RESEARCH PAPER
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STRATEGY TO REDUCE SPARE
PARTS INVENTORY IN STATE
TRANSPORT UNITS
SAIDAS R. KHORJUVEKAR,
DR. FILIPE RODRIGUES E MELO
RESEARCH SCHOLAR BHAGWANT UNIVERSITY, AJMER
SUBJECT :
ABSTRACT:
A huge amount of fund is blocked in Spare parts Inventory. Most of the
STUs are managed by State Government and “Play safe” tendency on the part of
the concerned officers piles up the spare parts inventory incurring heavy loss and
hidden cost to an organization. The paper suggests various techniques needs to be
implemented in spare parts management by STUs to control Inventory. Viz.
Standardization of list of spares to be stocked at Depot stores, setting up of
stocking levels, identification & disposal of unmoved , surplus and obsolete stock,
variety reduction by standardization of items etc.
1.
INTRODUCTION:
Most of the State passenger transport companies possess huge inventory
of spares. The excessive inventory acts as a parasite and affects the performance of
a company. It restricts an organization in investing funds in other profitable
operations. In order to ensure that the buses do not remain idle for want of spare
parts, a huge amount of spare parts inventory is stocked by State Transport Units
(STU). Many-a- times, these spares remain unmoved and block inventory which
results in unnecessary waste and huge loss to the STUs.
Majority of the State Transport Units (STU) are using combination of
TATA or Leyland buses for commuting passengers in their state. It is necessary for
them to provide reliable service to its passengers. In order to provide better
service, STUs have to carry out maintenance of the vehicles on time and keep the
buses in working condition and increase the availability of the buses for operations.
Spare parts inventory management plays an important role to improve upon the
availability of the buses for operation in STUs. Spare parts are defined as parts of
the machines which are kept as standby to be substituted when a part of a
machine breaks-down or worn out.
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2.
DIFFERENCE
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BETWEEN THE SPARE PARTS AND RAW MATERIAL
/ PRODUCTION
INVENTORY.
The raw material inventory or production items inventory can be planned based
on the quantum of Finished Goods to be produced. For example inventory for
production of cars etc. can be worked out based on the Bill of materials of the car
and number of cars to be manufactured. Whereas, in Spare-parts management,
the consumption of spare parts cannot be anticipated correctly. The consumption
of spares is uncertain and depends on various factors and it is difficult to forecast
the spares requirement. Therefore, it is very difficult to manage Spare parts
Inventory.
3: PROBLEMS IN SPARE PARTS MANAGEMENT:
The problems faced in Spare Parts management are listed below.
 There is uncertainty in consumption of spares and it is difficult to forecast the
future requirement of spares.
 A huge spare parts stock is maintained by the organizations resulting in blockage
of the working capital.
 The available literature is scanty and highly theoretical and deter the initiative of
a professional manager
 Managers are accountable for stock-outs and there is ‘Play safe tendency’
resulting in overstocking of spare parts
 There is no pressure or incentive to reduce high spare part inventories
 There is no clear-cut responsibility on Maintenance or Stores department for
holding high spare parts inventory.
 Spares are increasingly used with age of machine
 A spare part function is mostly neglected in the organization with little
importance is given by the Management to this area.
3.
STRATEGY TO REDUCE SPARE PARTS INVENTORY.
The various techniques used in reducing the spare parts inventory in
passenger transport organization are illustrated below by Ishikawa
diagram below.
STRATERGY - ACTION PLAN TO REDUCE INVENTORY
standardi sati on
of
the spares to be
stocked at depot
Preparing
unm oved item s
list
Deciding
Stocking norm s
for Major Assy.
Restricting new
item purchases
Disposal of
Obsol ete , unm oved
& surplus sstock
Reduced
Invetory of
spare parts
Total
Inventory of
spare parts
Setti ng up of
Stocki ng l evel
Preparing fast m oving
item list & review
of FM
& high value item stock
m onthl y
Preparation
of
surplus
stock
list
Standisation
item s
of
Scheduling supply of
spares at Right tim e
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3.1: Standardization of the Spares to be stocked at Depot level.
One of the major problems in spare parts management systems is the
absence of clear criteria on what to stock, when to stock and when not to stock.
The absence of any guidelines forces you to take an ad hoc and inconsistent
decision. This result in stocking an item that need not be stocked and the spares
you need to stock are not stocked. To avoid this you need to develop and
implement specific guidelines to aid decision making on what to stock.
Generally STUs carry out their vehicle maintenance activities at Depot and
Central workshop. The various maintenance activities carried out in STU can be
grouped as
i.
Daily Checking
ii.
Monthly Checking
iii.
Docking I etc.
The “Daily checking” and “Monthly checking” maintenance activity are
carried out at Depot and the Docking activities (major vehicle repairs) like engine
repairs , gear box repairs etc. are carried out at Central workshop of a STU. The
maintenance running repairs activities to be carried out at depot level can be
standardized. Hence the spares required to carry out these activities can be listed
and stocked at Depot stores. It is found that the number of items to be stocked
at the depot level can be limited to maximum 300 items like fan belt, seals,
grease nipples, etc instead of holding the stock of all the spares at Depot stores.
3.2: Setting up of the stocking levels.
Once the list of the spares to be stocked at Depot Stores and Central work shop
Store are finalized, the next step is to fix the stocking levels for the spares to be
stocked. The spares stocked at the Depot stores are decided based on the
maintenance activities carried out at Depot. These are fast moving items which
are required for running maintenance of the vehicles. Generally, it is found that
the stocking levels for the items to be stocked at Stores are not fixed or not taken
seriously by the management and adequate attention is not paid to this area.
The stocking levels for these fast moving spares is decided based on the
consumption of the spares .The data of the consumption pattern of these spares
is available with Stores. In order to have proper approach in controlling inventory
based on the stocking levels at the Depot stores & the Central stores can be fixed
as per the simple guide lines given below in the table. This can vary as per the
lead time required by the STUs and their conveniences.
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For Depot Stores:
Stock Level
Quantity
Minimum level
0.5 * AMC
Re-order Level
1.0 * AMC
Maximum Level
1.5 * AMC
AMC = Average Monthly Consumption
For Central Stores:
Stocking levels at the Central Stores can be further improved based on the
classification of an item into A, B or C Class item and lead time required to
procure the item.
Stock Level
A-Class
B-Class
C-Class
Min
0.5*LT*ADC
0.75*LT* ADC
2*LT* ADC
ROL
1.5*LT* ADC
1.75*LT* ADC
3*LT* ADC
Max
2*LT* ADC
2*LT* ADC
4*LT* ADC
LT= Lead time in number of days
ADC= Average Daily Consumption
3.3: Preparation of unmoved Items list for disposal
The criteria for unmoved or slow moving item depend upon the nature of
industry and the policy of the management. In STUs the spares which are not
moved over a period of 3 years can be considered as unmoved stock.
It is necessary that the spares available in stock are reviewed periodically. While
reviewing the stock, it would be noticed, that many spares remain unmoved due
to following reasons
i.
Wrong indenting by the user dept leading to wrong purchases.
ii.
Maintenance dept are not aware of the availability of items in the stores
dept and they manage the work without this item. These spares are mostly
desirable category items which do not affect the performance of the vehicle and
hence not replaced.
iii.
Major assemblies or Insurance spares ordered under fear of “stock-out”
and “play safe” tendency.
A list of unmoved spares should be prepared and forwarded to maintenance
department for further review and final list should be prepared of the quantity to
be disposed-off.
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3.4: Preparing list of Fast moving items & ABC Analysis for control and
reviews.
In spare parts management fast moving spares plays a very crucial role in
controlling inventory as well as providing better service to the user departments.
It is observed that no complaints are received from the user departments
regarding supply of spares if the continuous flow of fast moving spares is
maintained.
It is necessary to prepare a list of fast moving items and review the stock
of these spares every month. The delivery schedule of the spares which are
excess in stock can be postpone and the stock of the spares which are below
minimum level should be expedited. It is found that approx. 300 - 350 nos of fast
moving spares are available in Tata or Leyland vehicles.
Similarly, ABC classification of the items available in stock should be
carried out and the stock of A & B class items should be reviewed every month
for better inventory control.
3.5: Stocking major assemblies / Float aggregates
The major high value assemblies viz. Insurance spares, float aggregates
can be dismantled from the buses as a unit eg. Gear box, engines , fuel injection
pumps etc. These are removed from the buses after a specific number of hours of
operations ( kms travelled) or on its failure. These assemblies are sent for repairs
at Central workshop, where these are repaired and overhauled. These float
assemblies should not be stocked at stores. These assemblies should be kept as
“floats” in float section where the same are supplied to Depot against receipt of
old assemblies .
The number of float aggregate given to the Depot will depend upon the
volume of operations and average life of the aggregates.
The benefits of float assemblies are
i.
It reduces downtime of the buses.
ii.
The spares required for overhauling of the assemblies need not be
stocked at depot stores.
iii.
The stocking of the spares at various points is avoided and thus spares
inventory at Depot is reduced.
iv.
As the float aggregates overhauling job is entrusted only to Central
Workshop the quality of work is improved and hence better life could be
obtained from the aggregates.
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3.6: Preparation of list of Surplus spares:
When the quantity of an item is more than necessary to provide
adequate service to the maintenance or operations, the excess over the normal
requirement is said to be “Surplus” stock. It is found that many spares remain
surplus in the Stores due to reasons like, wrong indenting, change in
maintenance practice etc. Efforts should be made to disposed –off the surplus
stock and liquidate the same.
3.7: Restricting new item purchases
Many a times a new item is procured and stocked with anticipation that
the same would be required in future. It is necessary to restrict procurement of
new spares for stocking in the Stores unless it is justified as a vital or fast moving
spare. An item can be purchased as and when required to meet the urgent
requirement rather than stocking the same.
3.8: Scheduling supply of spares at right time
Right quantity at right time is a prudent way to control Inventory.
Purchase department plays a vital role in scheduling the supply of items. Many-atimes, suppliers do not supply materials as per the schedules given in the
purchase orders. This affects the inventory and leads to emergency purchases to
meet the urgency. It is therefore necessary to keep constant follow up with the
supplier to affect the supplies in time and control inventory.
3.9: Standardization of Items
Standardization of items is one of the mean of variety reduction and
inventory reduction. Instead of having ten different types of items, it is advisable
to standardize one type which will reduce the variety of items and thus reduce
inventory. The term standardization has wide meaning; here it is concerned with
the use of standard specifications and limiting sizes and types to minimum in
order to reduce varieties. The various categories of items which can be
standardized in STU’s are bulbs, glasses, grease nipples, split pins, fasteners,
spring leaves etc. It would be seen that more than 40-50% of the types of above
items stocked can be reduced by standardization.
3.10: Disposal of obsolete, unmoved and excess stock:
A spare part which cannot be used anymore due to change in the design
of the vehicle or machinery or change in the method of maintenance practices is
termed as obsolete spare. Obsolescence is one of the big problems in spare parts
management which blocks the inventory in spares. Therefore, it is necessary to
take timely action to avoid obsolescence. In order to avoid obsolescence, it is
necessary to provide following information to all concerned dept like
Maintenance, Purchase, and Stores etc. from time to time.
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i.
Any change in design of the assembly, vehicle or machines should be
communicated to all concerned indenting & user departments.
ii.
Information regarding purchase of new vehicle models and technical
change incorporated.
iii.
When old buses are sold, the specific spare parts procured for those
buses should be disposed-off along with the bus itself.
Many-a-time disposal of obsolete, excess or unmoved spares involves lot
of laborious documentation & justifications work. Also, the decision at higher
management levels to dispose-off unwanted items is delayed. In Government
organization the committee member are reluctant to approve the disposal of
spares due to audit queries like “why such items were procured if same were not
required” etc. deter the decision to dispose unmoved, surplus stock.
4.
Conclusion:
The implementation of above techniques of standardization of items to
be stocked at Depot level, setting up of the stocking levels, streamlining spare
parts indenting procedure, disposal of unmoved, excess & obsolete spares,
periodic review of stock, standardization of items for stocking etc will help the
organizations to reduce Spare parts Inventory drastically. The STUs and other
small operators should follow above techniques to bring down Inventory of Spare
part which is a wasteful expenditure to an organization.
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RESEARCH PAPER
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HUMAN RESOURCE ACCOUNITING
IN INDIAN INDUSTRIES
PROF. DR. FALGUN KANERIA
ASSISTANT PROFESSOR,SHRI PATEL KELAVANI MANDAL COLLEGE OF
TECH. & B.ED. COLLEGE ROAD, OPP. HAWELIWADI, JUNAGADH-362001
SUBJECT : COMMERCE
Keywords: Human Resource Accounting Model, Measurements of HRA, Methods
of Valuation of Human Assets, Advantages, Problems.
ABSTRACT:
Human Resource Accounting (HRA) involves accounting for
expenditures related to human resources as assets as opposed to traditional
accounting which treats these costs as expenses that reduce profit. Interest and
contributions to growth in HRA have been evident in a number of countries.
Since the beginning of globalization of business and services, human elements
are becoming more important input for the success of any corporate enterprise. It
helps the management to frame policies for human resources. Human resource
accounting is a process of identifying and measuring data about human resources.
Measurement of the investment in human resources will help to evaluate the
charges in human resource investment over a period of time. HRA is not a new
issue in the arena of business. Economists consider human capital as a production
factor, and they explore different ways of measuring its investment in education,
health, and other areas. Accountants have recognized the value of human assets
for at least 70 years.
INTRODUCTION
The past few decades have witnessed a global transition from manufacturing to
service based economies. Human elements are becoming more important input for
the success of any corporate enterprise. It helps the management to frame
policies for human resources. Human resource accounting is a process of
identifying and measuring data about human resources. It means accounting
for people as an organizational resource. It involves measuring the cost
incurred by an organization to recruit, select, hire, train and develop human assets
and also involves measuring the economic value of people in the organization. It
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is concerned with measurement of cost and value of people in the organization.
Human resource accounting (HRA) is one of the latest concepts adopted by Indian
companies in recent times. Most of the enterprises which follow HRA spare a
separate section in their annual reports for a detailed account of their human
resources. Human asset reporting in India usually includes a profile of human
assets, the compensation pattern, training and development, human asset
productivity, human asset value, and the total wealth of the organization. In every
business concern physical assets as well as human resources are required for its
success. Physical assets like plants, machinery, building etc. are unproductive
without human resources.
