Strategic Service Management

Strategic Service Management

Strategic Service Management Edited By

PROF R D SHARMA DR HARDEEP CHAHAL DR SANDEEP TANDON

EXCEL BOOKS

iv Strategic Service Management DISCLAIMER The Editors take no responsibility about the originality and authenticity of papers of the contributors.

ISBN: **** First Edition: New Delhi, 2010 Copyright © 2010, Prof R D Sharma, Dr Hardeep Chahal and Dr Sandeep Tandon All Rights Reserved

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Contents v

Contents Foreword Preface Acknowledgements About the Editors List of Contributors

vii ix xi xiii xiv

PART I: HUMAN RESOURCE DEVELOPMENT Chapter 1

Human Resource Development in University System: A Study of Jammu University Prof R D Sharma and Jyoti Bahl

3

Chapter 2

Exploring the Role of OCB in Healthcare Sector Dr Hardeep Chahal and Shivani Mehta

15

Chapter 3

Managing Human Capital through Retention Management Dr Sandeep Tandon and Jyoti Bahl

26

Chapter 4

Need for Induction Tranings for Employees in Indian Service Organizations Prof Mufeed and Naila Khanday

32

Effect of Job Satisfaction on Turnover/Attrition Among Non-teaching Employees Dr. Jeevan Jyoti Gupta and Poojai Gupta

42

Chapter 5

Chapter 6

Strategies for Entrepreneurship Development in Jammu Province Dr Neetu Chopra

61

Chapter 7

Entrepreneurial Motivation of Women Entrepreneurs of Jammu Dr Aruna Dubey and Dr Seema Bhasin

69

PART II: MARKETING Chapter 8

Clustering Consumers to Investigate Quality of Public Health Care Services Dr Hardeep Chahal and Neetu Kumari

81

Chapter 9

Customers Consideration for Making Choice of Public and Private Sector Banks and their Views Regarding Service Quality and Relationship 99 Dr. Atul Dhyani, Dr Ashok Pokhriyal and Dr Jaskaran S Dhillon

Chapter 10

Impact of Service Quality on Student Satisfaction of Jammu University Jeevan Jyoti and Jyoti Sharma

113

Online Customers Attitude Customers’ Attitude Towards Service Quality of Full Service Airlines Dr Hardeep Chahal and Mamta Sharma

126

Chapter 11

vi Strategic Service Management

Chapter 12

Logistics Management in Retailing: Concerns and Solutions Amit Manglani and Dr H K Singh

136

Chapter 13

Assuring Quality Service in Distance Education Dr Sandeep Tandon and Puneet Kaur

142

Chapter 14

Services Provided by Merchant Bankers in India Anand Singh and Prof C P Mall

151

Chapter 15

Study of Burnout among Face to Face and Distance Mode Male Teachers in Relation to their Job Satisfaction Jaspal Singh and Dr Khushvinder Kumar

163

Chapter 16

Justifying Warehouse Management Systems and the Supply Chain 169 Bhupinder Kaur and Vipul Chalotra

Chapter 17

Potential for Service Trade Liberalisation in SAARC: An Overview Neelam Chowdhary

175

PART III: BUSINESS PERFORMANCE Chapter 18

Impact of IT-Applications on the Performance of Small-Scale Industries: A Comparative Study 187 Dr Ruchi Kohli and Dr Hardeep Chahal

Chapter 19

Economic Impact of Tourism in an Era of Recession Amisha Gupta and Jaya Bhasin

Chapter 20

Forensic Accounting: A Measure of Performance Measurement in Digital Age Ankita Sharma

204

215

Chapter 21

Cloud Commerce: A New Era of E-Commerce Indu Gandotra and Pavnesh Abrol

223

Chapter 22

Perception of Agriculture Extension Personnel toward TOTP Dr Sunita Raina and Dr Hardeep Chahal

230

Chapter 23

Effectiveness of Artificial neural networks in Forecasting BSE Sensex Index Values Dr Suparn Sharma and Tarun Soni

Chapter 24

Role of Banks to Solve the Problem of Financial Exclusion Reena Rani and Reeta Menia

Chapter 25

Managerial Perception towards Corporate Governance Disclosure Practices in J&K Bank Private Ltd Dr Hardeep Chahal and Archana Kumari

Chapter 26

Review of Corporate Governance Practices in J&K Bank Ltd. Preeti Aggarwal

245 263

267 280

Contents vii

Forewor d oreword Service organisations, being main contributor towards socio-economic development of the country, experience competitive advantage when their operations become consistent with market changes. In fact service providers by establishing themselves as brand and not mere commodity, create economic value and establish themselves as a source of economic leadership. Such efforts increase overall perceived value of the firms’, relative to the perceived value of the products/services in the long-run and make the firms move on a trajectory growth path from customer satisfaction to customer delight and thereafter towards customer dazzling. For attaining such a continual sustenance, coordinated approach encompassing varied business areas viz, marketing, human resources, finance and accounting, production, research and development etc. needs to be implemented. In short, integrated service marketing approach is a significant tool for the organisations to build green brand loyalty to sustain competitive advantage in the hyper competitive market. The efforts of Prof R D Sharma, Dr Hardeep Chahal and Dr Sandeep Tandon in editing the selected papers, presented in the Two-Day National Seminar on “Integrated Service Marketing Approach to Sustain Competitive Advantage” on March 21-22, 2009 in University of Jammu, under SAP scheme of UGC, and bring the same as a book, are highly appreciated. The papers, focusing on empirical research covering varied sectors such as banking, education, healthcare, tourism, logistics, information technology, agriculture etc., draw the attention of the all the concerned towards contemporary topics such as corporate governance, forensic accounting, neural networking, knowledge management, organisational citizenship etc. besides viewing significant core issues such as market orientation, service quality, customer satisfaction, organizational performance, retail management etc. The book will prove to be a great source of knowledge to academicians, students, and professionals who will get acquainted with varied research oriented papers relating to three prime areas - marketing, human resources and business performance and will also understand the unfolding dynamics of business functions. Dr Haseeb A Drabu Chairman, Jammu and Kashmir Bank

