@Research Paper
<#LINE#>Modelling the Selection of Returns Distribution of G7 Countries<#LINE#>G.S.@DavidSamJayakumar,A.@Sulthan<#LINE#>1-15<#LINE#>1.ISCA-RJMS-2013-081.pdf<#LINE#> Jamal Institute of Management, Tiruchirappalli, South India, INDIA <#LINE#>23/8/2013<#LINE#>9/9/2013<#LINE#>The purpose of the study is to identify the statistical distribution that is followed by the Indices returns of G7 countries. Canada is one of the members of the G7 countries but the data is insufficient and so it is not considered for the study. The closing values of indices were collected for selected countries from July 2003 to February 2013. The general assumption is that the stock returns are normally distributed. Using a statistical software 11 unbounded distributions was fitted for all the selected indices. The results show the returns follow different distributions that vary between countries. <#LINE#> @ @ Bachelier L., Theorie de la speculation, Super,111117, 2186 (1890) @No $ @ @ Black F. and Scholes M., The pricing of options and corporate liabilities, The journal of political economy 637-654 (1973) @No $ @ @ Bouchaud J.P. and Potters M., derivative pricing: from statistical physics to risk management, Cambridge University Press @No $ @ @ Jansen D.W. and De Vries C.G., on the frequency of large stock returns: Putting booms and busts into perspective, review of economics and statistic 18-24 (1991) @No $ @ @ Krawiecki A., Ho\nyst J.A. And Helbing D., Volatility clustering and scaling for financial time series due to attractor bubbling, Physical review letters 89 (15), 158701 (2002) @No $ @ @ Kullmann L., Töyli J., Kertesz J., Kanto A. and andKaski K., Characteristic times in stock market indices, Statistical Mechanics and its Applications(1999) @No $ @ @ Liu Y., Cizeau P., Meyer M., Peng C. K. and Eugene Stanley H., Correlations in economic time series, Statistical Mechanics and its Applications(1997) @No $ @ @ Mantegna R.N. and Stanley H.E., Stochastic process with ultraslow convergence to a Gaussian: the runcated Lévy flight, Physical Review Letters (1999) @No $ @ @ Mantegna R.N. and Stanley H.E., An Introduction to Econophysics, Correlations and Complexity in Finance, Cambridge University Press, Cambridge 10.Mandelbrot B.B., The variation of certain speculative prices,(371-418) Springer New York (1997) @No
<#LINE#>The Influence of Perceived Service Failure Recovery Strategies on Customer Satisfaction and loyalty in Hotels<#LINE#>Abou@TalebM.,M.S.@AbouKamar<#LINE#>16-24<#LINE#>2.ISCA-RJMS-2013-089.pdf<#LINE#>Department of Hotel Studies, Faculty of Tourism and Hotels, Menoufiya University, EGYPT <#LINE#>27/9/2013<#LINE#>9/10/2013<#LINE#>In today’s competitive environment, most hotels focus on keeping and developing relationships with their customers as a key to success. As a result, most hotels attempt to deliver first-class service in order to enhance customer satisfaction. However, failures can frequently occur in the process of service delivery due to the high degree of personal interaction with many departments and services. Service failure can negatively affect the satisfaction and future behavioral intention of customers. Consequently, service recovery strategies could be considered valuable tools to complement customer satisfaction in hotels. The purpose of this research is threefold: first to analyze service failure categories and service recovery strategies used by Egyptian hotels second to measure the impact of perceived service failure recovery strategies on customer satisfaction and loyalty in hotels and third to discover if there are differences between Egyptian and Foreigner guests with regard to how hotels respond to their complaints.The Critical Incident Technique (CIT) was conducted to identify service failures and recovery strategies employed by hotels. Data were selected from a sample of guests in five-star hotels. A total of 270 usable completed questionnaires were returned, 172 from Egyptian guests and 98 from foreigner guests. The research found conclusive results on selected service failure and service recovery strategies in hotels. The findings indicate that hotels’ service recovery strategies influence the customers’ satisfaction with differences among these types of strategies. Some kinds of discrimination practiced by hotels between Egyptians and foreigners in favor of the last one in how they recover the service problems occurred during the customers stay was clearly found.  <#LINE#> @ @ Babakus E., Yava U., Karatepe O. and Avci T., The effect of management commitment to service quality on employee’s affective and performance outcomes, Journal of Academy Marketing Science, 31(3), 272-286 (2003) @No $ @ @ Lin H., Perceptions of service failure, service recovery strategies, and behavioral intentions of hotel guests in Orlando, Florida, PhD Dissertation, Lynn University, ProQuest database, 18-49 (2006) @No $ @ @ Liao H., Do it right this time: the role of employee service recovery performance in customer-perceived justice and customer loyalty after service failures, Journal of Applied Psychology, 92(2), 475-89 (2007) @No $ @ @ Lewis B. and Spyrakopoulos S., Service failure and recovery in retail banking: The customers' perspective, International Journal of Bank Marketing, 19(1), 37-47 (2001) @No $ @ @ Chan H. and Wan L., Consumer responses to service failures: A resource preference model of cultural influences, Journal of International Marketing, 16(1), 72–97 (2008) @No $ @ @ Mattila A., The effectiveness of service recovery in a multi-industry setting. Journal of service marketing, 15 (6/7), 583-596 from ProQuest database (2001) @No $ @ @ Tax S. and Brown S., Service recovery: Research insights and practices, In T. Swartz and D. Iacobucci. (Eds), Handbook of Services Marketing and Management, 271-286, Thousand Oaks, CA: Sage Publication (2001) @No $ @ @ Reichheld F. and Sasser W., Zero defections: Quality comes to services, Harvard Business Review, 68,105-11 (1990) @No $ @ @ Magnini V. and Ford J., Service failure recovery in China, International Journal of Contemporary Hospitality Management, 16(5), 279-286 (2004) @No $ @ @ Kristie K., Seawright K., Preston B., Charlotte L. and Hoopes L., An empirical examination of service recovery design, Marketing Intelligence and Planning, 26(3), 253-274(2008) @No $ @ @ Zemke R. and Bell C., Service recovery: doing it right the second time, Training, 27, 42-8 (1990) @No $ @ @ Michel S. Analyzing service failures and recoveries: A process approach, International Journal of Service Industry, 12(1), 20-33 (2001) @No $ @ @ Johnston R. and Fern A., Service recovery strategies for single and double deviation scenarios, The Service Industries Journal, 19(2), 69-82 (1991) @No $ @ @ Lewis B.R. and McCann P., Service failure and recovery: Evidence from the hotel industry, International Journal of Contemporary Hospitality Management, 16(1), 6-17 (2004) @No $ @ @ Cranage D., Plan to do it right: and plan for recovery, International Journal of Contemporary Hospitality Management; 1(4), 210-219 (2004) @No $ @ @ Bitner M., Booms B. and Tetreault M., The service encounter: Diagnosing favorable and unfavorable incidents. Journal of Marketing, 54(1), 71-84 (1990) @No $ @ @ Gordon H., and Terrence J., Waiting for service: The effectiveness of recovery strategies, International Journal of Contemporary Hospitality Management, 11(1), 6 -15 (1999) @No $ @ @ Johnston R., Linking complaint management to profit, International Journal of Service Industry Management, 12(1), 60-9 (2001) @No $ @ @ Flanagan J., The critical incident technique, Psychological Bulletin, 51, July,327-58 (1954) @No $ @ @ Patterson P., Cowley E. and Prasongsukarn K., Service failure recovery: The moderating impact of individual-level cultural value orientation on perceptions of justice, International Journal of Research in Marketing, 23(3)263–277 (2006) @No $ @ @ Davidow M., The bottom line impact of organizational responses to customer complaints, Journal of Hospitalityand Tourism Research, 24(4), 473-90 (2000) @No $ @ @ Karatepe O. and Ekiz E., The effects of organizational responses to complaints on satisfaction and loyalty: A study of hotel guests in Northern Cyprus, Managing Service Quality, 14(6),476–486 (2004) @No $ @ @ Brown S. and Leigh T., A new look at psychological climate and its relationship to job involvement, effort and performance, Journal of Applied Psychology, 81(4), 358-68 (1996) @No $ @ @ Zeithaml V., Berry L. and Parasuraman A., The behavioral consequences of service quality, Journal of Marketing, 60(2), 31-46, (1996) @No $ @ @ Bitner M., Booms B. and Mohr L., Critical service encounters, The employee's viewpoint, Journal of Marketing, 58(4), 95-105 (1994) @No $ @ @ Nunnally J., Psychometric Theory, 2nd ed., McGraw-Hill, New York, NY (1978) @No
<#LINE#>Comparison of Faculty Engagement Factors between Arts and Science and Engineering and Technology Institutions<#LINE#>Juliet@GladiesJ.,Vijila@Kennedy<#LINE#>25-28<#LINE#>3.ISCA-RJMS-2013-090.pdf<#LINE#> RVS Institute of Management Studies and Research Sulur, Coimbatore-641 402, Tamilnadu,INDIA @ KCT B-School, Coimbatore- 641 049, Tamilnadu, INDIA<#LINE#>29/9/2013<#LINE#>11/10/2013<#LINE#>The higher education Institutions needs to attract and retain faculty who are qualified and willing to take on new task and responsibility. Institutions are now keen in engaging the faculty in all areas other than teaching. A survey on 662 faculty members representing 10% of the population was done with stratified sampling method with a response rate of 77.8% and with Cronbach Alpha of 0.9. From the study it was found that the faculty engagement between Arts and Science and Engineering and Technology factors differ with regard to type of institution, nature of institution, age and current position. The challenge of today’s Higher Education Institutions is to ensure that its members of the faculty are engaged through innovative management practices. <#LINE#> @ @ Erickson T.J., Testimony submitted to the U.S Senate Committee on Health Education, Labor and Pensions,Retrieved August 14, 2007, from http://www.gpoaccess.gov (2005) @No $ @ @ Kaur D., and Bhalla G.S., Perceptions of Faculty Towards College Management: A Case Study, The IUP Journal of Management Research, VIII (8), 59-76 (2009) @No $ @ @ Berliner and David C., The Near Impossibility of Testing for Teacher Quality, Journal of Teacher Education, 56 (3), 205–213 (2005) @No $ @ @ Fairweather and James. S., Beyond the Rhetoric: Trends in the Relative Value of Teaching and Research in Faculty Salaries, Journal of Higher Education, 76 (4), 401-422 (2005) @No $ @ @ Rapert Inhofe M., Kurtz D.L., and Smith S., Beyond the Core Triad: Just What Do Marketing Academics Do Outside of Teaching, Research, and Service? Journal of Marketing Education, 24(2), 161-167 (2002) @No $ @ @ Boya, Unal O., Robicheaux R.A. and Dotson M.J., The Allocation of Effort by Marketing Faculty Members: Teaching, Research, Service, and Consulting, Marketing Education Review, 2(3), 9-16 (1992) @No $ @ @ Wellins R. and Concelman J., Creating a culture for engagement. Workforce Performance Solutions. Retrieved November 11, 2012 from www.WPSmag.com (2005) @No $ @ @ Coates, Barnett K.R. and Williams G., Relationships Between Teaching and Research in Higher Education in England. Higher Education Quarterly, 55(2), 158-174 (2001) @No $ @ @ Lindsay, Breen R.R. and Jenkins A., Academic research and teaching quality: the views of undergraduate and postgraduate students. Studies in Higher Education, 27(3), 309-327 (2002) @No $ @ @ McKeachie W.J., Wanting to be a good teacher: What have we learned to date? In J. L. Bess, Teaching Well and Liking It. London: Johns Hopkins University (1997) @No $ @ @ Rowley J., Motivation and academic staff in higher education, Quality Assurance in Education, 4(3), 11-16 (1996) @No $ @ @ Reed A.J., Bergemann V.E. and Olson M.W., In the Classroom: An Introduction to Education, New York: McGraw-Hill (1998) @No $ @ @ Alan M.S., Antecedents and consequences of employee engagement, Journal of Managerial Psychology, 21 (7), 600-619 (2006) @No $ @ @ Kahn W.A., Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724 (1990) @No $ @ @ Maslach C., Schaufeli W.B. and Leiter M.P., Job burnout. Annual Review of Psychology, 52, 397-422 (2001) @No
