impact of nature of ownership of banks & … tiwari, karunesh … · web viewhistory, tradition...
TRANSCRIPT
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Impact of Nature of Ownership of Banks &
Demographic Variables on HRM Practices: An Empirical
Study
Author
Pankaj Tiwari
Doctoral Fellow-ICSSR,Faculty of Management Studies,Mohanlal Sukhadia University,
Udaipur.,Mobile No:919414777789
Co-author
Prof.Karunesh SaxenaDirector & Chairman,
Faculty of Management Studies,Mohanlal Sukhadia University,
Udaipur.,Mobile No.919928074007
October 16-17, 2009Cambridge University, UK
1
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Abstract
Human Resource is the most valuable resource for every organization as
compared to other resources like money, material, technology because it
cannot be imitated and it is only the man who is involved in all the
operations of the enterprise starting from the production of the goods to
deliver it to the consumer. The organization has also realized the
importance of this resource and has started investing a huge amount of
their budget to develop this resource. Such investment will not be fruitful
until and unless this resources are not managed properly and effectively.
Effective management of employees calls for effective HRM (Human
Resource Management) Practices. The researches done in the area have
shown that effective HRM Practices helps the organization to improve the
firm’s performance, to boost the morale of the employees, to retain the
talent in the organization. This paper is also an extension of such
investigations. In this paper the researcher will investigate the nine HRM
practices (Staffing practices, Training and development, Performance
appraisal, Compensation & Benefits, Supervision, Employee motivation,
Employee Relation, Work Life Balance, Working Environment) in different
types of banks (Public, Private and Foreign banks and will try to find out
that whether the nature of ownership of the banks and selected
demographic variables (Gender, age, designation) affects the HRM
practices or not. The data will be collected with the help of structured
questionnaire and analyzed with the help of statistical tools. The
suggestion will be given at the end of the paper.
October 16-17, 2009Cambridge University, UK
2
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Key words: HRM Practices, Nature of ownership, Competitive
Advantage
Introduction
Human Resource Management
Organization is like a system comprised of several subsystem having
different sets of activities. These activities are very critical for the
organization and performed by the employees working in the
organization. The success of these activities depends on the quality of
human resources in the organization and HRM (Human Resource
Management) of the organization is responsible for the quality of human
resources.
“HRM can be defined as the acquisition, development and maintenance of
human resources in the organization to ensure the achievement of
organizational objectives”
To manage the human resources, the organization requires a set of HRM
Practices. HRM Practices refers to organizational activities directed at
managing the pool of human resources and ensuring that the resources is
employed towards the fulfillment of organizational goals (Schuler &
Jackson, 1987; Schuler & MacMillan, 1984; Wright & Snell, 1991).
HRM Practices differs from one organization to other organization
depending upon their objectives. Service Organization like Banks,
Hospitals, Hotels may have different HRM practices as compared to
October 16-17, 2009Cambridge University, UK
3
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
manufacturing organization. But, in general the HRM Practices may
include the activities which are related to:
1. Human Resource Planning
2. Recruitment & Selection.
3. Training & Development.
4. Performance Appraisal
5. Compensation Management.
6. Industrial Relations.
Nature of Ownership of the Banks:
On the basis of nature of ownership, the banks can be classified into
three types:
1. Public: The public banks are those banks which are directly under
the control of State/Central Government. Example: State Bank of
India & its associate banks, Bank of Maharastra, Bank of Baroda,
Punjab National Bank etc.
2. Private : The Private Banks are those banks which are directly
under the control of Private Sector but they are governed by the
rules and regulations framed by the Government from time to time.
Example: ICICI, HDFC, Kotak Mahindra, UTI Bank.
3. Foreign Bank: The Foreign Banks include Standard Chartered,
HSBC, ABN-AMRO etc.
Review of Literature on factors affecting HRM Practices:
October 16-17, 2009Cambridge University, UK
4
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Factors which affect the HRM practices include external and internal
factors. These factors also differs significantly across the country.
