Thrift Store Has History of Helping. Viewed on June 16, 2010. http://www.the-tidings.com/2007/062207/
vincent3.htm
5. Drucker, Peter F. (1985), “Innovation and Entrepreneurship,” Harper & Row, Publishers, New York
6. Etzioni, A. (1973), “The third sector and domestic missions,” Public Administration Review, July/August: 314-27
7. Greider, Katharine (2003), “The big fix: how the pharmaceutical industry rips off American consumers,” New York: Public Affairs
8. Herbert, R. F. & Link, A. N. (1982), “The Entrepreneur,” Preager, New York.
9. Hisrich, D Roberts, Peters, P Michael & Shepherd, A Dean (2007), “Entrepreneurship,” Sixth Edition, Tata McGraw-Hill, New Delhi
10. Jackson, Ira A. and Nelson, Jane (2004), “Profits with Principles -- Seven Strategies for Delivering Value with Values,” Currency Doubleday Publication.
Kerlin, Janelle A. (2006), “Social Enterprise in the United States and Europe: Understanding and Learning from the Differences,” Voluntas: International
journal of Voluntary and Nonprofit Organizations, Volume 17, No. 3, 243-262.
11. Leadbeater, C. (1997), “The Rise of the Social Entrepreneur,” Demos, London. Viewed on May 2, 2010.
12. Leadbeater, C. (2007), “Social Enterprise and Social Innovation: Strategies for the Next Ten Years,” A social enterprise think piece for the Office of the Third
Sector. Cabinet Office, Office of the Third Sector, UK, November. Available at
13. Martin, R. L. & Osberg, S. (2007), “Social entrepreneurship: The case for definition,” Stanford Social Innovation Review, 5(2), pp. 28-39

14. Osberg, Sally (2009), “Framing the Change and Changing the Frame: A New Role for Social Entrepreneurs. Innovations: Technology, Governance,
Globalization,” MIT Press Journals.
15. Paine, Sharp, L. (2003), “Value Shift: Why Companies must Merge Social and Financial Imperatives to Achieve Superior Performance,” New York: McGraw-
Hill.
16. Pirson, Michael (2010) “Social entrepreneurship: A model for sustainable value creation,” Edited by Cooperrider, David & Avital, Michel (ed.) to Positive
Design and Appreciative Construction: From Sustainable Development to Sustainable Value (Advances in Appreciative Inquiry, Volume 3), Emerald Group
Publishing Limited, pp.259-274
17. Schumpeter, Joseph A. (1934), “The Theory of Economic Development,” Cambride: Harvard University Press. (New York: Oxford University Press, 1961.)
First published in German, 1912.
18. Spear, R., Defourny, J., Favreau, L. & Laville, J.-L. (eds) (2001), “Tackling Social Exclusion in Europe. The Contribution of the Social Economy,” Aldershot:
Ashgate, 359p.
19. Stevenson, H.H. (1983), “A Perspective on Entrepreneurship,” Harvard Business School Working Paper, 9-384-131, 1983.
20. Urquhart, Michael A. & Hewson, Marillyn A (1983), “Unemployment Continued to Rise in 1982 as Recession Deepened,” 106 Monthly Lab. Rev. 3, Feb.

DEVELOPMENT AND VALIDATION OF FINANCIAL LITERACY SCALE
S.SUGANYA
ASST. PROFESSOR
KALASALINGAM UNIVERSITY
KRISHNANKOIL
DR. S. SAKTHIVELRANI
ASSOCIATE PROFESSOR
KRISHNANKOIL
K.DURAI
ASST. PROFESSOR
KRISHNANKOIL
ABSTRACT
Financial literacy is the ability to use knowledge and skills to manage financial resources effectively for a lifetime of financial well-being. President’s Advisory
Council on Financial Literacy (PACFL 2008). The academic literature has given little attention to measure financial literacy. (Sandra J. Huston 2009) This study
intends to develop a valid and reliable instrument in measuring financial literacy of self help group (SHG) beneficiaries. Financial literacy were measured by
constructing an index using four indicators namely Financial knowledge, Saving skills, Borrowing skills, and Investment skills. Data were collected from 400 self
help group members in Virdhunagar District of Tamilnadu by Area sampling. Confirmatory factor analysis was used as the primary method of analysis to test the
validity of the instrument by using Analysis of Moment structure (AMOS). This study intends to infer conclusions regarding the sample of items used in the
instrument. Correlations among the constructs were tested to assess the nomological validity. There exist composite, construct, and concurrent validity in this
instrument.
KEYWORDS
Financial Literacy, Financial knowledge, Self help group, Investment skill, Borrowing skill.
INTRODUCTION
icro credit projects are a fundamental source of providing financial assistance to Self Help Group (SHG) beneficiaries. Lending to women has become an
M important principle in micro credit to empower the women. Reddy CS, (2005) reported that the linking of SHGs with the financial sector was good for
both sides. The banks were able to tap into a large market, namely the low-income households, transactions costs were low and repayment rates were
high. The SHGs were able to scale up their operations with more financing and access to more credit products. Financial literacy should make SHG to take better
decisions for their families, increasing their economic security and well being. The concept of Financial Literacy, evolved by Self Employed Women’s Association
(SEWA) Bank for its members, is essentially spreading the knowledge of good money management practices. It encompasses all monetary transactions that a
person enters into such as earning, spending, saving, borrowing and investing. Thus financial literacy is the ability to know, monitor and effectively use financial
resources to enhance the well being and economic security of oneself, one's family and business, and also for improving the understanding of the financial
service providers. Marcolin, et.al (2006) expressed the need for research on measurement of financial literacy. The purpose of this article is to identify and
develop a most standardized model to measure financial literacy among self help group beneficiaries in Virudhunagar District.
The purpose of this literature review is to identify, evaluate, and interpret the existing body of work on the financial literacy of different population such as
college students, young adults, women, consumers and gender differences in various countries to identify the parameters for measurement of financial literacy
among SHG beneficiaries. Hilgert et.al., (2003) found that financial knowledge can be statistically linked to financial practices related to credit as well as the cash-
flow management, saving, and investing behaviors. Annamaria Lusardi et.al, (2010) found that financial literacy is strongly related to sociodemographic
characteristics and family financial sophistication. Hung.A, et.al, (2012) examined that women have less financially literate than men. Joo (2008) found that
financial behaviour is the main determinant of financial well being, and it is influenced by four major factor namely financial attitude, financial socialization,
financial socialization agents and financial knowledge. Sandra J. Huston(2010) pointed out that financial literacy assessment instrument consist of four broad
area of personal finance like basic concepts, borrowing concepts, saving/investing concepts and protection concepts.. Lusardi.A, (2007) found that households
are unfamiliar with basic economic concepts needed to make saving and investment decisions. Personal Finance Research Centre,(2006),financial literacy
framework includes four key areas i.e., money management, planning ahead, choosing products and staying informed According to Mike Dixon (2006), financial
literacy is highly subjective and reaching optimum scale for individual focused programs are costly and impractical. Based on the above reviews that were found
to cover specific group of women such as elder women, young women and female entrepreneur. There were no studies to measure the financial literacy of self
help group women. This study will examine the financial literacy of Self help group women by designing a comprehensive scale.
NEED FOR THE STUDY

Financial literacy is important for self help groups to managing their financial portfolios. Lower levels of financial literacy leads to reduce the active participation
of SHG’s activities. They are facing many challenges to access the finance and make it difficult for them to be financially prepared for the future. Therefore an
assessment of financial literacy among self help group must be taken in to account to develop the financial literacy education programs by policy makers such as
NABARD, World Bank, NGOs etc.

This study had two major objectives:
• To identify the components of financial literacy using input from both literature and SHG beneficiaries.
• To design a comprehensive scale that can capture these components of financial literacy in a large scale survey.
From the above objectives and reviews the following hypotheses are formulated:
Hypotheses 1 : Measurement of financial literacy is a four factor construct namely Financial knowledge, Saving skills, Borrowing skills, and Investment skills.
Hypotheses 2: The subscales taken for measurement have acceptable internal consistency.
This study is based on the female population who has been involved in self help group. The respondents for this study were 400 SHG beneficiaries in the
Virdhunagar District of Tamil nadu. In this section discussion is made on the data sources and statistical analysis. A survey is based on Area sampling technique
with a structured questionnaire. The Questionnaire was used to measure Financial Literacy by Likert items (ranging from 1 as strongly disagree to 5 as strongly
agree).
TABLE 1- COMPONENTS OF FINANCIAL LITERACY SCALE
Construct Items
Financial knowledge 10
Saving skill 15
Borrowing skill 10
Investment skill 10
A series of interviews was conducted with several experts to confirm the content and face validity of questionnaire. A pre test was done to measure the
reliability of questionnaire. The Cronbach Alpha Coefficient was found to be .943 which is higher than the figure 0.80 Bryman (2004) as a rule of thumb to
denote of reliability of instrument.
CONCEPTUAL FRAMEWORK
This section has outlined the conceptual framework for financial literacy. The concepts in the framework were represented into questions to collect the data to
assess the financial literacy among SHG beneficiaries. It lays out major variables that are addressed in the assessment instrument. Literacy is an expanding set of
knowledge, skills and strategies which individual build on throughout the life. It has been expanded to the study of particular skill sets, for example Wecker,
et.al, (2007) assessed Computer Literacy, Callingham and Watson (2005) measured Statistical Literacy, Baker (2006) found Health Literacy. Each type of literacy
measures how well an individual can understand and use information. Likewise financial literacy is concerned with how individuals understand, manage and plan
their own and families financial affairs. Existing empirical evidence Lusardi (2009) suggest an improved level of financial literacy can lead to positive behaviour
change. Sandra J. Huston (2010) found that financial literacy instrument consist of both knowledge and applicaton of human capital specific to personal finance.
It consists of personal finance basics, borrowing, saving/ investing and protection. Lusardi and Mitchell,(2011) design the financial literacy instrument consists of
three dimension on interest, inflation, and risk diversification and found that greater financial knowledge are more likely to accumulate higher amount of
wealth. Schuchardt, et al., (2009) found that there is lack of consistency among researchers in how to design and measure financial literacy program success.
Program for International Student Assessment (PISA 2012) found that assessment of financial literacy draws on a range of knowledge and skills associated to
deal with the financial demands of every day life. Mason and Wilson (2000) developed a framework based on three dimensions such as financial knowledge,
financial skill and financial responsibility. The training programmes offered to SHG beneficiaries through Non Governmental Organization (NGO) helps in
developing their skills on savings, borrowings and investment. Taking this into account, the four constructs are identified to measure financial literacy. Financial
Knowledge component is taken from Mason and Wilson (2000) on Conceptualizing Financial Literacy and other components of Savings, Borrowings and
Investment skills are taken from Sandra J. Huston’s financial literacy instrument (2010).
FIGURE 1- CONCEPTUAL MODEL
Financial
Knowledge
Saving skills
Financial
literacy
Borrowing
skills
Investment
skills
FINANCIAL LITERACY SCALE (FLS) CONSTRUCTION

The first step in constructing the FLS was to examine the articles and reports that used to develop the financial literacy assessment. We identified the domains of
financial literacy and also noted the domains that were not included in the scales. For example, Sandra J. Huston’s (2010) focused on financial literacy measures
the saving and investment skills were frequently measured, whereas Mason and Wilson (2000) reported that awareness of financial schemes, and financial
knowledge was less frequently measured. Following the review of previous measures four constructs were selected that were important areas of financial
literacy scale. The first construct relates to knowledge and understanding of financial concepts such as training programmes, financial grants and subsidies etc.
to perform a particular task. The second construct relates to cognitive process as accessing information, comparing, evaluating and applied skill in a financial
context. It includes basic skills in financial literacy such as ability to save, borrow and investment that influence financial decision making. These constructs are
used to ensure coverage and validity of the financial literacy assessment scale. The Financial Literacy Scale appears in Appendix A. The FLS included 45 items was
measured by Likert items.

RESULT AND DISCUSSION
DEMOGRAPHIC PROFILE OF THE SAMPLE
Descriptive information of the sample is given in Table 2.The majority of the respondents are in the age between 33 and 42 (41%). The respondents belong up to
32 years are (31%) and those between 43 and above (28%) of the sample. Respondent with age of the group up to 5 years represent 62% and 5 and above years
of the age group 38%. Respondent with primary qualification 34%, secondary qualification 44% and higher secondary 22%. Respondents with occupation
category belong to self employed 20% and employee 62% and housewife 18% of the sample.
FIGURE 2 - MEASUREMENT MODEL FOR FINANCIAL LITERACY
MODEL FIT
The measurement model was assessed to confirm the scales used to measure financial literacy among self help groups in virdhunagar district. The Measurement
model indicates an acceptable model fit to the values of fit indicies shows a reasonable model fit (Byrne, 2001).This confirms the four – factor structure of
financial literacy model used in this study. The model fit indices are df = 933; P < .001; CFI= .861; CMIN/DF = 1.948; GFI = .834; AGFI = .816; PCFI = .811; RMSEA =
.049.

ASSESSING THE MEASUREMENT MODEL
Reliability is the extent to which an instrument is consistent in its measurement over time and across situations (Crocker & Algina, 1986).The reliability analysis
was conducted on the four constructs and its contributing variables. Cronbach’s Alpha is considered as tool to test the overall reliability of the scale. The
reliability for the financial knowledge, Saving skills, Borrowing skills and Investment skills are in acceptable levels which are shown in table no: 2.The Overall
Cronbach’s Alpha Coefficient was found to be .943 which is higher than the figure 0.80 Bryman (2004) as a rule of thumb to denote of reliability of instrument.
Further evidence of the reliability of the scale shows the composite reliability and average variance extracted scores of the different factors obtained. Composite
reliability (CR) of all the latent variables is greater than the acceptable limit of 0.70 (Carmines and Zeller, 1982). The average variance extracted for all the factors
is greater than or equal to 0.5 which is acceptable (Fornell and Larcker, 1981).
The result is shown in Table -2
TABLE 2 - RELIABILITY
Factor Cronbach Alpha No of itmes
Financial Knowledge .892 10
Saving Skill .869 15
Borrowing Skill .747 10
Investment Skill .822 10
Over All .943 45
COMPOSITE RELIABILITY
It is a measure of scale reliability, that assesses the internal consistency of a measure (Fornell & Larcker 1981) i.e., overall reliability of a set of items loaded on a
latent construct.
TABLE 3 – COMPOSITE RELIABILITY
Construct CR Value
Financial Knowledge 0.97
Saving skill 0.97
Borrowing Skill 0.95
Investment Skill 0.97
Since the composite reliability values of all the constructs are greater than .07, it is considered to be good.
CONSTRUCT VALIDITY
Construct Validity is the extent to which a set of measured variables actually reflects the latent construct. (Hair et al., 2006). It is established in this study by
establishing the face validity, content validity, convergent validity, discriminate validity and nomological validity.
FACE AND CONTENT VALIDITY

Face validity and content validity was established by adopting the measurement items used in this study from the existing literature and through the use of an
expert panel. They also agreed that the FLS measured important financial literacy instrument and adapting the same to the present research context.
CONVERGENT VALIDITY
Convergent Validity was assessed by examining the factor loading and average variance extracted of the constructs as suggested by Fornell & Larcker (1981). It
reflects the extent to which indicators of a specific construct ‘converge’ or share a high proportion of variance in common.
TABLE 4 - CONVERGENT VALIDITY

Construct CV Value
Financial Knowledge 0.77
Saving skill 0.68
Borrowing Skill 0.69
Investment Skill 0.79
From the above table 5, it can be inferred that average variance extracted (AVE) for each construct is greater than or equal to 0.50, which further supports the
convergent validity of the constructs.
DISCRIMINATE VALIDITY
Fornell & Larcker (1981) states that discriminate validity can be assessed by comparing the average variance extracted (AVE) with the corresponding inter-
construct squared correlation estimates. It measures whether each variable is correlated to one factor or with any other factor.
TABLE 5 - CORRELATION BETWEEN CONSTRUCT

Construct Interconstruct Correlation(IC)
Financial Knowledge - Saving Skills .697
Borrowing Skills - Saving Skills .966
Investment Skills - Borrowing Skills .814
Financial Knowledge-Investment Skills .852
Financial Knowledge - Borrowing Skills .705
Investment Skills - Saving Skills .769
TABLE 6 - COMPARISON BETWEEN AVE AND SIC

Construct AVE SIC Comparison
FK .77 0.49, 0.725, .50
SS .68 0.49, .933, 0.59 AVE > SIC (for all constructs)
BS .69 .933, .66, .50
IS .79 0.66, .73, .59
Table 5 and table 6, indicates the average variance extracted (AVE) values of all the financial literacy construct are greater than the squared inter construct
correlation estimates (SIC) which supports the discriminate Validity of the constructs.
NOMOLOGICAL VALIDITY
Nomological validity is tested by examining whether the correlations between the constructs are positive. (Hair et al., 2007).

TABLE 7 - COVARIANCES: (GROUP NUMBER 1 - DEFAULT MODEL)
Estimate S.E. C.R. P Label
Financial Knowledge <--> Saving Skills .336 .043 7.745 *** par_42
Borrowing Skills <--> Saving Skills .456 .053 8.570 *** par_43
Investment Skills <--> Borrowing Skills .339 .043 7.867 *** par_44
Financial Knowledge <--> Investment Skills .370 .046 8.066 *** par_45
Financial Knowledge <--> Borrowing Skills .327 .043 7.590 *** par_46
Investment Skills <--> Saving Skills .332 .043 7.797 *** par_47
TABLE 8 - CORRELATIONS: (GROUP NUMBER 1 - DEFAULT MODEL)

Estimate
FK <--> SS .696
BS <--> SS .982
IS <--> BS .813
FK <--> IS .852
FK <--> BS .700
IS <--> SS .769
Table 7 and table 8, infers that the FLS four construct model indicates that correlations and interconstruct correlations are positive and significant and hence
nomological validity is proved.
SUMMARY AND CONCLUSION

Based on the result and previous research literature evidence that financial literacy is an important basis for effective financial decision making. Hung.A, et.al.,
(2012) examined that more research on the design and effectiveness of financial education programme is needed. INFE/OECD, (2011) found that financial
literacy instrument includes the role of financial education for financial inclusion on savings, investments, and pensions. Moore, Danna, (2003), found that
financially literate individuals do better at budgeting, saving and spending decision making. Johnson and Staten, (2010) identified financial literacy includes non-
cognitive factors such as motivation, confidence have influence on money management behavior. Calvet et al., (2007) found that households with lower
financial literacy and cognitive abilities are less likely to participate in risky asset markets to avoid investment mistake. From the results and the discussions of
the present study, it is concluded that the study could serve as standard for measurement for financial literacy. The four factor structure of financial literacy was
confirmed as well as the internal consistencies of the sub scales. Hence this can be regarded as a potential instrument to measure financial literacy among SHG
beneficiaries. This scale offers researchers and practitioners a reliable and valid tool to measure financial literacy though some work to be done to ensure that it
is reliable and valid among different sub groups.
SCOPE FOR THE FUTURE RESEARCH

Concerning the effect of financial literacy, it is recommended that further research be conducted to measure the financial literacy influence the economic
empowerment. Measurement model alone will not serve the purpose and hence the cause and effect relationship is to be identified by developing structural
model by identifying and testing the constructs of economic empowerment of self help groups.
REFERENCES
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APPENDIX
APPENDIX A: FINANCIAL LITERACY SCALE
Please rate the extent to which you agree with each statement:
1= strongly disagree, 2= Disagree, 3= Undecided, 4= Agree, 5= Strongly agree
FINANCIAL KNOWLEDGE
This domain focuses on a broad spectrum of knowledge and understanding of financial concepts such as government schemes, training programmes, business
activities and information sharing behavior.
• Understand financial knowledge through training programmes;
• Developed financial skills to make right choices;
• Developed social participation;
• Knowledge about government schemes;
• Equipped information seeking behavior;
• Knowledge about information sharing behiour;
• Improved economic status;
• Training programme give self confidence;
• Attitude to start business;
• Educationally beneficial.
SAVING SKILLS
This content area includes how they plan for short term to avoid the financial crisis.
• Identify saver and spender;
• Effective way to manage money;
• Alternative measure of income;
• Understand the saving schemes;
• Knowledge about withdrawal ;
• Secured feeling;
• Satisfaction on savings;
• Meet out short term need;
• Plan for future well being;
• Promote high standard of living;
• Curtail entertainment expenses;
• Channel into investment outlets;
• Improve confidence;
• Reduce dependence on money lenders;
• Transparent in accounting system
BORROWING SKILLS
This content area involves ability to manage the credit facilities, rate of interest and bank procedures.
• Knowledge about the risk;
• Understand the loan covenants;
• Legal action for default on payment of loan;
• Access the loan amount;
• Repayment of loan out of income;
• Rate of interest on loan;
• Knowledge about credit policy;
• Conflict between members and bank officials;
• Understand the bank procedures;
• Utilize the loan for productive purpose;
INVESTMENT SKILLS
This content area relates to plan for investment and to manage the risk and return.
• Commitment of money;
• Achieve long term goals;
• Expect high return and risk;
• Protect against future loss;
• Failure to consider risk;
• Expected return on investment;
• Deviation between actual and expected return;
• Easy access the marketing of investment;
• Marketing strategies not feasible;
• Relationship between risk and return.

THE ROLE OF MICROFINANCE IN THE DEVELOPMENT OF COTTAGE & SMALL SCALE INDUSTRIES IN NORTH
EASTERN REGION OF INDIA
DR. HARSH VARDHAN JHAMB

ASSOCIATE PROFESSOR
DEPARTMENT OF COMMERCE
SGTB KHALSA COLLEGE
UNIVERSITY OF DELHI
DELHI
MUSHTAQ MOHMAD SOFI

RESEARCH SCHOLAR
DEPARTMENT OF COMMERCE
CMJ UNIVERSITY
MEGHALAYA
ABSTRACT
The various stake holders of microfinance have served the poor and helped them to come out from the menace of poverty through establishing the small scale
businesses among them but at the same time to reach out with financial services including subsidy schemes is not possible by mere few agencies it should involve
the role of different financial agencies. In order to conduct the study we collected the data from both secondary and primary sources, proper statistical
procedures were conducted to process and analyse the information. From the information that we have it is realised that there are formal, semiformal and
informal sources of finance available with services ranging from Government subsidy schemes through banks and NGOs to high interest rate loans of community
based indigenous financial institutions and commercial banks, about 25 percent of small business holders use their own finance. It was observed that all these
sources have put the positive impact on the income level of clients. There is also some unfortunate section of people in North East India which do not have access
to financial services and they have become the victims of militancy and human trafficking.
KEYWORDS
Banks and NGOs, Financial-services, Microfinance, North East India, Poor and Small scale businesses.
INTRODUCTION
M icrofinance covers financial assistance to the needy people with family background ranging between below poverty line to middle class. It in real sense
is the financial support to the persons which do not have enough liquidity to set up their own business units and the small scale enterprises which are
entangled in liquidity shortage to keep going on their current business in spite of having some fixed assets valuing within the limits to meet the
eligibility criteria of the government schemes through which they get the finance. The type of finance and choice of scheme depends upon the time period of
cash needed to be invested (either short term or long term) in the business by the small enterprise and the type of business to be set up by an individual as an
income generating unit.
North East States constitutes about 5 percent (4crs) of the total country’s population. With 19 percent People living below the poverty line, so the 19% ÷
40000,000 = 7600,000 number of people here requires a small financial help/microfinance for setting up their own small cottage units to come out from the
menace of poverty.
Besides this, there are thousands of entrepreneurs which run small business units and they consume about 70 percent composition of the total micro-financial
structure involving; security loans, subsidy funds, their own retained earnings, equity & partnership funds and other semiformal & informal sources etc. It was
observed that their standard of living is much better than those which are running small cottage units. Therefore, total demand of microfinance is not restricted
up to BPL population and it covers the financial need in whole cottage & small business sector of the region.
The role of microfinance in the development of small scale industries were addressed by researches and some important studies are reviewed below.
The small scale industrial sector is an integral part of not only the industrial sector, but also of the country’s economic structure as a whole. If small scale
industries are properly developed, they can provide a large volume of employment, can raise income and standard of living of the people in lower income group
and can bring about more prosperity and balanced economic development (PRASAD 1983). Despite numerous policy measures during the past 4 decades, Indian
small scale units have remained mostly tiny, technologically backward and tacking in competitive strength. Not with standing their lack of competitive strength,
SSI units in India could survive due to product and geographical market segmentation and policy protection (TENDULKAR et. al. 1997). Commercial banks
continue to play a dominant role in financing small scale industrial sector however the growth rate of bank credit has been low as compared to the growth rate
of production in the SSI sector. Therefore, he concluded that the banking sector has failed to meet the increasing credit requirements of the SSI sector
(RAMESHA 1999). The financial institutions in India are managing the activities Such as, assistance finance, promotional finance & miscellaneous finance which
made diversified funds and services available to small business holders for the growth and expansion of business (Dr. SAWALIGA BIHARI VERMA 2010).
Microfinance in Assam, although started late, has been growing at a very faster pace in recent years. Many new local and national level microfinance providers
have emerged. Informal microfinance providers and practices are equally strong in rural areas. This is perhaps because of the gap between the demand and
supply side of the micro credit and uneven outreach of microfinance. It seems that many local informal microfinance providers had emerged as a new form of
moneylenders. It also observed that unhealthy competition amongst the MFIs was leading to multiple borrowing. Suitable legal provisions are needed for
enabling the MFIs especially the small ones to work for the poor (Dr. DEBABRATA DAS & Ms. PINKY DUTTA 2011).

The Research topic is selected from the issues and gaps in the previous researches related to the microfinance in North Eastern Region. The business of NER is
largely based on the small scale industries and cottage units because the region has merely few large industries. There is also the vast economic disparity among
different areas of the region due to its topography where large number of areas does not have well connectivity and the income of the most people in these
areas depend on the cottage activities. Their financial needs are fulfilled by the local lenders where the access of the formal financial institutions is almost
absent. Many NGOs along with the other MFIs are frequently operational in the region. So the role of microfinance in the NER is an important issue where along
with formal financing the other sources such as; informal and semiformal financial services also play an important role in financing the cottage business.

SOURCE OF DATA
The study is undertaken both in rural and urban areas of North East Region of India. Both the primary and secondary data’s are used. Primary data is
enumerated from a field survey of the study area. Secondary data is collected from the reports of financial institutions, Government notifications, NGOs,
research papers, books, TV news, websites and internet search for various questions.
SELECTION OF THE REGION
There are eight states in the North Eastern Region of India with population over 39 million and cover an area of 262,179 sq. km. distributed among connected
and non-connected areas. The whole region is industrially backward area but there are large number of small scale industries & cottage units across the region.
The total annual microcredit demand is estimated between Rs 22.9 billion to Rs 38.0 billion and apart from the Government supply there are also other financial
sources operating in the region. Therefore, this study will help the policy makers in identifying various ways of reaching out the finance to poor as well as to
small scale entrepreneurs existing both in connected and non connected areas of the region.
PILOT STUDY
Questionnaire was prepared based on the issues and gaps in the studies carried out by the earlier researchers in India relating to the role of microfinance in the
development of cottage industries. Pilot study was conducted to ensure the reliability and validity of the research instruments. The following studies were useful
to frame the questionnaire:
1. Microfinance in North East: Identifying Issues by Dr. GYANENDRA MANI, Faculty Member, BIRD
2. Status and performance of Self-Help Groups in Assam: Evidences from Field Study by Ms. DIMPI CHAKRAVORTY.
3. “SHG-Bank Linkage Program & Rural Credit: An Impact Assessment” by Ms. SAKIYA KHAN & Ms. ANAMIKA DEKA, GAWAHATI UNIVERSITY.
4. Microfinance in Tripura” Observations of R.O. SHRI R. SUNDAR.
5. Savings behavior of Poor People in the North East of India (MADHURANTIKA MOULICK).
6. Microfinance in Assam: An Overview by Dr. DEBABRATA DAS & Ms. PINKY DUTTA, TEZPUR UNIVERSITY.
7. Self help group and micro-enterprise development towards savings habits with special reference to Manipur” by Dr. S. DILAN SINGH, Institute of Coop
Management, IMPHAL.
8. Traditional microfinance institutions in North East Region with special reference to Manipur state by KH. SOMORENDRO SINGH.
9. Population poverty and environment in North East India by B. DATTA RAY, H. K. MAZHARI, P. M. PASSAH and M. C. PANDEY, 2000.
10. Informality and Poverty: Urban Landscape of India’s North East by B. DATTA RAY and GURUDAS DAS, 2006.
11. Guidelines of the small industries cluster development program (SICDP) (NOTM/UND/2005): JAWAHAR SIRCAR.
12. Micro-save India Focus Note 9, Reaching Remote Areas – A case for North East India (ABHIJIT SHARMA).
SAMPLING DESIGN
The cluster sampling and area sampling is followed. All the eight states of North East Region were selected the data was randomly collected from both rural and
urban areas because of the ethical, topographical & developmental variations prevailing across the region which reflects an mixed image of patterns for
microfinance and the cottage industry. In particular those districts were preferred which are having the maximum variations in ethical population and
topography.
SAMPLE SIZE
The respondents were selected on the basis of population and number of small scale Industries in the respective states of North Eastern Region on the basis of
number of SHGs developed under various Government sponsored programs. In total about 8,001 respondents were selected for the study from whole North
Eastern Region with an average of 10 percent from every type of small scale business distributed across the eight states. Members of the every group were
interviewed with the pre tested and well structured questionnaire/schedule.
STATISTICAL TOOLS USED
Average, mean, simple correlations, graphs, pie diagrams, cross tabulation and percentage analysis etc. were used to analyze and interpret the data.
METHOD OF DATA COLLECTION
A structured interview schedule was prepared by the researcher and used for collecting data from the members of SSIs and SHGs located in both the urban and
rural areas of the NER.
ANALYSIS AND INTERPRETATION OF DATA

MICROCREDIT DEMAND
The total annual microcredit demand is estimated between Rs 22.9 billion to Rs 38.0 billion. The total demand for credit has been estimated by taking average
demand per household at Rs 5,000 in rural areas and Rs 8,000 in urban areas. Between Rs. 5-6 billion is current supplied - just 14 percent of total demand. The
projected demand for microfinance in Northeast is around Rs 38,000 millions; to manage this portfolio at least 35,000 to 40,000 staff will be required. So, this is
clear, 7.6 million poor in North East India requires around Rs 38 billion per year or 50,000 per person where only 14 percent (Rs 5 billion) is current supply,
satisfying 1.1 million people and the 6.1 million poor remain un-served by government.
EFFORTS OF THE GOVERNMENT TO SATISFY THE DEMAND
During the 9th five year plan the fund available for NER was Rs 19.36 billion as against the approved outlay of Rs 24.50 billion and the Rs 25.00 billion against the
approved outlay of Rs 35.00 billion during the 10th plan. During the 11th plan too, this trend continued, adding the actual allocation was Rs 25.49 billion in the
first four years while the approved outlay was Rs 73.94billion. If this trend continues in the 12th five year plan, it would be impossible to achieve the goals. Out of
this financial setup, about 20 percent quota goes to microfinance, includes the investment for social services; Education and Economic services. Where funds are
being provided to poor for various purposes which includes; Employment opportunity, Social welfare, subsidy, Loan weaving, Incentive packages /rehabilitation
packages etc. etc.
It shows the actual supply for various developmental purposes during 2007-11 was about 35 percent of the approved plan of Rs 7.5 billion or the supply was Rs
2.6 billion out of which, 34 percent (Rs 892.5 cr.) went for social services & 35 percent (Rs 918.75 cr.) went for economic services both of these serve the
microfinance* for poor by about 20 percent so, out of Rs 2.6 billion supply about Rs 520 cr. gone in the services of poor during the last four years in North East
Region.
Besides this, there are thousands of entrepreneurs which run small business units and they consume about 70 percent composition of the total micro-financial
structure involving; security loans, subsidy funds, their own retained earnings, equity & partnership funds and other semiformal & informal sources etc. It was
observed that their standard of living is much better than those which are running small cottage units. Therefore, total demand of microfinance is not restricted
up to BPL population it covers the financial need in whole cottage & small business sector of the region.