@Research Article
<#LINE#>Work-Life Balance of Labor in Plastic Industry of Pakistan<#LINE#>Faris@Ijaz,Irfan@Farooq,Tasleem@Furqan,Sajid@Muhammad<#LINE#>29-33<#LINE#>4.ISCA-RJMS-2013-078.pdf<#LINE#>International Islamic University, Islamabad,PAKISTAN @ Department of Banking and Finance, Government College (GC) University, Faisalabad, PAKISTAN<#LINE#>16/8/2013<#LINE#>19/9/2013<#LINE#>knowledge of the labor laws and its practices exercised in the local industry. Best design for this research could possibly be the quantitative analysis of the findings. The questionnaire is designed on a 5 point scale from “strongly agree” to “strongly disagree”. All the qualitative information is decoded by the help of SPSS in order to run the statistical tests and techniques for having reliable findings. We conclude from the point of labor that there exists an imbalance in the work and social life in the specific industry and there exists the unwillingness of the labor to work at the current wages. Inability to meet the monthly expenses, overburden of work, per absent wage deduction is the main issues highlighted by the labor. And the practices like no annual increment, bonuses and compensations are also criticized by them. Geographical area appropriate to conduct this research was Gujranwala. Sample size of 8-10 firms was selected whose results can differ in case, the sample size is enhanced. Exception of human error exists. Cost is one of the limitations. This paper will help industry researchers and employers in a way to better understand the demands of the labor and focus their problems. Labor law associations can claim their rights by using our research findings as a base. Research was conducted by staying unbiased to uncover the ground realities happening in the specific industry. Information for the literature study of global plastic trends, Pakistani industry and practices is coated and referenced as well. <#LINE#> @ @ Rana Naeem Ur Rehman, President of the Plastic Association Gujranwala (2011) @No $ @ @ American Chemistry Council, (2004) @No $ @ @ Life Cycle of a Plastic Product (Hitting the Headlines Article), Online. http://plastics.americanchemistry.com/Life-Cycle, (2011) @No $ @ @ Plunkkett Research Estimates, Introduction to the Chemicals, Coatings and Plastics Industry (Headlines of Article), http://www.plunkettresearch.com/chemicals-plastics-market-research/industry-and-business-data, (2011) @No $ @ @ Jorina Fontelera, Plastic in Not Going Anywhere (Article Heading) Online, (2011) @No $ @ @ MIT Technology Reviews, A Plastic that Chills (Article Heading),  http://www.technologyreview.com/computing/21205/ (2011) @No $ @ @ Hamid Minhas, SMEDA, Plastic Product Cluster-Lahore (Diagnostic Study), Online, http://www.smeda.org.pk, (2011) @No $ @ @ China Boosts Global War Against Menace of the Plastic Bag, by John Vidal, The Guardian, (2008) @No $ @ @ In Praise of Plastic, by Keith O'Brien, The Boston Globe, (2008) @No