Preface The hyper competitive environment along with highly aware customers and their ever increasing capacity to spend have compelled the business and service organisations to look beyond customer satisfaction. Since competition often renders good service quality inadequate for gaining a competitive advantage and makes harder to win back the customers that are lost, there is a strong need for the organisations to protect their customer base. The marketing literature has long back recognised that developing strong relationships with stakeholders, differentiating themselves and their products from other competitors and retaining loyal customers are most significant strategies for business and service organisations to sustain competitive advantage. More recently the development of service science concept has provided additional impetus for the organisations to focus on service system that creates and delivers value through organisational resources such as people, technology, organisations and shared information service between the provider and the customer. As such service science discipline emphasises value constellation perspective over a value chain perspective. According to this perspective, value is co-produced by varied stakeholders who interface with each other directly or indirectly. The co-producers constantly reassess each other and redesign tasks according to their new values of the comparative advantage. The concept has rejuvenated integrated service marketing concept which focuses not only on the unified and coordinated approach among varied functional areas of the organisation but also among the value constellation members. Certain number of competitive firms, particularly hospitality and airlines operating in private sector, have recognised this and have shifted their focus from putting the major marketing resources in attracting new customers, to caring for existing customers, and providing them with relational benefits to value constellation approach. However large majority of the firms are trailing back on the path and follow past business practices which are quite inadequate in the present situation. The picture is not bright in the public organisations also. There is a dire need for policy-makers, practitioners and researchers to deliberate on factors responsible for such uncompetitive attitude of business and service organisations. Besides, the business sector to grow more holistically requires the varied organisations to meet the existing and upcoming needs of stakeholders and challenges to recognise opportunities to make them more competitively sound. It is in this context, SAP recognised Department of Commerce, University of Jammu had organised Two-Day National Seminar on “Integrated Service Marketing Approach to Sustain Competitive Advantage” on 21 & 22 March 2009. Seventy five papers from participants across the country on sub-themes namely customer value creation, human resource management and business performance were presented respectively in three exclusive working sessions of the seminar. The book comprises twenty seven selected papers divided in three sections viz, marketing (eleven papers), human resources (nine papers) and business performance (seven papers) relating to varied service and business organisations operating in sectors such as banking, education, health, information, manufacturing etc. The book is

x Strategic Service Management

a significant addition to the existing literature on emerging business issues and trends relevant for practitioners, policy-makers and researchers in the development of strategies useful to strengthen business value. It can also act as a supplementary text and reference book for post-graduate and research students of not only commerce and management but also for students of behavioural disciplines.

Contents xi

Acknowledgements The edited volume is the outcome of the proceedings of the research papers presented in a Two-Day National Seminar on “Integrated Service Marketing Approach to Sustain Competitive Advantage” held on 21 & 22 March 2009. This integrated effort is the result of the number of individuals whom we have to acknowledge. First of all, we are obliged to the active participation of 183 registered participants and about 20 resource persons from across the country for creating sound platform to concretise such an academically useful project. We acknowledge our sincere thanks to Dr Haseeb A Draboo, Chairman, J&K Bank for the foreword and sharing his valuable thoughts and experience with the audience on the inaugural ceremony of the seminar. We extend our sincere thanks to Prof Varun Sahni, Vice Chancellor, University of Jammu for extending his full support in organizing the seminar. We are indeed indebted to the contributors not only for their paper presentation but also for further improving the papers as per the comments of the reviewers. The editors are also highly grateful to University Grants Commission and University of Jammu for the financial support for the organising the two day national seminar which motivated the contributors for the presentation of their research work. Prof R D Sharma Dr Hardeep Chahal Dr Sandeep Tandon

About the Editors Prof R D Sharma has multifaceted experience of teaching, research and extension in commerce and management, and administrative experience at different levels. He is one of the senior most faculty members of Jammu University and Senior Most Professor of Business Education in Jammu and Kashmir. He has also worked as Fulbright Visiting Professor of Business Administration, URI, USA, Rector, Kathua Campus, Dean, Faculty of Commerce, Convener, Board of Studies in Commerce, Convener, Board of Studies in Marketing Management; Head, Department of Commerce, Dean Students Welfare, Director Physical Education, and. Controller of Examination, University of Jammu. At present, he is working as Professor of Commerce, Convener; Board of Studies in Commerce, and Coordinator; SAP in Commerce, University of Jammu, Jammu. Dr Sharma has actively participated across the globe in academic deliberations held at various universities and institutions in US, India, Nepal, Srilanka, and China. Prof Sharma has the honour of being conferred as Fellow of Indian Commerce Association. He has completed two major research projects funded by UGC and one funded by ICSSR. His research work stands published in the refereed journals of global repute being issued by the top class centres of excellence like Managing Service Quality, UK, Total Quality Management and Excellence, USA, Technovation, USA, Marketing Intelligence and Planning of Research Institute for Business and Management, Manchester Metropolitan University Business School, Manchester, UK, Sage Publications, New Delhi, Thosand Oaks, and London, Institute of Management, Ahmedabad, Indian Institute of Management, Lucknow, Indian Institute of Management, Banglore, Indian Institute of Management, Kolkata., National Institute of Bank Management, Pune, Tata Institute of Social Sciences, Mumbai, and National Institute of Rural Development, Hyderabad. Till-date twenty-five M Phil and sixteen Ph D students have completed their research under his supervision and nine more candidates are working at different stages of their research work for these degrees in Commerce. He has eleven books (authored: 5, edited: 6) and Ninety One papers published. Similarly, besides membership on different administrative and academic bodies like University Council, Syndicate, Faculty of Commerce, Board of Studies, Academic Council, Board of Research Studies, Board of Inspection etc. invariably of both University of Jammu and University of Kashmir, Dr. Sharma remained associated with several other reputed universities and institutions of the country like University of Delhi, BHU, M D University, Guru Nanak Dev University, ICSSR, Finance and Education Ministries of J&K State, J&K Public Service Commission, UGC, AICTE etc. Dr Sharma has organised several academic meets like industrial visits, workshops, seminars, extension lectures, conferences etc. Besides academic contribution, Dr Sharma has also served the teaching community as Chairman, Campus Welfare Committee, and President; Vice President; and Treasurer of Jammu University Teachers Association. Dr. Hardeep Chahal is Associate Professor at Department of Commerce, University of Jammu, Jammu. She has earned Commonwealth Fellowship under British Academy Awards for

xiv Strategic Service Management

International Collaboration and Visiting Fellowship to Gandhi Institute of Business and Technology, Jakarta, Indonesia. Dr Chahal has wide teaching and research experience. She is actively involved in various research activities such as member of review board for international and national journals and conferences, editorial board member of University Journal, Ph.D and M.Phil supervision and funded research projects. Her research work has been acknowledged in refereed International journals like International Journal of Business and Globalisation, International Journal of Indian Culture, Business and Management, International Journal of Health Quality and Assurance, Total Quality Management and Excellence and national journals of International repute like Vikalpa, Metamorphosis, Decisions, Journal of Social Work, Journal of Health Management, Vision, Journal of Services Research and Journal of Rural Development. She has also co-edited books on Research Methodology in Commerce and Management and Strategic Service Marketing. She has participated and presented papers in number of international and national seminars and conferences. Dr. Chahal has been associated with various universities like GND University, Punjab University, Patiala University etc. and presently actively associated with the development of accounting education and business research. She is also actively involved in the organisation of academic events like national seminars and workshops and is also associated with campus cultural events and other activities at University of Jammu. Dr. (Mrs) Sandeep Tandon is Associate Professor in Commerce and Head, Faculty of Commerce at Directorate of Distance Education (D.D.E.), University of Jammu. She is in teaching profession since 1991. She has participated in number of national and international workshops, seminars and conferences. She has got one book and about fifteen research papers published. Besides this, she has developed course material for various undergraduate and post graduate courses for distant learner of University of Jammu and other universities as well. Dr. Tandon is also associated with various university extension activities viz. curriculum designing, course inspection, cultural activities. She is also involved in research activities such as research projects and M.Phil projects. She is also instrumental in organizing national seminar and workshops at university level.

