Suchergebnisse

The purpose of the present study was to see the effect of welfare activities/facilities on job satisfaction and attitude of workers towards management amongst the workers of private and public sectors. If the management goes on working for welfare of labourers, the labourers feel satisfaction with their job and they get the motivation towards their work. For this study two hundred workers were selected from private and public sectors with the help of incidental sampling method and both the sectors have been taken from Kanpur city. Three psychological questionnaires were used for data collection i.e. Labour Welfare Inventory (By Srivastava, 2002), Job Satisfaction Scale (By Srivastava, 1996) and Attitude of Workers Towards Management (By Kapoor, 1972). Results indicate that welfare activities/facilities affect the workers' attitudes towards management and job satisfaction in both the sectors. In comparison between the two, the public sector is providing its workers with better facilities. If labourers/workers are satisfied, their attitudes are also pro and positive attitude pays a great role in the development of an organization

Colors have always played a significant role in impacting one's moods, emotions, feelings, sensations and perception and seem to offer possibilities for multifaceted interpretation rather than leaving room for only one way of looking at it. Different signs merge in a person's experience of a product as colors do not function separately and individually, but from multi-layered references and can influence consumers' purchase decision, how they see things, their emotions, choices and thus are integral to the realm of advertising and marketing. Furthermore the perception and application of color is strongly influenced by ones innate physiological and psychological predisposition, personal experiences, age, gender, personality, income, ethnographic and demographic factors that makes its application effective within the domain of marketing all the more cumbersome and challenging. However, as a marketing tool, color can be a sublimely persuasive force; and as a functional component of human vision, color can capture attention, relax or irritate the eyes, and affect the legibility of the text and - All things put together, the right colors empower and contribute to the success of an advertising campaign, a product, a service, or even an interior space and in contrast wrong colors can be a costly mistake. The present paper attempts to highlight and discuss the following research questions: 1. What is the significance and importance of colors in daily life (with special reference to marketing)? 2. How colors act as a medium in influencing the psychology of customers, contributing towards their branding, advertising, marketing and sale, based on a comprehensive review of literature and some noted case studies?

In the present scenario political activities, power and management behaviour/effectiveness influence the functioning of the organisation. It is important to see the role of power, politics and management in industrial organisation, because some of the industrial units are incurring loss while some of them are making profit. Any industrial unit can achieve the objective of the organisation, viz., higher productivity, if there is less political interference. So taking all the above concepts in mind the present paper makes an attempt to discuss the available data in terms of "the role of power, politics and management in organizational effectiveness."

PR ; IFPRI5; DCA; CRP4; 1 Fostering Climate-Resilient and Sustainable Food Supply ; SAR; A4NH ; CGIAR Research Program on Agriculture for Nutrition and Health (A4NH)

Recent literature has focused attention on the important question of whether the current trend of proliferation of bilateral and regional trade agreements can facilitate creation and development of international production networks (IPNs) among member countries. However, majority of these adopt a partial equilibrium approach, thus ignoring the economy wide impact. As India gets increasingly integrated through calibrated globalization of its economy over the past two decades and creates a web of such trade agreements, this paper attempts to specifically analyze the effect of recent RTAs involving India on its ability to plug into IPNs in Asia by changing international trade and production patterns. The auto-parts industry, identified as one of the high-growth sectors for India's manufacturing sector, with a potential to integrate into existing Asian IPNs, is chosen for this analysis. The paper reviews the current state of India's participation in Asian IPNs identifying the policy challenges, and further undertakes an applied general equilibrium analysis of the above issue by utilizing the GTAP 8 database based on 2004 data to simulate the impact of tariff reduction in auto-parts for India's currently implemented FTAs with ASEAN, Japan, Korea and EU. Additional scenarios of a productivity improvement along with reduction in trade costs along with the RTA, are also explored. The paper analyses the impact of these policy shocks on output, prices and trade volumes ,as well as their impact on overall welfare changes across all regions. The results point to the evidence that India that there are significant gains for India and its trading partners through export expansion and welfare improvements from better resource allocation not from an RTA alone, but from productivity improvement and reductions in trade costs as this should not only reduce border trade costs, but also network costs set up for an IPN.

Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.