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Paper Type | : | Research Paper |
Title | : | Innovative HR Strategies for SM |
Country | : | India |
Authors | : | Krishna Kishore, Mousumi Majumdar, Vasanth Kiran |
: | 10.9790/487X-0260108 |
Abstract: The Small and Medium Scale Enterprises being very volatile in nature take high amount of risk. It is therefore imperative for them to address the uncertainty through reliable and loyal work force which can shoulder them in good and bad times. HR has the challenge of attracting talent on role dimension and then retaining that talent by providing a professionally driven organization culture. Due to low degree of bureaucracy and leaner work force structure, it is easier for HR to implement change management programs in SMEs. The HR faces the challenge to adhere to the agreed policy norms which succumb to exemption from the owners. HR also needs to understand that the owners do not want to feel themselves devoid of decision making power due to change in policies. HR professionals need to be conscious that professionalism without the loss of agility and responsiveness is the right transformation direction for SME's success. This paper analyses the various innovative HR strategies that can lead to change management and as such ensure a sustainable future for the SMEs.
Key words: SME, HR, Strategy, Developing countries, Innovation, Organization citizen behavior
Key words: SME, HR, Strategy, Developing countries, Innovation, Organization citizen behavior
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[2]. Barber, A.E., Wesson, M.J., Roberson, Q.M., & Taylor, S.A. (1999). A tale of two job markets: Organizational size and its effects on hiring practices and job search behavior. Personnel Psychology, 52, 841-868.
[3]. Baruah, R. K. (2000): Financing Small Scale Industries, Omsons Publications, Delhi.
[4]. Berle, A., and Means, G. (1932), The Modern Corporation and Private Property, New York: Macmillan.
[5]. Birley, S., and Westhead, P. (1994), "A Taxonomy of Business Start-Up Reasons and their Impact on Firm Growth and Size,‟ Journal of Business Venturing, 9, 7 –31
[6]. Bolton (1971), Report of the Committee of Inquiry on Small Firms (Bolton Committee Report), London: HMSOF
[7]. Bolino, M.C. and Turnley, W.H. (2003), Going the extra mile: cultivating and managing employee citizenship behavior, Academy of Management Executive, vol. 17, no. 3, pp. 60-71
[8]. Byrne, M. (2011), Workplace diversity, retrieved from (http://www.smeadvisor.com/2011/06/management-workplace-diversity/).
[9]. Caccamese, L. (2012), 10 tips for SMEs to increase employee engagement (http://www.greatplacetowork.com/publications-and-events/blogs-and-news/920-sizing-up-small-businesses#ixzz21pwO4WMH, accessed on 20 July 2012)
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Abstract: Social responsibility of a organizaction has been a noticeable and important issue in recent years and has great impact on stability of every organization continuation. Excellent corporations as responsible organizations should be act according to their commitment for explaining and responding to their beneficiaries about their performance and make sure that this commitments have been fulfilled in the organization. Thus social responsibility has bilateral advantages for then in such a manner that either organization makes a profit from more consolidated and behavioral approach and community and beneficiary parties will have a better attitude about organization performance. In this paper author claim that Iran automobile manufacturing companies have no motivation to observe social responsibility for many reasons. Whereas observing social responsibility may be considered as a way to decrease these sicknesses and promot the quality products and finally to increase life safety of drivers and society. After examining the existence literatures and operational research, the promotive factors of social responsibility in automobile manufacturing Companies have been extracted and the extent of each influencing foctor have been identified
Keywords: Social responsibility, quality in different areas, clearness in giving services, responsiveness, observing social-moral principles, affiliated compiles laws, observance of beneficiaries'rights.
Keywords: Social responsibility, quality in different areas, clearness in giving services, responsiveness, observing social-moral principles, affiliated compiles laws, observance of beneficiaries'rights.
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[2]. Baron, D. P., et al. 2008. The Economics and Politics of CorporateSocial Performance, Research Paper. Stanford: Graduate School of Business, Stanford University.
[3]. Berle, A.A., Means, C. G. 1932. The Modern Corporation and Private Property. New York: The McMillan Company
[4]. Campbell, J. L. 2007. Why should corporations behave in socially responsible ways? An institutional theory of Corporate Social Responsibility. Academy Management Review, 32(3): 946-967.
