IOSR-JBM   Volume-5 ~ Issue-4 ~ Nov-Dec-2012

Paper Type	:	Research Paper
Title	:	The Hallmark Corruption: Supervisory Lapses of the Banking System in Bangladesh
Country	:	Australia
Authors	:	Munshi Samaduzzaman, Fazluz Zaman
	:	10.9790/487X-0540104

Abstract:The implications of the efficient bank supervisory and strong regulatory implementation strategies in Bangladesh Bank will be needed in order to overcome the continued crisis in the banking system. This should be a wakeup call to everyone in the banking industry in the country to further develop and strengthen the strict monitoring of the banking mechanism strategies. At the same time, in order to investigate the numerous misalignments in the supervision of both banking institutions and Central Bank of Bangladesh as well as to integrate the appropriate linkages between proper implementation of the bank regulatory and supervisory structures. The result of this study suggests that there is a strong need for focusing on the dual banking system, as well as a need to increase the efficiency in the technical areas, as well as a tooth for a tooth law in order for the Central Bank of Bangladesh to beat numerous fraud activities in the banking sector. Proper growth and profitability and transparency in the entire banking sector will be achieved through a strict implementation of banking policies and regulations with a strong emphasis on the firm litigation to reduce the unlawful acts of those individuals.

[1] Alam, N. (2012). 'The impact of regulatory and supervisory structures on bank risk and efficiency: evidence from Dual banking
system.' Asian Journal of Finance & Accounting. Vol. 4, No, pp. 1- 29. 1. doi:10.5296/ajfa.v4i1.150, [Online] Available at:
http://www.macrothink.org/journal/index.php/ajfa/article/download/1507/1437 [Retrieved 29 October 2012]
[2] Ahad, A. (2012). 'How to Rob a Government Controlled Bank– A Hall Mark Group Story.' Bangla News. [Online] Available at:
http://www.banglanews.com/2012/10/13/how-to-rob-a-a-government-controlled-bank-a-hallmark-group-story/. [Retrieved 31
October 2012]
[3] Regulators of the financial system. (n. d.). Bangladesh Bank. Central Bank of Bangladesh. Online] Available
at:http://www.bangladesh-bank.org/fnansys/regulator.php[Retrieved 30 October 2012]
[4] Manik, J. A. (2012) Adviser's shadow in Hallmark scam. The Daily Star. Online] Available at:
http://www.thedailystar.net/newDesign/news-details.php? nid=247643[Retrieved 29 October 2012]
[5] Ghosh, S. & Bagheri, M. (2006).'The Ketan Parekh fraud and supervisory lapses of the Reserve Bank of India (RBI): a case stu dy',
Journal of Financial Crime, Vol. 13 Iss: 1, pp.107 – 124. DOI: 10.1108/13590790610641279. Emerald Group Publishing Limited.
[Online] Available at: http://www.emeraldinsight.com/journals.htm?articleid=1534008[Retrieved 29 October 2012]
[6] Ghosh, S. (2006). 'The Ketan Parekh fraud and supervisory lapses of the Reserve Bank of India (RBI): a case study.' Vol. 13, No.1.
Journal of Financial Crime. [Online] Available at: http://international.vlex.com/vid/ketan-parekh-supervisory-lapses-reserve-rbi-
354513422. [Retrieved 30 October 2012]
[7] Jahangir, N, Dr. & Ali, M. M. (2010). 'Perceptions of power: a cognitive perspective of nationalised commercial banks of
Bangladesh.' Book Review African Journal of Business Management Vol. 4, No. Centre for Social Studies, University of Science
and Technology. Online] Available at: http://www.academicjournals.org/ajbm/pdf/pdf2010/Apr/Book%20review%202.pdf
[Retrieved 30 October 2012]

Paper Type	:	Research Paper
Title	:	Capital Market and the Development of the Small and Medium – Scale Enterprises in Nigeria.
Country	:	Nigeria
Authors	:	Modinat O. Olusoji, Edwin E. Enofe
	:	10.9790/487X-0540512

