International Journal of Business and General Management

1-6

Authors: ALKA SINGH

Financial inclusion has gained a great importance these days; it is to provide with basic banking services to the unbanked population. The present government of India has taken a giant leap towards financial Inclusion by the introduction of Pradhan Mantri Jan DhanYojna. Technology is a major enabler in the process of providing banking services to the needs of a larger section of society, with special emphasis on the under-privileged communities. The technological advancements need to support this initiative of government by extending banking services to the unbanked population and the available technology, along with the impetus by the government in ensuring banking system to deploy cost effective technology to transform the financial ecosystem in India.

23-32

Authors: NAGARAJU BATTU1 & SHRIRAM DARBHA

Kahn (1990) defines employee engagement as, “the harnessing of organization members’ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances”. Holistic Employee Engagement is a concerted effort to provide conductive working conditions for all the employees to realize their potential talents through peak performance at work for the best satisfaction of themselves with an enhanced sense of their own well-being and to realize the goals and objectives of the organization. Holistic Employee Engagement is a collaborative commitment both by the employee and employer based on the highest levels of mutual trust for common good. Engaged employees tend to give their best performance and achieve higher levels of productivity with increased levels of job satisfaction. There are four levels of engagement viz; Physical, Emotional, Intellectual and Spiritual. The engagement process may differ from various professions and organizations, however, a few common tools for employee engagement can be used for all types of employees because they all lead a multi-dimensional life, which can be said to be a professional life relating to the workplace, business career; personal life relating to the private, family as well as social life; and a deep inner life pertaining to an individual’s emotional and spiritual quotient. Balancing and engaging at all four levels enhances one’s ability to realize the full potential and peak performance leading to overall satisfaction in work and life.

39-48

Authors: VANDANA1, SHABANA2 & S. S CHAUHAN

Attracting and retaining high quality teachers is a primary necessity, as well as challenge for Educational Institutions. A teacher plays a crucial role in molding pupil towards education. Since a teacher is a role model for the students, job satisfaction has become very important in the field of education. Various researches have been done in a number of countries, and it is found that job satisfaction of teachers is critical aspect for all Educational Institutes and affects the performance of teachers and the quality of education in the education sector. The aim of the study was to examine job satisfaction among private senior secondary school teachers in Meerut region, India. The study is important from the point of view of teachers, because their performance on satisfaction in their role which affects the whole community. It groups the factors into four themes: Salary structure and working conditions, management support, promotion and recognition and cordial relationship with management, colleagues and parent. In the empirical investigation, the primary data were collected to help of structured questionnaires from Senior Secondary school teachers. The convenience sampling method was adopted for choosing the sample. A total of 165 questionnaires was collected, out of which, 150 were finally used for further analysis. The responses of teachers were processed and analyzed by the computation of mean, standard deviation and chi-square test. It was found that most of the school teachers in Meerut had better job satisfaction in terms of salary and working conditions, which increase their morale and assist to accomplish their assigned tasks. Also, other factors of promotion, recognition and relation with management influenced teachers, positively. The study suggested a number of recommendations for local and national education authorities in Meerut. Government authorities and management should come forward to implement the suggestions made by researchers to render positive change among higher Senior Secondary School teachers.

57-62

Authors: PATRICK MODILIM & DENISE LAND

Many small business enterprises do not survive for more than 5 years after formation. The objective of this multiple case study was to explore the strategies used by small business manufacturing leaders in Lagos, Nigeria to sustain their businesses, using general systems theory as the conceptual framework. The sample comprised 3 small business leaders who have sustained their business enterprises for more than 5 years after forming in Lagos, Nigeria. The data were collected through semistructured, in-person interviews and the review of business feasibility and planning documents, handbills, and contract documents. The results from this study suggested preparation including research and strategic plans before the launch of a business idea, minimizing debt and overhead expenses, proper record keeping, skills, and expertise are essential for small business success. Small business leaders should do feasibility studies and business plans before committing resources for business ideas, in addition to keeping a record of activities of the business for strategic and tactical decision-making to sustain a successful small business enterprise. Successful business enterprises provide continued employment for the business leaders and their employees, and enhanced quality of life for the community.