[5]. Devinney, T. 2009. Is the Socially Responsible Corporation a Myth? The Good, the Bad, and the Ugly of Corporate Social Responsibility. Academy of Management Perspectives. 23(2): 44-56.
[6]. Dubin, R. 1978. Theory Building. New York: Free Press.
[7]. Freeman, R. E. 1984. Strategic Management: A stakeholder approach. Boston: Pitman.
[8]. Friedman, M. 1970. A Friedman doctrine: The social responsibility of Business is to increase its profit. New York Times Magazine: 33.
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[10]. Mackey, A., et al. 2007. Corporate social responsibility and firm performance: Investor preferences and corporate strategies. Academy Management Review, 32(3): 817-835.
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Paper Type | : | Research Paper |
Title | : | Marketing in the New Millennium: Emerging Issues and Trends |
Country | : | India |
Authors | : | Jaspal Singh |
: | 10.9790/487X-0261423 |
Abstract: Given the focus on marketing research, the present paper combines both the academic and the practitioner perspectives to highlight several issues and emerging trends that will shape the role of marketing research in the new millennium. These include redefinition of marketing researcher, the ongoing nature of marketing research, qualitative research, Internet marketing research, and ethical issues in marketing research.
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[2]. Akaah, I.P. "Influence of Deontological and Technological factors on Research Ethics evaluations"- Journal of Business Research(1997, Vol.11)
[3]. Armstrong, R.W. "The Relationship between Culture and Perception of Ethical Problems in International Marketing"
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[5]. Bacon,L., "Data Mining in Marketing"
[6]. Barabba, V.P. and Zaltman, G. , Hearing the Voice of Market
[7]. Bass, F.M., "The Future of Research in Marketing: Marketing Science"
[8]. Brown,S., "Marketing and literature: the anxiety of academic influence"
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[14]. Fassino,M. "Neural Networks; using the past to forecast the future"
[15]. Godin, S., Permission Marketing, Simon and Schuster, New York, NY
[2]. Akaah, I.P. "Influence of Deontological and Technological factors on Research Ethics evaluations"- Journal of Business Research(1997, Vol.11)
[3]. Armstrong, R.W. "The Relationship between Culture and Perception of Ethical Problems in International Marketing"
[4]. Aslo, J.S. and Nafria, E., "The AUDE integral information analysis derived from consumer panels and audience panels"
[5]. Bacon,L., "Data Mining in Marketing"
[6]. Barabba, V.P. and Zaltman, G. , Hearing the Voice of Market
[7]. Bass, F.M., "The Future of Research in Marketing: Marketing Science"
[8]. Brown,S., "Marketing and literature: the anxiety of academic influence"
[9]. Choi, J., Cooper, K. and Hamner, P. (2008), "Identifying Target Customers"
[10]. Clemons, E.K. and Bardley, S.P., "Strategic uncertainity and the future of online consumer interaction"
[11]. Costa, J. (1998), " Power tools for multicultural marketing researchers"
[12]. Decision Analyst. http//www.secisionanalyst.com/online/acop.htm
[13]. Dutka, A., Competitive Intelligence for the competitive edge, NTC Business Books, Lincolnwood
[14]. Fassino,M. "Neural Networks; using the past to forecast the future"
[15]. Godin, S., Permission Marketing, Simon and Schuster, New York, NY
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Abstract: The study looks into gender differences in entrepreneurial skills acquisition. 110 entrepreneurial students formed the sample of this study across two institutions in Lagos State using survey design method. Data were collected through the use of questionnaire. Three hypotheses were formulated and tested using inferential statistics (Chi-Square). The findings show that parental education, socio-economic status and religious influence have significant impact on entrepreneurial skills attainment of the children. The findings also reveal that marketing related value with regards to choice of entrepreneurial skills has nothing to do with being a male or female.
[1] Aldrich, H. (1979). Organizations and Environments. Englewoods Cliffs, NJ: Prentice -Hall Inc.
