Abstract:

This research is based on the study of factors affecting poultry farmers and farms in Lusaka Province Zambia. The economic value of poultry cannot be underestimated, they are highly contributing in gross domestic product and fast-growing industry providing large number of employment and animal food production in Zambia.

the researcher has seen a gap between farmer, farm and sustainable development. The future of poultry farming is not certain.

Available evidence has shown that there are a number of factors that affect poultry farmers and poultry farms in Zambia which has affected the poultry industry to continue growing.

However, the poultry has been having improvement in some areas such as production despite the negative internal and external factors that has been affecting the industry. As a result of this the researcher has opted to investigate the factors that are affecting poultry farmers and the factors affecting farms respectively. In order to understand the research question, the research is going to define the key words of the study. Then the factors affecting poultry and farms are given. Followed by the existing solutions for the problem and the best one will be outlined. Limitations and achievements with sustainable development to the study will discussed. The findings will add to the body of knowledge for other researchers. The findings will be used by researchers to build theories and models that relate the factors to the poultry industry. When the theories are formed will help to sustain the poultry farmer and farm to continue for our future generation to come.

Keywords: Factors, poultry farmers, poultry farms, Sustainable development, Poultry association of Zambia, Zambia.

References:

[1].Abhishek, Singh (2017) What is Nation Integration. Greater Noida Institute of Technology.

[2].Amini M, Ramezani M (2006) Evaluation of Factors in the Success of Cooperative Companies Poultry Meat, Tehran Province, Agriculture and Development Economics, year XIV, NO55Evaluation of Factors in the Success of Cooperate Companies Poultry Meat, Tehran, Province, Agricultural and Development Economics, Year XIV. 2016

[3].GRZ (2011) Sixth National Development Plan (SNDP_2011-2015) Sustained Economic Growth and Poverty Reduction- Ministry of Finance, Lusaka-Zambia.

[4].Mulenga Davis (2016) Zambian Poultry Farmers ask Government to protect industry from cheap Imports.

[5].Mupenseni Kennedy (2015) Animal Feed Production-Lochamp, 20 years Experience.www.time.co.zm.

[6].Mbale Tryness (2018) High Feed Price to Injure Poultry Sector.

[7].Poultry Farming/poultry, Fisheries and wildlife Sciences

[8].https://www.omicsonline.org/poultry-farming-peer-reviewed-open-access-journal.phd.

[9]. https://images.agri-profocus.nl/upload/post/PAZ_Presentation_at_the_Doing_busines_forum-Poultry-_26th_APRIL_2017-11498460804.pdf

[10]. Poultry Association of Zambia (2017) Presentation on Doing Business in the Poultry Industry Southern Sun.

Abstract:

To determine the effect of standardized nursing care plan on the quality healthcare delivery. Using a deductive approach, the experiment would test the hypothesis ‘If electronic health records (EHR) improve quality of health care, then the use of standardized (electronic) nursing care plans would improve client services in health delivery’. The experiment was conducted over 15 working days. Pre and post-implementation feedback from participants selected by cluster sampling was documented and analyzed. Cochran’s modified formula was used to calculate 66 participants to reflect the total population of nurses who actually work on the wards and provide care for admitted patients’ in the 37 Military Hospital. This cross section of the nursing population plan care and render health services on Medical and Surgical Wards that admit female and male clients and the Dialysis Unit that also plans care for acute and chronic patients of both genders. The study revealed that 58 (87.9% ) were of the opinion that LASNCP would be an effective strategy to promote use of nursing process, 59 (89.4%) agreed an online version would help nurses to use care plan, and 62 (93.9%) respondents agreed LASNCP can improve the quality of nursing care patients receive thus accepting the alternate hypothesis. Uptake and utilization of standardized nursing care plans to improve client service delivery is recommended.

Keywords: client service delivery; Standardized Nursing Care Plan; electronic health records; quality of health care.

References:

[1].     Agyeman-Yeboah, J., Korsah, K. A., & Okrah, J. (2017). Factors that influence the clinical utilization of the nursing process at a hospital in Accra, Ghana. Online journal of BMC Nursing 16 (30). Retrieved from https://doi.org/10.1186/s12912-017-0228-0.

[2].     Agyeman-Yeboah, J. & Korsah, K. A. (2018). Non-application of the Nursing Process at a Hospital in Accra, Ghana: Lessons from Descriptive Research. Online journal of BMC Nursing. Retrieved from: https://bmcnurs.biomedcentral.com/articles/10.1186/s12912-018-0315-x.

[3].     Ballantyne, H. (2016). Developing Nursing Care Plans. Online journal of Nursing Standard. 30(26) 51-60. doi: 10.7748/ns.30.26.51. s48.

[4].     Bhaskar, R., Kapoor, A., &Au Vo, A. (2012). Pioneering the Health Care Quality Improvement in India Using Six Sigma: A Case Study of a Northern India Hospital. Online journal of Journal of Cases on Information Technology 14(4):41-55. doi: 10.4018/jcit.2012100104.

[5].     Bodenheimer T., & Sinsky, C. (2014). From Triple to Quadruple Aim: Care of the Patient Requires Care of the Provider. Online Journal of Annals Family Medicine, 12(6), 573-576. doi: 10.1370/afm.1713.

[6].     Conroy. R. M. (2016). The RCSI Sample Size Handbook a Rough Guide. Retrieved from: http://www.rcsi.ie/files/research/docs/20160811111051_Sample%20size%202016.pdf.

[7].    Cluster Sampling - Research-Methodology. Retrieved from: https://research-methodology.net/sampling-in-primary-data.../cluster-sampling/.