Abstract:This paper looked at the need to incorporate the Small and Medium Scale enterprises (SMEs) into the capital market in Nigeria as a means of raising capital for their operations. The findings of the paper found that the growth in the transactions of the quoted companies has been fluctuating over the years. The paper concludes that relaxation of conditions for listing of the SMEs in the stock exchange market and provision of enabling environment for SMEs to thrive in Nigeria will enhance the growth in the transactions of the capital market.
Key Words:Capital Market, Development, SMEs, Nigeria

[1] T. Lemo,"The Role of Financial Institutions in the Growth and Development of the Real Sector"; Being A Paper Presented at the 9th
Senior Treasurers‟ Retreat, Organised by Money Market Association of Nigeria. October 11-13,2002
[2] A.Toktarova, "No 2 Capital Market Opportunities for Financing Small and Medium Size Business"; Project Management Agency
(PROMA) Website (2004)
[3] J.C. Anyanwu, O. Oyefusi, A. Oaikhenam and F.A. Dimowo, "The Nigerian Capital Market"; in the Structure of the Nigerian
Economy 1960-1997 (Joanee Educational Publishers Ltd, Onitsha, Nigeria, 1997), Chapter 13, pp 212-228.
[4] Ayodele, S.A.; and G.O. Falokun,"Nigeria‟s Financial and Monetary Systems: The Capital Market" in the Nigerian Economy-
Structure and Pattern of Development(Jodad Publishers, Ibadan, 2003), 26-153
[5] UNITAR, Lecture Materials on "Capital Market Development and Regulation"; An Online Course of UNITAR, February - May
United States. Institute for Development Strategies, Bloomington.2004
[6] A. S. Hornby; "Development", "Growth"; Oxford Advanced Learner‟s Dictionary; New Special Price, 6th Edition . 2000)
[7] Central Bank of Nigeria (CBN),Annual Report and Statement of Accounts, 1997
[8] N. Hamid, "Role of Capital Markets in Investment Banking Development"; A Speech Presented at ADB; ADB Website. (2004)
[9] D.O.Odife, Implementing the New Partnership for African Development (NEPAS) by Promoting the Development of the SME
Sector in the Context of Capital Markets in Africa in Promoting Growth in African Capital Market, UNITAR Document, No. 18.
(2002)
[10] S.C. Myers, Capital structure puzzle, Journal of Finance 39, 572-592

Paper Type	:	Research Paper
Title	:	A Study of Human Resources Management Practices and Labour Turnover in the Manufacturing Organisations in Lagos, Nigeria
Country	:	Nigeria
Authors	:	Oginni Babalola Oluwayemi, Afolabi Gbadegeshin Victor
	:	10.9790/487X-0541319

Abstract:The research focus was on the human resources management practices and its impact on labour turnover with reference to manufacturing organisations in Lagos State, Nigeria. The paper identified HRM practices in the two dimensions of economic cycles which were boom and recession periods. It investigated and assessed which of the HRM practices affect labour turnover under different economic cycles. The population of study consists of 156 organisations obtained through a preliminary survey of manufacturing organisations in the three senatorial districts of Lagos state namely Lagos West, Lagos Central and Lagos East which was based on the number of years of existence and a sample of 99 organisations representing 63% (33 from each of the senatorial district) was randomly selected from purposively chosen manufacturing organisation in Lagos which covers Agro industry, Confectionery, Brewery and Beverage businesses. The questionnaire was developed by using a five point Likert scale which was administered to a total number of 36 respondents who were General Managers/Administrative Executive, Human Resources Directors/Human Resources Managers or Managing Directors from each senatorial district totalling to 108 respondents. Descriptive statistics and simple percentage were used to analyse and interpret the data collected. The study reveals that HRM practices such as wages and salary, training and development, recruitment and placement as well as employee relations, performance appraisal, career development and lay off procedures were found in the boom and recession economic periods. The focus of the practices was on satisfaction of employees in order to prevent high labour turn over in the boom period while the focus of the practices in the recession period was mainly on organisational survival by way of cutting cost most especially in the area of human resource. It was recommended that the management of the organisations in the manufacturing sectors should understand the prevailing economic cycle so as to know the focus of their HRM practice, the department of human resources should be headed by an expert in the art of human resources management so as to provide dynamism in the wake of stiff hostility and favourable conditions in the business environment.
Key Words: Human resources management practice, Labour turnover, Manufacturing, senatorial district, and economic cycles.

