International Journal on Arts, Management and Humanities

6

Authors: Shikha Seetha

ABSTRACT As globalization and competitiveness become the benchmark of any MNC, it becomes obviously important for employees to be equipped with good communication and soft skills. Therefore engineering graduates require an ever increasing range of skills to maintain relevance with the global environment of the era. Increasing pressures and challenges arising from the broadening roles of engineers has enhanced the need for the Indian engineers to acquire good English communication skills. Good English Communication Skills are a vital element of an engineer’s profession and the lack of such skills only undermines the image of an engineer. A number of engineering faculties in universities fail to address this need for the introduction of such courses. There is a growing expectation that universities should directly meet the needs of industry standards and deliver global engineers who are not only competent in technical skills but also in non-technical skills such as communication skills. In the present scenario professional engineers certainly need effective and impressive communication skills. There is a great need to frame course material and develop methods and strategies to enhance various skills of communication of engineering graduates. This paper reviews the importance of these skills for engineers with an emphasis on how such communication courses can be designed and incorporated into the engineering curriculum. The different methods of teaching communication skills and its assessment are discussed in the paper for enhancing communication of technical students.

6

Authors: Dr. Rajeev Jain

ABSTRACT “Nobody in this world is stress free. Stress is a part of day-to-day life, which cannot be avoidable. Stress is the outcome reaction that will be shown out by anyone when faced by a different situation, which is apart from the normal ones. During the past decade, the private sector had undergone rapid and striking changes due to emergence of globalization, liberalization and increased competition. That is why the employees in the private sector are experiencing a high level of stress. The percentage of female stress is higher than the male workforce proved from the research. In the work place, everybody is facing the problem of stress. Stress is not always negative, sometimes positive also. Like in giant companies usually a Manager delegates certain responsibility to their subordinates, which in turn aid subordinate to upgrade their skills and improve efficiency (This is positive or Eustress). On the other hand, many times stress occurs due to excessive work load which hampers individual as well as Organization performance (This is called negative/distress).From the study, it is clear that stress directly affects job performance. Up to certain level stress is required to perform their best, such stage is known as Optimum level of stress and after that it has negative impact on the individual job performance. In addition to that, it also create labor related problems i.e a high rate of absenteeism , attrition, turnover, declining productivity, health problems and many more. The main causes of stress within the organization are: 1. Gender bias system. 2. Lack of management support. 3. Too much or too little work. 4. Conflicting demands. 5. Role conflict and ambiguity, overload. Among all these, occupational stress is the major one. Specially, occupational stress is found higher among women employees. Such type of stress is the outcome of role ambiguity, role conflict and due to lack of senior level support. Hence its an hour of today, to formulate and redesign effective HR strategies which can overcome the problem of stress effectively.

7

Authors: Sakshi Jhamb* and Bibhu Prasad

INTRODUCTION This paper focuses on the achievement and performance of Nationalised Banks vis-à-vis Private Sector Banks. The parameters selected for evaluation of performance of various categories of banks are Profitability and Productivity. An Eleven year period (2000-2001 to 2010-2011) has been selected for evaluating the performance. The logic of selection of this period is to find out the impact of government’s decontrolled and liberalized policies on Nationalised banks as compared to other categories of banks like Private Sector Banks. The other reason is that the new Private Sector Banks, which are having major share in asset holding, started their business commercially from the year 1996 onwards; to segregate the overall result of the new Private Sector banks it is more appropriate to select this period.

8

Authors: Munish Sabharwal & Prof. Anoop Swarup

ABSTRACT The main objective of this research paper is to observe whether the selected Indian Banks have any effective Disaster Management System with reference to Disaster Avoidance, Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) as per RBI guidelines and other international standards. This was pursued by conducting structured interview of branch heads of the selected 16 scheduled banks of Meerut (U.P.). The researcher with the help of a questionnaire inquired from the branch heads of selected banks and compared the responses with the desired state using GAP Analysis Worksheet. The study indicated that the most of the banks selected by the researcher in his research backup its data at a Remote offsite location, have a BCP / DRP Plan available with them on software but they do not apply Disaster Management System as per RBI -“Guidelines on information security, Electronic Banking, Technology risk management and cyber frauds” and other international standards. The study concludes by providing recommendations to the Indian Banks.

10

Authors: Dr Kanchan Bhatia* and Prof Prashant Jain**

ABSTRACT According to Peter Drucker 'an organization is like a tune; it is not constituted by individual sounds but by their synthesis. The success of an organization will therefore depend on its ability to measure accurately the performance of its members and use its objectivity to optimize them as a vital resource. The performance appraisal plays a very important role in success of any organization. It not only motivates the enmployee but also improves the productivity level of any organization. Though the need of Performance appraisal is generated in every organization but there is a difference in mechanism in public and private sector. This research paper is an attempt to highlight various dimensions of appraisal in both the sectors, do comparative analysis and suggest some corrective measures for betterment. The analysis is done on the telecom sectors of Bhopal city including BSNL and AIRTEL [1].

15

Authors: R.K. Singh, A.Kulshretha and R. Chaudhary

ABSTRACT Liberalization, globalization and the disappearance of the License Raj have changed the corporate scenario. There is a remarkable change in the way the companies are looking at employee’s performance. Being loyal, punctual and not taking leave are no longer the attributes of a good employee. Value addition has become the sole criteria for performance appraisal. The compensation structure has also undergone a major transformation over a last decade. The shift to performance based pay or variable pay has become widely prevalent in Indian companies. Every salary hike has been literally linked to performance. The key challenge to many Indian companies is how to survive in the new economy. In this competitive scenario performance management system(PMS) acts as an important tool to leverage performance of the organization . Unfortunately many Indian organizations especially the public sector industries like power distribution companies, ONGC etc. had not moved on and are still operating the old performance management process even though other aspects of their structure and management process might have changed significantly after economic reforms. Survey of Fortune 500 or 1000 companies indicate a high degree of dissatisfaction with the performance appraisal systems. This is probably because in the absence of a carefully structured and implemented system of appraisal people tend to judge the work performance of others, including subordinates, naturally informally and arbitrarily which tends to create serious motivational, ethical and legal problems in the work place. In some cases though the appraisal systems are well designed but do not get implemented properly due to poor monitoring and follow-up. Thus the present study has made an attempt to understand the importance of PERFORMANCE MANAGEMENT and need to nurture performance culture in the organization. This report concentrates on the study of the Performance Appraisal System (PAS) being practiced in ONGC and to check its effectiveness, also to suggest more feasible ways of improving and strengthening the Performance Appraisal System.