IOSR-JBM   Volume-16 ~ Issue-6 ~ June-2014

Abstract: There is a dearth of published research on leadership within the context healthcare field which makes this study particularly timely. Although there is extensive research on leadership, there still exists an acute need for leadership research based on follower perspectives (Lindebaum& Cartwright, 2010; Notgrass, 2010). This study addresses this gap by investigating both leader self-perceptions and follower-perceptions of their leaders. Phase 1 focuses on the combination of leader self-perceptions and follower-perceptions of their leaders. In Phase 1, this study considers both leader and follower perspectives and identifies leaders who overestimate, underestimate or are in-agreement with followers, in evaluating their own Leadership capabilities. Based on this, the leaders are classified into Average 4 and Average 5 in 360 degree leadership scores of the leaders. Similar differences across the self-other-agreement categories of the leaders are predicted in terms of the linkage between EI and Transformational Leadership as perceived by the followers. The ontology of this research is realist and the epistemology is positivist. Phase 1, target population was identified as the direct reports of phase 1 participants. In this we identified 3 to 4 reporting and peer staff for participation. In phase 2, reporting staff completed rater-forms of the Multifactor Leadership Questionnaire 360 degree questionnaires. A number of qualitative informal interviews have been conducted with leaders to obtain contextual data regarding the nature of the changes, impacting upon the lives of healthcare staff. Results show Correlations in 360 degree average 5 for transformational, transactional, extra-effort, satisfaction and effectiveness subscales in doctors were all statistically significant with p < .05. Correlations among the Lassiez faire leadership subscales in doctors and paramedical were not significant r=(4.08 vs 3.63) p=0.274 in doctors and r=(4.46 vs 3.57) p=0.104 in paramedical and in Nurse there is no difference in Satisfaction score between self and average 360 degree self r =(3.68 vs 3.81 ) p=0.367.

Keywords:Transformational, transactional and lassize-faire leadership

[1]. Antonakis, J. (2003). Why "Emotional Intelligence" does not predict leadership effectiveness. The International Journal of Organizational Analysis,11(4), 353-359.
[2]. Atwater, L. E., &Yammarino, F. J. (2013). Personal attributes as predictors of superiors' and subordinates' perceptions of military leadership. HumanRelations, 46, 645–668.
[3]. Avolio, B. J., Einstein, W. O., & Waldman, D. A. (2012). TL in a management game simulation: Impacting the bottom line. Group & OrganizationStudies, 13(1), 59-80.
[4]. Barling, J., Kelloway, E. K., & Slater, F. (2000). TL and emotional intelligence: An exploratory study. Leadership and Organization DevelopmentJournal, 21(3), 157-161.
[5]. Bar-On, R. (1997). Bar-On emotional quotient inventory: Technical manual. Toronto, ON: Multi Health Systems
[6]. Bass, B. M. (1985a). Leadership and performance beyond expectations. New York: Free Press.

Abstract: This paper explored the vast literature on high performance work practices and their impact on organizations' performance. It aims to determine whether high performance work practices (or best practices) are indeed one best-way of ensuring employee productivity in organizations or not. Although, there is unanimity among authors that high performance work practices have significant impact on organizations' performance but, the exact combination of these practices differs among authors. The findings revealed that "best practices" exist whereas; the Contingency and Configurational proponents believe that they are obtainable only in theory and definitely not in practice. The paper also showed the interplay of environmental factors in shaping authors' viewpoints in the Universalist-Contingency/Configurational debate. Studies conducted in US gave credence to "best practices" while those conducted in Europe supported the Contingency and Configurational claims that any human resource practice can produce desired results if aligned correctly to the particular organization's culture, context and structure. The paper argued that the debate on "best practices" is inconclusive thus; portraying the concept as another management fad.

