IOSR-JBM   Volume-3 ~ Issue-5 ~ Sep-Oct-2012

Paper Type	:	Research Paper
Title	:	From Performance Appraisal to Performance Management
Country	:	India
Authors	:	Ms. Leena Toppo, Dr. (Mrs.) Twinkle Prusty
	:	10.9790/487X-0350106

Abstract: Performance appraisal and performance management were one of the emerging issues since last decade. Many organizations have shifted from employee's performance appraisal system to employee's performance management system. This paper has focused to study the evolution of employee's performance appraisal system, critics the system suffered and how the performance management system came to the practice. The main purpose of this paper is to differentiate these two systems, employee's performance appraisal and management system. This paper uses a review of the literature to evaluate the development of appraisal system and argues the critic areas of appraisal system. The review identified as advancement in the management field and growing complexity in corporate sectors demand more capable HR, so mare appraisal of employee's performance is not sufficient. Employee's contribution should be aligned with organizational objectives and strategy. Performance management eliminates the shortcomings of performance appraisal system to the some extent.
Keywords: Human resource (HR), HR development, performance appraisal, performance management, performance evaluation.

[1] B. Pattanayak, Human Resource Management (PHI Learning Private Limited, 2009).
[2] L.M. Prasad, Human Resource Management (Sultan Chand & Sons: Educational Publishers, 2006).
[3] H John Bernardin, Human Resource Management (Tata McGraw-Hill Publishing Company Limited, 2007).
[4] P.C. Tripathi, Human Resource Development (Sultan Chand & Sons: Educational Publishers, 2006).
[5] Robert L. Mathis and John H. Jackson, Human Resource Management (THOMSON South-Western, 2004).
[6] S. Dale Beach, Personnel: The management of people at work (Macmillan Publishing Company, 1980).
[7] D. L. DeVries, Morrison, A.M. Shullman, and M. L. Gerlach, Performance Appraisal on the line, Center for Creative Leadership (Greensboro, NC, 1981).
[8] Danielle S. Wiese and M. Ronald Buckley, The evaluation of the performance Appraisal process, Journal of management History, 4 (3), 1998, 233-249.
[9] Arun Monappa and Mirza S. Saiyadain, Personnel Management (Tata MacGram-Hill Publishing House Company Limited, 1997).
[10] J. D. Hackett, Rating Legislator, Personnel, 7(2), 1928, 130-31.

Paper Type	:	Research Paper
Title	:	Studies on the implementation of System Application Product (SAP) Materials Management (MM Module) for financial support in Sugar cane cultivation
Country	:	India
Authors	:	S. Chandraju, B. Raviprasad, C. S. Chidan Kumar
	:	10.9790/487X-0350712

Abstract: The main focus of this research is to show comparison about the performance of Banks operating in Bangladesh. For this analysis we have used some most commonly used measures such as general business measures, profitability measures, management soundness measures and social profitability measures. Though, both conventional & Islamic banking have enormous contribution to the economy they have two major functional differences. First one is that where as the conventional banks follow borrowing and lending mechanism, the Islamic banks follow trading and investment mechanism and neither accept nor pays interest in any of its activities. And the other is conventional bank provide & receive interest for deposit & advance but Islamic banks are concerned with profit in case of both deposit and investment. For performance comparison both financial profitability & social profitability aspect of performance have been taken into consideration. The study shows that in spite of a few exceptions in general Islamic banks' overall performance was better than the conventional banks. At the end, some lines of actions were mentioned to make necessary improvements.
Keywords -FCBs, IBs, PCBs, SBs, SCBs

