IOSR-JBM   Volume-9 ~ Issue-2 ~ Mar-Apr-2013

Abstract: Ethics and Corporate Social Responsibility are recognized as important concerns in making decision in all aspects of our life. And it's contributing to accelerate the process of overall development of a nation. India being the second most populous country in the world, and have the largest number of people in need of basic amenities call for more intensive efforts as part of such initiatives in the health care space of the nation. We all know that people engage in business to earn profit. However, making profit is not the sole function of the business. It performs number of social function as it is a part of society. It takes care of those who are instrumental in securing its existence and survival. Business ethics are nothing but the application of ethics in business. It proves that business can be and have been ethical and still make profits. Today more and more interest is being given to the application of ethical practices in business dealings and the ethical implications of business. The paper delves into a comprehensive understanding of how Business Ethics and Corporate Social Responsibility involves as concept and the reason that encourage company in India to be socially responsible. Keywords - Corporate Social Responsibility, Economic growth, GDP, Amenity, health.

[1]. Anand, Vaani. (2002). Building Blocks of Corporate reputation- Social Responsibility Iniatives, Corporate Reputation Review, vol.5, No.1 (Spring), pp.71-74.
[2]. Bansal, Pratima & Sonia Kandola. (2003). Corporate Social responsibility, Why Good People Behave Badly in organisations, Ivey Business Journal (March/April).
[3]. Biggs, Tom & Halina, Ward (2004). Linking Social Responsibility, Good Governance and Corporate Accountability through Dialogue. Discussion Paper of International Institute for Environment and Development, www.iied.org. Cambridge, Harvard Business School Press.
[4]. Carroll, Archie B., (1979). The Pyramid of Corporate Social Responsibility: Towards the Moral Management of Organisation Stakeholders, Business Horizon, July-August.
[5]. Chakraborty, S.K. (1991). Management by values, New Delhi, Oxford University Press.
[6]. Chakraborty, S.K. (2001). Corporate Barbarism to Corporate Citizenship: A Psycho philosophical Inquiry, Journal of Corporate Citizenship, Issue 4, winter, pp.109-123.
[7]. Davis, K, (1975) ―Five Propositions of Social Responsibility‖, Business Horizons, June, pp. 19-24
[8]. Edwin M. Epstein (1987) .The Corporate Social Policy Process: Beyond Business.
[9]. Elikington, J., & Hartigan, P. (2008). The power of unreasonable people; Ethics 45: 93.Ethics, Corporate Social Responsibility and Corporate Social Responsiveness, California Management Review, Vol. XXIX, No. 3, 104.
[10]. Fombrum, Charles J. (2005). A World of Reputation Research Analysis and Thinking Building Corporate Reputation through CSR Initiatives: Evolving Standards, Corporate Reputation Review, vol.8, No.1 (spring) pp.7-12.

Abstract: Employees are treated as assets in the organization. In a competitive business environment, one of the key elements of an organization success is their employees' intellectual capability to improve the organizational performance by way of reducing cost, new product development, generate new ideas related to product, process and other areas of management. The employees are find novel ideas and proposed these ideas to management through suggestion system. Suggestion system is technique which is motivating the employees to participate in decision making process and improve the organization performance.The primary data was collected through structure questionnaire based on convenience sampling method. This research paper focus on employee creativity and its impact on suggestion system and the aims of this article are to find an answer for two questions: 1. what are the factors motivating employee creativity? and 2. What is the impact of creativity on employee suggestion system? Finally this article conclude that both organizational factors and individual factors influencing creativity and there is a positive relationship between employee creativity and suggestion system.

Key words: Creativity, Motivation, Recognition, Reward system suggestion scheme.