In the present context, most of the organizations have realized that human
resources are their most precious resources. Therefore, they have not only taken
measures to develop their human resources but also taken measures to value
these resources. This is happening throughout the world including India. Many
Indian companies have taken steps for the valuation of their human resources.
For example, Infosys Technologies valued its human resources in 1995-96
which was Rs. 184 crores, much more than the value of its physical assets of
Rs. 84 crores. Similarly, Balrampur, Chini valued its human resources at Rs.
10.43 crores and BPL Limited at Rs. 125.44 crores. There are numerous such
examples. Human resource accounting provides tools for valuation of human
resources and measures to take appropriate actions. Financial accounting has
developed various tools that largely measure activities and their results in
such areas as costs, profit, etc.; these do not make attempt to measure the
value of human assets, more important than financial assets, which make the
most difference in the ultimate results. In order to bridge this gap,
behavioural scientists have made attempts to measure the value of human
assets. An early attempt was made by Likert and Browers (1969). This attempt
was further extended by others to give some concrete shape which has
generated human resources / asset accounting. Flamholtz (1974), who has done
considerable work in the area of human resource accounting, has defined it as
follows:
“Human resource accounting is accounting for people as an organizational
resource. It involves measuring the costs incurred by business firms and other
organizations to recruit, select, hire, train, and develop human assets. It also
involves measuring the economic value of people to the organizations”.
American
Accounting
Association (1980) has defined human resource
accounting as follows: “Human resource accounting is the process of identifying
and measuring data about human resources and communicating this information
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to interested parties”
Thus, human resource accounting is primarily involved in measuring the
various aspects related to human assets. Its basic purpose is to facilitate the
effective management of human resources by providing information to acquire,
develop, retain, utilize, and evaluate human resources.
HRA – OBJECTIVES
The more specific objectives of human resources accounting are as follows:

To
provide
cost-value
data
for managerial decision regarding
acquiring, developing, allocating, and maintaining human resources so as to attain
cost-effective organizational objectives.
 To provide information to monitor the effectiveness of human resource
utilization.
 To provide information for determining the status of human asset whether it
is conserved properly; it is appreciating or depleting.
 To assist in the development of effective human resource management
practicesby classifying the financial sequences of these practices.
HRA - MEASUREMENTS
It is known facts that measurement is the process of representing
the properties or qualities of objects in numerical terms. But the biggest
challenge in HRA is that of assigning monetary values to different dimensions of
HR costs, investments and the worth of employees. The two main approaches
usually employed for this are:
COST APPROACH
It involves methods based on the costs incurred by the company, with
regard to an employee. Cost is a sacrifice incurred to obtain some anticipated
benefit or service. The various methods of measurements of costs and
valuation of human resources are Historical cost method, Replacement cost
method, Standard cost method, Present value of future earnings method,
Expected realisable value method and Economic value method.
ECONOMIC VALUE APPROACH
It includes methods based on the economic value of the human resources
and their contribution to the company’s gains. This approach looks at human
resources as assets and tries to identify the stream of benefits flowing from the
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asset. The value of an object, in economic terms is the present value of the
services that it is expected to render in future. The methods for calculating the
economic value of individuals are Lev and Schwartz (1971) model, Eric Flamholtz
(1974) model, Jaggi-Lau’s model. Of these Lev and Schwartz model become
popular. According to this model, the value of human capital represented by a
person of age is the present value of his remaining future earnings from his
employment. They have given the following formula for calculating the value of
an individual. According to this model, the value of human capital embodied in
a person who is ‘Y’ years old, is the present value of his/her future earnings
from employment and can be calculated by using the following formulaE (Vy) = ∑ T=Y Py (t+1) ∑ TI (T)/(I+R)t-y
Where,
E (Vy) = expected value of a ‘Y’ year old person’s human capital.
T = the person’s retirement age.
Py (t) = probability of the person leaving the organization.
I (t) =expected earnings of the person in period I
R = discount rate.
Most, companies adapt this model to their practical requirements
by making necessary alterations. For instance, different organizations use different
discount rates for ascertaining the present value of future cash flows.
Thus, the model identifies an individual’s expected economic value to the
organization to his future earnings for his remaining active service life. His future
expected income stream is discounted by an appropriate rate to arrive at the
present value of his services. Thus, the model identifies an individual’s
expected economic value to the organization to his future earnings for his
remaining active service life. His future expected income stream is discounted by
an appropriate rate to arrive at the present value of his services. Besides this
formula Dr. M. Singh (2008) has given his contribution is calculating present value
of human resources as follows:
PV (r) =
ESP Where,
PV (r) = present value of human asset.
RC = recruitment cost.
FC = familiarization cost.
DC = development cost. JC = job cost.
ESP = expected service period.
P(Le+Og) = probability for loss of efficiency of human resources and for outgoing
of the employees.
Human Resource Accounting model consists of two aspects namely:
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The investment made in human resources.
1.
The value human resource.
2.
As far as the statutory requirement go, the Companies Act, 1956 does
not demand furnishing of HRA related information in the financial statement
of the companies. The Institute of Chartered Accountants of India too, has not
been able to bring any definitive standard as measurement in the reporting
of human resource costs. But there is little organization, however, that does
recognize the value of their human resources and furnish the related
information in their annual reports. In India, some of the companies are:
Infosys, Bharat Heavy Electrical Limited (BHEL), Steel Authority of India Limited
(SAIL), Minerals and Metals Trading Corporation of India Limited (MMTC),
Southern Petrochemicals Industries Corporation of India, Associated Cement
Companies Limited, Madras Refineries Limited, The Hindustan Zinc Limited, The
Oil and Natural Gas Commission, The Cement Corporation of India Limited, etc.
METHODS OF VALUATION OF HUMAN ASSETS
There are a number of methods suggested for the valuation of human
assets. Many of these methods are based on the valuation of physical and
financial assets while others take into account human consideration. Major
methods of valuation of human assets are historical cost, replacement cost,
standard cost, present value of future earnings, and expected realizable value.
Historical Cost: Historical cost is based on actual cost incurred on human
resources. Such a cost may be of two types – acquisition cost and learning cost.
Acquisition cost is the expense incurred on recruitment, selection, and
placement. While calculating the cost of recruitment and selection, entire cost
is taken into consideration including incurred on those who are not selected.
Learning cost involves expenses incurred on training and development. This
method is very simple in its application but it does not reflect the true value
of human assets. For example, an experienced employee may not require
much training and, therefore, his value may appear to be low though his real
value is much more than what is suggested by historical cost method.
Replacement Cost: As against historical cost method which takes into account
the actual cost incurred on employees, replacement cost takes into account the
notional cost that may be required to acquire a new employee to replace the
present one. In calculating the replacement cost, different types of expenses are
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taken into account which may be in the form of acquisition and learning cost.
Replacement cost is generally much higher than the historical cost. For example,
Friedman (2000) has estimated that the replacement cost of an executive in
middle management level is about 1.5 to 2 times the current salary paid in
that position. Replacement cost is much better indicator of value of human
assets though it may present certain operational problems. For example, true
replacement of a person may not be found easily with whose cost whose cost
the valuation is done.
Standard Cost: Instead of using historical or replacement cost, many companies
use standard cost for the valuation of human assets just as it is used for physical
and financial assets. For using standard cost, employees of an organization are
categorized into different groups based on their hierarchical positions. Standard
cost is fixed for each category of employees and their value is calculated. This
method is simple but does not take into account differences in employees put
in the same group. In many cases, these differences may be quite vital.
Present Value of Future Earnings: In this method, the future earnings of various
groups of employees are estimated up to the age of their retirement and are
discounted at a predetermined rate to obtain the present value of such
earnings. This method is similar to the present value of future earnings used in
the case of financial assets. However, this method does not give correct value of
human assets as it does not measure their contributions to achieving
organizational effectiveness.
Expected Realisable Value: The above methods discussed so far are based on
cost consideration. Therefore, these methods may provide information for
record purpose but do not reflect the true value of human assets. As
against these methods, expected realizable value is based on the assumption,
and this is true also. That there is no direct relationship between costs
incurred on an individual and his value to the organization at a particular point of
time. An individual’s value to the organization can be defined as the present
worth of the set of future services that he is expected to provide during the
period he remains in the organization. Flamholtz has given the variables
affecting an individual’s expected realizable value (IERV): individual conditional
values and his likelihood of remaining in the organization. The former is a
function of the individual's abilities and activation level, while the latter
is a function of such variable as job satisfaction, commitment, motivation, and
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other factors as shown in the figure-1:
HRA – ADVANTAGES
Many organizations, particularly in the USA, are following the human
resource accounting approach. In our country, too, there is a need for
establishing systems which can generate monetary and non-monetary
information about human beings in the organizations, particularly about
managerial talents whose dearth is felt by business organizations. This is due to
the fact that human resource accounting offers following advantages:

It helps in giving valuable information to
the management for
effective planning and managing human resources.

It helps in measurement of standard cost of recruitment, selecting,
hiring, and training people and organization can select a person with
highest expected realizable value.

Human resource accounting can change the attitude of managers
completely, thereby; they would try to maximize the exempted value of human
resources and effective use of human resources in the organization.

It also provides necessary data to devise suitable promotion policy,
congenial work environment, and job satisfaction to the people.
HRA – PROBLEMS
There are certain operational problems in human resource
accounting because it attempts to measure intangibles. Therefore, subjective
factors may play crucial role. Thus, the major operational problems involved in
human resource accounting are of the following types:

There is no well-set standard accounting practice for measuring the
value of human resources. In the case of financial accounting, there are certain
specified standards which every organization follows. However, in the case of
human resource accounting there are no such standards.
Therefore,
various organizations that adopt human asset valuation use their own models.
With the result, value of human assets of two organizations may not be
comparable.

The valuation of human assets is based on the assumption that the
employees may remain with the organization for certain specified period.
However, this assumption may not hold true in today’s context because of
increased human resource mobility.

There is a possibility that human resource accounting may lead
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to the dehumanization in the organization if the valuation is not done
correctly or results of the valuation are not utilized properly.

There is also a possibility that trade unions may oppose the use of
human resource accounting. They may want party of wages/salaries with value
of employees.
However, many of these problems are of operational nature or if
attitudinal nature. These may be overcome by developing suitable organizational
climate and culture.
CONCLUSION
Human resource accounting provides information about the value of
human assets, which helps the top management to take decisions regarding the
adequacy of human resources. The concept of human resource accounting is yet
to gain momentum in India. For the betterment of the organizations, it is
necessary to evaluate the worth of human resources in a systematic manner and
record the information related to them in the financial statement of the
organization to communicate their worth time to time to the users of the
financial statement. When proper valuation and accounting of the human
resources is not done then the management may not be able to recognize the
negative effects of certain programmes, which are aimed at improving
profits in the short run. If not recognized on time, these programmes could
lead to a fall in productivity levels, high turnover rate and low morale of existing
employees. The HRA concept itself represents a new way of thinking about
people as assets. It has a great potential for future organization to
understand the value of human forces and the same should mentioned in the
financial statements.
REFERENCES
American Accounting Association (1980). Terms and Concepts in Accounts, New
York.
Brain Friedman (2000), “People Power”, Interview with The Economic Times,
April 7, p.2.
Eric G. Flamholtz (1974). Human Resource Accounting, Elcino, Cliff.: Dickenson
Publishing.
Lev. B. and Schwart. A. (1971). “On the use of the Economic concept of
Human Capital in Financial Statement, Accounting Review, January.
Parameswaram R., and Jothi K. (2005). “Human
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CHANGING BUYING
BEHAVIOUR OF CONSUMERS IN
INDIAN
BHUPENDRA JEEVABHAI CHAVDA
LECTURER IN MANAGEMENT, SHRI K.M. SAVJANI B.B.A. COLLEGE,VERAVAL
SUBJECT : MANAGEMENT
ABSRACT
The way Indian consumers are spending their money on various items
has changed in recent years. With the ever-increasing penetration of internet and
social media, the purchasing behavior of Indian consumers has changed
dramatically. Urbanization is taking place in India at a dramatic pace and is
influencing the life style and buying behavior of the consumers. The present study
is based on the perceptions, buying behavior and satisfaction of the consumers in
Indian market. The Indian consumers are noted for the high degree of value
orientation. India is a lucrative market even though the per capita income in India
is low and it remains a huge market, even for costly products. Consumer behavior is
complex and very often not considered rational. The recent trends which are found
in the Indian market are celebrity influence, online shopping, freebies and
popularity of eco-friendly products .
INTRODUCTION
With the ever-increasing penetration of internet and social media, the
purchasing behavior of Indian consumers has changed dramatically. The Indian
consumer market has higher disposable income the development of modern urban
lifestyles and an increase in consumer awareness have affected buyer behavior in
cities, towns and even rural areas. According to a 2007 report by McKinsey & Co.,
India is set to grow into the fifth largest consumer market in the world by
2025. In this scenario, creating consumer loyalty is now a whole new challenge.
These demographic shifts have also created the need for leaders who can keep
pace with change and identify with and predict future demand. The Indian
consumer story is one that has caught the attention of the rest of the world. Rising
incomes in the hands of a young population, a growing economy, expansion in the
availability of products and services and easy availability of credit all of this has
given rise to new consumer segments and a rising acceptability of debt, whether it
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is mobile phones, credit cards, apparel or organized retail, people clearly seem
to be spending more, particularly on discretionary items. And the consumer
seems to be everywhere, whether it is the large metros, the emerging new cities,
the small towns and even rural India. What has emerged in this consumer story is
the fact that there is much more homogeneity in the market than ever before;
for the first time some patterns have begun to emerge in consumer behavior.
The Indian consumer is also maturing fast and is upgrading within product
segments at a pace that consumer companies are struggling to keep up with. The
mobile phone category is a classic example, where individuals across segments
are constantly moving to the next price level as soon as they master the
technology of their current phone. There is a growing realization today that it is
easier to compete in the smaller towns because many of the big brands and their
marketing managers and sales teams don’t make the effort to travel there.