Journal papers:
[1] Chandraju,S, Raviprasad.B and ChidanKumar.C.S 'Studies on the implementation of System Application Product (SAP) Materials Management (MM-Module) in Sugar cane Cultivation and Harvesting'. Asian Journal of Research in Business Economics and Management, 2012.Vol 2, issue 3 pp 73-79.
[2] Chandraju,S, Raviprasad.B and ChidanKumar.C.S 'ABC classification Frame work order Goods receipt and transaction codes for implementation of System Application Product (SAP) Materials Management (MM-Module) in Sugar Industry' International Conference on Engineering Technology and Management",2012 in press.
[3] Chandraju,S, Raviprasad.B and ChidanKumar.C.S"Implementation of system applicationproduct (sap) materials management (mm-module) for invoice verification, material group and material master record in sugar industry"International journals of multi research Academy" (IJMRA) 2012 in press.
[4] Chandraju,S, Raviprasad.B and ChidanKumar.C.S"Implementation of system application product (sap) materials management (mm-module) for Material requirement planning (MRP) in Sugar Industry"International journals of Scientific and Research Publications (IJSRP) 2012 in press.
Books:
[5] Dobler, Donald W; Burt, David N (1996). Purchasing and Supply Management, Text and Cases (Sixth Edition ed.). Singapore: McGraw-Hill. pp. 70.
[6] SAP® MM: Questions and Answers by Kogent Learning Solutions, Inc.
[7] ASM Technologies for IT solutions to sugar cane industries,
[8] Basic informations from M/s,BannariammanSugars,Nanjanagud.
[9] Case study report on Inventory Management by HRIHE, Hassan.

Paper Type	:	Research Paper
Title	:	Retention of Adept Employees: Preliminary Study on PTC- Pakistan
Country	:	Pakistan
Authors	:	Adeel Razaq, M. Suleman Sabir, Raja Mazhar Hameed
	:	10.9790/487X-0351316

Abstract: The employees go on probing better employment and environment. Organizations, on the other hand exploit new strategies for retention of best employees due to severe competition. Organizations focal point shifted from turnover to retention because of outlay efficiency. Research intention leads diverse factors including motivational, environmental and succession planning that compel employees to stay. Selecting the Pakistan Tobacco Company-Jhelum for our study because of negative job turnover rate. For this purpose, adopt interview and observation strategies for gaining depth knowledge and why zero job turnover ratio in MNCs and not in local industry. From extensive literature review, we come to point that each factor has constructive relationship with retention but in reality, not possible in split form. From observations and in-depth knowledge from interview, concluded that employee retention only possible by adopting cluster of factors and not in split form. Research is limited with time and number, putting less time on observation method that is why same study can be further explore on the basis of longitudinal while empirical analysis can extend this study.
Keywords : Best employees, Extrinsic motivation, Intrinsic benefits, Work Environment, Work life balance

[1] D Pollitt, Reward and benefit scheme transforms RS Components: Integrated program improves employee commitment, Human Resource Management, 20(1), 2012, 9-13.
[2] A Dysvik, and B. Kuvaas, Exploring the relative and combined influence of mastery-approach goals and work intrinsic motivation on employee turnover intention, Personnel Review, 39(5), 2010, 622-638.
[3] C.F. Chiang, K.J. Back, and D. Canter, The impact of employee training on job satisfaction and intention to stay in the hotel industry, Journal of Human Resources in Hospitality & Tourism, 4(2), 2005, 99-117.
[4] J Bairi, B.M. Manohar, and G.K. Kundu, Knowledge retention in the IT service industry, Journal of Systems and Information Technology, 13(1), 2011, 43-65.
[5] I.O. Ugboro, Organizational Commitment, Job Redesign, Employee Empowerment and Intent to quit among survivors of Restructuring and Downsizing, Institute of Behavioral and Applied Management, 2006, 232-257.
[6] K Ghosh, and S. Sahney, Impact of organizational socio technical system on managerial retention: A general linear modelling approach, Journal of Modelling in Management, 6(1), 2011, 33-59.
[7] S.J. Zepeda, E. Bengtson, and O. Parylo, Examining the planning and management of principal succession, Journal of Educational Administration, 50(2), 2012, 136-158.
[8] A.D. Amato, and R. Herzfeldt, Learning orientation, organizational commitment and talent retention across generations: A study of European managers, Journal of Managerial Psychology, 23(8), 2008, 929-953.
[9] N Govaerts, E. Kyndt, F. Dochy, and H. Baert, Influence of learning and working climate on the retention of talented employees, Journal of Workplace Learning, 23(1), 2011, 35 – 55.
[10] D.E. Gberevbie, Organizational retention strategies and employee performance of Zenith Bank in Nigeria, African Journal of Economic and Management Studies, 1(1), 2010, 61-74.