[1]. A Nijhof, K Krabbendam, J.C Looise (2002), Innovation through exemptions: building upon the existing creativity of employees , Technovation, Volume 22, Issue 11, 2002, Pages675-683
[2]. Andrew E. Marx (1995) Management commitment for successful suggestion systems Work Study Volume: 44 Issue: 3
[3]. Ceres, (1995), Guide to Ceres principles, coalition for environmentally responsible economies.
[4]. Cindy Wu, McMullen, Mitchell J. Neubert, Xiang Yi (2008), The influence of leader regulatory focus on employee creativity, Journal of Business Venturing, Volume 23, Issue 5, Pages 587-602. Fairbank, J. F. and Williams, S. D. (2001), Motivating Creativity and Enhancing Innovation through Employee Suggestion System Technology. Creativity and Innovation Management, Vol -10, pp:68–74.
[5]. Gupta, A.K. & Singhal, A., (1993). Managing Human-Resources for Innovation and Creativity. ResearchTechnology Management, Vol: 36 Issue:3, p.41-48.
[6]. James Fairbank, William Spangler, Scott David Williams, (2003), Motivating creativity through a computer-mediated employee suggestion management system Behaviour & Information Technology Vol. 22, Issue:5.
[7]. Jing Zhou, Jennifer M. George (2003) Awakening employee creativity: The role of leader emotional intelligence The Leadership Quarterly, Volume 14, Issues 4–5, Pages 545-568 Michael frese1, Eric teng and Cees J. D. Wijne(1999), Helping to improve suggestion systems: predictors of making suggestions in companies, Journal of Organizational Behavior, Vol:20, 1139 -1155
[8]. Popadiuk, S. and Choo, W.C. (2006), Innovation and knowledge creation: How are these concepts related?", International Journal of Information Management, Vol. 26 pp. 302-312.
[9]. Reza , Hasanzadeh,(2010) Factors Influencing Creativity and Innovation of the Senior Managers of Iran University of Medical Sciences, Research Journal of Biological Sciences, Vol:5, Issue:11, pp: 708 -712
[10]. Ricardo Recht, Celeste Wilderom (1998) Kaizen and culture: on the transferability of Japanese suggestion systems, International Business Review, Volume 7, Issue 1, Pages:7-22 Roni Reiter-Palmon, Jody J. Illies (2004) Leadership and creativity: Understanding leadership from a creative problem-solving perspective, The Leadership Quarterly, Volume 15, Issue 1, , Pages 55-77 Simon Wong, Loretta Pang (2003), Motivators to creativity in the hotel industry—perspectives of managers and supervisors Tourism Management, Volume 24, Issue 5, Pages 551-559

Abstract: This study was conducted to analyze and testing stock liquidity differences of sharia and non sharia stock and determinants of sharia and non sharia stock of manufacturing industry at Indonesia Stock Exchange in 2009-2010. Dependent variable of this study is stock liquidity, measured by relative spread and depth. The Independent variable are insider ownership, institutional ownership, blockholder ownership, and foreign institutional ownership, trading volume, stock price, return volatility, Market to book value, dividend policy and size. In addition, this research is also supported by qualitative data obtained from in-depth discussions with key informants, including investment managers, stock exchanges institution and stock brokers. The results showed there is no liquidity difference, both for relative spread and depth of sharia a non sharia stocks. In sharia stocks, trading volume and dividend policy has a negative effect on relative spread, whereas in non sharia stock the trading volume, stock prices and company size has a negative effect on relative spread. Institutional ownership has negative effect, while foreign institutional ownership, trading volume, dividend policy, and size has positive effect on sharia stock liquidity. For non sharia stock, the trading volume, stock prices and company size has a positive effect on depth.

Keyword: Sharia, Non Sharia, Relative Spread, Depth

[1] Frieder, L., and R. Martell., 2006. Capital Structure and The Liquidity of a Firm's Stock, Working paper, Purdue University.

[2] Jensen, M., 1986. Agency cost of free cash flow, corporate finance and takeovers. American Economic Review Papers and Proceedings, 76, pp. 323-329.

[3] O'Hara, M., 1995. Market Microstructure Theory, Cambridge MA: Blackwell

[4] Nafik, M., 2008. Bursa Efek dan Investasi Syari'ah: Kajian Pelanggaran Prinsip-Prinsip Syari'ah Pada Transaksi Bursa Efek Konvensional. Amanah Pustaka. Surabaya.

[5] Sarin, A, K. Shastri, and K Shastri. 2000. Ownership Structure and Stock Market Liquidity. Working Paper, University of Pittsburgh. USA.

[6] Rubin, A., 2007. Ownership Level, Ownership Concentration, and Liquidity. Journal of Financial Market, Vol.10, p: 219-248.

[7] Kothare, M., 1997, The effects of equity issues on ownership structure and stock liquidity: A comparison of rights and public offerings, Journal of Financial Economics 43, 131-148.

[8] Forde, C.C., and J. Rydge., 2005. Ownership Concentration, Insiders and Illiquidity. Finance Discipline, School of Business University of Sydney NSW 2006, April 2005, p:1-31.

[9] Brennan, M., and Subrahmanyam, 1996, Market microstructure and asset pricing: On the compensation for illiquidity on stock return, Journal of Economics 41, 441-464.

[10] Heflin, F and Shaw, K.W. 2000. Blockholder Ownership and Market Liquidity. Journal of Financial and Quantitative Analysis. Vol. 35, No.4: 621- 633.