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[4] Brush, C., & Hisrich, R. D. (1999). Women-owned businesses: Why do they matter? In Z. J. Acs (Ed.), Are Small Firms Important? Their Role and Impact: 111-127. Boston, MA: Kluwer Academic Publisher.
[5] Cerulo, K. A. (1997). Identity construction: New issues, new directions. Annual Review of Sociology, 23: 385-409.
[6] Correll, S. J. (2001). Gender and the career choice process: the role of biased self-assessments. American Journal of Sociology, 106(6): 1691-1730.
[7] Cotter, D. A., DeFiore, J., Hermsen, J. M., & Marsteller Kowalewski, B. (1997). All women benifit: The macro-level effort of occupational integration on gender earnings equality. American Sociological Review, 62(5): 714-734.
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[10] Driga, O; Lafuente, E; and Vaillant, Y. (2009). Gender Differences in entrepreneurial Activity: An analysis of Informal Institutional Factors. Retrieved on the 13th July, 2011 from www.answer.com
[2] Aldrich, H. (1999). Organizations Evolving. London: Sage Publications.
[3] Becker, G. S. (1964). Human Capital. Chicago: University of Chicago Press.
[4] Brush, C., & Hisrich, R. D. (1999). Women-owned businesses: Why do they matter? In Z. J. Acs (Ed.), Are Small Firms Important? Their Role and Impact: 111-127. Boston, MA: Kluwer Academic Publisher.
[5] Cerulo, K. A. (1997). Identity construction: New issues, new directions. Annual Review of Sociology, 23: 385-409.
[6] Correll, S. J. (2001). Gender and the career choice process: the role of biased self-assessments. American Journal of Sociology, 106(6): 1691-1730.
[7] Cotter, D. A., DeFiore, J., Hermsen, J. M., & Marsteller Kowalewski, B. (1997). All women benifit: The macro-level effort of occupational integration on gender earnings equality. American Sociological Review, 62(5): 714-734.
[8] Davidsson, P. (1991). "Continued Entrepreneurship: Ability,Need and Opportunity as determinats of small firm growth", Journal of Business Venturing, 6,pp 405-29.
[9] DiMaggio, P. (1997). Culture and cognition. Annual Review of Sociology, 23: 263-287.
[10] Driga, O; Lafuente, E; and Vaillant, Y. (2009). Gender Differences in entrepreneurial Activity: An analysis of Informal Institutional Factors. Retrieved on the 13th July, 2011 from www.answer.com
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Paper Type | : | Research Paper |
Title | : | Managing Talent; Twenty Commandments about Talent Management |
Country | : | Pakistan |
Authors | : | Syed Shabib-Ul-Hasan |
: | 10.9790/487X-0263136 |
Abstract: Today's highly competitive world, with its assistant paradigms, has altered the way human productivity is evaluated. Human capital has now usually been appraised in terms of its attainment, achievement, accomplishment, consumption, growth and retention. However, this has put a strict stipulation on modern-day HR professionals. These days HR professionals are predicted to attract suitable individuals, select the most remarkable among them, and then train them in order to polish their skills according to the job requirements. The job of the HR professionals does not stop here; it is also required that these individuals are retained by organization in pursuance of organizational goals and objectives. Consequently, a serious issue for every HR manager in order to endure this 'War for Talent' is to struggle against an inadequate pool of eligible available candidates while it tries to fill the job void as experienced employees leave the organization. The aim of this paper is to elaborate the importance of identifying, nurturing and holding the best talent. Furthermore, it also emphasize the complexity in attracting, encouraging and holding the best employees in an organization, which has made the understanding of the meaning of Talent Management more decisive for managers.
Key words: Employee, Human Resource, Organization Development, Performance, Talent Management
Key words: Employee, Human Resource, Organization Development, Performance, Talent Management
[1] R.F. Silzer, R. Silzer, B. E. Dowell, Strategy-Driven Talent Management: A Leadership Imperative (Hoboken, NJ: John Willey & Sons, 2009).