<#LINE#>International Business Environment: Challenges and Changes<#LINE#>Abhishek@Gupta<#LINE#>34-38<#LINE#>5.ISCA-RJMS-2013-072.pdf<#LINE#>Administrative-cum-Accounts Officer & Head of Office, Sardar Swaran Singh National Institute of Renewable Energy @ Ministry of New and Renewable Energy, Govt. of India, Wadala Kalan, Kapurthala, Punjab, INDIA <#LINE#>3/7/2013<#LINE#>25/8/2013<#LINE#>In the twenty first century, Business Environment is becoming more complex, interdependent and dynamic. Managements have to restructure their strategies and management styles according to the regions of the world, they are operating in. The typical challenges that managements face are political, economic and cultural changes along with advancement in technology. In addition to the vast opportunities while operating in global community, it is also associated with relative high risks and the projected return on investments in the global market. Business Environment risk has increased obligations of managements to improve their ability to develop, produce and market global brands. To compete aggressively, organizations have to make considerable investments globally, not only capital investment but also human resource investment like trained managers, skilled workforce to operate effectively in a multicultural environment. Managements are focusing to become accustomed to global environment change and attain new capabilities, in job skills, modes of learning, management approaches and research efforts. Managing political and economic risk is a challenge for multinational organizations, they have to maintain an up to date profile of countries they are operating in. Global operations of organizations are also associated with social responsibility, ethical behaviour and interdependence which directly affect their sustainability and profitability. The ethical challenge that globalization presents is political and economic freedom, that is essential for the development of any society, but human resource development is critical in developing these capabilities. Due to interdependent nature of developing economies the global organizations must set high ethical norms and lay the groundwork for future economic development by cooperating with social, political and economic conditions prevailing in the regions they are operating in. <#LINE#> @ @ Business Environment, Elearn, 96 (2005) @No $ @ @ Business Environment: Managing in a Strategic Context, John Kew, John Stredwick, CIPD Publishing, Business and Economics, 271 (2005) @No $ @ @ Helen Deresky, International Business Management - Managing Across Borders and Cultures, Pearson Education Inc, Dorling Kindersley (India) Pvt. Ltd., New Delhi, (2006) @No $ @ @ Learning and Development 4/E, Rosemary Harrison 389 (2005) @No $ @ @ Li Shaomin Li,: Managing International Business in Relation-Based Versus Rule-Based Countries, Busienss Expert Press, New York (2009) @No $ @ @ Management and Organisational Behaviour, Laurie J. Mullins, 837 (2007) @No $ @ @ Management, Ricky W. Griffin, 738 (2008) @No $ @ @ Managing in a strategic business context, David Farnham, Chartered Institute of Personnel and Development 306 (2005) @No $ @ @ Neil Coade, Managing International Business - Self Development for Managers, International Thomson Publishing Inc, UK (1997) @No $ @ @ Pradip Kumar Sinha, Sanchari Sinha, International Business Management- A Global Perspective, Excel Books, New Delhi (2008) @No $ @ @ Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson, Strategic Management With Infotrac, Competitiveness and Globalization, 992 (2007) @No $ @ @ The Business Environment, Adrian Palmer, Bob Hartley, 586 (2009) @No $ @ @ The Business environment: challenges and changes, Ian Brooks, Jamie Weatherston, 460 (2000) @No $ @ @ The Business Environment: Themes and Issues, Paul Wetherly, Dorron Otter, 495 (2008) @No $ @ @ The Economic Environment of Business, John Sloman, 325 (2005) @No
