Advances In Management

Indexed in SCOPUS, Chemical Abstracts Services, UGC, NAAS and Indian Citation Index etc.

Advances In Management

Vol. 1(9) December 2008

Multiple Banking Practices among the Malaysian Working Professionals

Latifah Sharifah *, Che-Ha Norbani and Leen Ai Yeoh

The liberization of Malayisan financial market has introduced more foreign banks in Malaysia which have increased pressure among the local banks as the foreign banks have more varieties of product and services with competitive interest rate and attractive features. This paper reports on a study on multiple banking practice of the Malaysian working professional. The study replicates the work of Denton and Chan5 in Hong Kong and Gerrard and Cunningham7 in Singapore. The result obtained provides support to earlier researchers that there are five factors in determining the influence to multiple banking practices. This study also indicates that convenience is the most important factor that determines the choice of multiple banking criteria. This study could provide the management of banks to develop strategies in order to be the most preferred bank.

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Motives and Reasons behind Mergers and Acquisitions

Vinayak Sanjeev* and Aggarwal Rachna

The key determinants for success in the global market are the ability to achieve size, scale, integration and greater financial strength and flexibility, in the interests of maximizing overall shareholder value. Whatever is the fundamental objective, mergers must form part of the business and corporate strategies aimed at creating sustainable competitive advantage for the firm. It is believed that mergers and amalgamations are strategic decisions leading to the maximization of a company’s growth by enhancing its production and marketing operations, enhanced competition, breaking of trade barriers, free flow of capital, globalization of business etc. This paper enlightens the objectives or reasons behind the merger & acquisitions of the companies.

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A demographic study on the accident proneness of vehicle users in Chennai

Jacob Jayanth* and Suganthi L.

Road accidents have been a major cause of concern in all developing nations. The metropolitan cities which have seen an exponential growth in vehicular traffic have also witnessed a similar growth in accident rates. The city of Chennai, in Tamilnadu (India), a fast expanding metro is a case with significant growth in vehicular traffic and accident rates. Earlier studies were based on reported or recorded data on accidents, but a number of present day studies focus on the demographic dimension as a causer of an accident. A survey (based on area sampling) was conducted in Chennai among vehicle users to explore relationships between demographic attributes and their response to having met with accidents. Using Chi-square test of attributes, a relationship between gender and response to having met with accidents was identified. There was also a relationship between the average distance traveled and the response to having met with accidents. Directional and Symmetric measures confirmed the relationships but indicated the presence of a weak relationship. The value of Goodman and Kruskal Tau (GKT) was 2.7% as the proportionate reduction in error in one variable being a predictor of the other, between gender and response to having met with accidents, which was confirmed with the symmetric measure of Phi being 16.4%. Similarly, the GKT for average distance traveled (Dependent) was 3.8% and response to having met accidents (Dependent) was 1.7% and the Phi value was 19.5%. The existences of relationships have been confirmed beyond doubt and predictive models are possible with further research.

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Organizations’ Employee Engagement Strategy: From Satisfaction to Engagement

Mahapatro Bibhuti B.* and 2Panda Abhaya Kumar

In the past, it has been labeled the biggest commercial untruth since "the cheque is in the post". Today, however, there is clear evidence that business leaders are not simply saying that "our people are our most important asset" – they are actually beginning to mean it too. Perhaps it is time to evaluate whether employee engagement is a fad or a new knowledge domain from which HR executives can help make their companies a better place to work. Employees are in a highly engaged state when they are doing the non-job roles. In general, we find that most employees have a sense of fairness and even if their employer treats them poorly, most will show up to work and do the job role. But having employees show up at work simply doing their jobs gets an employer nowhere in terms of long-term competitiveness. It‟s the synergy that comes from people working together and gathering creative ideas that leads to long-term organization wealth creation. That synergy and “above and beyond” behavior is evidence of employee engagement. Engagement can not be a corporate initiative. Employee engagement happens only when you remove barriers to work and those barriers are unique to every work group. We often think that super important corporate initiatives will transform our organizations into places where everyone will come to work and want to be more engaged. Corporate initiatives can not make the magic. It is fairly easy to run a point-in-time employee engagement survey and then show scores to managers. When you do this, employee engagement is an “event.” It is much more difficult to make engagement a way of life in your organization. It is much easier to join in with the newest fad than to create something lasting. From the employee perspective these engagement surveys provide an opportunity to be heard and their opinions expressed. Employee engagement surveys play a more strategic role of measuring and leveraging overall business performance from an HR perspective, including industrial benchmarking which contextualizes the company both as an employer and competitor. There are many individual and organizational factors that determine whether employees become engaged and to what extent they become engaged. Employers want employees who will do their best work, or „go the extra mile‟. Employees want good work: jobs that are worthwhile and turn them on. More and more organizations are looking for a win-win solution that meet their needs and those of their employees. What they increasingly say they are looking for is an engaged workforce. It can be seen as a combination of commitment to the organization and its values plus a willingness to help out colleagues (organizational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it can not be „required‟ as part of the employment contract. As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital.

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A Study of the Targeted Customers of Credit Cards

1Mohanty Sangeeta* and 2Das Abhishek

Today banks have become the part and parcel of our life. There was a time when the dwellers of city alone could enjoy their services. Now banks offer access to even a common man. Apart from their traditional business oriented functions, they have now come out to fulfill national responsibilities. It has become increasingly clear that “technology” alone can make bankers sail through the competition. Computerization of the branches, introduction of the cash management products, remote access logins for corporate, mobile banking, internet banking, ATM banking and credit card uses etc. are a few ways by which the bankers use the technology today to beat the competition.This paper is an attempt to study the consumers' behavior towards the credit card usage pattern in the city Mumbai, Maharastra.Participants were chosen randomly at timed intervals in specific areas of the store. Of 350 customers approached, 300 agreed to participate in the survey but the data have been collected from 286 respondents only.

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Change in centrally-planned economies: Adapting in post-Soviet Russia the case of Sinar: A (newly) vertical apparel company

Runyan Rodney C.

A case study is reported regarding a vertical apparel company in Russia. The company existed for decades, operating solely as a manufacturer within the Soviet Union’s planned economy. During the period of liberalization in the early 1990s, it became a public joint-stock company. Therefore it was required to operate as a far-profit company in the new transitional economy of Russia. In response to existing market forces, the company did two things which allowed it to survive and thrive: it became vertical by opening retail stores through which its goods were sold directly to consumers; it partnered with other European companies to expand its retail chain westward. Today it is a successful vertical apparel company.

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How to Take Off? The Ourchip Company

Klich Jacek* and Rosiński Jerzy

The case introduces the post-start-up stage and dilemmas pertaining to this stage of development of an innovative, high-tech company in a southern region of Poland. It argues that institutions for promoting entrepreneurship in the region failed to provide the entrepreneur with adequate assistance. This case shows that the access to financing and to highly educated programmers is of prime importance to newly created companies operating in IT sector. Furthermore, the case underlines the necessity of harmoniously orchestrating the activities at the meeting point of “triple helix” elements, i.e. universities, local governments and businesses.

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Socio-Economic Profile of Project affected Persons - their attitude towards Entrepreneurship Program: Case Study – NLC

Narasimhan Ganesh* and Madhavan B.

This article presents the socio-economic characteristics of project area in particular reference to Project Affected Persons in Neyveli Lignite Corporation. The general information was collected using secondary sources, Identifying the potential of entrepreneurship programs as an effective remedy for project affected persons, a survey was conducted keeping in mind socio economic profile of project affected persons, the findings and the analysis.

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