Keywords: configurational view, contingency, HPWPs, organizational performance, universalist view

[3]. C. Lloyd and J. Payne, Just another Bandwagon? A critical look at the role of the high performance workplace as a vehicle for the UK high skills project. SKOPE Research Paper 49. Coventry: Universities of Oxford and Warwick, 2004. Available: http://www.skope.ox.ac.uk/sites/default/files/SKOPEWP49.pdf. Last accessed 22nd September 2013. (2)
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[6]. H. Ramsay, D. Scholarios and B. Harley, Employees and High-performance Work Systems: Testing Inside the Black Box. British Journal of Industrial Relations 38(4), 2000, 501–531. (2)

Abstract: The purpose ofthis study was to examine and explain the effect of members participation on business self-reliance and members welfare. The study was conducted in a cooperative corporation that operates in the region of East Java Indonesia. The respondents were 156 cooperative enterprise members. Data were analyzed using the GSCA approach (Generalized Structural Component Analysis). The results showed that the Members Participation significant effect on business self-reliance and members welfare and business self-reliance also have a significant effect on the welfare member. Other findings indicate that membership in the cooperative corporation as the owner and customers of the cooperative enterprise. Therefore, companies should pay attention to the needs of cooperative members. Keywords:members participation, business self-reliance, members welfare, cooperative corporation.

[1]. Dogarawa, Ahmad Bello, 2005, The Role of Cooperative Societies in Economic Development, Ahmadu Bello University, Zaria-Nigeria.
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[4]. Harkelius, Karin dalam Laursen, Christin V.; Kostas Karantiminis; Sanjib Bhuyan. 2008. Organizational Characteristics and Member Participation in Agricultural Cooperatives: Evidence from Modern Dhanish Cooperatives. Paper Submitted to the Seminar: The Role of the Cooperative in The European. Agro-food System May 28-30th, 2008. Bologna.
[5]. Hanel, Alfred. 1985. Basic Aspect of Cooperative Organization and Policies for Their Promotion in Developing Countries, Universitas Padjadjaran, Bandung. Indonesia

Abstract: The aim of this research is to investigate the relationship that exists between service innovation and customer satisfaction in the banking sector. The study has analyzed the relationship between customer service innovation and customer satisfaction as the background of the problem by following up on the causes of customer satisfaction in the banking industry under the study and how it is affecting their reputation. The research further justifies the study and its significance as customer service innovation is one of the major changes brought about by competition and technological changes. In the research, limitations of conducting the study have been put on perspective and how they will be countered. Banks in Kenya have continuously invested in service innovation practices to be able to satisfy their customers. The level of innovation varies from Bank to Bank and service to service. Customer service innovation has been explained under three outlooks including innovation in services as new or improved service products, innovation in service processes as new or improved ways in designing and producing services and finally innovation in service firms, organization and industries. Customer satisfaction is used as a measure of how products and services supplied by a company meet or surpass customer expectation and it is seen as a key performance indicator within businesses. This research has sought to determine the customer service innovative practices in the Banking Sector and to establish the relationship that exists between customer service innovation and customer satisfaction in the banking sector. Primary data will be collected using a semi structured questionnaire, designed to be completed by respondents who are customers and staff of Kenya commercial bank- Kencom branch. The data has been checked for completeness and analyzed using descriptive statistics.