[8].     Dawn, Papandrea (January 2018). Nursing Care Plans: What You Need to Know. Retrieved from: https://nurse.org/articles/what-are-nursing-care-plans/.

[9].     Dahm, M. F. & Wadensten, B. (2008). Nurses' experiences of and opinions about using standardised care plans in electronic health records--a questionnaire study. Online journal of Journal of Clinical Nursing. 17(16): 2137-2145. doi: 10.1111/j.1365-2702.2008.02377. x.

[10]. Frater, J. (2017). Standardized Versus Personalized Care Plans Retrieved from: https://www.cmsatoday.com/2017/10/04/standardized-versus-personalized-care-plans/.

[11]. Gordon’s 11 Functional Health Patterns. Retrieved from: https://www.bartleby.com/essay/Gordons-11-Functional-Health-Patterns-FK6GBFPMYRPA.

[12]. Hagos, F., Alemseged, F., Fikadu Balcha, F., Berhe, S. & Aregay, A. (2014). Application of Nursing Process and Its Affecting Factors among Nurses Working in Mekelle Zone Hospitals, Northern Ethiopia. retrieved from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3933400/.

[13]. Herold –Majumdar, A., Schaller, M., Flescher, S., & Behrens, J (2016). Effects of Nursing Care Planning Tools on Nurses’ and Residents’ Quality of Life in Long-Term Care Facilities: A Literature Review. Online journal of Journal of Nursing Education and Practice 7(4). doi: 10.5430/jnep.v7n4p32.

[14]. Johnson L., Karen-Leigh, E. &, Giandin, J., A. (2018. A Systematic Literature Review of Accuracy in Nursing Care Plans and Using Standardized Nursing Language. Online journal of Collegian, 25(3) 355–361. doi: https://doi.org/10.1016/j.colegn.2017.09.006.

[15]. Jakobsson, J & Wann‐Hansson, C. (2012). Nurses' Perceptions of Working According to Standardized Care Plans: A questionnaire study. Retrieved from: https://onlinelibrary.wiley.com/doi/pdf/10.1111/scs.12009.

[16]. Keenan, G. M., Yakel, E., Tschannen, D. & Mandeville, M. (2008). Patient Safety and Quality: An Evidence-Based Handbook for Nurses. Chapter 49Documentation and the Nurse Care Planning Process. Retrieved from https://www.ncbi.nlm.nih.gov/books/NBK2674/.

[17]. Pöder, U., Dahm. M. F., Karlsson, N., & Wadensten, B. (2015). Standardised care plans for in hospital stroke care improve documentation of health care assessments. Online journal of Journal of Clinical Nursing.24 (19-20): 2788-2796. doi: 10.1111/jocn.12874.

[18]. Rouleau, G., Gagnon, M.P., Côté, J., Payne-Gagnon, J., Hudson, E. & Dubois, C. A. (2017). Impact of Information and Communication Technologies on Nursing Care: Results of an Overview of Systematic Reviews. Online journal of Journal of Medical Internet Research 19(4) retrieved from: https://www.jmir.org/2017/4/e122/.

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[20]. Yilmaz, F. T., Selma Sabanciogullar, S. & Aldemir, K. (2015). The Opinions of Nursing Students Regarding the Nursing Process and Their Levels of Proficiency in Turkey. Online journal of Journal of Caring Science. 4(4): 265–275.doi: [10.15171/jcs.2015.027].

Abstract:

Introduction: In nearly every society, the standard of living is to a large extent determined by access to goods and services that fulfilled basic human needs. The qualities of a country’s population, no doubt, enhance productivity, economic growth and development. The declined in Nigerian Government revenues since the wake of the economic crisis of the 1980’s has necessitated cut in public expenditure including health which leads to increase in out-of-pocket (OOP) expenditure in health of average family. To reduce the OOP, the government introduces the National Health Insurance Scheme (NHIS) in Nigeria to compliment government and family’s effort in health care financing.

Objectives: The paper aimed to look into the role of National Insurance Scheme as an alternative source of health care financing in Nigeria most particularly in Borno State.

Method: The research intents to galvanized the stakeholders in the state to understand the need to identify more opportunities for financing health especially with focus on to support the reduction of maternal and child mortality in the state.

Results: Stakeholders in the program states were made to understand that, financing health is not the sole responsibility of government or agencies but everyone business. There is the need to holistically support the implementation of the scheme in the state.

Conclusions: The emergence and success of the health insurance scheme as a means of co-financing health care in developed nation e.g. United Kingdom, China etc., and its attendant success propelled the developing nation like Nigeria to adopt the scheme with the view to finding lasting solutions to its peculiar high health indices/ care problems and there is the need to have the enabling policy environment for the full benefit of the scheme.

Keywords for indexing: Northern Nigeria, Borno state, National Health Insurance scheme, health financing, out-of-pocket expenses, stakeholders, service providers, utilization, maternal mortality rate, child mortality rate.

References:

[1].Ajala O. V Mrs (1996): Scholarly writing guide for researchers Maybset Publishers; first Edition

[2].Anukwesi N. (1997): Thisday Newspapers “Experts hails NHIS” 14^th Nov. 1997.

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[4].Dlakwa H. (1997): Lecture Notes on public policy analysis; University of Maiduguri.

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[7].Emenuga C. (1998): Seminar paper “Economics of scale as a tool for placing the establishment of the NHIS in Nigeria.” Lagos.

[8].Edozien U.F. (1995): Seminar Paper “National Health Insurance Scheme, the alternative funding system for the health sector.” Lagos.