External Factors
External factors affecting HR practices are those pressures on firms that
cannot be controlled and changed in a favorable way in the short run
(Kane and Palmer 1995). These factors include the following:
1. International and national economic changes:
As a result of development of global economy, the international
dimension of HR practices has become more and more
significant .The focus of HR practices has shifted from traditional topics
such as internal selection and rewards to concepts such as
globalization and international competition (Satow and Wang,
1994).
2. Technological changes
Technological advances alter jobs ,create new skills ,make
occupations obsolete, and revise what employees need to learn and
be trained to do (Milkovich and Boudreau,1991;Watson and
Green 1996;Wong,1997).
3. National Culture
Yaganeh and Su (2008) revealed that cultural factors covers a
wide range of issue and differ significantly across the countries.
October 16-17, 2009Cambridge University, UK
5
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Chandrakumara and Sparrow (2004) found that Culture has
crucial importance in organizations preferences in developing
appropriate structure and methods for their HR practices.
4. Industry/sector characteristics
Classification of organizations as manufacturing and service firms is
taken as basis of analyzing HR practices. The idea behind this
division is the fact that different production processes necessitates
different HR practices.
5. Legislations /Regulations
Kane and Plamer,(1995) found that legislations and regulations
are frequently cited as having a direct impact on HR practices .
6. Actions of Competitors
There are many ways in which companies can gain a competitive
edge or a lasting and sustained advantage over their competitors,
among them being the development of comprehensive human
resource practices (Jackson et al.,1989; Kane and Palmer
1995;Poole and Jenkins,1996; Narsimha ,2000).
7. Actions of Unions
Kochan et al., (1984) in their study found that union activities
also affect HR practices. The presence or absence of unions in
organizations is a salient variable known to be associated with some
HR practices
October 16-17, 2009Cambridge University, UK
6
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Internal Factors
Internal environments of organizations strongly affect their HR
practices. Researchers have compiled a lengthy list of
organizational characteristics related to HR practices (Milkovich
and Boudreau ,1991). The important internal factors are as
follows:
8. Organisations Size
Garavan et al.,(2008) revealed that the organisations size is an
important factor explaining both intensity and the type of HR
practices
9. Organisational Structure
A firms strategy and structure are important in determining HR
practices flexibility and integration. There are important structural
differences among firms that affect the way in which HR practices
are designed and implemented (Garwin,1986;
Tomer,1995;Hudson et al.,2001).
10. Business Strategy
Organisations generally use different competitive strategies in order
to gain an advantage in the market place.these strategies are more
effective when they are systematically coordinated with human
resources management practices.Companies can improve their
environment by making efficient choices about human resource
October 16-17, 2009Cambridge University, UK
7
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
practices that consistently support their chosen strategy (Milkovich
and Boudreau,1991;Schuler,1992).
11. Human Resource Strategy
Gravan et al.,( 2008) also found that the HR Strategy is an
important determinant of both intensity and diversity of HR
practices
History, tradition and past practices
History, tradition and past practices of the organization affects the
HRM practices implemented in the organization.
12. Top Management
Garavan et al., (2008) in their study found that management
style, priorities and practices within the organization significantly
influence HR practices
13. Line Management:
Line Management participation in designing and implementing HR
activities is the key to organizational success. Since line managers
are responsible for creating the value, they should integrate HR
practices in their work (Okpara and Wynn,2008;Alas et
al.,2008).
14. Power and Politics
October 16-17, 2009Cambridge University, UK
8
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Tsui and Milkovich, (1987) concluded that power and politics are
crucial determinants of HR practices .
15. Academic/professional influence on HR practices
HR staff are often involved in the decision making process about HR
policies and practices. Their knowledge about alternative HR
practices may represent important variable in their own right (Kane
and Palmer ,1995).Potential inputs to these knowledge bases
include the written body of HR theory and research, what they
have learned from experience ,and information obtained from
peers ,particularly those working in the same industry. Another
source of knowledge for HR is consulting firms.
Rationale of the Study
On the basis of the above literature the researcher found that there
are several factors which affect the HR practices. These factors have
been classified in to external and internal factors. In continuation of this
the researcher through this paper have tried to found that whether the
nature of ownership of the banks (Public, Private & Foreign ) and
demographic variables (Gender, Age ) affects the HRM practices or
not.