Another shift has been the changing dynamics of rural migration to urban centers.
RECENT TRENDS IN MARKETING STRATEGIES APPLICABLE AMONG INDIAN
CONSUMER
ONLINE SHOPPING: Currently, the most suitable marketing strategies applicable is
internet marketing because it has been seen that the Indian consumers are
buying products
through online for example
; greeting cards, clothes,
CDs/VCDs/DVDs, cassettes, books, magazines, medicine and educational material.
The
popular
online
shops
in
India
include:
www.flipkart.com,
www.snapdeaal.com,
www.amazon.com,
www.ebay.in,
www.shopping.rediff.com.
CELEBRITY INFLUENCE: This is an important tool which is able to influence Indian
consumer buying behavior. With the visual media becoming more popular the use
of celebrities in the TV media has increased. Celebrities create headlines. Their
activities and movements are being closely watched and imitated. It is not
surprising therefore that using celebrities in advertisements has become common
practice. In India especially, it is not difficult to look for the reasons as to why
companies are increasingly using celebrities. Consumers like advertisements more
if they are admirers of the celebrities in the advertisements. When people see their
favored reference group members or celebrities in the advertisements, they pay
more attention to them. Celebrities may also help reposition products.
QUALITY ORINTED OUTLET: Indian consumers looking for quality choose expensive
brands as they feel that price is an indicator of quality. However, in the absence of
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well known brands in selected product range, consumers are likely to take cues
from well established retail outlets hoping that these outlets carry quality products.
FREEBIES: Indian consumer buying behavior is influenced by freebies. Freebies are
consumer products given free as gifts for purchasing selected products above a
certain value. TVs, washing machines, refrigerators, and readymade clothes are
some of the product categories in which freebies are given to Indian consumers.
ECOFRIENDLY PRODUCTS: The environmental awareness in India has started
affecting marketing of products based upon their eco-friendliness. In general,
Indian consumers are likely to buy environmentally responsible products and
packs. The future key for marketing could be to select more ethical and ecological
responsible products and packaging, which is also convenient for consumers, thus,
balancing environmental concerns with commercial considerations. Consumers in
India are taking lead in prompting manufacturers to adopt technologies to produce
eco-friendly products.
CHANGING TRENDS IN INDIAN CONSUMER BEHAVIOUR BULK PURCHASING
Urbanization is taking place in India at a dramatic pace and is
influencing the life style and buying behavior of the consumers. The working
urbanites are depending more on fast and ready- to-serve food, they take less pain
in traditional method of cooking and cleaning. Bulk purchases from hyper stores
seem to be the trend these days, rather than frequent visits to the neighborhood
market/store/vendor.
TRENDY LIFE STYLE
The current urban middle and upper class Indian consumer buying behavior to a
large extent has western influence. There is an increase in positive attitude
towards western trends. The Indian consumer has become much more openminded and experimental in his/her perspective. There is now an exponential
growth of western trend reaching the Indian consumer by way of the media and
Indians working abroad. Foreign brands have gained wide consumer acceptance
in India, they include items such as; Beverages, Packed food, Ready to eat
food , Pre-cooked food, Canned food, Personal care products , Audio/video
products, Garment and apparel, Footwear , Sportswear, Toys and Gift items .
BUYER MARKET IN THE MAKING
The seller’s market is slowly moving towards becoming the buyers’
market. Since, India’s economic liberalization policies were initiated in 1991, many
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new product offerings have entered the Indian market and product variety has also
increased manifold. Import licensing restrictions are being eliminated and tariffs
significantly reduced and this has led to large range of consumer goods made
available in India. Indian consumers have always preferred foreign goods and with
the liberalization, they now have a choice of foreign products .
CONSUMER SPENDING BEHAVIOUR
The way Indian consumers are spending their money on various items
has changed in recent years. The share being spent on the basis (food and
beverages) are falling. Other items have increased in importance, for example,
medical and healthcare spending has increased from total expenditure over the
same period. Similarly spending on transport and communication has
increased .For urban India, per capita 30 days' consumer expenditure was split up
into food, and for non-food. Food expenditure includes cereals and cereal
substitutes, milk, milk products, vegetables, edible oil and others. Non-food
expenditure included fuel and light, and rest on clothing, footwear and on other
non-food expenditure. In India, the higher income group spends more amount of
their income on luxury gods and trendy products than fact moving consumer
products. The middle income group spends more on consumer expendables than
the rich.
CONCLUSION
Consumer behavior is complex and very often not considered rational.
A further challenge will be consumer personalities which differ across borders and
also between and within regions. The vulnerable consumer, who does not always
have access to the same number of choices as the average consumer, also needs to
be taken into account. From the market perspective, people of India comprise
different segments of consumers, based on class, status, and income. An
important and recent development in India’s consumerism is the emergence of the
rural market and market for eco-friendly products for several consumer goods.
Three-fourths of India’s population lives in rural areas, and contribute one-third of
the national income so it should not be avoided . India is a lucrative market even
though the per capita income in India is low and it remains a huge market, even for
costly products. The retailers should spend on online marketing during recession.
They should also indulge in cost cutting, reach their customers, target markets,
build long term relationships, available at all hours, low cost for inventory, and
increase sales promotion schemes. Lastly, creating value along with delivering
delight to the customer is what is most important. We live in a digital age and thus
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need to keep up with new trends in the social media. The Internet has become the
first medium in history to allow for complex interaction between networks of
people via Facebook and YouTube, amongst many more. In a constantly changing
society where citizens are more proactive and have better access to information,
and where new norms are created over time, many challenges evolve that we
need to keep up with for understanding our citizens.
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short novel had fifteen years of learning about men and fish and the sea
behind it and he had belayed writing because I did not think I could…
but I had good luck with this all the way and maybe I will have luck
again.”
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THE ANALYSIS BETWEEN HUMAN
RESOURCE INFORMATION AND
MANAGEMENT
HARDIK A. PANDYA
RESEARCH SCHOLAR RAI UNIVERSITY,AHMEDABAD
DR. S.O.KHANNA
RESEARCH GUIDE RAI UNIVERSITY,AHMEDABAD
SUBJECT :
Keywords: HRIS , MIS ,applications of MIS in HR
ABSTRACT
The purpose of writing this paper is to put light over the applications of
MIS used in HRIS and which can be explore in the certain way for research also.
Persistency of the organization, competitive advantage and realization of extra
profit, in contemporary environment, are directly connected with balance of the
resources available to the firm. One of the key issues of successful business is
human resource management and that process is under great influence of modern
information technology. Human Resources Information Systems (HRIS) are systems
used to collect, record, store, analyze and retrieve data concerning an
organization’s human resources, but it is not merely reduction of administrative
procedures. The importance of HRIS system is multifaceted, ranging from
operational assistance in collecting, storing and preparing data for reports,
simplifying and accelerating the processes and controlling the available data,
reducing labour costs for HR departments, and providing timely and diverse
information to the management of the company, based on which it is possible to
make quality strategic decisions related to human capital. The aim of this paper is
to highlight the importance of HRIS and to give a comprehensive insight of the
subject. Special focus in the paper will be on companies in Serbia, which have
started to apply this concept, but in most situations not widely, but just partially.
They must be aware that positive results can be expected only if this subject is
approached in the right way.
MANAGEMENT INFORMATION SYSTEM
MIS is an integrated information system, which is used to provide
management with needed information on a regular basis .
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The term system in MIS implies ORDER, ARRANGEMENT, and PURPOSE.
The information can be used for various purposes,
-strategic planning
-delivering increased productivity
-reducing service cycles
-reducing product development cycles
-reducing marketing life cycles
-increasing the understanding of customers’ needs
-facilitating business and process re-engineering.
MIS can also be used across the organization as an information utility to
-support policy making
-meet regulatory and legislative requirements
-support research and development
-support consistent and rapid decision making
-enable effective and efficient utilization of resources
-provide evidence of business transactions
-identify and manage risks
-evaluate and document quality, performance and achievements.
MAKING INFORMATION AVAILABLE
The availability of information is fundamental to the decision making process.
Decisions are made within the organization at
-STRATEGIC
-OPERATIONAL
-PROGRAMMES
-ACTIVITY LEVEL.
The information needs and decision making activities of the various levels of
management
SENIOR MANAGEMENT
Strategic business direction
-information for strategically positioning the organization
-competitive analysis and performance evaluation,
-strategic planning and policy,
-external factors that influence the direction
etc
MID LEVEL MANAGEMENT
Organizational and operational functions
-information for coordination of work units
-information for delivery programmes
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-evaluation of resources usage
-budget control
-problem solving
-operational planning
etc
MID LEVEL MANAGEMENT
Programme management within units
-information for implementing programmes
-information for managing programmes
-management of resources usage
-project scheduling
-problem solving
-operational planning
etc
LINE MANAGEMENT
Activity management
-information for routine decision making
-information for problem solving
-information for service delivery
etc.
MANAGEMENT SUPPORT SYSTEMS
The management oriented support systems provide support to
various levels of management.
Executive Information Systems allow executives to see where a problem
or opportunity exists.
Decision Support Systems are used by mid-level management to
support the solution of problems that require judgment by the problem solver.
Line Managers use Management Reporting Systems for routine operational
information.
FUNCTIONAL INFORMATION SYSTEMS
These include
-Accounting Information Systems
-Marketing Information Systems
-Enterprise Information Systems
-Decision Support Information Systems
-Executive Information Systems
-Quality Management Information Systems
-Manufacturing Information Systems
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-Financial Information Systems
-Human resource Information Systems
HRIS STAND FOR: HUMAN RESOURCE INFORMATION SYSTEM
Human Resources Management (HRM) is the attraction, selection,
retention, development, and utilization of labor resource in order to achieve both
individual and organizational objectives. Human Resources Information Systems
(HRIS) is an integration of HRM and Information Systems (IS). HRIS or Human
resource Information system helps HR managers perform HR functions in a more
effective and systematic way using technology. It is the system used to acquire,
store, manipulate, analyze, retrieve, and distribute pertinent information regarding
an organization’s human resources. A human resource information system (HRIS) is
a system used to acquire, store, manipulate, analyze, retrieve, and distribute
pertinent information about an organization’s human resources. The HRIS system is
usually a part of the organization’s larger management information system (MIS)
which would include accounting, production, and marketing functions, to name just
a few. Human resource and line managers require good human resource
information to facilitate decision-making.
APPLICATION OF HRIS
HRIS can be applied in the following areas of HRM:
HR planning
Succession planning
Work force planning
Work force dynamics analysis
Staffing
Applicant recruitment and tracking
Employee data base development
Performance management
Learning and development
Compensation and benefits
Pay roll
Job evaluation
Salary survey
Salary planning
International compensation
Benefits management
Develop innovative Org. Structure
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Develop IT
YEAR-2/ VOL.1/ISSUE-11/MAR.-2015/ISSN 2320 -7620
DIFFERENCE BETWEEN MIS (HUMAN RESOURCE) AND HRIS
MIS HR includes only
-HR STRATEGIC HR PLANNING
-HR PLANNING
-MANPOWER PLANNING
-SUCCESSION PLANNING
-COMPENSATION PLANS
-INDUSTRIAL RELATIONS PLANS
ETC
HRIS for various purposes
*HR STRATEGIC PLANNING
*human resource planning
*manpower planning
*job analyses
*job description
*job specification
*recruitment
*selection
*performance appraisal
*performance management
*training
*development programs
*career planning
*job rostering
*promotions
*career development
*succession planning
*job rotation
*job enrichment
*job multiskilling
*compensation planning
*compensation package development
*staff leave management
*termination records management
*international staff records
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STAFF INFORMATION
department,
job title,
grade,
salary,
salary history,
position history,
supervisor,
training completed,
special qualifications,
ethnicity,
date of birth,
disabilities,
veterans status,
visa status,
benefits selected,
*promotions
*career development
*career management
*succession planning
*job rotation
*labor relations
*compensation planning
*compensation package development
*staff leave management
*termination records management
*employee communication
*international staff records
*payroll records
*pension management
*health & safety records
MIS applications in HR:
Arun Mohan Athira Anand Athul B Belli P K Bijoy Baby Bobin Chandra
2013 MIS applications in HR
Introduction:
Introduction The Management Information System is a collection of men,
tools, procedures and software to perform various business tasks at various levels
in the organization Many organizations have separate MIS departments which are
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involved in maintaining records, performing transactions, report generations and
consolidation of the important information which will be supplied to the various
levels of the management.
PowerPoint Presentation:
0)MIS primarily serves the functions of controlling and decision making at the
managerial level. 0)MIS has three basic levels: >operational , > middle management
> top management where the information is passed from bottom to top . 0) Right
information at right time in right format will decide the managements’ Human
resource decisions
MIS definition:
MIS definition The MIS is defined as an integrated system of man and machine for
providing the information to support the operations, the management and the
decision making function in the organization
Features of HRIS:
Features of HRIS In any organization managers will have varieties of task to
manage. MIS is mainly designed to take care of the needs of the managers in the
organization Information is available in abundance. HRIS aids in integrating the
information generated by various departments of the organizations. MIS as a
system can be broken down into sub system; each sub system may be
programmed. This results in easy access of data, accuracy of data and information.
It helps in maintaining the consistency of data
Need for HRIS:
Need for HRIS Large amount of data and information to be processed. Project
based work environment. Employee empowerment. Increase of knowledge
workers & associated information. Learning organization
Applications:
Applications Payroll Time and attendance Appraisal performance Recruiting
Performance record Scheduling Absence management
ARS:
ARS The main objective of Attendance Recording System (ARS) is to ensure that the
attendance (i.e. presence or absence) of employees is accurately recorded and
reported for computation of payable days, overtime hours, festival allowances and
payable ESI contributions etc
Responsibilities of ARS:
Responsibilities of ARS Establish an efficient workflow process for attendance
authorization. 2. Integrate time and leave data with HR, payroll and ERP systems, or
to APIs for electronic processing. 3. Ensure accurate and consistent implementation
of pay and leave policies. 4. Quickly and simply request leave or other scheduled
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absences. 5. Receive automatic notification of leave balances, as well as available
vacation and personal time, sick days and other leave benefits.
