@Research Article
<#LINE#>Financial Innovation and Advancing Information Technology Values in Indian Banks<#LINE#>Deepika@Upadhyaya,Manish@Badlani<#LINE#>1-7<#LINE#>1.ISCA-RJMS-2013-052.pdf<#LINE#> Faculty of Management Studies, MDS University, Ajmer, INDIA @ Department of Management Studies, Government Engineering College, Ajmer, INDIA<#LINE#>2/5/2014<#LINE#>1/10/2014<#LINE#> In the wake of the financial crisis, banks around the world have to adapt to a different and rapidly changing business environment. Ongoing shifts in customer behavior and advances in technology are changing not only what customer’s expectation from the banks, but also how banks and non-bank competitors deliver financial services. Taking on board the lessons of crisis, banks need to ensure that they are accessing revenue pools that offer long term growth. As the customers adopt new technologies and behaviors, and as banks and non banks alike leverage new technologies, channels and business models to capture more of their customers’ business, banks need to find new ways to deliver their services and connect with customers. Effective CRM initiatives utilize advances in technology to analyze available customer data in order to improve marketing and customer satisfaction. Customer Interaction Management (CIM) seeks to leverage the benefits of multi-channel involvement with the customer, to offer proactive assistance benefiting both the customer and the organization. The use of technology, new business models to extend relationships with customers and effective relationship management strategies in place that incorporate not only staff culture and training, but also the underlying systems to support these interactions has become utmost important in service delivery process. <#LINE#> @ @ Chanaka Jayawardhena, Paul Foley, Changes I the banking sector- the Case of Internet banking in the UK, Internet Research; Electronic Networking Application and Policy, 10(1), 19-30, (2000) @No $ @ @ Scott M. Davis and Kristin Moe, Bringing Innovation to Life, Jounal of Consumer Marketing, 14(5), 340-341, (1997) @No $ @ @ Churchill G.A., and Surprenant C., An Investigation into the Determinants of Customer Satisfaction, Journal of Marketing Research, 19(4), 491–504, (1982) @No $ @ @ Dabholkar P. and Bagozzi R., An attitudinal model of technology-based self-service: moderating effects of consumer’s traits and situational factors, Journal of Academy of Marketing Science,30(3), 184-201, (2002) @No $ @ @ Bitner J.M., Service and technology: opportunities and paradoxes, Managing Service Quality, 11(6), 375-9, (2001) @No $ @ @ B. Evardsson, The Role of Service Design in Achieving Quality, in E. Scheuing and W. Christopher, The Service Quality Handbook, Amacom, New York, (1994) @No $ @ @ J. Kandampully and R. Duddy, Relationship Marketing: A Concept beyond the Primary Relationship, Marketing Intelligence and Planning, 17(I7), 315 – 323,(1999) @No
<#LINE#>Study on Impact of Quality of Work Life on Job Performance amongst Employees of Secunderabad Division of South Central Railway<#LINE#>Hosmani@A.P.,Shambhu@shankar,R.@Bindurani<#LINE#>8-11<#LINE#>2.ISCA-RJMS-2014-85.pdf<#LINE#>Department of Commerce and Management, Gulbarga University Gulbarga, INDIA<#LINE#>23/10/2014<#LINE#>25/10/2014<#LINE#> This paper aims to analyze the impact of Quality of work life (QWL) and Employee performance among the employees of Secunderabad division of South Central Railway. Several aspects of QWL have analyzed including working conditions, safety measures, welfare practices, career development opportunities, etc. QWL was regarded as a variable which focused on outcomes, such as job satisfaction and mental health, with their emphasis on the impact of work on the individual. Quality of Work Life programs when implemented lead to greater growth and development of the individual as a person as a productive employee of an organisation, develop trust between managers and employees, attract and keep talented staff, build strong employee commitment, strengthen work place learning and improve overall effectiveness of an organisation. The study consists of a sample of 100 employees working at different departments; the samples have chosen using randomized sampling technique. The results revealed that the employees in general were satisfied with the different measures of quality of work life programs in the organisations which enhances the employee job satisfaction which in turn enhances the employee job performance.  <#LINE#> @ @ www.oxford journals.com (2014) @No $ @ @ Rethinam G.S. and Ismail M., Constructs of Quality of Work Life: A perspective of information and technology professionals, European Journal of Social Science,7(1),58-70, (2008) @No $ @ @ Cummings T.G. and Molly E.S., Improving Productivity and the Quality of Work Life. New York: Praeger Publishers, (1997) @No $ @ @ Coetzee S., Dispositional Factors and Quality of Work Life of members of Self – Managing work teams, (2004) @No $ @ @ Walton R.E., Quality of Work Life: Indicators: Prospects and Problems Studies in Personnel Psychology, 6(1), 7-18 (1974) @No $ @ @ Walton R.E and Davis L.E. Cherns, Criteria for Quality of Work Life, A.B and Associates (Eds), The Free Press, New York. (1), 91-104, (1975) @No $ @ @ Elizur D. and Shye S., Quality of work life and its relation to quality of life, Applied Psychology: International Review, 39(3), (1990) @No $ @ @ Ashwatappa K., Human Resource Management and Personnel Management, Third Edition, Tata McGraw Hill publishing Company Limited, New Delhi, (2004) @No $ @ @ Dipak Kumar Bhattacharya, Human Resource Management, Second edition Excel Books Publications, New Delhi, (2002) @No $ @ @ Rao VSP, Human Resource Management Text and Cases,Second Edition, Excel Books Publications, New Delhi, (2005) @No $ @ @ SCR year books (2014) @No $ @ @ www.scr.in (2014) @No $ @ @ Raduon cherose, Quality of Work life: Implications of Career Dimensions, Journal of Social Services, 2(2), 61–67 (2006) @No $ @ @ Indrasen Singh, The Measurement of Job Satisfaction of Professional Drivers, Indian Highways, 5-12, (2007) @No $ @ @  Bani Kocher, Job Satisfaction among Academics, ICFAI, Business School ICFAI University, Dehradun (2008) @No $ @ @  Praveen M Kulkarni, DNS Kumar and B. Janakiram, Organisational Culture are Employee Job Satisfaction?, IndianJournal of Management, 25-31 (2009) @No $ @ @ Reisel W.D., Chia SL., Maloles C.M. and Slocum J.W., The Effects of Job Insecurity on Satisfaction and Perceived Organizational Performance, Journal of Leadership and Organsational Studies, 14(2),106-116 @No $ @ @ Davis L.E. and Trist E.L, Improving the quality of working life: Socio-technical case studies In J. O’Toole (Ed.), Work and the quality of life: Resource papers for Work in America, Cambridge, MA: MIT Press, 246-284 (1974) @No $ @ @ Harrison G., The measurement of quality of work life in SA companies, People Dynamics, 18, 23-25 (2000) @No $ @ @ Serey T.T., Choosing a robust Quality of work life, Business Forum,27(2), 7-10, (2006) @No $ @ @ Raduon cherose, loose bech, Quality of Work life: Implications of Career Dimensions, Journal of Social Services,2(2), 61–67 (2006) @No $ @ @ Sangeeta Jain, Quality of work life, New Delhi: Deep and Deep Publication, 17-18, (1991) @No $ @ @ Scott Snell, George Bohlander, Human Resource Management, Sixth Edition, Baba Barkha Nath Printers, (2009) @No $ @ @ Kothari C.R., Research Methodology Methods and Techniques, Second Edition, New Age International Publications, New Delhi, (2001) @No $ @ @ www.emraldinsight.com (2014) @No $ @ @ www.indianjournals.com (2014) @No $ @ @ www.indianrailways.com (2014) @No
<#LINE#>Vanity as a Mediator in Relationship between Personality Traits and Compulsive Buying: An Empirical Investigation<#LINE#>Awais@Muhammad,Parkash@Rakesh,Mustaghis-ur-@Rahman,Warraich@UsmanAli<#LINE#>12-22<#LINE#>3.ISCA-RJMS-2014-58.pdf<#LINE#>Department of Business Administration, Indus University, Karachi,PAKISTAN @ Department of Business Administration, IQRA University, Karachi,PAKISTAN @Management Sciences Department, SZABIST, Karachi, PAKISTAN<#LINE#>30/5/2014<#LINE#>12/9/2014<#LINE#> This research paper aims to provide empirical investigation on relationship between Big Five personality traits and compulsive buying; examines mediating role of consumer vanity in their relationship; and draws pragmatic implications for marketers and researchers. Structural Equation Modeling (SEM) is used to test hypothesis on data set of 222 respondents recruited from randomly selected public and private universities. Contrary to the existing role of personality in shaping compulsive buying, we suggest that vanity permeates this influence. We elucidate that vanity is reshaping the purchase patterns and choice of global consumer. Findings of this research advance earlier studies that associate extraversion, conscientiousness, neuroticism, openness and agreeableness with compulsive buying. We find that physical vanity and achievement vanity are key constituents of new commercial lifestyle. <#LINE#> @ @ Solomon M.R. and Rabolt N.J., Consumer Behavior in Fashion, 2nd edn, Pearson Education Inc, Upper Saddle River, NJ. (2009) @No $ @ @ Mahatoo W.H., Motives must be differentiated from needs, drive, wants: strategy implications, European Journal of Marketing, 23, 29–36 (1989) @No $ @ @ Solomon M.R., The Psychology of Fashion. Massachusetts: Lexington, Heath (1985) @No $ @ @ Netemeyer R.G., Burton S, Lichtenstein D.R., Trait aspects of vanity: Measurement and relevance to consumer behavior., J. Consum. 