TABLE 1: MAJOR SMALL SCALE INDUSTRIES IN NORTH EAST REGION OF INDIA
State Major SSIs
Arunachal Handloom & Handicrafts, Cane & Bamboo, Painting and Carpet making
Pradesh
Assam Tea, Jute, Silk, Paper, Cement, polyester yarn, food processing and handloom & handicrafts.
Manipur Food products, hosiery, garments & other textiles, wood, paper & printing, leather, rubber & plastic, non-metallic mineral, electrical
machinery & parts, transport equipments & parts.
Meghalaya Wooden furniture & fixtures, cement, leather, stone, tailoring, lime making, bakery, printing, cane & bamboo, and handloom & handicrafts.
Mizoram Bamboo, food processing and handloom & handicrafts.
Nagaland Silk and fabrics.
Sikkim Silk-reeling, weaving & processing, printing, handloom & handicrafts, food processing and tea.
Tripura Tea, food processing, handloom & handicrafts, rubber and bamboo.
TABLE 2: TRENDS IN THE GROWTH OF SMALL SCALE INDUSTRY IN NORTH EAST REGION (Number with percentage)
State 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Arunachal Pradesh 6032 6153 6354 6430 6494 6799
(5) (2.01) (3.26) (1.19) (1.00) (4.7)
Assam 47200 50263 52771 55684 59315 62417
(6) (6.49) (4.99) (5.52) (6.52) (5.23)
Manipur 6020 6161 6319 6535 6636 6757
(1.90) (2.35) (2.57) (3.42) (1.54) (1.82)
Meghalaya 4530 4932 5324 5739 6143 6400
(4.50) (8.87) (7.94) (7.79) (7.04) (4.18)
Mizoram 7293 8051 8381 8605 9288 9891
(6.50) (10.39) (4.10) (2.67) (7.94) (6.49)
Nagaland 3000 4138 5377 6742 8297 10589
(28) (37.92) (29.93) (25.39) (23.06) (27.63)
State 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Sikkim 370 385 406 419 429 442
(2.92) (4.06) (5.53) (3.08) (2.39) (2.92)
Tripura 2049 2127 2197 2238 2275 2298
(1.33) (3.83) (3.31) (1.86) (1.67) (1.00)
STAKE HOLDERS OF MICROFINANCE

The various stake holders which are supporting the Microfinance in the North East Region are; Centre for Micro-financing & livelihood (CML), RASHTRIYA
GRAMEEN VIKAS NIDHI (RGVN), SIDBI, NEDFI, Friends of women world banking India (FWWB-I) commercial banks, Consultants, Academic Institutions, Donors
and Government. ACCESS Development Services is a national resource agency set up through DFID (Govt. of UK) and CARE (a large international NGO) facilitation
to support organized growth of the microfinance in underserved state / region and attempts to bring together all stakeholders to help a vision for that particular
state / region. The unreached small borrowers can be helped by NEDFI through the provision of small loan through intermediaries. It will lead to creation of
informal savings and help in inculcating the habit of borrowing and repaying. However, Self-Help Groups (SHGs), usually at the behest of certain development
oriented non-government organizations (NGOs), have quietly mushroomed in most districts of Eastern India. North East Region Finance services Limited
(NEREFS) disbursed microfinance loans to 217 clients belonging to the North Eastern states NEREFS is providing microfinance services to the North Eastern
states. It has an outstanding loan portfolio of about INR 1.03 billion ($20.6 million) and 25,124 borrowers. It has 72 branches in 50 districts of Assam, Arunachal
Pradesh, Manipur, Meghalaya, and Mizoram in the North East and Uttaranchal in North India. NCUI-WCEP, IMPAL East has delivered essential services of
microfinance delivery to the needy rural women (7470 through 526 SHGs) during the last 10 years.
SELF HELP GROUPS

The Self Help Groups have been formed and RRBs are most active and finances the maximum number of SHGs (56 percent), followed by the commercial banks
(38 percent), the involvement of cooperatives has been very minimal in the region, with only 4 percent of SHGs financed by this source. It was observed that a
major (71.75 percent) chunk of the linkage is account by Model I due to the limited involvement of NGOs, Model II and III account for only 10.76 percent and
17.47 percent respectively.
Out of 223 SHGs, 60 percent of the sample SHGs had joined SGSY scheme in view of the subsidies being offered under the programme. The various projects that
are going on in Tripura which are SGSY, SHG-Bank Linkage Programme, Tripura State Support Project on SHGs, IGD Project, JICA Project, Bamboo Mission,
Fisheries Department‘s project and Bee Keeping project (Proposed). All these programmes have taken place due to the active initiatives of the Government of
Tripura with the support from NABARD. SHG-Bank linkage did have a significant impact on the income levels of the members of SHG even without subsidies. The
subsidies under the SWARNAJAYANTI GRAM SWAROZGAR YOJANA (SGSY) are distorting the healthy growth of the micro-finance movement in India. Banks
generally not disbursing the full bank loan sanctioned to the SHGs formed under SGSY.
It was observed that;
The average annual increase in income stood at Rs. 2529.27 (the per capita annual income being Rs. 6098.01 which was Rs. 3568.74 before joining the
SHGs).
The SC/ST and Backward class constituted 78.67 percent of the sample.
About 82.6 percent of the SHG members borrow from SHGs and about 10.4 percent from friends and relatives during post SHG situation.
SHG-Bank linkage did have a significant impact on the income levels of the members of SHG even without subsidies.
FINANCIAL PROBLEMS
The spread of bank branches is much below the national average. Banks are proving to be risk-shy in practice on account of unwarranted perceptions of credit
unworthiness and high transaction cost in processing financial services with too many small borrowers. The products offered often do not meet clients’ needs
effectively, and they are delivered by staff members who are not sensitive to the needs and expectations of low income people. Government led initiatives, like
the ‘no frills’ account, are not promoted aggressively because of the cost implications for the banks.
The way the microfinance sector has grown, a huge regional skew has been created, with almost two thirds of the sector being concentrated in the three
southern states; large parts of the north and the north east remaining highly underserved. The thirteen priority states, which account for 67 percent of the poor,
remain fairly underserved in microfinance. The eastern region also reported the lowest credit per SHG at rupees 23721, while for NER it was rupees 26505 which
is almost half of the all India average.

SOME KIND OF SOLUTION
In the absence of formal financial institutions, many indigenous community based institutions operate successfully
suc within the region. SONCHAYS in Assam,
MARUPS, GOT, NAM GHARS, PUJA GHARS are examples of such community based institutions. The emergence of these institutions indicates ind the demand for
financial services, but also a possible strategy for efficient
efficient delivery. These indigenous institutions are primarily in existence for many years and play significant
roles in providing financial services. Semi-formal
formal institutions such as Self Help Groups (SHGs) and Micro Finance Institutions (MFIs) cater more to the poor and
reach out to the lower segment of not-so-poorpoor category. The interest rate charged by informal microfinance providers is very high. It ranges from 36 percent to
48 percent per annum whereas in case of formal MFIs it ranges 7.5 percent to 30 percent
percent per annum. Availability of credit is given preference over the cost of
credit by the borrowers.
STRUCTURE OF THE MICROFINANCE
Formal financial system Semiformal financial system Informal financial system
Commercial Friends, Relatives, Neighbours, P

banks, NABARD, SIDBI, NEDFi, Go MFI'S and NGOs uja garhs, Marups, Nam-
vt. schemes etc. garhs, Sonchays, Gots etc.
Satisfies 50% micro-finance Satisfies 5% micro-finance Satisfies 20% micro-finance

demand demand demand
Source: Primary data.

The impact of microfinance on the economic life of the people of North Eastern Region, 2011-12:
2011
TABLE 3: NUMBER OF THE RESPONDENTS

RE TAKEN FROM EIGHT NER STATES
State No. of respondents Total no. of respondents percentage
Rural Urban
Male Female Male Female
Assam 1520 600 1220 900 4240 53
Meghalaya 166 90 138 119 513 6.5
Nagaland 350 150 300 200 1000 12.5
Arunachal Pradesh 240 99 200 139 678 8.5
Manipur 200 95 168 127 590 7
Mizoram 240 125 220 145 730 9
Tripura 80 25 65 40 210 3
Sikkim 15 5 13 7 40 0.5
NER 2,811 1,189 2,324 1,677 8001 100
Source: Primary data

A Monthly Double-Blind Peer Reviewed (Refereed
Refereed/Juried) Open Access International e-Journal - Included in the International
Interna Serial Directories
TABLE 4: FINANCIAL STRUCTURE IN VARIOUS SMALL BUSINESSES OF SELECTED RESPONDENTS FROM NORTH EAST INDIA, 2011-12 (AMOUNT IN RUPEES)
S. Type of Business Number of respondents with percentage to Financial structure (Amount & percentage)
No. overall total
Micro-credit by Mort-gage Inform-al Own
Govt. loans finance finance
1 Handloom & 2,050 57,40,000 1,68,10,000 82,00,000 1,02,50,000
Handicrafts (26)
2 Cane & Bamboo 1,320 9,24,000 27,06,000 13,20,000 16,50,000
(16)
S. Type of Business Number of respondents with percentage to Financial structure (Amount & percentage)
No. overall total
Micro-credit by Mort-gage Inform-al Own
Govt. loans finance finance
3 Silk reeling & weaving 1,209 16,92,600 49,56,900 24,18,000 30,22,500
(15)
4 Garments & other 850 1,19,00,000 3,48,50,000 1,70,00,000 2,12,50,000
textiles (11)
5 Wooden furniture & 600 42,00,000 1,23,00,000 60,00,000 75,00,000
fixtures (7)
6 Food processing 530 7,42,000 21,73,000 10,60,000 13,25,000
(7)
7 Tea 292 40,88,000 1,19,72,000 58,40,000 73,00,000
(4)
8 Small Retail outlets 1,150 16,10,000 47,15,000 23,00,000 28,75,000
(14)
Total 8001 3,08,96,600 (14) 9,04,82,900 4,41,38,000 55172500
(100) (41) (20) (25%)
TABLE 5: TYPE OF FINANCE AVAILABLE WITH DIFFERENT RESPONDENTS BELONGING TO DIFFERENT HABITATS IN NER, 2011-12
Type of Finance Number of Respondents Habitat Village/City
Informal 534 Remote Forest Village
Informal & Semiformal 680 Remote Plains Village
Semiformal, Informal & Formal 1,766 Connected Plains Village
Formal & Own 1,021 Towns Village
Formal & Own 2,326 Old cities City
Formal & Own 1,674 New Cities City
TABLE 6: TYPE OF FINANCE TAKEN BY VARIOUS RESPONDENTS TO SETUP THEIR OWN INCOME GENERATING UNITS
S. NO. Type of finance No. of respondents Total no. of respondents Total percentage
Rural Urban
Male Female Male Female
1 Microfinance under various Government schemes 394 166 325 235 1,120 14
2 Mortgaged loans 1,152 488 953 688 3,281 41
3 Informal sources 562 238 465 335 1,600 20
4 Own finance 703 297 581 419 2,000 25
Total 2,811 1,189 2,324 1,677 8,001 100

A SECTION OF HELP LESS PEOPLE
A good section of people in North East India do not have access to financial services, some of them has been declared doubtful voters which are considered not
being the nationals of either NER or India. Most of them have become the victim of social evils like human trafficking & militancy. Recent years has seen the rise
of other militant groups from smaller tribes who accuse the larger tribes of exploiting their limited resources. Most of these militant groups are luring the poor
by providing them financial support to fulfil their daily life needs, for example the ULFA in Assam has been reported to provide the microfinance support to poor
for establishing their own income generating units.
FINDINGS OF THE STUDY

1) It was observed that there are 7.6 million poor people in the North East India where only 14 percent of the microcredit demand is fulfilled by the Govt.
policies and schemes leaving 6.1 million poor people un-served.
2) It was observed that the estimates of planning commission for the microfinance are supplied less than half in actual terms.
3) It was observed that the various stake holders involved in microfinance supply are; CML, RGVN, SIDBI, NEDFI, NGOs, FWWB-I, CBs, Donors, Consultants,
Academics, Institutions, NERFERS, NCUI-WCEP, Government etc.
4) It was observed that the SHGs have been formed which are mainly financed by banks due to limited involvement of NGOs, about 60 percent of the SHGs
had joined SGSY scheme in view of subsidies being offered under the program.
5) It was observed that SHGs have put the positive impact on the economy of the poor.
6) It was observed that the spread of banks is lower than the country’s average, client’s needs are not addressed and about 67 percent of poor in North
Eastern Region remain underserved.
7) It was observed that there are fortunately many indigenous community based institutions operating successfully and people prefer the availability of
finance over the cost of credit.
8) It was observed that in the structure of microfinance of the selected respondents the formal and semiformal together fulfill 55 percent of the demand
while informal sources fulfill about 20 percent and about 25 percent people arrange their own.

9) It was observed that a good section of poor people are totally deprived of the financial supply and most of them have fallen the victim of many social evils
such as; prostitution, human trafficking and militancy etc.
CONCLUSION
North Eastern Region has about 7.6 million poor people where all are not financially served by the Government. The total microfinance demand emanates from
whole cottage & small business sector along with these poor of the region. Although various NGOs with government schemes are in operation which has formed
many SHGs but due the topographical reasons, the spread of bank branches & access of NGOs to remote hilly areas is rare and the credit per existing SHG is
almost less than the half of all India average, therefore, large number of the people get finance from the Informal sources and the mortgage loans from
commercial banks but they do not address needs of client, thereafter, the availability of finance is given preference over the cost of finance. Some people set up
business by their own finance but a good section of people is totally devoid of financial access which has forced them to indulge in human trafficking & militancy
like activities.
SUGGESTIONS FOR THE POLICY MAKERS

In North Eastern Region the structure of microfinance is composed of four components, Government cannot achieve hundred percent of target through subsidy
scheme which is the smallest component of structure. The weak points in the other three components need to be addressed they should be supplemented with
the innovative techniques and ideas to make them more advanced, profitable, popular and favourable. The techniques like Venture capitalism, Incubation,
Equity concepts, financial analysis, Project appraising & financing etc. should be inculcated in the members of various semiformal and informal entities through
various awareness and training programs and their activities should be brought under different package schemes such as income tax exemption to shift their
working concept & behaviour from Monarchic-capitalist to positive business investment.
FUTHER RESREACH DIRECTION

This research paves way for further researches on the role of microfinance and its management which are listed below:
1. Role of microfinance in bridging the gap between rural and urban economy.
2. Role of the pattern of microfinance schemes in the development of concerned pattern of cottage and small business types in the specific area.
3. The impact of formal bank financial services on the microfinance operation of various other formal, semiformal and informal entities in the field.
4. The impact of challenges posed by informal financial elements on micro-financial services of semiformal MFIs and NGOs.
REFERENCES
1. ACCESS Development Services New Delhi, 2009
2. Credit Guarantee Fund Trust for Micro and Small Enterprises
3. Dialogue January - March, 2009, Volume 10 No. 3 NEC and the Development Initiatives in the Northeast by PALLABI BORAH
4. India's North-east rejuvenating a Conflict-driven Economy by GULSHAN SACHDEVA (NDTV)
5. Micro-Finance – Current Status and Growing Concerns in India” By VISHAL VIVEK JACOB, 2011
6. Ministry for Development of North-East Region, 29-December, 2009, IST Achievements/Initiatives of Ministry of Development of North Eastern Region in
2009,YEAR END REVIEW-09
7. NER VISION by VIPIN SHARMA Chief Executive Officer
8. NER VISION by VIPIN SHARMA Chief Executive Officer, ACCESS Development Services New Delhi 2009
9. North Eastern REGIONVISION 2020
10. Opinion weaving back art and craft of NE, 15 June 2012, New Delhi, IANS by MADHUSREE CHATTERJEE
11. Reaching Remote Areas – A case for North East India (ABHIJIT SHARMA)
12. Savings Behaviour of Poor People in the North East of India (MADHURANTIKA MOULICK)
13. The economic paradox of north-east India, by RAASHI BHATIA, December 18, 2009
MAGAZINES & NEWSPAPERS
14. Micro-Save India Focus Note 9
15. Micro-Save India Focus Note 13
16. ASSAM TIMES, North East: Where Insurgency is a Cottage Industry, PALLAVI BARUA 16 June 2008
17. Microfinance Focus, Aug. 10, 2009
18. THE HINDU, 17 June, 2011
CONFERENCE PAPERS
19. Microfinance in North East: Identifying Issues by Dr. GYANENDRA MANI, Faculty Member, BIRD
20. Proceedings of the Seminar on “Microfinance in North East” organized by BIRD in collaboration with IIBM on 28 and 29 January, 2011,( SHRI C. C. MITRA,
Director, IIBM, Dr. A K BANDYOPADHYAY, Executive Director, NABARD. Dr. JAYANTA MADHAB, Chairperson, RGVN).
JOURNAL AND OTHER ARTICLES
21. Microfinance in Assam: An Overview” by Dr. DEBABRATA DAS & Ms. PINKY DUTTA, TEZPUR University
22. Microfinance in Tripura, Observations of R.O. SHRI R. SUNDAR
23. Self Help Group and Micro-enterprise Development towards Savings Habits with special reference to Manipur, by Dr. S. DILAN SINGH, Institute of Coop
Management, IMPHAL
24. SHG-Bank Linkage Program & Rural Credit: An Impact Assessment, by Ms. SAKIYA KHAN & Ms. ANAMIKA DEKA, GAUHATI University
25. Status and performance of Self-Help Groups in Assam: Evidences from Field Study by Ms. DIMPI CHAKRAVORTY
26. The impact of MF accessibility through group initiative to Rural Women in Manipur – A case study, by Dr K I MEETEI, Faculty Member, VAMNICOM, PUNE
27. Traditional Microfinance Institutions in North East Region with special reference to Manipur state by KH. SOMORENDRO SINGH
ONLINE RESOURCES
28. Ministry Of Micro, Small & Medium Enterprises, Office of the Development Commissioner (MSME) NIRMAN BHAWAN New Delhi-110108
29. North East India Permits and Where to Get Them, by SHARELL COOK, About.com Guide
30. RBI ANNUAL REPORT AUGUST, 2008
31. Volume 1, “Ministry of Development of North Eastern Region & North Eastern Council”
BOOKS
32. CHAPTER- V, PROBLEMS OF SMALL SCALE AND COTTAGE INDUSTRIES

ANNEXURE
FIGURE 1: COMPOSITION
N OF MICROFINANCE IN THE RESPONDENTS FROM NORTH EAST INDIA, 2011-12
2011
FIGURE 2: NUMBER OF RESPONDENTS ASSOCIATED

ASSOCIAT WITH VARIOUS SMALL
MALL BUSINESSES IN NER,
N 2011-12
2050
1320
1209
1150
850
600
530
292
Handloom & Cane & Bamboo Silk reeling & Garments & Wooden Food processing Tea Small Retail
Handicrafts weaving other textiles furniture & outlets
fixtures

FIGURE 3: PERCENTAGE OF THE RESPONDENTS
R ASSOCIATED WITH VARIOUS SMALL BUSINESSES
SSES IN NER
14%
4% 26%
Handloom & Handicrafts
7% Cane & Bamboo
Silk reeling & weaving
7% 16%
Garments & other textiles
11% Wooden furniture & fixtures

Food processing
15%
Tea
Small Retail outlets
N OF FINANCE IN THE DIFFERENT TYPES OF BUSINESS OF RESPONDENTS IN NER,

FIGURE 4: COMPOSITION NE 2011-1
40,000,000
35,000,000
Micro-credit by
30,000,000 Govt.
25,000,000
Mort-gage loans
20,000,000
15,000,000
Inform-al finance
10,000,000
5,000,000 Own finance
0
Handloom Cane & Silk reeling Garments Wooden Food Tea Small
& Bamboo & weaving & other furniture & processing Retail
Handicrafts textiles fixtures outlets

EXCELLENT PRACTICES OF EXPATRIATE RELATIONSHIP MANAGEMENT (ERM) IN INFORMATION
TECHNOLOGY ENABLED SERVICE SECTOR
RAGHAVENDRA A.N.
ASST. PROFESSOR
KRUPANIDHI SCHOOL OF MANAGEMENT
CHIKKABELLANDUR
DR. NIJAGUNA G.
SR. ASSOCIATE PROFESSOR
REVA INSTITUTE OF TECHNOLOGY & MANAGEMENT
KATTIGENAHALLI
ABSTRACT
The purpose of this paper is to investigate to what extent the excellent practices of expatriate relationship management are found in the organisations and to
explore how organizations can better utilize these practices for achieving efficiency and effectiveness. A research study was conducted on 20 respondents from 5
Information Technology Enabled Services companies including Business Processing Organisations and Knowledge Processing Organisations. The opinion of the
respondents on six variables and 15 questions relating to the expatriate relationship management was undertaken during a six week period. The results showed
that the expatriates were satisfied with six variables on expatriate relationship management implementation with minor deviations in very few aspects (sharing
of problems with seniors and updating of latest technology) of the expatriate relationship management practices. The study was conducted in only Information
Technology Enabled Service sector (5 Companies), which may limit the broad-spectrum of the findings. The study suggested how organizations can nurture the
various practices on expatriate relationship management for the betterment of the expatriates. In addition to this, organizations can also identify the appropriate
social structure for their knowledge management purposes. The study also empirically verified the acceptance of various practices of expatriate relationship
management and demonstrated that the concept can be used to guide top managers on how to improve their support to expatriates in their organization for
successful accomplishment of the objectives.
KEYWORDS
Accenture, China, cross-cultural, international borders, stakeholders.
INTRODUCTION
O ne of the foundation stones of companies which attract, retain and motivate high performing expatriates is a positive and valuing attitude toward them.
Successful organizations nurture ideas of employees and understand that employees are their assets. Technological advancement and innovation in the
global business setting is resulting in significant challenges and opportunities for the IT industry. Driven by these challenges and opportunities,
organizations are moving across national borders by establishing foreign-owned subsidiaries, entering into joint ventures and strategic alliances to align the
organisation to the ever changing business needs and survive in the competitive market place (Duppada and Aryasri, 2011). The international movement of
labour that has been concomitant with such expansion of international business has meant that issues associated with the management of human resources
across international borders are increasingly important to international human resource managers. International businesses have increasingly turned their
attention to issues such as expatriate management (employees being transferred by organizations to work outside their country of origin/permanent residence),
managing in other cultures and managing diversity in multicultural domestic workforces.
Deployment of expatriates in international subsidiaries can be a complex issue for multinational enterprises (MNEs). The global environment is increasingly
integrated across national borders, and yet there remain critical differences among national environments. Consequently, expatriate employees can be an
important resource as MNEs try to make sense of, and enact, their environments across the globe. (Riaz and Suhai, 2009). As companies continue to face
challenges to succeeding in a globally integrated world, they look to the workforce to help differentiate themselves from their competition. To do so, they must
find ways of identifying, developing and connecting talent and expertise from around the globe. Major business publications and conferences are now placing
issues such as talent management and employee engagement at the forefront of the corporate agenda. (Eric Lesser, 2005)
Organizations are now leveraging advanced technologies to enhance their HR efforts for competitive advantage. Such systems implementations free HR
managers from mundane personnel administration activities, permitting a focus on strategic value-added personnel support and satisfaction activities (Yang et
al., cited in DeSanctis 1986). Since people are the pre-eminent organizational resource, this is a critical focus (Yang et al., cited in Delaney & Huselid, 1996).
In a continuously changing global marketplace, companies need stream-lined human resources departments that can create innovative methods for linking
business strategies to people strategies. As a result, companies periodically need to tap into highly specialised HR expertise to handle large, demanding, or
urgent projects that cannot be effectively completed by their existing personnel infrastructure (Lingham, 2011).
Successful Expatriate assignments drive revenue, value and growth to the organization and have always been a driving and determining factor for the success of
the organization’s overseas operations. The expatriate managers become the cornerstones on which the international operations are built as they help in
informal control mechanism, for knowledge transfer, and for international team development. Hence, an emerging view of foreign assignments is that it may
create a unique competitive advantage which is difficult to imitate by competitors (Duppada and Aryasri, 2011).
The present paper critically examines the growing importance of managing the expatriates in the international assignments, as recent research suggests that
long-term assignments may become less dominant as new patterns of global staffing emerge.
LITERATURE REVIEW
According to Clegg & Gray, 2002, more and more countries engage in global competition, the imperatives of globally competent human capital indicate that the
market for expatriates is changing and becoming more demanding. As such the need for understanding the dynamics of expatriate related issues are ever
increasing. While the research focus of those investigating the IHRM field has expanded significantly in recent years, expatriate management issues remain a
critical concern (Lazarova, 2006).
In their article on “Cross-Cultural Challenges and Adjustments of Expatriates: A Case Study in Malaysia”, Tahir and Ismail, 2007 define 'expatriate' as an individual
who is not a citizen of the country of which he or she is assigned to work in. Richardson and McKenna (2002) referred to expatriates as professionals who are
living in an overseas country on a temporary basis, but normally for more than one year. In general, besides monitoring and controlling the financial distribution
and profit gain of the company, an expatriate is expected to extend their knowledge and skills in technology transfer (Shephard, 1996).
In the opinion of Schuler et al., 1991, the three most common dimensions for evaluating expatriate success have been cross-cultural adjustment, completion of
the global assignment and performance on the global assignment. Hence it is imperative that the cross-cultural challenges need to be addressed by the
Multinational enterprises to have a better productivity.

Ward and Rana-Deuba, 2000, allege that living in a new cultural environment, expatriates are bound to face challenges and make adjustments in their lifestyles
in order to make their assignment effective.
According to Tahvanainen, et al, 2005, research on short-term international assignments suggests that attention should be paid to staff selection, pre-departure
cross-cultural training, compensation, performance management, repatriation and family issues. This would be a starting point for the researchers on IHRM for
global integration. They further suggested that as HR staffs are required to broaden their focus to develop policies and practices for non-standard assignments,
this may necessitate a redefinition of the international HR role.
A survey of literature on expatriation shows that individuals from different cultures may encounter difficulties in comprehending each other's values and
behaviour towards another that may lead to cultural clash. Due to the "cultural baggage" that has been nurtured based on the individual's own cultural
orientation and reward or punishment systems, differences of beliefs in a multicultural setting becomes inevitable. The paper contributes to our understanding
of international assignments by critically exploring the excellent practices of expatriate relationship management for international assignments in MNCs.
METHODOLOGY
RESEARCH SITE
In 2012 April, the research on Excellent Practices of Expatriate Relationship Management had begun. The objective of the research is to explore the practices of
ERM and the satisfaction level of the expatriates in ITES Organisations with respect to the same. The sample size selected for the study was 20 respondents
working in the higher, middle and lower levels of management from 5 Information Technology Enabled Services (ITES) companies of Bangalore. The companies
chosen for the study included three Business Process Outsourcing (BPO) Companies namely Accenture Services, Capgemini and IBM from which 12
questionnaires were filled by the respondents. The two Knowledge Process Outsourcing (KPO) Companies from which 8 questionnaires filled were JP Morgan
Chase and Society General SG. The study was conducted for six weeks between April and May 2012.
DATA COLLECTION AND ANALYSES
The data was collected through two sources – Primary and secondary.
The primary data was collected from the various professionals of all the three levels of Management by structured questionnaire method specifically designed
for the purpose of study after pretesting. A 5-point (1 = Strongly Agree, 5 = Strongly Disagree) Likert’s Scale format designed is used to indicate subject’s
responses to the questionnaire. Secondary data collection was from previous research reports, magazines, articles, websites, journals and related books.
RESULTS
Data analysis from 20 respondents of 5 different ITES companies revealed the following results.
TABLE 1: SUBJECT’S BACKGROUND

Gender Education Years on Job Monthly Income(Rs.)
Male 14 Graduation 7 Below 1 Year 2 Below 10,000 1
Female 6 Post Graduation 13 1 - 3 Years 4 10,000 - 25,000 7
3 - 5 Years 8 25,000 - 50,000 9
5 - 10 Years 6 50,000 - 75,000 3
Above 10 years Nil 75,000 - 1 Lakh Nil
Total 20
The data collected from respondents (Subjects) regarding the personal details are shown in table 1. Due to some constraints this project has no ability to
develop a well psychological and behavioural factors evaluation questionnaire for exploring the excellent practices of expatriate relationship management on
subjects and the case firms.
However, based on subject’s responses and above mentioned references, this paper designs and proposes an expatriate relationship questionnaire including six
variables and 15 questions (table 2). By doing so, it is expected that the proposed method can contribute the efforts, experience, and findings on the research
issue of expatriate relationship management.
TABLE 2: QUESTIONNAIRE DESIGN

Variable No. Questions/content
Conditions of respect 1. My Organization Provide a well-designed outlet for expatriates to communicate suggestions and concerns to management
2. Establish guidelines for the expatriate suggestion program.
Conditions of support 3. Key Result Areas are clearly defined in the beginning of the job or the financial year
4. I have necessary resources to do my job efficiently
5. Organization provides ample opportunities to work in various projects
Relationships with Superiors 6. Management makes decision on consultative basis and gives expatriates sufficient liberty in performing their role
7. Expatriates feel comfortable in sharing the problem with seniors
8. My manager/supervisor encourages high achievement by reducing the fear of failure
Learning Opportunities 9. My department gets support and teamwork from other areas within the organization
10. There is personal growth along with the organizational growth
11. Provides required level of up gradation with the latest technology
Recognition 12. My organisation has leadership interaction with expatriates at all levels
13. My organisation arranges for Social outings, Expatriate forums and focus groups, Personal recognition
Self-satisfaction 14. My manager/supervisor provides me with continuous feedback to help me achieve the target
15. Overall I am very satisfied with my job
CONDITIONS OF RESPECT
Data analysis revealed that 48 percent of respondents strongly agree whereas 52 percent agree with provision of a well-designed outlet for them to
communicate suggestions and concerns to management. With regard to the guidelines for expatriate suggestion program, 52 percent respondents strongly
agree with it, 40 percent respondents agree whereas 8 percent of them are neutral in their opinion on the expatriate suggestion program. No respondent is
dissatisfied with the above mentioned variable.

FIGURE 1 – CONDITIONS OF RESPECT
60
50
Provision of opportunity for
Percentage of Respondents communicating suggestions
40 and concerns
30
20 Establish guidelines for

expatriate suggestion
10 program
0
Strongly Agree Cannot Say Disagree Strongly
Agree disagree
Source: Survey Data
CONDITIONS OF SUPPORT
With respect to definition of Key Result Areas and provision of resources for doing the job effectively, 80 percent of the respondents strongly agree and only 20
percent of them agree with it. When it comes to the opportunities to work in various projects, 40 percent strongly agree and 44 percent agree with the question
whereas 16 percent are of neutral opinion. In this case also no respondent is having a negative opinion.
FIGURE 2 – CONDITIONS OF SUPPORT
90
80
Definition of KRA's and
70
Percentage of Respondents
provision of resources to do
60 the job
50
40
30 Opportunities to work in
various projects
20
10
0
Agree Disagree
Source: Survey Data

RELATIONSHIPS WITH SUPERIORS
ERM is designed to treat expatriates as important stakeholders of the firm, rather than simply track their activities, collect information and profile them for
differential treatment as CRM systems do with customers. The collected data shows that 54 percent expatriates strongly agree that they had freedom in
performing their role, 38 percent agreed about their freedom and 8 percent of them were neutral in their opinion on the expatriate involvement in decision
making.
Conversely, 22 percent expatriates strongly agree and 46 percent expatriates agree about their response on sharing the problems with the seniors comfortably.
In this case 16 percent of expatriates were neutral as well strongly disagree with fact that they are comfortable in sharing the problem with seniors.
With regard to the supervisor’s encouragement for high achievement, 60 percent respondents strongly agree and 40 percent agree with the fact.

FIGURE 3 – RELATIONSHIPS WITH SUPERIORS
70
60
Freedom in performing the role
of employees
50
40
Reponse on sharing the problems
with the seniors
30
20
Supervisor's encouragement for
high achievement
10
0
Agree Disagree
Source: Survey Data

LEARNING OPPORTUNITIES
Most expatriates (72%) reported that they strongly agree about the personal growth opportunities whereas 28 percent agreed with the same and no one
expressed any kind of negative opinion in this regard.
But when asked about the opportunity provided for up gradation of technology, 24 percent of them expressed strong dissatisfaction regarding the same while
54 percent of them strongly agreed with the fact that technology up gradation is provided from time to time.
20 percent expatriates strongly agree and 64 percent agree with the aspect of getting support and teamwork from other areas within the organisation. Only 8
percent of them were neutral and 8 percent disagreed with the fact.
FIGURE 4 – LEARNING OPPORTUNITIES

80
70
Opportunity for personal growth
60
50
Opportunity provided for
40 upgradation of technology"
30
20 Getting Support and team work

from other areas within the
10 organisation
0
Agree Disagree
Source: Survey Data

RECOGNITION
Employee recognition is one of the important factors in determining the expatriate relationship management. Majority of the respondents (44%) strongly agree
and (48%) agree with the recognition programs provided by the companies while few of them (around 8%) had a neutral opinion in this regard.
When asked about the leadership interaction at all levels, 54 percent strongly agreed while 40 percent agreed with it. Only 6 percent were of neutral opinion.

FIGURE 5 – RECOGNITION
60
50
Personal Recognition
40
30
20 Leadership interaction at all levels
10
0
Agree Disagree
Source: Survey Data

SELF – SATISFACTION
In an attempt made to find out the overall satisfaction of the expatriates in their job, majority of the expatriates (48%) strongly agreed and 52 percent agreed
about the aspect, which shows that the expatriates are self-satisfied irrespective of some minor obstacles at their workplace.
FIGURE 6 – CONTINUOUS FEEDBACK AND OVERALL SATISFACTION

53
52
51
Continuous Feedback and

50
Overall Satisfaction
49
48
47
46
Agree Disagree
Source: Survey Data

DISCUSSION
FINDINGS AND IMPLICATION
Research findings indicate that the expatriates across five information technology enabled services organisations are satisfied with the six variables mentioned in
the analysis. They agree that the variables serve as some of the excellent practices in expatriate relationship management. For expatriates to be truly vibrant
there should be active participation in knowledge-exchanging activities: engaging in live-chats, Question & Answer sessions, providing asynchronous feedback on
previous postings, etc. (Hayes and Walsham, 2000). In the present research study, some of the expatriates have showed their discontent towards the comfort
zone of sharing problems with the seniors. They feel that the superiors’ co-operation and willingness in listening to the problems of the juniors and arriving at an
amicable solution is the need of the hour.
Defining the Key Result Areas of work and providing necessary resources to carry out the job is one of the main criteria for successful accomplishment of
objectives in an enterprise. These systems are designed to serve expatriates, and to the extent that they provide benefits and information prized by the
expatriate, the organizational outcomes will be beneficial. This will require some dedication on the part of managers to discerning what benefits and information
expatriates desire to have self-service and access to various resources (Yang et al., 2011).
The social structure – comprising occupational roles – has, to a large extent, been created and institutionalised by the operation of the technological system
(Trist & Bamforth, 1951, p.5). In terms of envisioning expatriate satisfaction in the workplace, Smith (1992) made the intuitive analogy of a river with small
tributaries (satisfaction with specific aspects of work life) that converged into ever-larger branches (satisfaction with general ‘facets’ of work life), eventually
converging into a sea (general satisfaction with life). Adapting the analogy to the Information Age for developing a systems satisfaction measure, computers and
interactions with computers have become a central aspect of work. To that end, Smith’s (1992) ‘river and tributaries’ conceptualization can be construed in the
context of user satisfaction with workplace technology in the tributary role and the subsequent impact of technology on overall expatriate satisfaction as the
analogy of the confluence to a river. Identifying opportunities for up gradation of the latest technology in the organisation will help the top management in
reducing the disappointment often experienced with investments. A chunk of respondents of the current research indicate a kind of negative opinion in this
regard.
“I think the power and role of a leader is to release the potential of an organisation,” explains Richard O. Brajer, CEO of Lioscience, Inc. “This means not to take
my brain and replicate it in the brains of the people around me, but to release their potential to work toward an agreed-upon direction.” The leadership
obviously has the potential to profoundly influence the individual-organisation interface. The leadership typically sets direction, defines boundaries, shapes

values and sets priorities. 94 percent of the respondents of the research study agree that their organisations have leadership interactions at all levels. Successful
ERM implementation hence needs leadership interaction.
Glasscock and Gram noted in National Productivity Review that effective recognition methods should be sincere; fair and consistent; timely and frequent;
flexible; appropriate; and specific. They go on to explain that it is important that every action which supports a company's goals is recognized, whether through
informal feedback or formal company-wide recognition. Likewise, every expatriate should have the same opportunity to receive recognition for their work.
Recognition also needs to occur in a timely fashion and on a frequent basis so that an expatriate's action does not go overlooked and so that it is reinforced to
spur additional high performance (Encyclopaedia of Business, accessed 4th April 2012). Expatriates of the ITES Companies selected for the study do express the
same opinion. Businesses in their usual highly price-sensitive nature have been swift to respond to this need and have been responsible for pioneering some of
the leading new developments in this area (Lee, 2005).
When asked about the overall satisfaction on the job, majority of the expatriates stated that they are satisfied to a greater extent with their jobs. Expatriate
satisfaction mapping can be the key to a better motivated and loyal workforce that leads to better organizational output in the form of better products and
services and results in the overall improvement of an organization (DIR Journal Web Directory, accessed 4th April 2012).
FUTURE RESEARCH
As a single-site (Information Technology Enabled Services Sector) case study, the reported study is limited in its generalizability. Other Services and
Manufacturing sectors should be identified before it can be concluded that ITES companies are not entirely atypical. It is also limited in its temporal frame, as it
does not address ways that practice and identity emerge over time. However, before these issues can be investigated, research must show that, in fact, what
constitutes the best practices of expatriate relationship management, as what have been reported in this paper.
Having done so, researchers can move forward and establish new research streams. The foremost one can be in the nature of the relationships between various
cultures of different nations. In particular, Chinese culture is considered one of collectivism that values achieving collective goals more than pursuing personal
interests and that motivates people to contribute to group accomplishments (Earley, 1989; Wagner, 1995). Research has suggested that Chinese culture has a
positive influence on both offline (Michailova and Hutchings, 2006) and online (Ardichvili et al., 2006) knowledge sharing with the employee community. More
studies should be conducted to investigate the extent to which Chinese culture has made this particular group so engaged in its practice and how Chinese
culture may limit the generalizability of the findings to other work cultures.
CONCLUSION
Expatriate Relationship Management systems in the firm provide attractive opportunities for managers to increase organizational efficiencies and organizational
effectiveness by way of improving expatriate job satisfaction. This is accomplished through the study of important HR practices of ERM on 20 expatriates of 5
different BPO and KPO companies. Expatriates were investigated with regard to their judgments and perceptions of six variables in ERM implementation, and it
was determined that the degree to which the system provided important services and benefits to expatriates and the quality with which such services were
provided strongly impacted expatriate satisfaction, with subsequent implications for organizational performance.
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THE ROLE OF MEDIA AGENCY IN ADVERTISING INDUSTRY
NEHA SULTANIA
ASST. PROFESSOR
HYDERABAD INSTITUTE OF TECHNOLOGY & MANAGEMENT
HYDERABAD
G.TEJASVINI
ASST. PROFESSOR
HYDERABAD INSTITUTE OF TECHNOLOGY & MANAGEMENT
HYDERABAD
ABSTRACT
Media is an upcoming and ever-growing sector. Entertainment industry is on its full beam now-a-days. Thus there is a lot to know about this field. Media has
been branched out in Television, Print, Radio, Internet, Mobile etc. In Media industry, planning and the effective implementation of the plan is the cardinal
functionThis study is undertaken keeping in mind the current media scenario which is experiencing a major bang from all aspects. Media Agencies are much in
demand to effectively deliver value to the clients and establish a cost-benefit relation with them..This paper is expected to answer the importance of the correct
way of promoting a brand through the right medium.
KEYWORDS
Media, Media agencies, media planning, promoting a brand.
INTRODUCTION
W hen media agencies were first launched, their main focus was on their ability to buy media space cheaper and more efficiently than the mainstream
advertising agencies, which had previously managed the process of media buying. Their first clients were often direct response advertisers,
marketers who had to make sure each ad paid for itself in consumer orders. As the sector developed, media agencies added planning skills and
an understanding of consumer behaviour to their skill set. By understanding what motivates a target group of consumers as well as the media they watch, read
or hear, media agencies became a vital source of communications advice for all types of advertisers Howard Jarvis et al. (2008). Media planner, also known as
brand strategists or brand planners, is a job title in media planning and buying agency or an advertising agency. They are responsible for selecting media for
advertisement placement on behalf of their clients. They work with the radio, televisions, press and new media, in particular the Internet. They also do brand
promotions. The job of media planning entails many areas of expertise, which media planner uses to determine what the best combination of media is to
achieve the given marketing campaign objectives. Over the past years, media planning and buying have come through many changes. Communication groups
have turned their media departments into specialized companies and independent media buying shops have strengthened their skills and strategic capabilities.
Today, advertisers face a highly concentrated and sophisticated media agency market, whose players have a high degree of professionalism. Selecting a business
partner in this area is therefore a critical step for both the advertiser and the agency, and from both a strategic and financial perspective. Media Planning is a
complex process. The client demands reach and frequency during the campaign and a media agency is supposed to deliver that by way of sound planning and
implementation.