Benefits of HRIS:
Benefits of HRIS Faster information process, Greater information accuracy,
Improved planning and program development, and Enhanced employee
communications
Limitations of HRIS:
Limitations of HRIS Lack of management commitment No or poorly done needs
analysis Failure to keep project team intact Failure to involve / consult significant
groups Lack of communication Bad timing (time of year and duration)
HRIS software:
HRIS software Abra Suite: for human resources and payroll management ORACLEHRMS : Oracle iRecruitment , Oracle Self-Service Human Resources, Payroll, HR
Intelligence, Oracle Learning Management, Oracle Time and Labor PEOPLESOFT :
Enterprise eRecruit , Enterprise Resume Processing, Enterprise Services
Procurement, Workforce Planning, Warehouse SAP HR : Human Capital
Management (HCM) for Business, All-in-One: Rapid HR, SPECTRUM HR : iVantage ®
and HRVantage ®. iVantage is a Web-based HRIS product designed for
organizations with up to 10,000 employees.
MIS Designed for Attendance Capturing & Recording System:
MIS Designed for Attendance Capturing & Recording System
PowerPoint Presentation:
During the processing of punched data the processed data is to be transferred in
the database During the processing of punched data the processed data is to be
transferred in the database After transferring of processed data into the monthly
attendance database we can perform various operations on it i.e . 1. Getting daily
attendance of employee according to their unit on which they are working. 2.
Getting attendance of employee in a range. 3. Getting monthly attendance of
employee.
Reports :
Reports The reports which are used by top management are generated from the
above MIS like Monthly Attendance, Card Replacement, Sick Report, and Monthly
Voucher Correction which are submitted to HR Manager and he takes proper
decisions related with Attendance Capturing & Recording
REFERENCES
Kavanagh, M.J, Mohan, T. (2009), Human Resource Management – Basics,
Applications and Future
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Directions, Sage
Kovach, K.A, Hughes, A.A, Fagan, P, Maggitti, P.G. (2002), „Administrative and
Strategic Advantages
of HRIS“, Employment Relations Today, Vol. 29, Issue 2
Mayfield, M, J. Mayfield, S. Lunce, (2003), Human Resource Information Systems: A
Review and Model
Development, Advances in Competitivness Research, Vol. 11, Issue 1
Milašinovic, S. (2010) „Optimizacija informacionih sistema korišcenjem Cloud
Computing rešenja“,
Savetovanje ZITEH 10 – Zloupotreba informacionih sistema i zaštita, Beograd
Nuasair, K.K., Parsa, H.G. (2007) „Critical Factors in Implementing HRIS in
Restaurant Chains “,
Advances in Hospitality and Leisure, Vol. 3, ed. Joseph S. Chen, Elsevier, UK
Venkateswaran, N. (2007) e-HRM, Department of Management Studies Panimalar
Engineering College
Chennai, available on:
ttp://www.indianmba.com/Faculty_Column/FC555/fc555.html
Vujovic, S. (2005), Informacioni sistemi u poslovanju i menadžmentu, Slobomir P
Univerzitet,
Republika Srpska
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g/amI` kNyaAaenI ]Ccix9`nI
smSyaAaena Aiwp/ayaenae
AWyas
Qyait bI.p3el
[.ip/NsIpal - 7I Aar.je.p3el kaelej Aaef Aejyukexn, plasr
SUBJECT : EDUCATION
: - p/Stavna :S#aIAaenI xikt Ane sam$yR, t4a smajma> iviv2 9e#aaema>
S#aIAaena S4annI vatae S#aIAaenI j klme p/g3 4ay tae kevu> ?
ÉÑÑÈ nu> v8R bailka v8R trIke smg/ iv&vma> pUra
#a#ma#4I ]jvayu>. rÈÈÉ nu> v8R S#aI sxiktkr` v8R trIke ]jvayu>. smg/
iv&vna smaje S#aIAaenI Vyiktta, AenI xiktne SvIkarvanae smy pakI
gyae 0e. smg/ iv&vnI s>Sk<tInI Aa2arxIla narI xikt 0e.
Aaje S#aI ke5v`I v2I 0e Ae saru> pasu> 0e p` Ae sa4e bI=
Anek p/&nae p` }wa 4ay 0e. g/amI` samaijk ma5qama> S#aIAe shayk
bnvanu> haey 0e. nanI ]>>mr4I 6rkam krvanu> haeva4I kNyaAaene
ix9` pa05 smy m5tae n4I. Aa4I g/amI` smudayma> S#aIAaema>
Vyapk inr9rta, A2vCce4I xa5a 0aeDI devI, ]Ccix9`nae Awav vgere
smSyaAae v2u =eva m5e 0e. ]Ccix9`na @yeyea Ane Ag/taAaene sf5
bnavvama> ku3u>bnu> =e[Ae tevu> yaegdan n4I. g/aMy ivStarnI
kNyaAaena ke3lak Aixi9t mata-ipta ix9`nI VyvS4a sa4e =`e kae[
s>b>2 2ravta n haey tevu> =eva m5e 0e. bIju> ke3lIk samaijk
pr>MpraAae jevI ke nanI ]>mre lGn, g<ih`I trIkenI wUimkane j Apatu>
p/a2aNy kNyaAaene ]Ccix9` leta> raeke 0e. pir`ame kNyaAaema>
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AekvIsmI sdI Ae kaeMPyu3r yug 0e. iv)an Ane ]·aegaeAe
wrelI mae3I hr`fa5 Aap`a +vn pr Asr kre 0e. p/Tyek yug nvae yug 0e.
ne pDkaraenae p` yug 0e.
Mihla sxiktkr` inimte kNyaAaena ]Ccix9` s>dwRma> Ae3lu>
j½r khI xkay ke ix9` Ae mihlaAaene temna mnps>d 9e#ama> @yey,
isi@2 Ane sf5ta p/aPt krvanI Ane temnama> iv&vas jgavIne temne
Svavl>bI bnavvanI cavI 0e.
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sixktkr`nI ra*§IynIitma> j`avayu> 0e ke kNyaAaena ix9` p/vex,
temj ix9`nI gu`vta su2arva qas pgla> wraxe. ]Ccix9`ma> kNyaAaene
pDta ga5ane 63aDva pr @yan keiN¸t krxe.
s>xae2ke mihla sxiktkr`ne @yanma> raqIne g/amI`
kNyaAaena ]Ccix9`nI smSyaAae ivxe AWyas kyaRe 0e.
:- smSya ix8Rk Ane smSya k4n :“g/amI` kNyaAaenI ]Cc ix9`nI smSyaAaena Aiwp/ayaenae AWyas”
“Opinian of the Rural Higher Edcuation Study in Girls Problems”
p/Stut s>xae2n g/amI` kNyaAaenI ]Ccix9`nI smSyaAae =`va ma3e
ha4 2rvama> AaVyu> 0e.
:- s>xae2nna hetuAae :ÜÉÝ “g/amI` kNyaAaenI ]Cc ix9`nI smSyaAaena Aiwp/ayae” me5vva
Aiwp/ayavilnI rcna krvI.
ÜrÝ “g/amI` kNyaAaenI ]Cc ix9`nI smSyaAea =`va ma3e g/amI`
kNyaAaena Aiwp/ayae me5vva.
:- s>xae2nna p/&nae :ÜÉÝ g/amI` kNyaAaenI ]Cc ix9`nI smSyaAae A>ge g/amI` kNyaAaena
Aiwp/ayae =`va ?
ÜrÝ g/amI` kNyaAaenI ]Cc ix9`ma> k[ smSyaAea 0e te =`vI ?
:- s>xae2nnu> mhTv :p/Stut s>xae2nnu> mhTv nIce p/ma`e 0e.
ÜÉÝ g/amI` kNyaAaenI ]Cc ix9`nI smSyaAae =`I xkaxe.
ÜrÝ g/amI` kNyaAaene ]Cc ix9` me5vva ma3e p/aeTsaiht krI xkaxe.
ÜËÝ g/amI` kNyaAae paetanI [C0a p/ma`e ]Ccix9` me5vI xkxe.
ÜÌÝ g/amI` kNyaAaene ]Ccix9` ma3e yaeGy magRdxRn p/aPt 4xe.
:- s>xae2nnI myaRdaAae :p/Stut s>xae2nnI myaRdaAae nIce p/ma`e 0e.
ÜÉÝ gujrat rajyna pa3` ijLlanI 7I Aar.je.p3el kaelej Aaef Aejyukexn,
plasr purtu> myaRidt 0e.
ÜrÝ Aa AWyas 7I Aar.je.p3el kaelej Aaef Aejyukexn, plasrnI rÍ g/amI`
talIma4IR bhenae purtu> myaRidt 0e.
:- s>xae2nna p/kar :VIEWOF SPACE : INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF APPLIED RESEARCH
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s>xae2nna muQy #a` p/kar 0e.
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0e.
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p^6itnae ]pyaeg krvama> AaVyae 0e. Aa4I Aa s>xae2n svRe9` p^6it
¹ara ha4 2rvama> Aave 0e.
:- Vyapiv&v Ane indxR :pStut s>xae2nma> Vyayiv&v trIke gujrat rajyna pa3` ijLlanI 7I
Aar.je.p3el kaelej Aaef Aejyukexn, plasr Ae Vyapiv&v 0e Ane rÍ g/amI`
talIma4IR kNyaAae Ae indxR 0e.je shetuk p^6it ¹ara ps>d krvama>
AavI 0e.
s>xae2n ]pkr` :p/Stut s>xae2nma> Aiwp/ayae me5vvana haeva4I s>xea2ke
Svrict Aiwp/ayavilnae ]pyaeg kyaRe 0e. Aa Aiwp/ayavilma> rr iv2anae
mUkel 0e. Aa Aiwp/ayavil s>mt, As>mt Ane t3S4 Aeva i#aib>dune
^yanma> raqIne bnavvama> AavI 0e.
:- maihtInu> Aek#aIkr` :p/Stut s>xae2nma> s>xae2ke maihtI Aek#aIkr` krva ma3e
Svrict Aiwp/ayavilnae ]pyaeg kyaRe 0e. s>xae2ke nmUna trIke ps>d
krel g/amI` kNyaAae pase4I Aiwp/ayavil wravIne Aek#aIt krI 0e.
:- maihtInu> p<$4kr` :VIEWOF SPACE : INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF APPLIED RESEARCH
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p/Stut s>xae2nama> s>xae2ke ]pkr` trIke Aiwp/ayavilnae
]pyaeg kyaRe haeva4I drek iv2annI sa4e ke3la Aiwp/ayae s>mt 0e,
ke3la Aiwp/ayae As>mt 0e Ane ke3la Aiwp/ayae t3S4 0e te =`va
ma3e gu`a>kn krIne 3ka Ü%Ý xae2vama> AaVya 0e.
:- s>xae2nna tar`ae :g/amI` kNyaAaenI ]Ccix9`nI smSyaAae A>ge s>mt Aiwp/ay
Aapnar kNyaAaenI 3kavarI ÎÑ.ÐÉ % 0e. jyare As>mt Aiwp/ay Aapnar
kNyaAaenI 3kavarI rÌ.ÑÉ % 0e Ane t3S4 Aiwp/ay Aapnar kNyaAaenI
3kavarI Í.rÏ % 0e. Aa pir`amne Aa2are s>xae2nna tar`ae nIce mujb 0e.
ÜÉÝ g/amI` kNyaAaenI ]Cc ix9`nI smSyaAaema> s>mt Aiwp/ay
Aapnar kNyaAaenI 3kavarI ÎÑ.ÐÉ 3ka 0e. je smSya dxaRve 0e.
ÜrÝ g/amI` kNyaAaenI ]Cc ix9` A>ge Aai4Rk, samaijk smSyaAae
=eva m5I 0e.
ÜËÝ g/amI` kNyaAaene ]Ccix9` me5vva ma3e Ap-Da]nnI smSyaAae
=`va m5I.
ÜÌÝ smajna ½i!cuSt irva=ene kar`e g/amI` kNyaAaene ]Ccix9`ma>
smSyaAae nDe 0e.
ÜÍÝ g/amI` kNyaAaene ]Ccix9` me5vva ma3e Aai4Rk babt jvabdar
=eva m5I.
ÜÎÝ g/amI` kNyaAaenae ]Ccix9` A>ge =g<ktanae Awav =eva m%yae.
:- s>dwRsUic :ÜÉÝ ravl, DaR.c>i¸ka Ane 2/uv, DaR.xEl=. ÜrÈÈrÝ, narIVy4a.Üp/4m
Aav<itÝ,Amdavad : pa&vR piBlkexn.
ÜrÝ xah, DaR.wanumit Ane k>pnIvala, DaR.frIda.ÜrÈÈrÝ, S#aI
s>Sk<itnI Aa2arixla. Üp/4m Aav<itÝ,Amdavad : pa&vR piBlkexn.
ÜËÝ ]ca3, DI.Ae.ÜrÈÈÈÝ, s>xae2nnI ivix*3 p^6itAae. Üp/4m
Aav<itÝ,rajkae3 : saEra*§ yuinvisR3I.
ÜÌÝ xah, DI.bI.ÜrÈÈÌÝ, xE9i`k s>xae2n. Üp/4m Aav<itÝ,Amdavad :
yuinvisR3I g/>4 inmaR` baeDR, gujrat rajy.
ÜÍÝ kDIkr, yxv>t.ÜrÈÈÉÝ narI cetna. Üp/4m Aav<itÝ,Amdavad :
pa&vR piBlkexn.
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g/amI` kNyaAaenI ]Ccix9`nI
smSyaAaena Aiwp/ayaenae
AWyas
lta Ae.p3el
A^yapk - 7I Aar.je.p3el kaelej Aaef Aejyukexn, plasr
SUBJECT : EDUCATION
: - p/Stavna :“S#aI Aek manvI 0e Ane S#aIna Ai2karae manvAi2karae 0e”
S#aIAaena manv Ai2karaene sm4Rn Aapva v8R rÈÈÉ ne “mihla
sxiktkr` v8R” (Women Empowerment ) trIke }jva[ gyu> 0e.Ae dexna
ivkas ma3e sImaichn½p saibt 4yu>. Aaje b>2ar` kayda, ix9`, Aai4Rk
tk, p>caytI raj Ane ra*§Iy nIit ¹ara mihla sxiktkr`ne p/a6aNy Apa[ rHyu>
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0e. Ae ma3e Aap`e gaErv levu> =e[Ae. pr>tu bI+ baju S#aIAaenI
Anekiv2 smSyaAae v2tI g[ 0e.