[2] James M. Hunt, Joseph R. Weintraub, The Coaching Manager: Developing Top Talent in Business (California: SAGE Publications, 2010)
[3] Lance Berger, L. Dorothy Berger, D. The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People (New York: McGraw-Hill Prof Med/Tech, 2010)
[4] Goldsmith, M. Carter, L., Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent (Hoboken, NJ: John Willey & Sons, 2010)
[5] Shukla, R., Talent Management: Process of Developing and Integrating Skilled Workers (Global. India Publications,2009)
[6] Frank, R. Silzer, R., Dowell, B. (2009) Op. Cit.
[7] Jamie Notter, J., Grant, M., Humanize: How People-Centric Organizations Succeed in a Social World (Indiana : Que publishing, 2011) [8] R.F. Silzer, R. Silzer, B. E. Dowell, (2009) Op. Cit.
[9] Kevin Oakes, Galagan, P. The Executive Guide to Integrated Talent Management (Danvers MA: American Society for Training and Development 2011)
[10] Schiemann, A.W. Reinventing Talent Management: How to Maximize Performance in the New Marketplace (Hoboken, NJ: John Willey & Sons, 2009).
[2] James M. Hunt, Joseph R. Weintraub, The Coaching Manager: Developing Top Talent in Business (California: SAGE Publications, 2010)
[3] Lance Berger, L. Dorothy Berger, D. The Talent Management Handbook: Creating a Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People (New York: McGraw-Hill Prof Med/Tech, 2010)
[4] Goldsmith, M. Carter, L., Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent (Hoboken, NJ: John Willey & Sons, 2010)
[5] Shukla, R., Talent Management: Process of Developing and Integrating Skilled Workers (Global. India Publications,2009)
[6] Frank, R. Silzer, R., Dowell, B. (2009) Op. Cit.
[7] Jamie Notter, J., Grant, M., Humanize: How People-Centric Organizations Succeed in a Social World (Indiana : Que publishing, 2011) [8] R.F. Silzer, R. Silzer, B. E. Dowell, (2009) Op. Cit.
[9] Kevin Oakes, Galagan, P. The Executive Guide to Integrated Talent Management (Danvers MA: American Society for Training and Development 2011)
[10] Schiemann, A.W. Reinventing Talent Management: How to Maximize Performance in the New Marketplace (Hoboken, NJ: John Willey & Sons, 2009).
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Abstract: Marketing is used to identify the customer, to keep the customer and to satisfy the customer. With the customer as the focus of its activities, it can be concluded that marketing management is one of the major components of business. This study focuses why marketing strategies and planning are important in today's world. Markets are made up of customers with wants and needs. Market planners must provide products and services that are better than those which competitors offer. The organization with the most effective marketing strategy should become the market leader. This project also focuses on mobile industry of UK and its revenue generation. It also provides information on various types of marketing strategies that are used by 3G as well as its pricing policies and product service. There is survey conducted on Consumer satisfaction for 3G and Vodafone. Comparison focuses on the pricing policies of both companies' products as well as overall experience with the products.The objective of the study to do a comparative analysis with Vodafone UK and to find marketing strategies conducted by 3G and to understand marketing strategies better. Moreover to have an overview on the UK mobile industry. The Research Methodology is based on primary data and secondary data. The methodology used involved interaction with the concerned people in organization and study of various documents and guidelines pertaining to the same.
[1] Marketing Strategic By Walker Mullin and Boyd Larreche
[2] www.3g.co.uk
[3] www.marketing.about.com
[4] www.mobilein.com/3G.htm
[5] www.online.vodafone.co.uk
[6] www.three-g.net/3g_standards.html
[7] www.vodafone.co.uk
[2] www.3g.co.uk
[3] www.marketing.about.com
[4] www.mobilein.com/3G.htm
[5] www.online.vodafone.co.uk
[6] www.three-g.net/3g_standards.html
[7] www.vodafone.co.uk
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Abstract: Efficient management of human resources is a crucial factor in determining the growth and prosperity of business enterprises. This is particularly true in the case of small industry where the owners are forced to have a close and more personal association with their employees. In order to build up loyal, efficient and committed work force, small scale organizations should pay adequate attention to hiring, training and employee development activities and undertake systematic human resource practices on a long term basis. This paper explains two major areas from my study. The first one is Job Satisfaction and second one is commitment of employees in small scale industries. This paper highlights the role of HR Practices relating to job satisfaction and commitment of employees in the small scale industries. The main source of information, however, is primary data collected through the questionnaires* meant for employees and employers. In view of the large number of small scale units in Visakhapatnam, it has been decided to go for a sampling method.