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[15]. Okorosobo T. (1996): Seminar paper “monitoring indices for adequate evaluation of the operation of the NHIS”. Maiduguri.

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Abstract:

The need for a comprehensive understanding of the connection between total quality management and customer satisfaction cannot be overstressed. It is on this note that this study seeks to examine the kind of relationship that exists between Total Quality Management and other three variables, vis-à-vis top management commitment, employee involvement, and customer satisfaction. The descriptive survey design was adopted for this study and primary data was collected with the use of a self-structured questionnaire from one hundred and thirty-six (136) randomly selected respondents among the employees of Access Bank Plc. (27); First Bank Nigeria Limited (35); Guarantee Trust Bank Plc. (30); United Bank for Africa (24); and WEMA Bank (20), in Akoka, Yaba Local Government Area of Lagos State, Nigeria. The hypotheses were tested using Pearson Product Moment Correlation Coefficient at 0.05 level of significance, with the aid of the Statistical Package for Social Scientists (SPSS 21.0). The findings of the study showed an increase in the Nigerian Banking Sector top management commitment to Total Quality Management will imply increase in TQM implementation; increase in the involvement of money deposit banks’ staff in the TQM implementation process is also tantamount to an increase in the Total Quality Management implementation; and that implementation of Total Quality Management significantly correlates increase in customer satisfaction in the Nigerian banking sector. The study therefore recommends among others that the top management of the Nigerian banking sector should be committed to Total Quality Management and involve employees in its implementation.

Keywords: Top Management, Commitment, Total Quality Management, Employee Involvement, and Customer Satisfaction.

References:

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Abstract:

The study seeks to establish the adequacy of National Agricultural Policy in addressing entrepreneurial education of selected Agricultural Training Institutions in Zambia. A descriptive survey design was employed using a mixed methods approach but with greater focus on qualitative approach. Purposive random sampling procedure was used. Quantitative data was analysed using frequencies, percentages and tables while qualitative data was analysed thematically. Most of the respondents interviewed acknowledged that the current National Agricultural Policy did not adequately address entrepreneurial education in Agricultural Training Institutions. The National Agricultural Policy, both in terms of content and strategies did not appear to achieve the desired result of entrepreneurial education as they tended to be biased towards food security, fish, crop and livestock production compared to nurturing entrepreneurs. It showed fragmented sectorial strategies and policies which did not point to entrepreneurial education. A general lack of comprehensive institutional frameworks and Acts of Parliament to support and address the issues of entrepreneurial education in Agricultural Training Institutions was observed as a major constraint to job creation. The study concluded that entrepreneurial education in the National Agricultural Policy was inadequate. This research, therefore, recommended integration of entrepreneurial education in the National Agricultural Policy and enactment of appropriate strategic Acts of Parliament to support entrepreneurial education and decent job creation.

Keywords: Agricultural Training, Entrepreneurial Education, National Agricultural Policy

References:

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[27]. Panagiotou, G (2008) 'Conjoining prescriptive and descriptive approaches: Towards an integrative framework of decision-making. A conceptual note', Management Decision, 46, 4, pp. 553-564.

[28]. Porter, M.E. (2004). Competitive Strategy: Techniques for analysing industries and Competitors, The Free Press, New York.

[29]. Rahman, N, and de Feis, G (2009) 'Strategic decision-making: models and methods in the face of complexity and time pressure', Journal of General Management, 35, 2, pp. 43-59.

[30]. Ronan,N.J.(1995). Adult Learning Styles and Academic Performance. International Journal of University Adult Education, XXIV (1),27-36.

[31]. Roscoe, A.M and Lang, D. (1975): Follow up Methods, Questionnaire Length, and Market Differences in Mail Survey, Journal of Marketing, Vol.39. No 2, pp.20-35.

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[33]. Simmons, J, (ed,) (1980) The Education Dilemma Policy Issues for Developing Countries in the 1980s, Oxford: Pergamon Press.

[34]. Stevenson, L. and Lundström, A. (2005). Beyond the rhetoric: Defining entrepreneurship policy and its best practice components. Stockholm, Sweden: Swedish Foundation for Small Business Research.

[35]. Taylor, P.H. & Richards, C. M. (1985): An Introduction to Curriculum Studies (London: NFER-Nelson).

[36]. UNCTAD (2010) World Investment Report 2000: Cross-border Mergers and Acquisitions (Geneva: UNCTAD).

[37]. World Bank (2011) World Development indicators (Washington, DC: International Bank for Reconstruction and Development).

Abstract:

The objective of the study is to establish the impact that MBO (Management by Objectives) has on employee productivity.

MBO is a Management tool where by the managers of an organization sit with their subordinates to agree on the objectives or goals of the organization; set targets, follow the targets, monitor and then evaluate the targets.

Many of today’s organization have been able to meet their goals because there is a clear understanding of what the mission and vision of the organization is. Also, there is a clear strategy which aligns with the mission of the organization.

MBO was made popular by the Management guru, Peter Druker in his 1954 book titled ‘The Practice of Management’. It also became further popular in the 70s through the 90s and is still popular.

The study tries to establish the relationship between understanding the objectives by employees/managers on one hand and employee productivity on the other hand. Vodafone Ghana was taken as a case study. A total of 36 employees responded to the questionnaires/interviews granted. Questionnaires and oral interviews were used as sources of primary data.

The overwhelming majority of the employees that responded agreed or even strongly agreed that MBO has a positive impact on employee productivity.

The company was privatized about a decade ago where the majority ownership was taken by Vodafone.