Contents xv

List of Contributors Dr Aruna Dubey

Lecturer, P G Dept. of Community Resource Management and Extension, Govt College for Women, Parade Jammu

Dr Ashok Pokhriyal

Reader in Commerce, HNB Garhwal University, Srinager Garhwal, Uttrakhand

Dr Atul Dhyani

Reader in Commerce, HNB Garhwal University, Srinager Garhwal, Uttrakhand

Dr C P Mall

Professor, Faculty of Commerce, B.H.U, Varanasi

Dr F B Singh Dr H K Singh

Professor, Faculty of Commerce, Banaras Hindu University, Varanasi

Dr Hardeep Chahal

Associate Professor, Department of Commerce, University of Jammu, Jammu

Dr Jaskaran S. Dhillon

aculty, Mata Gujri College, Fategarh Shaib (Punjab)

Dr Jeevan Jyoti

Asst. Professor, Department of Commerce, University of Jammu, Jammu

Dr Mufeed S A

The Business School & Director Convention Centre, University of Kashmir

Dr Neetu Chopra Dr R D Sharma

Coordinator, SAP in Commerce, University of Jammu

Dr Ruchi Kohli

Lecturer, A & M Institute of Management and Technology Institute, Pathankot

Dr Sandeep Tandon

Associate Professor in Commerce, DDE, University of Jammu

Dr Seema Chabra Dr Sunita Raina

Lecturer, Government Dergree College (Boys), Kathua

Mr Ajay Pratap Yadav Mr Amit Manglani

UGC-JRF, Research Scholar, Faculty of Commerce, Banaras Hindu University, Varanasi

Mr Anand Singh

Research Scholar, Faculty of Commerce, B.H.U.

Mr Awadesh Kumar Tiwari

xvi Strategic Service Management

Mr Pavnesh Abrol

Department of Computer Science & IT, University of Jammu, Jammu

Mr Tarun Soni

MBA(BE),Project Fellow Department of Commerce, University of Jammu

Mr Vipul Chalotra

Research Scholar, Department of Commerce, University of Jammu, Jammu

Ms Amisha Gupta

Assistant Professor, The Business School, University of Jammu, Jammu

Ms Ankita Gupta


Ms Anuradha Ms Archana Kumari


Ms Bhupinder Kaur

Lecturer, Department of Commerce, University of Jammu, Jammu

Ms Indu Gandotra

MCA Department, MIET, Kot Bhalwal, Jammu

Ms Jaya Bhasin

Assistant Professor, The Business School, University of Jammu, Jammu

Ms Jyoti Bahl

Lecturer in Commerce, Udhampur Campus, University of Jammu

Ms Mamta Sharma

Assistant Lecturer, GDC, Parade, Jammu

Ms Naila Khanday

Faculty, Jammu and Kashmir Entrepreneurship Development Institute J&K

Ms Neelam Chowdhary

Assistant Professor, Economics, DDE, University of Jammu

Ms Neetu Kumari


Ms Pooja Gupta


Ms Pooja Mengi Ms Preeti Aggarwal Ms Puneet Kaur

Assistant Professor in Education, Directorate of Distance Education, University of Jammu, Jammu

Ms Reena Rani

Lecturer, Government Degree College, R S Pura, Jammu

Ms Reeta Menia

Lecturer, Government Degree College, Gandhinagar, Jammu

Ms Shivani Mehta

Ph.D.Scholar. Department of Commerce, University of Jammu, Jammu

Part I: Human Resource Development

1

Human Resour ce Development in University System Resource A Study of Jammu University Prof R D Sharma* Jyoti Bahl**

The HRD Climate, being burning issue nowadays in the context of fierce global competition of the liberalised era, has made organisations perceive manpower as a great ever lasting asset. Every organisation, thus, pays needed timely attention to the ever-appreciating asset—human resource. Human resource is the most crucial variable in the organisational dynamics because when people of an organisation make things work, no absurdity of structure or any thing else can come in way. Even the universities, which are meant for exploring, generating, conserving and transmitting knowledge, are no exceptions. Particularly, university teachers play pivotal role in the development of higher education and other life long academic activities. The present research work is a case study with focus on the nature and extent of Human Resource Development (HRD) within all the widely accepted dimensions of its domain and accordingly it suggests the needed action plan for better HRD climate in the Jammu University system. Since the HRD Climate in the university figured out to be moderate, i.e. neither very high nor too low, there is lot of scope for improvement keeping in view certain critical areas viz. proper infrastructure for sound HRD mechanism, interpersonal relationships and role of leadership, which decelerate the growing pace of development of the University System as a whole. Keywords: HRD Climate, Global Competition

INTRODUCTION The HRD acronym has become almost a fad from the latter part of the previous decade and today it is key with the organisations to become sustainably more competent and forward looking. The fierce competition of the liberalised era has made organisations to perceive it as an always appreciating great asset (Tiwari and Thakkar 2005, p 2). The human resources * Coordinator, SAP in Commerce, University of Jammu ** Lecturer in Commerce, Udhampur Campus, University of Jammu

4 Strategic Service Management

possess managerial and work skills, creative abilities, commitment to work and organisation, values, sagacity and competence, identifying the same as the most crucial variable of the organisational dynamics (Ahmad, 1999 p 3-4). Dr Manmohan Singh in his address in the University of Jammu on July 15, 2007, when he was conferred with the Degree of Doctor of Letters (Honoris Causa) at a special convocation, emphasised forcefully on the contribution of human resources on the all round development of the society. He opined that the huge pool of young women and men, adequately skilled, can become India’s greatest force for progress and this soft power, not just the military strength, will be the real marker of India’s greatness. The HRD climate in an organisation, in fact its collective personality, is outgrowth of socio-professional interactions of its personnel. It shapes and applies the approach for accomplishment of goals and resolving the problems, determining the attitude towards continuous personnel growth and development, creativity and generation of new ideas and functional improvements (Pashiardis, 1998). The HRD climate develops institutional policy of treating the manpower as the most important resource and having faith in its capability to change and acquire new competencies at any stage of life. It ensures open communication, encouragement in risk taking and experimentation, trust, collaboration, team spirit, top management support and supportive HRD practices and personnel policies (Rao and Abraham, 1991).