1. To study the functions and role that media agencies play in the current market scenario.
2. To understand the effectiveness of media type used.
3. To study the factors behind the success of media plan.
4. To understand the importance of assured viewership in the television media.
SCOPE OF THE STUDY

The scope of this study is defined to include media activities which were existing in the past for which media planners role was limited and the new role that
came into being to understand the need of the consumer who want results in terms of rupee value invested and also to cope with ever changing and challenging
business environment.
The Indian Media & Entertainment Industry grew by US$ 12.9 billion in 2009 to US$ 14.4 billion in 2010, a growth of 11 per cent, according to a report by the
Federation of Indian Chambers of Commerce and Industry (FICCI) and research firm KPMG. As the industry braces for exciting times ahead, the sector is
projected to grow at a CAGR of 14 percent to reach US$ 28.1 billion by 2015. Ironically enough, an old crack at the advertising industry which from time of
inception, has been based on creativity, is equally applicable to media planning, but it focuses more on hardcore facts and figures. In fact it, is the growing
complexity of the media, people are exposed to. So while, just a decade ago, all the ‘media planning’ one had to do was book a spot in Doordarshan for a Sunday
afternoon Hindi feature film, a radio jingle in AIR, an insert in one of the few regional newspapers or the Times of India, depending upon the type of audience
media planner wished to target, and he could be assured of a reach of at least 90% of the target audience. In those days, an ad agency (now creative agency)
was the expert of all corporate communication plans. It took care of the creative, planning, buying and client servicing, which made the business profitable. The
agencies would get a 12-15 per cent discount on the ad rates from publications as their commission on their client's media billing. The agencies had to plan and
buy for the two television channels, Doordarshan and Doordarshan Metro, and few popular national dailies and magazines. Media options were limited.
Planners were the kings and buying was a back office work. In those days, Mahabharata would have a phenomenal 80 per cent viewership. Media planning and
determining the right levels of reach and frequency was easy and less complicated.
Today there are more than 100 channels and dozens of newspapers (national and regional) and magazines. The same money would probably buy you only a
little non-descript insert in a tabloid. So while the budgets have multiplied a thousand times over, with the multitude of media one is exposed to, it is almost
impossible to predict if all the funds invested into the advertising exercise has resulted in any gains or not. Radio took a new avatar as FM and created image of
fast medium communication .Outdoor advertising has acquired a new meaning. Advertisers have realized that movie theatres, hoardings, banners are an
effective medium to reach large audiences. The internet has emerged a popular medium amongst advertisers William F. Arens et al. (2005). With audience
fragmentation and media options, no longer it remained a simple exercise of how many spots an advertiser wanted to buy on Chitrahaar, Mahabharat or
Ramayan. Media planning and buying became multifaceted, requiring access to research and support of software tools. The process, uncontrollable for the
generalists, moved to specialists, with required skills.

CURRENT SCENARIO
Today, media agencies play a major role in deciding the communication strategy of their clients. They don't just buy media for them. Now, they contribute from
building a strategy to executing it. The crux lies in their expertise and "in stretching the ad rupee to yield maximum value to the client" Howard Jarvis et al.
(2008). At some point in the marketing process, the work has to change from research and strategizing to actually going out and promoting a product or service
to potential customers.
The media planner works closely with the marketing and advertising team to devise a media strategy Solomon Dutka et al. (1995).
The media strategy is a roadmap to ensure that an advertisement reaches the right audience at the right time. The three big questions in any media plan are
a) What is the right media mix?
b) What specific media offer access to the target market?
c) When should advertisements air, and how often?
When the marketing, advertising and media team arrive at satisfactory answers to those three questions, it leads to effective media plan Jack Z. Sissors and
Roger B. Baron et al. (2002).
A. THE 180o TURNAROUND
Advertisers now place media agencies upstream from creative agencies as they find them better qualified to determine their communication budget allocation.
Media agencies have specialized units to identify and quantify factors driving sales and brand awareness. They work on the ROI return on investment for each
campaign and account.
Media agencies are the new specialists. They strategize, negotiate for clients and act as regulators for media vendors. Typically, these agencies use quantitative
studies - syndicated and proprietary - and specialized tools to gain consumer insights (figure.1). These insights are not just demographic but behavioural and
attitudinal as well. Based on the analysis the agencies work on a communication and creative strategy, decide on the media to use, give inputs to the creative
team and decide on the creative executions along with vehicles and schedules Larry D.Kelly and Donald W.Jugenheimer et al. (2008).
FIGURE 1 : 1800 TURNAROUND SCENARIO
Then comes the tactical implementation, placing, for instance, the 100cc colour print ad or a 20 second commercial or a 10 second jingle, where they were
planned. This calls for negotiating skills so that each ad rupee yields maximum return on investment.
Media buying agencies do not buy in bulk first and then sell retail to their clients. They decide what they need for their clients and then buy it so that their
holding something doesn't go into influencing their decisions in what the client should buy.
What the agencies do, however, is to bundle together their buying for various clients to reap economies of scale. The clients don't mind. They understand it is
not about buying media at the cheapest values or rates but about the value being provided.
Media planning supports message dissemination. Media planning helps you determine which media to use – be it television programs, newspapers, bus-stop
posters, in-store displays, banner ads on the Web, or a flyer on Face book. It also tells you when and where to use media in order to reach your desired
audience. To sum it up, media planning is a four-step process which consists of
1) Setting media objectives in light of marketing and advertising objectives.
2) Developing a media strategy for implementing media objectives.
3) Designing media tactics for realizing media strategy.
4) Proposing procedures for evaluating the effectiveness of the media plan.
Reach and frequency are important aspects of an advertising plan and are used to analyze alternative advertising schedules to determine which produce the
best results relative to the media plan's objectives.
The media objectives of a media plan often call for some combination of reach and frequency. Thus, reach indicates the media dispersion while frequency shows
the media repetition. John R.Rossiter, Pter J.Danaher et al. (2008).
B.SELECTING SPECIFIC MEDIA VEHICLES
The media planner must search for the most cost-effective vehicles within each chosen media type. In making choices the planner has to rely on measurement
services that provide estimates of audience size composition and media cost. Audience size has several possible measures which are circulation, audience,
effective audience and effective ad-exposed audience.
C. EFFECTIVENESS OF MEDIA PLAN
Media planners typically measure the effectiveness of delivery of a message to an audience to help them create future media plans. Often this effectiveness is
quantified as the number of people that saw a particular advertisement in a given media. While this information can be useful, the ultimate measure of success
for a media plan is the sales and profit that the plan generates William F. Arens et al. (2005).
Conventional methodologies for measuring sales and profits generated by advertisement, however, are extremely expensive and time consuming, and thus are
nearly impossible to widely implement. Accordingly, what is needed is a quick, affordable, and accurate way to measure of the effectiveness and efficiency of an
advertising media on sales and profits.
Pursuant to the present application, shortcomings of the existing art are overcome and additional advantages are provided through the provision of a system
and method for determining the effectiveness and efficiency of advertising media. William F. Arens et al. (2005).
A method is provided for determining the effect of an advertisement on profits generated by sales of a product advertised in a given market area over a
particular period of time. A total of the number of impressions an advertisement makes on a plurality of potential customers through at least one specific form
of advertising is compiled. At least one reduction rate is established for each of the total number of impressions for the at least one specific form of advertising.

The at least one reduction rate variable for the at least one specific form of advertising is correlated with product sales. At least
lea one correlation variable for the
at least one specific form of advertising is determined. At least one saturation curve variable for the at least one specific form of advertising is calculated. The at
least one saturation curve variable is correlated with
th product sales. A first regression coefficient is determined for the at least one specific form of advertising. A
second regression coefficient is determined for the at least one specific form of advertising. The first and second regression
regressio coefficients are averaged for the at
least one specific form of advertising to obtain an average coefficient for the at least one specific form of advertising. The
The product sales per impression are then
calculated using the average coefficient for the at least one specific
specific form of advertising. In another example, a data processing system is provided for
determining the effect of an advertisement on profits generated by sales of a product advertised in a given market area over a particular period of time. The
data processing
sing system includes computer code having an effectiveness and efficiency calculation component for calculating a total number numbe of product sales
resulting from an advertising impression. Thus, it can be concluded that a proper cost-benefit
cost analysis can lead to an effective advertising strategy which
maximizes benefits for an organization.
A sample of 50 people at all levels in the media agency is taken to conduct the study. Primary data is gathered through interviewing
inter people from the agency and
questionnaires .A questionnaire consisting of 10 closed end questions is designed to gather the data (Madison communications pvt ltd, New Delhi). Secondary
data is collected from company’s website, journals, media magazines, case studies and company’s
com reports.
ANALYSIS AND INTERPRETATION

The analysis has been done based on the following parameters:
Most influential media, Dependency on the media types when making a media plan, Dependency of media plans on research findings, finding Factors behind the
success
ccess of media plan, Effectiveness of different formats for assured viewership on television Avery M. Abernethy et al.(1990).
FIGURE 2: MEDIA DEPENDENCY CHART
Television
32%
42% Radio
Newspaper
Magazines
Hoardings
5%
12% Internet
3%
6%
Most media planers believe that television is the most influential media.
media. Naturally enough, most media plans are heavily dependent on this medium, internet
media being the second most dependent medium (figure.2).
FIGURE 3: DEPENCY FINDINGS
Dependence On Reasearch
Findings
70%
60% 68%
50%
40% 20%
30% 9%
20% 3%
10%
0%
To a great To some Not to a large Not at all
extent extent extent
It is found that most media plans continue to be heavily dependent
dependent on the research findings of a certain agency. However, not many believe that these findings
are a true indicator of media consumption (figure.3).

FIGURE 4: FREQUENCY INDICATORS FOR SUCCESS PLAN
Reach and Frequency Indicators

For Media Plan Success
34%
Yes
No
66%
Most Planners concede that achieving the requisite reach and frequency is not the true indicator of a successful media plan (figure.4). Actual
Act consumption of the
brand, retention of the campaign aired and brand awareness among the desired target group they believe, are the factors for success in the long term. Cricket
matches, unsurprisingly, deliver the maximum assured viewership, followed by reality shows and family soaps (figure.5).
FIGURE 5: DEGREE OF ASSURED VIEWERSHIP
Degree Of Assured Viewership

35
30
25
20
15
10
5
0
Cricket Family Reality Game
News Movies
Match dramas shows shows
Percentage 33 15 21 12 10 9
CONCLUSION
The mediaia planner in the process of planning balances the reach, frequency and costs of media options to deliver a comprehensive media
med plan that maximizes
advertising exposure and impact. From the study it can be concluded that media planning can no longer be confined
confined itself within the realms of CPRPs (Cost per
Rating Point) but must be ready to bear the burden of being accountable for every penny spent by the client. Media habits have
hav not just evolved but they have
been transformed. The market is ruled by complexity,
ity, fragmentation, higher short-term
short goals and reduced ad spends.
REFERENCES
1. Avery M. Abernethy (1990), "Television Exposure: Programs vs. Advertising," Current Issues and Research in Advertising, 13, 61
6 78.
2. Eva A Van Reijmersdal, Peter C Neijens and Edithth G Smit (2007) , “Effects of Television Brand Placement on Brand Image”, Psychology & Marketing, 24 (5),
May, pp 403-420
3. Jack Z. Sissors and Roger B. Baron (2002), "Advertising Media Planning," Sixth Edition, McGraw-Hill.
McGraw
4. John R.Rossiter, Pter J.Danaher "Media Strategy”, Advanced Media Planning.Kluwer Academic Publishers (2008) Edition.
5. Larry D.Kelly and Donald W.Jugenheimer, “what to look for in media execution” .Media Planning-A A brand Management approach. Second edition (2008).
6. Madison communications pvt ltd, New Delhi.
7. Solomon Dutka (1995), Defining Advertising Goals for Measured Advertising Results," second edition, NTC Business Books.
8. The Baltic Times (2008), “Advertising- The role of media agencies” by Howard Jarvis.
9. William F. Arens (2005), "Contemporary
porary Advertising,” Tenth Edition, McGraw-Hill.
McGraw

LIQUIDITY, SOLVENCY AND PROFITABILITY ANALYSIS OF MANUFACTURING INDUSTRIES: A STUDY WITH
REFERENCE SELECTED MANUFACTURING INDUSTRIES IN INDIA
KUSHALAPPA. S
DEPARTMENT OF MBA
ALVA'S INSTITUTE OF ENGINEERING & TECHNOLOGY
MIJAR
REKHA SHETTY
ASST. PROFESSOR
DEPARTMENT OF PG STUDIES IN COMMERCE
ALVA’S COLLEGE
MOODBDRI
ABSTRACT
Manufacturing industries came into being with the occurrence of technological and socio-economic transformations in the western countries in the 18th – 19th
century. Manufacturing industries are the chief wealth producing sectors of an economy. India has become one of the fastest growing economies in the world
over the last two decades, undoubtedly aided in this performance by economic reforms. The liberalization of the economy has opened new windows of
opportunity for manufacturing sector. Over the past few years, a manufacturing revolution has been underway in the Indian economy, driven by the increasing
presence of multinational companies, increased operations by domestic companies and an expanding domestic market. The present study deals with the analysis
of liquidity, solvency and profitability position of the selected manufacturing industries in India. The main objective of the study is to compare the liquidity,
profitability and solvency position of companies under each industry and between various industries under study.
KEYWORDS
Manufacturing Industry, liquidity, solvency, profitability, leverage.
INRODUCTION
anufacturing industries came into being with the occurrence of technological and socio-economic transformations in the western countries in the 18th –
M
economy.
19th century. Manufacturing industries are important for an economy as they employ a huge share of the labor force and produce materials required by
sectors of strategic importance such as national infrastructure and defense. Manufacturing industries are the chief wealth producing sectors of an
India has become one of the fastest growing economies in the world over the last two decades, undoubtedly aided in this performance by economic reforms.
The liberalization of the economy has opened new windows of opportunity for manufacturing sector. Over the past few years, a manufacturing revolution has
been underway in the Indian economy, driven by the increasing presence of multinational companies, increased operations by domestic companies & an
expanding domestic market. The present study deals with the analysis of liquidity, solvency and profitability position of the selected manufacturing industries in
India.
The liquidity characterise the financial situation of the company, its ability to convert assets into cash or to obtain cash to meet short-term obligations. Lack of
liquidity may affect seriously the continuity of the company activities. Computation and analysis of the liquidity are made by a system of ratios based on the data
within the financial statements. Liquidity measures Computation and analysis of the liquidity are made by a system of ratios. These liquidity ratios characterise
the financial situation of the company, its capacity to generate adequate cash for payments. The fundamental source of the bankruptcy risk consists in the
insolvency of the company. Solvency is represented by the capacity of the company to cover all its obligations that result either from previous contracts or from
current operations. The financial leverage or debt equity ratios focus on a firm's ability to meet its long-term debt obligations. Profitability is an index of
efficiency; and is regarded as a measure of efficiency and management guide to greater efficiency. The profitability ratios are just what the name implies. They
focus on the firm's ability to generate a profit and an adequate return on assets and equity. They measure how efficiently the firm uses its assets and how
effectively it manages its operations.

The core objective of this study is to evaluate the liquidity, solvency and profitability position of manufacturing industries in India. In order to achieve the main
objectives, the following subsidiary objectives have been framed by the researchers:
• To find out liquidity, profitability and solvency position of selected companies under each industry
• To study the liquidity, profitability and solvency position of each manufacturing industry under study
• To compare the liquidity, profitability and solvency position of selected companies under each industry
• To compare the liquidity, profitability and solvency position of between various manufacturing industries under study
HYPOTHESES
FIRST SET OF HYPOTHESES
H0: There is no significant difference in the liquidity position among different manufacturing industries.
H1: There is significant difference in the liquidity position among different manufacturing industries.
SECOND SET OF HYPOTHESES
H0: There is no significant difference in the solvency position among different manufacturing industries.
H1: There is significant difference in the solvency position among different manufacturing industries.
THIRD SET OF HYPOTHESES
H0: There is no significant difference in the profitability position among different manufacturing industries.
H1: There is significant difference in the profitbility position among different manufacturing industries.
SCOPE OF THE STUDY
The study deals with liquidity, solvency and profitability analysis of Indian manufacturing industries. Study covers five manufacturing industries. They are;
Cement Industry, FMCG Industry, Oil and Gas Industry, Automobile Industry and Pharmaceutical Industry. Under each industry five companies have been taken
for the purpose of analyzing liquidity, solvency and profitability position of each industry. Since the study covers only five manufacturing industries, the scope of
the study is limited to five manufacturing industries.

ANALYSIS AND INTREPREATION
It is understood from Table 1 that among the companies of Oil & Gas industry Cairn has highest average current ratio (5.45) and Bharath Petroleum has least
(0.69) current ratio. Among the companies of automobile industry Maurti has highest average current ratio (1.16) Hero motors has lowest current ratio (0.44).
Among the companies of FMCG industry ITC has highest average current ratio (1.17) and Hindustan Unilver has lowest (0.83). Among the companies of Cement
industry India Cement has highest average current ratio (1.25) and Madras Cement has lowest current ratio (0.59). Among the companies of pharmaceuticals
industry Sun Pharmaceuticals has highest average current ratio (2.67) and Aurobindo has lowest average current ratio (1.1). Among the sample manufacturing
companies, Oil and Gas Industry has highest current ratio and automobile industry has the lowest current ratio.
It is understood from Table 2 that under Oil and Gas Industry, ONGC has highest average return on capital employed (21.14) and Cairn has the least (-0.168).
Among the companies of Automobile Industry, Bajaj has highest average return on capital employed (52.48) and Tata has lowest return on capital employed
ratio (12.94). Among the companies of FMCG Industry Hindustan Uniliver has highest average return on capital employed (98.75) and ITC has lowest (28.61).
Among the companies of Cement Industry, Madras Cement has highest return on capital employed (25.26) and India Cement has return on capital employed
(11.72). Among the companies of Pharmaceuticals Industry, Lupin has highest average return on capital employed (27.34) and Dr.Reddy laboratories has lowest
average return on capital employed (12.65). Among the sample manufacturing companies, FMCG Industry has highest return on capital employed ratio and
lowest with Oil and Gas Industry.
It is understood from Table 3 that among the companies of Oil and Gas Industry, Bharath Petroleum has highest average Debt Equity ratio (1.5) and Cairn has
least (0.04) Debt Equity ratio. Among the companies of Automobile Industry Tata Motors has highest average Debt Equity ratio (0.87) and Maruthi has lowest
Debt Equity ratio (0.07). Among the companies of FMCG Industry Britannia has highest average Debt Equity ratio (0.45) and ITC has the lowest (0.013). Among
the companies of Cement Industry Madras Cement has highest average DE ratio (1.59) and Grasim has lowest DE ratio (0.21). Among the companies of
Pharmaceuticals Industry, Aurobindo has highest average DE Ratio (1.19) and Sun Pharmaceutical has lowest Debt Equity ratio (0.013). Among the sample
manufacturing companies, Cement Industry has highest Debt Equity FMCG Industry has the lowest Debt Equity ratio.
TESTING OF HYPOTHESES
The results of the hypotheses tested are shown as follows:
FIRST SET OF HYPOTHESES
H0: There is no significant difference in the liquidity position among different manufacturing industries
H1: There is significant difference in the liquidity position among different manufacturing industries
As per Table 4 it is fact that the calculated F values are less than critical value of 2.87, the null hypothesis is being accepted.
SECOND SET OF HYPOTHESES
H0: There is no significant difference in the solvency position among different manufacturing industries
H1: There is significant difference in the solvency position among different manufacturing industries
It is clear from Table 5 that all the calculated F values are less than critical value, i.e., 2.87; the null hypothesis has to be accepted.
THIRD SET OF HYPOTHESES
H0: There is no significant difference in the profitability position among different manufacturing industries
H1: There is significant difference in the profitbility position among different manufacturing industries
It is understood from Table 6 that the calculated F values are less than critical value of 2.87, the null hypothesis is being accepted.
FINDINGS AND CONCLUSION

It is found in the study that under Oil & Gas Industry, Cairn has highest average current ratio (5.45) and Bharath Petroleum has least (0.69) current ratio.
Therefore Cairn has strong liquidity and Bharath Petroleum has weak liquidity position. Among the companies of Automobile Industry, Maurti is more liquid
company (1.16) and Hero Motocorp is the least liquid company (0.44). Among the companies of FMCG Industry, ITC is the more liquid (1.17) and Hindustan
Uniliver least liquid company (0.83). Under Cement industry, India Cement has highest average current ratio (1.25) and Madras Cement has lowest current ratio
(0.59). Among the companies of Pharmaceuticals Industry, Sun Pharmaceuticals has strong liquidity (2.67) and Aurobindo has least liquidity position (1.1).
Among the sample manufacturing companies, Oil and Gas Industry has highest current ratio and Automobile Industry has the lowest current ratio and therefore
Oil and Gas Industry is the most liquid indusstry.
The study reveals the fact that ONGC (21.14) , Bajaj (52.48), HUL (98.75), Madras Cement (25.26), Lupin (27.34) have highest return on capital employed, in their
respective industry.
Among the sample manufacturing companies, FMCG Industry has highest return on capital employed ratio and Oil and Gas Industry has the least and therefore
FMCG Industry is the most profitable industry.
It is understood from the study that the most solvent companies under Oil and Gas Indusrty, Automobile Industry, FMCG Industry, Cement Industry,
Pharmaceutical Industry and Cement Industry are; Cairn (0.04), Maruthi (0.07), ITC (0.013), Grasim (0.21), Sun Pharmaceutical (0.013). Among the sample
manufacturing companies Cement Industry has highest Debt Equity FMCG Industry has the lowest Debt Equity ratio therefore FMCG industry is the most solvent
industry
REFERENCES
1. Agrawal, N.K, (2003) Management of Working Capital, Sterling Publishers Pvt. Ltd., New Delhi
2. Chandra Prasanna (2010),Fundamentals of Financial Management, Tata McGraw Hill Education Pvt. Ltd., New Delhi
3. Chandra Prasanna, (2008) Financial Management, Seventh edition, Tata McGraw –Hill, New Delhi
4. Ghosh S K and Maji S G (2004), “Working Capital Management Efficiency: A Study on the Indian Cement Industry”, Management Accountant, Vol. 39, No. 5,
pp. 363-372.
5. Gupta. S. C., (1991), Fundamentals of Statistics, 6th revised and enlarged edition, Himalaya Publishing House, New Delhi
6. Khan M Y and Jain P K, (2010) Financial Management, Fifth edition, Tata McGraw –Hill, New Delhi
7. Khan M.Y., Jain P.K.(2002), Cost Accounting and Financial Management, Tata McGraw Hill, New Delhi.
8. Kulkarni, P.V., Sathya Prasad B.G.(1999), Financial Management, Himalaya Publishing, Bombay.
9. Madegowda. J., (2012), Accounting for Managers, Second Revised Edition, Himalaya Publishing House, New Delhi.
10. Maheshwari S N (1996), Management Accounting and Financial Control, Sultan Chand & Sons, New Delhi.
11. Pandey I. M, (2004) Financial Management, Ninth edition, Vikas Publishing House, New Delhi

TABLE 1: CURRENT RATIOS OF THE MANUFACTURING COMPANIES UNDER STUDY
COMP/YEAR 2012 2011 2010 2009 2008 AV SD CV
OIL AND GAS INDUSTRY
RIL 1.44 1.16 1.04 1.06 0.98 1.136 0.181879 16.01048
ONGC 0.99 1.36 1.39 1.45 1.56 1.35 0.215291 15.94744
GAIL 0.95 1.11 1.16 1.29 1.4 1.182 0.17225 14.57274
CAIRN 0.4 4.38 1.85 20.48 0.16 5.454 8.565809 157.0555
BHARATH PETROL 0.76 0.72 0.72 0.5 0.74 0.688 0.106395 15.46446
AVERAGE 0.908 1.746 1.232 4.956 0.968 1.962 1.706059 86.95508
AUTOMOBILE INDUSTRY
TATA 0.51 0.53 0.44 0.44 0.64 0.512 0.08228 16.07031
MAHINDRA&M 0.95 0.86 1.11 0.9 0.86 0.936 0.104067 11.1183
MARUTHI 1.02 1.47 0.91 1.51 0.91 1.164 0.301297 25.88464
HERO MOTARS 0.42 0.24 0.58 0.46 0.48 0.436 0.124419 28.53639
BAJAJ 0.88 0.8 0.69 0.84 0.88 0.818 0.078867 0.000964
AVERAGE 0.756 0.78 0.746 0.83 0.754 0.7732 0.034194 4.422344
FMCG INDUSTRY
ASIAN PAINTS 1.07 0.93 0.89 1.13 0.99 1.002 0.09859 9.839327
BRITANIA 0.7 1.04 1.08 1.27 1.22 1.062 0.223652 21.05946
DABUR 1.15 0.99 0.93 1.19 0.91 1.034 0.128374 12.41532
HINDUSTAN UNILIVER 0.83 0.86 0.84 0.92 0.68 0.826 0.08876936 10.7468964
ITC 1.08 1.08 0.92 1.42 1.36 1.172 0.21052316 17.9627268
AVERAGE 0.966 0.98 0.932 1.186 1.032 1.0192 0.099946 9.806317
CEMENT INDUSTRY
GRASIM 1.19 1.1 0.57 0.79 0.74 0.878 0.258979 29.49644
INDIA CEMENT 0.95 1.28 1.46 1.13 1.43 1.25 0.21319 17.0552
J.K.CEMENT 1.03 1.17 0.96 1.69 1.28 1.226 0.287454 23.44652
MADRAS CEMENT 0.38 0.69 0.7 0.6 0.56 0.586 0.129538 22.1054
ULTRA CEMENT 0.67 0.67 0.67 0.59 0.58 0.636 0.0466905 7.34126889
AVERAGE 0.844 0.982 0.872 0.96 0.918 0.9152 0.057907 6.327231
PHARMASUTICALS INDUSTRY
AUROBINDO 0.76 1.21 1.05 1.12 1.35 1.098 0.21970435 20.0095034
CIPLA 3.12 1.94 2.17 1.81 2.62 2.332 0.5376523 23.0554161
LUPIN 1.17 1.09 0.96 0.83 0.97 1.004 0.13069047 13.0169795
DR REDDYS LABORATORIES 1.7 1.66 1.49 1.85 1.82 1.704 0.14363147 8.42907705
SUN PHARMACEUTICAL 3.12 3.04 2.14 2.53 2.52 2.67 0.4069398 15.241191
AVERAGE 1.974 1.788 1.562 1.628 1.856 1.7616 0.167639 9.516286
Source: Annual Reports of the companies under study.