Soon after acquisition, Vodafone began to implement management tools that saw the firm’s operational efficiency further increasing.

One of such management tools implemented is the MBO, and which has worked for the firm.

The relationship between the managers and employee in objective setting was seen to be crucial in the productivity of both the employees and the organization.

Keywords: Management, Objectives, Employee, Productivity, Impact, Organization.

References:

[1].     Antoni, C. (2005), Management by Objectives - an Effective Tool Teamwork? International Journal of Human Resources Management,16(2).

[2].     Arthur, C.C. (1975), Personnel Management, New York: Alexander Hamilton Institute Press.

[3].     Dinesh, D. and Palmer, E. (1998), Management by Objectives and the Balanced Scorecard: Will Rome Fall Again? Management Decisions, 36(5/6).

[4].     Drucker, P. (1979), The Practice of Management, London: Heinemann Publishers.

Abstract:

This article presents literature on employee motivation incentives and evaluates their impact on organizational productivity. The article aims at explicitly highlighting the effect of incentives on different elements that influence organizational productivity. A qualitative analysis of literature was employed to consolidate literature that informed the study. The findings indicate that incentivizing the organization's activities undertaken by human resources helps in improving organizational productivity. The results showed that incentives increase productivity by enhancing the following elements; employee work performance, employee engagement, innovation and creativity, organizational commitment and job satisfaction. This finding will provide useful information to organizations when designing incentive schemes and analysing their functions and general impact.

Keywords: Employee motivation, incentives, organizational productivity, motivators.

References:

[1].Ali, S.A.E.Z., Afridi, M., Shafi, M., Munawar, H. and Alvi, M., 2016. Impact of Tangible or Intangible incentives on job satisfaction among workers. International Journal of Management Excellence, 7(3), pp.841-845.

[2].Becker, T.E., Kernan, M.C., Clark, K.D. and Klein, H.J., 2018. Dual commitments to organizations and professions: Different motivational pathways to productivity. Journal of Management, 44(3), pp.1202-1225.

[3].Babcock, P., Bedard, K., Charness, G., Hartman, J. and Royer, H., 2015. Letting down the team? Social effects of team incentives. Journal of the European Economic Association, 13(5), pp.841-870.

[4].Caliskan, S. and Isik, I., 2016. Are you ready for the global change? Multicultural personality and readiness for organizational change. Journal of Organizational Change Management, 29(3), pp.404-423.

[5].Cording, M., Harrison, J.S., Hoskisson, R.E. and Jonsen, K., 2014. Walking the talk: A multistakeholder exploration of organizational authenticity, employee productivity, and post-merger performance. Academy of Management Perspectives, 28(1), pp.38-56.

[6].Edwards, S., 2016. Examining the Relationship Between Workplace Satisfaction and Productivity. [Online] Available at: HYPERLINK "https://www.inc.com/samuel-edwards/examining-the-relationship-between-workplace-satisfaction-and-productivity.html"   https://www.inc.com/samuel-edwards/examining-the-relationship-between-workplace-satisfaction-and-productivity.html [Accessed 30 October 2018].

[7].Faisal Ahammad, M., Mook Lee, S., Malul, M. and Shoham, A., 2015. Behavioral ambidexterity: The impact of incentive schemes on productivity, motivation, and performance of employees in commercial banks. Human Resource Management, 54(S1), pp.s45-s62.

[8].Fernandez, S. and Moldogaziev, T., 2015. Employee empowerment and job satisfaction in the US Federal Bureaucracy: A self-determination theory perspective. The American review of public administration, 45(4), pp.375-401.

[9].Garbers, Y. and Konradt, U., 2014. The effect of financial incentives on performance: A quantitative review of individual and team‐based financial incentives. Journal of occupational and organizational psychology, 87(1), pp.102-137.

[10]. Hennessey, B., Moran, S., Altringer, B. and Amabile, T.M., 2015. Extrinsic and intrinsic motivation. Wiley encyclopedia of management, pp.1-4.

[11]. Homberg, F., McCarthy, D. and Tabvuma, V., 2015. A meta‐analysis of the relationship between public service motivation and job satisfaction. Public Administration Review, 75(5), pp.711-722.

[12]. Imran, R., Majeed, M. and Ayub, A., 2015. Impact of organizational justice, job security and job satisfaction on organizational productivity. Journal of Economics, Business and Management, 3(9), pp.840-845.

[13]. Iqbal, A., Tufail, M.S. and Lodhi, R., 2015. Employee loyalty and organizational commitment in Pakistani organizations. Global Journal of Human Resource Management, 3(1), pp.1-11.

[14]. Khan, M., Tarif, A. & Zubair, S.S., 2016. Non-Financial Incentive System and Organizational Commitment: An Empirical Investigation.

[15]. Lucifora, C., 2015. Performance-related pay and labor productivity. IZA World of Labor.

[16]. Lazaroiu, G., 2015. Employee motivation and job performance. Linguistic and Philosophical Investigations, 14, p.97.

[17]. Lee, T.W. and Steers, R.M., 2017. Facilitating effective performance appraisals: The role of employee commitment and organizational climate. In Performance measurement and theory (pp. 75-93). Routledge.

[18]. Naile, I. and Selesho, J.M., 2014. The role of leadership in employee motivation. Mediterranean Journal of Social Sciences, 5(3), p.175.

[19]. Oswald, A.J., Proto, E. and Sgroi, D., 2015. Happiness and productivity. Journal of Labor Economics, 33(4), pp.789-822.

[20]. Poole, M., 2017. The origins of economic democracy: Profit sharing and employee shareholding schemes. Routledge.