Research Methodology
Sample: The sample consisted of 100 employees from different
types of banks (Public, Private & Foreign).Initially the sample size of
150 was targeted because of the shortage of time and low response
from the respondents ,it was reduced to 100.
October 16-17, 2009Cambridge University, UK
9
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Tool: Data was collected using the structured questionnaire
containing statements on 9 HRM Practices (Staffing, Training &
development, Compensation & Benefits, Performance Appraisal,
Work life balance, Working Environment, Labour Relation Practices,
Supervision, Employee Motivation etc.).It consist of questions which
are to be answered on a 5-point Likert scale(1=Strongly
Disagree,2=Disagree,3=Neutral,4=Agree,5=Strongly Agree).
Data Collection: The researcher has personally visited the
branches of different types of banks and given the questionnaire to
the respondents. The researcher has delivered the questionnaire to
about 250 employees but out of that only 100 responded.
Objectives of the Study
1. To find out the whether the nature of ownership of banks affects the
HRM practices or not.
2. To find out the differences in the perception of employees on the
basis of demographic variables (Gender, Age, Designation).
Null Hypothesis
H01:The nature of ownership of the banks does not affect the HRM
practices.
H02:There is no significant difference in the perception of male and
female employees regarding HRM Practices like Staffing, Training &
development, Compensation & Benefits, Performance Appraisal,
October 16-17, 2009Cambridge University, UK
10
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Employee Motivation ,Supervision, Work life balance, Labour
Relation Practices, Working Environment,.
H03:There is no significant difference in the perception of Junior and
Senior employees regarding HRM Practices like Staffing, Training &
development, Compensation & Benefits, Performance Appraisal,
Employee Motivation ,Supervision, Work life balance, Labour
Relation Practices, Working Environment,.
H04:There is no significant difference in the perception of
managerial and non managerial employees regarding HRM Practices
like Staffing, Training & development, Compensation & Benefits,
Performance Appraisal, Employee Motivation ,Supervision,Work life
balance, Labour Relation Practices, Working Environment,.
Analysis & Findings
HYPOTHESIS TESTING
Table 1:
On the basis of the above table ,it is clear that in case of HRM practices
like Training and development, Compensation & Benefits ,Performance
Appraisal the null hypothesis was rejected which means that the nature of
October 16-17, 2009Cambridge University, UK
11
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
ownership of banks does not affect such practices but in case of other
HRM practices like Staffing, Employee motivation, Supervision, work life
balance, Labour relation practices, Working environment, the null
hypothesis was rejected which indicates that the nature of ownership of
Banks affects such Practices and in most of the cases the score of Public
banks was higher as compared to private and foreign banks.
Demographic Variables
Table 2:
The above table shows that the null hypothesis was accepted in case of
Staffing, Training & development, Compensation & Benefits, Performance
Appraisal, Employee Motivation ,Supervision,Labour Relation Practices,
Working Environment, which indicates that the male and female
employees have same perception about these practices, but the null
hypothesis was rejected in case of Work life balance .The mean of the
male employees was higher as compared to female employees. The
reason may be that the female employees have the dual responsibility,
they have to manage the family as well as office so they are less satisfied
with this aspect.
Table 3: Age
The above table shows that in case of Staffing Employee motivation
practices supervision, labour relation practices the null hypothesis
October 16-17, 2009Cambridge University, UK
12
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
rejected which indicates that the perception of younger (less than 35) and
Elder (More than 35) differs significantly and in case of other practices like
Training and Development, Compensation and Benefits, Performance
Appraisal, work life balance and working environment ,the null hypothesis
was accepted indicating that the younger and elder employees have
similar perception regarding these practices. In most of the cases the
mean of the younger employee was higher than the elder employees
indicating which indicated that the younger employees were more
satisfied with such practices as compared to elder employees. The reason
may be that in the present time of recession where the companies have
stopped recruitment and the employees are laid off , the younger
employees are more satisfied than elder employees. They are happy with
what they have.