[1] L.J. Mullins, Management and Organisational Behaviour 6th ed. (UK, Pitman Publishing imprint, 2001) (16),(21)(24)
[2] L.J Mullins, The personnel function – shared responsibility, Administrator, vol. 5(5), 1985, 14-15
[3] B.O. Oginni and I. O Faseyiku, Fundamentals of Human Capital Management, A process approach, (Lagos, Mankore Print Ltd,
2012)
[4] Kettlitz, G.R, Zbib, I and Motwani, J, Reducing nurse aide turnover through the use of weighted applications blank procedure, The
Health care supervisor vol. 16(2), 1997, 41-47
[5] J, Brockner, Managing the effects of Layoff on others, California Management Review, 1992, 9 – 27.
[6] C. McElroy, James, C. Morrow Paula and N. Scott Rude, Turnover and organisational performance: A comparative analysis of the
effects of voluntary, involuntary and reduction-in-force turnover, Journal of Applied Psychology, 86(6), 2001, 1292 – 1299.
[7] Shaw, Jason D, Gupta, Nina and John E. Delery (2005): Alternative conceptualisations of relationship between voluntary turnover
and organisational performance, Academy of Management, 48(5), 50 – 68
[8] Park, H.Y, Ofori-Dankwa, J and Bishop, D.R, Organisational and environmental determinants of functional and dysfunctional
turnover, Practical and research implications, Human Relations, 47(3), 1994, 353-366
[9] L.F, Pitt, and B, Ramaseshan, Realistic job information and sales force turnover, an investigative study, Journal of Managerial
Psychology, 10(5), 1995, 29-36
[10] A.J Dubinsky, T.W, Dougherty and R.S Wunder, Influence of role stress on turnover of sales personnel and sales managers,
International Journal of Research in Marketing, 7(2/3), 1990, 121-133.

Paper Type	:	Research Paper
Title	:	Impact of Education on Economic Growth of Pakistan- Econometric Analysis
Country	:	Pakistan
Authors	:	Asghar Reza, Suman Valeecha
	:	10.9790/487X-0542027

Abstract:Education plays a vital role in enhancing economic growth by increasing productivity. It is one of the important elements of human capital formation. The study aims to examine the impact of education on economic growth of Pakistan based on an econometric model. To test the relationship between educational expenditure and economic growth, time series data has been used for the period of 1981-2010 for econometric analysis. The empirical results reveal that there is no relationship between the two factors in short-run. However, in long run a combination of several factors, including Education contribute towards economic growth. The results have been tested for heteroscedasticity, multicollinearity and autocorrelation for validation purposes. The study may be useful for educational sector for policy making and human capital formation to augment economic growth in Pakistan.
Keywords: Educational expenditure, economic growth, gross domestic product, human capital, government expenditure, labour force participation.

[1] Akram, M. and Khan.J., Public Provision of Education and Government Spending in Pakistan, The Pakistan Development Review,
2007:40.
[2] Barro, R.J., Economic Growth in a Cross-section of Countries, Journal of Economies, 106(2), 1991, 407-443.
[3] De Meulmester, J.C. and Rochet, D., A causality analysis of the link between higher education and economic development,
Economics of Education Review, 144 (4), 1995, 351-361.
[4] Dastidar, G.Sayantan, Relationship between public education expenditures and economic growth: The case of India, Cepal review,
2001.
[5] Husain.F,Qasim., A, Sheikh. K., and Hameed.K., An Analysis of Public Expenditure on Education in Pakistan, The Pakistan
Development Review, 42 (4)(3), 2003, 771–780.
[6] Kakar, Z. Khan., Dr. Khilji, B. Ahmed and Khan, J. Muhammad, Relationship between Education and Economic Growth in
Pakistan: A time series analysis, Journal of International Academic Research, 11 (1), 2011.
[7] Lucas R., (1988). On the Mechanics of Economic Development, Journal of Monetary Economics, (22),1988, 4.
[8] Ministry of Education, Statistical year book (2008-2009), Government of Pakistan, Islamabad, Available from:
http://www.moe.gov.pk/Publications, 2010.
[9] Nurtac Yildirim, Hulya Deniz and Aycan Hepsag, Do Public Education Expenditures Really Lead to Economic Growth? Evidence
from Turkey, International Research Journal of Finance and Economics, 65, ISSN 1450-2887, 2011.
[10] Romer, Paul M., The Origins of Endogenous Growth, Journal of Economic Perspectives, 8 (1), 1994, 4-11.