HRD CLIMATE IN UNIVERSITY SYSTEM The concept of HRD climate is gaining its importance very significantly these days. There is a considerable literature on HRD status and trends in manufacturing as well as service sectors, especially indicating it as the most crucial variable in the organisational dynamics. In fact no absurdity of structure or any thing else can come in the way of an organisation if its people are determined to make things work, (Rohmetra, 1995). The universities, being centres of excellence for exploring, generating, conserving and transmitting knowledge, are thus, no exceptions (Sharma and Gupta, 1997), thus, playing a very creative role in the socio-economic transformation of the Indian society. The measuring gauge of the effectiveness and efficiency of the university efforts in meeting such rising expectations of the society and the country as a whole depends upon how best the university system has cared for the development of its employees (Ahmad 1999, p 3-4). The teaching human resources of a university act as the pivot in the development of higher education and over all socio-economic scenario of the country.

HYPOTHESES The existing literature facilitates the formulation of various hypotheses and objectives as under: Srimannarayana (2007) found the perceptions of the both male and female employees regarding HRD Climate same but varying with their age and occupational positions. Similarly, Shukla and Mishra (2006) observed both male and female teachers of Professional

Human Resource Development in University System 5

Colleges having the same status of the developmental climate in their institutions. They too found the perceptions of the teachers regarding various dimensions of the developmental climate of employees varying with their age, qualification, length of service and designation. Pashiardis (1998) found the perceptions of the faculty members regarding the university climate becoming better with increased length of their service. All this leads to formulation of the following hypothesis: H1: The demographic and professional factors affect perception of teachers regarding the HRD Climate in the University. O1: To find out the effect of demographic and professional factors on the perception of teachers regarding HRD Climate of the Jammu University. The managers create work centric and caring organisational climate that induces employees to perform their task well (Sinha et. al. 2001). They influence their employees at work and help them in attaining satisfaction and their empowerment. In the educational institutions, the leadership works towards fostering a climate in which teachers feel safe and able to work together, collaboratively and professionally (Edwards et. al. 2002). Further, the managers who perceive organisation as being operated by human values such as trust, fairness, integrity, and broadmindedness were found to be working in participative style of leadership. They involve their subordinates in decision-making and show high concern for them (Ghosh and Shejwal, 2006). Thus, leadership plays an important role in framing positive HRD climate. Thus, the aforesaid literature facilitates the formulation of the following hypothesis and objective: H2: The leadership has positive impact on HRD Climate. O2: To find out the impact of leadership on HRD Climate. Employee satisfaction is well predicted by sound HR practices (Hassan et al. 2006), particularly by learning and training system, reward and recognition system, information system, performance guidance and development, potential appraisal and promotion system, etc. The employees’ perceptions regarding HRD climate is significantly better in the organisations having sound HR practices including training and development, performance appraisal and reward mechanism, and feedback system (Purang, 2006). Rodrigues (2005) also found relevance of sound HR practices for improving the overall HRD climate in educational institutes. Thus all this leads to formulation of next hypothesis and objective: H3: Sound H R practices have an impact on HRD Climate. O3: To study the impact of HR practicesc in enhancing HRD Climate.

RESEARCH DESIGN AND METHODOLOGY The present study studies the nature of H R D climate in university system as well as its different dimensions within the domain of the problem in question. All the major aspects the research design and methodology of the study are summarised as under:


Research Population At the time of research the Jammu University had 270 permanent teachers and all of them were approached personally for the data. Majority of them were Professors and Associate Professors. In all 218 teachers responded through the questionnaire supplied to them. To make the study much specific and prcise, the respondents were further classified on the basis of demographic and social factors.

Scale Purification Data was purified through the multivariate data reduction technique of factor analysis. Univariate descriptive analysis has been used to analyse mean and standard deviation of each variable (Field 2000, p 445). The principal component analysis with a varimax rotation stands sused, as the number of respondents was greater than the number of variables and the technique of Varimax rotation is the best rotation procedure in minimising the number of items with high loading on one factor (Malhotra 2002, p 595). Eigen value remained the basis for describing the factor structure with reasonable number of components extracted for further analysis (Stewart 1981, Sharma, Kaur and Gupta, 2001). The test of appropriateness of factor design has been verified through KMO measure of sample adequacy, where the value greater than 0.5 is acceptable, values between 0.5 and 0.7 are mediocre, 0.7 and 0.8 are good, 0.8 and 0.9 are great and above 0.9 are superb (Malhotra 2002, p 455). Further, Bartlett test of sphericity, also known as zero identity matrix, has been used to determine correlation among variables (Hair et.al. 1995, p 374, Field, p 457).

STATISTICAL TOOLS AND TESTS Besides factor analysis, the information collected for the study has been processed and analysed with the help of appropriate statistical tools like mean, standard deviation and frequency distribution (Tull and Hawkins 1993, p 613-616 and Beri 2005, p 223). ANOVA has been used to test the difference among group means (Field 2000, p 244-286). Further, Regression Analysis and Multiple Regression Analysis have been used to study the impact of leadership and HR practices respectively on the overall HRD Climate (Field 2000, p 103-118).

Overall Validity and Reliability The various dimensions of HRD Climate have been converged with the ‘Career Enhancement Policies’ and ‘Competence Development’. The data proved convergently valid as majority of respondents having given high values for HRD climate have fallen under ‘above average’ region of ‘Career Enhancement Policies’ and ‘Competence Development’ by assigning mean values of about 3.5 in both cases. Further, both the factors and items contained in the factors are totally different from each other. Therefore, discriminant validity also gets established. To check the internal consistency, the reliability tests viz., split half and Cronbach’s Alpha values have been workedout. The reliability of the responses has been examined by dividing the data into two halves taking the first 109 as group A and the next 110 to 218 as group B.

Human Resource Development in University System 7

The mean values in the first group, before and after data purification, remained same (3.5). The mean value of the second group before and data purification also remained almost same (3.5 and 3.4). Further, Cronbach’s Alpha value of 0.985 reflects internal consistency of entire data.

