NOLEGEIN Journal of Organizational Behavior Management 2018 Issue 2 by Mba Journals

NOLEGEIN Journal of Organizational Behavior Management

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NOLEGEIN Journal of Organizational Behavior Management Nolegein - Journal of Organizational Behavior and Management is focused towards the rapid publication in the following areas of

Focus and Scope of the Journal

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Management and Organizational Behavior Evolution of Management Thoughts Departmentation and Structural Formats Organizational culture and Change Management Systems analysis, management, training, and performance improvement Human resource management Applied behavior analysis Behavioral systems analysis Performance management Employee safety, employee training Stress, health, and employee productivity Evaluation of employee satisfaction and feedback systems Managing absenteeism, tardiness, and turnover Use of monetary and nonmonetary incentives

Sections covered by this journal are review papers, research papers, interviews, news, companies/ institutions write-ups, short popular articles and case studies. All contributions to the journal are rigorously refereed and are selected on the basis of quality and originality of the work. The journal publishes the most significant new research papers or any other original contribution in the form of reviews and reports on new concepts in all areas pertaining to its scope and research being done in the world, thus ensuring its scientific priority and significance. No part of this publication may be reproduced, stored in retrieval or transmitted in any form without written permission to the publisher. To cite any of the material contained in this journal, in English or translation, please use the full English reference at the beginning of each article. To reuse any of the material, please contact MBA Journals. The author(s) is/are solely responsible for the content of the article(s) published in the MBA Journals platform (an imprint of Consortium e-Learning Network Private Ltd.). The published articles are not constituted or deemed to constitute any representation of view of the editors or publisher. The data presented therein are correct or sufficient to support the conclusions reached or that the experiment design or methodology is adequate and the information, opinions, views presented in the article reflect the views of the authors and contributors of the article and not the opinion of publisher or the editorial board. Under no circumstances publisher should be held responsible for the acts of misrepresentation, plagiarism, wrongful presentation of facts, omissions, neglect or willful representation of information against the ethical norms of journal. (info@mbajournals.in)

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NOLEGEIN Journal of Management Information Systems NOLEGEIN Journal of Business Ethics , Ethos & CSR NOLEGEIN Journal of Entrepreneurship Planning, Development and Management NOLEGEIN Journal of Operations Research & Management NOLEGEIN Journal of Supply Chain and Logistics Management

NOLEGEIN Journal of Global Marketing NOLEGEIN Journal of Advertising and Brand Management NOLEGEIN Journal of Consumer Behavior & Market Research

NOLEGEIN Journal of Financial Planning and Management

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NOLEGEIN Journal of Business Risk Management NOLEGEIN Journal of Corporate & Business Laws NOLEGEIN Journal of Organizational Behavior Management NOLEGEIN Journal of Leadership and Strategic Management

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NOLEGEIN Journal of Performance Management & Retention Strategies NOLEGEIN Journal of Human Resource Management & Development

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EDITORIAL BOARD MEMBERS Dr. S. Sujatha Associate Professor Department of Organizational Behavior and HumanResource Management, VIT Business School, Vellore, Vellore, Tamil Nadu, India

Dr. Sujata Shahi Senior Director and Professor Department of Organizational Behavior and HumanResource Management, IILM Institute for Business & Management, Gurgaon, Haryana, India

Shardendu Bhushan Sinha Assistant Professor Department of Organizational Behavior in Management, United Institute of Management, Greater Noida, Uttar Pradesh, India

Dr. Ansuman Jena Assistant Professor Department of Management, Centurion Institute of Technology, Bhubaneswar, Odisha, India

Dr.Shalmali Jagdish Gadge Assistant Professor Department Of Master of Business Administration, K. K. Wagh Institute of Engineering Education & Research, Nashik, Maharashtra, India

DR. G G Mathews Professor Department of Management Studies, Mount Zion Institute of Management, Mulakuzha, Kerala, India

Dr. Kavita Singh Assistant Professor-Senior Grade Department of Organizational Behavior and HumanResource Management, SRM University, Sonipat, Haryana, India

Dr. Prasanta K. Padhy Head & Chairman Board of Studies Department of Business Administration, Berhampur University, Brahmapur, Odisha, India