‘S#aI smSyaAae’ Ae nvI 63na n4I. ku3u>b Ane ku3u>b bhar
p/Ty9 Ane prae9 rIte S#aIAae Anekiv2 smSyaAaenae waeg bne 0e
S#aIAae xarIirk, manisk, sa>veigk, =ity Ane Aai4Rk smSyaAae4I
pIDatI haey 0e. jema> S#aIne Aek manv trIke nih p` ‘S#aI’ trIke
=evama> Aave 0e Aana ma3e Aap`u> ipt<s|ak ma5qu>, ½i!vadI smaj
VyvS4a, S#aI – puru8nI Asmanta, s|a Ane tabedarIna s>b>2ae vgere
jvabdar 0e.
[ithas dxaRve 0e ke smaj Ane ra*§na ]T4anma> Anek wartIy
narIAaeAe yaegdan Aapel 0e pr>tu vtRman smyma> narI xae8`,
Apman jevI Anekiv2 smSyaAaenae ixkar bnI g[ 0e. b>2ar`e S#aIne
tena manvIy Ai2karae AaPya 0e. Aap`e smajna saE kae[na shyaeg4I
‘S#aI’ ne saca A4Rma> sm+ manvIy Vyvhar daqvIye. S#aIne Aena
manvIy Ai2karae4I =g<t krI dexnI ivkasl9I p/v<itma> shyaegI bnIAe
taej Aap`e “mihla sxiktkr`” ne p/aeTsahn AapI xkIxu> Ane dexna
ivkasma> p` fa5ae AapI xkIxu>.
s>xae2ke mihla sxiktkr`ne @yanma> raqIne mihlaAaenI
smSyaAae ivxe AWyas kyaRe 0e jenu> ix8Rk Aa p/ma`e 0e.
:- smSya ix8Rk Ane smSya k4n :“smajma> Vyavsaiyk mihlaAaenI smSyaAaena Aiwp/ayaenae
AWyas”
“The Opinian of the Social Professionalism Study in Women Problems”
p/Stut s>xae2n smajma> Vyavsaiyk mihlaAaenI smSyaAae =`va
ma3e ha4 2rvama> AaVyu> 0e
:- s>xae2nna hetuAae :ÜÉÝ “smajma> Vyavsaiyk mihlaAaenI smSyaAaena Aiwp/ayae”
me5vva Aiwp/ayavilnI rcna krvI.
ÜrÝ “smajma> Vyavsaiyk mihlaAaenI smSyaAae”
=`va ma3e
Vyavsaiyk mihlaAaena Aiwp/ayae me5vva.
:- s>xae2nna p/&nae :ÜÉÝ smajma> Vyavsaiyk mihlaAaenI smSyaAae A>ge Vyavsaiyk
mihlaAaena Aiwp/ayae =`va ?
ÜrÝ smajma> Vyavsaiyk mihlaAaenI k[ smSyaAae 0e te =`vI ?
:- s>xae2nnu> mhTv :VIEWOF SPACE : INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF APPLIED RESEARCH
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p/Stut s>xae2nnu> mhTv nIce p/ma`e 0e.
ÜÉÝ smajma> Vyavsaiyk mihlaAaenI smSyaAae =`I xkaxe.
ÜrÝ smajma> Vyavsaiyk mihlaAaene yaeGy drj=e p/aPt 4xe.
ÜËÝ smajma> S#aI ivrae2I p9patI vl`ae dUr krI xkaxe.
ÜÌÝ smajma> S#aIAae pr 4ta ATyacarne dUr krI xkaxe.
ÜÍÝ Aa s>xae2nna tar`ae smajma> Vyavsaiyk mihlaAaena
sxiktkr`ma> mdd½p bnxe.
:- s>xae2nnI myaRdaAae :p/Stut s>xae2nnI myaRdaAae nIce p/ma`e 0e.
ÜÉÝ gujrat rajyna pa3` ijLlanI Vyavsaiyk mihlaAae pUrtu> myaRidt 0e.
ÜrÝ Aa AWyas rÍ Vyavsaiyk mihlaAae pUrtu> myaRidt 0e.
:- s>xae2nnae p/kar :s>xae2nna muQy #a` p/karae 0e.
ÜÉÝ xaS#aIy s>xae2n
ÜrÝ Vyvharu> s>xae2n
ÜËÝ ik/yaTmk
s>xae2n
p/Stut s>xae2nma> svRe9` p^6itnea ]pyaeg krvama> AaVyae
haeva4I Aa s>xae2n Vyvharu p/karnu> s>xae2n 0e. Aa s>xae2n
kayRna tar`ae Ane pir`amaenae ]pyaeg Vyvharu babtma> 4tae
haeva4I te Vyvharu p/karnu> s>xae2n 0e.
:- s>xae2n p^6it :xE9i`k s>xaee2nma> nIcenI p^6itAaenae ]pyaeg krvama> Aave 0e.
ÜÉÝ AEithaisk s>xae2n p^6it
ÜrÝ v`RnaTmk s>xae2n p^6it
ÜËÝ p/ayaeigk s>xae2n p^6it
p/Stut s>xae2nma> v`RnaTmk s>xae2n p^6itnI svRe9`
p^6itnae ]pyaeg krvama> AaVyae 0e. Aa4I Aa s>xae2n svRe9` p^6it
¹ara ha4 2rvama> AaVyu> 0e.
:- Vyapiv&v Ane indxR :pStut s>xae2nma> Vyayiv&v trIke “gujrat rajyna pa3`
ijLlanae” smavex krvama> AaVyae 0e. jyare nmUna trIke pa3` ijLlanI
rÍ Vyavsaiyk mihlaAaenI shetuk p^6it ¹ara ps>d krvama> AavI 0e.
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p/Stut s>xae2nma> Aiwp/ayae me5vvana haeva4I s>xa2ke
Svrict Aiwp/ayavilnae ]pyaeg kyaRe 0e. Aa Aiwp/ayavilma> rÍ iv2anae
mUkel 0e. Aa Aiwp/ayavil s>mt, As>mt Ane t3S4 Aeva i#aib>dune
^yanma> raqIne bnavvama> AavI 0e.
:- maihtInu> Aek#aIkr` :p/Stut s>xae2nma> s>xae2ke maihtI Aek#aIkr` krva ma3e
Svrict Aiwp/ayavilnae ]pyaeg kyaRe 0e. s>xae2ke nmUna trIke ps>d
krel Vyavsaiyk mihlaAae pase4I Aiwp/ayavil wravIne maihtI Aek#aIt
krI 0e.
:- maihtInu> p<$4kr` :p/Stut s>xae2nma> s>xae2ke ]pkr` trIke Aiwp/ayavilnae
]pyaeg kyaRe haeva4I drek iv2annI sa4e ke3la Aiwp/ayae s>mt 0e,
ke3la Aiwp/ayae As>mt 0e Ane ke3la Aiwp/ayae t3S4 0e te =`va
ma3e gu`a>kn krIne 3ka Ü%Ý xae2vama> AaVya 0e.
:- s>xae2nna tar`ae :smajma> Vyavsaiyk mihlaAaenI smSyaAae A>ge s>mt
Aiwp/ay Aapnar mihlaAaenI 3kavarI ÎÉ.ÎÈ % 0e. jyare As>mt Aiwp/ay
Aapnar mihlaAaenI 3kavarI ËË.ÌÌ % 0e Ane t3S4 Aiwp/ay Aapnar
mihlaAaenI 3kavarI Ì.ÑÎ % 0e. Aa pir`amne Aa2are s>xae2nna tar`ae
nIce mujb 0e.
ÜÉÝ smajma> Vyavsaiyk mihlaAaenI smSya A>ge s>mt Aiwp/ay
Aapnar mihlaAaenI 3kavarI ÎÉ.ÎÈ 3ka 0e. je mihlaAaenI smSyaAae
dxaRve 0e.
ÜrÝ smajma> Vyavsaiyk mihlaAaenI samaijk, kaE3u>ibk smSyaAae
=`va m5I 0e.
ÜËÝ smajma> S#aI – puru8nI Asmanta =`va m5I 0e.
ÜÌÝ smajma> Vyavsaiyk mihlaAaene yaeGy drj=e Aapvama> Aavtae
n4I te =`va m%yu> 0e.
ÜÍÝ smajma> S#aI ivrae2I p9patI vl`ae =eva m%ya 0e.
ÜÎÝ mihlaAaenI smSyama> inr9rta, 2aimRk A>27^6a Ane ½i!vadI
smajVyvS4a =eva m5I 0e.
:- s>dwRsUic :ÜÉÝ ]ca3, DI.Ae.ÜrÈÈÈÝ, s>xae2nnI ivix*3 p^6itAae. Üp/4m
Aav<itÝ,rajkae3 : saEra*§ yuinvisR3I.
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ÜrÝ xah, DI.bI.ÜrÈÈÌÝ, xE9i`k s>xae2n. Üp/4m Aav<itÝ,Amdavad :
yuinvisR3I g/>4 inmaR` baeDR, gujrat rajy.
ÜËÝ xah, DaR.wanumit Ane k>pnIvala, DaR.frIda.ÜrÈÈrÝ, S#aI
s>Sk<itnI Aa2arixla. Üp/4m Aav<itÝ,Amdavad : pa&vR piBlkexn.
ÜÌÝ kDIkr, yxv>t.ÜrÈÈÉÝ narI cetna. Üp/4m Aav<itÝ,Amdavad :
pa&vR piBlkexn.
ÜÍÝ ravl, DaR.c>i¸ka Ane 2/uv, DaR.xEl=. ÜrÈÈrÝ, narIVy4a.Üp/4m
Aav<itÝ,Amdavad : pa&vR piBlkexn.
:+L lX1F6GF C[T]VM VG[
ALPV[0P SM,[HGF
TF,LDFYL"VMGF 5|lTEFJMGM
VeIF;
CHAUHAN ATULBHAI B.