FINDINGS Factor-wise HRD Climate The overall mean value of HRD climate arrived at 3.41. Out of eight dimensions, two have highest mean scores on five-point Likert scale falling between ‘4-5’ range of HRD Climate (Table 2) that too with lesser variance. These dimensions are ‘Human Resource Development’ (4.1) and ‘Competence Development’ (4.3). The other dimensions having ‘above average’ mean score are ‘Vision, Mission and Strategy’ (3.5) and ‘Work Culture and Environment’ (3.37) (Table 1). TABLE 1: FACTOR-WISE MEAN AND STANDARD DEVIATION

Factor No.

Factors

Mean

Standard Deviation

1

Human Resource Development

4.1

0.76

2

Performance Appraisal and Feedback System

2.9

0.98

3

Competence Development

4.3

0.81

4

Inter-Personal Relationship and Communication

3.2

1.01

5

Vision, Mission and Strategy

3.5

0.74

6

Leadership

3.1

0.92

Human Resource Information System Work Culture and Environment

2.8 3.4 3.4

0.99 0.94 0.89

7 8 Grand Total

TABLE 2: FACTOR WISE PERCENTAGE OF JAMMU UNIVERSITY TEACHERS UNDER FOUR REGIONS OF SCALE

Factor

Regions 1-2

2-3

3-4

4-5

F1

02

11

40

47

F2 F3

26 02

47 12

23 34

04 52

F4 F5

25 03

37 19

26 76

12 02

F6

33

21

45

01

F7

40

32

25

03

F8

21

23

49

07


The variable wise study reveals 87% respondents considering the promotion policy of Jammu University as unbiased and objective in nature. The variable influencing promotion of the teachers is ‘Competence Development’ where 84-86% respondents have considered it above average (Table 3). The statements covering the general climate component of HRD show respondents ranging between 44% and 86%, thus with greater variance in this context. The teachers feel the policies of the University favouring them to move ahead (86% respondents fall above average) on the one hand and on the other, the number of teachers finding leadership’s positive role in the development of Human Resources is low as only 44% respondents consider it above average. ‘Work Culture and Environment’ variables have gone ‘above average’ with the respondents ranging from 53%-56% (Table 3). TABLE 3: VARIABLE WISE PERCENTAGE OF JAMMU UNIVERSITY TEACHERS UNDER THREE REGIONS OF SCALE

Variables

Regions Below Average Value

Average Value

Above Average Value

G1

15

20

65

G2

15

23

62

G3

15

20

65

G4

13

22

65

G5

34

20

46

G6

33

23

44

G7

34

19

47

G10

28

16

56

G11

23

24

53

G12

25

19

56

G13

02

12

86

G14

02

13

85

G15

02

14

84

G16

02

13

85

G17

02

13

85

O19

28

34

38

O20

30

37

33

O21

28

39

33

O22

29

37

34

O23

28

35

37

H45

35

38

27

H46

30

43

27

H47

28

45

27

H48

40

33

27 Contd...

Human Resource Development in University System 9 H49

32

41

27

H50

32

41

27

H52

04

13

83

H53

03

14

83

H54

04

13

83

H55

03

10

87

H56

03

14

83

H57

04

13

83

H58

04

13

83

H59

40

32

28

H60

40

32

28

H61

40

32

28

G- General Climate, O- OCTAPAC Culture, H- HRD Mechanism

The respondents have considered the OCTAPAC culture in Jammu University quite low. The variables under the dimension ‘Interpersonal Relationship and Communication’ and scored ‘above average’ values from the respondents ranging between 33% and 38% only (Table 3). The H R practices can be broadly divided into three dimensions. Out of these three, the variables under ‘Performance Appraisal and Feedback System’ have only 27% of respondents scoring ‘above average’. The other variables under the dimension ‘Human Resource Development’ have 83% respondents scoring ‘above average’ (Table 3). Thus, it can be inferred from the above data that the teachers of Jammu University are less satisfied with the ‘Performance Appraisal and Feedback System’. ‘Interpersonal Relationship and Communication’ is also not very satisfactory. They feel leadership not supporting and guiding them in their career development to make their job more satisfactory. They also feel that their grievances are not handled with more promptness. The above discussion tests of two hypotheses viz. H2 and H3. The 2nd hypothesis, i.e. ‘the leadership has positive impact on HRD Climate’ stands accepted. Regression analysis has been done by taking the factor six – ‘leadership’ as the predictor and overall HRD climate as the dependent variable. The summary table provides the R has 0.51, representing positive correlation between the leadership and overall HRD climate. The value of coefficient of determination (R2 = 0.257) implies leadership role accounting for 25.7% of the variation in the perception of overall HRD climate along with the F-ratio of 74.8, as significant at p < 0.05. Thus, the regression model results in significant prediction of the overall HRD Climate. The results further indicate that one unit increase in the value of predictor variable, i.e. ‘leadership’ shall increase the dependent variable value, i.e. the overall HRD climate value by 0.271. The t-value of 8.648, is quite large and significant (p < 0.05). Thus, all this indicates the leadership making a significant impact on the perception of the overall HRD climate along with the following egression equation:


HRD CLIMATE = β0 + β1(F6) HRD CLIMATE = 2.730 + (0.271 × F6) The third hypothesis i.e. ‘the sound HR practices have an impact on the HRD Climate’ holds true. Multiple Regression analysis has been done by taking factor one – ‘Human Resource Development’ (F1), factor two – ‘Performance Appraisal and Feedback’ (F2) and factor seven – ‘Human Resource Information System’ (F7) as the predictors and overall HRD climate as the dependent variable. The summary table provides R value of 0.45, indicating positive correlation between sound HR practices and overall HRD climate. The value of coefficient of determination (R2=0.201) implies HR practices accounting for 20.1% of the variation in the perception of overall HRD climate along with F-ratio of 17.99, as significant at p 0.05]. However, several other factors viz. age [F (2,215) = 6.573, p < 0.05], length of service [F (2,215) =3.636, p < 0.05], designation [F (2,215) = 3.495, p < 0.05], qualification [F (2,215) = 5.916, p < 0.05], and stream [F (5,212) = 27.693, p < 0.05] have significant effect on the perception of HRD climate. Thus, the second hypothesis i.e. ‘the demographic factors affect the perception of HRD climate’ stands accepted as all factors except sex, affect the perceptions of the teachers regarding HRD climate. The dimension wise one-way ANOVA indicates the ‘age’ affecting ‘Leadership’ (F6) [F (2,215) = 6.42, p, 0.05] and ‘Human Resource Information System’ (F7) [F (2,215) = 5.84, p 0.01).

Need for Induction Training for Employees in Indian Service Organizations 37

MAJOR FINDINGS 1.

