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i-manager's Journal on Management (JMGT)

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The Role of Coaching in Enhancing Employee Performance
Measuring Customer Satisfaction of Hotel Industry in Bangladesh: A SERVQUAL and Structural Equation Model (SEM) Approach
Strategies for Building Supply Chain Resilience, Law Enforcement, and Sustainability during Black Swan Events
Perceptions of Climate Change and Barriers to Adaptation along the Teesta River in Bangladesh
Socioeconomic Effects of Village Loan Savings Initiatives on Empowering Rural Communities - Case Study of the Impact of VLS Program in T/A Chimwala, Malawi

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Volume 9 Issue 1 June - August 2014

Article

E-Marketing – Is it indispensable for Today's Marketing?

R. Tamilarasan*

Professor & Head, Department of Management Studies, Dr. Sivanthi Aditanar College of Engineering, Tiruchendur, India.

R. Tamilarasan (2014). E-Marketing – Is it indispensable for Today's Marketing? i-manager’s Journal on Management, 9(1), 1-5. https://doi.org/10.26634/jmgt.9.1.2884

Abstract

Today, as we witness, e-marketing has changed the way goods and services are being marketed all around the world as well as in India. The Internet has become a valuable tool to optimize the success of marketing of goods and services, as a practice deviating from the traditional marketing practices. E-Marketing practices have become the heart of a firm's marketing strategies. E-Marketing strategies can range from simply putting up a blog to build an online community and marketing through social media channels, with email or through viral marketing campaigns etc. However, it mainly focuses on how best the strategies relating to product, price, place and promotion can best be made suitable to attract and retain prospects / loyal internet savvy customers. It altogether becomes vital to explore how the Internet as a marketing platform can be exploited to market goods and services, that could result, it result in reinventing the marketing wheel to evolve strategies that best serve the needs of e-marketing world. Hence, this article explores the domain and dynamics of strategies in the emerging e-marketing world.

References

[1]. Chaffey, Dave, Chadwick – Fiona Ellis; Johnston, Kevin and Mayer, Richard, (2012). “Internet Marketingstrategy, implementation and practice” Pearson, New Delhi, 3rd Edn., pp.214-256.

[2]. Strauss, Judy, Ansary-Adel El and Frost, Raymond, (2008). 'E- Marketing', Eastern Economy Edition, PHI, New Delhi, IVth Edition, pp. 135 – 229.

[3]. Berman, Barry, Evans, Joel.R and Mathur, Mini, (2011). “Retail management – A Strategic Approach”, Pearson Education, New Delhi, 18th Edn, pp 169 – 180.

[4]. Joseph, P.T, S.J, “E- commerce – An Indian perspective”, PH1, New Delhi, 3rd Edn., pp. 158-201.

[5]. Paul, P. (1996). “Marketing on the Internet”, Journal of Consumer Marketing, Vol.13, No.4, Pp 27-39.

[6]. Prabhakar, P.R (2000). “Who owns the online consumer?”, Journal of Consumer Marketing, Vol. 17, No. 2, pp. 158-71.

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Article

A Study on Role of Business Correspondents in Financial Inclusion with Reference to State Bank of India

Anilkumar Jaladi* , P. Raja Babu, Rasul S.K.*

- Research Assistant, KL University Business School, KL University, AP, India.

Associate Professor and Head, KLU Business School, Guntur District, Andhra Pradesh, India.

Anilkumar Jaladi, P. Raja Babu and Rasul S.K. (2014). A Study on role of business correspondents in financial inclusion with reference to state bank of India. i-manager’s Journal on Management, 9(1), 6-11. https://doi.org/10.26634/jmgt.9.1.2885

Abstract

In India, focus of the financial inclusion at present is confined to ensure a bare minimum access to a saving bank account without frills to all. Financial Inclusion effort should offer at a minimum, access to a range of financial services including savings, long and short term credit, insurance, pensions, mortgages, and money transfer at a reasonable cost. The purpose of this paper is to assess the role of business to SBI and to evaluate the business correspondent's performance and an insight into financial inclusion in rural areas. The importance of financial Inclusion arises from the problem of financial exclusion of unbanked people from the formal financial services across the world. State Bank of India achieved 100% coverage of its allotted unbanked villages under the Financial Inclusion Programme of the RBI with the help of Business Correspondents, finally to give an appropriate suggestion.