I/C. PRINCIPAL,SHREE SHANKAR COLLEGE OF EDUCATION, MANUND
SUBJECT : EDUCATION
;FZF\Xo
DFGJ ;\:S'lTGL pt5lT Y. tIFZYL :+LG]\ V[S VFUJ]\ :YFG K[P
:+LG[ XlST :J~5[ HF[JFDF\ VFJTL CTLP:JI\ A|CDF4 lJQ6]4 DC[X[ 56
:+L XlSTGL p5F;GF SZL K[P ;DIF\TZ[ 5]Z]QF5|WFG ;DFH[ :+LGL
Al,NFGJ'lTG[ SDHF[ZL ;DHLG[ :+LG[ ;TFJJFGF 5|ItGF[ SIF" K[P :+LG[
5F[TFGL V\UT DFl,SLG\] ;FWG U6L VtIFRFZ X~ SIF" K[P V[G[F AN,F[
;DFHG[ D?IF[ 56 K[P H[DS[4 ;LTFHLG[ ;TFJJFYL ;D:T ZFJ6S]/GF[
GFX4 N=F{5NLGL ;TFD6LYL ;D:T SF{ZJS]/GF[ GFXP VFD4 I]U[vI]U[
:+L XlSTG[ VA/F GFZL ;DHLG[ VFRZ[,F N]ZFRFZF[GF[ AN,F[ TF[
;DFHG[ D?IF[ H K[P V[DF\ SF[. A[ DT GYLP T[D KTF\ 5]Z]QF5|WFG
;DFH[ :+L VJU6GF RF,] H ZFBLP
1. 5|:TFJGF o
;\XF[WG V[ CSLSTF[GF[ V[S J{7FlGS VeIF; K[P HF[ lGl`JT
VG[ jIJl:YT VFIF[HG G CF[I TF[ ;\XF[WGSFI"GL l:YlT GFlJS lJGFGF
GFJ H[JL YFI K[P VFIF[HGG[ ,LW[ ;\XF[WGGF[ ;DU| SFI"S|D
5|EFJXF/L AGL HFI K[P VFIF[HG ;\NE"[ SF[.V[ SCI]\ K[ S[4 VFIF[HG
V[ V[S ;FWG K[4 ,1I GYLP .rKFVF[G[ HFU'T SZ[ K[P 5lZJT"G S[JL
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ZLT[ ,FJL XSFI T[G]\ VFIF[HG V[S jI}CZRGF K[P T[YL :+L lX1F6 lJX[
T[GL 5|UlT lJX[ :+LGM ;DFHDF\ 5lZJFZ S[ S]\8]\ADF\ XM OF/M K[P
T[DH CF,DF\ T[GL X]\ 5lZl:YlT K[PVF AWL AFATM 5|tI[ ;\XMWSG]\
wIFG UI]\ VG[ T[YL ;\XMWS[ VF ;D:IF 5;\N SZLP
2. ;D:IF lJWFG o
:+L
lX1F6GF
C[T]VM
VG[
ALPV[0P
SM,[HGF
TF,LDFYL"VMGF 5|lTEFJMGM VeIF;P
3. ;\XMWGGF C[T]VM o

ALPV[0P TF,LDFYL"GF :+LlX1F6GF C[T]VM V\U[GM VeIF;
SZJMP

:+L S[8,[ V\X[ lXl1FT K[ T[ V\U[GM VeIF; SZJMP

:+L 5]Z]QFGF ;DFG K[ T[ V\U[GM VeIF; SZJMP

lXl1FT :+LGF VFlY"S p5FH"G V\U[GM VeIF; SZJMP

lXl1FT :+LG]\ S]8]\ADF\ :YFG HF6JF V\U[GM VeIF; SZJMP
4. ;\XMWGGF VeIF;GF 5|`GM o
1. ALPV[0P GF TF,LDFYL"VM :+LlX1F6 C[T]VM V\U[ S[JF VlE5|FIM
WZFJ[ K[ m
2. :GFTS lJEFUGF TF,LDFYL"VM :+LlX1F6 C[T]VM V\U[ S[JF
VlE5|FIM WZFJ[ K[ m
3. VG]:GFTS lJEFUGF TF,LDFYL"VM :+LlX1F6 C[T]VM V\U[ S[JF
VlE5|FIM WZFJ[ K[ m
4. VF8"; lJEFUGF TF,LDFYL"VM :+LlX1F6 C[T]VM V\U[ S[JF
VlE5|FIM WZFJ[ K[ m
5. ;FIg; lJEFUGF TF,LDFYL"VM :+LlX1F6 C[T]VM V\U[ S[JF VlE5|FIM
WZFJ[ K[ m
6. SMD;" lJEFUGF TF,LDFYL"VM :+LlX1F6 C[T]VM V\U[ S[JF
VlE5|FIM WZFJ[ K[ m
5. ;D:IFGF 5FlZEFlQFS XaNM o
ALPV[0 SM,[H
DFwIlDS XF/FVMDF\ lX1F6SFI" SZJF V\U[ TF,LD VF5JFG]\
SFI" G[ lX1F6 DCGlJWF,I SZ[ K[ T[G[ ALPV[0P SM,[H SC[JFI K[P
TF,LDFYL"VM
DFwIlDS XF/FDF\ lX1FS TZLS[GL ,FISFT DF8[GL TF,LD
VF5TL SM,[HMDF\ VeIF; SZTF\ S[ lX1F6GL TF,LD ,[TF
EF.VMvAC[GMG[ TF,LDFYL"VM SC[ K[P
:+LlX1F6GF C[T]VM
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:+LVMGF lX1F6 DF8[ ;ZSFZ[ lGWF"lZT SZ[,F C[T]VMG[
:+LlX1F6GF C[T]VM SC[ K[P
VeIF;
VeIF; V[8,[ SM. ;D:IFGF ;\NE"DF\ p\0F65}J"S T,:5XL" DFlCTL
D[/JL T[G]\ 5'YSSZ6
SZJ]\ VG[ VY"n8G SZL TFZ6M D[/JJF T[P
6. ;\XF[WGDF\ ;DFlJQ8 R,M o
5|:T]T ;\XF[WGDF\ ALPV[0P TF,LDFYL"VF[GF bIF, D]HA
:+LlX1F6GF C[T]VF[GF[ VeIF; SZJFGF[ CF[. ;\XF[WS[ GLR[ D]HAGF
R,F[GF[ ;\XF[WGDF\ ;DFJ[X SIF"[ CTMP
HFlT 5|DF6[ ov
s!f S]DFZ sZf SgIF
5|JFC 5|DF6[ ov s\!f VF8"; sZf SF[D;" s#f ;FIg;
,FISFT 5|DF6[ ov s!f :GFTS sZf VG]:GFTS
7. ;\XF[WG 5wWlT o
5|:T]T ;\XF[WG V[S J6"GFtDS 5|SFZG]\ ;\XF[WG K[P H[DF\
;J"[1F6 5wWlT C[9/ VeIF; SZTL :+LVF[G]\ ;J["1F6 SZJFDF\ VFJ[, CT]\P
8. ;\XF[WGG]\ 1F[+o
5|:T]T ;\XF[WGDF\ ALPV[0 PSF[,[HGF TF,LDFYL"VF[GF\ bIF, D]HA
:+L lX1F6GF C[T]VF[GF[ VeIF; SZJFDF\ VFjIF[ CTMP
9. ;\XF[WGGL DIF"NF o
5|:T]T ;\XF[WGDF\ GLR[ D]HAGL DIF"NFVF[ wIFGDF\ ,[JFDF\ VFJL
K[P
VF ;\XF[WG ALPV[0P SF[,[HF[GF TF,LDFYL"VF[ 5}ZT]\ DIF"lNT K[P
VF ;\XF[WG RFZ ALPV[0P SF[,[H 5}ZT]\ DIF"lNT K[P
VF ;\XF[WG U]HZFTL DFwIDGL RFZ ALPV[0P SF[,[H 5}ZT]\ DIF"lNT
K[P
10. ;\XF[WGG]\ lGNX" o
5|:T]T ;\XF[WGDF\ ALPV[0P SF[,[HDF\YL #__ GD}GF[
IFNlrKS ZLT[ VeIF; DF8[ 5;\N SZJFDF\ VFjIF[ CTMP
11. ;\XF[WGG]\ p5SZ6 o
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5|:T]T ;\XF[WG DF8[ ;\XF[WS[ :JZlRT VlE5|FIFJl, T{IFZ SZL K[P H[
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Hall of India.
6. Websters(1960) Illustrated Dictionary New york page no.313
7. Aggrawal J.C.(1966): Educational Research and Introduction"
Arye Book Depot New Delhi, first Edition Page No.
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Bombay : Alied Publishers Pvt. Ltd.
Lokesh, Koul Methodology of Educational Research. New Delhi :
Vikas Publishing House Pvt. Ltd.
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A COMPARATIVE STUDY OF THE PROBLEMS OF CHILDREN OF
WORKING WOMEN AND NONWORKING WOMEN
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4. Sukhiya, Mehrotra, Elements of Educational Research….
Bombay : Alied Publishers Pvt. Ltd.
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ASS./PROF.,SHREE SHANKAR COLLEGE OF EDUCATION-MANUND
SUBJECT : EDUCATION
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Sukhiya, Mehrotra, Elements of Educational Research…. Bombay
: Alied Publishers Pvt. Ltd.
Lokesh, Koul Methodology of Educational Research. New Delhi :
Publishing House Pvt. Ltd Vikas.
AWARENESS OF FISHERWOMEN
THROUGH FISHERIES TRAINING
JITESH B. SOLANKI, PRAKASH V. PARMAR AND REKHA P. NANJIYANI
COLLEGE OF FISHERIES, JUNAGADH AGRICULTURAL UNIVERSITY, VERAVAL
SUBJECT :
KEY WORDS: FISHERIES, TRAINING, FISHERWOMEN, GUJARAT.
ABSTRACT
The importance of women to family welfare and national development is well
known. The average Indian fishing family finds it difficult to earn a livelihood throughout
the year. Therefore, the vast potential available among the unemployed fisherwomen
needs to be tapped. The fisheries field having vast potential for the active participation of
women in traditional occupations as well as in the various innovative areas in fish
processing and aquaculture. Awareness on the different fisheries related innovative
activities can be spread to the fisherwomen by organizing various trainings for selfemployment and upliftment of socio economic condition of fishermen families.
INTRODUCTION:
In Gujarat, Saurashtra and other coastal belt is full of fisheries activity regarding
marine fish capture. Mostly fisherman community living on fish and fisheries
activity.Seafood can significantly contribute to our nutrient needs, because it is a source of
high-quality protein, vitamins and minerals while being low in saturated fat (Dholakia,
2010).
Women play a key role in the development of fisheries sector in addition to their
role of sole household managers in most fisher families. Although the involvement of
women is limited in capture fisheries, their supportive role in active fishing has increased
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manifold with the advent of mechanisation and enhancement of multi-day fishing in marine
fisheries. The upcoming of women into the labour driven segments of fishing sector has
increased over the years. This is attributed to the overall development of aquaculture and
increase in the exports of marine products. The occupational pattern of women has further
undergone a structural change with the shift from net mending to fish marketing and
processing.
IMPORTANCE OF FISHERIES:
Fish food has been an important part of the diet of human in almost all countries
in the world. Fish serves as a health-food for the affluent world owing to the fish oils which
are rich in polyunsaturated fatty acids (PUFAs), at the same time, it is a health-food for the
people in the other extreme of the nutrition scale owing to its proteins, oils, vitamins and
minerals.
The nutritional value of fish is well understood and people are aware of the
health benefits of PUFA, the present consumption rate is only 4.7 kg against Indian
government’s objective of achieving the per capita fish consumption of 11 kg/year as per
the WHO recommendation. Hence, there are an urgent need to promote fish consumption
with-pronged strategies by making fish available in hygienic conditions and fish products
either in ready-to-cook form or ready-to-eat form (Gudipati, 2012).
In India fisheries contributes over Rs. 6,000 crores of foreign exchange.in marine
fisheries and related activities about three million people living in 3638 fishing village.in
fishing house hold, the male member who goes to the sea and engages himself in the actual
fishing process is recognised well but not the female member of the household, who does a
lot after the fish is landed at the landing points. (Narayanakumar et al., 2005).
PRESENT ROLE OF FISHERWOMEN IN FISHERIES FIELD:
The contribution of women in the fisheries sector is very important. In earlier
days the involvement of women in fisheries was restricted to selling of fish. But due to
development of modern fish processing industries and culture industry provided a good
platform for women to work actively in these activities. Fisher women are engaged in many
fisheries related actives to earn money to augment family incomes.
Fisher women are actively engaged in the following activities:
 Fresh fish marketing in local fish market and house to house sale after the fish is landed.
 Grading and Sorting of fishes
 Pre-processing and processing works in fish processing plant: The activity of prawn
peeling, fish filleting etc. in the fish processing industry is labor intensive and is done
exclusively by women. The processing (freezing) is also done by women.
 Fish drying
 Aquaculture related activities
AWARENESS BY TRAINING TO FISHERWOMEN:
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New technology in various aspects of fisheries and aquaculture is being
generated rapidly. Information on these recent development by extension education
devices such as training campaigns and demonstrations is very much needed. Awareness in
fisherwomen can be generated by demonstrative training on different areas in fisheries and
aquaculture, so that fisherwomen can learn the new technologies and use them to earn
money and enhance family wealth.
College of Fisheries, Junagadh Agricultural University, Veraval and many central
Institutions as well as many NGOs, used to organize training programmes time to time for
the fisherwomen to spreading awareness and empowering them. The fisherwomen can be
trained on different important activities in fisheries field to spread awareness and earning
money through it.
DIFFERENT FISHERIES RELATED TRAINING:
The introduction of modern technology did result in a boom, setting off a spurt
in the construction of infrastructural facilities such as fishing harbors, large landing sites,
cold storages and processing plants, apart from new markets and marketing infrastructure.
Development became synonymous with modern technology that yielded high profits
(Nayak, 1992). There is a great development in aquaculture as well as in ornamental fish
based industry in India. Human resource development is very much important for
development of fisheries and aquaculture in India. Involvement of fisherwomen in these
activities requires training to all these aspects.
 Preparation of Fish Value added products: Fish Pickle, Fish cutlet etc.
 Preparation of Fish based products: Fish Kurkure, Fish Gathia, Fish Chakari etc.
 Preservation methods: Chilling, Drying, Canning
 Packaging: Tray packaging, Pouch packaging, Vacuum packaging
 Hygienic condition in fresh fish market
 Preparation and Management of Aquarium
 Fish Seed production
 Aquaculture: Fin fish and Shrimp culture
 Fishing gear repair and construction.
1. Fresh Fish Marketing: The aim of the training or awareness in fish marketing is to develop
prototype women friendly fish vending and display unit. These ventures are marked by
relatively production costs and high returns and that too in a very short time. By linking the
women entrepreneurs with credit, technology, infrastructure and trade, such enterprises
can become powerful tools in improving the livelihood and economic security, particularly
of the rural poor.
2. Packaging: Packed products fetch good price compared to raw products. Training in
packaging improves product and fisherwomen gets better price of the product.
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3. Value added and fish Products: Selling of value added fishery based products like Fish
Kurkure, Fish pickle, Fish Gathia, Fish Chakari etc fetch good price. Training on these
product preparation and marketing provides immense potential of income generating to
the fisherwomen.
4. Ornamental fish industry: The ornamental fish industry has enormous potential. Training
on ornamental fish breeding and farming, fish feed production, aquarium preparation and
maintenance etc is needed to generate income and employment for the women farmers.
5. Aquaculture: India possesses the second largest freshwater resource in Asia, but the
majority of the resource is underutilized for aquaculture. Women can play a great role in
collection of wild seed of shrimp in the backwaters during high tides and culture related
activities. Involvement of fisherwomen in aquaculture related activities is necessary for
socio economic upliftment and self-employment.
CONCLUSION:
Women play a key role in the development of fisheries sector in addition to their
role as household managers. There is a need for creating more opportunities, by spreading
awareness among fisherwomen through training in the fisheries sector. Some of the
suitable areas in the fisheries and aquaculture are fresh fish marketing, preprocessing and
processing of frozen products, drying of fishes, packaging, value added fishery product, net
preparation, seed collection, feed management in culture ponds and hatcheries, sorting
and packing in hatcheries, aquarium preparation, breeding and culture of ornamental
fishes, culture of sea weeds and mollusks, fisheries data collection etc.
REFERENCES:
Dholakia, A. D., (2010). Delicious seafood recipes. Daya publishing house, Delhi, 1-3 Pp.
Gudipati (2012). Promotion of fish as health food: Need to bring paradigm shift in the
perception of processor. Book of Abstracts. Global Symposium on Aquatic Resources for
Eradicating Hunger and Malnutrition – Opportunities and Challenges. 3-6 Dec 2012,
Manglore, Karnataka, India. pp: 32.
Narayanakumar,R., Ravichand, Y., Rao, V.S. 2005. Fisherwomen’s Knowledge, Aptitude and
Practice (KAP), Alternate Income-generating Activities: A Case Study in A.P. 2005. Fishing
Chimes. 25(4): 12-15.
Nayak, N. 1992. Fisheries - A Feminist Perspective. In: Women in Fisheries in India. Ed.
Sudhindra R. Gadagkar. Special Publication No. 8 Asian Fisheries Society, Indian Branch. Pp.
51
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E-COMMERCE GIANTS STILL NO
MATCH FOR TRADITIONAL
RETAILERS
DR. VIRAM J. VALA
SUBJECT : COMMERCE
ABSTRACT:
Paper is emphasis on the e-commerce giants and compete with
traditional retailers in india. Online retailers such as Flipkart and Snapdeal, despite
multi-billion dollar valuations, will not be able to challenge traditional retailers that
will continue to dominate the domestic market, audit and consultancy firm
Pricewaterhouse-Coopers said in a new report.
Online stores are projected to account for only 3% of India's total retail
market by 2020, PwC said in its report 'eCommerce in India Accelerating growth'.
"While the share of online shopping in total retail has increased at a fast pace in
the last few years, it is still minuscule compared to the figure in China, where the
share is 8-10%," PwC said. In 2014, online retail accounted for a mere 0.4% of
India's overall retail market.