Significant difference in perceptions is noticed across the banks and have demonstrated above average score. Amongst the three banks, JKB has shown comparatively lower scores. Moreover, it has also been seen that JKB employees are not at all satisfied regarding sufficient duration and MIST factor.

2.

Across designations, managers of all the three banks are by and large satisfied with the practice of Induction trainings. But here also non managerial staff of JKB is generally found dissatisfied with the way induction trainings are being carried out in their banks. Besides, they strongly feel that the trainings are not at all well conceived and planned by the management. They suggested that trainings should be of adequate duration, norms and values be clearly explained and senior employees should help new recruits while at work.

3.

While recognizing the importance of Induction trainings, non managers of JKB have observed that lot of improvement needs to be done on part of management to bring it on track and to introduce some professional and result oriented interventions into it. However, significant perceptional difference among cadres across banks is recorded. Generally employees across banks are contended with IT even though the satisfaction of little less degree is revealed by employees of JKB particularly non managers.

4.

Employees of age group I, particularly JKB have expressed low satisfaction with the induction training. On the contrary, rest of the age groups seem to be satisfied with the induction training. Moreover, significant difference in perception is recorded within age groups across banks and insignificant difference within banks across age groups.

5.

Regarding induction trainings SBI and ICICI employees of education group I are less satisfied. However, in JKB it is observed that the employees of education group II are comparatively less satisfied than others. Graduates of JKB mostly being freshers and in non managerial category perceive strongly that JKB has no formal system of orienting new hires and trainings are conducted just for formality sake.

6.

The difference in perception level of employees within education groups I & II is significant but insignificant among employes of education group III, across banks. Moreover, across education groups within banks, the difference is again found to be insignificant.

RECOMMENDATIONS AND CONCLUSION Induction stage is the critical phase in the employment process and needs lot of planning and preparations on part of management in order to attract, develop credibility among new recruits about the organization. The induction programs should be implemented in a structured manner and applied uniformly across the organization. The study suggests the following measures for effective induction programe: Induction training objectives should be specific, addressed to future assignments and involve some objectivity.


Employees with professional and technical qualifications should be put at such positions where their skills get more advanced and later be utilized for the same. This needs to be done at the induction stage only.

Majority of employees in banks particularly of JKB are not exposed to proper induction training, resulting in knowledge gap which can be covered through e-learning. Further, there should be no restriction on knowledge acquisition and an employee who is interested in learning various aspects of banking which may not be otherwise related to his or her current assignment should be encouraged to do so through e-learning.

Trainings and development activity has a correlation with career growth of an employee and therefore it must be seriously taken by both employee and the employer.

Induction trainings should be imparted on professional lines so that new entrants understand certain basic information about their jobs and work culture. A well panned induction course can help in decreasing rate of attrition thus helping new starters settle quickly with their jobs and reach an efficient standard of performance as soon as possible.

Induction program including various aspects of the organization viz, emergency procedures, facilities, safety issues, rights of the employee, compensation, equal opportunity with no harassment, effective grievance procedures, empowering employees with responsibilities, timely accomplishment of tasks as per standards, functions of different departments, etc. the, how the employee will be managed, what the performance management process will involve, and his/her role in that process, are the concern areas during an Induction program.

Induction should be conducted on the first day of the new recruit. For induction only higher management or Head of HR or Senior should address the new entrant along with employees of the new entrant department and encourage employees to interact.

An effective induction helps a new employee feel assured and comfortable in the new environment, which is critical for early uptake in the new role.

It should also provide an opportunity to the new entrant to engrain the original values and ethics as well as the style of functioning.

Escorting a new entrant will be one of the best and most impactful induction steps. It should always be interesting and must hold the attention of the new employee.

References

Mufeed S A (2008), PAS Practices – An Instrument for developing superior performance – An empirical study published in the proceedings of the 1st International Congress on pervasive computing in Managemen by Sydney college of Management Australia (isbn978-9805956-0-4).pp 23-37.

Mufeed S A (2009), “An Easier Look on Training need assessment system (TNA) in the banking sector – An empirical study published in the IHRD Conference proceedings by Institute of International Human resource development, National Taiwan Normal University.(ISSN#2070-926X) pp 18-25.

Need for Induction Training for Employees in Indian Service Organizations 39

Priyadarshini R Rani Geetha and Venkatapathy R.,(2003-04), “Impact of HRD on Organization Effectiveness in the Banking Industry”, Prajnan, Vol XXXII, No.2, pp 156-172.

Saiyaddain Mirza S. (2001), “Managing The Organizations of Tomorrow -HRD Approach”, Abhigyan, vol XVIII, No .5. XIX no.1 Jan-June (2001), pp 189-197. Many software based companies have designed induction modules for companies of various types out of which renowned software company Blue Apple offers software that automates the entire induction training process; the interface is user-friendly and intuitive, putting the user at ease immediately. With this software in place, induction training can be conducted for individuals or groups on demand and online; eliminating the need for managers to disrupt their daily routine and conduct induction personally. Conversely it also adds to the comfort of the new employee, by providing information on demand and as often as required.

40 Strategic Service Management TABLE 1: CADRE WISE PERCEPTIONS OF EMPLOYEES TOWARDS INDUCTION TRAINING ACROSS AND WITHIN BANKS Factors

Induction

Well Planned

Sufficient Duration

Excellent Opportunity

Norms and Values

MIST

IT

Cadres

SBI

JKB

ICICI

Total

ANOVA

M

%M S

M

%M S

M

%M S

M

%M S

m

3.47

61.8

3.33

58.3

3.58

64.5

3.42

60.5

0.419

nm

3.64

66.0

2.96

48.9

3.41

60.3

3.42

60.4

0.002*

p-value t-test

0.293

m

3.64

66.0

3.18

54.4

3.87

71.7

3.45

61.2

0.000*

nm

3.81

70.4

3.00

50.0

3.53

63.2

3.54

63.6

0.000*

p-value t-test.