Paper Type	:	Research Paper
Title	:	Corporate Social Responsibility: A Case Study Of TATA Group
Country	:	India
Authors	:	Amit Kumar Srivastava, Gayatri Negi, Vipul Mishra, Shraddha Pandey
	:	10.9790/487X-0351727

Abstract: Starting from the times of barter system to today's modern era of plastic money, the mankind has trodden a remarkably long path. Undoubtedly "profitability" has always been the driving force and an undercurrent behind all this development; but as every coin has two facets; growing cut throat competition and business rivalries started taking heavy toll on the quality, transparency, environment and the society in general endangering the peaceful coexistence of business and society. The businesses houses started realizing that they would have to rise over and above the profitability and take care of all those associated with their survival in the society directly or indirectly. This realization resulted into the concept of Corporate Social Responsibility (CSR). This research paper moves around developing an understanding about the corporate social responsibility (CSR), delving into its concept and finding out its scope taking the case study of the TATA Group under Mr. Ratan Tata who has exemplified the sense of responsibility towards the upliftment of common masses and protection of the environment and development of the nation.
Keywords: Corporate citizenship, Corporate social responsibility, Employee, Productivity, Profitability, Society, Stakeholders.

Books
[1] Freeman, R.E. Strategic Management: A Stakeholder Approach ( Pitman Publishing: Marshfield, MA ,1984)
[2] Bowen, H. R, Social responsibilities of the businessman(New York: Harper & Row, 1953)
[3] Frederick, W.C., The growing concern over business responsibility (California Management Review, Vol.2, 1960) pp. 54-61
[4] Davis, Keith, Can Business Afford to Ignore Social Responsibilities? (California Management Review, Spring, 1960)
[6] Mark Goyder, Redefining CSR: From the Rhetoric of Accountability to the Reality of Earning Trust (Tomorrow's Company, 2003)
[7] Wood, D.J. , Towards improving corporate social performance (Business Horizons, Vol. 34 No. 4, World Business Council for Sustainable Development 1991) pp. 66-73
[9] Halal ,W. E, Corporate community:A theory of the firm uniting profitability &responsibility,strategy &leadership.(vol 28. No 2. , 2000), pp10-16
[10] Ackerman, R. W., & Bauer, R. A. ,Corporate social responsiveness. (Reston ,VA: Reston. 1976)

Paper Type	:	Research Paper
Title	:	A Critical Review of Multinational Companies, Their Structures and Strategies and Their Link with International Human Resource Management
Country	:	Malaysia
Authors	:	Fayaz Ali Shah, Dr. Rosman Md Yusaff, Altaf Hussain, Jawad Hussain
	:	10.9790/487X-0352837

Abstract: This review paper critically examines multinational company; discuss its merits and demerits for host countries and debates on its various types of structures and strategies. The main part of this critical review relates about the various types of structures and strategies which multinational companies adopt while conducting business across boarders. It starts by defining Multinational Company discussing its merits and demerits, analysing the various components of its strategies and structures and comparing the merits and demerits of these different types of structures and strategies. A thematic approach rather than chronological approach has been used mainly due to the purpose and approach necessary for such type of review. The thematic approach enables an analysis of a specific topic or theme without considering the chronological order of which the research has been conducted. In latter part this review discusses the relationship of these strategies with international human resource management and also highlights the implications of different companies' strategies and structures for the international human resource management (IHRM). And at end we concluded that the role of IHRM varies in different types of organizational structures and therefore the implications of these structures are also vary for international HRM.
Keywords- International Human Resource Management, Models, Structures and Strategies, Multinational Companies

[1] Adler, N.J. (1997) International Dimension of organisational behaviour, 3rd edition. Cincinnati, south west college publishing.
[2] Bartlett, C., and S. Ghoshal (1998) Managing across Borders: The Transnational Solution, 2nd edition. London: Random House.
[3] Black, J.S., H.B. Gregerson, M.E. Mendenhall and L.K.Stroh, (1999) Globalizing people through International Assignments. Reading, MA: Addison-Wesley.
[4] Heidenreich, M. (2012) The social embeddedness of multinational companies: a literature review, Socio-Economic Review, pp. 549–579
[5] Spero, J., Hart, J. (2003) The Politics of International Economic Relations, London, Thompson Wadsworth.
[6] Dunning, J.H. (2008) Multinational Enterprises and the Global Economy, UK, Edward Elgar Publishing Limited.
[7] Hennart, J.F. (2008) The Future of Multinational Enterprise‟," Netherland, Academy of Management Annual Meetings.
[8] Kogut, B. Zander, U. (2003) A Memoir and Reflection: Knowledge and an Evolutionary Theory of the Multinational Firm 10 years later, Journal of International Business Studies, pp.505-515
[9] International labour organisation (2010) International institute for labour studies, (www).Available from: http//www.ilo.org/inst (accessed 06 Jan 2012)
[10] Bartlett, C., and Ghoshal, S. (1992) Transnational management. Homewood, IL: Irwin.