References

[1]. Kolluju, N. (January 2014). Business correspondents model Vis-à-vis Financial Inclusion in India. International Journal of Scientific and Research Publications. ISSN:2250-3153, Vol No.4, Issue No.1.

[2]. V. Ganeshkumar. (2013). Overview of financial inclusion in india. Indian Journal of Management and Studies. ISSN:2320-0885,Vol. 2, Issue No.3.

[3]. Ananth, B. (2012, May). The Pursuit of Complete Financial Inclusion: The KGFS Model in India. Access to Finance Forum Reports by CGAP, Vol 4.

[4]. Ms. Apurva A. Chauhan. (2013, December). A Study On Overview of Financial Inclusion In India. Indian Journal of Applied Research, ISSN:2249-555x,Volume No;3,Issue No:12.

[5]. M. Sarma. (2008, June). Index of Financial Inclusion in India”. Indian council for research on International Economic Relations, working paper No: 215.

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Research Paper

Retail Outlet Engagement and Expansion Program in Indian Telecom Sector

Debajani Sahoo* , A. Vidyadhar Reddy**

* Post Doctoral Fellow, Department of Business Management, Osmania University, Hyderabad, India.

** Professor, Department of Business Management, Osmania University, Hyderabad, India

Debajani Sahoo and A. Vidyadhar Reddy (2014). Retail Outlet Engagement and Expansion Program in Indian Telecom Sector. i-manager’s Journal on Management, 9(1), 12-23. https://doi.org/10.26634/jmgt.9.1.2886

Abstract

There is an increased competition in the Indian telecom industry which has forced the teleservice providers to give more attention on service quality, customer and retailer satisfaction. The academicians have also been studying quality & satisfaction to understand the determinants and processes of market evaluation. The Indian telecom market may enjoy good growth rate owing to lower tele-density, stiff competition and lower tariffs. To beat the competition, retailer satisfaction is equally important like customer satisfaction; as satisfied retailer can bring more loyal customers to the organization. The objective of the present study is of two folds. At first, to identify the retailer's satisfaction dimension in the prepaid segment based on the services provided by service provider (Network quality, Grievance handling, Schemes provided, Margin rate as regards to the service provided). Secondly, to examine whether cross sectional demographics of retailers impact their business transaction with the telecom service providers. The study conducted by survey process having sample size of 400 retailers represent 93.6 percent response rate. The retailers who were already selling the LAPU recharges and in case of the new outlets, untapped shops were being targeted. Convenience sampling method which is used in this study is considered as non-probability sampling. Multiple Regression and Anova has been used through SPSS 20 for the data analysis. This study will help the telecom managers to design the relationship marketing strategies for different set of retailers with varied requirements. It will help the telecom industry to further dissect the market and find out more retailer base from the growing market in India.

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Research Paper

Effect of Motivation on the Employee Behaviour and Organization as a Whole

Neeraj Kumari*

Assistant Professor, Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, Haryana, India.

Neeraj Kumari (2014). Effect of Motivation on the Employee Behaviour and Organization as a Whole. i-manager’s Journal on Management, 9(1), 24-33. https://doi.org/10.26634/jmgt.9.1.2887

Abstract

The objective of the study is to understand how motivation affects the behaviour of individuals and organizations as a whole. It is a descriptive research and the sample size of the study is 131. The primary data have been collected with the help of a structured questionnaire. The study reveals that the employees of both the organizations in this study have high scores on all the six dimensions of motivation viz. Achievement, Affiliation, Influence, Control, Extension and Dependency. As per the self rating / assessment by the employees themselves, the mean efficiency score of employees of both of these organizations are high and it does not show any significant difference. It is concluded that, employees of both of these organizations under this study are highly motivated and highly efficient. Thus the organization is highly effective in motivating its employees.

