https://ir.vidyasagar.ac.in/jspui/handle/123456789/5300 2026-04-30T09:36:38Z 2026-04-30T09:36:38Z Dutta, Kallol https://ir.vidyasagar.ac.in/jspui/handle/123456789/6335 2022-01-06T06:41:16Z 2021-12-27T00:00:00Z

Title: Evaluation of Industrial Disputes Resolution Mechanism in West Bengal Authors: Dutta, Kallol Abstract: Maintenance of peaceful and harmonious industrial relations is important for any economy. Industrial unrest adversely affects not only the industry but also other stakeholders. Industrial Disputes Act, 1947 provides the statutory framework for resolving industrial disputes between the management and the workers. When an industrial dispute arises the parties tries to resolve it through bipartite negotiation which is called collective bargaining. Strike and lockout are two statutory instruments used by the workers and management to put pressure on the other party. If the parties fail to resolve the dispute at bipartite level either of them can seek the intervention of the conciliation officer who is a government officer. The conciliation officer tries to settle the dispute through mediation. If the conciliation officer fails to resolve the dispute, it may be sent for adjudication by the government. This study attempts to evaluate these three statutory mechanisms viz., Strikes and Lockouts, Conciliation and Adjudication of resolving industrial disputes in the context of West Bengal. The entire post liberalisation period is covered in this study i.e., from 1991 to 2015. The data relating to strikes and lockouts, conciliation and adjudication in West Bengal for the period from 1991 to 2015 were mainly collected from the annual publication of the Labour Department of the Government of West Bengal ‘Labour in West Bengal’ and also from the records available in the Labour Department of the Government of West Bengal. The study found that adjudication is the least effective mechanism for resolution of industrial disputes and conciliation is moderately effective. Conciliation is mostly successful in monetary and other miscellaneous issues whereas failure of conciliation is more pronounced in personnel issues. External political situation and government policy affects industrial disputes and their resolution. The workers go for strike mainly over monetary issues whereas most of the lockouts are due to economic non-viability which is strictly speaking not an industrial dispute. May be that is the reason why only 19.61% of lockouts got resolved during the study period as against 57.84% of the strikes. Another important finding of the study is that a considerable percentage of awards of the adjudicating authorities do not get implemented which means that the grievance of the parties remain unresolved even after it is decided by the adjudicating forum. The study suffers from the limitations that it did not explore the factors affecting the efficacy of different mechanisms of industrial dispute resolution and the low rate of disposal of adjudicating authorities.

2021-12-27T00:00:00Z Gupta, Bijoy https://ir.vidyasagar.ac.in/jspui/handle/123456789/6312 2021-12-06T09:51:33Z 2021-11-30T00:00:00Z

Title: Working Capital Management in Selected Public Sector Companies: A Comparative Study in West Bengal Authors: Gupta, Bijoy Abstract: Among various sectors of an economy, the manufacturing of steel sectors plays a significant role in the growth and economic development of the country. This sector contributes a major portion of Gross Domestic Product (GDP) to the nation and creates an ample of employment opportunities in the country which improves the living standard and raises income of the society; thereby, it forms a balanced and integrated economy. To achieve all the above goals, companies should administer their working capital efficiently and effectively so that they could keep safeguard from the risk of liquidity failure and insolvency. This research was undertaken to achieve the major objective to find out the working capital efficiency and its relationship with the profitability in the selected units. The present study is based on the secondary data for a period of twelve years from 2001-02 to 2012-13 of three giant companies operating wholly under central government, i.e., subsidiaries of Maharatna Company SAIL; companies are situated in the Durgapur industrial belt and Asansol sub-division, area in West Bengal. Relevant audited data have been analyzed with the well known techniques such as Ratio analysis, Descriptive statistics, Pearson correlation, One-way ANOVA, Post hoc test and Linear regression analysis to attain and test the objectives and hypotheses of the study respectively. From the empirical evidence, the study has found that the two major components of working capital management have not been managed at symphony level after comparing with the bench mark. The result of One-way ANOVA and Linear regression indicates that CCC (Cash Conversion Cycle) and ICP (Inventory Conversion Period) have significant impact on the profitability of the selected samples. Not only the major components of WCM, other internal factors responsible for deteriorating the financial and liquidity health of the selected sample in the study are WCTR, FATR and TATR; these efficiency ratios have been found to be below the desired level.

2021-11-30T00:00:00Z Bhattacharyya, Deepak https://ir.vidyasagar.ac.in/jspui/handle/123456789/6277 2021-11-01T07:28:05Z 2021-10-07T00:00:00Z