Issues such as poor last-mile connectivity, high payment cost, low
profitability, regulatory barriers and a dearth of skilled manpower are weighing on
online retailers in India, PwC said.
Cash on delivery (CoD) services impose substantial financial cost for
online retailers, as unlike in developed markets, this continues to be a preferred
mode of payment in India. PwC said profitability for online retailers in the country
was affected by free shipping offered to customers and a high rejection rate on
CoD orders. Moreover, customer acquisition costs are rising due to competition by
companies with more funds, it said.
Low Internet penetration in the country is also a huge hurdle. Only 16%
of India's 1.2 billion people had access to the Internet in 2013, and of them only
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14%, or 28 million, made purchases online, according to Forrester Research. India,
therefore, was still in a nascent stage of evolution in terms of online retail
spending. China was in an ascending stage at 50%, whereas South Korea (70%),
Japan (69%) and Australia (57%) were in a mature stage, according to the Forrester
study.
PwC in its latest report said online travel bookings comprised 70% of India's overall
ecommerce market. However, online retailers and marketplaces are the
fastestgrowing ecommerce segment, having grown at a compounded annual
growth rate of around 56% from 2009 to 2014.
India's online retail market is estimated to reach $6 billion in 2015,
according to PwC. Books, apparel and accessories and electronics are the largestselling products online, accounting for about 80% of product distribution. India's
overall ecommerce sector grew at a CAGR of 34% since 2009 to $16.4 billion in size
in 2014, and will grow to $22 billion in 2015, PwC estimated. According to research
firm Ecommerce Europe, the US, the UK and China together accounted for 57% of
the world's total business-to-consumer ecommerce sales in 2013, with China
having total sales of $328.4 billion.
China’s e-commerce growth trajectory is often compared to India’s,
based on one single factor: Internet penetration.
As things stand, the current level of internet penetration in India is the
same as China’s in 2007. And, in the next five years, the number of Indians with
internet access is estimated to reach the level of China back in 2012.
But India’s e-commerce boom—with a market predicted to grow from
$17 billion right now to $100 billion by 2019—will be nothing like what China
witnessed.
References:
 phindia.com/bookdetails/e-commerce-s-j-joseph-p-t--isbn-978-81-203-4...
 top10companiesinindia.co.in/2013/.../top-e-commerce-websites-in-india/
 https://in.finance.yahoo.com/...ecommerce...india.../top-6-ecommerce-w.
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APPLICATION OF EVIDENCE- BASED
MANAGEMENT
DR. RASHMI R. PATEL
SHAH N. H. COMMERCE COLLEGE VALSAD, GUJARAT, INDIA
SUBJECT : COMMERCE
This paper describes how Evidence –based management approach
supports decision making process and studies whether the approach really help in
reaching to best possible outcome in the organization during risky and time
constraint situations.Managers find Evidence – based management difficult to
practice during time bound decision making process but does absence of Evidencebased management do make a difference in decision making process, also to
identify the challenges in the way of easy implementation of EBM under time
pressure.
INTRODUCTION
Evidence- based Management is a practice that emphasizes a rational,
objective and empirical approach to solve business issues. Evidence -based decision
making is a useful tool for managers to generate informed and intelligent
perspective as they lead a company. Managers are required to implement a
scientific decision making process on the base of empirical and objective data. It is
based on medicinal treatment and best cure for the patients. Perception,
intuitions, guesswork and ethics of a decision maker has no place in Evidencebased approaches. It enhances the overall quality of organizational decisions and
practices through deliberative use of relevant and best available scientific evidence.
The process tends to be more disciplined, organized and favors facts. This process
helps the manager to choose the most promising alternative. Latest and quality
information is inevitable to make appropriate and timely decisions. In absence of
proper monitoring and evaluative systems availability of reliable and accurate data
becomes difficult which hinders the decision making process. As the situations
continuously changes the manager has to take “time” into consideration, detail the
strategies and cope up with the decision problem.
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DEFINITION
Evidence-based management (EBMgt) is a professional form of
managerial practice. It is about making decisions through the conscientious,
explicit, and judicious use of the best available evidence from multiple sources to
help managers choose effective ways to manage people and structure
organizations. Briner, Denyer, & Rousseau,( 2009). 7
“Evidence- based practice is about making decisions through the
conscientious, explicit and judicious use of the best available evidence from
multiple sources by Asking : translating a practical issue or problem into an
answerable question, Acquiring: systematically searching for and retrieving the
evidence, Appraising: critically judging the trustworthiness and relevance of the
evidence, Aggregating: weighing and pulling together the evidence, Applying:
incorporating the evidence in the decision-making process and Assessing:
evaluating the outcome of the decision taken.”- David Lawrence Sackett (1996).
The evidence-based movement first began in the field of medicine as a
teaching method led by Gordon Guyatt and colleagues (Evidence-Based Medicine
Working Group, 1992). In Guyatt’s words, “There was no question that what we
were doing was challenging authority, challenging paradigms, challenging
educational approaches, challenging what you had to know, challenging how you
do practice ultimately” .
REVIEW OF LITERATURE
Briner, Denyer, and Rousseau EBMgt is already happening in a variety of ways.
Yet, as a new concept, its uptake and evolution are in fits and starts. Its new forms
may be at first unrecognizable, or resemble the proverbial old wine in new bottles
and vice versa. Careful discernment is needed to appraise where it stands. As has
happened in other fields, there will be more, new, and different ways in which it
will be explored and practiced. Empirical work is also required to address the key
question raised in the RBK review: Does practicing EBMgt improve the process and
outcome of decision making in organizations. What might a general EBMgt process
look like? Although no single or agreed-upon process exists, we suggest that the
following steps might constitute one approach to EBMgt: The start of the process
is the practitioner’s or manager’s problem, question, or issue. The accuracy of the
problem statement would be discussed and challenged so that it could be
articulated as clearly and explicitly as possible. Next, internal organizational
evidence or data about the problem or issue would be gathered and examined to
check its relevance and validity. At this stage the problem may be restated or
reformulated or made more specific. Thirdly, External evidence from published
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research about the problem would also be identified and critically appraised in the
form of something like a systematic review or a rapid evidence assessment (a
quicker and more tightly constrained version of a systematic review, which similarly
adopts an explicit and systematic method). Fourthly, The views of stakeholders and
those likely to be affected by the decision would be considered, along with ethical
implications of the decision. When all these sources of information had been
gathered and critically appraised, a decision would be made that attempts to take
account of and integrate these four sources of information. 7
Goldratt, organizational performance is dictated by constraints. These are
restrictions that prevent an organization from maximizing its performance and
reaching its goals. Constraints can involve people, supplies, information equipment
or even policies and can be internal or external to an organization. The theory says
that every system , no matter how well it performs, has at least one constraint that
limits its performance – this is the systems “weakest link” The theory also says that
a system can have only one constraint at a time, and that other areas of weakness
are “non-constraints” until they become the weakest link. 3
Hwang, Time Pressure is important because managers often need to make quick
decisions Decision making can also be affected by this pressure, when the amount
of information overwhelms the decision maker. The need to process large amounts
of information in a relatively short period has a definite impact on decision strategy
selection and performance. Information systems have an important role in
supporting decision making under time pressure. However , empirical testing of
this variable has been surprisingly sparse. Group performance inevitably have
influenced by time pressures experienced by its members. Time pressure results in
the selection of a suboptimal strategy, which in turn causes a decrease in
performance. Being conscious of the worse outcome, the decision maker is
therefore more conservative and sensitive to negative information.
Barriers experienced by managers to evidence use were informational
including “ availability of relevant research”, in some case too much information
and difficulty accessing relevant information were also identified as barriers. The
amount of time it takes for research to be completed in order to inform a decision
was also perceived as a barrier to evidence use. Even an organization’s structure
and processes emerged as an important barrier to the uptake of evidence in
program management. The most frequently cited organizational barriers to
evidence- use were time and internal resource constraints. Evidence use in
program management is challenged by a lack of time. 4
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Moayyeri, Soltani, Moosapour and Raza Decision- making processes can be
defined as forward reasoning based on opinion revision with imperfect information
obtained from the clinical evidences. Several cognitive models have been
developed to explain the strategies that clinicians use to reduce the time required
for diagnosis in their busy clinics, while minimizing associated errors. However the
tools that clinicians use to reach a diagnosis are prone to bias. Some principles of
EBM may help physicians confronting these shortcomings. 1
NEED of Evidence Based Management. Does Absence of EBM makes any
difference….
A single decision taken by managers may touch many people’s lives.
Unproductive and Unsuccessful management practice spoil much of resources of
the country. Thus in order to make better and fruitful decisions supportive data is
inevitable but it is also true that because of lack of time it may happen that data
analysis done with the help of best supportive data is wrongly analyzed. Thus at
times managers take decisions totally based on their experience and estimates.
Nevertheless they can apply procedures and methodologies in decision making
process for positive outcomes.
How the managers can accept that EBP approach is more effective than
the way they solve the problems in their own style. There is much scientific
evidence that suggests that taking an evidence-based approach to decisions is
more likely to be effective.
Most managers prefer to take decisions based on their personal
judgment and not on evidences. But this practice is risky because even most
experienced managers are poor in forecasting and calculations. Many times
managers even copy blindly what other organizations practice without proper
evaluation of practices.
Many studies reveal that estimates or judgments based on numbers and
data or statistical evidences are more accurate and reliable than judgments based
on merely individual experiences. Further, decisions based on critically appraised
individual experience merged scientific evidence, give way to better results than
decisions just based evidences.
The term ‘evidence’ primarily represents information. Success of using
particular evidence in decision making process depends on how it is accepted as
evidence. One information is may be applicable in different ways in different
situations.
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Managers should be educated with more evidence based sessions then it becomes
manager’s duty to put evidence – based management into practice. Critical
Thinking and quality/relevant evidence results into quality decisions. In case of
time bound decisions it may happen that decisions are based on set trends, ideas
and beliefs of popular management thinkers irrespective of any relevance with the
situation, which results into bad outcomes.
Evidence – based management practice helps managers to critically
evaluate and adopt a system and look for evidences relevant to situation.
Challenges in the way of easy implementation of EBM under time pressure
Time Bound decisions can be classified into two.
1. Decisions taken during emergency, here decisions are taken with the help of
resources in hand at that moment, managers judgment or standard procedure
development for similar or that particular situations . (if any)
2. Other than emergencies but rather important ones and also time sensitive, this
requires process steps to be worked out and can result into fruitful outcomes.
Thus some decisions are to be attended quickly while others can be given some
time the manager need to know which ones are to be given priority.
So the statement "managers have to make decisions fast" really isn't a deal breaker
for EBMgt.
Regularly learning and gathering information makes easy for a manager
to use EBM in his busy schedule and make timely decisions. Evidences should be
ready before he actually needs them to be used. It’s not a thing like looking for
evidences when there is a problem around. And in case of recurring decisions a
standardized EBM can be framed. Most of the decisions in business are repeating
in nature.
Systematic and critical searching, finding, reading, evaluating,
interpreting and integrating evidence is still very difficult and time-consuming for
practitioners. We need to continue with developing innovative and effective means
for helping professionals in being evidence-based.
CONCLUSION
Barriers to evidence – based decision making experienced by the
managers in organization also have solutions by proper understanding of the
challenges and risk factors attached with the decision.
The organization should step together internal and external latest
evidence in a systematic way and make sure it is accessible to managers and
leaders on time e.g., effective management information systems, data analysts,
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links to academic research, Organizational involvement and practices should be
evaluated, The reporting of failures and mistakes should be encouraged, Errors
should be used as learning opportunities, Decisions should be made in a
transparent way based on data and opinions though the distinction is clear,
Experimentation based on thorough initial analysis is encouraged, There is a
healthy doubt about management fads and fashions, the only opportunities left for
further improvement would be to manage the inherent capabilities of their
workforce better. This would then open up a whole new world of management
possibilities, where the focus shifts away from improving the production process to
improving the people who will have to re-design those processes and operate
newer ones. It is this shift in emphasis to the people dimension of management,
and all of the possibilities that opens up, that starts to transform conventional
management into EBM.
Managers are not quite evidence-based but not entirely non-evidencebased either. When managers choose to incorporate better research into their
previously un-researched decision making they will take their first, tentative but
conscious step into the light of the virtuous circle of value management. They can
then be accurately described as evidence-based managers, by the Rousseau et al
definition of EBM, and not before. But that virtuous, management circle will be
entirely dependent on the incorporation of Professional, evidence-based people
management. It is only people who can maintain the momentum of a virtuous
cycle.
References:
1. Alireza Moayyeri, Akbar Soltani HAmideh Moosapour and Mohsin Raza “Evidence
– based history taking under “ Time Constraint”, Journal of Research in Medical
Sciences Aprill 2011 16 (4) : Pg 559-564
2. Clements, M.P. An Evaluation of the Survey of Professional Forecasters
Probability Distribution of Expected Inflation and Output Growth. Journal of
Economic Literature, 2002, November 22
3. Eli Goldratt “ the Goal: A process of ongoing Improvement” 3 rd edition Great
Barrington : North River Press.
Lowenstein, R. When business has questions, Drucker still has answers. New York
Times, 2006; January 22. Bu 7.
4. Mark Hwang “Decision making under time pressure: A model for information
systems research by Mark . Hwang” Information and Management 27 197-203 Pg
1, 7
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5. Martin, J., Feldman, M. S., Hatch, M. J., & Sitkin, S. B. (1983). The uniqueness
paradox in organizational stories. Administrative Science Quarterly, 438-453
6. More educated managers do, however, show somewhat greater knowledge of
scientific findings.
7. Rob B. Briner, David Denyer, and Denise M. Rousseau Evidence-Based
Management: Concept Cleanup Time? by Rob B. Briner, David Denyer, and Denise
M. Rousseau 2009
8. Rynes, S.L., Colbert, A.E., Brown, K.G. HR Professionals' beliefs about effective
human resource practices: correspondence between research and practice. Human
Resource Management, 2002; 41 (2), 149-174
9. Serena Humphries, Tania Stafinski, Zubia Mumtaz and Devidas Menon “ Barriers
and facilitators to 2014
10.