Keywords: Job Satisfaction and Commitment.
Keywords: Job Satisfaction and Commitment.
[1] Ashim Kumar Das & Nikhil Bhusan Dey., " Effective Management of Receivables in Small Business", SEDME, Vol.31, No.1, March,2004 pp.17-23.
[2] Agrawal R.K." Energy Efficiency and Waste Minimisation in the Small/ Medium scale Industries, SEDME, Vol.30, No.2, June, ,June 2003, pp.39-53.
[3] Anantha K.H. & Jayasheela & Vishwanatha, "Small Scale Industries in India: Are They Contributing Enough?", SEDME, Vol.31, No.4, December,2004.pp.73-80. Anbumani V and S. Ganesan," A Study of Growth , Marginal Productivities, MRS, Factor and Elasticity of substitution in Small Metal Product Industry",SEDME, Vol.29, No.2, 2002 June, pp.45-58.
[4] Anil Kumar and M.C.Garg"Financing of Small Scale Industriesin Haryana by Haryana Financial Corporation(HFC) during post reform period",SEDME, Vol.29, No.1, March,2002, pp.43-55.
[5] Behaviour, Objectives and Perfrmance of Small Scale Industries in Karnataka", SEDME, Vol.29, No.1, 2002 March, pp1-15. 146.
[6] Bisnt, N.S., participative Management in India, Shri Publishing House, Delhi, 1986.
[7] Chowdary Mukthar Singh "Cottage and small scale industries‟ Read Book Publications, Hyderabad, 2007.
[8] Dinesh P.T. & Jayasheela & Basil Hans.V ""Micro, Small and Medium Enterprises in India: Trernds and Challenges", SEDME, Vol.35, No.2, June,2008,pp.37-46.
[9] Frank Sunil Justus T. & M. Ramesh," Rubber Plantations: Growth and Prospects of Small Holders" SEDME, Vol.34, No.3, September,2007, pp.43-51.
[10] Gusharan Varandane, workers‟ participation in Management, Deep and Deep, New Delhi, 1987.
[2] Agrawal R.K." Energy Efficiency and Waste Minimisation in the Small/ Medium scale Industries, SEDME, Vol.30, No.2, June, ,June 2003, pp.39-53.
[3] Anantha K.H. & Jayasheela & Vishwanatha, "Small Scale Industries in India: Are They Contributing Enough?", SEDME, Vol.31, No.4, December,2004.pp.73-80. Anbumani V and S. Ganesan," A Study of Growth , Marginal Productivities, MRS, Factor and Elasticity of substitution in Small Metal Product Industry",SEDME, Vol.29, No.2, 2002 June, pp.45-58.
[4] Anil Kumar and M.C.Garg"Financing of Small Scale Industriesin Haryana by Haryana Financial Corporation(HFC) during post reform period",SEDME, Vol.29, No.1, March,2002, pp.43-55.
[5] Behaviour, Objectives and Perfrmance of Small Scale Industries in Karnataka", SEDME, Vol.29, No.1, 2002 March, pp1-15. 146.
[6] Bisnt, N.S., participative Management in India, Shri Publishing House, Delhi, 1986.
[7] Chowdary Mukthar Singh "Cottage and small scale industries‟ Read Book Publications, Hyderabad, 2007.
[8] Dinesh P.T. & Jayasheela & Basil Hans.V ""Micro, Small and Medium Enterprises in India: Trernds and Challenges", SEDME, Vol.35, No.2, June,2008,pp.37-46.
[9] Frank Sunil Justus T. & M. Ramesh," Rubber Plantations: Growth and Prospects of Small Holders" SEDME, Vol.34, No.3, September,2007, pp.43-51.
[10] Gusharan Varandane, workers‟ participation in Management, Deep and Deep, New Delhi, 1987.