Paper Type	:	Research Paper
Title	:	Leadership That Reinforces Learning: A Comparative Study between Manufacturing and Service Sector Organizations of Pakistan
Country	:	Pakistan
Authors	:	Rakhshan Ummar, Muhammad Ehsan Lodhi, Nosheen Khan
	:	10.9790/487X-0542830

Abstract: The study being done in response to the high demand of making the organizations more supportive to encounter the abundant changes that occur and reoccur in the world of business .The role of leadership is undeniable, pervasive and overwhelming as "leadership that reinforces learning" is one of the building blocks of "learning organizations" this study will benefit the organizations to compare their potential to take the advantage of their leadership to embark on the journey of learning. At the same time it will serve the purpose of new domains in research to improvise leadership traits, styles and their real time utility. The most important variable in the third building block "leadership that reinforces learning" have been found to be the interaction of leaders with their subordinates, identify and ultimately resolve their ambiguities. The other variable found significant is the transfer of knowledge to others across the organizations. The result also reveals that both education as well as manufacturing sector lacks the active and effective role of leadership. It is concluded that education sector even lags behind the manufacturing concerns. It is therefore concluded that in order to make these sectors impart value to the society leadership be enhanced.
Keywords:Leadership, manufacturing sector, service sector, learning organizations.

[1] Ali, Q., S. U. Bajwa, et al. "Supportive Learning Environment: A Comparison between Private and Public Sector Organizations of
Pakistan."
[2] Argyris, C. (1977). "Double loop learning in organizations." Harvard Business Review 55(5): 115-125.
[3] Bass, B. M. (1990). "From transactional to transformational leadership: Learning to share the vision." Organizational dynamics
18(3): 19-31.
[4] Dumaine, B. (1994). "Mr. Learning Organization." Fortune.
[5] Eraut, M. (1995). "Schon Shock: a case for refraining reflection‐in‐action?" Teachers and Teaching: theory and practice 1(1): 9-22.
[6] Garvin, D. A., A. C. Edmondson, et al. (2008). "Is yours a learning organization?" Harvard Business Review 86(3): 109.
[7] Goh, S. C. (1998). "Toward a learning organization: The strategic building blocks." SAM Advanced Management Journal 63: 15-
22.
[8] Goleman, D. (2000). "Leadership that gets results." Harvard Business Review 78(2): 78-93.
[9] Nel, C. (2007). "Leadership: the primary driver in high performance organisations." Management Today: 24-26.
[10] Peter, S. (1990). "The fifth discipline." The Art & Practice of Learning Organization. Doupleday Currence, New York.

Paper Type	:	Research Paper
Title	:	Influence of Leader-Member Exchange, Perceived Organizational Support, Papua Ethnic Culture and Organizational Citizenship Behavior toward Employee Performance of Workers in Papua Provincial Secretary Office
Country	:	Indoneia
Authors	:	Arius Kambu, Eka Afnan Troena Surachman, Margono Setiawan
	:	10.9790/487X-0543138