Yaniv, I., & Choshen-Hillel, S. (2011). Exploiting the Wisdom of Others to
Make Better Decisions: Suspending Judgment Reduces Egocentrism and Increases
Accuracy, Journal of Behavioral Decision Making, 2012; 25 (5) p 427–434
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INDIAN WOMEN ENTREPRENEURSPROBLEMS AND PROSPECTS
MISS MANISHA MUKESHBHAI GODHANI
M.Com.,M.Ed., DEVGC,SET (comm.)
Assistant Teacher, Sheth H. C. P. Navsari High School, Navsari
SUBJECT : COMMERCE
Keywords: Entrepreneur
ABSTRACT
As traditional India are men dominating country but in 21st century
scenario is change women’s leads in every sector like banking,
manufacturing, service sector and Information technology etc. With help of
education & awareness, women have shifted from the kitchen, handicraft
&traditional cottage industry to non traditional business. This paper special focuses
on successful women entrepreneurs in India. In a recent survey it is revealed that
the female entrepreneurs from India are generating more wealth than the women
in any part of the world. The various problems aeries in front Indian women
entrepreneurs and how they can overcome these problems become successful in
society. The study is based on secondary data which is collected from the published
reports, Census Surveys, newspapers, Journals, websites, etc. The study was
planned with the following objectives: The study scope of women entrepreneur in
India , To critically examine the problems faced by women entrepreneurs.
INTRODUCTION
The emergence of women entrepreneurs and their contribution to the
national economy is quite visible in India. The number of women entrepreneurs has
grown over a period of time, especially in the 1990s. Women entrepreneurs need
to be lauded for their increased utilization of modern technology, increased
investments, finding a niche in the export market, creating a sizeable employment
for others and setting the trend for other women entrepreneurs in the organized
sector. It is estimated that women entrepreneurs presently comprise about 10% of
total number of entrepreneurs in India, with the per cent growing every year and if
the prevail in Trends continue it is likely that in another five years women will
comprise 20% of entrepreneurial force. With the corporate sector eager to
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associate and work with women owned businesses and a host of banks and nongovernmental organizations keen to help them get going, there has rarely been a
better time for women, with zeal and creativity, to start their own business
DEFINITION
The Government of India has defined a women entrepreneur is “an
enterprise owned and controlled by a women having a minimum financial interest
of 51% of the capital and giving at least 51% of the employment generated in the
enterprise to women.”
Trends continue it is likely that in another five years women will comprise 20% of
entrepreneurial force. With the corporate sector eager to associate and work with
women owned businesses and a host of banks and non-governmental
organizations keen to help them get going, there has rarely been a better time for
women, with zeal and creativity, to start their own business.
SCOPE OF WOMEN ENTREPRENEURS IN INDIA
The emergence of women entrepreneurs and their contribution to the
national economy is quite visible in India. The number of women entrepreneurs has
grown over a period of time, especially in the 1990s. Women entrepreneurs need
to be lauded for their increased utilization of modern technology, increased
investments, finding a niche in the export market, creating a sizeable employment
for others and setting the trend for other women entrepreneurs in the organized
sector. It is estimated that women entrepreneurs presently comprise about 10% of
total number of entrepreneurs in India, with the per cent growing every year and if
the prevailing Trends continue it is likely that in another five years women will
comprise 20% of entrepreneurial force. With the corporate sector eager to
associate and work with women owned businesses and a host of banks and nongovernmental organizations keen to help them get going, there has rarely been a
better time for women, with zeal and creativity, to start their own business.
PROBLEMS OF WOMEN ENTREPRENEURS IN INDIA
1. Family responsibilities, ties as well as commitments:In India, mainly a woman’s duty is to look after her children and manage the other
members of the family. Man plays a secondary role only. Incase of married women
she has to strike a fine balance between her business and family. Her total
involvement in family leaves little or almost no time or energy to be diverted for
the business activities. Support and approval of husbands seems to be necessary
condition for women entry into business. Accordingly, the educational level and
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family background of husbands also influences women participation in the field of
enterprise
2. Lack of education and prevalent levels of illiteracy amongst women:In India, around 3/5th (60%) of women are still illiterate. Illiteracy is the root cause
of socio-economic barriers or hurdles. Due to lack of education and that to
qualitative education, women are not aware of business, technology and market
knowledge. Also lack of education causes low achievement motivation amongst
women. Thus lack of education creates problems before women to set up
competitive enterprises. In India around 60% of women are still illiterate. Illiteracy
is the root cause of socio- economic problem. Due to the lack of education women
are not aware of business, technology and market knowledge. Also lack of
education causes low achievement motivation among women.
3. Domination by Male and Ideology of Male Dominated Society:Male chauvinism is still prevalent in many parts of the country yet. The constitution
of India speaks about the equality between both the sexes, i.e. men and women.
But in practice, women are looked
upon as “abla” i.e. weak in all respects. Thus women suffer from a number of
problems, in a nutshell in a male dominated society; women are not treated equal
to men. This in turn, serves as a barrier to woman’s entry into business.
The constitution of India speaks of equality between sexes. But in practice women
are looked upon as abla i.e. Weak in all respects. In male dominated Indian society,
women are not treated equal to men. This turn serves as a barrier to women entry
into business.
3. Lesser risk and uncertainty bearing attitude:Women in India lead a protected life. They are even less educated and
economically not stable neither self-depended. All these factors reduce their ability
to bear risks and uncertainties involved in a business unit, which is the
most important criteria of every business activity. A number of women have to face
the challenges of market because of stiff competition. Many business women find
it difficult to capture the market and compete with their product. They are not fully
aware of the changing market conditions
4. Lack of self-confidence and optimistic attitude amongst women :Today all the women are suffering from one major problem of lack of selfconfidence, will-power, strong mental outlook, optimism etc. They always fear
from
committing
mistakes
while
doingtheir work, more over there is limited initiative of taking risk and bearing unce
rtainty in them. Thus all these psychological factors often obstruct their path of
achieving success in the area of enterprise. Successful businessmen can be self
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motivated through setting up a mind and taking up risk and accepting social
responsibilities on shoulder. The other factors such as family support government
policies financial assistance etc. are also important to set up business. Women lack
confidence in their strength and competence.The family members and the society
and reluctant to stand beside their entrepreneurial growth.
CONCLUSION:
Women’s today are very dynamic. In India there are various examples of
women entrepreneurs who created history due to their lot of efforts, patience and
positive attitude. In today’s male dominated society women’s have proved that
they can also work better and accomplish their dreams. Today Ekta Kapoor, Neeta
Ambani and Monica Chheda are the idols for those who want to fulfill their dreams
and want to be a successful entrepreneur.
Reference:
1.WOMEN ENTREPRENEURSHIP IN INDIA-PROBLEMS AND PROSPECTS,
International Journal of Multidisciplinary Research Vol.1 Issue 5, September 2011,
ISSN 22315780.
2.Women Entrepreneurship In India Shodh, Samiksha aur Mulyankan(International
Research Journal) — ISSN-0974-2832 Vol. II, Issue-9-10 (Oct.-Nov.-2009
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CONSTRUCTION AND STANDARDIZATION
OF ADJUTSMENT INVENTERY FOR
HIGHER SECONDARY STUDENTS
SHAH JYOTI S.
ASST. PROFESSOR, SWAMI VIVEKANANDA COLLEGE OF EDUCATION, VEDA,GANDHINAGAR.
SUBJECT : EDUCATION
ABSTACT:
Present study is constructed Adjustment inventory for Higher Secondary
Students. For this Study researcher made Adjustment inventory with scientific way
of test validation and Standardization. After that researcher administrate
Adjutsment inventory on the representative sample and using statistical analysis to
test the null hypotheses.
INTRODUCTION:
Human Beings have a lot of good qualities and also has a bad habits. All
the humans are not same, they have lots of differences, in short all human beings
are different from each other. He lives in the society so he has to accept all good
and bad things of society. Person always interaction with society and he tried to
adjust with family, friends, society, school, environment etc. Adjustment is the
interaction between us and environment. In this process we change our
environment or our behavior and adjust with environment. So it is important to
learn the trick of adjustment for better living in society.
Each person is different from others. Each person has own ability and
strength. Every person is tried to achieve goal which are decided by him. Some
time he got success and some time failed so, in this situation he become victim of
stress and anxiety. So adjustment is a crucial thing for the people. Student is central
of education and we cannot ignore them. The problem of adjustment is found
more in higher secondary students. In this study researcher constructed
Adjustment inventory to know the level of adjustment of Higher Secondary
students.
OBJECTIVES:
Following objectives were made by the researcher for the study
1. To develop Adjustment inventory for the students
2. To apply the Adjustment inventory on the students.
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3. To establish the gender-wise, std-wise, and stream- wise norms.
4. To establish the reliability and validity of the adjustment inventory.
5. To test the significance of gender-wise, std-wise, and stream-wise score of
adjustment inventory.
Hypotheses:
Ho1.
There will be no significant difference between boys and girls on the
average Score of adjustment inventory.
Ho2.
There will be no significant difference between boys and Girls of
standard11th on the average score of Adjustment inventory.
Ho3.
There will be no significant difference between boys and girls of
standard12th on the average score of Adjustment inventory.
Ho4.
There will be no significant difference between boys and girls of science
stream on the average score of Adjustment inventory.
Ho5.
There will be no significant difference between boys and girls of general
stream on the average score of Adjustment inventory.
Ho6.
There will be no significant difference between Students of standard11th
and standard12th on the average score of Adjustment inventory.
Ho7.
There will be no significant difference between Boys of standard11th and
standard12th on the average score of Adjustment inventory.
Ho8.
There will be no significant difference between Girls of standard11th and
standard-12 on the average score of Adjustment inventory.
Ho9.
There will be no significant difference between std11th and std 12th
Science stream students on the average score of Adjustment inventory.
Ho10.
There will be no significant difference between std11th and std12th
General stream students on the average score of Adjustment Inventory.
Ho11
There will be no significant difference between science stream and
General stream students on the average score of Adjustment inventory.
Ho12.
There will be no significant difference between boys of science stream
and General stream on the average score of Adjustment inventory.
Ho13.
There will be no significant difference between girls of science stream
and General stream girls on the average score of Adjustment inventory.
Ho14.
There will be no significant difference between students of std11th of
science stream and general stream on the average score of adjustment Inventory.
Ho15.
There will be no significant difference between students of std12th of
Science stream and General stream on the average score of Adjustment inventory.
METHODOLOGY:
Survey method was used for the present study.
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POPULATION AND SAMPLE:
Higher secondary students of Ahmadabad city of the Gujarat were the
population for the study. Sample selected by stratified sampling according to
variable. Sample size was 500 (250 male and 250 female) students.
RESEARCH TOOL:
Researcher used self made Adjustment inventory for the Data collection.
This Adjustment inventory has 100 statements in its piloting form. After piloting
the test 60 statements have been selected for the final form of the Adjustment
inventory. Responder has to give their answer in "yes" or "neutral" or "no" form.
Factor Affected adjustment were family, social, emotional and Educational.
TESTING OF HYPOTHESIS:
Researcher tabulated the entire data context to variable and after that
computed Q1 and Q3 for established the level of Adjustment. To check the null
hypotheses researcher computed Mean, STD deviation, SEd and T-value.
FINDINGS:
1. There is significance difference between boys and girls adjustment Score. It
mean the boys and girls have same adjustment level.
2. There is no significance difference between std11th boys and girls Adjustment
score. It mean the std11th boys and girls have same adjustment level.
3. There is significance difference between std12th boys and girls Adjustment score.
It means the level of adjustment of std 12th Girls is more than std12th boys.
4. There is no significance difference between science stream boys and girls
Adjustment score. It mean the boys and girls have same adjustment Level.
5. There is significance difference between general stream boys and girls
Adjustment score. It means the level of adjustment of general Stream girls are
more than general stream boys.
6. There is significance difference between std11th and std12th Student's
adjustment score. It means std11th and std 12th students have same adjustment
level.
7. There is significance difference between std11th and std12th Boys Adjustment
score. It means the level of adjustment of Std12th boys is more than std11th boys.
8. There is no significance difference between std11th and std12th girls Adjustment
score. It means std11th and std12th girls have same Adjustment level.
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9. There is significance difference between science stream std11th and Std
12thstudents. It means the level of adjustment of science Stream std11th students is
more than std12th students.
10. There is significance difference between general stream std11th and std12th
students. It means the level of adjustment of general Stream std11th and std12th
students have same adjustment level.
11.There is no significance difference between science stream and general Stream
student's adjustment score. It means the science stream and general stream
students have same adjustment level.
12. There is no significance difference between science stream and general Stream
boy's adjustment score. It means the science stream and General stream boys have
same adjustment level.
13.There is no significance difference between science stream and general Stream
girls’ adjustment score. It means the science stream and General stream girls have
same adjustment level.
14.There is significance difference between std11th science stream and general
stream adjustment score. It means the level of Adjustment of std11th science
stream students is more than general stream students.
15. There is no significance difference between std12th science stream and general
stream adjustment score. It means std12th science Stream and general stream
students have same adjustment level.
RELIABILITY AND VALIDITY:
The rational Equivalence reliability of the inventory was 0.75 and the coconcurrent validity of the inventory with Adjustment inventory by Dr.K.G Desai was
0.78.
CONCLUSION:
The study also useful for the teacher to prepare their teaching plan for
students and they can solve the students problem so students can participate in
class- room and school very actively and get educational achievement which is
indirectly very useful for the family, society and also for Nation. The study useful
for the parents to understand their child properly and also to give proper guidance.
R EFERENCE
1 Whitney F. L. (1954) Elements of Educational Research New York : Prctice Halline.
2 Bertrand Arther (1980). Tests Measurment and Evaluation A - Dev Approch
Addition westey publishing company, California. 3 Brown F.G (1983) Principals of
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Educatinal & Psycholigical Testing ( Third Edition ),(New York : Holt ,Renhart &
winston). 4 Dewey, John (1949). The Theory of Inquiry. New York : Hadd & Co. 5
Garrett, Henry. C. (1965) Statastics in Psychology and Eduation. (New York :
Longmen green and Co.) 6 Atwater; Eastwood (1925) Psychology of Adjustment.
Pennsylvania, Prentice Hall.7 Best John W. (1966) Research in Education (New
Delhi: Prentice Hall of India pvt. Ltd).
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