[1]. Aday Lu Ann & Cornelius L.J (2006) Designing and conducting health surveys- A comprehensive Guide, 3rd edition. Jossey-Bass
[2]. Agwu, A. E., Dimelu, M. U. & Madukwe, M. C. (2008). Innovation System Approach To Agricultural Development: Policy Implications For Agricultural Extension Delivery In Nigeria, African Journal of Biotechnology Vol. 7 (11).
[3]. Auluck, R. (2002). Benchmarking: A Tool for Facilitating Organizational Learning? Public Administration and Development.
[4]. Byerlee, D. & Alex, G. (2002). The Evolution of Public Research Systems In Developing Countries: Facing New Challenges. In: Byerlee, Agricultural Research Policy in an Era of Privatization. CABI Publishing, Wallingford.
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Abstract: The need as to the relevance of feasibility study in the structure of a business has attracted attention from both the business circle as well as academics. It has often been concluded that a business can thrive without undergoing a feasibility study. A healthier debate is that there are no available statistics of many businesses that went under unnecessarily due to lack of such a study, thereby negating economic growth. This paper examines the impact of feasibility study in enhancing growth and development of business organizations in Nigeria. It was proven that a well planned feasibility studies enables the business owner to understand the schematics of the venture and boost confidence in facing challenges that may arise in the business life circle because the target, through feasibility study has been attained; howbeit abstract. A man who knows where he is going arrives there no matter the obstacles. The work concluded that feasibility study impact significantly on the growth of a business and reduces the level of exposure to risk and ensures success.
Keywords: Feasibility, Growth, Planned, Risk, Venture

[1]. Hofstrand and Holz-Clause (2008) mclause@istate.edu
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Abstract: This review explores the arguments of the Harvard strategist Michael Eugene Porter on areas like competition, competitive advantage, and clusters that are set out in thirteen essays of this edited volume by strategy academics. It seeks to situate Porter's work by analyzing its origins, sources, goals, achievements, impact, and policy outcomes. It compares the differences between theories of comparative advantage and competitive advantage in theories of international trade, and points out that Porter's work is at the intersection of theories of competitive strategy, international trade, and theories of wealth creation. The review concludes by considering the advantages of situating firms within clusters and in comparing different types of clusters for their ability to register productivity gains. It appears that while clusters can provide firms with a competitive advantage, they do not guarantee a disproportionate increase in productivity over firms that don't seek to co-locate themselves in space with other firms. There is a lot of potential in using clusters to derive a strategic advantage in approaches to regional competitiveness and development. It is however for policy makers and strategists to determine what these might be on a case-by-case basis.
Keywords: Competition, Competitive Advantage, Clusters, Regions, Strategy

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Abstract: Performance indicators or manufacturing industry like growth rate, exports, investments, employment generation, drawing FDI and the labour productivity etc. showed a continuous decline in the last five years. Though a very comprehensive policy framework exists but lackadaisical implementation, political opposition, lack of infrastructure, bureaucratic mind set, scams and corruption have hit the performance adversely. In the last decade or so, Govt of India adopted the model of setting up industrial clusters and Special Economic Zones (SEZs). Success of this model adopted by other countries and their failure in India points out the weakness in the policy framework and implementation. Industrial corridors in Japan and China have flourished as they made policies and implemented the same vigorously. Govt of India is now setting up industrial corridors especially Delhi-Mumbai Industrial Corridor (DMIC) and is planning to set up National Investment and Manufacturing Zones (NIMZs) as mentioned in the Industrial Policy 2011. India needs to take a cue from other countries and review its policies maintaining transparency and accountability for ensuring the success of these industrial aggregations. Sustainability and inclusiveness are two more requirements of the modern age. Structural reforms, innovation and modernization can produce competitive advantage thereby ensuring the success of industrial corridors. Policy reforms in taxation, land acquisition and land use, centre state and public private partnerships and division of responsibilities, easing business environment for more inflow of FDI, equity sourcing at competitive rates, power, optimum utilization of scarce natural resources, environmental considerations, skill development, use of abundant human resources and knowledge creation by R&D, infrastructure creation are key themes on which the policies must be reviewed for the success of industrial corridors/clusters. Many of the Indian industrial policies are comparable with other countries but vigorous implementation and accountability are lacking. Policy implementation is more important for this purpose.
Key Words: Socialist Marketing, Democratic Marketing, Industrial Corridors, Industrial Aggregations, National Investment and Manufacturing Zones (NMIZs)