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Research Paper

Human Resource Development Climate in Selected Private Sector Banks in Punjab, India-A survey

Sanjeev Sharma* , Shruti, N.S. Bhalla*, T.S. Sidhu****

- Research Scholar, Punjab Technical University, Kapurthala, Punjab, India.

Director, Global Institute of Management, Amritsar, Punjab, India.

**** Director, Shaheed Bhagat Singh Technical Campus, Ferozepur. Punjab, India.

Sanjeev, Shruti Sarin, N.S. Bhalla and T.S. Sidhu (2014). Human Resource Development Climate in Selected Private Sector Banks in Punjab, India-A survey. i-manager’s Journal on Management, 9(1), 34-40. https://doi.org/10.26634/jmgt.9.1.2888

Abstract

Human Resource Development (HRD) climate facilitates proper implementation of HRD systems in an organization. The present study is aimed at assessing the extent of HRD climate prevailing in selected Private Sector Banks in Punjab. This study has been carried out on the basis of the information collected from employees working in 6 major private sector Banks running their operations in Punjab. On the basis of information collected and results obtained, it has been found that average/moderate HRD climate is prevailing in selected Private Sector Banks. In comparison, it has been found that better OCTAPAC values (Openness, Confrontation, Trust, Authenticity, Pro-activity, Autonomy, Collaboration, Experiment) culture is prevalent than HRD mechanism and general HRD climate in the Selected Private Sector Banks. It is suggested on the basis of research evidence that, the top management of the banks should enrich the banks policy in enhancing the physical, mental and emotional capabilities of the individuals for creating and maintaining better HRD Climate. The Managers and officers staying in the banks should have been motivated, encouraged and inspired to accept challenges. A favorable HRD climate also contributes for the retention of the workforce. Private sector banks have been seriously exposed to the problem of HR Mobility.

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Research Paper

Impact of the HRM practices on Organizational Commitment of Managerial Employees in the Textile industry

Shruti* , N.S. Bhalla, T.S. Sidhu*, Sanjeev Sharma****

, Research Scholar, Punjab Technical University, Kapurthala, Punjab, India.

Director, Global Institute of Management, Amritsar, Punjab, India.

Director, Shaheed Bhagat Singh Technical Campus, Ferozepur. Punjab, India.

Shruti, N.S. Bhalla, T.S. Sidhu and Sanjeev (2014). Impact of the HRM practices on Organizational Commitment of Managerial Employees in the Textile industry. i-manager’s Journal on Management, 9(1), 41-47. https://doi.org/10.26634/jmgt.9.1.2889

Abstract

The present study is in the light of the liberal global Indian economy that has led to a competitive environment. In the changing scenario of the global business environment with a highly competitive market economy, the Human Resource Management practices (HRM) provide an edge to an organization. This paper builds on the previous theories & research in the Human Resource Management practices to find out the relation between the firm's strategy regarding human resources and Organizational Commitment. This study is an attempt to understand the impact of the HRM practices on Organizational Commitment of Managerial Employees in the Textile unit of Punjab. The data were gathered by administering questionnaires. This study reveals that the HRM practices are strong predictors of Organizational Commitment of managerial employees in the Textile unit of Punjab surveyed. The present study also aimed at assessing how much of commitment in the unit can be attributed to HRM practices. For this purpose, the data of 100 participants were randomly selected. HRM practices and Organizational Commitment were measured by likert scale. Data were analyzed by t-test and multiple regressions.

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[22]. Walker J.W. (1980). Human Resource Planning. McGraw Hill, New York.

i-manager's Journal on Management (JMGT)

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Volume 9 Issue 1 June - August 2014

E-Marketing – Is it indispensable for Today's Marketing?

R. Tamilarasan*

Professor & Head, Department of Management Studies, Dr. Sivanthi Aditanar College of Engineering, Tiruchendur, India.