[21]. Saks, A.M. and Gruman, J.A., 2014. What do we really know about employee engagement? Human Resource Development Quarterly, 25(2), pp.155-182.

[22]. Shaw, J.D. and Gupta, N., 2015. Let the evidence speak again! Financial incentives are more effective than we thought. Human Resource Management Journal, 25(3), pp.281-293.

Abstract:

In the companies that the researcher has worked, something apparent was the fact that some employees were happy at work and also glad to be employed in their positions. On the contrary the researcher observed that some others weren’t content in their places of work. It was also observed that those who were happy performed well and the others who weren’t content lacked in their performance. This initiated the thinking of whether there is any relationship of work-life balance and work place performance. If employees underperform it would affect productivity and eventually the bottom-line of the organization in which they work. This led to the desire to conduct this research relationship of work-life balance and work place performance. Further, as the scope and extent of this research was so vast, it was conceptualized to limit the study to an accessible sample within the national boundaries of Sri Lanka hence the research title: “Relationship of Work-life Balance and Work Place Performance of Employees in Sri Lanka”.

The researcher has conducted this research study by carrying out both quantitative and qualitative research amongst a wide cross section of the Public and Private Sector employees. Researcher has used 500 sample in major industries of Sri Lanka Amongst them office staff, field staff and employees of different levels was included. Different industries, such as agriculture, construction, health care, manufacturing and industrial institutions was considered as much as those in the public sector such as ministries, government departments, semi-government and government owned business undertakings.

References:

[1].     Azeem, S.A, & Akhtar, N. (2014). The influence of work life balance and job satisfaction on organizational commitment of healthcare employees. International journal of Human Resource Studies, 4(2), 18-24.

[2].     Bailyn, Lotte; Drago, Robert; and Kochan, Thomas A.; “Integrating Work and Family Life – A Holistic Approach”. A Report of the Sloan Work-Family Policy Network. 9/14/2001: pp 1- 10.

[3].     Eikhof, R., Warhurst, C., & Haunschild, A. (2007). Introduction: What work? What life? What balance? Employee relation, 29 (4), 325-333. http://dx.doi.org/ 10.1108/ 01425450710839452.

[4].     Factors affect productivity. (2012). Retrieved from http://www.nbrii.com/employeesurvey- white-papers/5-factors-that-affect-your-employees-productivity.

[5].     Hudson Resourcing. (2005) The case for work/life balance: Closing the gap between policy and practice. Hudson Australia and New Zealand available on www.hudson.com.

[6].     Jeffrey H. Greenhaus, Karen M. Collins & Jason D. Shaw, “The relation between work–family balance and quality of life”, Journal of Vocational Behavior 63 (2003) 510–531.

[7].     Marks,S, &MacDermid, S. (1996). Multiple Roles and the Self: Atheory of Role Balance.

[8].     Pleck, J H (1977). “The Work-Family Role System,” Social Problems, 24(4), 417-427.

[9].     Walter, J. & Walters, J. (2010). Positive management: Increasing employee productivity. New York, USA: Business Expert Press, LLC.

[10]. Wang, Y., & Zhang, J. (2017). Relationship between work- family balance and job satisfaction Among employees in China: a moderated mediation model. Psych journal, 6(3), 194-204. http://dx.doi.org/10.1002/pchj.174.

[11]. Women of tomorrow: A study of women around the world, Nielsen Women of Tomorrow Study 2011, Nielsen Company.

[12]. Ziegler, R., Hagen, B., & Diehl, M. (2012). Relationship between job satisfaction and Job performance: Job ambivalence as a moderator. Journal of applied social Psychology, 42(8), 2019-2040. http://dx.doi.org/10.1111/j.1559-1816.2012.00929.

Abstract:

The increasing rate of unemployment across states of most developing countries is gradually becoming too much to handle for most of their government. It is however evidence that if unemployment rate is allowed to continually grow, couple with mass retrenchment or sack of staff and increasing the population, then the nation is heading towards a shutdown. This study examines entrepreneurship a Solution to unemployment challenges in developing countries: a study of Nigeria. The study adopted descriptive design in the conduction of this study among entrepreneurs spread across six states within the southwestern geopolitical zone in Nigeria. Data were collected from primary sources through the administration of questionnaire to 323 respondents selected using the Area Sampling Technique; and they were analyzed using descriptive statistics. The result of the study revealed that, Factors militating against adoption of entrepreneurship in Nigeria include government policy, Availability and sources of fund, Inadequate knowledge of areas to explore and Family background. Other findings revealed that; entrepreneurship would influence unemployment challenges. Since it helps to improve individual financial capacity, standard of living of the people, faced out Unemployment, turn youths away from all forms of violence and help reduce the poverty level in the country. More findings revealed that, in other to make entrepreneurship attractive to young people, entrepreneurship studies in tertiary institutions should be reviewed and should be practical oriented, government at all level should organize entrepreneurship workshop and seminar in place of worship, communities and other areas of concentration to include other youths, government should endavour to make soft loan available for entrepreneurs to enable them improve on their productivity, entrepreneurs should be assisted financially (subsidizing cost) to attend international conferences to help and all media platforms should be engage in the campaign for adoption of entrepreneurship using every Nigeria languages.

Keyword: Entrepreneurship, Unemployment, Developing countries

References:

[1].     Arenius, P. and Minniti, M. (2003), “Women in Entrepreneurship”. The Entrepreneurial Advantage of Nations: First Annual Global Entrepreneurship Symposium, United Nations Publications, April.