From the Director's Desk Dear Readers, We would like to present, with great pleasure, the inaugural First volume of a new scholarly journal, NOLEGEIN Journal of Organizational Behavior Management. This journal is part of the Organizational Behavior Management, and is devoted to the scope of present management issues, from different perspectives. This new journal was planned and established to represent the growing needs of marketing as an emerging and increasingly vital field, now widely recognized as an integral part of Management. Its mission is to become a voice of the Management community, addressing researchers and practitioners in this area. The core vision of Organizational Behavior Management in MBA Journals is to propagate novel awareness and know-how for the profit of mankind ranging from the academic and professional research societies to industry practitioners in a range of topics in advertising in general. MBA Journals acts as a pathfinder for the scientific community to publish their papers excellently and well on-time. Organizational Behavior Management focuses on original high-quality research in the Evolution of Management Thoughts, Stress, health, and employee productivity, Self-management procedures, Use of monetary and nonmonetary incentives etc. The Journal is intended as a forum for practitioners and researchers to share the views of Organizational Behavior Management in the area. Many researchers have contributed to the creation and the success of the Organizational Behavior Management. We are very thankful to everybody within that community who supported the idea of creating an innovative platform. We are certain that this issue will be followed by many others, reporting new developments in the field of Organizational Behavior Management. This issue would not have been possible without the great support of the Editorial Board members, and we would like to express our sincere thanks to all of them. We would also like to express our gratitude to the editorial staff of MBA Journals, who supported us at every stage of the project. It is our hope that this fine collection of articles will be a valuable resource for Management readers and will stimulate further research into the vibrant area of Organizational Behavior Management.

Puneet Mehrotra Managing Director

Contents Nurturing Individual Uniqueness in the Organization

M.S. Srinivasan Quality of Leaders Do Reflect Upon the Best Organizational Progress

Rudrarup Gupta Analysis of the Determinant of Private Investment Behaviour in Nigeria between 1984 and 2016

Elegbede Ade Micheal, Ademulegun H.O. Effect of Increasing Stress Level in the Banking Sector

Monil Arora The Doom Day at Johnson Retails Pvt. Ltd, Panjim, Goa Yogesh Zalmi

NOLEGEIN Journal of Organizational Behavior Management Vol. 1: Issue 2

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Nurturing Individual Uniqueness in the Organization M.S. Srinivasan* Senior Research Associate, Sri Aurobindo Society, India

ABSTRACT An organization is made up of people or humans, who are not like the animal herds. They are individual beings with each one bringing his or her own uniqueness. Carefully nurturing and harnessing this uniqueness can considerably enhance the creativity and productivity of the organization. This article examines this subject in the light of integral management. This essay takes an article on Harvard Business Review as a starting point for discussion and examines the problem of nurturing individual uniqueness in the light of a deeper and more integral vision of the management. Keywords: Dream work-place, individual uniqueness, evolutionary perspective, reconciling with harmony, inner unity

INTRODUCTION A favorite pastime of management scholars and researchers is to sketch out the contours of a dream workplace by analyzing the values and practices of "most admired companies" which are able to create a work environment that leads to the highest motivation, productivity or satisfaction in work. This has given birth to many formulas which changes according to the ever changing economic, social and cultural environment. But there are certain factors which remains the same, because they correspond to something universal in work and life and in human nature. The Dream Workplace and Individual Uniqueness Rob Goffee and Gareth Jones present a recent formula of the great workplace in an article in the Harvard Business Review (Goffee and Jones, 2013) [1]. After interviewing hundreds of executives all over the world, they identify six factors which can build the ideal workplace. One of them is related to nurturing individual uniqueness, which they define in the following terms:

(1) You can be yourself. (2) Individual differences are nurtured. (3) We are all encouraged to express our differences. (4) More than one type of person fits in here. The Evolutionary Perspective The old, traditional corporate world cherished uniformity and conformity. The new and emerging corporate world tends towards diversity and empowerment. However, even the new corporate mind looks upon diversity in terms of gender, ethnicity, nationality or religion. But ultimately, diversity means nurturing the uniqueness of each individual. Equality may be an ideal, but the inequality and variation are facts of life. People differ in their nature, temperament, motivation, values, behavior, way of thinking and feeling, knowledge, capacities and the skills and the level of their inner development. The extent of uniqueness depends on this inner development of the person. When we are in the lower levels of development, our consciousness remains

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Quality of Leaders Do Reflect Upon the Best Organizational Progress Rudrarup Gupta* Commercial Manager, Multifarious Projects Group, Kolkata, West Bengal, India