<#LINE#>New Dimension in Equity Valuation<#LINE#>Kishan@MotwaniRadha<#LINE#>39-42<#LINE#>6.ISCA-RJMS-2013-095.pdf<#LINE#>Department of Management Studies, Government Engineering College Ajmer, INDIA <#LINE#>19/11/2012<#LINE#>18/1/2013<#LINE#>The studies on market efficiency clearly depict that it is very difficult to find out the undervalued securities. On the other hand, such undervalued securities cannot be left due to practical difficulties in their identification. There are many models available used to identify the mispriced securities. One of the methods prominently used for the valuation of securities is price-earnings ratio. Investors have been dependent on the price-to-earnings (P/E) ratio as a tool to decide investment in a particular stock for several years. It has emerged as a simple way to get a sense of how market value of a company’s stock compares to its earnings. However, there is a considerably significant problem with this ratio as neither the company's stock price is the true representative of a company's value in the real world nor the earnings of a company are reliable as the same can be easily manipulated. Thus, if an investor wants to really get a glimpse of a company’s value as compared to others, he needs new dimension in value philosophy. The present paper describes the very less talked dimension in equity valuation i.e., Enterprise Value. Enterprise value is described as a value that, in theory, represents the entire cost of a company, if someone acquires it. It offers more accurate estimate of takeover cost than market capitalization because it includes a number of important factors such as preferred stock, debt, and cash reserves that are ignored otherwise. The paper also highlights how application of this new dimension in equity valuation helps tremendously in investment decisions, particularly during different phases of market, by taking up a case study of equities from a common industry.  <#LINE#> @ @ David Sterman, The Best Alternative to the Flawed P/E Ratio, www.investinganswers.com, September 10, 2010 (2010) @No $ @ @ Hans Wagner, With This Ratio, Cash Flows Are King, www.investinganswers.com, June 11, 2010 Motwani (2010) @No $ @ @ Joel Greenblatt, The Little Book that Beats the Market, John Wiley & Sons, Inc., Hoboken, New Jersey, (2005) @No $ @ @ Bradley James Bryant, How to Calculate Enterprise Value, http://www.ehow.com/how_5108022_calculate-enterprise-value.html(2013) @No $ @ @ Joshua Kennon, Enterprise Value-Determining the Takeover Value of a Company, http://beginnersinvest. about.com /od/financialratio (2013) @No $ @ @ Graeme Pietersz, Enterprise value, http://moneyterms.co.uk/ev
(2013) @No $ @ @ Ben McClure, Using Enterprise Value To Compare Companies  November 05 2012, Filed Under Accounting, Fundamental Analysis, Stocks, http://www.investopedia.com (2012) @No $ @ @ Mirza Nawazish and Saeed Mawal Sara, Time Varying Stock Market Volatility: The Case of an Emerging Market, Research Journal of Recent Science,1(11), 41-46 (2012) @No $ @ @ Khani Hamid and Yazdani Qanbar Ali, “effective factors on determination of audit fees in iran”, Research Journal of Recent Science,1(6), 38-44 (2012) @No $ @ @ Korbacheh Shima, Asgari Mohamad Reza, Khalili Majid, Abbasi Roghayeh, Esgandari Karim and Torabinya Samad, Offering a Model to Describe the Relationship between Corporate Governance Factors and Return on Net Margin of Those Companies Accepted at Stock Exchange, Research Journal of Management Science, 1(1), 14-22 (2012) @No $ @ @ Saeid Anvarkhatibi, Mohammadreza Safashur and Jamal Mohammadi, The Effect of Auditors Opinions on Shares Prices and Returns in Tehran Stock Exchange, Research Journal of Management Science,1(1), 23-27 (2012) @No $ @ @ Muhammad Naveed, Ahmad Raza Bilal, Ahmad Ur Rehman, Noraini Bt. Abu Talib and Melati Ahmad Anuar, Evidence of Capital Structure Discipline in Financial Markets: A Study of Leasing and Insurance Companies of Pakistan, Research Journal of Management Science 2(1), 7-12 (2013) @No $ @ @ Sirohi Gajendra, Global Market and Indian prospective, Research Journal of Management Science, 1(5), 1-5 (2012) @No $ @ @ http://caps.fool.com/Blogs/why-and-how-to-use-enterprise/155022 (2013) @No $ @ @ http://www.khanacademy.org/finance-economics/valuation-and-investing/v/enterprise-value
(2013) @No $ @ @ www.investopedia.com/terms/e/enterprisevalue.asp
(2013) @No $ @ @ http://money.rediff.com (2013) @No