R. Tamilarasan (2014). E-Marketing – Is it indispensable for Today's Marketing? i-manager’s Journal on Management, 9(1), 1-5. https://doi.org/10.26634/jmgt.9.1.2884

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A Study on Role of Business Correspondents in Financial Inclusion with Reference to State Bank of India

Anilkumar Jaladi* , P. Raja Babu**, Rasul S.K.***

*-*** Research Assistant, KL University Business School, KL University, AP, India. ** Associate Professor and Head, KLU Business School, Guntur District, Andhra Pradesh, India.

Anilkumar Jaladi, P. Raja Babu and Rasul S.K. (2014). A Study on role of business correspondents in financial inclusion with reference to state bank of India. i-manager’s Journal on Management, 9(1), 6-11. https://doi.org/10.26634/jmgt.9.1.2885

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Retail Outlet Engagement and Expansion Program in Indian Telecom Sector

Debajani Sahoo* , A. Vidyadhar Reddy**

* Post Doctoral Fellow, Department of Business Management, Osmania University, Hyderabad, India. ** Professor, Department of Business Management, Osmania University, Hyderabad, India

Debajani Sahoo and A. Vidyadhar Reddy (2014). Retail Outlet Engagement and Expansion Program in Indian Telecom Sector. i-manager’s Journal on Management, 9(1), 12-23. https://doi.org/10.26634/jmgt.9.1.2886

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Effect of Motivation on the Employee Behaviour and Organization as a Whole

Neeraj Kumari*

Assistant Professor, Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, Haryana, India.

Neeraj Kumari (2014). Effect of Motivation on the Employee Behaviour and Organization as a Whole. i-manager’s Journal on Management, 9(1), 24-33. https://doi.org/10.26634/jmgt.9.1.2887

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Human Resource Development Climate in Selected Private Sector Banks in Punjab, India-A survey

Sanjeev Sharma* , Shruti**, N.S. Bhalla***, T.S. Sidhu****

*-** Research Scholar, Punjab Technical University, Kapurthala, Punjab, India. *** Director, Global Institute of Management, Amritsar, Punjab, India. **** Director, Shaheed Bhagat Singh Technical Campus, Ferozepur. Punjab, India.

Sanjeev, Shruti Sarin, N.S. Bhalla and T.S. Sidhu (2014). Human Resource Development Climate in Selected Private Sector Banks in Punjab, India-A survey. i-manager’s Journal on Management, 9(1), 34-40. https://doi.org/10.26634/jmgt.9.1.2888

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Impact of the HRM practices on Organizational Commitment of Managerial Employees in the Textile industry

Shruti* , N.S. Bhalla**, T.S. Sidhu***, Sanjeev Sharma****

*,**** Research Scholar, Punjab Technical University, Kapurthala, Punjab, India. ** Director, Global Institute of Management, Amritsar, Punjab, India. *** Director, Shaheed Bhagat Singh Technical Campus, Ferozepur. Punjab, India.

Shruti, N.S. Bhalla, T.S. Sidhu and Sanjeev (2014). Impact of the HRM practices on Organizational Commitment of Managerial Employees in the Textile industry. i-manager’s Journal on Management, 9(1), 41-47. https://doi.org/10.26634/jmgt.9.1.2889

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Anilkumar Jaladi* , P. Raja Babu, Rasul S.K.*

- Research Assistant, KL University Business School, KL University, AP, India.

Associate Professor and Head, KLU Business School, Guntur District, Andhra Pradesh, India.

* Post Doctoral Fellow, Department of Business Management, Osmania University, Hyderabad, India.

** Professor, Department of Business Management, Osmania University, Hyderabad, India

Sanjeev Sharma* , Shruti, N.S. Bhalla*, T.S. Sidhu****

- Research Scholar, Punjab Technical University, Kapurthala, Punjab, India.

Director, Global Institute of Management, Amritsar, Punjab, India.

**** Director, Shaheed Bhagat Singh Technical Campus, Ferozepur. Punjab, India.

Shruti* , N.S. Bhalla, T.S. Sidhu*, Sanjeev Sharma****

, Research Scholar, Punjab Technical University, Kapurthala, Punjab, India.

Director, Global Institute of Management, Amritsar, Punjab, India.

Director, Shaheed Bhagat Singh Technical Campus, Ferozepur. Punjab, India.