Designation
Table :4
The above table shows that in case of Staffing, Training &
development, Compensation & Benefits, Performance Appraisal, Employee
Motivation ,Supervision, Work life balance, the null hypothesis was
accepted which indicates that the difference in the perception of
managers and non managers is not significant but the null hypothesis was
rejected in case of labour relation practices and working environment
indicating that managers are more satisfied with these practices as
October 16-17, 2009Cambridge University, UK
13
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
compared to non managers because their mean is higher than non
managers.
Suggestions
1. The mean of the public banks was higher in most of the HRM
practices as compared to Private and Foreign Banks, so the Private
and Foreign banks should bring necessary changes in their HR
policies to satisfy the employees.
2. The female employees should be given the facilities like flexi time ,
necessary breaks so that they feel that the organization is helping
them in coordinating the family and professional life.
3. The bank should give due consideration to the elder employees such
as or they should be recognized for their work, they should be given
more responsibility. All these thing will help the banks to instill
confidence in the elder employees.
4. All the bank should work hard to improve the working conditions
and the labour relation practices.
Conclusions
The Nature of ownership of banks (Public,Private, Foreign) affects the HRM
Practices to a great extent, so it is required to update the HRM practices
from time to time by bringing necessary changes. The demographic
variables like age,gender and designation do affect the HRM practices so
October 16-17, 2009Cambridge University, UK
14
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
it is must that the feedback of the employees should be taken from time
to time to improve their satisfaction.
Bibliography
Chandrakumara,A. AND Sparrow,P.(2004), “ Work Orientation as an
Element of National Culture and Its Impact on HRM Policy –Practice
Design Choices”, International Journal of Manpower,25(6): pp.564-589
Human Resource Management Practices”, Human Resource Management,
Fall 1984, Vol. 23, No. 3, Pp. 241-255
Jackson,S.E.,Schuler,R.S.and Rivero,J.C. (1989), “ Organisational
Characteristics As Predictors of Personnel Practices”, Personnel
Psychology,42(4):pp.727-786.
Kane,B. and Palmer, I.(1995), “ Strategic HRM or Managing Employment
Relationship?”,International Journal of Manpower, 16(5):pp.6-21.
Kochan, T.A., MC Kersie,R.B and Capelli, P.(1984), “Strategic Choice and
Industrial Relations Theory “,Industrial Relations ,23:pp. 16-39.
Milkovich,G.T. and Boudereau, J.W. (1991), “Human Resource
Management,USA: Richard D.Irwin,Inc.
Narsimha, S.(2000), “Organisational Knowledge, Human Resource
Management and Sustained Competitive Advantage: Towards A
Framework”, Competitiveness Review,10(1): 123-136.
Poole,M. and Jenkins, G.(1996), “Competitiveness and Human Resource
Management Policies”,Journal of General Management,22(2):1-19.
October 16-17, 2009Cambridge University, UK
15
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Watson,S. and Green,N.D.(1996), “ Implementing Cultural Change
through Human Resources: the Elusive Organisation
Alchemy?”International Journal of Contemporary Hospitality
Management”,8(2): 25-30.
Wong,M.M.L.(1997), “Human Resource Policies in Two Japanese Retail
Stores in Hong Kong”, International Journal OF Manpower, 18(3),281-295.
Wright, P. M., & Snell, S. A.( 1991), “ Toward an integrative view of
strategic human resource management”, Human Resource Management
Review, 1: pp. 203-225.
Satow, T. and Wang,Z.M.(1994), “Cultural and Organisational Factors in
Human Resource Management in China and Japan”, Journal of Managerial
Psychology,9(4):3-11.
Schuler, R.S. and Jackson, S.E. (1987) "Linking competitive strategies with
human resource management practices", Academy of Management
Executive, 1(3), 207-19.
Schuler R.S.and MacMillan Ian C. (1984), “Gaining Competitive Advantage
through Yegneah,H. and Su,Z.(2008), “An Examination of Human
Resource Management Practices in Iranian Public Sector”, Personnel
Review, 37(2):203-221.