[2].     Audretsch, D. and R. Thurik (2004), A model of the entrepreneurial economy, International Journal of Entrepreneurship Education 2(2), 143-166.

[3].     Bokhari, A. (2013). Entrepreneurship as a Solution to Youth Unemployment in the Kingdom of Saudi Arabia. American Journal of Scientific Research. Issue 87, pp.120-134. Available at American Journal of Scientific Research.

[4].     Brown, C. (2000), “Entrepreneurial education Teaching Guide”, Kansas City. M O: Kauffman Centre for Entrepreneurial Leadership Clearing House on Entrepreneurship Education. pp. 1-13.

[5].     Ediagbonya, K. (2013). Perceptions of Business Education Students on the Relevance of Entrepreneurship Education at the Colleges of Education in Edo State. Unpublished Project. Journal of Business Administration and Education 46.

[6].     Okojie J.A. (2008). ‘Policy Framework and Strategy for Entrepreneurship Development for Nigerian Universities’. A Paper Presented at the National Sensitization Workshop on Entrepreneurship Development in Nigerian Universities Organized by National Universities Commission, Abuja, 21 May.

[7].     Oluwole T (2003). A Synopsis of Disciplines and Careers. Akure, Ondo State Nigeria. Orteeyz Ltd.

[8].     Osibanjo O (2006). `Concept of Entrepreneurship. ` A Paper Presented at the Workshop on Entrepreneurship and Innovation for 200 – Level students in University of Ibadan, Jan. 18.

[9].     Yakubu MA (2000). Guidance and Counselling. Beginner’s Guide. Jos, Nigeria. Deka Enterprises (Nigeria).

Abstract:

Examining the effects of e-service quality dimensions on customer satisfaction in Afghanistan has been concerned. The aim of this research is to investigate the e-service quality on customer satisfaction in Afghanistan. The research is based on an empirical study using questionnaire as survey instrument to test the hypotheses. The influence of independent variables on depended variable is considered. A pre-test is conducted to obtain the preliminary assessment of internal validity of the research survey instrument, and to address objectives 300 Questionnaire is distributed among the respondents for the present study, the procedure adopted for the present study is categorized as convenience sampling method, collected data is analyzed using SPSS software. The outcome concluded that four of the proposed e-service quality dimensions have significantly positive impacts on the bank customers’ satisfaction, 82 percent of customer satisfaction among customers of e-banking sector significantly depends on the proposed groups of dimensions of e-Service Quality.

Keywords: e-service, quality, customer and satisfaction.

References:

[1].     Foley, J. a. (2000). Changes in the banking sector - the case of internet banking in UK, Internet research: Electronic Networking Applications and Policy, 10(01), 13-30.

[2].     Gronroos. (1984). A Service Quality Model and its Market Implications. European Journal of Marketing, 18(4), 36-44.

[3].     Janda, S. T. (2002). Customer perceptions of internet retail service quality. International Journal of Service Industry Management, 13(5), 412-31.

[4].     Johnston. (1995). Identifying the Critical Determinants of Service Quality in Retail Banking: Important and Effects. International Journal of Bank Marketing, 15(4), 111-116.

[5].     Mohammed T. Nuseir, M. N. (2010). The effect of e-service quality on customers’ satisfaction in banks operating in Jordan: an empirical investigation of customers’ perspectives. Int. J. Services, Economics and Management, 2(1), 87.

[6].     Nunnally, J. (1978). Psychometric Methods. New York: McGraw-Hill.

[7].     Parasuraman, A. a. (2005). E-S-QUAL, A Multiple-Item. Journal of Service Research, 7, 1-21.

[8].     Santouridis, I. (2009). E-Service Quality and its Impact on Customer Satisfaction and Trust: An Empirical Study on Greek Customers of Internet Shops. 6th International Conference on Enterprise Systems, Accounting and Logistics (p. 20). Thessaloniki: Greece – PROCEEDINGS.

[9].     Zeithamal, P. a. (1988). SERVQUAL: A Multiple Item Scale for Measuring Consumers Perception. Journal of Retailing, 64(1), 64.

[10]. Zeithaml, P. a. (1985). A Conceptual Model of Quality and its Implications for Future Research. Journal of Marketing, 49, 22.

Abstract:

The research was about an assessment on the extent of the contribution of foreign direct investments (FDIs) on the economic development of Zambia in general and Copperbelt in particular by the Konkola Copper Mines (KCM) in Chingola.

The survey findings revealed a positive trend in the magnitude and growth rates of factors that underpin the economic benefits of foreign direct investment in the domestic economy, such as increased employment creation, technology transfer or transfer of skills through on-the-job training, education, Government revenue, export earnings, and other economic multiplier effects and contributions to Gross Domestic Product - GDP averaging K6.2 billion when other companies were included (ZDA report 2013).

Thus, KCM showed a favourable pattern and positive impact of the host economy as well as some negative impact.

The study took into consideration whether liberalisation of the Zambian economy and privatisation succeeded in attracting FDIs to Zambia or not. It also found out factors that had played a role in attracting FDIs, analysed the good and bad effects on the development of the country.

The information was obtained as a result of literature review and from conducting interviews through the administration of questionnaires and personal interviews with 500 respondents

The study also tried to establish the extent to which FDIs alleviated poverty in Zambia through the creation of jobs and infrastructure development especially to the impoverished villagers and the poor living in urban areas.

Keywords: Economic Development, Employment Creation, Foreign Direct Investments, Gross Domestic Product, Poverty Alleviation.