0.231

m

3.57

64.3

3.02

50.6

3.71

67.8

3.32

58.1

0.000*

nm

3.65

66.2

2.80

45.1

3.33

58.3

3.36

59.0

0.000*

p-value t-test

0.633

m

3.89

72.2

3.40

60.1

3.84

71.1

3.64

66.0

0.002*

nm

3.72

68.0

3.17

54.3

3.45

61.2

3.51

62.7

0.014*

p-value t-test

0.268

m

3.65

66.3

3.21

55.2

3.76

69.1

3.45

61.3

0.002*

nm

3.82

70.6

2.85

46.2

3.72

68.1

3.59

64.8

0.000*

p-value t-test

0.271

m

3.33

58.1

3.01

50.2

3.55

63.8

3.20

55.1

0.027

nm

3.47

61.9

2.91

47.8

3.33

58.3

3.31

57.7

0.029

p-value t-test

0.385

m

3.59

64.8

3.19

54.8

3.72

68.0

3.41

60.3

0.000*

nm

3.69

67.2

2.95

48.7

3.46

61.6

3.46

61.4

0.000*

p-value t-test

0.410

0.048

0.456

0.322

0.121

0.265

0.322

0.057

0.226

0.710

0.066

0.055

0.180

0.852

0.667

0.117

0.993

0.167

0.313

0.099

0.338

0.598

Need for Induction Training for Employees in Indian Service Organizations 41 TABLE 2: AGE AND EDUCATION WISE PERCEPTIONS OF EMPLOYEES TOWARDS INDUCTION TRAINING ACROSS AND WITHIN BANKS Demogra- Groups phic Variables Age

Edu Qual

SBI M

%MS

JKB M

ICICI %M S

M

%M S

Total M

ANOVA %M S

25 to 30

3.4

60.8

2.9

46.7

3.5

62.5

3.4

59.5

0.002*

31 to 40

3.5

62.5

3.1

52.3

3.6

65.0

3.3

57.4

0.004*

Above 41

3.7

68.4

3.3

57.4

3.9

71.7

3.6

65.2

0.005*

a

0.735

0.281

0.538

0.385

b

0.079

0.057

0.320

0.020

c

0.090

PGs and above

3.5

62.3

3.2

54.7

3.6

64.0

3.4

60.1

0.017*

Gradu- 3.7 ate

68.1

3.0

51.0

3.5

63.4

3.4

60.3

0.000*

0.190

0.490

0.985

0.001

10+2

3.9

71.7

3.5

63.1

3.5

62.7

3.6

66.0

0.412

a

0.055

0.066

0.293

0.282

0.895

0.966

0.92

0.183

0.158

b

0.060

0.344

0.796

0.07

c

0.467

0.171

0.901

0.08


5

Effect of Job Satisfaction on T urnover/Attrition Turnover/Attrition among Non-teaching Employees Dr. Jeevan Jyoti Gupta* Pooja Gupta**

Employee attrition/turnover is a universal problem among the organizations. Employee attrition/ turnover implies movement, shifting or migration of employees from one organization to another in order to get better job which has higher status. Job satisfaction plays a magnificent role in attracting and retaining employees. The primary objective of this paper is to examine the relationship between the job satisfaction and attrition/ turnover. Data were collected from 300 non-teaching employees working in University of Jammu. The attitude of employees was analyzed with the help of job satisfaction scale and intention to leave scale. The statistical tools were applied to analyze the data viz. mean, factor analysis, correlation, and regression. This study has taken into account all the six dimensions of job satisfaction in order to find their impact on attrition/turnover. The results indicated that employees working in University of Jammu have low intention to leave. Keywords: Job Satisfaction, Job Turnover, Intension to Leave

INTRODUCTION In today’s taxing business environment, managing company’s competent and skilled human capital is vital for the success of the organization (Nair & Gavane, 2007). As such organizations invest major chunk of their resources in employing human capital. Despite such efforts, departure of employees is often unexpected and which forces administrators to spend additional valuable time and efforts in recruiting, selecting and training replacements (Buck and Watson, 2002) and which impacts the attrition level. The level of attrition may vary from country to country and city to city. Employee attrition is considered as costly dilemma for all organizations since profitability, the cost of sales, the cost of recruitment and training, etc. are always affected by attrition. (Doshi 2000). * Asst. Professor, Department of Commerce, University of Jammu, Jammu ** Research Scholar, Department of Commerce, University of Jammu, Jammu

Effect of Job Satisfaction on Turnover/Attrition among Non-teaching Employees 43

Although some degree of attrition may be necessary for the organization, as it brings new ideas and removes the rust that sets in with staying for a long time in the same job function. It also helps the organization to cope better with the changing environment but the situation becomes alarming when the intensity of attrition extends to higher limit (Kulshreshtha & Kumar, 2005).

REVIEW OF LITERATURE No organization in today’s competitive world can perform at peak level unless each employee is satisfied and committed to the organization’s objectives and work as an efficient team member. Researchers over the year have established job satisfaction as a predictor of employee turnover/attrition (Nicholson et al, 1977) which is negatively related to turnover/attrition (Poon, 203, 2004; Camp, 1993, and Samad, 2006). Job satisfaction and turnover/attrition effect employee performance and work productivity. Satisfied employees tend to be more loyal to the organization and perform more willingly and happily, which increases the productivity as well as its quality. The behaviour of an employee is improved when he is satisfied with his job. On the other hand, dissatisfied employee prefers the exit channel or neutral productivity (Nicholson et al, 1977). They do not like to work hard or demonstrate their capacities and continued work as an uninterested persons. If they are pressurized to resort to unhealthy and disinterested jobs, they prefer to leave the job (Mishra, 2002). Higher job satisfaction is associated with lower turnover/attrition. The more satisfied employees are, less likely they will think about quitting the job (Ellickson and Logsdon, 2001). Similarly those employees, who have lower satisfaction, usually have higher rates of turnover (Greenberg and Baron, 1991). Employees may lack self-fulfillment, receive little recognition on the job or experience continual conflicts with supervisor or peer due to whom they are more likely to seek green pasture elsewhere and leave their organization (Newstrom & Davis, 2004). Singh and Kumar (2005) indicated that there is a moderate relationship between satisfaction and turnover/attrition. When there is little unemployment in the economy, there may be an increase in turnover/attrition because employees will begin looking for better opportunities with other organizations even if they are satisfied. On the other hand, if jobs are tough to get and downsizing is occurring dissatisfied employees will stay where they are. Okpara et al, (2005) remarked that organizations with excellent working environment, good supervisors, unbiased promotion policies, excellent co-workers, and better salary level and externally competitive are more likely to have employees satisfied with their jobs. Such organizations will also be attract and retain high quality employees.