ABSTRACT Leadership is the wide-ranging concept for an organization. Because the same must be regulated towards its needful organizational goal in a befitting manner. In this regard, all the trained leaders do play a very significant role to drive the organization as per the ultimate need in deed. On the other hand, leaders are the multifarious assets to accomplish their tasks through their inhabitable competencies, and at the same point of time, they can distribute their best occupational expertise to all of their immediate subordinates just to overcome their day-to-day hazards accordingly. This is how they do form an exclusive team to perform in an absolute communal occupational elegance. This process is having a destined future not only to generate the unavoidable qualities and positive desire for an organizational goal but to realize the need of an organization right from day one. Thus, leaders can handle the process of an organization quite magnificently. Keywords: leader’s qualities, organizational zeal, equipped skills of leaders

INTRODUCTION Leaders do have the pivotal function in management of an organization, which is having the strengthened stand to maximize the output of an organization within the stipulated time frame, because trained leaders are able to justify the problems and they do move for solutions accordingly. In other words, leaders are authorized to detect the problems and they do deploy their manpower to solve the same in enriching their real occupational path in deed. John and Chattopadhyay [1] have expressed their view in 2015 that, researchers have been identifying about the process of leadership, which does influence the people and the procedure of organization. THE QUALITY OF LEADERS ▪ Presence: The presence of leaders should always be presentable and

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pleasing. It shall be easier for them to deal with the situations. Humanity: It is important for them to understand the situation of their followers to reform their standing. Emotional statute: This stature should be upright to understand the situation and refurnish the same within a very short while. Broadness: Leaders do have their broad mind and heart to enhance the volume of organization by providing high-end privileges for the followers. Self-interest: Leaders should have the self-interest to do their assigned tasks through their ardent interests for accomplishing the same in deed. Exclusive initiative: Leaders do have the real zeal to take the prompt initiative in deed. In this regard, they can have the upstanding results from the assigned tasks.

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Analysis of the Determinant of Private Investment Behaviour in Nigeria between 1984 and 2016 Elegbede Ade Micheal*, Ademulegun H.O. Assistant Professor, Department of Business Administration and Management, Rufus Giwa Polytechnic, Owo, Nigeria, Africa

ABSTRACT The study carried out a trend analysis of private investment, examined the factor that determines private investment behaviour, and compared the relative effectiveness of the factors that determine private investment decision in Nigeria. Data for the study are sourced from the Global Development Network Database of World Bank, and seven variables are identified as determinants for estimation. The estimation techniques adopted for this study are the panel data error correction approach which uses structure dynamics. The study, therefore, recommended that effort should be made in Nigeria to increase the real factor of the economies to promote real domestic output that will attract and enhance accelerated private investment. Also, investment policy framework should be based on short-term target than long-term targets because most of the identified determinants were significant on the short run. Keywords: behaviour, determinant, investment, private.

INTRODUCTION Investment is regarded as one of the key determinants of an economy's long-run growth in this present world [1]. In view of the importance of investment to economic development to every nation, governments of the various African countries have recognized the challenges posed by the current pattern of investment growth and have renewed their political commitment to economic transformations at all levels. At the national level, numerous nations have additionally made monetary change a key focal point of their advancement motivation in the medium to long haul. For instance, the Ethiopian government has a development and change plan-went for boosting interest in agriculture and industrialization. Cote d'ivoire has an economic emergence strategy went for making it a modern economy by 2025. Similarly, Uganda expects to quicken its

financial change through vision 2030, and Lesotho's vision 2020 offers a need to mechanical advancement. Nations, for example, Kenya, Zimbabwe, Rwanda. Mali, South Africa, Nigeria and Egypt, among others, have additionally created plans and procedures to change the structure of their economies towards interest in assembling and agro-partneredrelated enterprises in the medium to long haul [2]. A key test confronting these nations is the way to change over their vision of monetary change into “reality”. Obviously, this requires a comprehension of the drivers of auxiliary change in the advancement procedure [2]. A close look at the investment profile of Nigeria indicates a relatively low investment rate compared to the developed economies. In Nigeria, private investment declined from 10.1% of GDP in 1999 to

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Effect of Increasing Stress Level in the Banking Sector Monil Arora* Student, Cardiff Business School, Cardiff University, Cardiff, Wales, CF10 3AT, United Kingdom

ABSTRACT The banking sector is getting extremely competitive across the country and there’s hardly any difference in the quality of the products and services being offered across the industry which puts extra burden and pressure on the employees. This further leads to various psychological problems among the employees like anxiety, stress, insomnia, depression, etc. Under such circumstances, the individual starts getting discontented in the current organization and seeks more options elsewhere. Therefore, it is very difficult for the management to find means to motivate bank employees to keep upgrading their skills in order to perform better within the organization under such conditions. The study addresses the specific problems of private bank employees related to occupational stress. This throws light on various problems related to occupational stress in the banking industry. Keywords: banking sector, occupational stress, work overload, stress impact.