71-76

Authors: SNEHA MENARIA & SHANKAR CHAUDHARY

In the present scenario, the issue of work-life balance has gained more attention due to the reason that an individual's work life and personal life may present conflicting demands on one another while the demands from both the spheres are equally important. Work-life balance means to maintain a perfect balance between the roles and responsibilities both at home and at work. Work-life balance is one of the most important and challenging issues which have been faced by the women employees in this century. This problem is being faced mostly by women employees because of the type of roles they play both at work and at home and the spillover of work life over personal life and vice-versa. Based on the present issue of work-life balance of women employees, this research is done. The study aims to examine work-life balance of women employees and analyze various factors affecting work-life balance. The women employees in Pune city constitute universe for the study. The researcher has drawn 500 women employees working in IT sector for the purpose of this study. Data was collected with the help of a structured questionnaire and data was analyzed using Pearson Coefficient Correlation.

87-104

Authors: PUNEET KAUR

In the recent years, Corporate Social Responsibility (CSR) has emerged as an essential tool or entity, as well as region of responsibility for every business house. In India, where after enjoying almost 70 years of independence, we still have such areas, where there is a lack of communication, lack of sensibility, lack of resources, etc. To become a successful developed nation the business houses need to take responsibility of such areas, by accepting the CSR approaches and contributes something to sustainable development by delivering economic, social and environmental benefits, for the shareholders and the public at large. CSR is a concept, with many definitions and practices. The way it is understood and implemented, depends upon the differences in regions, companies and countries. Moreover, CSR is a very broad concept, which addresses various topics such as corporate governance, health and safety, environmental effects, working conditions and contributes to economic development. In this reference, the attempt has been made in this research paper, to analyze the CSR reported areas, in some selected Public & Private Sector Banks of India. Further, the relation between profitability and CSR has been investigated, from the Annual Reports/ Business Responsibility Reports, of selected Public & Private Sector Banks in India, for the financial year 2015-16 and 2016-17.

119-134

Authors: DAVID A. JONES & HANZHEN LIU

Management styles are changing everywhere, with the emergence of “globalization.” Recently, Sing Ong Yu published a book, The Art of Modern Oriental Management, that compares Chinese, Japanese and Korean styles of management at work as they have been influenced by, and/or as they have cast influence upon, the West, at least arguably. This is cross-influence real? Evidenced by what empirical data, if any? In this paper, the authors will present salient facts, that predicated upon empirical data, gathered through their own participant observation in China, since 2001, in Taiwan since 2008, in Japan and the Republic of Korea, more recently. Four key factors will be addressed: core values, culture, philosophy, religion, studied individually and collectively, considering their impact on delegation and empowerment, expectation of loyalty, MacGregor’s “Theory X” and “Theory Y” and Ouchi’s “Theory Z”, plus competitive collaboration and/or confrontation and sabotage. Management styles change both forward and backwards, for better or worse, creating both value added and value subtracted. Part of this paper will attempt, to identify and articulate the changes evident in Asian and Western leadership styles compared, since Harvard University’s Alfred J. Weatherhead, Jr. Professor Daniel Quinn Mills published an article that has become seminal, “Asian and American Leadership Styles: How They Differ” (2007). Upon the arrival of Kong Tzu (Confucius) at a meeting with Lao Tzu (the founder of Taoism), the “Old Master” asked Kong Tzu: “Have you found the Tao?” That question remains outstanding 2500 years afterwards, particularly in 21st century Asian private sector management. What, if anything has been found to better understand where East meets West in leadership or management in the last decade? What characteristics, if any, of Buddhism, Confucianism, Taoism or other ethical, philosophical or religious roots remain core, to modern Asian leadership and management? What “Western” approaches, if any, have become Key Success Factors (KSFs) in Asian business management? What “Eastern” approaches, if any, have become KSFs in Western business management?