HYPOTHESES The study of core literature helped in the formulation of following hypothese which are discussed as under: Rad and Yarmohammadian (2006) found that employees are moderately satisfied with their job. They remarked that highest level of dissatisfaction is present with respect to salary, benefits and working conditions. In this context Syptak et al, (1999) remarked that


employees will be more motivated to do their jobs well if they have ownership of their work. Besides, literature revealed a significant relation between job related information and job satisfaction. Job-relevant information had an intervening effect on the relationship between participation and job satisfaction (Lau and Sharon, 2003). This has led to the formation of the first hypothesis: Hyp 1: Employees are moderately satisfied with their job. Job satisfaction is a predictor of employee turnover. A satisfied employee tends to be more loyal to the organization, perform more willingly and happily and also induces to remain in the organisation. According to Poon, ( 2004 & 2005) and Camp, (1993), when employees’ perceived performance ratings were manipulated as a result of raters’ personal bias and intent to punish subordinates, reduced job satisfaction and greater intention to quit was observed amongst employees. Thus the next hypothesis is: Hyp 2: There is inverse relationship between job satisfaction and intention to leave. Economic reasons such as low wages and lack of incentives are primarily considered responsible for high employee turnover (Spector, 1996, Barky 1996 and Mano et al. 2004). On the other hand, Griffeth et al. (2000) indicated that pay and pay related variables have moderate effect on turnover. They remarked that insufficient rewards to the high performers induce them to quit the organisation whereas attractive financial incentives induce employees to remain with the organisation. On the contrary, Hewitt (2006) revealed that salary was not only the sole motivating factor for an employee to leave an organisation, but inequity-in compensation followed by limited career opportunities and role stagnation also influence employee turnover. Besides, other factors such as leadership, lack of understanding with colleagues, poor hiring practices, managerial style, poor supervision, lack of recognition, lack of competitive compensation system in the organisation and toxic workplace environment also contribute to the employee turnover (Abassi & Hollman, 2000 and Chakraverty, 2006). This has led to the development of the following hypothesis: Hyp 3: All the dimensions of job satisfaction viz; job characteristics, colleagues, superior, salary and benefits, career advancement opportunities & recognition and physical environment affect intention to leave.

RESEARCH DESIGN AND METHODOLOGY The present research is evaluative and exploratory in nature as it tries to find out the relationship between job satisfaction and intention to leave and impact of different factors that influence this relationship. The methodology included the following steps to make the study more effective and accurate:

Generation of Scale Items The self designed schedule comprising two different scales i.e. Job Satisfaction Scale (JSS) and Intention to Leave Scale (I LS) were finalized after reviewing the existing literature and extensive discussion with the experts.

Effect of Job Satisfaction on Turnover/Attrition among Non-teaching Employees 45

The first section comprised of 66 statements related to job satisfaction. The job satisfaction of non-teaching employees was measured with the help of a job satisfaction scale based on extension and modification of Job Descriptive Index (JDI) (Smith et al., 1969). The Job Descriptive Index is one of the most popular measures of job satisfaction and has been found to produce highly reliable results and its validity is well established in the literature (Angelo et al., 2002). The JDI measures satisfaction from five facets namely, work, pay, promotional opportunities, supervision and co-workers. The Job Satisfaction Scale used for this study comprised of six dimensions with sixty six statements. These dimensions include job characteristics (12 statements), co-workers (10 statements), superior/supervisor (12 statements), salary and financial benefits (14 statements), career advancement/promotion & recognition (11 statements), and physical environment (11 statements). The quitting behaviour of non-teaching employees was measured with the help of an Intention to Leave Scale based on questionnaire developed by previous researchers viz. Callister (2006), Camp (1993) and Burke (2001). The schedule comprised of eight statements related to intention to leave.

Sample and Response Rate The population for the study comprised of 848 non-teaching employees of University of Jammu. To determine the sample size, a pilot survey of fifty respondents selected conveniently was conducted to work out the mean and standard deviation in the population with the help of following formula (Mukhopadhya, 1998, p.21-32) 1.96√S.D √N-n/n*N = 0.05* mean Where S.D = Standard Deviation, N = Total population, n = Sample population, Mean = sample mean. After determining the mean and standard deviation in the population (N 848), the sample size was worked out at 263, which represents the minimum of respondents that need to be contacted. However, in order to make the sample more representative, simple in calculation and better in interpretability, the sample size was increased to 300. Hence, from 848 employees 300 employees were selected as sample. The selection of employees was done on the basis proportionate stratified sampling using following formula: n/N* Sample size (Malhotra, 2002, p.266-291) Finally the chit method was used to select the employees. The respondents were personally contacted and they were explained the reason for the research. All the respondents responded properly. Hence, the response rate came 100 percent.

Statistical Tools Applied The statistical tools used in this research include mean, standard deviation frequency distribution, multiple correlation, multiple regression, ANOVA, and ‘t’-test. Convergent validity is worked out through correlation between statements of different dimensions. The reliability and the internal consistency of the data collected have been judged through tests like the split half and Cronbach’s alpha.


Data Purification The multivariate data reduction technique of factor analysis has been used for the study. Factor analysis was carried out to simplify and reduce the data through SPSS (15 version), The principal component analysis method along with orthogonal rotation procedure of varimax for summarizing the original information with minimum factors and optimal coverage was used. The statements with factor loading less than 0.5 and Eigen value less than 1.0 were ignored for the subsequent analysis (Hair et al., 1995). The Job Satisfaction data was subjected to factor analysis twice. Initially it was carried with all the statements from six dimensions of Job Satisfaction. Job Satisfaction being a multidimension phenomenon, statements that got clubbed under fifteen factors belonged to different dimensions of job satisfaction and it became logically very difficult to explain them. Hence, factor analysis was performed dimension wise (Sharma and Jyoti, 2006) that resulted into thirteen factors with 53 statements (Table 1) of job satisfaction. Intention to leave scale consisted of seven statements that got compressed under one factor (F16) after one round with positive factor loading values. High KMO value (0.887) and Bartlett’s test of sphericity (chi square value 958.906) revealed the sampling adequacy for factor analysis. The total variance explained has arrived at about 59 % (Table 2).

Reliability and Validity To check the internal consistency of the data collected, the reliability tests viz. Cronbach Alpha and split half value were worked out. The split-half reliability of the data was examined by dividing the respondents in to two equal halves. Cronbach’s alpha values, for both overall sample and split sample proved reliable (Table 3). The content/face validity of the JSS, and ILS was duly assessed through thorough review of literature and deliberations with the subject experts for the selection of items in the scales. The high Kaiser–Meyer–Olkin Measure of Sampling Adequacy values, Bartlett’s Test of Sphericity and Variance explained (Table 1) represent the construct validity.

Measurement of Job Satisfaction The Overall degree of job satisfaction is not very high. The average satisfaction score has arrived at 3.46 at 5 point Likert scale. However, it can be concluded that the employees tend to be fairly satisfied with their job as revealed by the mean score. To test the level of satisfaction among non-teaching employees, one Sample ‘t’ test was used at 0.05 level of significance. With sample mean as 3.46 and test value as 3.00 (Table 4). The result revealed significant difference between observed and test values (t =19.059, sig.