INTRODUCTION There is more of stress among the employees in private sector banks than the public sector banks. The major causes of the occupational stress are work overload, impatient customers, lack of support, no clear idea about job responsibility, etc. These often give rise to stress at the workplace and result in severe health issues with the employees. Like any other industry, banking too is a highly competitive sector that has constantly been going technological revolution and global diversification. Being such a rapidly expanding industry, stress is an integral aspect as every individual is different and has a different stress coping mechanism and some are unable to handle the stress levels. Since it cannot be avoided. There should be measures in place in organizations to minimize the effects of stress rather than remaining in a denial state and refusing to acknowledge the same. OBJECTIVE To compare the occupational stress among the public and the private sector bank

employees in Delhi NCR. 1. To identify the causes of the stress among the bank employees. 2. To find out the different methods to reduce occupational stress. 3. This study is applicable to the public and private bank sector employees of the Delhi NCR region. 4. This study is also helpful to provide the remedial measures to reduce the stress in the organization. 5. This study also explains the causes of the stress so that those factors can be minimized in the private and public bank sectors. RESEARCH METHODOLOGY Type of research used for the project:

Exploratory Research Design: Exploratory research design is an examination into the subject to gain further insight. Sampling Technique Simple random procedure: This sampling is the basic sampling technique where we select a group of subjects (sample) for study from a larger group (a population).

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The Doom Day at Johnson Retails Pvt. Ltd, Panjim, Goa Yogesh Zalmi* Researcher, KLS Gogte Institute of Technology, Udyambag-Belagavi, Karnataka, India.

ABSTRACT The beginning of the case highlights the glimpse Johnson Retails Pvt Ltd, one of the pioneers of Johnson Group of Companies headquartered in Goa. Every festive season they make an attempt to organize an event, aiming that they will encourage the customers to visit the store and attract them to buy the products. Vishwas, the Brand Manager of Johnson Retails Pvt Ltd, was supervising these events. He was heading the online department of the company. It was the Chaturthi Season and the company was up to organize one more event, as usual they do it every year. The meetings were organized and everyone was assigned with the duties of the event. The day came, where everyone was excited to see the results of the event. But the serious issue was brought into notice to Vishwas and now he has to take up a wise decision. Keywords: CSR, E-Business, home decor, MNCs, pioneer, retail

INTRODUCTION Johnson Retails Pvt Ltd (JRPL) is one of the pioneers of Johnson Group of Companies in Goa which was established in the year 2005. James Johnson, the Founder and the Managing Director of the Johnson Group of Companies, established in the 1980s, has decided to set up the retail business aiming that the business house will provide the range of taste of different products to the Goan people. In the past years, when they had been organizing the events as a part of strategic plan for customer engagement, they are getting enough number of customers visiting the store and participating in the events. On 24 September 2018, there was a big chaos that occurred for the first time in the whole business career of JRPL. The managers were tightened-up very hard by the huge crowd of customers in the megastore and the reason for the issue was raised because of the ignorance of the manager approving the advertisement of the organized. The Brand Manager Vishwas Bhat had to take a wise decision to the causative act [1].

History of Johnson Group In the 1980s, Johnson Group was established by Peter Johnson, with a general store in Panaji, the heart of Goa. As the time elapsed, the number of stores increased to three, and by successive channelizing the business, they were able to manage to open the first mall in Margao, Goa. It grew and multiplied the profit for Johnson Group. In 2000, Johnson Group started with a drugstore and the business was expanded in each corner of the state. They became the largest importers for the brand like Ciba, Sandoz, Eil Lilly, Johnson & Johnson, and many more. 21 September 2002 was the dark night for the Johnson Group of Companies as Peter Johnson, the founder of the Johnson Group, had closed his eyes forever. Peter Johnson was known for his decisionmaking ability, network over the nation and optimum capacity utilization. The absence of such imperative leader has brought a devastating change to firm’s operations. As time passed, the second