Table 1
HRM
Practices
Banks Sampl
e Size
Mea
n
SD Calculat
ed F
Tabulat
ed F
Result
October 16-17, 2009Cambridge University, UK
16
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Value Value
Staffing
Practices
Public
Private
Foreig
n
35
35
30
9.00
7.54
8.53
0.9
7
0.8
5
0.8
9
23.355 3.11 Null
Hypothesis
Rejected
Training &
Development
Public
Private
Foreig
n
35
35
30
14.14
14.06
14.70
1.5
7
2.0
4
1.2
4
1.379 3.11 Null
Hypothesis
Accepted
Compensatio
n
& Benefits
Public
Private
Foreig
n
35
35
30
11.14
10.09
10.50
2.8
9
1.9
5
1.0
7
2.154 3.11 Null
Hypothesis
Accepted
Performance
Appraisal
Practices
Public
Private
Foreig
35
35
30
12.08
11.65
12.50
1.9
9
1.2
2.163 3.11 Null
Hypothesis
Accepted
October 16-17, 2009Cambridge University, UK
17
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
n 1
1.5
9
Employees
Motivation
Public
Private
Foreig
n
35
35
30
13.03
10.63
10.90
1.6
7
1.0
0
1.4
9
29.751 3.11 Null
Hypothesis
Rejected
Supervision Public
Private
Foreign
35
35
30
12.63
11.66
12.37
1.3
7
1.3
9
1.1
6
5.040 3.11 Null
Hypothesis
Rejected
Work Life
Balance
Public
Private
Foreign
35
35
30
11.37
10.49
11.40
1.7
3
1.4
8
1.0
0
4.329 3.11 Null
Hypothesis
Rejected
Labor
Relation
Practices
Public
Private
Foreign
35
35
30
12.37
11.11
11.46
1.6
5
1.3
7
6.534 3.11 Null
Hypothesis
Rejected
October 16-17, 2009Cambridge University, UK
18
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
1.4
6
Working
Environment
Public
Private
Foreign
35
35
30
16.40
14.03
13.93
2.5
7
1.6
7
1.8
6
15.371 3.11 Null
Hypothesis
Rejected
Table 2
HRM
Practices
Gend
er
Samp
le
Size
Mea
n
SD t Result
Staffing
Practices
Male
Femal
e
62
38
8.40
3
8.26
3
0.8
96
1.3
69
0.5
61
NS Null
Hypothe
sis
Accepte
d
Training
and
Developme
nt
Practices
Male
Femal
e
62
38
14.1
45
14.5
00
1.6
78
1.6
73
-
1.0
29
NS Null
Hypothe
sis
Accepte
d
Compensati Male 62 10.3 2.2 - NS Null
October 16-17, 2009Cambridge University, UK
19
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
on and
Benefit
Practices
Femal
e
38 71
10.9
21
71
1.9
78
1.2
75
Hypothe
sis
Accepte
d
Performanc
e Appraisal
Practices
Male
Femal
e
62
38
12.1
61
11.8
95
1.6
42
1.6
73
0.7
79
NS Null
Hypothe
sis
Accepte
d
Employee
Motivation
Practices
Male
Femal
e
62
38
11.4
68
11.6
84
1.8
53
1.6
62
-
0.6
05
NS Null
Hypothe
sis
Accepte
d
Supervision
Practices
Male
Femal
e
62
38
12.1
94
12.2
37
1.3
89
1.3
64
-
0.1
53
NS Null
Hypothe
sis
Accepte
d
Work Life
Balance
Male
Femal
e
62
38
11.3
55
10.6
05
1.3
68
1.6
20
2.3
79
Significa
nt
Null
Hypothe
sis
Rejected
October 16-17, 2009Cambridge University, UK
20
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Labour
Related
Practices
Male
Femal
e
62
38
11.8
06
11.4
21
1.5
98
1.5
36
1.2
00
NS Null
Hypothe
sis
Accepte
d
Working
Environme
nt
Male
Femal
e
62
38
14.9
68