TABLE 2: RETURN ON CAPITAL EMPLOYED OF THE MANUFACTURING COMPANIES UNDER STUDY
COMP/YEAR 2012 2011 2010 2009 2008 AV SD CV
OIL AND GAS
RIL 12.18 12.6 11.35 10.96 15.68 12.554 1.864425 14.85124
ONGC 28.54 33.97 34.54 34.29 36.3 33.528 2.931053 8.742104
GAIL 21.17 24.96 25.55 27.29 27.6 25.314 2.573136 10.16487
CAIRN 0.03 -0.07 -0.05 -0.03 -0.16 -0.056 0.069138 -123.46
BHARATH PETROL 10.18 9.84 11.11 14.88 11.37 11.476 2.005525 17.47582
AVERAGE 14.42 16.26 16.5 17.478 18.158 16.5632 1.42034123 8.575283
AUTOMOBILE
TATA 10.36 10.19 10.37 6.41 18.96 11.258 4.624918 41.08117
MAHINDRA&M 23.58 26.96 27.7 13.99 18.52 22.15 5.825504 26.30025
MARUTHI 13.52 21.69 27.89 17.37 26.18 21.33 5.986723 28.06715
HERO MOTARS 49.83 52.13 75.07 43.33 41.57 52.386 13.41789 25.61351
BAJAJ 64.24 67.57 59.01 32.8 39.71 52.666 15.48264 0.00294
AVERAGE 32.306 35.708 40.008 22.78 28.988 31.958 6.55825221 20.52147
FMCG
ASIAN PAINTS 52.24 55.73 62.94 49.35 57.32 55.516 5.176092 9.323604
BRITANIA 51.66 24.06 24.67 25.29 26.37 30.41 11.90975 39.16393
DABUR 40.51 44.16 61.62 47.98 67.51 52.356 11.6417 22.23566
HINDUSTAN UNILIVER 93.08 102.47 106.78 118.59 138.72 111.928 17.559871 15.6885418
ITC 40.51 44.16 61.62 47.98 67.51 52.356 11.6417 22.23566
AVERAGE 55.6 54.116 63.526 57.838 71.486 60.5132 7.10105099 0.117347140667404100
CEMENT
GRASIM 14.48 17.64 31.79 18.04 26.01 21.592 7.112199 32.93905
INDIA CEMENT 10.59 3.37 10.9 16.95 22.57 12.876 7.246819 56.2816
J.K.CEMENT 18.59 7.25 17.86 19.95 32.11 19.152 8.834439 46.12803
MADRAS CEMENT 17.44 9.6 16.53 17.64 25.8 17.402 5.749263 33.03794
ULTRA CEMENT 19.94 13.77 27.22 26.45 35.55 24.586 8.2035498 33.3667528
AVERAGE 16.208 10.326 20.86 19.806 28.408 19.1216 6.62531711 34.64834
PHARMASUTICALS
AUROBINDO 10.04 17.48 17.54 13.53 11.76 14.07 3.37407765 23.9806514
CIPLA 18.74 16.22 22.16 22.39 18.17 19.536 2.67049246 13.669597
LUPIN 22.94 21.51 22.49 22.04 27.58 23.312 2.4441297 10.4844273
SUN PHARMACEUTICAL -- 21 17.05 24.57 24.21 21.7075 3.49520028 16.1013488
AVERAGE 17.735 18.082 19.022 19.198 18.454 18.6571 0.61679348 3.305945
Source: Annual Reports of the companies under study

TABLE 3: DEBT EQUITY RATIOS OF MANUFACTURING COMPANIES UNDER STUDY
COMP/YEAR 2012 2011 2010 2009 2008 AV SD CV
OIL AND GAS
RIL 0.36 0.46 0.49 0.65 0.46 0.484 0.105024 21.69913
ONGC 0.04 0.18 0.19 0.2 0.18 0.158 0.066483 42.0779
GAIL 0.25 0.12 0.09 0.08 0.1 0.128 0.069785 54.51983
CAIRN -- 0.04 0.04 -- -- 0.04 0 0
BHARATH PETROL 1.42 1.35 1.7 1.75 1.29 1.502 0.209452 13.94485
AVERAGE 0.5175 0.43 0.502 0.67 0.5075 0.4624 0.08795 19.02029
AUTOMOBILE
TATA 0.57 0.8 1.12 1.06 0.8 0.87 0.222711 25.59892
MAHINDRA&M 0.26 0.23 0.37 0.77 0.6 0.446 0.232228 52.06913
MARUTHI 0.07 0.02 0.07 0.07 0.11 0.068 0.031937 46.96682
HERO MOTARS 0.23 0.5 0.02 0.02 0.04 0.162 0.208614 128.7744
BAJAJ 0.02 0.07 0.46 0.84 0.84 0.446 0.39797 0.008923
AVERAGE 0.23 0.324 0.408 0.552 0.478 0.3984 0.126407 31.72873
FMCG
ASIAN PAINTS 0.07 0.03 0.04 0.06 0.08 0.056 0.020736 37.02936
BRITANIA 0.05 0.96 1.08 0.03 0.14 0.452 0.521891 115.4626
DABUR 0.21 0.23 0.14 0.19 0.03 0.16 0.08 50
HINDUSTAN UNILIVER 0.21 0.23 0.14 0.19 0.03 0.16 0.08 50
ITC -- 0.01 0.01 0.01 0.02 0.0125 0.005 40
AVERAGE 0.135 0.292 0.282 0.096 0.06 0.1681 0.107452 63.92166
CEMENT
GRASIM 0.07 0.1 0.15 0.36 0.39 0.214 0.1501 70.14017
INDIA CEMENT 0.56 0.69 0.6 0.67 0.7 0.644 0.061074 9.483498
J.K.CEMENT 0.84 1.15 0.94 0.58 0.63 0.828 0.232959 28.13517
MADRAS CEMENT 1.03 1.61 1.65 1.95 1.71 1.59 0.339706 21.36514
ULTRA CEMENT 0.3 0.39 0.35 0.59 0.65 0.456 0.1545316 33.8884978
AVERAGE 0.56 0.788 0.738 0.83 0.816 0.7464 0.109976 14.73424
PHARMASUTICALS
AUROBINDO 0.98 0.9 1.02 1.6 1.44 1.188 0.31131977 26.205368
CIPLA -- 0.07 -- 0.22 0.15 0.146667 0.07505553 51.1742284
LUPIN 0.27 0.31 0.36 0.69 0.73 0.472 0.22004545 46.6197987
SUN PHARMACEUTICAL -- 0.01 0.01 -- 0.02 0.013333 0.0057735 43.3012702
AVERAGE 0.493333 0.306 0.3725 0.6575 0.488 0.3956 0.134363 33.96432
Source: Annual Reports of the companies under study
TABLE 4: ONE WAY ANALYSIS OF VARIANCE BETWEEN SELECTED INDUSTRIES (DATA OF 5 YEARS FROM 2008 TO 2012) AND (CRITICAL VALUE OF F=2.87)
Ratio Sources of variation SS df MS F
CURRENT RATIO Between Sample 4.55 4 1.14 1.87
Within Sample 12.19 20 0.61
QUICK RATIO Between Sample 4.61 4 1.15 1.68
TABLE 5: ONE WAY ANALYSIS OF VARIANCE BETWEEN SELECTED INDUSTRIES(DATA OF 5 YEARS FROM 2008 TO 2012) AND (CRITICAL VALUE OF F=2.87)
DEBT EQUITY RATIO Between Sample 0.09 4 0.02 0.38
Between Sample 0.0499 4 0.012 0.26
LTDE RATIO Within Sample 0.9517 20 0.048
TABLE 6: ONE WAY ANALYSIS OF VARIANCE BETWEEN SELECTED INDUSTRIES (DATA OF 5 YEARS FROM 2008 TO 2012) AND (CRITICAL VALUE OF F=2.87)
Between Sample 219219.1 4 54804.76 0.34
OPM RATIO Within Sample 3186008 20 159300.4
Between Sample 871 4 219.75 1.09
NPM RATIO Within Sample 4019.37 20 200.97
Between Sample 183.48 4 45.87 0.16
ROCE RATIO Within Sample 5754.26 20 287.71
Between Sample 262.91 4 65.73 0.32
RONW RATIO Within Sample 4162.17 20 208.11

CUSTOMERS PERCEPTION AND CHANGING WAVES IN INDIAN RETAILING: A CASE STUDY OF BELGAVI,
KARNATAKA STATE
DR. B. S. NAVI
ASST. PROFESSOR & COORDINATOR
PG DEPARTMENT OF COMMERCE
DMS MANDAL’S BHAURAO KAKATKAR COLLEGE
BELGAUM
ABSTRACT
Nothing is permanent in the world, only change is permanent. In this current changing business scenario, retail industry has witnessed major revolution and
global attention. The Indian retail industry is the largest and attractive in the world and accounts over 10% of the country’s GDP and 8% of total employment. In
the background of changing retail trends, understanding customers perceptions, building relationship and retaining customers has been identified as major
source of competitive advantage. So the present paper attempts to bring three critical areas in retailing: Customers perceptions, CRM and Changing waves in
retailing. A survey was conducted in Belgaum, Karnataka by serving questionnaires to 75 respondents. Five product and twelve store attributes were measured
using Liker’s five point scale and final score has been calculated using weighted ranking method. Research identified the major opportunities and challenges in
retailing and indicates that product, quality, variety, customer relationship and service were given highest preference.
KEYWORDS
Retailing, Customers perceptions, CRM.
INTRODUCTION
N othing is permanent in the world, only change is permanent. In this current changing business scenario, retail industry has witnessed major revolution
and global attention. In this current changing business scenario, retail industry has witnessed major revolution and global attention in recent times due
to liberalization, globalization and privatization. The presence of retailing industry is far centuries old but the consolidation & growth of the industry has
started only in the recent times. India has been ranked the third most attractive nation for retail investment.
The Indian retail industry is one of the largest in the world and expected to grow annually at high rate. The retail sector boosts India’s GDP and employment
opportunities to the nation’s work force. In the background of changing times retail is trying to adapt Indian customer mind. Therefore understanding Indian
customers perception became biggest challenge and very crucial in designing retail strategies. Building relationships with customers and retaining customer
loyalty has been identified as a major source of competitive advantage within the retailing sector (Chang & Tu, 2005). So retail managers need to identify the
significance of CRM as a complex tool in influencing customers perception and decision making. So, the study attempts to bring three critical areas in retailing
i.e. Customer perceptions on retail attributes, Effect of customers’ perception on CRM and Changing Indian retail sector with changing times.
A survey of 75 respondents was conducted in Belgaum, Karnataka to obtain responses of shoppers on a structured questionnaire based on the above 3 areas.
Five variables were identified under product attributes and 12 variables were identified under store and retail attributes on the basis of review of related studies
in the past in order to identify important factors that effect customer’s perception in choosing a particular store. Majority of the questions are close-ended, in
order to maintain accuracy & to facilitate data analysis. Data was analyzed using Likert’s five – point scale and final results thus obtained has been calculated
using weighted ranking method.

The study was focused on the following broad objectives:
1. To understand the concept of CRM and its application to the Indian retail stores.
2. To understand customers perceptions and evaluate the key retail attributes and their effect on CRM.
3. To identify and evaluate the changing waves and challenges in Indian retailing in 21st- century.
METHODOLOGY
The present study is focused on understanding customer perceptions. The study identified the key retail attributes and their effect on relationship marketing in
the retail sector. Since the Indian retail sector is in consolidation & growth stage, the study also identified the various challenges in Indian retail sector. To attain
these objectives a survey of 75 respondents had been carried out in Belgaum, Karnataka using convenience sampling method. The key retail attributes were
measured using Likert’s five point scale from strongly disagrees to strongly agree. The final results thus obtained have been calculated using weighted ranking
method. In order to identify the changes and challenges in retail industry a thorough study of literature on Indian retail industry has been carried out.
LIMITATIONS OF THE STUDY

1. The present study is mainly focused only in Belgaum, Karnataka.
2. India is a land of diversity so the sample results may not be a representative of entire population.
3. The information collected is from the memory of the respondents.
4. Time and money are the major constraints of the study.
Further research can compare consumers using different retail formats & different retail attributes.
The product attributes like quality, price, variety, assortment and value drive the customers to the store (Gwin and Gwin, 20030) Sinha and Banerjee’s (2004)
study in India indicate that store convenience and customer services positively influence consumers store choices, whilst, entertainment, parking and ambience
facilities had a negative influence on consumer choice. Indian consumers were also found to be price sensitive and quality conscious (Tuli and Mookerjee, 2004).
Choo, Jung and Pysarchik, 2004) note that Indian consumers attitude towards new products are changing significantly and this can increase their intention to
shop in new retail formats such as supermarkets. Consumers have a perception of low overall prices of those stores that offer a small discount over large
number of items (Schiffman & kanuk, 2008).The overall perceptions of customers about the retail store are a result of product attributes and store attributes.
Consumer perceptions of store attributes are influenced by retail format, type of the products, cultural value, shopping intention and customer base (Paulins &
Giestfield, 2003). Customers perception on product attributes vary according to product nature and socio economic nature of the consumer (Uusitalo, 2001).
Previous research has identified store attributes as a multi-dimensional construct including location of store, nature and quality of stocks, in-store promotions,
sales personnel, physical attributes, convenience of store, atmospherics and loyalty cards that influences consumer behaviour (Miranda, Konya and Havrila
2005). Reactional shoppers look for high quality with variety and services and other shoppers are concer6ne6d about convenience and cost (Bellener, Robertson

and Greenberg). Consumers evaluate alternative stores on set of attributes depending on their individual preferences would patronize the best store (Tripathi &
Sinha, 2006). Product attributes are often continues in nature (Viswanathan & Childers, 1999). Location plays an important role in the success or failure of the
outlet (Mendes and Themido, 2004). Developing close sales person customer relationship could give a key differential advantage (Reynolds & Arnold, 2000).
Thus, product attributes such as quality, price, and availability of new products, variety are important constructs within the Indian context. Promotional offers
and discounts are effective tools for encouraging consumers to buy more (Shi, Ka-man & Gerald, 2005). According to Duncan 2005, consumer motive is defined
as internal impulses when simulated initiate some type of response. Therefore, from the above literature the study identifies customer service, quality,
ambience, location and convenience of the store, price, value, promotional offers & discounts, sales personnel, speed, variety, parking facilities, advertising and
availability of new products, information as the key retail attributes that effect customer’s perception on relationship marketing in Indian retail store context.
The goal of customer experience management is to move customers from satisfied to loyal and then loyal to advocate. The concept of customer experience
management is almost a mirror image of CRM. It says that every time a company a customer interacts, the customer learns something about the company.
Depending upon what is learned from each experience customers may alter their behaviour in the ways that affect their individual profitability.
DATA ANALYSIS AND DISCUSSIONS

Retailing in 21st century witnessed levels of market velocity and volatility that demands completely new approach to market and retail intelligence. The
information that retailer would need to understand the diversity of retailing is demographic trends. Respondents are asked to respond on seven demographic
factors which are Age, gender, Martial status, family -size, education, occupation and income.
It is depicted from table. 1 that, out of 75 respondents 59.3 % are male and 40.66% are females. The study includes different age groups, out of which 49% of
them belong to 25-35 years and 36 % of them are below 25 years, 14.6% of them belong to age group 35-50 and only 6.6 % of the respondents belong to age
group 51 and above. From this statistics it is clear that most of them are young people mainly up to the age of 35 years. Qualification wise 34.6% are post-
graduates, 30% are graduates and 25.33% are under graduates and rest 10% are below matriculation. Martial status of 63.6% respondents was married and rest
36.4 % is unmarried. People from Service sector ranked high in participation with 36.4% and 26.6 % are professionals, 22.6 % are students, 8 % of them are
businessmen and 5.3% are from other background. Coming to family size 52% are living with family of size 4 to 6 and 41.33% of them are below 4 members.
Annual income of 36.6 % of the respondents was from 15,000 to 20,000, 27.33% earn above 20,000 and 20% of them earn below 10,000 and rest of them earn
10,000 to 15,000 per month.
TABLE 1: DEMOGRAPHIC PROFILE OF RESPONDENTS
Demographic Factors Particulars Frequency (n = 75) 100%
Age Below 25 27 36.00%
25-35 32 42.67%
35-50 11 14.67%
51 and above 5 6.67%
Gender Male 44 59.33%
Female 31 40.67%
Education Matriculation and below 8 10.00%
Under Graduate 19 25.33%
Graduate 22 30.00%
Post Graduate 26 34.67%
Martial status Unmarried 28 36.67%
Married 47 63.33%
Family Size Below 4 members 31 41.33%
4 to 6 34 45.33%
More than 6 10 13.33%
Occupation Student 17 22.67%
Business 6 8.00%
Professional 20 26.67%
Service 28 36.67%
Others 4 5.33%
Annual Income Rs.10,000 and below 15 20.00%
Rs.10,000 to Rs.25,000 12 16.00%
Rs.25,000 to Rs.50,000 27 36.67%
Rs.50,000 and above 21 27.33%
Source: Based on survey conducted by the researcher
Analysis suggests that majority of respondents are males. Majority of respondents are young people under 35 years, maximum no of respondents were post
graduates, majority of the respondents are married (63.3%), majority of the respondents are dominated by customer whose family size was 4 to 6. Analysis also
indicates that maximum number of customers belongs to service sector and majority of the customers are earning income Rs.15000 to 20,000 per month.
TABLE 2: SHOPPING PREFERENCE OF RESPONDENTS

Sl. No. Preference Frequency 100%
1 Wholesalers 9 12.00%
2 Retail outlets 61 81.33%
3 Distributor 4 5.33%
4 Others 1 1.33%
The value of service can be measured only through experience and perception of the customers. This experience is ultimately got from the place where the
consumers shop their products. To succeed and win in this environment, the focus should be on customers buying experience. So the information thus analyzed
from Table: 2 indicate that majority of the respondents prefer to shop from retailers (81.33%) and the reason mainly being the total experience which they
derive from the retail store.
TABLE 3: MODE OF PAYMENT
Sl. No. Mode of Payment No. of Respondents 100%
1 Credit / Debit Card 49 65.33%
2 Cash 24 32.67%
3 Others 2 2.00%

From the above Table 3: analysis indicates that majority of the respondents(89.33%) prefer to pay by cash and only few respondents (8.66%) prefer to purchase
on credit and 2% respondents prefer to pay through other modes.
TABLE 4: EFFECT OF PRODUCT ATTRIBUTES ON CRM

Product Attributes Not Imp. 1 Least Imp.2 Somewhat Imp. Very Imp.4 Extremely Imp. 5 Position Rank
3 Weights
Product 0 0 5 33 37 332 1
Price 0 3 9 29 34 319 2
Variety 2 3 20 26 24 292 5
Quality 0 0 18 26 31 313 3
Availability 1 4 18 24 28 299 4
The success of the retailer depends upon how consumers perceive about the product attributes Therefore the retailers need to identify the various influences
that lead up to a purchase not just the store where the purchase was made. So considering these influences the study measured five variables under product
attributes namely, product, price, variety, quality, availability and also analyzed the factors which effect consumers in purchase decision. The respondents were
asked to rate the various factors in order of their preference. Analysis from the above table indicates that originality of the product was given highest preference
followed by price, product quality, product availability and product variety. So the above analysis indicates that Indian customers are more price sensitive and
give more preference to originality of the product.
TABLE 5: CUSTOMERS PERCEPTIONS ON RETAILING AND STORE ATTRIBUTES

Sl. Description Strongly Disagree Neither Agree Agree Strongly Position Ranks
No. Disagree nor Disagree Agree Weights
1 2 3 4 5
1 You prefer to buy from the retail store that delivers 6 15 12 25 17 257 5
more value
2 you like to shop from the retail store that has good 22 6 14 24 9 217 10
ambience
3 Location and convenience always affects your 2 5 23 29 16 277 3
purchase decision
4 Retailers always provides better information than 17 7 15 26 10 230 9
wholesalers
5 You prefer to purchase from the retail store that 5 15 13 26 16 258 4
maintains good customer relationship
6 You prefer to shop from the retail store that provides 2 4 19 26 24 291 2
good promotional offers and discounts
7 Sales personnel always drives you to a particular 15 6 16 27 11 238 8
store
8 Advertising always influence your 28 7 12 22 6 196 11
purchase decision
good parking facilities
best customer service
11 Retailers are always good in understanding 6 18 12 25 14 248 6
customers perceptions
12 Speed of delivery always affects your purchase 10 12 12 27 14 248 6
decision.
Increased competition and expansion of retail markets has forced many retailers to rethink their strategies. Competing and winning in a value driven world
requires the retailers to develop a comprehensive strategies which involve in understanding customers perceptions on retail attributes. So the study identified
twelve factors for measuring store and retail attributes which forms the base in designing retail strategy. The twelve variables are value, ambience, location,
sales personnel, information, customer relationship, promotional offers and discounts, speed of delivery, advertising, customer service, parking facilities and
finally retailer’s ability in understanding customer’s perceptions. From the above table:5 analysis indicates that customer service has been given highest
preference followed by promotional offers and discounts, purchase decision, customer relationship management and retail store that delivers more value. The
research also identified that customers felt that retailers are better in understanding customer’s perceptions because they are the persons who are directly in
contact with customers. Parking facilities and sales personnel have moderate effect on customers and advertising and ambience has least effect on customers.
INDIAN RETAIL SECTOR IN 21ST CENTURY

The waves of changes that have transformed the Indian retail industry are:
1. Indian customers shifting from unorganized stores retail format to organized retail formats like supermarkets and malls.
2. LPG was the first wave of change which has revolutionized the Indian retail sector. It means liberalization, privatization and globalization have brought
major changes in retailing and assisted the companies for cash and carry trading and wholesale trading. So, various government norms will open up
strategic investment opportunity for global retailer to invest in India.
3. CRM is the second wave which now transformed and paved the way for CEM (customer experience management). To withstand the global competition
and compete successfully in the 21st century retailers must focus on customer buying experience.
4. Uniqueness of Indian customers and their changing preferences is another wave of Indian retail sector So, the retailers in this 21st century must make
continuous efforts in understanding customer’s perceptions and must create diversified and innovative retail formats.
OPPORTUNITIES IN INDIAN RETAILING IN 21ST CENTURY

1. Productive and Young Working Class: Increase in young and talented population and also the working women class have created high disposable
incomes that lead to higher consumption and thus opened the doors for more opportunities for retailers to flourish.
2. Revolution in IT and Internet: Internet revolution and E-tailing are allowing global brand to understand Indian customers mind and influence them even
before entering the market. Due to the wide reach of media even in remote markets, consumer’s awareness on global brands are increasing and
providing better opportunities for global retailers in India.

3. Untapped Rural Market in India: Indian rural market offers lots of opportunity for retail sector. So the retailers can exploit the opportunities and tap the
Indian rural market with focused attention and strategies.
4. India-‘A Vibrant Economy’: Indian retail market is both organized and unorganized and is expected to be growing very fast. Indian economy is expanding
opportunities for global retailers through organized retail. India topped the list of emerging markets for retail investment and the fastest growing
economies in the world. It means India is definitely a country for healthy investments and provides better opportunities for retailing.
CHALLENGES TO INDIAN RETAIL SECTOR

The biggest challenge to the Indian retail sector is to concentrate on the wastages in storage as well as in the operations of the existing food supply chains in the
country. Also develop a strong back-end support to retailers, which includes…
1. Sustainability
2. Tax structure-because it favors small retail business
3. High costs of real estate
4. Poor infrastructural facilities.
5. Lack of adequate retail research in India.
6. Shortage of trained manpower.
CONCLUSION AND SUGGESTIONS

The study provides an insight to test the effect of Indian customer’s perceptions on retail attributes in the changing business scenario in 21st century. Findings
suggest that:
1. Store attributes have least effect on customers compared with product attributes.
2. Customers are more inclined to the retail store that offer better customer services, promotional offers and discounts.
3. Majority of the customers prefer to purchase from retail outlets on cash payment mode. This indicates that there are better opportunities for growth in
Indian retail sector.
4. Originality of the product was given highest preference and Indian customers are more price sensitive and quality conscious.
5. Location and customer relationship management are another important factors identified by the customers because they want to reduce the time, energy
and other costs involved in shopping from a retail store.
To compete successfully in this 21st century retailer must focus on “customer buying experience”. Sustainability of the fittest and fastest in the market is the
mantra of today’s game plan. So the difference between a successful retailer and a failed one would be in Understanding customer’s perceptions, speed in
reaching customers, updating with latest trends, ideas, and services and forming long term relations with customers. Therefore the future belongs to the multi-
cannel retailers which provides all in one roof rather than the single- channel retail stores that offer a network of channels and store formats that are more
transparent to customers delivering high value.
REFERENCES
1. Bajaj, Tuli, Srivastava. 2007: Retail Management, Oxford University Press.
2. Bearden, W.O., 1997. Determinant Attributes of Store Patronage: Downtown versus Outlying Shopping Centres. Journal of Retailing, 53 (2), 15-22.
3. Bellenger, D.N. Robertson, Greenberg- 1977, shopping center patronage motives, journal of retailing 53-2Categories. Journal of Marketing Research, 36 (1),
75-94.
4. Carpenter, J.M., Moore, M., 2006. Consumer Demographics, Store Attributes, and Retail Format Choice in the US Grocery Market. International Journal of
Retail and Distribution Management, 34 (6), 434-447.
5. Chang, C.H., Tu, C.Y., 2005. Exploring Store Image, Customer Satisfaction, and Customer Loyalty Relationship: Evidence from Taiwanese Hypermarket
Industry. American Academy of Business, Cambridge, 7 (2), 197-202.
6. Choo, H.C., Chung, J.E., Pysarchik, D.T., 2004. Antecedents to New Food Product Purchasing Behaviour among Innovators Groups in India. European Journal
of Marketing, 38 (5/6), 608-625.
7. Darrell K. Rigby and Dianne Ledingham, “CRM Done Right,” Harvard Business Review November 2004.
8. Gwin, C.F., Gwin, C.R., 2003. Product Attributes Model: A Tool for Evaluating Brand Positioning. Journal of Marketing: Theory and Practice. 11 (2), 30-42.
9. Jain, R. and Bagdare, S. (2009), “Determinants of Customer Experience in New Format Retail Stores”, Journal of Marketing & Communications, 5 (2), 44-54.
10. Miranda, M.J., Konya, L., Havrila, I., 2005. Shoppers Satisfaction Levels are not the Only Key to Store Loyalty. Marketing Intelligence and Planning, 23 (2),
220-232.
11. Paul Gray and Jongbok Byun, “Customer Relationship Management” March 2001: 10.
12. Pine, Joseph, Don Peppers and Martha Rogers, Do you want to keep your customers forever? Harvard Business Review, 73 (march-April), 1995, 103-114.
13. Sinha, P.K., Banerjee, A., 2004. Store Choice Behaviour in an Evolving Market. Journal of Retail and Distribution Management, 32 (10), 482-494.
14. Tuli, R., Mookerjee, A., 2004. Retail Formats: Patronage Behaviour of Indian Rural Consumers. South Asian Journal of Management, 11 (3), 57-75.
15. Uusitalo, O., 2001. Consumer Perception of Grocery Retail Formats and Brands. International Journal of Retail and Distribution Management, 29 (5), 214-
226.
16. Viswanathan, M., Childers, T.L., 1999. Understanding How Product Attributes Influence Product Categorisation: Development and Validation of Fuzzy Set-
Based Measure of Gradedness in Product.

A HUMAN RESOURCE DOWNGRADING - JOB HOPPING
DR. M. JANARTHANAN PILLAI

ASST. PROFESSOR
ALAGAPPA GOVERNMENT ART’S COLLEGE
KARAIKUDAI
R.V.NAVEENAN
ASST. PROFESSOR
PET ENGINEERING COLLEGE
VALLIOOR
ABSTRACT
In the free market economy of today, there are a lot of changes taking place in the industrial sector. The changes mainly are on the capital human resources side
of the company. While concentrating on the human resources factor in the company, it has undergone a lot of changes. The attitudes among the professionals
have changed dramatically, where a lot of young blood & enthusiastic professionals are playing major role in the companies. These Efficient Young bloods have
developed a tendency to hop form company to company once they find a better prospects or if they find a better place where their dream come true. That never
thinks of the disadvantages in job hopping. The researcher in this study aims to explore different aspects related to job hopping. In some cases, job hopping can
result in enhancement of professional skills and knowledge base of an individual. However, a job hopper should also understand the consequences of changing
jobs too frequently. It is advisable to spend a minimum of 2-3 years in an organization before considering a job change. A company prefers to invest money in an
employee who shows commitment and loyalty towards his/her work and achievement of organizational objectives.
KEYWORDS
Job hopping, consequences of changing jobs, tendency to hop form company to company, enhancement of professional skills and knowledge base of an
individual
INTRODUCTION
A
s it is commonly said that human needs are never ending, an individual may prefer to change his/her job in order to command a higher compensation
package/higher designation. This strategy can be termed as Job Hopping. Though this strategy may work in some instances, it is important to note that an
individual adopting this strategy is putting his/her long term career at risk. Organizations prefer to hire employees who have been loyal to their previous
organizations.Many interviewers prefer to verify the reason for job change. In such situations, it may become difficult for a job hopper to offer a reasonable
explanation for quick job changes. At the same it is important for organizations to understand the reason for job hopping. In many cases, a deserving candidate
may be switching jobs on account of low salary in comparison to his/her qualifications and work experience. Job hopping can be reduced to a significant level, if
deserving employees are adequately compensated and promoted on a timely basis. Job hopping can sometimes result from exploitative and manipulative
employee management strategies used by organizations.

1. To study the financial benefits provided to the employee by their company and its impact on job hopping.
2. To study the nature of work of the employees in the company and its impact on job hopping.
3. To study the training and development programs conduct to these employees by their company and its impact on job hopping.
4. To study and find out the other benefits and compensations provided to the employees by their company and its impact on job hopping.
5. To study the career plans and progression done by their company and to come out with some retention policies.
SIGNIFICANCE OF THE STUDY

• Now a day’s job hopping is consider as a normal habit between the employees in the world. This study helps the corporate to overcome with adopt the
newcomers in the generously, get the experience and trained manpower.
• Time and resource is being saved by the corporate for the new recruits
• Corporate mingle out the diffusion between the middle and line staff
• Corporate vision is being nurtured and saves time, money and so on.
• The surfacing of skill domination and supremacy of the chair power stops.
• To know the effectiveness of the current system exists in the organization.
SCOPE OF THE STUDY

• The project throws light on important on job hopping of employees and this study facilitates the management for further improvement.
• This study will give a brief picture of human side of the employees to know the level of impact on job hopping and also helpful to improve the organization
environment to attracted employees and other people who connected with the organization.
• This study will be useful when similar kind of research is undertaken.
LIMITATIONS
• The study will be limited due to the changes taking place in the technology and HR practices in component industry
• Opinions of employees may be biased at time.
• The sample size consists of 200 respondents. Finding of the study has its own limitations.
PROCEDURES USED
In statistics, a simple random sample is a subset of individuals (a sample) chosen from a larger set (a population). Each individual is chosen randomly and entirely
by chance, such that each individual has the same probability of being chosen at any stage during the sampling process, and each subset of k individuals has the
same probability of being chosen for the sample as any other subset of k individuals. This process and technique is known as simple random sampling, and
should not be confused with Random Sampling.

• SOURCES OF DATA
The two sources of data collection are namely primary data.
PRIMARY DATA
Primary data are fresh data collected through survey from the employees using questionnaire.
• TOOL FOR DATA COLLECTION
Questionnaire was used as the tool for data collection. The questions are closed ended.
• SAMPLE DESIGN
Sample Element : Employees of organisations
Sample Size : 200 samples
Sample Media : Questionnaire
Sampling Method : Simple Random Sampling
• STATISTICAL TOOL FOR DATA ANALYSIS
Simple percentage analysis and tabulation is used to analysis the data. Bar diagram is used to give pictorial representation to the analysis. The following test was
used for the study.
Weighted average
Chi – square.
ANALYSIS
WEIGHTED AVERAGE METHOD
REASON FOR JOB HOPPING
TABLE - 1
S. No Factors Highly satisfied Satisfied Not satisfied Total ∑FX/F Rank
Mark 3 2 1
1 Incentives Schemes(F) 60 80 60 200
F(X) 180 160 60 400 2 2
2 Career & Progression Policies(F) 44 36 120 200
F(X) 132 72 120 324 1.62 7
3 Annual Increments(F) 24 100 76 200
F(X) 72 200 76 348 1.74 6
4 Performance Bonus(F) 43 89 68 200
F(X) 129 178 68 375 1.875 3
5 Conveyance Provided(F) 47 54 99 200
F(X) 141 108 99 348 1.74 6
6 Flextime Policies(F) 40 72 88 200
F(X) 120 144 88 352 1.76 4
7 Performance appraisal system(F) 50 50 100 200
F(X) 150 100 100 350 1.75 5
8 Spacious and Friendly Interiors(F) 106 34 60 200
F(X) 318 68 60 446 2.23 1
9 Library Facilities(F) 40 72 88 200
F(X) 120 144 88 352 1.76 4
INFERENCE
From the above table that indicates that the main reason for hopped the job by the employees are mainly for the lack of spacious and friendly interiors. Some of
the employees are hopped their job in previous company due to lack of proper incentives, performance bonus, flextime policies, and also performance appraisal
system. That the proper career and progression policies got last rank in the table, that it’s not that much reason for the hopping of the job in the company.
TABLE – 2: RESPONDENT EXPECTATION IN THE NEW COMPANY

S. No Factors More important Important Less Important Total ∑FX/F Rank
Marks (X) 3 2 1
1 Higher Pay Package(F) 155 30 15 200
F(X) 465 60 15 540 2.7 1
2 Performance Incentives (F) 125 45 30 200
F (X) 375 90 30 495 2.475 2
3 Better Career and Development Plans(F) 74 56 70 200
F(X) 222 112 70 404 2.02 5
4 Better Training Facilities (F) 70 94 36 200
F(X) 210 188 36 434 2.17 3
5 Recreation Facility (F) 80 48 72 200
F(X) 240 96 72 408 2.04 4
6 Flextime Policies (F) 40 72 88 200
F(X) 120 144 88 352 1.76 7
7 Proper Performance Appraisal (F) 48 52 100 200
F(X) 144 104 100 348 1.74 8
8 Clear Leadership and Vision (F) 56 74 70 200
F(X) 168 148 70 386 1.93 6
INFERENCE
From the above table it is inferred that most of the employee are expect higher pay package in new company. It holds 1st Rank in the table among the eight
options. After higher pay package only employee prefers the performance Incentives so that the Performance incentives hold 2nd rank in the table. The company
should provide a higher pay package and the performances incentives to avoid the employee to jumping from one to another company. After this the employee
expects better training facilities in the company so, it hold 3rd place in the table. After this three things only the employee expect the other facility like recreation
facility, better career and development plan, clear leadership and vision, flexitime policies and finally proper performance appraisal, these holds 4th , 5th ,6th ,7th,
8th rank respectively.

CHI SQUARE TESTS
FINANCIAL BENEFITS AND JOB HOPPING
H0: There is no significant relation between the Financial Benefits and Job Hopping.
H1: There is significant relation between the Financial Benefits and Job Hopping.
TABLE - 3
Yes No Total
Highly satisfied 102 18 120
Satisfied 28 22 50
Not satisfied 6 24 30
Total 136 64 200
APPLYING χ 2 TEST
Observed frequency(O) Expected frequency (E) O-E
(O-E)2 (O-E)2/E
102 81.6 20.4 416.16 5.1
18 38.4 -20.4 416.16 10.8375
28 34 -6 36 1.058824
22 16 6 36 2.25
6 20.4 -14.4 207.36 10.16471
24 9.6 14.4 207.36 21.6
51.01103
γ= (r-1) (c-1)
= (2-1) (3-1)
= 1*2
=2
Calculated value is higher than the Tabulated value.
∴Calculated χ 2 ≥ Tabulated χ 2
51.01103 ≥ 5.991
∴ H1is accepted (i.e.) there is significant relation between the Financial Benefits and Job Hopping in Organization.
NON - FINANCIAL BENEFITS AND JOB HOPPING
H0: There is no significant relation between the Non- Financial Benefits and Job Hopping.
H1: There is significant relation between the Non- Financial Benefits and Job Hopping.
TABLE - 4
Yes No Total
Satisfied 47 18 65
Total 136 64 200
APPLYING χ 2 TEST
Observed frequency(O) Expected frequency (E) O-E (O-E)2 (O-E)2/E
45 54.4 -9.4 88.36 1.624265
35 25.6 9.4 88.36 3.451563
47 44.2 2.8 7.84 0.177376
18 20.8 -2.8 7.84 0.376923
44 37.4 6.6 43.56 1.164706
11 17.6 -6.6 43.56 2.475
9.269832
γ= (r-1) (c-1)
= (2-1) (3-1)
= 1*2
=2
9.269832 ≥ 5.991
∴ H1is accepted (i.e.) there is significant relation between the Non- Financial Benefits and Job Hopping in Organization.
TRAINING & DEVELOPMENT PROGRAMS AND JOB HOPPING
H0: There is no significant relation between the Training & Development Programs and Job Hopping.
H1: There is significant relation between the Training & Development Programs and Job Hopping.
TABLE - 5
Yes No Total
Satisfied 29 6 35
Total 136 64 200

APPLYING χ 2 TEST
101 102 -1 1 0.009804
49 48 1 1 0.020833
29 23.8 5.2 27.04 1.136134
6 11.2 -5.2 27.04 2.414286
6 10.2 -4.2 17.64 1.729412
9 4.8 4.2 17.64 3.675
8.985469
γ= (r-1) (c-1)
= (2-1) (3-1)
= 1*2
=2
8.985469 ≥ 5.991
∴ H1is accepted (i.e.) there is significant relation between the Training & Development Programs and Job Hopping in Organization.
CAREER & DEVELOPMENT PROGRAMS AND JOB HOPPING
H0: There is no significant relation between the Career & Development Programs and Job Hopping.
H1: There is significant relation between the Career & Development Programs and Job Hopping.
TABLE - 6
Yes No Total
Satisfied 60 10 70
Total 136 64 200
APPLYING χ 2 TEST
70 78.2 -8.2 67.24 0.859847
45 36.8 8.2 67.24 1.827174
60 47.6 12.4 153.76 3.230252
10 22.4 -12.4 153.76 6.864286
6 10.2 -4.2 17.64 1.729412
9 4.8 4.2 17.64 3.675
18.18597
γ= (r-1) (c-1)
= (2-1) (3-1)
= 1*2
=2
18.18597 ≥ 5.991
∴ H1is accepted (i.e.) there is significant relation between the Career & Development Programs and Job Hopping in Organization.
FINDINGS
1. JOB HOPPING
The employees have previously hopped their job more than once.
2. REASON FOR JOB HOPPING
That most of the employees have hopped their job because of lack in spacious and friendly interiors. Most of the employees expect friendly relation in the
company. Some others need proper incentives schemes and performance bonus. Some respondents hop their job due to flextime policies and some of
employees are expect proper performance appraisal system, conveyance provided and proper career and progression policies.
3. EMPLOYEE STAND IN THE COMPANY
Employees expect proper & regular training so as to cope up with the technological advancements. Employees feel that, job should match their qualification
should be assigned to them. Other than the above said aspects, employees give importance to career progression policies and financial benefits. Employees give
less importance to physical &work environment and also the non-financial benefits provide by the company. Employees decide to hop only on the basis of
training and job assigned.
4. REGRET FOR THE JOB HOPPED
Few employees regret for hopping the job become they lose contact with old colleagues and also they have less free time in the current company. Except some,
others doesn’t regret for changing their job.
5. EXPECT IN THE NEW COMPANY
Employees hop their job for higher pay package and better performance incentives. If the package is good they less prefer training &recreation facilities. Career
development plan, flex time policies and performance appraisal gets less preference &seldom hop for these reasons.
6. PLAN TO GO ABROAD
Most of the employees wish to go abroad. Out of which, most prefer U.S.A and some other prefer Singapore. Other than this employee prefer Japan, France etc.
SUGGESTIONS
1. Training on health and safety measures should be provided.
2. A few measures can be taken to revise the pay and improve other benefits.
3. Team performance must be highly encouraged and recognized.
4. Policies have to be reframed so as to serve the dual purpose of attracting potential employees and keeping the current ones passionate and committed.
5. HR Policy, specifically financial policy can be revised for every two years. This would ensure regular revision of the per diems automatically. Effective
manpower planning should be there to ensure optimum utilization of human resources.