Paper Type	:	Research Paper
Title	:	Present Status of Garment workers in Bangladesh: An analysis
Country	:	Bangladesh
Authors	:	Md Zafar Alam Bhuiyan
	:	10.9790/487X-0353844

Abstract: Garments sector is the life blood of Bangladesh as the agricultural land has there been turned to a country of garments industries. Employment in the Ready-made garment sector in Bangladesh provides workers with economic benefits and some empowerment. More than 3.2 millions people are working in this sector and about 5000 garments factories are scattered across the country. 78 per cent of our foreign earnings come from this sector. So it will not be an overstatement to say that, we earn our bread from garments industries. The study attempts to explore the present socio-economic status of the garments workers. The study based mainly on economic and social status of 100 garments workers from Rampura and Badda areas of Dhaka City. It was found that the socio-economic condition of the Garments workers is not in a lofty stage. Amongst the workers about 70 per cent are women, who work dawn to dusk even up to late night when their wages are not in the satisfactory level. They cannot afford their foods, cloths, housing, medicines, and educations of their wards as they are ill paid. On the contrary, their children are deprived from their care; they suffer from malnutrition and unhygienic complexities. They have no time or scope for recreation. During the study it was found that, worldwide economic meltdown has affected RMG sector of Bangladesh as some workers have lost their jobs and trend of works have been declined. At the end of the study, some recommendations were placed to improve the present conditions of the garments workers as well as garments sector of the country.

[1] Abdel-Latif, Abla M. (1993). "The non price determinants of export success or failure: the Egyptian ready-made garments industry, 1975-1989" World Development, Vol. 21, No.10, pp.1677-1684
[2] Ahmed, Razib (2009). Impact of Global Economic Recession on Nepalese Economy,http://search.msn.com/results.aspx?srch=106 & Form=Effect of economic recession of RMG sector of Bangladesh.
[3] Asiatic Society of Bangladesh (2006) "Garment Industry" in Banglapedia, Asiatic society of Bangladesh, Retrieved August 7, 2006 fromhttp://banglapedia.org/HT/G_0041.HTM
[4] Bangladesh Garments Manufacturers And Exporters Association (BGMEA)-Government recognized trade body of the garments factories of Bangladesh, <www. bangladesh garments. Info>accessed during the period 2003-2007
[5] Bhuiyan, Z.A. (2008). Marketing Prospect of Product Design and Development of Bangladesh, Seminar Paper with Netherein University, Germany.
[6] BBS (1989) "Report on Labor Force Survey 1989", Bangladesh Bureau of Statistics, Government of Bangladesh, Dhaka
[7] BBS (1991) "Report on Labor Force Survey 1991", Bangladesh Bureau of Statistics, Government of Bangladesh, Dhaka
[8] Bangladesh Institute of Management (1999) "Impact study on Enforcement of Labor Laws Relating to Women Workers in the Garments Industry", BIM, Dhaka
[9] BGMEA (2007) Directory of the Bangladesh Garments Manufacturers Association 2006-07
[10] Bhatty ,Z.(1980) "Economic Roles and status of Women: A case study of Women in the Bead industry in Allahabad", Working Paper, ILO, Geneva.

Paper Type	:	Research Paper
Title	:	A Study of Retrospective Change in ITIL Service Management
Country	:	India
Authors	:	Kannamani .R. Dr.M.K.Purushothama
	:	10.9790/487X-0354547

Abstract: This Paper is talking about the fundamentals and various factors about the Retrospective change under ITIL Based service delivery management like Why the Retrospective change is required, what is the criteria to involve Retrospective change, the way of implementing this type of change, Merits/Demerits of this and points to be noted importantly while we work on this.