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<#LINE#>Linking Locus of Control with Demographic Attributes: An Empirical Study on Defence Manufacturing Company in Bangalore, India<#LINE#>Nita@Choudhary,Shikha@Ojha,NiranjanKumar@Singh<#LINE#>23-27<#LINE#>4.ISCA-RJMS-2014-92.pdf<#LINE#>Ph.D Research Scholar, Jain University, Bangalore,INDIA @ MS Business School, Jain University, Bangalore, INDIA<#LINE#>20/10/2014<#LINE#>2/11/2014<#LINE#> Some people believe that they are master of their fate and life. They are referred to as internals. While some people believe that they are puppets of fate or whatever happens to them are due to external factors or chance. Such people are known as externals. Individuals with internal locus of control are more active in their lives to pursue career goal.Locus of control can be regarded as uni or multidimensional construct.  This paper aims to study the Locus of control of men and women officers employed in defence manufacturing company in Bangalore. For conducting this study, LOCO inventory scale developed by Pareek Udai in 2002 has been used. It is 30 – item scale with 10 items each under internality, externality (others) and externality (chance). The 5-point scale is used in scoring responses ranging from “hardly feel” (0) to “strongly feel” (4).The results obtained after analysis supports the conclusion that officers are more towards internal and determine life events through personal effort and ability. <#LINE#> @ @ Pareek U., Training Instruments for HRD and OD, 2nd edition, Tata McGraw-Hill Publishing Company, New Delhi, 148–157 (2002) @No $ @ @ Rotter J.B., Generalized expectancies for internal versus external control of reinforcement, Psychological Monographs,80 (1), 1–28 (Whole No. 609) (1966) @No $ @ @ Rotter J. B., Some Problems and Misconceptions related to the Construct of Internal versus External Control of Reinforcement, Journal of Consulting and Clinical Psychology,43(1), 56–67 (1975) @No $ @ @ Judge T.A., Locke E.A. and Durham C.C., The dispositional causes of job satisfaction: A core evaluations approach, Research in Organizational Behavior,19(19), 151–188 (1997) @No $ @ @ Judge T.A., Bono J.E. and Locke E.A., Personality and Job Satisfaction: The Mediating Role of Job Characteristics, Journal of Applied Psychology, 85(2), 237–249 (2000) @No $ @ @ Judge T.A. and Bono J.E., Relationship of Core SelfEvaluations Traits—Self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability—With Job Satisfaction and Job Performance: A Meta-Analysis”, Journal of Applied Psychology,86 (1), 80-92 (2001) @No $ @ @ Judge T.A., Bono J.E., Erez A. and Locke E.A., Core Self-Evaluations and Job and Life Satisfaction; The Role of Self-Concordance and Goal Attainment, Journal of Applied Psychology, 90(2), 257–268 (2005) @No $ @ @ Findley M.J. and Cooper H.M., Locus of control and academic achievement: A literature review, Journal of Personality and Social Psychology,44(2), 419–427 (1983) @No $ @ @ Rotter J.B., Social Learning and Clinical Psychology, Englewood Cliffs, US, New Jersey, Prentice-Hall, Inc (1954) @No $ @ @ Spector P.E., Development of the Work Locus of Control Scale, Journal of Occupational Psychology,61(4), 335–340 (1988) @No $ @ @ Frese M., Theoretical models of control and health, in S. L. Sauter, J. J. Hurrel and C. L. Cooper (Eds.), Job control and worker health, 107-128. Chichester: Wiley (1989) @No $ @ @ Ross C.E. and Mirowsky J., Explaining the social patterns of depression; Control and problem solving or support and talking?, Journal of Health and Social Behaviour,30(2), 206–219 (1989) @No $ @ @ Noor N.M., Locus of control, supportive workplace policies and work – family conflict, Psychologia, 49(1), 48–60 (2006) @No $ @ @ Ducette J. and Wolk S., Locus of control and extreme behaviour, Journal of Consulting and Clinical Psychology,39(2), 253–258 (1972) @No $ @ @ Fry P.S., Religious involvement, spirituality and personal meaning for life: Existential predictors of psychological wellbeing in community-residing and institutional care elders, Aging and Mental Health, 4(4), 375–387 (2000) @No $ @ @ Specht J., Schmukle S.C. and Egloff B., Everything Under Control? The Effects of Age, Gender and Education on Trajectories of Perceived Control in a Nationally Representative German Sample, Development Psychology,49(2), 353–364 (2013) @No $ @ @ Kasilingam R. and Sudha S., Influence of Locus of Control on Investment Behaviour of Individual Investor, The Indian Journal of Management, 3(1), 17–25 (2010) @No $ @ @ Erez A. and Judge T.A., Relationship of Core Self-Evaluations to Goal Setting, Motivation and Performance, Journal of Applied Psychology,86(6), 1270–1279 (2001) @No