References:

[1].     Bannock G. et al, (2004), Dictionary of Business, The Economist, Penguin Books, Kundli, New Delhi

[2].     Belda P. (2006), eBizguides Zambia, The Premier Guidebook for Business Globetrotters, World Investment News Inc, Geneva,

[3].     Bridges W. (1991), Managing transitions: making the most of change, Wesley Publishing Company, Reading, MA

[4].     Brooks I. et al, (2000), The Business Environment, (2^nd ed), Pearson Education Ltd., London,

[5].     Cambridge (2005), Advanced Learner’s Dictionary, (2^nd ed), Cambridge University Press, London

[6].     Cole G.A. (2004), Strategic Management, (2^nd ed) Ashford Colour Press, London,

[7].     Cole G. A. (2004), Management Theory and Practice, (6^th ed), Thomson Learning, London,

[8].     Collin P. H. (2006), Dictionary of Business, (4^th ed), A & C Black London, United Kingdom

[9].     Cooper D. R. et al, (2006), Business Research Methods, (9^th ed), MacGraw-Hill International Edition, Singapore

[10]. De Jager P. (2001, May/June), Resistance to change, anew view of an old problem, The futurist 24-27

[11]. Folger, R. & Skarlicki, D. (1999). Unfairness and resistance to change: hardship as mistreatment, Journal of Organisational Change Management

[12]. Fraser A. et al, (2011) For whom the windfalls (Winners and losers in the privatisation of Zambia’s copper mines), Aquila Printers Ltd, Lusaka

[13]. Goldin I and Reinert K, (2006), Globalisation for development, The World Bank, 1818 h Street NW, Washington, DC 20433,

[14]. Hill C. W. L. et al, (2007), International Business, (5^th Ed.) Tata MacGraw Publishing Company Ltd, New Delhi,

[15]. Ian G. et al, (2006), Globalisation for Development, Palgrave Macmillan, New York,

[16]. Johnson G. et al, (2006), Exploring Corporate Strategy, (6^th ed), Dorling Kindersley, New Delhi

[17]. Jones N. R. (2003), Managing change, (4^th ed) Management Pocket Books Ltd, London, U

[18]. Kothari, C. R. (2012) Research Methodology: Methods and Techniques 2^nd edition, New Age International Publishers, New Delhi:

[19]. Kumar, R. (2009) Research Methodology: A step by Step Guide for Beginners, SAGE Publication, London.

[20]. Lynch R. (2006), Corporate Strategy, (4^th ed), Prentice Hall, Essex, London, England

[21]. Morrison J. (2006), The international Business Environment, (2^nd ed.), Palgrave Macmillan, New York, United States of America

[22]. Movement for Multiparty Democracy National Campaign Committee, Movement for Multiparty Democracy Manifesto (2007 – 2011), New Horizon Printing Press

[23]. Marczyk, G., DeMatteo, D., Festinger, D. (2005) Essentials of Research Design and Methodology, John Wiley & Sons Inc, New Jersey.

[24]. Mercy Corps 2007, ‘Foreign Investment for Poverty Reduction in Africa’, Article on FDIs.

[25]. Palmer I. et al (2006), Managing Organisation Change, A multiple Perspective Approach, McGraw-hill, Boston, USA

[26]. Ortega E. (2005), World Bank Mission Report No. 3 Seed Project, Lusaka,

[27]. Saunders, M., Lewis, P., Thornhill, A. (2012) Research Methods for Business Students 6th edition, Pearson Education Ltd, Harlow.

[28]. Singh, Y. K. (2006) Fundamentals of Research Methodology and Statistics, New Age International Publishers, New Delhi

[29]. Sutherland J. et al, (2004), Key Concepts in Operations Management, Palgrave Key Concepts, Macmillan, Shanghai

[30]. Sutherland J. et al, (2004), Key Concepts in Marketing, Palgrave Key Concepts, Macmillan, Hampshire,

[31]. The Private Sector Development Forum, July, 2004, ‘Creating the right environment for a vibrant private sector’

[32]. Velasquez M. G. (2002), Business Ethics, (5^th ed), Asoke K. Ghosh, Prentice-Hall, New Delhi,

[33]. Wikipedia 2009, ‘Foreign direct investment’, article on FDIs.

[34]. www. Bloomberg .com, 2009, ‘Brazil’s FDI surged in December 2008’, article on FDIs.

[35]. Yin, R.K. (2003) Case Study Research: Design and Method 3^rd edition. Sage, London.

[36]. Zambia Demographic and Health Survey, (2007), Calverton, Maryland, USA: Central Statistics Office and Macro International Inc.

[37]. Zambia Development Agency (January 2014) Public-Private-Partnerships in Infrastructure Development in Zambia; ZDA, Lusaka

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Abstract:

The rise of volatility in world market coupled with globalization necessitated the rearrangement of various functional activities in order to meet the organizational strategic objectives. This, as a consequence, has triggered the birth of new strategic roles for HR functions as the outcome of this global trend (Mohiuddin, 2011).

The fundamental objective of AICI is sourcing the people with the requisite skills attitude and experience to achieve the goals and objective of the organization viz-á-viz, investing in their employee’s education, by providing the opportunity for each employee to participate in all the training that the company are providing, in order to retain them. Some HRM competencies are considered more important and can be done by training planning, training needs analysis, communication, technological literacy, business knowledge, and technical competencies were regarded. An organization need to have effective strategies for performance management, by setting clear goals and expectations for work performance, which also involves monitoring employee performance with regular check-ins and meetings, offering rewards and praise for good performance and addressing poor performance, do regular rating performance through reviews and continuously developing the capacity for optimum performance. Employees cannot meet the performance expectations or company goals if they are not clearly outlined, HR will also need to check in with teams and employees periodically not only to gauge progress but also to provide feedback. With a good performance feedback, it will reinforce strong skill sets and positive behaviors while showing opportunity and areas with a clear strategic planning for improvement (Pollock, 2018).