6. The superiors must guide their team members in order to accomplish their goals. The performance appraisal system may be used effectively to motivate
the employees to attain the departmental and organization targets.
7. In the category of General Programs, emphasis should be given for Health and Environment, Personality Development, which may enable the employee’s
self-development.
8. Create a total reward structure that includes more than compensation.
9. Give feedback on employee performance on a regular basis.
10. Be flexible in terms of work-life balance. Flexi-time policies today are mostly invited by women workers and professionals.
11. The HR policies in the company should undergo some changes with regard to improvement in career and development planning.
12. The company should provide non – financial benefits should be provided to all class of employees so that it helps to retain them.
CONCLUSION
Automobile industry is one of the booming industries in the world. A field with full of competition, organisation expect to retain their trained professional. The
Human Resources of these firms are highly fragile and sensitive so that they should be handed with lot of care and concern. Job - hopping will cause a serious
effect on these companies. Through this study the researcher has found that the factors which led to job-hopping. As opportunity is high for employees,
unsatisfied employees hop a lot and even without taking the disadvantage of job hopping. The company should satisfy the employee to retain them in the
company. The organisation considers the suggestion provided by the researcher so as to reduce employee turnover.
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Publication date: Jul 01, 2010. Prod. #: R1007Q-PDF-ENG.
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Africa.

WORK LIFE BALANCE: AN OVERVIEW OF INDIAN COMPANIES
DR. KARAMVIR SINGH SHEOKAND

ASST. PROFESSOR
IMSAR
M. D. UNIVERSITY
ROHTAK
PRIYANKA
ASST. PROFESSOR
G.V.M. INSTITUTE OF TECHNOLOGY & MANAGEMENT
SONEPAT
ABSTRACT
Work-life balance has become a subject of concern for both research scholars and business leaders in view of the contemporary demographic, technological,
market, and organisational changes associated with it. However, there has been little academic attempt to provide a holistic picture of work-life balance benefits
and programmes (WLBPs) offered by various organisations in India. Work–life balance is the proper prioritizing between "work" (career and ambition) on one
hand and "life" (pleasure, leisure, family and spiritual development) on the other. The present paper covers the concepts of work life balance and work life
balance practices. The paper has discussed the conceptual paradigm of work life balance. This paper includes various survey reports on work life balance policies
and practices stimulating employees. The purpose of the paper is to describe the prevalent work life balance practices in India. The present study is descriptive in
nature. The paper gives the details of work life balance practices adopted by the companies in India. These practices are more prominent in new economy
organisations. The range of these practices varies across organisations and there is still a long way to go when work life balance practices become strategic HR
initiatives in most organisations.
KEYWORDS
Work life balance, Work life balance policies and practices, Retaining, Motivation.
INTRODUCTION
O rganisations today increasingly recognise the potential of their employees as a source of competitive advantage. With intensified global competition,
improved employee mobility, changing family and work models and many other demographical changes has made organisations think of new strategies
in attracting, engaging and retaining employees. Work life initiatives have been identified to be a predictor of attracting and retaining employees (Equal
employment opportunities trust, 2007; Konrad & Mangel, 2000). Research further reports, reduction in absenteeism, increase in self reported productivity and
improvement in job satisfaction (equal employment opportunities trust, 2007) as a result of organizational work life initiatives, supporting employee work life
balance.
Studies on work life balance often concentrate only on the two domains work and family. At the same time work and family have been often considered as two
sides of the same coin having a zero sum game (Eiknof, Warhurst & Haunschild, 2007). It has been often neglected that both work and family can contribute
significantly on the overall life satisfaction. Bird (2003) argues that work life balance should essentially concentrated on the four aspects work, family, self and
social, due to the fact that an individual’s life satisfaction goes beyond family and work.
WORK LIFE BALANCE

Work life balance refers to harmonious or satisfying arrangement between an individual’s work obligations and his/her personal life (sverko, et. al 2002). Work
life balance, its broadest sense, is defined as a satisfactory level of involvement or ‘fit’ between the multiple roles in a person’s life. Although definitions and
explanations vary, work life balance is generally associated with equilibrium, or maintaining an overall sense of harmony in life.
The concept of work life balance is based on the notion that paid work and personal life should be seen as less competing priorities than as complementary
elements of a full life. The way to achieve this is to adopt an approach that is “conceptualised as a two way process involving a consideration of the needs of
employees as well as those of employers” (Lewis, 2000: p.105). In order to engage employers in this process it is important to demonstrate the benefits that can
be derived from employment policies and practices that support work life balance.
Although work life balance has traditionally been assumed to involve the devotion of equal amounts of time to paid work and non-work roles, more recently the
concept has been recognised as more complex and has been developed to incorporate additional components.
1. Time balance, which concerns the amount of time given to work and non-work roles.
2. Involvement balance, meaning the level of psychological involvement in, or commitment to, work and non work roles.
3. Satisfaction balance or the level of satisfaction with work and non-work roles.

A CONCEPTUAL PARADIGM OF WORK- LIFE BALANCE
FIG.1- A CONCEPTUAL PARADIGM OF WORK-LIFE BALANCE
MODERATORS WFC OUTCOMES

TECHNOLOGICAL
1. GENDER PERSONAL
2. MARITAL
STATUS 1. HEALTH
ECONOMIC WFF
3. SIZE OF 2. FAMILY ISSUES
FAMILY ORGANISATIONAL
4. AGE OF
SOCIO- CULTURAL CHILDERN FWC 1. FINANCIAL
5. SOCIAL MEASURES &
SUPPORT PERFORMANCE
6. PERSONALITY 2. NON-FINANCIAL
7. INUSTRY FWF MEASURES
INSTITUTIONAL -LEGAL
FEEDBACK LOOP
Source- NHRD Network Journal, July 2009

1. THE ENVIRONMENTAL FACTORS
A. Technological Environment:- Technological progress has contributed to labour and time- saving devices in many of the activities associated with
shouldering family and household responsibilities, ranging from cooking to washing and housekeeping to name a few. Moreover, it has also contributed to
emergence of virtual workplaces and flexi work patterns which to some extent help cope with work- life demands better than before. Telework and
telecommunicating are becoming increasingly common. While this development can enhance work- life balance, it could have a differential impact that
lowers work family conflict but increases family work conflict.
B. Economic Environment:- Global competition and global production networks through outsourcing have created relocation of jobs across international
boundaries and contributed to new ways of overcoming the human talent deficit. One of the major fallouts of outsourcing is the increase in dual income
families in developing countries, especially the emerging economies.
C. Socio- cultural Environment: - Research has shown that the attitude towards work, as defined in terms of hours worked per annum, varies across
countries. According to the 1998 far east economic review, in general, urban Asians worked an average of 2150 hours per annum vis-a-vis 2068 hours for
South Americans, 1898 hours for north Americans and 1773 hours in Europe. Berlin, Germany reported the lowest number of work hours at 1667, with the
average worker getting 30 days off every year. Research in Anglo countries has also found a stronger positive relationship between the number of work
hours and work- family stressors (Spector, Cooper, Poelmans 2004). Overall the work-Life Balance issues confronting workers in the industrialised countries
differ from that in the developing economies. To a certain extent the problems may be a function of the ageing work force in the industrialized west with
higher demands on the care of the elderly, whereas in the case of countries like India, It is the younger population that requires greater family care and
attention.
D. Institutional and Legal Environment: - The International Labour Organization (ILO) has been a pioneer in championing the cause of workers with family
responsibilities and has established several international labour standards and recommendations on the subject. The ILO Convention of 156 on Workers
with family responsibilities covers all branches of economic activity and all categories of workers. Maternity Protection Convention (adopted in 1919 and
revised in 2000) and recommendation No.191 on the subject provide for maternity leave extended from 12 to 14 weeks including paternity leave up to 18
weeks and provides for protection against dismissal of pregnant women and provision for breastfeeding during working hours.
2. Moderating Variables: - Work-Life Balance are moderated by several variables including gender, marital status, size of the family, age of children, social
support, personality traits and industry/ sector. With regard to gender, Research shows that women tend to derive less benefit from social support from their
supervisors/colleagues in comparison to their male counterparts (Van Daalen, Willemsen, Sanders, 2006).
In terms of marital status and family size, those who are single and those with smaller families and / or with grown children generally experience less work-
family life tensions than those who are married, have larger families and young children (Tung 1999).
As far as social support is concerned it is usually of two types: Instrumental support comes from society and employers in terms of the provision of family care
facilities, long maternity/paternity leave, work women hostels and home for the aged to care for the ageing population. Emotional support comes from ones
family, managers or colleagues. Personality traits can also moderate the relationship between environmental variables and Work- Life Balance.
2. Outcomes of the Above Factors of Work – Life Balance: - work family and family work conflicts could adversely affect the employees’ career (Hewlett and
Luce, 2006). Family issues including increased incidence of divorce are common where work-family conflicts escalate. Work-Family conflict can have
disastrous consequences on the organization, both financial and non financial wise. Research shows that firms with better Work – Life Balance practices
enjoyed significantly higher productivity. As far as non financial aspects of organizational performance is concerned, research shows that firms that adopt
more enlightened Work – Life Balance policies can improve the level of job satisfaction and increase organizational commitment among their employees
(Pratt, 2006).
WORK LIFE BALANCE POLICIES & PRACTICES

Work life balance policies and practices enhance the autonomy of worker in coordinating and integrating the work and non-work aspects of their lives. Three
broad types of types of work life strategies have been created to help employees balance their work and non-work lives: flexible work options specialize leave
policies and dependant- care benefits. These include a range of policies and practices like, compressed work week, flexitime, job sharing, home
telecommunicating, work-at-home programs, part-time work, shorter work days for parents, bereavement leave, paid maternity leave, paid leave to care sick

family members, paternity leave, on site/near site company childcare, company referral system for childcare, programs for emergency care of ill dependents,
childcare programs during school vacations, re-entry scheme, phased retirement, sabbatical leave, professional counselling, life skills programs, subsidised
exercise for fitness centre, relocation assistance, work and family resources kit or library.
Work-life balance policies can assist employees achieving a balance between their work and personal commitments that is right for them. The policies need to
be supported by the workplace culture, which reflects the beliefs, values and norms of the whole of the organisation from the CEO to staff members. Other
important factors in the success of work life balance policies include proper communication of commitment to the policies to existing and future employees ,
raising awareness of the policies, education of managers about the importance of policies, and training of managers on ’how to’ implement these policies.
WORK – LIFE BALANCE - AN IMPERATIVE FOR BUSINESS

1. SKILL SHORTAGES
In the past, the provision of flexible work options was often viewed by the organizations as an optional ‘fringe benefit’. However in the present demographic and
economic climate, policies and strategies promoting work/life have become crucial. Many developed countries are facing serious shortages of skilled workers
across industries. This is due to the ageing workforce that will grow proportionally over the next 20 years. Research conducted by Australian Government
Productivity Commission (2005) shows one-quarter of Australians will be aged 65 years or more by 2044–45, giving rise to economic and fiscal impacts that pose
significant challenges for organizations of all types and sizes. Drop in fertility levels in women also contribute to this ‘structural ageing’. From an organizational
perspective, the adoption of work/life balance practices can help ease the problem of skill shortages by attracting and retaining previously ‘untapped’ pools of
talent – including mothers returning to the labour market, mature workers and certain minority groups – by creating work environments that would have been
previously untenable.
2. EXPENSIVE EMPTY DESKS
Work/life balance policies and practices can improve the ‘employee experience’ and hence help organizations to retain their staff. Turnover is a major issue for
many businesses because of the costs of hiring and training new personnel, as well as the costs of not having departed employees working toward organizational
goals. The established link between th0e provision of flexible work options and reduction in turnover means that work/life balance is now a strategic human
resource issue. Research suggests that where employees preferences for cultures and values are consistent with actual organizational cultures and values,
turnover is decreased. This is known as person/organization fit. However, when priorities and goals are incompatible, employees are more likely to seek
consistent cultures elsewhere.
3. WHY WORK HERE?
In addition to staff turnover issues, organizations genuinely promoting and supporting work/life balance policies often receive community recognition as ‘good’
corporate citizens, or ‘employers of choice’. Where skill shortages are evident, or where skilled applicants have a number of job offers, the willingness or
otherwise of an organization to accommodate employees’ work/life balance may well be a deciding factor in accepting a job offer. In this war for talent it
becomes very crucial for employers to come up with attractive work – life policies and programs in order to hire and retain their best talent. Environments that
support employee’s work/life balance have been found to improve organizational commitment, higher job satisfaction, less absenteeism and less inclination to
leave the organization directly affecting the bottom line – defined as a belief and acceptance of organizational goals and values, a willingness to put forth efforts
toward these goals and a desire to maintain organisational membership.
WORK LIFE BALANCE POLICIES & PRACTICES STIMULATING EMPLOYEE
Although the labour market deteriorated during the economic down turn, there has been an improvement in labour market conditions in recent months. It is
anticipated that the growth in employment will continue.
The decline in the number of young people available for employment and the increasing number of employees nearing retirement age will continue to pose
significant challenges to obtaining and maintaining sufficient numbers of quality employees. It is important for organisations to have enough employees to
deliver on its goals and objectives, hence the importance of attraction and retention. Staff turnover pose a major cost to organisations, which is estimated at
between 90 and 200 percent of an employees’ annual salary. Thus, measures that improve attraction and retention and reduce staff turnover costs are
important for business. Part of being an attractive, competitive employer involves the provision of work life balance policies, which can help retain older
workers, as well as attract parents who have been out of the workforce due to caring responsibilities and young workers who want to combine work and study.
For example, a recent survey by the Australian Human Resource Institute (non Queensland government link) amongst 1822 of its members, who are primarily HR
managers and professionals, found that 80 percent believed that paid parental leave is significant in attracting good staff and 82 percent believed that offering
paid parental leave contributes to employee retention.
The UK Equal Opportunities Commission (EOC) outlined in their report, that 6.5 million people in Britain are not using their education, skills or management
experience in their labour market. It was suggested that these people could be using their skills more fully if more flexible working were available, either by
working or working at a level at which they used to work. The EOC argues that inflexibility in workplaces is creating a massive waste of talent and potential. The
EOC found in their investigation that trading down and working under potential can be the outcome of the failure of high level work to offer flexibility and new
ways of working. Furthermore, a third of unemployed people could be encouraged back into the workforce if flexible working was available according to the
report.
The McCrindle Research Study of 3000 Australians shows that work life balance is the number one factor of job attraction and retention. Employers seeking
scare staff are increasingly touting their commitment to work life balance in recruitment advertising. But apart from attracting someone into a job, do initiatives
to encourage work life balance also stimulate employee engagement.
Baral (2009) In a study of 730 managerial employees from various organizations in India, it was found that family contributes extensively to work in terms of
enhancing performance and positive emotions at workplace. One of the key findings was availability of work-life balance practices. When an organization offers
its employees policies, practices, benefits and services to help them integrate their work and family responsibilities, employees feel committed to the
organization and indulge themselves in organizational citizenship behaviors.
A Regus Work-Life Balance Index Survey carried out in May 2012 noted that Indian employees were much happier with their work-life Balance as compared to
2010. In addition to India, nations like Mexico, Japan and Brazil too had a high number of respondents showing increased satisfaction in their jobs and an
improvement in their work-life balance than before. The Regus survey collected responses from 16,000 businesses professional in 80 countries. The elements
taken into consideration were working hours, commuting time to the workplace, satisfaction in the quality of family time obtained and a comparison to
employees’ work-life balance in the past. A similar survey was carried out by Regus in 2010.
The results from the 2012 survey have been benchmarked against a base score of 100 from 2010. A clear 15% positive rise was seen in the 2012 results as
compared to 2010.

80% employees in India enjoyed their work more in 2012 than what they did in 2010. After Brazil, India stood at the second position in the category that
measured how much effort companies were putting to help employees decrease their travel time to work. At 57%, India was well above global average which
stood at 42%.
India also ranked fairly well in the category which measured employee satisfaction in the quality of time they spent with their family. India matched the Global
Average of 59%. Netherlands topped this category with a whopping 69%.
India topped the charts when it came to work life enjoyment and achievement – 84% Indians believed they achieved more at work today than they did in 2010.
The Ma Foi Randstad Workmonitor Survey 2012 conducted in April 2012 brought forth a unique observation. The survey stated that Indian employees
considered technological advancements to be the culprit in eating into their work-life Balance. Reporting on the survey, TOI quoted respondents saying that on
one hand technology made their work more efficient but on the other hand it was intruding deeper and deeper into their personal lives.

INDIAN COMPANIES RESPONSE TO WORK-LIFE ISSUES IN INDIA
In general, the response of Indian organisations to work life issues has been limited. The reason for this are, a culture that does not empower women, an
assumption and expectation that the joint family is in a better position to provide support than non-family institutions and demographic factors. In India, the
most progressive work family programs come from the public sector. Family friendly measure offered include reduced hours, career break leave, responsibility
leave and parental leave. In Private sector, most of the companies offering well defined work life programs are multinational and in the IT and ITES sector. The
motivation for multinational companies to offer family friendly measure to their Indian subsidiaries is partly to maintain HR practices globally, partly in response
to the demands placed on them by younger men and women employees, and partly as a tool to retain talent.
Merck Sharp and Dohme openly advertises on its website the autonomy that can be enjoyed in their managerial and sales jobs as a way of attracting and
retaining talent. The company offers liberal health and hospitalization benefits, sometimes picking up the balance of an employee’s health expenses when the
amount exceeds the insurance coverage. In keeping with the government’s family planning philosophy, the company cover expenses for only up to the second
child of the employee.
Procter & Gamble India has been offering work from home for its employees, and reduced work schedules, both of which have been a great enabler in
maximizing productivity and helping manage work life balance.
PricewaterhouseCoopers Pvt Ltd. Offer support for commuting and have programs covering fun at work, health, and stress reduction. Gymnasium facilities are
provided at major office locations. The company encourages employees to participate in community sport events such as cricket matches, marathons etc. As a
part of corporate Social Responsibility, PWC has recently taken initiatives in the area of education and sustainability. NGOs at each of the locations have been
identified. PWC has also put in place a women’s network for senior women. This is aimed at empowering them to manage work life balance better. One of the
programs, titled “My Mentor”, aimed at self motivation and taking charge of one’s work and life, has been well received by participating women employees.
Real pressure to offer unique and relevant family friendly measures is being faced by local Indian companies in the IT and Business Process Outsourcing sectors.
The rapid growth of theses sector during the last decade has resulted in the employment of young women in large numbers with long working hours.
one local BPO firm near New Delhi acted on an employee’s suggestion that mothers would like to see their children being cared for in on-site day care centres by
building glass walls for the day care centre and providing electric outlets on the other side of the wall, where women can work while feeling close to their
children. Two examples of well known Indian companies offering wellness initiatives to their employees to help manage stress are Infosys Technologies and
Wipro.
Infosys Technologies, a leading IT service provider, has a wellness initiative called Health Assessment Lifestyle Enrichment (HALE). The initiative consists of a
portal for online dissemination of information on various stress-related issues and a hotline whereby employees can directly receive counselling and expert
opinions. The data from the portaland the hotline help the HR department to track key indicators like absenteeism rates and link them with causes and resultant
billing losses. These data also help to measure the effectiveness of the initiative in terms of improvement in productivity. Based on these inputs, HR takes
suitable actions to deal with the prevalent wellness issues in the organization.
Wipro, a leading player in both the IT & BPO sectors, encouraging employee wellness is an integral part of the corporate culture. This is reflected in Wipro’s
numerous health and safety initiatives which supplement health-related benefits. Some of these are nutrition consulting, health centres, medical camps, and
regular well-being events like the annual Wipro marathon. The most successful Wipro project is one called Mitr which means ‘friend’ in Hindi. In this program, 28
employees, all volunteers, were trained to counsel fellow employees to manage stress. Mitr signifies to employees that they do have a friend in Wipro and that
they should be able to share their problems with a safe ally in the company.
Zensar Technologies provides child care arrangements such as crèche facility to its employees. It arranges “Pizza and Coke” an informal meeting where
associates can meet their seniors and discuss anything and everything. It has a facility called “Madat Online” a 24/7 service which is available for employees to
take care of some of their personal day-to-day activities like dropping cheques, drawing cash, pay telephone bills and school fees of employees children. It
organises stress management programs, arrange social event such as family day and fun days at work regularly.
The Tata Group has culture of investing in several community development programs that have the theme of women’s empowerment. In the Tata Motors plant
at Pune there are several cooperatives managed and run by the wives of company employees. These cooperatives, called Grihini Udyogs, provide the company
with a variety of products ranging from cables for vehicles to chapattis for their cafeteria. The cooperatives provide extra income for employees and their
families. Most of the cooperative’s products are sold to Tata Motors, like pickles, condiments and bags are also sold in the open market.
Cisco set up the Women’s Action Network (WAN) in 2004. WAN India has more than 350 members, who strategize and execute activities with the guidance of
executive sponsors and thought leaders. Some of the activities organized by Cisco’s WAN are the Role Model Leadership Series (RMLS) workshops, community
initiatives such as Girls in Technology, adopting charities focused on education, networking events, and ‘bring your child to work’ day.
Shell being one of the multinational companies believes and practices employee diversity and work life balance. Employees are given options such as flexitime
and work from home. Employees’ perception about work life balance is assessed every year in their Annual Global People Survey to see where the company
stands and what should do to help employees achieve a healthy work life balance. It advocates video or teleconferences to reduce business related travel. It also
organises midweek meetings to avoid weekend travel. It discourages overtime work and taking work home on weekends. Personal leaves cannot be carried over
to next year and are not encashable so that employees will use personal leaves for self and family. These practices show the organisation’s concern for employee
work life balance.
IBM India undertakes measures for the advancement of women and for promoting workplace flexibility as part of its global diversity initiatives that are based on
the three pillars of equal opportunity, affirmative action and work-life programs. These measures are focused on mentoring and coaching for women, attending
internal and external conferences and symposia, participating in steering committees, emphasizing executive and technical resources programs, regularly
carrying out work-life employee surveys, and developing diversity-specific hiring programs.
Johnson & Johnson, India established the Women’s Leadership Initiative (WLI) in 2002 with the support of top management. WLI is aimed at removing barriers
to the advancement of women within the company and at attracting and developing women leaders in the company. The organization is committed to fostering
a culture of inclusion by building the much needed sensitivity around the topic of gender inclusion in the workplace. WLI has taskforces created to work on areas
of work-life integration, policy development, learning and career development, and networking. J&J India also undertakes several community initiatives focused
on improving awareness of health is-sues surrounding diabetes and AIDS, providing support to street children, orphans and tribal girls, and providing maternity
and gynaecological care to women in need.
RESTART is a program initiated at General Electric’s Technology Centre in Bangalore oriented at hiring women technologists who are on a career break. RESTART
contains a detailed flex program and manager training, access to a day care facility through collaboration with another GE business, and special pre- and post-
maternity programs such as a ‘Mom to be’ relaxation room, ‘Mom to be’ car park, and a lactation room. RESTART hires are provided with mentors to guide them
in “re-learning” the organization. After launching the RESTART campaign, GE has had 1.3 million web site hits, received over 1500 applications, and to date has
already hired four RESTART technologists. In 2008, GE won the Smart Workplace Award, which is a national award provided to organizations with effective
environments.
CONCLUSION
The socio demographic and economic changes have pressurized employers to look beyond welfare practices and provide more humane and family friendly
concerns so that employees can accommodate both their family and work needs. Organisations are becoming conscious about these issues and applying work
life balance practices. The paper described the WLB policies and practices. One survey in this paper shows that 80% employees in India enjoyed their work more
in 2012 than what they did in 2010. The paper concludes that work life balance practices and policies and employee engagement have positive relation. The
various surveys report included in this paper shows that WLB practices motivate, retain and engage employees. This paper also highlighted the companies such
as Merck Sharp and Dohme, Procter & Gamble, PricewaterhouseCoopers Pvt Ltd., Infosys Technologies, Wipro, Tata Group, Cisco, IBM, Johnson & Johnson and

General Electric’s Technology. Work life balance practices have their roots in the statutory and voluntary welfare practices offered by many employers during
and post industrialization era.
Multinational organisations are found to be more responsive towards work life balance issues and are found to have provided more WLB practices.
Government’s intervention to protect employees from exploitative workplace terms and conditions made by employers and in some cases employers’ pragmatic
concerns for their employees’ health, safety and welfare can be considered as the major reasons behind introduction of such policies like canteen facilities, and
employee friendly office interiors and programs for family and children of employees. Yoga classes and stress management workshops are conducted on a
regular basis as a part of employee well-being programs and providing recreation facility or conducting social events at work place might relieve the stresses of
long working hours.
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10. Sabatini Fraone, J., Hartmann, D., & McNally, K (2008), the multigenerational workforce: Management implications and strategies for collaboration
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12. www.dti.gov.uk/workingparents

ORGANIZED RETAIL SECTOR IN INDIA – OPPORTUNITIES AND CHALLENGES IN PRESENT ASPECTS
DR. RAGHAVENDRA DWIVEDI

CHAIRPERSON
DEPARTMENT OF M.B.A.
ITS
GHAZIABAD
RAM KUMAR
RESEARCH SCHOLAR
MEWAR UNIVERSITY
GANGRAR
ABSTRACT
The Retail bazaar in India is booming beyond everyone’s expectation. The Indian Retail sector has caught the world’s imagination in the last few years. India’s
retail growth was largely driven by increasing disposable incomes, favorable demographics, changing lifestyles, growth of the middle class segment and a high
potential for penetration into urban and rural markets. The organized retail sector accounts for 5 % which is expected to grow to 10 % by the end of 2011. A
number of large corporate houses like Aditya , Bharti , Reliance ,Pantaloon ,Vishal ,Tata's , RPG, Raheja's and Piramals's have diversified to add retail to their
sector portfolio. This study revolves around the opportunities and challenges faced by organized retail players in India. It was found that organized retailers see
competition from the unorganized sector as their biggest challenge, followed by competition between organized retailers and the inefficiency of distribution
channels, internal logistical problem and retail shrinkage.
KEYWORDS
Retailers, Growth, Organized, Economies, Corporate Houses.
OVERVIEW OF INDIAN RETAIL INDUSTRY
I
ndia is one of the largest emerging markets, with a population of over one billion. It is one of the largest economies in the world in terms of purchasing
power. Retailing in India is at a nascent stage of its evolution, but within a small period of time certain trends are clearly emerging which are in line with
the global experiences.
Organized retailing has become more popular in big cities in India and most of the metropolitan cities and other big cities are flooded by modern organized retail
stores. Many semi rural areas have also witnessed entry of such organized retail outlets. India's retail sector is estimated to touch US$ 833 billion by 2013 and
US$ 1.3 trillion by 2018, with a compound annual growth rate (CAGR) of 10%, which is quite lucrative. Retailing as a whole contributes almost 10% of India’s
GDP, and employs almost 8% of India’s employable population.
The organized sector accounts for a mere 5 per cent indicating a huge potential market opportunity that is lying in the waiting for the consumer-savvy organized
retailer. Purchasing power of Indian urban consumer is growing and branded merchandise in categories like Apparels, Cosmetics, Shoes, Watches, Beverages,
Food and even Jewellery are slowly becoming lifestyle products that are widely accepted by the urban Indian consumer. Organized retailing is witnessing a wave
of players entering the industry. These players are experimenting with various retail formats. A number of large corporate houses like Aditya , Bharti, Reliance,
Pantaloon, Vishal, Tata's, RPG, Raheja's and Piramals's have already made their foray into this arena, with beauty and health stores, supermarkets, self-service
music stores, new age book stores, everyday low price stores, computers and peripherals stores, office equipment stores and home/building construction stores.
Today organized players have attacked every retail category.
RETAIL SALES GROWTH IN INDIA

OPPORTUNITIES FOR THE ORGANIZED RETAIL SECTOR IN INDIA
1. India’s booming economy is a major source of opportunity. It is the third largest in the world in terms of purchasing power. India is the second fastest growing
major economy in the world.
2. India's huge population has a per capita income of Rs 44,345.
3. The proportionate increase in spending with earnings is another source of opportunity.
4. With the Indian economy now expected to grow at over 8% and with average salary hikes of about 15%, manufacturers and retailers of consumer goods and
services can expect a major boost in consumption.
5. Increasing use of plastic money for categories relating to Apparel, Consumer Durable Goods, Food and Grocery etc.
6. Increased urbanization has led to higher customer density areas thus enabling retailers to use lesser number of stores to target the same number of
customers.
ORGANIZED RETAIL MARKET IN INDIA (Rs. crore)
RETAILING FORMATS IN INDIA

1. Malls
2. Specialty Stores
3. Discount Stores
4. Department Stores
5. Hyper markets / Supermarkets
6. Convenience Store
7. MBO’s
Malls: Mall is largest form of organized retailing today. Located mainly in metro cities, in proximity to urban outskirts they range from 60,000 sq ft to 7, 00,000
sq ft and above. They lend an ideal shopping experience with an amalgamation of product, service and entertainment, all under a common roof. Examples
include Shoppers Stop, and Pantaloon.
Specialty Stores: Focusing on specific market segments and have established themselves strongly in their sectors. Chains such as the Bangalore based Kids
Kemp, the Mumbai books retailer Crossword, RPG's Music World and the Times Group's music chain Planet M are a couple of examples.
Discount Stores: As the name suggests, discount stores or factory outlets, offer discounts on the MRP through selling in bulk reaching economies of scale or
excess stock left over at the season. The product category can range from a variety of perishable/ non perishable goods. Discount Circuit is one such example.
Department Stores: Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer needs. Further they are classified into localized departments
such as clothing, toys, home, groceries, etc.
Hyper markets/ Supermarkets: Large self service outlets, catering to varied shopper needs are termed as Supermarkets. These are located in or near residential
high streets. These stores today contribute to 30% of all food & grocery organized retail sales. Super Markets can further be classified into mini supermarkets
typically 1,000 sq ft to 2,000 sq ft and large supermarkets ranging from of 3,500 sq ft to 5,000 sq
Convenience Stores: These are relatively small stores 400-2,000 sq. feet located near residential areas. They stock a limited range of high-turnover convenience
products and are usually open for extended periods during the day, seven days a week. Prices are slightly higher due to the convenience premium.
MBO’s: Multi Brand outlets, also known as Category Killers, offer several brands across a single product category. These usually do well in busy market places
and Metros.