Abstract: Railways' Drivers / Loco-Pilots are the most important person in executing the huge task of transporting nearly 25 Million passengers and more than 2.8 Million Tons of freight daily with the help of 2,29,381 wagons, 59,713 coaches and more than 9,213 locomotive engines of various kinds(www.Indian railways, Wikipedia).To transport 25 million passengers and millions of tons of freight and that too with taking care of both the traveler's convenience and safety is not a mean task, the driver on whose sincerity the journey of a train depends. If he is not capable of carrying his responsibilities then the efforts of the other employees go waste, in this sense we can say that he is the most important person of the railways. The job of a Railway Driver demands hard work and great presence of mind along with courage to handle diverse conditions. For this one should have discipline, patience, responsibility, punctuality, commitment, courage and above all self-confidence. The job requires lots of hard work, stamina, alertness of mind, adaptability to follow difficult time schedules too. But the main and remarkable, highly appreciable role of Railway drivers is the only who works with full honesty, in day & night, in heavy cold, hot & Rainy weather. For Railways' drivers operating on long distance routes, overnight stays in various locations will be necessary. Furthermore, it can be stressful, as delays and hazards on the track are not uncommon. His cab of the train should be relatively comfortable but it may be quite cold, hot and noisy.

Keywords: Railway driver, working conditions.

[1]. Amitabh (2006),"Rail Accidents due to Human Errors-Indian Railways Experience" Ministry of Railways, Govt. of India.
[2]. "Allotment of Railway Quarters and Retention thereof", Railway Board Letter No: E [G] 2006/QR1-6, dated: 20/04/2007, RBE No: 35/200.
[3]. FIRE Quartly Magazine (Aug.2012), All India Loco Running Staff Association.
[4]. Govt. of India, Ministry of Railways, "Indian Railways Corporate Safety Plan" (2003-13), August 2003.
[5]. HOER (Hours of Employment and Period of Rest rules 2005).
[6]. Indian Railway Establishment Manual (Vol.-I), Chapter -I, Sec.-B, Sub.Sec I, II, &III.
[7]. India Railway Manual of AC Traction (Vol-3), Ch. - VI- Operation of Locomotive.
[8]. Indian Railway Establishment Manual (Vol-1); Chapter-XIII, Reimbursement of Medical Expenses Rule.
[9]. Indian Railway Establishment code (Vol-1), Master circular No. 25,"Absorption of Medically De-categorized Non-gazetted Staff in Alternative Jobs".
[10]. "Promotion of non-gazetted staff in loco running cadre – posts of Goods Driver redesignated as Loco Pilots [Goods]",( RBE No: 101/08, 12/09/2008,)

Abstract: This research was carried out starting from the phenomenon of the performance which was not maximized by the employees of State Treasury Service Office in Jakarta. Based on the literature there was a suspicion that the performance which was not maximized due to a weak work culture, work stress and the decreasing of job satisfaction. The purpose of this research was to quantify and explain the relationship between variables of work culture, work stress, job satisfaction and employees performance in the State Treasury Service Office Jakarta. The research method was using quantitative methods. Research locations were located in six State Treasury Service Offices in Jakarta with samples of 152 employees. Data analysis technique was using Partial Least Square (PLS) with the help of Smart program. The results showed that the work culture has no effect on job satisfaction. Work stress has no effect on job satisfaction. Work culture affected to the employee performance. Work stress had no effect on employee performance. Job satisfaction had no effect on performance. The implication of this research was to establish a strong working culture to decrease work stress and increase job satisfaction which ultimately improved employee performance.

Keywords: Work Culture, Work Stress, Job Satisfaction and employee performance

[1] Kazmi, Rubina, Shehla Amjad, dan Delawar Khan. 2008. Occupational Stress and its Effect on Job Performance A Case Study of Medical House Officers of District. J ayub Med Coll Abbottabad
[2] Timmreck, Thomas, 2001, California State University, San Bernardino, California, "Managing Motivation and Developping Job Satisfaction in The Healt Care Work Enviroment". The Health care Manajer : Sep 2001;20,1; ABI/INFORM Research, pg 42.
[3] Ruyter J.C. de, Jong, A. de, en M.G.M Wetzels, (2009), Antecedents and consequences of environmental stewardship 5 in boundary-spanning B2B teams, Journal of the Academy of Marketing Science, 37 (4), 470-487.
[4] Haque (2009) Assessment of the human stress response : neurological, biochemical, and psychological foundations Journal of International Business Studies,Fall, pp. 76-88.
[5] Dwaikat (2008), Work Stress And Employee Performance In Banking Sector Evidence From District Faisalabad, Pakistan
[6] Imtiaz,2009 Imtiaz (2009) Impact workstress to performance and Satisfaction. Journal The Social Science, 38 : 233- 250.
[7] Robbin, S.P. 2003. Perilaku Organisasi. Jilid 2. PT Indeks. Jakarta.Robin, D.P. and E.R.
[8] Gbolahan dan Al-Qahtany,D mohammed.2005. The Iinfluence Of Performance Appraisal On Organizational Commitment : The Case Of Botswana. Journal of Pure & Applied Sciences,Vol.2,No.3, October 2005 : 81-94.
[9] Kumar, Jalaja., Rao, B. D. (2007). Job Satisfaction of Teacher. New Delhi:Sachin Printers.
[10] Smartha (2009), Impact of job stress on job satisfaction. Indian journal of commerce and management studies, volume-II, (March 2011).