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Abstract: Finance has become an essential part of an economy for development of the society as well as economy of nation. For, this purpose a strong financial system is required in not only in under-developed countries and developing countries but also developed countries for sustainable growth. Through Financial inclusion we can achieve equitable and inclusive growth of the nation. Financial inclusion stands for delivery of appropriate financial services at an affordable cost, on timely basis to vulnerable groups such as low income groups and weaker section who lack access to even the most basic banking services. In this paper, the researcher attempts to understand financial inclusion and its importance for overall development of society and Nation's economy. This study focuses on approaches adopted by various Indian banks towards achieving the ultimate goal of financial inclusion for inclusive growth in India and analyses of past years progress and achievements. The relevant data for this study has been collected with the help of from various Research journals, Articles, reports of RBI, reports of NABARD and online resources.
Key words: Financial inclusion, Financial Exclusion, Business correspondents, KCCs, GCCs.

[1]. N.Mehrotra, V. Puhazhendhi, G. Nair G, B. B. Sahoo, Financial Inclusion – An overview(Occasional Paper – 48), Department of Economic Analysis and Research & National Bank for Agriculture and Rural Development, Mumbai, 2009, 1-24.
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tthe 1999 PSE surrvey off Brriittaiin ((Worrkiing Paperr – 8 )),, Poverrtty and Sociiall excllusiion surrvey off Brriittaiin Centtrre fforr Researrch iin Sociiall
Polliicy,,1999,, 1-- 6..
[5]. Asli Demirguc-Kunt and Leora Klapper, Measuring Financial Inclusion: The Global Findex Database, World Bank policy research Working paper 6025, 2012, 1-61

Abstract: Work is an integral part of our everyday life, as it is own livelihood or career or business on an average we spend around twelve hours daily in the workplace, it does influence the overall quality of our life. QWL provides for the balanced relationship among work, family aspects of life. A better QWL is required for every organization to have talents & to retain them. Many factors contribute towards high QWL like; Good working environment, Social integration at work place, Fair compensation, Motivation, Career Development, Growth, etc., which enables an individual to develops themselves & also utilize their full capacity.
This Research aims to gain an insight into current working life policies & practices, as well as work life balance issues employees through structured questionnaire.
Keywords: Social Integration– Combining people from the whole, Compensation-remuneration, motivation- stimulation.

[1]. Ayree, S, Srinivas and Tan (2005)"Rhythms of life/antecedents and outcomes of work/family balance in employed parents".
[2]. Ashwathappa K ,Human Resource and Personal Management, tata Mc hill Publishers
[3]. Baron A(1987) "Working parents, shifting traditional roles"
[4]. Reimara Valk, Vasanthi Srinivasan (2010) "Work/Family balance of India Women software professional".

Abstract: Organisational culture has become increasingly prominent in all sectors of industry. It is proposed that if improvements in performance and quality of work are to be achieved, basic and procedural changes must be accompanied by changes in culture. Therefore, there arose a need for a better understanding about the nature of organisational culture and how it can be explored for organisation's advantage. The study adopted a survey design whereby questionnaire was administered to 200 respondents from the banking sector. The study used items drawn from the Denison organisational culture survey to measure culture and effectiveness. The findings from the study showed that the response rate is 90% and that mission has the strongest contribution to culture

[1]. Ahmad, M.S. (2012),"Impact of Organizational Culture on PerformanceManagement Practices in Pakistan". Business Intelligence Journal.
[2]. Chien Min-Huei, A study of the factors effecting organizational effectiveness
[3]. Denison, D.R. (1990), Corporate Culture and Organizational Effectiveness, Wiley, New York, NY.
[4]. Denison, D.R. and Mishra, A.K. (1995), "Toward a theory of organizational culture and effectiveness", Organization Science, Vol. 6, pp. 204-22.
[5]. Denison, D. R. (2000). Organizational culture: Can it be a key lever for driving organizational change. InS. Cartwright & C. Cooper (Eds.), The handbook of organizational culture. London: John Wiley & Sons.
[6]. Denison, D.R., Haal and, S. and Goelzer, P. (2004), "Corporate culture and organizational effectiveness: is Asia different from the rest of the world?", Organizational Dynamics, Vol. 33, pp. 98-109.