MAJOR RETAILERS IN INDIA
The major retailers occupied in the organized retail sector in India are :
ADITYA BIRLA RETAIL LIMITED: Aditya Birla Retail Limited is the retail arm of Aditya Birla Group, a USD 28 billion Corporation. The Company ventured into food
and grocery retail sector in 2007 with the acquisition of a south based supermarket chain “Trinethra”. Subsequently Aditya Birla Retail Ltd. expanded its
presence across the country under the brand "More" with 2 formats Supermarket & Hypermarket. Supermarket More for you - Conveniently located in
neighborhoods, more supermarkets cater to the daily, weekly and monthly shopping needs of consumers. The product offerings include a wide range of fresh
fruits & vegetables, groceries, personal care, home care, general merchandise & a basic range of apparels. Currently, there are over 640 More supermarkets
across the country.
Bharti Retail Ltd.: Bharti Retail Ltd. is a wholly owned subsidiary of Bharti Enterprises. Bharti Retail operates a chain of multiple format stores. The company’s
neighborhood format stores operate under the "Easy day" brand and the compact hypermarket format under the “Easy day market” brand. Recently the
company has become more involved in the food economic sectors, with a joint partnership in the agriculture company Field Fresh. Field Fresh Foods Pvt. Ltd. is a
joint venture between Bharti Enterprises and DMPL India Ltd. (a subsidiary of Del Monte Pacific Ltd.). The JV launched its first B2B Best Price Modern Wholesale
cash-and-carry store in Amritsar.
Reliance Retail Limited: Reliance Retail Limited (RRL), is a subsidiary of RIL. Since its inception in 2006, Reliance Retail Limited (RRL) has grown into an
organization that caters to millions of customers, thousands of farmers and vendors. Based on its core growth strategy of backward integration, RRL has made
rapid progress towards building an entire value chain starting from the farmers to the end consumers. More than 3 years into operation, RRL has now expanded
its presence in more than 85 cities across 14 states in India. RRL forged ahead with its expansion plans and rolled out stores across the country. RRL’s footprint
now spans a network of more than 1,000 stores. RRL operates several ‘value’ & ‘specialty’ formats. The ‘value’ formats that RRL operates are: ‘Reliance Fresh’, a
neighborhood concept, ‘Reliance Mart’, an all under one roof supermarket concept & ‘Reliance Super’, a mini-mart concept.
Pantaloon Retail: Pantaloon Retail is the flagship company of Future Group. Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple
retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai, the company operates over 16 million square
feet of retail space, has over 1000 stores across 73 cities and 65 rural locations across India and employs over 30,000 people. The company’s leading retail
formats are:
• Food & Grocery: Big Bazaar, Food Bazaar
• Consumer Electronics: e-zone
• Rural Retail chain : Aadhaar
• Books, Music & Gifts: Depot
• Health & Beauty Care: Star, Sitara
• E-tailing: Futurebazaar.com
Vishal Retail Ltd.: Vishal Retail Ltd. is flagship company of Vishal Group which is engaged in Hyper market stores with an average area of 25,000 to 30,000 sq. ft.
through an impressive chain of 172 fully integrated stores spread over the area of more than 24,00,000 sq. ft. in around 110 cities across India in 24 states.
Vishal is one of fastest growing retailing groups in India. Its outlets cater to almost all price ranges. The showrooms have over 7000 products range which fulfills
all household needs, and can be catered under one roof. Maintaining the highest standards in quality and design, these stores have come to offer the finest
fashion garments at down-to-earth price structure. A fact that is better visible in the constant flow of shoppers all through the year.
Spencer's Retail Limited: Spencer's Retail Limited is a Flagship Company of RPG Enterprises. Spencer's Retail Limited is one of India's largest and fastest growing
multi-format retailers with footage of approximately 1 million square feet, 220 stores, including 30 large format stores across 35 cities in India. Spencer's focuses
on verticals like fresh fruit and vegetables, food and grocery, personal care, garments and fashion accessories, home and office essentials, electrical and
electronics. Established in 1996, Spencer's has become a popular destination for shoppers in India with Hyper markets and convenient stores catering to various
shopping needs of its large consumer base. The Spencer's hyper stores are destination stores, of more than 15,000 sq. ft in size. They offer everything under one
roof.
K Raheja Group: Shoppers’ Stop, promoted by the real estate group K Raheja, was one of the first movers to have set up a large retail outlet in New Delhi with
international ambience. Shopper’s Stop Ltd now has a considerable presence all over the country with over 7 lakh square feet of retail space andstocks over 200
brands of garments and accessories. The stores are spread all over India with presence in Mumbai, Delhi, Bangalore, Hyderabad, Jaipur, Pune, Kolkata, Gurgaon,
Chennai &Ghaziabad.
SWOT ANALYSIS OF RETAIL INDUSTRY OF INDIA

STRENGTHS
1) Organized retailing at US$ 3.31 billion, growing at 8%.
2) 2nd largest contributor to GDP after agriculture at 20%.
3) Pattern of consumption changing along with shopping trends.
4) Consumer spending increasing at 11% annually.
5) Almost 25 million sq. ft. retail space available.
6) Paradigm shift in shopping experience for consumers pulling in more people.
WEAKNESSES
1) Shortage of quality retail spaces at affordable rates.
2) Government regulations on development of real estate(Urban Land Ceiling Act)
3) Need to provide Value for Money-squeezing margins
4) Lack of industry status.
5) Retail revolution restricted to 250 million people due to monolithic urban-rural divide.
6) Lack of huge investments for expansion
OPPORTUNITIES
1) Increasing urban population-more participants in retail revolution.
2) Increase in consuming middle class population.
3) Social factors, like dual household income has enhanced spending power.
4) Spends moving towards lifestyle products and esteem enhancing products.
5) Average grocery spends at 42% of monthly spends-presents a huge opportunity
THREATS
1) Rising lease/rental costs affecting project viability.
2) Poor monsoons and low GDP Growth could affect consumer spending drastically.
3) Archaic labor laws are a hindrance to providing 24/7 shopping experience.
4) Personalized service offered by Kirana stores.
5) Unavailability of qualified personnel to support exponential growth in retail.
6) Differentiate taxation laws hindering
7) Increase in use of credit cards. Expansion

CHALLENGES FACED BY ORGANIZED RETAIL SECTOR IN INDIA
Although the Organized Retail market does offer a vast untapped potential, it should also be recognized that it is not that easy to operate in Retail market
because of several problems. Retailers need to address the challenges to become successful on long term.
1. The organized retail sector in India is still at a developmental stage, characterized by a very small number of players trying to create a new paradigm. To
become a flourishing industry, the Indian retail sector has to attract leading Indian and foreign players to make substantial investments.
2. Technology is one of the major challenges faced by organized retailers for efficient management.
3. Shortage of skilled workforce in retail sector.
4. Retail shrinkage is also one of the major challenges. Retail shrinkage is the difference in the value of stock as per the books and the actual stock available in
the shop. The causes of retail shrinkage are mainly employee theft, shoplifting, administrative errors and vendor fraud.
5. Understanding customers in terms of customer behavior and loyalty is a difficult job. Retailers need to implement effective customer relation management
and loyalty program.
6. Distribution is an integral part of any retail organization. Delivering the right goods to the right place at the right time is main task of distribution. Retail
majors are under serious pressure to improve their supply chain systems and distribution channels and reach the levels of quality and service desired by
customers.
7. Organized retail outlets use very large volumes of electricity for a variety of applications from lighting, air conditioning, escalators, cold storing, billing
systems, lifts etc. As a result of insufficient and inefficient power supply, a huge amount of private investment goes into ensuring power backups. This
makes it very difficult for organized retail to grow.
8. The retailers in India are paying very high cost for real estate. This increases the maintenance cost and reduces profit margins.
9. Competition from unorganized sector is another challenge facing the organized retail industry in India.
CONCLUSION
India is being seen as a potential goldmine. It has been ranked 2nd in Global Retail Development Index of 30 developing countries drawn up by A.T. Kearney.
Government of India has also opened the door for the retailing giants to enter into the markets. Many foreign investors are also showing keen interest to enter
into the Indian market. If FDI in retail sector sees the light of the day it will see many changes in the coming years. As more and more organized retail outlets are
dotting the Indian topography, competition is no more restricted between organized and unorganized retailing, it is now quite evident between organized
retailers as well.
REFERENCES
1. Anirban Sengupta (2008) ,Emergence of modern Indian retail : an historical perspective, International journal of retail distribution management
36(9),pp689-700
2. Ashok Gulati and Reardon, International Food Policy research, food forum India 2008 .
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4. Chadha, A.S. (2008), “India Most Attractive Retail Destination in the World,” The Economic Times, 19th March 2008
5. Chet an Bajaj, Rajneesh Tuli & Nidhi Srivastav: Retail Management, Oxford University Press (2006) .
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hill Publishing Company Ltd.
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8. http://www.articleshub.org/article/30465/BMI-India-Retail-Report-Q1-2011---new-marketreport- published.html
9. http://www.companiesandmarkets.com/Market-Report/bmi-india-retail-report .
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AN EMPIRICAL EXAMINATION OF PERFORMANCE MANAGEMENT ON EMPLOYEE RETENTION
L.R.K. KRISHNAN
RESEARCH SCHOLAR
BHARATHIAR UNIVERSITY
COIMBATORE
SUDHIR WARIER
RESEARCH SCHOLAR
ALIGARH MUSLIM UNIVERSITY
ALIGARH
KETAN KANAUJIA
RESEARCH SCHOLAR D. Y. PATIL UNIVERSITY
NAVI MUMBAI
ABSTRACT
Performance management has become an integral part of an organization’s strategic initiative to align employee goals with its Vision and Mission. Performance
management is imperative to ensure the sustenance and competiveness of an organization in the modern day global knowledge economies. Effective
management of employee performance coupled with a robust reward and recognition structure leads to higher employee productivity, engagement and
consequentially higher levels of employee retention. Engagement and enablement are both important determinants of employee performance. Retention of key
employees is highly critical in ensuring the long-term sustenance and success of a business enterprise. The key performers ensure a ready pipeline for effective
succession planning, continuance of business plans while fostering a culture of organizational learning, knowledge dissemination and elimination of recruitment
and learning costs. This study is based on the administration of a structured, non standard research instrument to a target group of 129 employees of a leading
telecom player in India. The objective of this study is to establish the linkage of performance review, rewards and recognition with employee retention. The data
garnered was subjected to partition analysis to identify the causal factors of employee retention and its linkages with organizational performance management
systems. The research reinforces the importance of a robust performance management system in aligning employees with the organization’s goals, resulting in
superior business performance.
KEYWORDS
PMS, Career Planning and Development, Succession Planning, Employee Retention.
INTRODUCTION
T
he efforts of employees can determine the success and survival of an organization (Drucker, 1994; Barney, 1995), and appraisal is potentially one way in
which those efforts can be aligned with the aims of an organization, employees can be motivated and their performance is managed (Orpen, 1997;
Martin and Bartol, 1998; Cook and Crossman, 2004). Performance appraisal is among the most important human resource (HR) practices (Boswell and
Boudreau, 2002; Judge and Ferris, 1993; Yehuda Baruch, 1996) and one of the more heavily researched topics in work psychology (Fletcher, 2002), a subject of
research for over 70 years (Landy and Farr, 1980). Still, many organizations express dissatisfaction with their appraisal schemes (Fletcher, 1997). According to
Fletcher (2001), this may signal a lack of success of performance appraisal as a mechanism for developing and motivating people.
Performance appraisal has increasingly become part of a strategic approach to integrating HR activities and business policies and may now be seen as a generic
term covering a variety of activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute
rewards (Fletcher, 2001). Thus, both practice and research have moved away from a narrow focus on psychometric and evaluation issues to developmental
performance appraisal (Fletcher, 2001; Lefkowitz, 2000; Levy and Williams, 2004; Waal, 2003), which may be defined as any effort concerned with enriching
attitudes, experiences, and skills that improves the effectiveness of employees (Boswell and Boudreau, 2002).
PERFORMANCE MANAGEMENT
Performance management refers to the entire gamut of activities ranging from goal setting, defining employee productivity and performance measures,
conducting periodic performance appraisals, providing constructive performance feedback to employees, implement suitable learning interventions, reward and
recognition scheme, leadership development and succession planning. Figure 1 illustrates this concept pictorially.
FIGURE 1 – PERFORMANCE MANAGEMENT – KEY CONSTITUENTS
Goal Setting
Succession Employee
Planning Productivity
Organizational
Performance
Management
Reward and Performance

Recognition Measures
Performance
Feedback

The results of performance appraisal can be assessed to identify areas of strong performance across all employees, by department or by demographics.
Standardized performance assessments allow organizations to aggregate, calculate and analyze results to show where performance is strong. These areas of
strength then can serve as benchmarks and opportunities for sharing of best practices for other areas of the organization. Evaluating the results of performance
appraisals can also provide departments and organizations with an indication of where additional training and development may be necessary. Performance
appraisals can also provide an indication of employees with leadership potential or development needs. Identified employees can be developed through
appropriate learning interventions to exercise their competencies. It can also serve as an input to succession planning to ensure continuity of business plans. It is
important to ensure that the appraisals be standardized and the results are reviewed, assessed and analyzed to identify competencies and development needs
across all functions. Performance appraisals serve as a means to identify, nurture and motivate employees with right behavior, values and attitude while
providing suitable interventions to mitigate poor performance. Performance management provides a tool to ensure the retention and growth of employees with
demonstrable levels of competence, while providing specific feedback to ensure improvement of non-performing employees.
LITERATURE SURVEY
THE EFFECT OF PERFORMANCE APPRAISALS ON EMPLOYEE RETENTION (MAYHEW, 2012)
Employee performance appraisals and the managers who conduct performance appraisals can affect whether an employee stays with the organization or looks
for opportunities elsewhere. In many cases, the reason employees give for resigning from their jobs is based on the quality of their working relationship with
management. Training managers to conduct performance appraisals in as candid and objective a manner as possible will help your company improve employee
retention.
• Constructive Feedback
Performance appraisals are designed to provide employees with constructive feedback. Providing constructive feedback means suggesting ways to improve
employee skills and performance. Leadership training that focuses on delivering feedback on a consistent basis supports an employer's philosophy on coaching
for excellence. However, feedback should occur more regularly than an annual performance appraisal to improve employee retention. Managers who are
reluctant to give continuous feedback and instead wait until the end of an evaluation period are doing a disservice to the employer and employee.
• Professional Goals
Performance appraisals give employees an opportunity to discuss with their managers short-term and long-range professional goals. Using the SMART method
to identify specific, measurable, attainable, realistic and time-measured goals should be an exercise manager’s support during the performance appraisal
meeting. Performance appraisals that fail to address employee goals and professional development lead to disengagement among employees. Disengagement
fosters lack of interest and motivation, which leads employees to search for challenging opportunities where they can develop their skills and abilities.
• Succession Planning
For large organizations, in particular, succession planning is an organized method of identifying future leadership. In small companies, succession planning can
be an informal way of developing employee skills for future leadership roles. However, regardless of the organization's size and type, performance appraisals for
career-oriented employees should contain plans for training, professional development and other means by which the company intends to mentor promising
leaders. Employees who feel they have the requisite skills and ambition for future roles within the company can become disillusioned if performance appraisals
focus solely on their current skills without regard to promotional opportunities.
• Performance Standards
Performance standards are an essential part of employee appraisals. Performance standards identify the effort necessary for an employee to meet or exceed the
company's job expectations. For managers to conduct fair and comprehensive performance appraisals, there must be a mutual agreement about the employee's
performance standards. Disconnects between an employee's understanding and the manager's interpretation of performance standards result in ineffective
appraisals. When there's lack of communication about performance standards, it can lead to employees who are unhappy or dissatisfied with their current
employment.
HOW CAN PERFORMANCE MANAGEMENT AID EMPLOYEE RETENTION? (ANDERSON, 2012)
Retaining employees is a way that companies protect their investment in personnel because it costs money to recruit and train employees. When experienced
employees are lost, production suffers first from the loss of the employee and then from the time it takes to get a new employee up to speed. Part of retaining
employees is enacting a policy of performance management. Understanding the benefits of performance management can help justify any expense.
• Career Development
A component of performance management is using the annual performance appraisal to create a development plan for each employee. The manager and
employee take an active role in working on a program that will lead the professional development and career advancement of the employee. When the
company takes the time to work with the employee on his career, it creates a sense of dependency and loyalty from the employee. Employees tend to remain at
companies that show a vested interest in employee success.
• Skill Set
One of the company's responsibilities in an employee performance management program is to provide continuous training for staff members on the newest
methods or equipment. When a company invests in continuously upgrading the skill set of its staff, the employees are able to approach their jobs with
confidence. Employees know that the company is taking the time and using the resources necessary to make sure everyone has the newest information and
equipment to work with, and that helps employees to approach their jobs with a high level of satisfaction.
• Interactive
There is an interactive element in performance management that puts the employee and manager together to help keep the employee productive. A successful
performance management program teaches your managers to be career coaches as much as they are managers. It opens up the relationship between employee
and manager to be very interactive. The employee begins to feel responsible for the path his/her career takes and creates an emotional investment in his/her
future. Strong feelings of responsibility and a sense that the employee is just as involved in the development of the company help to increase retention.
• Challenge
A performance management program is designed to find ways to develop the employee and improve productivity. Along with the feeling of a structured
development plan, employees also are given the challenge to improve themselves. If an employee indicates that he wants to take on more responsibility, then a
performance management plan is put in place to develop the ability to take on more. The feeling of being challenged in the pursuit of career development is a
way in which performance management aides in employee retention.
EMPLOYEE RETENTION – REDUCING RECRUITMENT BY INCREASING RETENTION (DRAKE, 2012)
Retention starts at the top. Sourcing, hiring and retaining motivated employees are the responsibility of an organization’s governing board and Leadership Team.
Acquiring and retaining good staff demands focused formal and informal policies and procedures that make retention a prime management outcome. Managers
need to appreciate employees on a regular basis and constantly work to keep them on board. The HR department alone cannot reduce turnover. For significant,
positive change, company leaders must establish distinct retention processes and programs within all levels of an organization. After finding the right people, it
is the primary role of the management to take responsibility for the success of the employees including leading people towards performance goals and targets.
The High Cost of Employee Turnover
The costs of high staff turnover can be very high. Some of the substantial costs that occur when an employee leave and organization include the following:
• Recruitment costs: Includes advertising costs and costs associated with the time spent by staff on interviewing and sourcing
• Training costs: Trainer and training costs, infrastructural and administrative costs , opportunity costs
• Lost Productivity Costs: New employees operates between 25%-50% of productivity levels for the first three months, not including the time spent by
existing employees for orientation and on-the-job training

• Lost Sales Costs: The loss of business when the role is vacant. According to William G. Bliss, advisor to entrepreneurial companies, figures can easily reach
150% of an employee’s annual salary. The cost will be significantly higher (200% to 250% of salary) for managerial and sales positions
The problem is not just the direct financial costs of replacing staff but includes other repercussions such as the loss of skills, knowledge and experience,
disruption to operations and the negative effect on workforce morale. In addition, high turnover represents a considerable burden both on HR representatives
and managers who are constantly recruiting and training new staff.
The Impact on Business
Replacing staff is not only expensive but also impacts the reputation of an organization. An organization with a high turnover finds it difficult to attract new
talent. No one feels confident dealing with an organization which cannot hold onto their employees. It suggests instability, poor management and a lack of good
planning. In addition to the bitterness of the employee during their exit (voluntary or involuntary), the organization is drained of key knowledge and skills learnt
by the employee on-the-job. Reactively losing talented individuals can damage an organization’s reputation for years to come. Lastly, constant high turnover
creates unrest in present employees. Positions which are made vacant create increased workloads for other staff members – often outside their position
profiles. The sense of instability and frustration can cause work backlogs and slow productivity. Yet, perhaps more fundamentally, the employee’s lack of faith in
the organization when they see their co-workers departing will affect productivity work levels in unbelievably negative ways.
What are you doing about the problem?
Most firms have by now long forgotten the lessons they learned about retention during the economic slowdown in the nineties. Many managers have grown
arrogant because the last few years of high unemployment guaranteed that most employees would have to take whatever they dished out. Over 75% of firms
have no distinct retention strategies and those with plans have let them fall into neglect.
The Basic Elements of Retention Strategies
As the economy improves and firms look to build their talent strength, it is only logical that senior leaders, managers and HR professionals will increasingly look
at retention as a major business imperative. Dr. Sullivan, an HR advisor to Fortune 500 and Silicon Valley firms, states in his article “Expanding the Scope of Your
Retention Efforts” that most newly enacted retention efforts will not only fail — they do so miserably. As someone who has been designing retention solutions
for corporations for well over a decade, Dr. Sullivan says the reason for this is that many firms define the goals of the retention program too narrowly. For
example, if the goal is defined as merely to “keep good people,” you are automatically dooming the effort by failing to identify specifics that can be measured.
Rather, a broad set of carefully planned criteria is essential when building a strong retention program. The solutions addressed in the following section were
recognized and created by industry professionals whose experience proves invaluable to any company, of any size. They have helped organizations realize their
productivity goals through the retention of top performers and the reduction of recruiting. Organizations need to give careful consideration to the retention of
top performers. This will reduce the need for recruitment and save time and money. Organizations can realize their productivity goals through the following
activities:
• Top Performer Profiling
• Orientation and On Boarding
• Performance Reviews
• Career Profiling and The Two-Way Value Proposition
• Communication and Employee Engagement
• Morale Boosting
• Competitive Compensation
• Non-monetary Reward and Recognition
• Employee Surveys
• Exit Interviews
• The Boomerang Effect
Positive feedback on a regular basis does more to propel success in an individual than any other performance related activity. Performance reviews are a chance
to formally communicate an employee’s contribution to the organization. A properly administered performance review provides employee’s and their
manager’s an opportunity to step back, look at the bigger picture of the employee’s performance and to discuss in broad strokes whether the performance is
below or above expectations. Performance Reviews increase the chance of an underperforming employee improving their performance. The modern day
workplace mandates that employee criticism must be supported by a concrete action plan to assist the employees in achieving and attaining success. Employee
encouragement through constructive open reviews is a proven step that will help even the most average of employees to raise their performance and quality
standards in line with organizational requirements.
GOOD PERFORMANCE MANAGEMENT AIDS RETENTION AND PRODUCTIVITY (U.S. OFFICE OF PERSONNEL MANAGEMENT, 1999)
Performance management processes are a key to creating a productive work climate and retaining good employees. The performance management processes
of planning, monitoring, developing, and rewarding performance surface time and again as critical factors for success. For example, in the 1998-1999 Hay
Employee Attitudes Study, "Competing for Talent: Creating A Work Climate to Attract, Motivate and Retain High Performing Employees," the Hay Group
compares two groups of employees — those committed to the organization and those planning to leave. Many of the critical factors affecting employee
retention relate to the quality of performance management. These include:
• Type of work (planning)
• Coaching/feedback from boss (monitoring)
• Opportunity to learn new skills (developing)
• Training (developing)
• Recognition for a job well done (rewarding)
In another study of 100,000 employees of 2,500 organizations, the Gallup Organization pinpointed employee attitudes that are present in highly productive work
groups and that relate directly to the rate of employee turnover, customer satisfaction, and productivity. Many of these attitudes reflect effective performance
management practices. Employees in such work groups report high levels of agreement with the following statements:
• I know what is expected of me at work (planning)
• At work, I have the opportunity to do what I do best every day (planning)
• In the last 6 months, someone at work has talked to me about my progress (monitoring)
• There is someone at work who encourages my development (developing)
• I have the materials and equipment I need to do my work right (developing)
• This last year, I have had opportunities at work to learn and grow (developing)
• In the last 7 days, I have received recognition or praise for doing good work (rewarding)
These findings highlight performance management as a critical process for organizational success. Additional supporting data comes from the nationwide survey
"Attracting and Retaining High-Technology Talent," co-sponsored by William M. Mercer, Inc. and the Pittsburgh High Technology Council. This report highlights
best tactics for retaining experienced employees. Several of these tactics relate to effective performance management, including:
• Allocating challenging work assignments (planning)
• Offering career development opportunities (developing)
• Providing incentives under variable pay arrangements (rewarding)
The results of these surveys show that effective performance management is critical to retaining good employees and achieving a productive work environment.
The following are some essential activities that are precursor to ensuring effective organizational performance management:
• Set goals and plan work routinely
• Measure progress toward those goals
• Provide feedback to employees
• Develop employees' skills so they can reach their goals
• Use formal and informal rewards to recognize the behavior and results that accomplish organizational mission
A CRITICAL RESEARCH AGENDA FOR ORGANIZATIONAL PERFORMANCE MEASUREMENT (HOLLOWAY, 2000)
Managers are continually under pressure to measure the performance of their organization, but there is little empirical evidence about the impact of
measurement on performance. Furthermore, many measurement tools and techniques lack clear theoretical foundations. Holloway (2000) has investigated
neglected aspects of organizational performance measurement, reflecting the concern of managers and illustrating the potential impact of theoretical
developments on practice. Issues about theory, epistemology and methodologies that accompany such a research agenda are also raised. In practice, while
managers are bombarded with literature about ‘successful’ applications of such approaches, gaining the promised benefits is not guaranteed simply by following
their promoters’ prescriptions. Choosing appropriate approaches to performance measurement for the needs of the organization, implementing them
systematically, and evaluating their impacts internally and externally, are three complex sets of processes which managers have to grapple with while being
under increasing pressure to actually deliver ‘optimum performance’ now. One of the major problems with conventional performance measurement is the ease,
with which organizational wholes are carved up, and their interactions with their environments cease to be of interest as management functions or academic
disciplines devise measures (and associated targets) for their own territory. Improving our understanding of performance measurement by applying (for
example) accounting, marketing or human resource theories more rigorously and actively may well have some merits, but risks substituting ‘reductionism by
theory’ for reductionist practice.
INFERENCES FROM LITERATURE SURVEY
This review of turnover literature identifies a range of factors that have been shown to be consistently linked to turnover. These include organizational
commitment, job satisfaction, alternative opportunities and reward and recognition. Evidence on the role of employee remuneration is still somewhat
inconclusive, although keeping remunerations in line with market rates is certainly critical to retaining critical employees. Apart from age and tenure, personal
characteristics of employees appear to have little relationship to turnover. It is however evident that a strong performance management system with an
integrated reward and recognition structure helps in high level of employee engagement and increased employee retention.
SAMPLING AND DATA COLLECTION
A structured, non–standardized research instrument to collect primary data was administered on a sample of 129 employees of a leading Telecom organization
in Navi Mumbai, India. A total of 25 construct items were included in the instrument. The construct items and the responses are presented in appendix A1 and
A2. The demographic details of the participants are given in appendix A4.
RELIABILITY
The reliability of the research instrument was established using Cronbach’s Alpha. The analysis was done using JMP Ver. 5.0. The results are presented in table 1.
It can be seen that the overall reliability of the research instrument is 0.92, which is excellent. Further the reliability of the individual construct items are also
greater than 0.9.
TABLE 1 - RESEARCH INSTRUMENT – RELIABILITY STATISTICS

153
The co-relational analysis of the key construct items is presented in table 3. The significant co-relations have been highlighted in orange and green. The figures
58% of the respondents agree that their manager assists them in meeting their personal and professional goals and the rest felt there could have been
Only 39% of the respondents feel that they could effectively communicate their disagreement regarding the appraisal ratings with their manager’s and the
43% of the respondents believe that sufficient career development and growth opportunities are provided based on performance. The opinion of 20% of
The key indicators have provided a clear linkage between PMS process, reward and recognition and employee motivation and willingness to stay. It also
Only 34% of the respondents indicate that the factors facilitating individual performance are the primary drivers during performance appraisals- while the
highlights the strong connection between organization’s recognition of employee performance and employee’s ability to seek long term career based on
ISSN 0976-2183
F22 0.20 0.17 0.24 0.18 0.10 0.14 0.19 0.19 0.17 0.14 0.05 0.05 0.08 0.26 0.25 0.22 0.17 0.27 0.27 0.32 0.33
F21 0.28 0.33 0.39 0.37 0.52 0.49 0.53 0.50 0.37 0.50 0.45 0.01 0.06 0.50 0.50 0.64 0.62 0.40 0.44 0.49 1.00
68% respondents believe that promotions are based on competencies and hence the PMS process supports career growth and development
F20 0.35 0.45 0.43 0.44 0.42 0.34 0.38 0.41 0.40 0.41 0.31 -0.04 0.10 0.36 0.48 0.47 0.53 0.63 0.67 1.00 0.49
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT

F19 0.28 0.57 0.57 0.31 0.40 0.36 0.37 0.36 0.33 0.35 0.24 -0.17 -0.01 0.38 0.50 0.43 0.53 0.64 1.00 0.67 0.44
F18 0.29 0.41 0.38 0.37 0.33 0.34 0.37 0.37 0.30 0.35 0.23 -0.07 0.14 0.34 0.56 0.46 0.49 1.00 0.64 0.63 0.40
F17 0.28 0.42 0.41 0.46 0.62 0.64 0.65 0.61 0.44 0.51 0.40 -0.03 0.06 0.63 0.63 0.76 1.00 0.49 0.53 0.53 0.62
highlighted in orange have an extremely high co-relation while those highlighted in green have significant co-relation.
Nearly 59% of the respondents felt their skills and work experience is aligned to their roles and responsibilities
F16 0.35 0.39 0.37 0.47 0.52 0.57 0.60 0.56 0.40 0.50 0.43 -0.03 0.08 0.61 0.65 1.00 0.76 0.46 0.43 0.47 0.64
F15 0.39 0.40 0.40 0.37 0.43 0.46 0.50 0.48 0.38 0.45 0.32 -0.10 0.03 0.57 1.00 0.65 0.63 0.56 0.50 0.48 0.50
F14 0.22 0.39 0.37 0.38 0.54 0.63 0.68 0.66 0.44 0.60 0.43 0.04 0.21 1.00 0.57 0.61 0.63 0.34 0.38 0.36 0.50
TABLE 2 – SIGNIFICANT CO-RELATIONS
TABLE 3 – CO-RELATIONAL ANALYSIS

S.N Significant Co-relations
F13 -0.02 0.02 0.02 0.17 0.08 0.12 0.13 0.05 0.07 0.21 0.07 0.19 1.00 0.21 0.03 0.08 0.06 0.14 -0.01 0.10 0.06
F7 & F8, F10, F14, F17
The significant co-relations are presented in table 2. The primary inferences are noted below:
balance 66% consider individual, team and organization performance as the key drivers
F5 & F6, F7, F8, F17
F8 & F10, F14, F17

F6 & F8, F14, F17
F12 0.04 -0.07 -0.06 0.04 0.06 0.03 0.11 -0.01 0.10 0.12 0.22 1.00 0.19 0.04 -0.10 -0.03 -0.03 -0.07 -0.17 -0.04 0.01
F14 & F16, F17
F15 & F16, F17
F8 & F19, F20

F10 & F14
F17 & F21
F11 0.16 0.30 0.32 0.41 0.43 0.45 0.49 0.57 0.47 0.58 1.00 0.22 0.07 0.43 0.32 0.43 0.40 0.23 0.24 0.31 0.45
F9 & F 10
F2 & F3
F10 0.28 0.40 0.44 0.49 0.56 0.59 0.63 0.66 0.63 1.00 0.58 0.12 0.21 0.60 0.45 0.50 0.51 0.35 0.35 0.41 0.50
F9 0.31 0.32 0.35 0.37 0.49 0.50 0.58 0.59 1.00 0.63 0.47 0.10 0.07 0.44 0.38 0.40 0.44 0.30 0.33 0.40 0.37
10
11
1
2
3
4
5
6
7
8
9
the respondents was neutral and the rest 37% did not agree
F8 0.24 0.47 0.49 0.47 0.63 0.67 0.74 1.00 0.59 0.66 0.57 -0.01 0.05 0.66 0.48 0.56 0.61 0.37 0.36 0.41 0.50
VOLUME NO. 4 (2013), ISSUE N O. 01 (J ANUARY)
F7 0.37 0.46 0.47 0.48 0.72 0.82 1.00 0.74 0.58 0.63 0.49 0.11 0.13 0.68 0.50 0.60 0.65 0.37 0.37 0.38 0.53
rewards, development and career progression

F6 0.33 0.45 0.43 0.50 0.77 1.00 0.82 0.67 0.50 0.59 0.45 0.03 0.12 0.63 0.46 0.57 0.64 0.34 0.36 0.34 0.49
F5 0.35 0.54 0.54 0.51 1.00 0.77 0.72 0.63 0.49 0.56 0.43 0.06 0.08 0.54 0.43 0.52 0.62 0.33 0.40 0.42 0.52
better coordination by the Manager

F4 0.40 0.55 0.55 1.00 0.51 0.50 0.48 0.47 0.37 0.49 0.41 0.04 0.17 0.38 0.37 0.47 0.46 0.37 0.31 0.44 0.37
rest had no disagreement

F3 0.41 0.75 1.00 0.55 0.54 0.43 0.47 0.49 0.35 0.44 0.32 -0.06 0.02 0.37 0.40 0.37 0.41 0.38 0.57 0.43 0.39
CO-RELATIONAL ANALYSIS
F2 0.44 1.00 0.75 0.55 0.54 0.45 0.46 0.47 0.32 0.40 0.30 -0.07 0.02 0.39 0.40 0.39 0.42 0.41 0.57 0.45 0.33
F1 1.00 0.44 0.41 0.40 0.35 0.33 0.37 0.24 0.31 0.28 0.16 0.04 -0.02 0.22 0.39 0.35 0.28 0.29 0.28 0.35 0.28
F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 F12 F13 F14 F15 F16 F17 F18 F19 F20 F21
•
•
•
•
•
PARTITION ANALYSIS
The collected data was subjected to partition analysis to identify the key contributors to the retention of employees within an organization. JMP’s partition
platform enables the systematic analysis of large data sets to discover unsuspected or unknown relationships. JMP uses visualization to create a successive tree
of partitions according to a relationship between the contributing and the output variables. It finds a set of groupings of contributors that best predict an output
by exhaustively searching all possible groupings, recursively forming a tree of decision rules until the desired fit is reached. The key contributors and are
presented in table 4. The significance column is indicative of the importance of the parameter and is derived from the employee responses. The value in
percentage is provided in the contribution column.
TABLE 4 - PARTITION ANALYSIS – COLUMN CONTRIBUTIONS

Column Contributions – Factors Impacting Employee Retention
Variable Parameter Significance Contribution
F6 Goal setting through PMS 36.79 52%
F17 Alignment with organizational mission and vision through PMS feedback 9.70 14%
F3 Understanding of KRA's prior to commencement of appraisal cycle 8.63 12%
F7 Facilitating a collaborative working environment through effective performance management systems 3.86 5%
F21 PMS based promotions 3.06 4%
F14 Holistic performance appraisals 2.71 4%
F24 Performance based career development and growth opportunities 2.65 4%
• The results of the partition analysis are summarized in table 4 (Leaf report is highlighted in Appendix A3). The primary factor impacting retention is the
setting of clear cut goals for employees. It is imperative that an organization provides a value proposition to its employees by integrating their professional
and personal goals while jointly mapping plans for the future. This is possible through a well established performance appraisal process and a holistic
performance management system (PMS). This study has established that goal setting through PMS is the primary factor (52%) that positively impacts
employee retention
• Positive feedback on a regular basis does more to propel success in an individual than any other performance related tactic. Performance reviews are a
chance to formally communicate an employee’s contribution to the organization. A properly conducted performance review provides the employee and
their manager an opportunity to analyze employee performance in relation to organizational goals and provide constructive feedback in case of non
performance. This study has reinforced that fact that performance feedback is the second most important factor that impacts retention (14%)
• Assigning key performance areas, setting up of performance targets for each employee in the organization and linking it to performance based appraisals
results in the creation of a vibrant result oriented work culture. The key result area (KRA) is a formal communication of the tasks expected to be handled by
an employee during an appraisal period. A clear undercut understanding of the KRA’s including their measurement and scoring system prior to the
commencement of an appraisal cycle helps an employee focus on key performance indicators resulting in enhanced employee and organizational
performance. This is the third factor that impacts retention significantly (12%)
• In addition to the three primary factors mentioned above, the study has established that an effective performance management system facilitates a
collaborative work environment and a transparent appraisal system resulting in performance based promotions, career development and growth
opportunities for employees. These combined factors also have an impact on employee retention (12%)
• The study has also highlighted the role of automation in the performance management process in an organization. An automated PMS facilitates timely
and periodic performance appraisals, reduces human error, better performance analysis and communication with employees. Timely completion of the
appraisal process followed by realization of rewards (monetary or otherwise) helps sustain employee morale and motivation resulting in superior
performance
CONCLUSION
A good PMS process fosters team work, fuels superior performance and perpetuates a sense of belongingness and pride. It inculcates discipline and rewards
superior contributions. Performance appraisals provide employees with constructive feedback resulting in improved skills and performance. It provides
employees with an opportunity to discuss with their managers short-term and long-range professional goals that are specific, measurable, attainable, realistic
and time-measured. The success and failure of any organization depends on the performance of the employees and the consequent rewards and recognition
process which ensures employee retention. Appraisals are important in demonstrating and aligning employee’s contributions with the organization’s objectives.
Disengagement fosters lack of interest and motivation, which leads to employee exits. Performance measurement and consequence management is essential
and integral to enhance employee productivity, engagement and reduced employee turnover. This research has validated the importance of a robust PMS in the
Indian service industry and its impact on employee retention.
ACKNOWLEDGEMENT
Special thanks to Ms. Samruddhi S (Management Student) for helping with the primary data collection.
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APPENDIX
A1 – CONSTRUCT DESCRIPTIONS
Construct Description
F1 Induction Training
F2 Goal Setting
F3 Appraisal Deliverables
F4 Job Expectations
F5 Well Defined PMS Policy
F6 Effective goal setting through PMS
F7 Collaborative Work Environment
F8 Fair and Equitable PMS
F9 PMS Automation
F10 Periodic PMS Review
F11 Grievances handling through PMS process
F12 Gender Discrimination in the PMS rating process
F13 Effective Salary Structure
F14 Holistic Appraisals
F15 Effective PMS Communication
F16 Job Enrichment through PMS feedback
F17 Alignment with Organizational Mission and Vision
F18 Competency Mapping
F19 Effective Leadership
F20 Effective Team Building
F21 Promotions based on PMS
F22 Reward and Recognition Structure
F23 PMS Alignment with Reward and Recognition
F24 Career Development and Growth
F25 Infective PMS - High Attrition
A2 – SUMMARY OF QUESTIONNAIRE RESPONSES