Abstract: The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).

Keywords: TQM Practices, Product Quality Performance, Operation Management

[1] Heizer, Jay, and Barry Render. Operation Management, Seventh Edition (USA: Pearson Prentice Hall Inc., 2004)

[2] Chase, Richard B., Nicholas J. Aquilano, F. Robert Jacobs. Operation Management for Competitive Advantage (USA: McGraw-Hill, 2005)

[3] Juran, J.M. Juran on Leadership for Quality (The Free Press, USA: MacMillan, 1989)

[4] Bhat, V. and J. Cozzolino. Total Quality: An Effective Management Tool, Quality Management Journal,1993, 101-123

[5] Bina Produktivitas Tenaga Kerja. Manajemen Mutu Terpadu (Jakarta: Departemen Tenaga Kerja, 1998)

[6] Krajewski, J. Lee and P. R. Larry. Operations Management Strategy and Analysis, Fifth Edition, (USA : Addison-Wesley Publising Company, 2003)
[7] Sila, Ibrahimpour. Examining the effects of contextual factors on TQM and performance through the lens of organizational theory: an empirical study, Journal of Operations Management, 25 (1), 2007, 83-109

[8] Gaspersz, Vincent. Total Quality Management (Jakarta: Gramedia Pustaka Umum, 2005)

[9] Corbett, Lawrence M. and Kate N. Rastrick. Quality performance and Organizational Culture: A New Zealand Study, International Journal of Quality & Reliability Management, 17 (1), 2000, 14-26

[10] Demirbag, M., Tatoglu E., Tekinkus, M. and Zaim, S. An analysis of the relationship between TQM implementation and organizational performance: evidence from Turkish SMEs, Journal of Manufacturing Technology Management, 17 (6), 2006, 829-47

Abstract: Marketing once was only an afterthought to production. Marketing advises production about how much of the company's product to make and then tells logistics when to ship it. By the invention of internet and social media websites, marketing is completely changed. Marketers decided to put more attention and customer focused. This study is set forth to understand the role of Twitter as an inter alia media at @HijUp using Emotion Marketing concept. The indicator of Emotion Marketing is Emotional Es: Equity, Experience and Energy, and this paper focused on Equity only. This study is using qualitative research and analyzed through content analysis and divided into element of Emotion Es; Equity, Experience, and Energy . The main finding of this study is @HijUp succeed to build and emotional connection with their customers via Twitter, as mentioned by inter alia media theory. This emotional connection comforts the customers and HijUp.com is able to bring the emotion into a strategic level. This study was only conduct by online questionnaires and online messenger, except Skype, due the tight schedule of informants and their gadget limitations. Some failed online questionnaire to targeted customers because of the short period of announcement. This paper offer insight the role of social media, especially Twitter and its connection with customers' emotion.

Keywords - Social Media, Twitter, Emotion Marketing, Internet, E-marketing

[1] Burton and Alena Soboleva. 2011. Interactive or reactive? Marketing with Twitter. Journal of Consumer Marketing Vol 28 No.7, 2011 pp 491–499
[4] Burton and Alena Soboleva. 2011. Interactive or reactive? Marketing with Twitter. Journal of Consumer Marketing Vol 28 No.7, 2011 pp 491–499 [5] Durkin, Mark. Seamas McKenna and Darryl Cummins. 2011. Emotional connections in higher education marketing. International Journal of Educational Management Vol. 26 No. 2, 2012 pp. 153-161 Books:
[2] Fill, Chriss. 2009. Marketing Communications: Interactivity, communities and content. Fifth Edition. Prentice Hall.Essex.
[3] Robinette, Scott and Claire Brand with Vicki Lenz. 2001. Emotion Marketing: The Hallmark Way of Winning Customers for Life. Mc Graw Hill. New York.
[6] Grewall, Dhruv and Michael Levy. 2008. Marketing. Mc Graw Hill. New York

[7] Borchers, Timothy A. 2005. Persuasion in the Media Age. Mc Graw Hill. New York.