14.6
05
2.4
16
2.2
84
0.7
53
NS Null
Hypothe
sis
Accepte
d
Table 3
HRM
Practices
Age Samp
le
Size
Mea
n
SD t Result
Staffing
Practices
< 35
>=3
5
55
45
8.54
5
8.11
1
1.08
6
1.07
1
2.0
06
Significa
nt
Null
Hypothe
sis
Rejected
Training
and
Developme
nt
< 35
>=3
5
55
45
14.2
91
14.2
67
1.60
6
1.77
6
0.0
71
NS Null
Hypothe
sis
Accepte
October 16-17, 2009Cambridge University, UK
21
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Practices d
Compensati
on and
Benefit
Practices
< 35
>=3
5
55
45
10.7
82
10.3
33
2.23
4
2.08
9
1.0
35
NS Null
Hypothe
sis
Accepte
d
Performanc
e Appraisal
Practices
< 35
>=3
5
55
45
12.1
82
11.9
11
1.65
7
1.64
9
0.8
15
NS Null
Hypothe
sis
Accepte
d
Employee
Motivation
Practices
< 35
>=3
5
55
45
11.9
45
11.0
67
1.63
8
1.83
9
2.4
96
Significa
nt
Null
Hypothe
sis
Rejected
Supervision < 35
>=3
5
55
45
12.4
91
11.8
67
1.33
2
1.35
8
2.3
07
Significa
nt
Null
Hypothe
sis
Rejected
Work Life
Balance
< 35
>=3
5
55
45
11.2
18
10.8
89
1.52
4
1.48
1
1.0
92
NS Null
Hypothe
sis
Accepte
d
Labour < 35 55 11.9 1.44 2.1 Significa Null
October 16-17, 2009Cambridge University, UK
22
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
Relation
Practices
>=3
5
45 64
11.2
89
0
1.67
4
34 nt Hypothe
sis
Rejected
Working
Environme
nt
< 35
>=3
5
55
45
15.2
36
14.3
33
2.21
9
2.45
9
1.9
09
NS Null
Hypothe
sis
Rejected
Table :4
HRM
Practices
Designation Sa
mp
le
Siz
e
Mea
n
SD T Result Result
Staffing
Practices
Non
Managers
Managers
62
38
8.29
0
8.44
7
1.0
14
1.2
24
-
0.664
NS Null
Hypothes
is
Accepted
Training
and
Developme
nt
Practices
Non
Managers
Managers
62
38
14.4
68
13.9
74
1.6
37
1.7
16
1.422 NS Null
Hypothes
is
Accepted
Compensati Non 62 10.6 1.9 0.181 NS Null
October 16-17, 2009Cambridge University, UK
23
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
on and
Benefit
Practices
Managers
Managers
38 13
10.5
26
45
2.5
23
Hypothes
is
Accepted
Performanc
e Appraisal
Practices
Non
Managers
Managers
62
38
12.0
00
12.1
58
1.8
38
1.3
05
-
0.501
NS Null
Hypothes
is
Accepted
Employee
Motivation
Practices
Non
Managers
Managers
62
38
11.3
55
11.8
68
1.6
51
1.9
48
1.355 NS Null
Hypothes
is
Accepted
Supervision Non
Managers
Managers
62
38
12.0
48
12.4
74
1.3
72
1.3
50
1.519 NS Null
Hypothes
is
Accepted
Work Life
Balance
Non
Managers
Managers
62
38
10.8
71
11.3
95
1.3
61
1.6
85
1.619 NS Null
Hypothes
is
Accepted
Labour
Relation
Practices
Non
Managers
Managers
62
38
11.3
39
1.4
37
2.584 Significa
nt
Null
Hypothes
is
October 16-17, 2009Cambridge University, UK
24
9th Global Conference on Business & Economics ISBN : 978-0-9742114-2-7
12.1
84
1.6
74
Rejected
Working
Environmen
t
Non
Managers
Managers
62
38
14.4
03
15.5
26
2.2
58
2.3
91
2.329 Significa
nt
Null
Hypothes
is
Rejected
October 16-17, 2009Cambridge University, UK
25