Abstract:Objective for this study is to analyze and finding out the influence of leader-member exchange, perceived organizational support and culture (Papua ethnic culture) toward organizational citizenship behavior and its impact toward employee's performance. Access sample consist of 300 Papua-ethnic employees which has the opportunity to work for Papua Provincial Secretary Office. This study used statistical descriptive analysis to determine characteristic of respondent for each variables indicator. Meanwhile, to test relationship between variables, statistical descriptive analysis method and SEM with AMOS 6 approach was used. Result from this study has proven that good leader-member exchange is not yet able to form organizational citizenship behavior and improving employees' performance. For organizational support perception, culture (Papua ethnic culture) in partial is able to improving employees' performance through organizational citizenship behavior. In additional, results also showed that in order to enhance work discipline and better work ethos of employees, leader should consider local culture, communication and work commitment factors.
Keywords: Leader-Member Exchange, Papua Ethnic Culture, Organizational Citizenship Behavior, Perceived Organizational Support, Employees Performance

[1] Amstrong, Machael. 2004. Performance Management. Tugu Publisher. Yogyakarta Anthony, R. N., Dearden, J., and Bedford. 1998.
Management Control System. Chicago: Irwin Asgari, 2008. The-relationship-between-transformational-leadership-behaviorsorganizational- justice-leader-member.http://textedu.com/f2/download/the-relationship-between-transformational-leadershipbehaviors- organizational-justice-leader-member.pdf. Tanggal akses 11 maret 2011
[2] Atmosoeprapto, Kisdarto, 2001, Actualization Productivity Corporate Culture. PT. Elex Media Komputindo, Jakarta.
[3] Augusta, Hartman dan Gale (1999). Leader-member exchange quality and effectiveness ratings. Group and Organization
Management, 20 (2), 189-216. Tanggal Maret 2011
[4] Begum, 2005. The Relationships Between Social Power And Organizational Citizenship Behavior: The Mediational Role Of
Procedural Justice, Organizational Commitment, And Job Satisfaction In Context Of A Private Commercial Bank In Bangladesh.
Independent University, Bangladesh April 2005
[5] Bernandin,H.John, and Joyce E.A Russell. 1993. Human Resource Management: An Experiental Appraisal, Singapore: McGraw-
Hill, Inc.
[6] Blau, P. M. 1964. Exchange and Power in Social Life. New York: Wiley.
[7] Bolino, M.C., Turnley, W.H., dan Bloodgood, J.M. 2002. "Citizenship Behavior and the Creation of Social Capital in Organization". Academy of Management Journal, Vol. 7, No. 4, 2002 pp. 502 – 522
[8] Davis K, Newstrom JW, 2001. Behavior in Organizations. Volume 1, Translation. Jakarta, the publisher Erlangga
[9] Douglas. 2002. Organizational Perceptions And Their Relationships to Job Attitudes, Effort, Performance, And Organizational
Citizenship Behaviors. A Dissertation. Submitted to the Graduate Faculty of the Louisiana State University and Agricultural and
Mechanical College in partial fulfillment of the requirements for the degree of Doctor of Philosophy The Department of Psychology. December, 2002
[10] Eisenberger, R., Huntington, R., Hutchison, S., and Sowa, D. 1986. Perceived Organizational Support. Journal of Applied
Psychology, Vol. 71(3): pp.500-507.

Paper Type	:	Research Paper
Title	:	Role of Organizational justice in organizational commitment with moderating effect of employee work attitudes
Country	:	Pakistan
Authors	:	Muhammad Jawad, Sobia Raja, Aneela Abraiz Tahira Malik Tabassum
	:	10.9790/487X-0543945

Abstract: This research study covers the area of human resource management, where Employee commitment to the organization is difficult to retain; researches are being conducted regarding this issue, in this perspective two constructs are selected here under organizational commitment i.e. employee career commitment and supervisor related commitment. In this perspective organizational justices are taken as independent variable, where direct effect of these justices including procedural, distributive and interactional is seen on employee commitment. Employee attitudes are taken as moderator in this model. Employee attitudes along with justices collectively effect the organizational commitment.
Keywords: Organizational justice, organizational commitment, employee work attitudes