[8] Sterne, Jim. 2010. Social media metrics : how to measure and optimize your marketing investment. John Wiley and Sons. New Jersey.

[9] Santrock, John W. 2008. Adolescence. Twelfth Edition. Mc Graw Hill. New York. [10] Creswell, John W. 1994. Research Design: Qualitative and Quantitative approaches. Sage Publications. Thousand Oaks

Abstract: One of the basic vitalities of good living is quick access to essential services like health care. But many times it could mean a condition of life and death for an individual who is unable to get the access to these services. Thus an important part of social sector development is incomplete without adequate health care facilities. The quality of human health is the foundation upon which the realization of life goals and objectives of a persona, the community or nation as whole depends. It is both an end and means of development strategy. The relationship between health and development is mutually reinforcing- while health contributes to economic development, economic development, in turn, tends to improve the health status of the population in a country. India as a nation has been growing economically at a rapid pace particularly after the advent of New Economic Policy of 1991. However

[1]. Abegunde, D. and A. Stanciole (2006). "An estimation of the economic impact of chronic non communicable diseases in selected countries," World Health Organization, Department of Chronic Diseases and Health Promotion.
[2]. Apollo Hospitals Group (2003). Health and Wellness Survey. Confederation of Indian Industry.
[3]. (CII) (2002). Healthcare in India: The road ahead, A report by CII-McKinsey.
[4]. Cropper, M.L. (1977). "Health, investment in health, and occupational choice", Journal of Political Economy, 85, 1273-1294.
[5]. Census of India Report 1991,2011
[6]. The Dallas Chamber Report (2006). "Employee wellness programs can help trim medical costs", May 3, 2006.
[7]. Das Gupta, M. (2005). "Public Health in India: An Overview," The World Bank Policy Research Working Paper WPS3787.
[8]. Government of India (2000). "A Policy Framework for Reforms in Health Care", Report of the Prime Minister‟s Council on Trade and Industry.
[9]. Government of India (2002). National Health Policy 2002.
[10]. Government of India (2011). Report of the National Commission on Macroeconomics and Health, Ministry of Health and Family Welfare.

Abstract: Retaining faculty members has been a problem in many universities for decades. When competent teachers quit, they depart with critical knowledge and experience that are essential for maintaininga competitive advantage. The aim of this study was to measure the impact of four facets of job satisfaction on turnover intentions of faculty members of different universities of Rawalpindi/Islamabad. A 16-item, self-administered questionnaire was used to gather data on independent and dependent variables. In questionnaire, researchers used 5 point Likert scale for variables to measure respondent's possible responses. 110 questionnaires were completed and returned back. Pearson Correlation and Multiple Regression tests were used to test the hypothesis. The results showed that the three facets of job satisfaction i.e. remuneration, supervisory support and work life policies have significant and negative relationship with turnover intentions while recognition has insignificant relationship with turnover intentions and this relationship did not support the researchers' prediction. Results have been discussed andrecommendations have been made for universities' administrations.

Keywords - Employee Retention, Faculty Members, Job Satisfaction, Pakistani Universities, Turnover Intentions.

[1] P. Cappelli, A Market-Driven Approach to Retaining Talent,Harvard Business Review, 78(1), 2000, 103–111.
[2] P. Drucker, Management for the 21st century (New York: Harper Collins, 1999).
[3] A. Bluedorn, A unified model of turnover from organizations, Journal of Human Relations, 35(2), 1982, 135-153.
[4] W. Mobley, Intermediate linkages in the relationship between job satisfaction and employee turnover, Journal of Applied Psychology, 62, 1977, 237-240.
[5] M. Valle, K. Harris and M. Andrews, An Examination of Tenure in Negative Organizational Environments, Journal of Management Research, 4(2), 2004, 114-119.
[6] T. Lee and T. Mitchell, An alternative approach: The unfolding model of voluntary employee turnover, Academy of Management Review, 19 (1), 1994, 51-89.
[7] P. Muchinsky and P. Morrow, A multidisciplinary model of voluntary employee turnover, Journal of Vocational Behavior, 14, 1980, 43-47.
[8] P. Spector, Measurement of human service staff satisfaction: development of the job satisfaction survey, American journal of community psychology, 13(6), 1985, 693-713.
[9] A. Chughtai and S. Zafar, Antecedents and consequences of organizational commitment among Pakistani university teachers, Applied HRM Research, 11(1), 2006, 39-64.
[10] N. Khatri and C. Fern, Explaining employee turnover in an Asian context, Human Resource Management Journal, 11(1), 2001, 54-74.