Title: Impact of e-HRM on Transactional Functions of HRM: An empirical study on FMCG manufacturing companies located in West Bengal Authors: Bhattacharyya, Deepak Abstract: Purpose: This research will investigate the impact of E-HRM on the transactions of FMCG companies in West Bengal. This research work aims to identify the principal influencing factors and measure the impact of e-HRM over traditional HRM in the selected FMCG organizations. Background: E-HRM is the hottest research topic in the FMCG sector. Like Electricity, HR professionals also have chosen E-HRM for its advantages and user-friendliness in the working environment. The advancement of IT and its presence everywhere (like God particle) become the principal factor to assist any organization or business. The advancement of IT is the primary influencer for rapid change in Human Resource Management practice and it helps in the reengineering of the HR functions. From the background of the study, it is clear that E-HRM has a significant influence on the organizations. Methodology: In this Research work, 150respondents (n=150) are taken as sample size who are specially working with the E-HRM system. Data was collected with the help of the survey method. Correlation, Multiple Linear Regression (MLR), Paired sample t-test has been used to find out the relations between drivers of E-HRM and benefits of E-HRM. Box plot and paired sample t-test have been used to find out the significant difference in E-HRM and traditional HRM. E-T graph was built to find out the relation between E-HRM efficiency and transactional time. Result and Discussions: In the first phase, the profile of the respondents liked the manager's work experience in the organization, age, gender, and designation. Correlation analysis showcases that the organizational structure has a deep relation with the utilization of E-HRM practice. We have tried to identify the relevant variables under various dimensions of E-HRM practice through Reliability Analysis. In the next phase, KMO (Kaiser-Meyer-Olkin) and Bartlett’s Test was applied to the collected data. KMO Measure of Sampling Adequacy Test shows the value of .715, which is appropriate for factor analysis. The Principal Component Analysis Extraction Method was used to analyze the data with Varimax Rotation Method. For clarity of the factor definitions, factor loadings of more than 0.500 were taken into consideration. Both factor analyses yielded three factors in all, which explains70 percent and 83 percent of the total variance. In the next phase, we have attempted to validate the impact of E-HRM on different types of e- HRM from the perspectives of the responses of the managers. The main objective of the study is to evaluate the relative importance of E-HRM which leads to different types of E-HRM practices. We found significant positive interrelationships among three key dimensions about the impact of E-HRM (Financial benefit, Employee satisfaction, and Strategic capability) with different types of E-HRM practice (Operational, Transformational, and Relational). The overall impact of E-HRM has a positive as well as a significant relationship with all types of E-HRM practice. The use of multiple regression analysis and scatter diagrams in validating the model is also a valuable contribution to our study. The result of the paired sample t-test showcases that there is a clear difference in E-HRM and normal HRM, and E-HRM has the most advantages over traditional HRM. Efficiency and transactional time (E-T graph) have a negative relation. Four Zones of E-T graph specifies the conditions of HR professionals from the perspectives of skill, performance, and innovation. Conclusions: This study makes primarily five points. First, the FMCG companies are mainly practices three types of e-HRM function. Those are as follows: Operational, Relational, and Transformational. Second, Most of the FMCG sector adopts E-HRM for its principal three benefits; those are a financial benefit, strategic capability, and employee’s satisfaction. Third, operational, relational and transformational functions are positively leading financial benefit, strategic capability, and employee satisfaction. The overall analysis is showcased that e-HRM functions have a positive influence on the overall three factors. Fourth, E-HRM has advantages over HRM functions over normal HRM. Fifth, e-HRM efficiency leads to decreasing the transactional time. There is a flow from competitive disadvantage to competitive advantage using E-HRM to take advantage of the market.

2021-10-07T00:00:00Z Ghosh, Ananya https://ir.vidyasagar.ac.in/jspui/handle/123456789/6258 2021-11-01T07:06:02Z 2021-08-31T00:00:00Z

Title: Employee empowerment and employee satisfaction: An empirical Study on banking sector in West Bengal Authors: Ghosh, Ananya Abstract: Employee empowerment practises are picking up force in recent years. They allude to employees being provided with autonomous decision making powers, sensitive information, and very minimal interference from top hierarchy during the performance of their organizational obligations. Business firms which actively endorse empowerment programs facilitate the active participation of employees in routine and challenging decisions after providing them sufficient training. This also builds up the self confidence of the staff. It ultimately results in increased performance , production and productivity. Ultimately this provides a pool of super confident , talented and satisfied human resources. Thus empowerment has been assumed to result in employee satisfaction. The Indian Banking system, in its modern form had been introduced by British in and around 19th century. However , these financial houses acted mainly and merely as houses of financial transactions for the rich and the mighty. Bereft of any social and moral motives for upliftment of the masses, they have , on multitude occasions faltered and failed miserably. Post Independence, successive Indian governments have modified and chiselled the system through enactment of laws , reform movements, and through implementations of different proposals of many committees. A significant change of the methods of banking happened during the 90s , with the unlocking of India's economy to permit private players to work. The private Indian and foreign banks, have consistently posed competition. With cut – throat rivalry, banks have felt the necessity to gear up on both the aspects – technological and humane. Banks have realized that to achieve and to retain superior market position , they need to ensure that their staff are technically proficient, and officially poised to take quick decisions to increase their efficiency. To make this possible, banks have willingly changed their way of functioning, giving more and more emphasis to employee empowerment programs. This research study has tried to decipher the individual factors of psychological and structural employee empowerment and that of satisfaction separately. Factor analysis have revealed Competence, Autonomy to affect psychological empowerment ; and Information Sharing , and Authority and Responsibility to influence structural empowerment. Similarly, four factors are found to influence employee satisfaction. They are Company Policies, Nature of job, Work Environment, and Self Esteem. All the four factors of employee empowerment has been seen to positively influence employee satisfaction. The research study has offered the following as key areas that promote empowerment. They are described in decreasing frequency: Autonomy, Communication Channel, Accountability, Training Culture, Team Work and Leadership, Sound Industrial Relations, Proper Placement, Top Level Commitment, Adequate Involvement, and Sufficient MIS Support. Finally , the study has put forward certain areas that create barriers for empowerment. which are : Lack of information, Fear of retribution, Absence of proper infrastructure, Faulty capability judgement, Climate of suspicion and distrust, Lack of fairness in implementation, Dependent upon superior’s ideology, and Presence of knowledge gap.

2021-08-31T00:00:00Z