Abstract: This paper focuses on an issue that almost all the nations are suffering with no matter whether its developing, developed or under developed nation. Equality of opportunity is an ideal that most people, and all mainstream parties, subscribe to. But achieving it is very hard in a society with such wide differences in the resources that people and their families have to develop their talents and fulfill their potential. All people are created equal in rights, dignity, and the potential to achieve great things. True opportunity requires that we all have equal access to the benefits, burdens and responsibilities of our society regardless of race, gender, class, religion, sexual orientation, disability, or other aspects of what we look like or where we come from. Ensuring equal opportunity in the 21st Century demands a nuanced understanding of the progress that is made as a nation, as well as the nature of contemporary bias and systemic inequality. It requires understanding, for example, how stereotypes based on gender, race, and other social characteristics can come together in unique ways that require individualized attention. Discrimination, however, is only a small part of the picture. Probably the most important reason for lack of equality of opportunity is education: both its quantity and quality. Without substantial policy changes, nation's self-image, and the image that will be projected to the world, will diminish — and so will economic standing and stability. Inequality of outcomes and inequality of opportunity reinforce each other — and contribute to economic weakness. So in a nutshell through this paper we have tried to touch the inequalities that are prevailing in a nation that is probably considered to be the super powerful nation of the world- United States of America and the reasons behind that.
Key Words: Mainstream Parties, Race, Gender, Discrimination, Stereotypes, Reinforce, Inequalities, Economic standing, Contemporary bias and Economic weakness.

[1]. -Equal Opportunity, Our National Myth
By JOSEPH E. STIGLITZ http://opinionator.blogs.nytimes.com/2013/02/16/equal-opportunity-our-national-myth/?_php=true&_type=blogs&_r=0
[2]. -Inequality and mobilityAgainst equality of opportunity Apr 20th 2012, 21:10 by W.W. | IOWA CITY http://www.economist.com/blogs/democracyinamerica/2012/04/inequality-and-mobility
[3]. -http://www.theguardian.com/society/joepublic/2010/jan/27/social-groups-equality-gap-Sustaining the Dream of Equality of Opportunity by Gina Adams | Google+ Posted at 8:33 am in civil rights diversity martin luther king jr memorial MLK race relations Washington DC
[4]. Pérez-González, Francisco. 2006. ―Inherited Control and Firm Performance.‖ American Economic Review 96(5): 1559 – 88.
[5]. Roemer, John E. 2004. ―Equal Opportunity and Intergenerational Mobility: Going Beyond Intergenerational Income Transition Matrices.‖ Chap. 3 in Generational Income Mobility in North America and Europe, edited by Miles Corak. Cambridge University Press.

Abstract: A cooperative business as an organization is composed of at least four key strategic components namely: the organizational purpose, key resources, key processes and enterprise performance. The four organizational components are the building blocks of any enterprise performance and their power lies in their complex interdependencies. This makes the strategic components ideal concepts of analyzing firm performance, as it ensures no important factors are overlooked. Since inception, Cooperative enterprises have devised a stable system in which the components bond to one another in consistent and complementary way, resulting to sustainable performance and better response to economic crises than investor-owned firms. However, current trend in Kenya indicate that majority of SACCOs are moving away from the cooperative business model towards investor-owned enterprise model through re-branding.Thus, this study intends to investigate the extent to which the Cooperative strategic organizational components influence the performance of Deposit taking SACCOs in Kenya The research will be cross-sectional survey targeting all the 215 deposit taking Saccos licensed by the Sacco Societies Regulatory Authority (SASRA) as at 31st December 2013. Stratified random sampling technique will be used to select a sample of 115 Saccos. Data will then be collected using questionnaires, document analysis as well as interviews, then analyzed using correlational and regression analysis. The results of the study are expected to show a significant positive influence of strategic organizational purpose, key resources on performance of deposit taking Saccos as moderated by key business processes.
Key words: strategic components, organizational purpose, key resources, key processes and enterprise performance