Rating F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 F12 F13 F14 F15 F16 F17 F18 F19 F20 F21 F22 F23 F24 F25
Strongly
15% 15% 12% 8% 8% 9% 9% 6% 9% 5% 5% 5% 12% 5% 6% 7% 9% 14% 16% 18% 10% 24% 24% 12% 15%
Agree
Agree 47% 53% 46% 47% 40% 32% 25% 26% 52% 47% 26% 22% 22% 30% 33% 30% 30% 45% 43% 48% 22% 22% 20% 32% 28%
Neutral 22% 17% 24% 25% 22% 29% 37% 33% 21% 19% 40% 26% 33% 27% 26% 26% 31% 22% 26% 17% 37% 29% 33% 21% 37%
Disagree 10% 9% 10% 14% 16% 16% 13% 17% 8% 15% 18% 34% 24% 23% 22% 22% 16% 10% 11% 10% 16% 17% 12% 20% 9%
Strongly
7% 7% 8% 6% 14% 13% 16% 17% 11% 14% 11% 12% 9% 15% 13% 15% 14% 9% 5% 7% 15% 7% 11% 16% 12%
Disagree

A3 – PARTITION ANALYSIS – LEAF REPORT
F6
(1,2,3) (4,5)
F17 F3
(5)
(1,2) (3,4,5) (1,3,2, 4)
F7 F21 F14
(5,4)
(1)
(5)
(4,2,3,5) (2,1,3) (2,3,4)
F24 F3 F15
(3,5, 4)
(4,5)
(1,2)
(1,2, 3) (1,2) (3,4, 5)
F18 F10 F19
(5,3,4)
(2,3)
(1,2)
(3,4)
(1)
(2)
A4 – DEMOGRAPHIC ANALYSIS
AGE PROFILE OF RESPONDENTS
Age Group Count %

21 to 25 yrs 5 4%
26 to 30yrs 51 40%
31 to 35 yrs 34 26%
36 to 40 yrs 22 17%
41 to 45 yrs 13 10%
46 to 50 yrs 3 2%
50 yrs & above 1 1%
Grand Total 129 100%
ACADEMIC PROFILE OF RESPONDENTS
Qualification Count %
B.E./B. TECH. 92 71%
MBA 3 2%
BE+MBA 6 5%
OTHERS 28 22%
WORK EXPERIENCE PROFILE OF RESPONDENTS
Experience Count %
>3 to 7 yrs. 53 41%
>7 to 10 yrs. 29 22%
>10 to 15 yrs. 23 18%
15 yrs. & above 24 19%

FAMILY PROFILE OF RESPONDENTS
Marital Status Count %
Married 96 74%
Single 33 26%
RESPONDENTS GENDER PROFILE

Gender Count %
Male 114 88%
Female 15 12%

AN EMPIRICAL STUDY OF EFFECTIVENESS OF SALES PROMOTION ACTIVITIES IN A BANK
ANKITA SRIVASTAVA
RESEARCH SCHOLAR
ICFAI UNIVERSITY
DEHRADUN
NIRAJ KISHORE CHIMOTE

RESEARCH SCHOLAR
ICFAI UNIVERSITY
DEHRADUN
ABSTRACT
The study analyzes sales promotion activities of a bank with the help of 115 respondents consisting of employees and existing customers of a private bank.
Literature suggests that sales promotion is based on implementation of various consumer and trade sales promotion methods. Chi-square test revealed that the
effectiveness of sales promotion activities is independent of demographic variables. Factor analysis indicated that there are four factors namely value offers,
communication, attention and competition that determine effectiveness of sales promotion activities which are found to be significant in regression analysis. One
sample t-test indicated that all sales promotion activities are statistically significant.
KEYWORDS
Effectiveness, Sales Promotion, Bank, Perspectives, Customers, Employees.
INTRODUCTION
T
here was a lot of hue and cry all over the world regarding the financial meltdown of 2007. Everywhere its negative impact can be seen. Simultaneously,
we know that a sale is the fuel to any organization. It is the source of income for the companies, so, they have to be very focused on this point. But, we
also know that sales don’t come in a day. A lot of effort has to be done and thus comes into the picture the promotional part. Basically, sales promotion
is something done to improve the sales of any organization. The sector chosen is financial sector as it requires a lot of consideration because it is completely
based on borrowing and lending of money. This recession has a major contribution to the cash crunch. It is on both the parts either it may be a company or a
consumer. When people have less money, then their investment pattern also changes. They are not ready to invest in the long term financial instruments. They
want their benefits as soon as possible. So, these financial institutions have to keep these factors in mind before chalking out their marketing more specifically
promotional plans as they have to maintain the ethics also. The other factor which has to be considered by the financial companies is that they don’t have much
profit margin as their returns are uncertain. So, they can’t promise the things beyond their limitations.
LITERATURE REVIEW
It is said in the Consumer promotion overview (Mc Ansh 2005 ) in global context that promotions focused on two aspects as transactional in which customers
pay less for more product or get more than they pay for(value added). Other one is ‘Relationship’ in which marketers try to develop a friendship or a sort of
relationship in order to get future loyalty in terms of sales or at times sponsorship etc. It has been observed (Spethmann 2001) that sales promotion is
increasingly getting integrated with other elements of marketing in the article ‘Sales Promotion as Strategy’. It also brings out that trade and consumer
promotions garner 49% and 27%of the marketing budgets respectively, for packaged goods. The findings of the study reveal that consumers believe reinforcing
brand message promotion can build long term brand equity and also that promotion is more effective than advertising. The paper named Sales Promotion, a
Powerful Marketing Tool (Mohanty 2003) in reference to India indicates that to combat downtrends in sale, more and more firms are resorting to sales
promotion. According to the market leaders tremendous competition and growth of value conscious customers are the reason why sales promotions are on the
rise.
Promotion has emerged as one of the ways to differentiate the brands with increase in competition (Kaushik 2003). It is true to some extent as there are so
many banks and financial institutions that a customer gets confused. When people differentiate then, it helps to identify the company. This is a combination of
primary and secondary data whose purpose is to determine the promotional activities taken by financial organizations which include Banks(private), Insurance
companies, Financial institutions, Mutual fund companies in order to increase their sale.
Sales Promotion is an activity taken up to boost the sales of a product.
The importance of sales promotion activities like personal selling, advertising, sales promotions, publicity, and public relations in any organization in the article
named the promotional mix was highlighted (Ginyard 2000). It also tells about how to use the promotional activities in order to achieve maximum benefit. The
article deals with the effective use of sales promotion activities Promotion is a component of the marketing mix (product, price, place and promotion) and it
informs and persuades the consumer about the particular bank's offerings. Qualitative study has been done by the writer and he has precisely given his views on
the promotional activities. The study brings out various promotional mix and their implications and helps the managers to decide the budget for promotional
activity as well as which activity is more appropriate for their organization.
It has been enquired (Sue 1994; Ken 1994) that why the sales promotion activities are not very common in banking industry. It also tells that though some tools
are inappropriate for financial services, there are others that offer considerable opportunities for effective marketing communications. The authors gathered
details on 2,646 different UK sales promotion competitions over a three-year period by using a nationwide network of fellow "compers" as information
gatherers. The sample consisted only of competitions which were available on a national or regional basis (local ones were not considered) and which were
associated with a product or service, as opposed to being all or part of the product or service itself (so the numerous competitions which are regular features of
magazines were not included). The study suggests that despite their suitability as a promotional tool for financial services, competitions are still in the early
stages of the innovation diffusion process. There is considerable room for improvement among the competitions currently run by financial service providers in
terms of breaking away from a very conservative, formula-based approach to competition design and in terms of creating better integration between the
competitions developed and the service being promoted. Sales promotions tend to go wrong because of one of the two reasons. Either ,they do not receive the
sort of thorough planning that is reserved for advertising campaigns, or the planning and evaluation is delegated too far down the marketing organization
(Strang 1976), like any form of sales promotion, are only effective if not overused. Overall, competitions are a highly flexible and cost effective means of
marketing communications which, if properly managed, can add value and distinctiveness into the offerings of financial services providers.
A study (Ndubisi 2005; Moi 2005) aimed at evaluating the impact of sales promotional tools, namely coupon, price discount, free sample, bonus pack, and in-
store display, on product trial and repurchases behaviors of consumers. In addition, the moderation role of fear of losing face on the relationship between the
sales promotional tools and product trial was tested. The studies provide important insights into the effects of sales promotions, the usefulness of most in

predicting the effects of sales promotions on product trial and repurchase behavior of consumers is limited as they place too much emphasis on coupons at the
expense of other equally important promotional tools.
In other words, more work needs to be done to investigate the effects of other sales promotional tools such as free sample, bonus pack, price discount, and in-
store display on product trial and repurchase behavior this study has especially been done among Malaysian customers, whose behavioral responses to
promotional strategies are less understood due to lack of research on them. In this study, five consumer promotion tools- coupons, discount, samples, bonus
packs, and in-store display were investigated for their impact on consumer purchase behavior. Trial and repurchase behavior of consumers were measured with
items adapted (Gilbert 2002; Jackaria 2002).The sample points for the research were supermarkets in Kota Kinabalu, Malaysia. A total of 420 randomly selected
customers were surveyed using, out of which, 312 usable responses were received. Cronbach's alpha test was used to ensure the reliability of the variables. The
results show that coupon, price discount, free sample, bonus pack, and in-store display contribute significantly and predict approximately 30% of the variations
in product trial. Bonus pack is moderately associated with product trial. The results indicate that in-store display is the strongest predictor of product trial
followed by free sample, price discount and bonus packs and there is not much significant relationship between coupon and product trial.
A study on sales promotion (Krishna 1991; Currim 1991; Shoemaker 1991) had three objectives. The first one is to build a conceptual model in order to describe
the interactions between consumers and retailers or manufacturers as retail price promotions are implemented. The second objective of the study is to conduct
an empirical analysis of certain key constructs in the model and know the understanding of consumers about deal activities. The third objective is to test the
hypotheses about the association between the characteristics of household and their perceptions of deal activities. Many of the models and studies on the
consumer response to promotion has suggested that the purchase decision of consumers on what and how much(quantity) to purchase depends largely on
expected time of next price reduction and the size of the reduction. The two major constructs of the conceptual model that has been examined in the article are
deal frequency and deal prices. Deal frequency here means that if a brand size is promoted frequently then consumers might not feel to need to stockpile the
brand at the time of its promotions. It conforms to the findings on stockpiling (Gupta 1988) and on purchase timing. (Neslin 1985; Henderson 1985; Quelch
1985). By deal price the writer meant the price which consumers wish to be the price of the product. If a consumer has an accurate perception of the deal price
for a product, they may not react as desired if the price discount is very less than the regular discounts and just opposite may occur if the consumer has
inaccurate perception. So, information on deal price perception helps producers and retailers in amount of discount for a price promotion. A 7 page
questionnaire was distributed to 1180 people but only 400 responded back. Data on actual deal frequency, regular prices and sales prices were collected for a
set of brand sizes for a period of 12 weeks at Grand Union Supermarket in Manhattan. Then mail survey was done to know the consumer perception on same
variables. A gap of 12 weeks was chosen between the two surveys so that people may forget previous promotions. Regression analysis has been used and to
preserve independence of observations the models are estimated separately for each brand size. The results of the study show that many consumers are
reasonably accurate about deal frequency and sales price. It also reveals that recall on deal frequency & sales price is higher for consumers with larger family
sizes.
A study (Sunoo 1986; Lin 1986) aims to assess the relationship between advertising and consumer promotion and to determine the optimal (short term)
advertising spending level for the product. This paper is based on some of the key findings of a research program conducted for a major manufacturer’s product.
The product is a nationally distributed commodity-type product with a mature life cycle and has a leading market share in declining market for the product
category, competing against several major premium and price brands. The study has been done by using field experiment method and a dual system CATV has
been utilized to determine the optimal advertising spending level for a consumer packaged product. Based on consumer purchase data (n=2000 households)
research was able to determine ceiling effect of daytime advertising and a threshold effect of nighttime advertising. The two panels of 1000 homes each were
matched on demographics TV viewing habits and buying habits of product category were selected and asked to maintain a weekly diary for food, drug and some
other purchases which became the major source of data for the analysis of sales and market share. A standard multiple regression analysis has been applied to
the collected data, using sales volume as dependent variable. Then marginal purchase equation analysis has been used for analysis part. The important findings
of the paper is that the relationship between the advertising and consumer promotion was a complex matter as the daytime advertising was effective when the
consumer promotion activities were light and the nighttime advertising was effective when promotions were heavy. The other finding is that a ceiling effect
exists in daytime advertising beyond which it was not generating additional sales and a threshold effect is seen in nighttime advertising. Below which this
advertising was not effective.
Another study (Vecchio 2005; Henard 2005; Freling 2005; Richard 2005) provides insight on the effect of sales promotion on brand preference by integrating
results from various studies on the subject. Sales promotions are viewed as temporary incentives that encourage the trial of a product or service. Most of the
studies on their use explore the effect of promotions at the time in which they are offered. Despite the fact that sales promotions have long been employed in
marketing practice and researched academically, a clear understanding of the impact of sales promotion on post-promotion brand preference continues to
evade brand managers and marketing scholars alike. The meta-analysis suggests that, on average, sales promotions do not affect post-promotion brand
preference. However, depending upon characteristic of the sales promotion and the promoted product, promotions can either increase or decrease preference
for a brand. To identify the population of studies for this analysis they conducted key word searches of electronic database using terms such as promotions,
brand choice. The reference section of those studies was seen and then finally 51 suitable empirical studies through the database development process were
identified. Though many variables were studied under this study but the important findings are that there was no effect of promotion on price elasticity for the
two brands in the study and more frequent promotion increases consumer sensitivity to promotions.
One more study (Papatla 1996; Purushottam 1996; Krishnamurthi 1996; Lakshman. 1996) estimated a random effects heteroskedastic covariance probit time-
varying parameter model on household scanner panel data from the liquid detergent category. In addition, the authors have found the effect of features and
displays on brand choice. Promotions are being used with increasing frequency by manufacturers facing highly competitive markets, which are causing concern
among some marketers who feel that frequent promotions can hurt a brand. There is little empirical evidence to either support or dispel such fears. To fill this
gap in the literature, the authors propose a brand choice model that provides an estimate of the dynamic effects of promotions on loyalty to the brand and
customers' sensitivity to the price of the brand, and measures whether promotional purchases reinforce or reduce subsequent response to similar promotions.
Sales promotions constitute a larger expenditure for packaged goods manufacturers than advertising does. Currently, the ratio of sales promotions and
advertising is approximately two to one. They track the effect of promotions on brand choice price sensitivity and brand loyalty over time and they also
investigate the effect of all prior feature and display purchases on current response to features and displays, respectively.
They have tested the model using A. C. Nielsen Company's academic scanner database for the period of 1986 to 1988 on the liquid detergent category. Then,
they provide a review of previous research on the effect of promotional purchases on subsequent purchases; next they present the model and describe the data.
Subsequently the result of the study, as well as a validation of the model is presented. The estimates of the model's parameters indicate that, in this category
(detergent), promotional purchases erode brand loyalty and increase price sensitivity. It also brings out that, the effect of features and displays on brand choice
is reinforced by prior feature and display purchases, respectively, as well as feature and display purchases associated with price cuts.
OBJECTIVES
1. To study whether the demographic characteristics of the customers of the bank influence their perspectives on sales promotion activities.
2. To find out a set of variables that can be represented as factors of sales promotion activity.
3. To measure the strength of association between factors of sales promotion activity and sales promotion activities.
4. To find out the statistical significance of all the components of sales promotion activities.
METHODOLOGY
SAMPLING DESIGN
A private sector bank was chosen for conducting the research. The study has taken into consideration the sales promotion strategies for its existing customers
and the employees’ view on the same. The decision to select this particular bank was taken because the senior authorities of this bank allowed conducting this

study and it is one of the biggest scheduled banks in the country. The bank has been implementing different kinds of sales promotion activities for its customers.
The target population of this study is the existing customers of the bank and the employees of the bank. The sampling frame comprises of all the branches of the
particular bank in the city of Dehradun. The sample unit is the existing customers and employees of the bank. Convenience sampling was used to select the
sample units. 120 questionnaires were administered in 6 branches of the bank out of which 115 valid responses were recorded and the analysis is based on
these 115 responses. Out of 115 responses, 74 responses were from the employees and 41 responses were from the customers. The responses were taken from
customers to understand their perspective on the sales promotion activities undertaken by the bank whereas the responses were taken from the employees to
take their view on effectiveness of the sales promotion methods adopted by the bank. The time period in which this study is conducted is 2011.
QUESTIONNAIRE DESIGN
The questionnaire was designed on the basis of customer retention strategies mentioned in the chapter of sales promotion of Marketing Management (Kotler
2001).There were 13 attributes which are given below: price promotion, coupons, free gifts, money refund, frequent user, point of purchase, installment offers,
customer contest, sweepstakes, tradeshows, consumer contest, business communication and advertising.
MEASUREMENT SCALE
The questionnaire consisted of a series of statements, where the customers and the employees were requested to provide answers in the form of agreement
or disagreement to express their attitude towards the sales promotion activities of the bank. A Likert scale was used so that the respondent can select a
numerical score ranging from 1 to 5 for each statement to indicate the degree of agreement or otherwise, where 1, 2, 3, 4, and 5 denote “Strongly
Disagree”, “Disagree”, “Neither Agree nor Disagree (Neutral)”, “Agree”, and “Strongly Agree”, respectively
RELIABILITY ANALYSIS
An analysis was conducted for checking the reliability of the questionnaire and the results were obtained. The Cronbach’s alpha (a measure of reliability) was
calculated for the questionnaire. This coefficient (0.955) indicates reliability as it meets the minimum acceptable level of 0.7 (Hair 2007; Black 2007)
CHI-SQUARE ANALYSIS
The first objective of the study was to check the relevance of the sales promotion activity with age, gender, and education of the customers. The 14th attribute of
the questionnaire was about the overall effectiveness of sales promotion activities. Since the objective was to measure the effectiveness and impact of sales
promotion activities, it was necessary to check whether there is any relationship between demographic characteristics of the customers like age or gender or
education and sales promotion activities. The entire population was classified into several categories with respect to three attributes such as age, gender and
education.
A chi- square test was used to determine whether membership in categories of one (demographic) variable is different as a function of membership in the
categories of a second (sales promotion activity) variable.
This test of independence was carried separately for all the combinations like age and overall effectiveness of sales promotion activities; gender and overall
effectiveness of sales promotion activities and education and overall effectiveness of sales promotion activities. A contingency table was constructed having
rows and columns where each row corresponded to a level of a demographic variable and each column to a level of sales promotion variable. The entries in the
body of the table were the frequencies with which each variable combination occurred. Thus, a chi square analysis has been carried out to study the relationship
between demographic variables and the sales promotion methods.
Age and Sales Promotion .H0: Sales Promotion and age are independent
H1: Sales Promotion and age are dependent (Alternate hypothesis)
Gender and Sales Promotion .H0: Sales Promotion and gender are independent
H1: Sales Promotion and gender are dependent
Education and Sales Promotion .H0: Sales Promotion and education are independent
H1: Sales Promotion and education are dependent
The values of chi-square statistics obtained from the calculation for all the combinations of age, gender and income with sales promotion are insignificant. Thus,
the null hypothesis is not rejected and it can be concluded that sales promotion is independent of age, gender and education. Insert TABLE 1 about here.
TABLE 1: RESULTS FOR CHI-SQUARE ANALYSIS

S. N Demographic variable Chi-Square Statistic
1 Age 53.3 (Insignificant)
2 Gender 14.75 (Insignificant)
3 Education 45.97 (Insignificant)
FACTOR ANALYSIS
The scores of the existing customers and employees for each attribute of sales promotion provided a clear picture on their view on the effectiveness of the sales
promotion activities. Since their responses on a set of variables had to be represented as functions of major groups of customer retention strategies, an
exploratory factor analysis was applied for grouping the variables into factors based on this data. The factors were extracted using Principal Component Analysis
as it explained more variance than could be obtained from any other method of factoring. Varimax rotation was used to maximize the variance of the loadings
within each factor to simplify the columns in the factor analysis. It helped in developing clearer factor loading patterns with some variables having high loadings
on a particular factor and other variables having a loading nearer to zero. Insert TABLE 2, TABLE 3, TABLE 4, TABLE 5 and FIGURE 1 about here.
TABLE 2: ROTATED COMPONENT MATRIX

Component
1 2 3 4
Price promotion 0.75 0.21 0.36 0.21
Coupons 0.8 0.27 0.26 0.08
Free gifts 0.8 0.24 0.28 0.20
Money refund 0.84 0.20 0.23 0.12
Frequent user 0.76 0.24 0.13 0.48
POP 0.8 0.25 0.12 0.33
Installment offers 0.61 0.18 0.37 0.52
Consumer contest 0.32 0.26 0.30 0.8
Sweepstakes 0.38 0.32 0.71 0.33
Tradeshows 0.46 0.27 0.7 0.22
Consumer communication 0.15 0.82 0.18 0.32
Business communication 0.27 0.86 0.25 0.04
Advertising 0.28 0.86 0.09 0.12
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
Rotation converged in 5 iterations.

TABLE 3: TOTAL VARIANCE EXPLAINED
Component Initial Eigen values Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %
1 8.44 64.98 64.98 8.44 64.98 64.98 4.82 37.13 37.13
2 1.39 10.73 75.72 1.39 10.73 75.72 2.79 21.5 58.63
3 0.68 5.28 81 0.68 5.28 81 1.71 13.17 71.81
4 0.46 3.57 84.57 0.46 3.57 84.57 1.65 12.76 84.57
5 0.39 3.06 87.64
6 0.31 2.44 90.08
7 0.28 2.17 92.26
8 0.21 1.69 93.96
9 0.21 1.61 95.58
10 0.18 1.40 96.98
11 0.15 1.18 98.17
12 0.13 1.03 99.21
13 0.1 0.78 100
TABLE 4: COMMUNALITIES
Initial Extraction
Price promotion 1 0.79
Coupons 1 0.8
Free gifts 1 0.82
Money refund 1 0.82
Frequent user 1 0.89
POP 1 0.83
Installment offers 1 0.82
Consumer contest 1 0.9
Sweepstakes 1 0.86
Trade shows 1 0.83
Consumer communication 1 0.84
Business communication 1 0.88
Advertising 1 0.84
FIGURE 1
10
Eigen
6
value
1 2 3 4 5 6 7 8 9 10 11 12 13
Component Number

TABLE 5: SUMMARY OF FACTORS EXTRACTED AFTER ANALYSIS
Items in Component/Factor 1 (Value Items in Component/Factor 2 Items in Component/Factor 3 Items in Component/Factor 4
offers) (Communication) (Attention) (Competition)
Price Promotions Consumer Communication Consumer Sweepstakes Consumer Contest
Coupons Business Communication Trade shows
Free gifts Advertising
Money Refunds
Frequent user incentives
Point of Purchase displays
Installment offers
Here, the component 1 consists of those activities which provide value to their investment. So it has been newly named as value offers. The second factor
consists of the activities which involves presentation of the services to the customers and thus named as Communication. The third factor comprises of activities
which catch the customer’s attention either directly or indirectly and hence named as Attention. The fourth factor deals with activity which involves customers
taking part in a contest and thus it has been named as Competition.
MULTIPLE REGRESSION ANALYSIS
The results of the factor analysis were carried forward by which the four independent variables (Factor 1 and Factor 2 ,Factor 3 and Factor 4) were used to
predict the dependent variable namely effectiveness of sales promotion activities by multiple regression.
The Regression equation is as follows:
Y = α + β1F1 +β2F2 + β3F3 + β4F4
where Y = Effectiveness of customer retention strategies
α= Intercept. ;
F1= Value offers;
F2= Communication;
F3= Attention;
F4= Competition
β1, β2, β3 and β4 = Slopes associated with F1, F2, F3 and F4
The factors included in the multiple regression model are capable of explaining 84.578% variation in the effectiveness of sales promotion activities. Thus, one
can conclude that regression model is statistically significant in explaining the effectiveness of sales promotion activities. Insert TABLE 6, TABLE 7 and TABLE 8
here.
TABLE 6: MODEL SUMMARY
Model
R R Square Adjusted R Square Std. Error of the Estimate
1 0.85 0.71 0.7 0.5
TABLE 7: ANOVA
Model 1 Sum of Squares Df Mean Square F Sig.
Regression 59.85 4 14.96 614278.4 0.00
Residual 0.003 102 0
Total 59.85 114
TABLE 8: REGRESSION RESULTS

Model1 Un-standardized Coefficients Standardized Coefficients t Sig.
B Std. Error Beta B Std. Error
(Constant) 4.1 0.00 8635.59 0.00
REGR factor score 1 for analysis 2 0.53 0.00 0.71 1115.48 0.00
ONE SAMPLE T-TEST

A t-test was conducted on each variable to find out the statistical significance of the sales promotion activities. Insert TABLE 9 and TABLE 10 here.
TABLE 9: ONE SAMPLE t-TEST
t Df Sig. (2-tailed) Mean Difference 95% Confidence Interval of the Difference

Lower Upper Lower Upper Lower Upper
Price promotion 45.07 114 0.00 4.15 3.97 4.34
Coupons 43.97 114 0.00 4.12 3.93 4.3
Free gifts 44.79 114 0.00 4.22 4.03 4.4
Money refund 43.38 114 0.00 4.14 3.95 4.33
Frequent user 43.55 114 0.00 4.12 3.93 4.3
POP 44.18 114 0.00 4.15 3.97 4.34
Installment offers 40.23 114 0.00 4.11 3.9 4.31
Consumer contest 50.53 114 0.00 4.22 4.05 4.38
Sweepstakes 51.84 114 0.00 4.15 3.99 4.31
Trade shows 52.55 114 0.00 4.15 4 4.31
Consumer communication 45.58 114 0.00 3.86 3.69 4.02
Business communication 46.65 114 0.00 3.9 3.74 4.07
Advertising 48.68 114 0.00 3.97 3.81 4.13
Sales promotion 69.48 114 0.00 4.22 4.1 4.34

TABLE 10: t-TEST STATISTICS
N Mean Std. Deviation Std. Error Mean
Price promotion 115 4.15 0.95 0.09
Coupons 115 4.12 0.97 0.09
Free gifts 115 4.22 0.97 0.09
Money refund 115 4.14 0.99 0.09
Frequent user 115 4.12 0.98 0.09
POP 115 4.15 0.97 0.09
Installment offers 115 4.11 1.06 0.1
Consumer contest 115 4.22 0.86 0.08
Sweepstakes 115 4.15 0.83 0.08
Trade shows 115 4.15 0.82 0.07
Consumer communication 115 3.86 0.88 0.08
Business communication 115 3.9 0.87 0.08
Advertising 115 3.97 0.84 0.08
Sales promotion 115 4.22 0.63 0.06
It is observed from the table that all the sales promotion activities are statistically significant.
CONCLUSIONS
The results of chi-square analysis indicate that demographic characteristics of existing customers of banks like age, gender and education are not statistically
significant when it comes to determining the effectiveness of sales promotion activities.
The results of factor analysis suggests that the there are four factors namely value offers, communication, attention and competition under which the sales
promotion activities of a bank can be categorised.
The results of multiple regression analysis indicate that the four factors, namely value offers, communication, attention and competition derived in factor
analysis are statistically significant in explaining the effectiveness of retention strategies..
The results of one sample t-test indicate that all the sales promotion activities are statistically significant.
LIMITATIONS
1. The study is restricted only to a bank and to one city only.
2. The customer satisfaction level is very complicated to measure in exact quantity /absolute terms through sales promotion methods.

The study emphasizes that more integral conception and a structural framework is needed to implement subsequent research on sales promotion in banks. A
research may be carried out to strengthen the effort of ensuring that the sales promotion activities should not only conducted correctly but also well perceived
by customers.
REFERENCES
1. Berry, L & Parasuraman, A 1991, Marketing Services, The Free Press, New York.
2. Bhattacharya, S & Singh, D 2006, ‘Analytical CRM in Indian Retail Banking-A roadmap ahead’, <http://www.indianjournals.com/glogift2k6/glogift2k6-1-
1/theme_1/Article%2013.htm>.
3. Gronoroos, C 2001, Service Management and Marketing, John Wiley & Sons, US.
4. Kotler,P, 2001,Marketing Management, Prentice-Hall of India, New Delhi.
5. Lie, HY & Tang, TW, 2002, E-Commerce Roadmap for success in the banking industry: A Customer, Relationship Management Approach, International
Computer Symposium.
6. Marketing Management 2004, ICFAI Centre of Management Research, Hyderabad.
7. Office of Controller of the currency: International and Economic Affairs Department Law Department, 2003, ‘Today’s Credit markets, Relationship banking
and tying –Office of the Controller of the currency ‘.
8. Sanayei, A & Karin, MD 2003, Customer Relationship Management in the third millennium in the banking industry.
9. Shani, D and Chalasani, S 1992, Exploiting niches using relationship marketing,” The Journal of Consumer Marketing, vol. 9, no.3.
10. Zeithmal, V & Mary JB, 2003, Services Marketing, Tata Mc Graw Hill, New Delhi.

A STUDY ON OCCUPATIONAL HEALTH HAZARDS AMONG WOMEN BEEDI-WORKERS OF MURSHIDABAD
DISTRICT IN WEST BENGAL
CHANDRA KANTA DAS

RESEARCH SCHOLAR
DEPARTMENT OF GEOGRAPHY
UNIVERSITY OF KALYANI
KALYANI
ABSTRACT
Poverty, house hold food security and women’s contribution to food and economic security have received attention for the last two decades. The contribution of
the Muslim married women beedi-workers in Murshidabad district of West Bengal to the monthly total family income is significant. But, the beedi industry is
unorganized in nature and the wage rate is very low. Therefore, the women beedi-workers have to sacrifice their lives to ensure the economic security for their
families. They work harder as active beedi-workers as well as house makers. As a result, they fall in the category of high risk groups of tobacco related
occupational health hazards. The present study depicts the picture of severity of occupational health hazards faced by the women beedi-workers of the district.
KEYWORDS
Beedi, Beedi-Workers, Minimum Wage Rate, Occupational Health Hazards.
INTRODUCTION
eedi rolling is a traditional agro-forest based industry, spread over almost all major states in India. A beedi is a thin Indian indigenous cigarette made of
B 0.2 – 0.3 gram of tobacco flake wrapped in a tendu leaf and secured with coloured thread at lower end. Over 800 million beedies are sold in India every
year, outselling cigarettes by 8 to 1. About 19% of tobacco consumption in India is in the form of cigarettes, while 53% is smoked as beedies. It is cheap
form of tobacco smoking especially for rural people. Murshidabad district in West Bengal is famous for beedi industry. The economy of the district is based on
beedi industry, after agriculture. The home based beedi-workers are provided with 250-300 grams of tobacco flakes and 500-600 grams of tendu leaves to roll
1000 beedies by the contractors appointed through the beedi merchants. The industry is purely unorganized. It is extremely labour intensive task. The task of
beedi rolling is mainly done by the women and children. In Murshidabad, efficiency in beedi rolling is considered as major criteria for marriage of rural women.
The workers are exploited by the contractors. As the wage rate is very low and it takes about 10 hours to roll 1000 beedies, the fertility rate among the women
beedi workers is very high because they consider their children as extra helping hands. Besides, it is also responsible for higher rate of drop-outs from schools,
higher number of child labour and higher incidents of under-aged marriages in the rural area. Continuous beedi rolling by sitting at a same body posture and
fumes and dust of tobacco cause Sevier occupational health hazards to the active beedi-workers.
Plenty of research work has been executed to enumerate the overall condition of the w omen beedi workers in Murshidabad district. The author has tried to
review those as mentioned here: Mitra (2010) highlighted the magnitude of delivery of child at home and the barriers to utilization of institutional delivery in
rural community of Murshidabad district with special reference to women beedi- workers. In his article Sarkar (2004) depicted the typical daily routine of women
beedi workers in Coochbehar district of West Bengal. Chattopadhyay, Kundu, Mahata and SK (2006) examined the severity of respiratory problems among the
male active beedi workers of Aurangabad town in Murshidabad. Yashmin, Afroz, Hyat and D’Souza (2012) had clinically examined the type and causes of
different health hazards faced by female beedi workers of Patna city in Bihar State. Kundu and Chakraborty (2012) have empirically tried to find out the status of
Muslim women of Murshidabad district. Senthil and Bharathi (2010) in their article evaluated the applicability of various labour laws for beedi workers with
reference of Tamilnadu. Muninarayanappa and Kumari (2012) highlighted the causes of child labour with reference to the child workers of Kurnool city.