[1] Adams, J. S. (1965). Inequity in Social Exchange. Advances in Experimental Social Psychology 2, 99.
[2] Alexander, S., & Ruderman,M. . (1987). The role of procedural and distributive justice in organizational behavior. Social Justice
Research, 1, 177-198.
[3] Allen NJ, M. J. P. (1996). Affective, continuance, and normative commitment to the organization. Journal of Vocational Behavior,
49, 252-276.
[4] Bateman, T. S., & Strausser, S. . (1984). A longitudinal analysis of the antecedents of organizational commitment Academy of
Management Journal 27, 232-244.
[5] Becker, T. E., Billing, R. S., Eveleth, D. M., & Gilbert, N. L. (1996). Foci and bases of employee commitment: implications for job
performance. Academy of Management Journal, 39, 464-482.
[6] Bies, R. J., & Moag, J. F. (1986). Interactional justice: Communication criteria of fairness. . Research on negotiations in
organizations 1, 43-55.
[7] Chan, K. W., & Renée, M. (1998). Procedural Justice, Strategic Decision Making, and the Knowledge Economy. strategic
management journal, 19, 323-338.
[8] Chockalingam, V., & S., O. D. (2002). Examining the Construct of Organizational Justice: A Meta-Analytic Evaluation of
Relationswith Work Attitudes and Behaviors. journal of business ethics, 38, 193-203.
[9] Clay, W. J., A., H. K., & Paul, R. (2005). Procedural Justice, Distributive Justice: How Experiences With Downsizing Condition
Their Impact On Organizational Commitment. Social Psychology Quarterly68, 89-102.
[10] Cohen-Charash, Y., & Spector,P.E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and
Human Decision Processes, 86, 278-321.

Paper Type	:	Research Paper
Title	:	Bracketing procedural, distributive and interactional justice with employee career commitment and supervisor commitment
Country	:	Pakistan
Authors	:	Sobia Raja, Aneela Abraiz, Tahira Malik Tabassum, Muhammad Jawad
	:	10.9790/487X-0544652

Abstract:This research study covers the area of human resource management, where Employee commitment to the organization is difficult to retain; researches are being conducted regarding this issue, in this perspective two constructs are selected here under organizational commitment i.e. employee career commitment and supervisor related commitment. In this perspective organizational justices are taken as independent variable, where direct effect of these justices including procedural, distributive and interactional is seen on employee commitment.
Keywords: Organizational justice, procedural justice, distributive justice, interactional justice, organizational commitment, supervisor related commitment, career commitment

[1] Adams, J. S. (1965). Inequity in Social Exchange. Advances in Experimental Social Psychology 2, 99.
[2] Alexander, S., & Ruderman,M. . (1987). The role of procedural and distributive justice in organizational behavior. Social Justice
Research, 1, 177-198.
[3] Allen NJ, M. J. P. (1996). Affective, continuance, and normative commitment to the organization. Journal of Vocational
Behavior, 49, 252-276.
[4] Bateman, T. S., & Strausser, S. . (1984). A longitudinal analysis of the antecedents of organizational commitment Academy of
Management Journal 27, 232-244.
[5] Becker, T. E., Billing, R. S., Eveleth, D. M., & Gilbert, N. L. (1996). Foci and bases of employee commitment: implications for
job performance. Academy of Management Journal, 39, 464-482.
[6] Bies, R. J., & Moag, J. F. (1986). Interactional justice: Communication criteria of fairness. . Research on negotiations in
organizations 1, 43-55.
[7] Chan, K. W., & Renée, M. (1998). Procedural Justice, Strategic Decision Making, and the Knowledge Economy. strategic
management journal, 19, 323-338.
[8] Chockalingam, V., & S., O. D. (2002). Examining the Construct of Organizational Justice: A Meta -Analytic Evaluation of
Relationswith Work Attitudes and Behaviors. journal of business ethics, 38, 193-203.
[9] Clay, W. J., A., H. K., & Paul, R. (2005). Procedural Justice, Distributive Justice: How Experiences With Downsizing Condition
Their Impact On Organizational Commitment. Social Psychology Quarterly 68, 89-102.
[10] Cohen-Charash, Y., & Spector,P.E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and
Human Decision Processes, 86, 278-321.