[1] Makori, J., Munene, C. & Muturi, W. (2013) The Challenges Facing Deposit-Taking Savings and Credit Cooperative Societies‟ Regulatory Compliance in Kenya: A Case of the Gusii Region; Interdisciplinary Journal of Contemporary Research in Business, Ijcrb.Webs.Com, Vol. 4, No 12, 1013-1081
[2] ICA (2012c) what is a cooperative? Retrieved from http: www.2012.coop/en/ica/co-operative-what-co-op. Accessed on 25th March 2013
[3] Wanyama, F. O., Develtere, P. & Pollet, I. (2009). Reinventing the Wheel? African Cooperatives in a Liberalized Economic Environment, Annals of Public and Cooperative Economics, 80(3), 361-392.
[4] Muthuma, E. (2011) Economic Cooperation in Kenyan Credit Cooperatives: Exploring the Role of Social Capital and Institutions; A PhD thesis submitted to the Faculty of Commerce, Law and Management at the University of the Witwatersrand, Johannesburg; September 2011, unpublished
[5] Bwisa H. (2010 June) "What is a cooperative?" SACCO Star, KUSCCO, issue 12, p11

Abstract: Financial is regarded as the life blood of a business enterprise. In the modern oriented economy, finance is one of the basic foundations of all kinds of economics activities .Finance statements are prepared primary for decision -making .They play a dominant role in setting the frame work and managerial conclusion and can be drawn from these statements is of immense use in decision- making through analysis and interpretation of financial statements .As said earlier finance is said to be life blood of any business Every business under taking needs finance for its smooth working .it has to raise funds from the cheapest and risky source to utilize this in most effective manner . So every company will be interested in knowing its financial performance.The project entitled "Financial performance analysis of Ashok Leyland company Ltd '' throw light on overall financial performance of the company .
Keywords: The term ratio is refers to the relationship expressed in mathematical terms between two individual figures.

[1]. Management Accounting- R.Ramachandran & R.Srinivasan – Sriram Publications, Trichy.
[2]. Management Accounting -Dr. M. Sheik Mohaned, Dr. E.Mubarak Ali, Dr. M.Abdul Halleem -Raja publications – Reprint 2012.
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Abstract: Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets — the people working there who individually and collectively contribute to the achievement of the objectives of the business. HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. This research paper discusses the concepts of HR services focusing the expectations of the employees of the concerned organization such as promotion of knowledge participation, effective n efficient communication, friendly behavior of HR, proper feedback system etc. paper also discusses the need to be more human in dealing with the internal customers i.e., employees.

[1]. www.citehr.com
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Abstract: The ever changing and turbulent competitive business environment pose major challenges to Saccos like any other organization in Kenya and managers have been struggling to compete favorably. Porter argue that superior performance can be achieved through pursuit of a competitive generic Strategy. This has made identification and pursuit of the right competitive strategies as a source of superior performance to become a predominant priority in all organizations. Nevertheless the application of the right strategies is still a concern in many Saccos which have made little effort to comprehend how Generic Strategies can give them a performance advantage over their rivals. Thus, the purpose of this study was to assess the effects of Porter's generic competitive strategies adopted by Saccos in Murang'a County on their performance. An explanatory research design was used to help identify the causes and reasons of the current status of the variables of study, targeting 384 employees of all the 8 Saccos registered by the Ministry of Cooperative Development in Murang'a County. Simple random sampling technique was used to select a sample of 116 employees. Data was then be collected using questionnaires and document analysis then analyzed using correlational and regression analysis. The study found significant positive effects of cost leadership, differentiation and focus strategies on performance of Saccos and concluded that Saccos that pursue generic strategies can achieve superior performance compared to those that do not.
Key words: competitive strategies, cost leadership, differentiation, focus strategy, firm performance