The study critically examined how the deprived and weaker sections of the Muslim women beedi workers of Murshidabad district sacrifice their lives to secure
the food security of their families through beedi rolling and how they suffered from various tobacco related occupational health hazards.
STUDY AREA
Two villages and two municipal wards in Jangipur Sub-division of Murshidabad district have been selected for the study. The study areas are situated at
Raghunathganj-1 and Raghunathganj-2 Blocks. Jangipur Sub-division has been selected for the study because concentration of beedi-workers is maximum in this
Sub-division (see table-2). All the study areas are adjacent to the Sub-divisional Headquarters. Therefore, all the infrastructural facilities are easily available. Job
opportunities are also high in the study area. Besides, villages as well as municipal wards are included in this study to secure greater variability. Only the Muslim
beedi-workers are considered because the Muslim community is the most deprived section and their concentration is maximum than any other groups in this
Sub-division. The agrarian based economy of the Sub-division has no heavy industry. Beedi rolling is the most important house hold industry in this area.
OBJECTIVES
1. Find out the present socio-economic status of the Muslim married women beedi-workers.
2. Analyze patterns types of tobacco related occupational health hazards faced by the beedi-workers.
3. Examine the relationship in between length of work, work load and severity of tobacco related occupational health hazards faced by the women beedi-
workers.
HYPOTHESIS
Due to higher fertility rate, higher dependency ratio, low wage rate, labour intensive processes of beedi rolling – the women beedi workers of Murshidabad
district of West Bengal have to suffer from various tobacco related occupational health hazards.
METHODOLOGY
Ninety two women beedi-workers without tobacco smoking and chewing habits were contracted from different areas of Jangipur sub-division in Murshidabad
district to examine the occupation related exposure to tobacco flakes and dust and elated health hazards. All the women beedi-workers are belong to Muslim
community and all of them are married. Relevant information was collected by visiting the house of each beedi-worker during the month of November, 2012.
The study subjects were interviewed and a questionnaire was followed for each subject; that included details about their age, education, length of service,

amount of beedi production, monthly family income, and health hazards faced by them. Dichotomous scaling technique had been incorporated for this study.
Simple tabulation and regression methods have been applied to depict the real pictures.
TABLE - 1: SELECTION OF THE SAMPLE

Name Nature Block Distance from Sub-divisional Headquarter No. of Sampled House Holds
Kanupur Village of Kanupur Gram Panchayat Raghunathganj-1 5Kms. 26

Khidirpur Village of Kanupur Gram Panchayat Raghunathganj-1 4Kms. 30
Rahamanpur Municipal Ward-3 of Jangipur Municipality Raghunathganj-2 4Kms. 22
Balighata Municipal Ward-13 of Jangipur Municipality Raghunathganj-1 1Km. 14
Source: House hold survey, 2012.
BEEDI INDUSTRY IN MURSHIDABAD
The organization of production process of beedi in Murshidabad district could be of two types. In Factory System there is a direct relationship in between the
beedi merchants and the workers who roll beedi at the factory shed. In Contractor System there is no direct relationship in between the workers and the beedi
merchants. The contractors act as middleman in between them. The beedi merchants appoint some contractors who provide raw materials to the home based
beedi workers who roll beedi at their home and return it to the merchants’ factory via the contractors. Maximum concentration of beedi-workers in
Murshidabad district can be found in Jangipur sub-division. The daily average production of beedi sticks in Jangipur sub-division is about fifty crores, produced
through eighty two beedi factories (the Anandabazar Patrika, 01/12/2010). Most of the beedi-workers are women and children who can roll beedi very
effectively due to flexible and slender structure of fingers. Auangabad, Dhuliyan, Omarpur are the major beedi producing centers in the sub-division.
TABLE-2: SUB-DIVISION WISE REGISTERED BEEDI-WORKERS IN MURSHIDABAD UP TO 2008

Sub-Divisions Total Number of Registered Beedi-Workers by the State Labour Department
Total Number % of total
Jangipur 241295 65
Berhampur 66412 18
Lalbag 25778 7
Domkol 21649 6
Kandi 15631 4
All Total 370765 100
Source: Deputy Labour Commissioner, Berhampur, Murshidabad.
RESULT, DISCUSSION AND FINDINGS
TABLE-3: SALIENT SOCIAL AND DEMOGRAPHIC FEATURES OF THE WOMEN BEEDI-WORKERS (N=92)
Category Current Age(Year) Age at Marriage (Year) Educational Qualification No. of Children Incident of Institutional Delivery
Sub-category <30 >30 <18 >18 Illiterate Literate ≤2 3-4 5-6 >6 Yes NO
Number of 46 46 62 30 60 32 32 38 20 2 24 68
Respondent
Source: House Hold Survey-2012.
From the Table-3 it is vivid that the social and demographic scenario of the sampled women beedi-workers is very pathetic. Mass illiteracy, under aged marriage,
low rate of institutional delivery, higher fertility rate are highly pertinent to the society. As they work in unorganized sector, they are unskilled and deprived from
the Govt. sanctioned minimum wage rate. On the other hand their fertility rate is high. They work harder, but the per capita income of the family remains low.
Therefore, they and all of their family members are being kneaded by poverty trap. The Table-4 depicts the present economic status of the women beedi-
workers.
TABLE-4: SALIENT ECONOMIC FEATURES OF THE WOMEN BEEDI-WORKERS (N =92)
Category Avg. Daily Beedi Production (Sticks) Duration of Rolling (Years) Worker’s Contribution(%) to Family’s Total Monthly Income
Sub-category ≤300 300-600 >600 ≤10 10-20 >20 ≤20 20-30 >30
No. of Respondents 24 62 6 20 58 14 40 34 18
Women beedi-workers’ individual contribution to the total monthly income of the family is calculated considering the following three factors –
1. For every 1000 rolled beedies the contractor rejects 100-125 beedies as excuse of poor quality of rolling and for the rejected beedies, the workers are not
paid any wages.
2. Due to sub-standard and under-weighted raw materials, the workers have to buy a significant amount of raw materials from the contractors.
3. The contractor does not maintain the workers’ Log Book properly and the workers are illiterate simultaneously. So, there are definite chances of
shrewdness about the calculation.
For the workers, the job of beedi rolling is multitasking. They roll beedies and at the same time do the houses hold works also. In spite of having all these
unfavorable tasks, they sacrifice their lives to flourish their family as much as possible. Here raises the question of higher risk of tobacco related occupational
health hazards. It takes near about ten hours to roll thousand beedies. Due to excessive work pressure, the women beedi-workers cannot take food timely, sleep
and rest properly. The occupational health hazards related to beedi rolling can be categorized into six broad groups –
1.Musculo Skeletal Problems: pain and cramps in shoulder, neck, head, back and lower abdomen; rheumatic complaints; swelling of legs and fingers;
indurations of hands etc.
2. Respiratory Problems: breathlessness; recurring cold and cough; chest pain; nasal inhalation.
3. Stomach Problems: gas and acid formation; stomach ache; loss of appetite etc.
4. Eye Problems: burning and watering of eyes.
5. Gynecological Problems:
6. Giddiness or Dizziness or Unrest feeling of the brain: It is an arduous labour intensive task because each beedi is rolled individually. Beedi-workers are
exposed to unburnt tobacco, mainly through the cutaneous and nasal routes. The absorbed nicotine excites the sensory nerves of the alimentary tract leading to
increased gastrointestinal secretion. The tobacco dust enters the respiratory system of beedi-workers through inhalation, causing damage to respiratory system.
As beedi rolling is done in the same posture, generally cross-legged, for prolonged period; the workers are suffered by musculo skeletal problems. Toxic effects
of nicotine on nerve systems can be realized through the problem of dizziness or eye burning.

TABLE-5: OCCUPATIONAL HEALTH HAZARDS AND THE WOMEN BEEDI-WORKERS
Types Of Health Hazards Musculo-Skeletal Respiratory Eye Dizziness Stomach Gynecological
Respondents (In Number) 92 46 40 30 26 6
Respondents ( % of Total ) 100 50 43 33 28 7
TABLE-6: NUMBER OF DIFFERENT TYPES OF HEALTH HAZARDS FACED BY THE WOMEN BEEDI-WORKERS
Types of Health Hazards Faced by the Workers Only One Type Two Types Three Types Four Types Five Types Six Types Total
Respondents(In Number) 12 42 22 14 2 Nil 92
Respondents (In %) 13 45.50 24 15 2.50 Nil 100
TABLE-7: AGE GROUPS WISE PATTERNS OF HEALTH HAZARDS FACED BY THE WOMEN BEEDI-WORKERS
Types of Health Hazards Faced by the Workers Age Groups of the Women Beedi-Workers Total
≤20 21-30 31-40 >41 Respondents
Only One Type 2 4 6 Nil 12
Two Types 8 20 14 Nil 42
Three Types 2 10 4 6 22
Four Types Nil 2 8 4 14
Five Types Nil Nil Nil 2 2
Total Respondents 12 36 32 12 92
Fig. 1: Relationship in Between Age and Severity of Occupational Health Hazards of

Women Beedi-Workers
16
y = 3x + 2
14
No.of Respondents
R² = 0.6
12
10
8 No. of Women-Beedi
6 Workers (N=38) Suffered By
at least Three Types of
4 Health Hazards
2
0
≤20 21-30 31-40 >41
Age Groups of Women Beedi-Workers
Source: House Hold Survey-2012
Fig.2: Relationship Between Work Load and Severity of Occupational Health Hazards of
Women Beedi-Workers
12
y = 0.857x + 3.333
10 R² = 0.363
8
No. of Respondents
4 No. of Women Beedi

Workers(N=38) Suffered
2 by at least Three Types
of Health Hazards
0
<200 200-300 300-400 400-500 500-600 >600
Daily Avg. Production of Beedis
Sorce: House Hold Survey-2012

Fig.3: Relationship Between Years of Rolling and Severity of Occupational Health

Hazards of Women Beedi-Workers
12
10 y = 0.285x + 4.285
R² = 0.024
No. of Respondents 8
No. of women Beedi-
6 Workers(N=38)
4 Suffered by at least
Three Types of Health
2 Hazards
0
1-5 6-10 11-15 16-20 21-25 26-30 >30
Duration of Beedi Rolling in Years
Source: House Hold Survey-2012

The most common form of the health hazards is musculo-skeletal problems. All the above mentioned relationships are positive in nature. The severity of health
hazards or at least three types of health hazards is higher in the case of higher age, work load and length of service and vice versa. More the number of sampled
women beedi-workers, vivid will be the picture.
RECOMMENDATIONS
1. The beedi-workers now get only Rs. 75 for 1000 rolled beedies. But, the state government has sanctioned Rs. 165 for 1000 beedies as the minimum wage.
Therefore, the state Labour Department, Trade unions and Beedi Merchant Association should jointly take necessary actions to implement the minimum
wage rate. If the present wage rate gets a hike, the work pressure of the workers will be reduced automatically.
2. The beedi merchants should introduce compensation scheme for the health hazards at a fixed ratio of the worker’s total monthly production.
3. About 40% of the total sampled beedi-workers can not possess the Identity Cards for which they cannot achieve the welfare schemes under Beedi
Workers’ Welfare Fund Act, 1976. The central Labour Welfare Organization as well as the State Labour Department should take necessary steps so that all
the beedi-workers can possess the ID cards as soon as possible.
4. Arrangement of regular treatment and health check up for the beedi-workers through static cum mobile medical units should be done. There are only two
such medical units and one T.B. hospital in the whole Murshidabad district. More such medical units should be established to cover all the workers.
5. The rollers should given protective clothing, gloves and masks. They should aware about harmful effects of tobacco. Proper hand wash after each and
every schedule of rolling, breaking up off the total work schedule into several small time spans, rather to roll beedi for continuous prolonged hours, rolling
in the open space – may be fruitful in this regard. MGNREGS (Mahatma Gandhi National Rural Employment Guarantee Scheme) can be an immediate
alternative solution of job for beedi-workers.
CONCLUSION
Permissive poverty of people along with traditional beliefs and orthodoxy for women folk is solely responsible for the deplorable condition of the Muslim
women community in Murshidabad district. In the male dominated social structure, all the married Muslim women beedi-workers play a vital role regarding
food security for their families. They perform as home makers as well as active beedi-workers. In spite of having all the barriers related to unorganized nature of
beedi industry and tobacco related occupational health hazards, their efforts to survive their families, are really palatable.
ACKNOWLEDGMENT
The author is very much grateful to his Ph.D. Guide Prof. Tarun Kumar Mondal for the preparation of the questionnaire.
REFERENCES
1. Chattopadhyay, B.P., Kundu, S., Mahata, A. and Jane Alam SK. (2006); A Study to Assess the Respiratory Impairments among the Male Beedi Workers in
the Unorganized Sectors, Indian Journal of Occupational and Environmental Medicine, Vol-10, No-2, pp. 69-73.
2. Kundu, K.S. and Chakraborty, A. (2012); An Empirical Analysis of Women Empowerment within Muslim Community in Murshidabad district of West Bengal,
India; Research on Humanities and Social Sciences, Volume-2, Number-6, pp. 1-11.
3. Mitra, S. (2010) A Study to Identify Barriers to Institutional Delivery in Rural West Bengal, Journal of Community Medicine, Volume-6, No.-1, January-June,
2010.
4. Muninarayanappa, M. and Kumari, S. M. (2012); An empirical Study on Child Labour in Unorganized Sector in Kurnool City, International Journal of Physical
and Social Sciences, Volume-2, Number-8, pp. 366-386.
5. Sarkar, S. (2004); Women Workers in Beedi Rolling; Indian Journal of Labour Economics, Volume-47, Number-1, pp. 102-110.
6. Senthil, N. and Bharathi, S. (2010) A Study on Occupational Health Hazards among Women Beedi Rollers in Tamilnadu, India; International Journal of
Current Research, Volume-11, No. 4, pp: 117-122.
7. Yashmin, S., Afroz, B., Hyat, B. and D’Souza, D. (2012) Occupational Health Hazards in Women Beedi-Rollers in Bihar, India, Bulletin of Environmental
Contamination and Toxicology, Volume:85, No. 1, Springer, New York, USA, pp: 87-91.

A PERCEPTUAL STUDY ON BUYING BEHAVIOR OF CUSTOMERS TOWARDS READYMADE GARMENTS
IRSHAD AHMAD BHAT

RESEARCH SCHOLAR
SCHOOL OF STUDIES IN COMMERCE
VIKRAM UNIVERSITY
UJJAIN
ABSTRACT
Within the current marketing environment, the competition between products and services is becoming increasingly tough. Each producer of goods and services
attempts to obtain a potential market share by making consumers believe that they have the answer to all their personal needs and desires. Analyzing and
understanding the consumer and his behaviour is the cornerstone of success in marketing. It includes all the physical, mental and emotional processes and
concerned behaviour which are observable before, during and after each and every purchase of goods and services. This make us compelling to understand,
observe, record and react to such behaviour in case we want to have win-win strategy that matter for marketer and the customer both. The research report
presented is based on the “Consumer Perception towards Garments”. Through this study an attempt has been made to practically understand those emotional or
rational appeals, which drive the purchase decision towards the readymade garments. Due to psychological nature of purchasing, which is increasingly becoming
a part of consumer behaviour; it is crucial that manufacturers in the clothing industry become familiar with the perceptions and attitudes of the consumer.
Clothing is likely to form an integral part in the enactment of social encounters and it is also seen as a very important channel of non-verbal communication.
Within the context of this study, perceptions regarding branded clothing were tested. The need for information about the symbolic nature of clothing is crucial to
demonstrating how perceptions are formed and interpreted in society. Some behaviour is not voluntary and is affected largely by environmental factors.
KEYWORDS
Consumer Behaviour, Competition, goods and services, purchasing Decision, perception, Readymade Garments.
INTRODUCTION
T
his study is an effort to understand the consumer behaviour on Readymade Garments. Consumers are individuals who purchase for the purpose of
individual or household consumption. Consumer buys a product looking for certain specific qualities from that product. He must get what he desires, for
which he pays. The study opens the various factors which have a direct impact on the buying decision of customers to the large extent. The study will
enable us to understand the perception of customers about readymade garments. The study provides “frame of mind” of people, what are the expectations and
desires of consumers and up to how much level this expectation is met. The studies also assist the mauls owner and companies so that they can understand the
consumer behaviour and can satisfy their consumers by the moral conduct. The study also shows the opportunities and challenges for readymade garment
business in respect of both internal and external environment. It discloses the main competitors in the field of garments and also suggests the suitable measures
to overcome these hindrances. The research provides guideline to further extension of said business and made visible all the obstacles by conducting a survey.
The study shows future scenario of Ready Made Garment Business in current perspective. The research is important to identify Market size, growth and Market
Potential of Ready-Made Garment Business. The research shows future Scenario of consumer perception regarding Ready Made Garments in current
perspective. The study shows Opportunities and challenges for Ready-Made Garment Business in respect of internal & external environment. Research says
about main competitors in the field of Ready-Made Garment Business. The study provides guideline to further extension of Ready-Made Garment Business in
Ujjain City. The study provides help to know the customers satisfaction with concerned parties. The study will enable us to understand the perception of
customers about readymade garments. It discloses the main competitors in the field of garments and also suggests the suitable measures to overcome these
hindrances. The research provides guideline to further extension of said business and made visible all the obstacles by conducting a survey. The study shows
future scenario of Readymade Garment Business in current perspective.
AIMS AND OBJECTIVES OF THE STUDY

Understanding buying behaviour pattern is not enough without understanding the composition and origin of the customer. Today most of the Indian customers
are attracted by the imported goods because of their high quality. So, that most of the Indian company Product looses their credibility and loyalty in domestic
customers. Hence, the present paper was planned with the following aims and objectives.
1. To examine customer loyalty in a highly competitive market where consumers have free choice.
2. To study the satisfaction level of customers in different attributes of Ready-Made Garments.
3. To study the impact of various factors on the consumption pattern.
4. To examine various promotional strategies and their relevance and convenience.
5. To determine the future desires needs and expectations of customers.
LIMITATIONS OF THE STUDY

The present paper has following limitations:
The paper was conducted in Ujjain only.
The sample size was limited to 100 respondents only.
Only ten shopkeepers dealing with readymade apparels were taken as sample
LITERATURE REVIEW
An attempt has been made to present the review of various studies carried out with regard to see the buying behaviour of customers. A brief overview is
presented below:
• Customer satisfaction may be considered as a base line standard of performance and a possible standard of excellence for any business organization
(Gerson, 1993). Customer satisfaction is a complex construct. It has been defined in various ways (Besterfield, 1994; Barsky, 1995; Kanji and Moura, 2002;
Fecikova, 2004). Recently, researchers have argued that there is a distinction between customer satisfaction as related to tangible products and as related
to service experiences. This distinction is due to the inherent intangibility and perishes ability of services, as well as the inability to separate production and
consumption. Hence, customer satisfaction with services and with goods may derive from, and may be influenced by, different factors and therefore
should be treated as separate and distinct (Veloutsou et al., 2005).
• According to Hasemark and Albinsson (2004) cited in Singh (2006:1) “satisfaction is an overall attitude towards a product provider or an emotional reaction
to the difference between what customers expect and what they actually receive regarding the fulfillment of a need”. Kotler (2000); Hoyer & MacInnis
(2001) also define satisfaction as a person’s feelings of pleasure, excitement, delight or disappointment which results from comparing a products perceived
performance to his or her expectations. Satisfaction means the contentment one feels when one has fulfilled a desire, need or expectation. Furthermore,

Customer satisfaction can be a measure of how happy customers are with the services and products of a supermarket. Keeping customers happy is of
tremendous benefit to companies. Satisfied customers are more likely to stay loyal, consume more and are more likely to recommend their friends to the
business.
• Ciavolino & Dahlgaard (2007) suggest that “customer satisfaction can be defined as the overall evaluation of the service performances or utilization.
Customer satisfaction can be achieved by improving service quality. Ciavolino & Dahlgaard (2007) contend that service quality is the measure of service
levels based o the attributes of the core product. Such attributes include; Facility layout- display of products, clean environment, clear labelling. Other
attributes can be Location, Process - queue management, waiting time. According to Hoyer & MacInnis (2001) satisfaction can be associated with feelings
of acceptance, relief, excitement and delight. Martinéz-Ruiz et al (2010) assert that customers always look for convenience benefit in the modern
environment. Additional services are essentially important in the retail business and play a role in determining customer satisfaction through creation of
convenience.
• Customer satisfaction is a key and valued outcome of good marketing practice. According to Drucker (1954), the principle purpose of a business is to create
satisfied customers. Increasing customer satisfaction has been found to lead to higher future profitability (Anderson, Fornell, and Lehmann 1994), lower
costs related to defective goods and services (Anderson, Fornell, and Rust 1997), increased buyer willingness to pay price premiums, provide referrals, and
use more of the product (Reichheld 1996; Anderson and Mittal 2000), and higher levels of customer retention and loyalty (Fornell 1992; Anderson and
Sullivan 1993; Bolton 1998). Increasing loyalty, in turn, has been found to lead to increases in future revenue (Fornell 1992; Anderson, Fornell, and
Lehmann 1994) and reductions in the cost of future transactions (Reichheld 1996; Srivastava, Shervani, and Fahey 1998). All of this empirical evidence
suggests that customer satisfaction is valuable from both a customer goodwill perspective and an organization’s financial perspective.
• Empirical studies have found evidence that improved customer satisfaction need not entail higher costs, in fact, improved customer satisfaction may lower
costs due to a reduction in defective goods, product re-work, etc. (Fornell 1992; Anderson, Fornell, and Rust 1997). However, the key to building long-term
customer satisfaction and retention and reaping the benefits these efforts can offer is to focus on the development of high quality products and services. A
firm’s future profitability depends on satisfying customers in the present – retained customers should be viewed as revenue producing assets for the firm
(Anderson and Sullivan 1993; Reichheld 1996; Anderson and Mittal 2000). DeWulf, Odekerken-Schröder, and Iacobucci 2001). Customers may explain their
satisfaction with a product or service in terms of specific aspects such as the product attributes, price, customer service, or a combination of other
features.
METHODOLOGY
Research is of Descriptive conclusive type and has sample size consisting of 100 Present and potential customers. Data is collected by using detailed
questionnaire with open and close ended questions, where as survey of customers was conducted and respondents were categorized according to gender,
occupation, monthly income and No. of dependents.
LIST OF HYPOTHESIS
1. There is no significant relation between Brand Name and Occupation of customers.
2. There is no significant relation between Location, and Past Experience of customers.
3. There is no significant relation between Service Quality and Income Provider of customers.
DATA ANALYSIS AND INTERPRETATION

HYPOTHESIS-1
There is no significant relation between Brand Name and Occupation of customers.
Null Hypothesis (H0): there is no relation between Occupation and Brand Name.
Alternate Hypothesis (H1): there is relation between Occupation and Brand Name.
TABLE SHOWS ANNOVA BETWEEN OCCUPATION AND BRAND NAME

DIMENSION OCCUPATION N MEAN STD.DEV F SIG.
Business men 48 2.93 1.375
Brand Name Employee 24 3.75 .495 5.359 .002
Students 28 3.97 .468
Total 100
FINDINGS: It is clear from the table that the Brand Name having F test value 6.94 at significance level of .000, are significant. Hence, the Alternate Hypothesis is
accepted and Null Hypothesis is rejected. The higher mean value of 3.97 for students indicates that this group of customers is highly influenced by the Brand
Name.
Interpretation: From the obtained data I interpret that majority of customers are in full support that branded clothes are status symbol. Therefore we can say
that Brand Name had a large impact on customer satisfaction level. Therefore producers should try to develop sound image of their products.
HYPOTHESIS-2
There is no significant relation between Location and Past Experience of customers.
Null Hypothesis (H0): there is no relation between Location and Past Experience.
Alternate Hypothesis (H1): there is relation between Location and Past Experience.
TABLE SHOWS ANNOVA BETWEEN location and Past Experience.

DIMENSION AREA N MEAN STD.DEV F SIG.
Rural 38 4.93 .657
Past Experience Urban 62 2.75 1.495 14.149 .000
Total 100
FINDINGS: it is clear from the table that the Past Experience having F test value 6.94 at significance level of .000, are significant. Hence, the Alternate Hypothesis
is accepted and Null Hypothesis is rejected. The higher mean value of 4.93 for Rural Customers indicates that this group of customers is highly influenced by the
Past Experience.
Interpretation: From this analysis I interpret that majority of customers are agreed that past experience with the cloth influence the purchasing power of
customers. This report will be helpful for meals owner and companies, so that they can understand the customer behaviour and can satisfy their customer on
better manner, to whether they recommend to other or not.
HYPOTHESIS-3
There is no significant relation between Service Quality and Income Provider of customers.
Null Hypothesis (H0): there is no relation between Income and Service Quality.
Alternate Hypothesis (H1): there is relation between Income and Service Quality.

TABLE SHOWS ANNOVA BETWEEN
BET INCOME AND SERVICE QUALITY
DIMENSION INCOME N MEAN STD.DEV F SIG.
Higher Income 15 4.50 .475
Service Quality Middle Income 53 1.73 1.495 .757 .520
Lower Income 32 3.01 .853
Total 100
FINDINGS: it is clear from the table that Service Quality having F test value 6.94 at significance level of .000, are significant. Hence,
Henc the Alternate Hypothesis is
accepted and Null Hypothesis is rejected. The higher mean value of 4.50 for Higher Income Group indicates that this group of customers is highly influenced by
the Service Quality.
Interpretation:: From this I interpret that overall 97% customers mostly prefer quality of product which purchasing garments. Customers like best quality product
any price so, company should add latest technology to their products as customers can get more satisfaction. False representation
representa that goods are of specific
standard quality or grade should be avoided.
Data Representation
The investigators visited shops offering sales and questionnaires were filled by the respondents. Then the responses were tabulated and percentage was
calculated. These are as follow:
CHART 1: SHOWS CUSTOMER
CUSTO PERCEPTION ABOUT SALESMEN /SHOPKEEPERSS INFLUENCE
no. of respodents
40
20
0
no. of respodents
Interpretation: Analyzing the above data I interpret that, customers are satisfied with the fact that shopkeeper/salesman generally influence the selection
criteria of customers. Therefore dealers must avoid unfair trade practices such as adulteration, black marketing, false adverting
adve etc and they should supply then
useful information about new products and new uses of existing products.
CHART 2: SHOWS PAST EXPERIENCE INFLUENCE THE BUYING DECISION
no. of respodents
100
50
0
no. of respodents
Interpretation:: from this analysis I interpret that majority of customers are agreed that past experience with the cloth influence the purchasing power of
customers. This report will be helpful for meals owner and companies, so that they can understand the customer behaviour and can satisfy their customer on
better manner, to whether they recommend to other or not.
CHART 3: SHOWS SEASON/CLIMATE

SEASO CONDITIONS INFLUENCE BUYING DECISION
no. of respodents
50
0
Strongly agree no. of respodents
agree can't
disagree
strongly
disagree
Interpretation:: From the obtained data I interpret that majority influence the buying decision. The climate of Ujjain city is moderate i.e.,
i.e. neither too hot in
summer nor too cold in winter. In summer people prefer to wear cotton clothes whereas in winter they prefer to wear warm clothes.
clot The effect of climate on
customers is somewhat miserable.

CHART
HART 4: SHOWS CUSTOMER
CUSTOM PERCEPTION ABOUT DURABILITY OF CLOTHES
no. of respodents
100
50
0
no. of respodents
Analysis: The above graph shows out of 100 respondents 52 respondents are strongly agree that durability of clothes influence the buying buyin decision and 28
respondents out of 100 respondents are also agree on the fact that durability of clothes
clothes influence the buying decision whereas, overall 15 respondents out of
100 respondents are disagree on the fact that durability of clothes influence the buying decision and remaining 5 respondents can’t say anything with this
regard.
bove analyses indicate that customers can be better satisfied by providing them those products which are highly durable. It means
Interpretation: The above m that the
producer has no right to intervene in the purchasing habits of consumers. They should study the requirements regarding
regarding the product. Management should also
adopt fair trade practices regarding price, quality, durability and service to the product .The selection criteria of customers
custome get largely affected by their products
that are highly durable.
CHART 5: SHOWS REPLACEMENT/EXCHANGE
REPLA INFLUENCE THE BUYING DECISION
no. of repodents
40
20
0
no. of repodents
Analysis: From the above graph it is clear that out of 100 respondents 36 respondents are strongly agree that replacement/exchange of product
p influence the
buying decision, and38 respondents out of 100 respondents also agreed with the same statement. Whereas, 11 respondents are disagree on the fact that
replacement /exchange of products influence the buying decision and 3 respondents out of 100 respondents are strongly disagree
disagre with the said statements,
remaining 12 respondents can’t say anything.
Interpretation:: From the obtained data I interpret that better protection of the interests of consumers and redress of consumer disputes will wi enhance the
goodwill of business. Thoroughly assessing the consumer behaviour will
will help the increase the sale of the firm. From obtained data majority of consumers made
selection of those firms who provide them safety measures.
CONCLUSION
The study reveals that, Consumer sovergnity is considered a modern marketing principle. It means that the producer has no right to intervene in the purchasing
habits of consumers. They are free to spend their money in any manner they like. Therefore, it is essential to understand the consumer behaviour to meet their
requirements by providing suitable products and services. Thoroughly accessing the consumer behaviour will help to increase the sales volume of firm. The
planning and policy of marketing can also so decide accordingly. Therefore sound marketing programmers should start with a careful ca analysis of the habits
attitudes, motives and needs of consumers. A marketer should find answers regarding what products and services which consumer prefers to buy and when
they buy them. The selection criteria of consumers get largely affected by those products that are highly durable. Therefore, it is necessary to undertake those
practices which will improve the quality standard of products and their durability. Finally, consumer is the principal a prior
prio of business. The efficiency with which
a free market system
em of enterprise operates, in the last analysis, depends upon the extent of consumer understanding possessed by the business community. A
business community that is ignorant of consumer preferences can’t possibly fulfil its obligations in a meaningful and responsive manner.
• Consumers mostly select their dresses according to their economic stability.
• 70% customers are brand cautious; hence we can say brand name had a large impact on customer’s satisfaction level.
• Consumers like best quality products at any prices.
rices. They should provide goods and services of standard quality and satisfy consumer wants.
• Past experience with a particular brand influence the buying decision of consumers.
• Season/climate conditions also effect the buying decision of consumers. in summer
summer people prefer to wear the cotton clothes whereas, in winter they prefer
to wear woollen garments.
• The selection criteria of consumers depend to the large extent upon the salesmen’s influence. Therefore, customers are agreeing agreei that they get both
psychological
ogical and economic satisfaction from affectionate salespersons.
• While purchasing garments the thickness of Fabre is a symbol of durability for customers.
RECOMMENDATION
Finally, consumer is the principal a prior of business. The efficiency with which a free
free market system of enterprise operates, in the last analysis, depends upon
the extent of consumer understanding possessed by the business community. A business community that is ignorant of consumer preferences p can’t possibly
fulfil its obligations in a meaningful and responsive manner.
• For better satisfaction of consumers business firm should handle consumer complaints of grievances quickly and to avoid monopolistic
monop and unfair trade
practices such as adulteration, black marketing, false advertising etc.
• A business community that is ignorant of consumer preferences can’t possibly fulfil its obligations in a meaningful and responsive.
respo
• Sound marketing programmers should start with a careful analysis of the habits, attitudes, motives and needs of consumers.

• Repetitive use of the same promotional schemes for a prolonged period may have negative effect on the loyal customers. So, retailers must view to
developing more promotional strategy in line with the company’s objectives.
• The shopkeepers should be aware of the effective use of sales promotions.
IMPLICATIONS
For the present study efforts are made not only to collect the viewpoints of consumers and shopkeepers but, at the same platform suitable measures are
suggested to overcome the uncertain events. The study provides “frame of mind” of people, what are the expectations and desires of consumers and up to how
much level this expectation is met. It discloses the main competitors in the field of garments and also shows future scenario of said business in current
perspective.
REFERENCES
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129-45.
2. Anderson, Eugene W. and Vikas Mittal (2000), “Strengthening the Satisfaction-Profit Chain,” Journal of Service Research, 3 (2), 107-120.
3. Anderson, Eugene W., Claes Fornell, and Donald R. Lehmann (1994), “Customer Satisfaction, Market Share, and Profitability: Findings from Sweden,”
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Services,” Marketing Science, 16 (2), 129-145.
5. Barsky, J. (1995), World-Class Customer Satisfaction, Irwin Professional, Burr Ridge, IL.
6. Besterfield, D.H. (1994), Quality Control, Prentice-Hall, Englewood Cliffs, NJ.
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Marketing Science, 17 (1), 45-65.
8. Ciavolino, E & Dahlgaard, JJ 2007, “Customer satisfaction modeling and analysis: A case study”, Journal of Total Quality Management, Vol.18, No.5, pp 545-
554.
9. DeWulf, Kristof, Gaby Odekerken-Schröder, and Dawn Iacobucci (2001), “Investments in Consumer Relationships: A Cross-Country and Cross-Industry
Exploration,” Journal of Marketing, 65 (4), 33-50.
10. Drucker, Peter F. (1954), The Practice of Management, New York: Harper & Row. 31
11. Fecikova, I., (2004), “An Index Method for Measurement of customer satisfaction,” The TQM Magazine, Vol. 16, No. 1, pp. 57-66.
12. Fornell, Claes (1992), “A National Customer Satisfaction Barometer: The Swedish Experience,” Journal of Marketing, 56 (1), 6-21.
13. Gerson R. F. (1993). Measuring customer satisfaction: A guide to managing quality service, Crisp Publications, Menlo Park.
14. Hansemark, OC & Albinson, M 2004, “Customer Satisfaction and Retention: The Experiences of Individual employees”, Managing Service Quality, Vol.
14(1), pp.40-57.
15. Hoyer, WD & MacInnis, DJ 2001, Consumer behavior, Houghton Boston: Mifflin Company in Singh 2006, “The Importance of Customer Satisfaction in
relation to customer loyalty and retention”, UCTI.WP-06-06, May 2006, Kuala Lumpur, Malaysia.
16. Kotler, P 2000, Marketing Management 10 (ed), New Jersey: Prentice Hall.
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supermarkets”, Journal of Retailing and Consumer Services, Vol. 17, pp. 278-285.
18. Reichheld, Frederick (1996), The Loyalty Effect, Cambridge, MA: Harvard Business School Press.
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Marketing, 62 (1), 2-18. 35
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Marketing, Vol. 39 No. 5-6, pp. 606-28.

REQUEST FOR FEEDBACK

Dear Readers
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I would like to request you to supply your critical comments and suggestions about the material published
in this issue as well as on the journal as a whole, on our E-mail i.e. [email protected] for further
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VOLUME NO. 4 (2013), ISSUE N O.

01 (J ANUARY) ISSN 0976-2183

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT ii

EDITORIAL ADVISORY BOARD

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT iii

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT iv

CALL FOR MANUSCRIPTS

GUIDELINES FOR SUBMISSION OF MANUSCRIPT

Subject: SUBMISSION OF MANUSCRIPT IN THE AREA OF .

(e.g. Finance/Marketing/HRM/General Management/Economics/Psychology/Law/Computer/IT/Engineering/Mathematics/other, please specify)

NAME OF CORRESPONDING AUTHOR:

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT v

STATEMENT OF THE PROBLEM

RESULTS & DISCUSSION

PLEASE USE THE FOLLOWING FOR STYLE AND PUNCTUATION IN REFERENCES:

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT vi

DR. KAUP MOHAMED

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 1

OBJECTIVES OF RESEARCH AND HYPOTHESIS

FINDINGS & DISCUSSION

SCB 3.2898 (x2) 0.8201 N2 = 813 (combined sample)

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 2

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 3

DR. ANSAR ALI RAJPUT

SABIR HUSSAIN KALHORO

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 5

TABLE 1: DISTRIBUTION OF RESPONDENTS BY AGE, EDUCATION AND EXPERIENCE

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 6

CONCLUSION AND DISCUSSION

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 7

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 8

MOHAMMAD JAVAD RAZMI

THE BANKS AND FOREIGN DIRECT INVESTMENT

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 9

METHOD AND DATA

IBAit = α 2 + δ 1CBAi (t −1) + δ 2 CBAi (t − 2 ) + λ1 FDI i (t −1 ) + λ2 FDI i (t − 2) + γ 2 ECTt −1 + η 2i + ν 2it II

TABLE 1: CORRELATION BETWEEN FDI AND BANKING INDUSTRY

TABLE 2: PANEL UNIT ROOT TESTS

TABLE 3: PEDRONI PANEL CO-INTEGRATION TEST

Group statistic probability

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 10

TABLE 4: PANEL CAUSALITY TESTS RESULT

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 11

GEEVARGHESE PHILIP MALAYIL

Inward FDI Performance Index 1 4 6 3 5 4

Ease of Doing Business Ranking 18 13 37 52 46

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 12

IMPORTANCE OF THE STUDY

Cumulative Inward FDI - 1970 -2010

Source: UNCTAD, FDI/TNC database (www.unctad.org/fdistatistics).

RESULTS AND DISCUSSIONS

Globally Middle East BAHRAIN KUWAIT OMAN QATAR SAUDI UAE

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 14

Difference of Exception and

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 15

Difference of Exception and

Middle East (Except GCC)

INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT 16

Difference of Exception and