[1] HP Library ITIL books
[2] Boots UK best practices Documents
[3] British Library Books, Chennai
[4] ITIL books from Best Management Practice [5] The Introduction to the ITIL Service Lifecycle Book (Official Introduction) by Office of Government Commerce [6] Foundations of ITIL V3 by Inform-IT [7] Passing Your ITIL Foundation Exam by OGC
[8] http://www.bestpracticebookstore.com/books/itil-v3-books.html
[9] http://cdn-static.zdnet.com/i/z5/ads/whitpapers/Axios_Systems/2008_q1/V2_to_V3_Is_it_worth_it_UK.pdf
[10] http://www.shef.ac.uk/cics/change/policy

Paper Type	:	Research Paper
Title	:	Cost/Benefit Analysis of Tea Production in Pakistan
Country	:	Pakistan
Authors	:	Abdul Latif, Dr. Shehla Amjad, Altaf Hussain, Fayaz Ali Shah, Jawad Hussain
	:	10.9790/487X-0354857

Abstract:Tea is common beverage all over the world. It starts production in the fourth year of tea plantation. Its production increases for the first three to four years and reaches the maturity stage of maximum production in the ninth and tenth year. After reaching the maturity stage it is deeply pruned every fifth year to maintain it at desirable height, which is suitable for fresh leaves plucking. Pakistan has long tradition in tea consumption. However, its cultivation started in 1986 at Shinkiari, Hazara Division. Presently, 700 acres of land is under tea plantation. The aim of this research is to identify and evaluate various determinants of production, cost of production and return of tea cultivation in Hazara Division. The study overviews the existing tea production status and estimates its cost and revenue using primary data. To assess financial viability method used is long term benefit-cost analysis. The analysis is based on 25 years and 80 years data. The benefit-cost ratio is calculated for an average grower and the results show that tea is presently showing no profit-no loss situation at farm level in Pakistan. The result is not different if analysis is based on 25 years or 80 years data. Tea growers make an initial investment for 3-4 years without any returns and then wait up to year 28th to 29th to reach breakeven point. Credit providing institutions should take note of this fact and make plans to help tea growers in this period of tea production. Agriculture experts (researchers and extension personnel) should pay attention to the need of reducing the breakeven period through efforts aiming at greater productivity of tea per unit area because presently there is a big difference in actual and potential production of tea in Pakistan at farm level. Agriculture extension personnel should arrange special training to enhance labor productivity in picking fresh leaves per day from an actual average of 20-25 kg/ day to potential average of 35 kg/day. The government should take step to increase the present purchase price of Rs. 15/kg of fresh tea leaves to a level acceptable to both the tea farmers and government.
Key Words- Costs, Long-Run Scenario, Pakistan, Revenue, Tea Production

[1] National Tea Research Institute (NTRI). (1999). "Tea cultivation in Pakistan".Islambad, Pakistan Agricultural Research council (PARC).
[2] Food and Agriculture Organisation (FAO). (2006). "Agricultural production indices".www.fao.org; statistical databases.
[3] FAO (2005). "Tea Market Studies: Egypt, Islamic Republic of Iran, Pakistan and Turkey". Indonesia, Committee on Commodity Problems Intergovernmental Group on Tea, Sixteenth Session Bali.
[4] Hanif, M., D.S Ahmed, F. Ahmad and Nauman (2004). "Agricultural Perspective and Policy". Ministry of Food, Agriculture and Livestock Islamabad January 2004. pp.31.
[5] Bakhsh, K., S. Hussain, and A.G. Zulfiqar. (2006). "Economics of growing Date Palm in Punjab, Pakistan". International Journal of Agriculture and Biology, Vol. 8, No. 6.
[6] Hussain, G. A. (2006). "Estimating Cost and Revenue From Grapes Production in Parwan Province of Afghanistan: A Long-Run Analysis". Peshawar, Pakistan Department of Agricultural Economics Faculty of Rural Social Sciences Agricultural University
[7] Watkins, T. and V. Silicon (2007). "An Introduction to Cost Benefit Analysis". Department of Economics San José State University USA. http://www.sjsu.edu/faculty/watkins/cba.htm.