[1] MoCDM (2013). Ministry of Cooperative Development and Marketing: Saccos Annual Performance Report, Murang'a County (2013)
[2] KNBS (2012) Statistical Abstract 2011, Nairobi, Government Printer
[3] Tirimba Z. (2013) "SACCOs Rush to beat 4 Year SASRA Deadlines" SACCO Review, Shrend, issue 12, p18
[4] WOCCU (2013), 2012 Statistical Report. Available at www.woccu.org_pulications
[5] Porter, M. (1980) Competitive strategy: Techniques for analyzing industries and competitors. New York, Free Press
[6] Porter, M. (1985) Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free Press
[7] Bharadwaj, S.G., Varadarajan, P.R., & Fahy, J. (1993).Sustainable competitive advantage in service industries: a conceptual model and research propositions. Journal of Marketing, Vol.57 No. October, pp.83-99

Abstract: The global financial crisis of 2008 has had a disastrous impact on the economies of almost every nation of the world resulting in the collapse of many banking gaint such as the Lehman Brothers Bank in the United States of America. Other manufacturing giants in the car industry in the United States of America, such as the General motors Corporation, Chrysler Corporation and Ford Motors all collapsed, although some of these institutions had to be "bailed out" with public funds by the U.S. government to prevent their total collapse. This scenario has replicated itself in the United Kingdom, France, Germany, Japan and other countries. This paper attempts to look at this phenomenon called the global financial crisis which is seen as a recession and considered as being part of the "business cycle." The paper took an in depth look at the concept of business cycle-which is the upswing in the economy producing booms and busts or recessions of the type witnessed in 2008 and beyond. The paper ended on the genesis of the current global crisis and the impact this has had on national economies and the Nigerian economy in particular, especially on the financial sector

[1]. Jhingan., M.L (2003), Advanced Economic Theory, Delhi: Vrinda Publications (P) Ltd.
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Abstract: The purpose of this research is to know the impact of Human Resources practices (Fairness of rewards and Growth opportunities) on Employee Retention, considering Perceived Organizational Support as a mediating variable. This research was conducted on employees of pharmaceutical sector of Pakistan. Primary data was collected through questionnaires, which were floated among 100 employees of pharmaceutical sector. SPSS software was used to find out the results. To figure out the association between variables, Regression analysis was considered. The results indicated that both the Hr Practices (FOR & GO) are significantly related with employee retention with POS as a mediating variable. Employees who are getting FOR and GO remain loyal to the organization for much of their life. If the employees are well rewards they tend to think that their contribution is being considered and valued. Although the impact of Hr practices on employee retention has been examined before but it has not been investigated in Pakistani context, especially in pharmaceutical sector.
Keywords: Human Resource Practices, Employee Retention, Perceived Organizational Support, Fairness Of Rewards & Growth Opportunities.

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Abstract: This case discusses several human resource management issues of a private university, as well as the problems arising in a particular department as a result of vague and opaque rules, double standards maintained in preserving discipline, and duplicity in performance evaluation. Turning a blind eye to the issues raised questions on the leadership abilities of the people at the top, and created confusion in the faculty members in their aspiration to grow with the institution. Even with changes in the leadership, no changes came to the institution that could really motivate the educators. Whoever came just either ventured to create a team of his/her own people, or tried to stay quietly so as not to come in harm's way. Most people with administrative power weren't willing to take responsibility for their actions, resulting in flawed or delayed decision making. Faculties were finding it difficult to motivate themselves to think their future with the University on a long term basis, and the management was apparently doing nothing to alleviate this problem.
Keywords: Motivation, Management, Business School, Bangladesh, Leadership, Organizational Behavior

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