References:

[1].     Althauser, R. P. and Kalleberg, A. L. (1981), “Firms, occupations and the structure of labour markets: A conceptual analysis”. In I. Berg (ed.), Sociological Perspectives on Labour Markets: 119-149. New York: Academic Press.

[2].     Anakwe, U. P. (2002), ‘Human Resource Management Practices in Nigeria: Challenges and Insights’, International Journal of Human Resource Management, Vol. 13, No. 7, p. 1045.

[3].     Anderson, N., Lievens, F., Van Dam, K. and Ryan. A. M. (2004), “Future perspectives on employee selection: Key directions for future research and practice”. Applied Psychology: An International Review, Vol. 53, No. 4, pp. 487–501.

[4].     Anyim, F. C., Ikemefuna, C. O. and Shadare, A. O. (2011), “Internal versus external staffing in Nigeria: cost benefit implications”. Journal of Management and Strategy, Vol. 2, No. 4, pp. 35-42.

[5].     Armstrong, M. (2102), “Armstrong’s handbook of human resource management practice”. (12th Edn.). London, Philadelphia, New Delhi: Kogan Page Limited.

[6].     Armstrong, M. and Baron, A. (2002), “Strategic HRM: The key to improved business performance”. London: Chartered Institute of Personnel and Development.

[7].     Asabor, I. (2012), “Reality of labour market”. Published by PM News, July 2012, www.pmnewsnigeria.com. Accessed on 04/03/2013.

[8].     Baik, Y. and Park, Y. (2015), “Toward a better understanding of MNEs’ local staffing decision: a multilevel analysis”. Management Decision, Vol. 53, No. 10, 2321-2338.

[9].     Baker, G., Gibbs, M. and Holmstrom, B. (1994), “The internal economics of the firm: Evidence from personnel data”. Quarterly Journal of Economics, Vol. 109, No. 4, pp. 881-919.

[10]. Ballantine, I. (2009), “Recruiting and selecting staff in organizations”. In S. Gilmore and S. Williams (Eds.), Human Resource Management, 92–107. Oxford: Oxford University Press.

[11]. Barney, J. B. (2001), Is the resource-based “view” a useful perspective for strategic Management research? Yes. Academy of Management Review, Vol. 26, No. 1, pp. 41-56.

[12]. Barney, J.B. (1991), “Firm resources and sustained competitive advantage”. Journal of Management, Vol. 17, pp. 99-120.

[13]. Baroukh, N. and Kleiner, B. H. (2002), “Recruitment and training of public servants”. Management Research News, Vol. 25, No. 3, pp. 28-42.

[14]. Gosdorf M. (2008), Recruitment and selection: hiring the right person, Society for Human Resource Management

[15]. Raiden, et.al, (2003), a strategic employee resourcing framework for construction, Loughborough University.

Abstract:

The banking sector is the core segment of the financial system which can articulate a country’s economic progress. Further banks play an important role in the mobilization and allocation of financial resources in an economy. The soundness of financial position of a bank adds confidence to all financial participants and equally important for the country’s economy. In recent decades and relative to Guyana, banks have undergone extensive transformations brought about by the evolution of the contemporary economy, the behavior of recipients of banking services, the policies pursued by Governments over the banking sector and the progress of modern technology. In this paper quantitative and qualitative analysis on Return of Assets (ROA) and Return on Equity (ROE) are completed for the top three commercial banks with the highest levels of asset holdings in Guyana from years 2010 to 2017. They are Republic Bank Guyana Limited, Guyana Bank for Trade and industry limited and The Bank of Nova Scotia. This study is further diagnostic and exploratory in nature and makes use of secondary data and conclusion drawn provides that whilst these banks are profitable, management of its expenses must be a long-term strategic objective to manage effectively as margins are shrieking and further importantly to sustained market share and revenues horizon.

Keywords: Return on Assets (ROA), Return on Equity (ROE), Commercial banks & Profitability.

References:

[1].     Accounting & Finance. Jun2013, Vol. 53 Issue 2, p561-586. 26p.

[2].     Annual Reports for Guyana Bank for Trade & Industry; https://www.gbtibank.com/

[3].     Annual Reports for Republic Bank Guyana Limited; https://republicguyana.com/about/republic-bank-guyana-limited

[4].     Bhavet, Jindal, Priya, Garg, Sambhav, (2013). Productivity measurement of public sectors banks in India. International Journal of Research in Commerce, IT & Management. Jan2013, Vol. 3 Issue 1, p57-62.

[5].     Erina, Jana; Lace, Natalja. IBIMA Business Review. 2013, Vol. 2013, p1-9. 9p.

[6].     Kumar, Krishan; Kavita (2017). An Analysis of the Financial Performance of Indian Commercial Banks. IUP Journal of Bank Management. Feb2017, Vol. 146 Issue 1, p7-26.

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Abstract:

This study was aimed at establishing the role of corporate governance and service delivery in healthcare in Botswana by looking at the case of Gaborone Private Hospital. The study was guided by the following questions: What are the effects of corporate planning in clinical governance in healthcare service delivery? What is the role of corporate social responsibility in HIV/AIDS mitigation in healthcare service delivery? What are the effects of corporate communication in clinical governance and service delivery in healthcare? The study used a purposive sampling technique as it was important to identify people with a certain kind of knowledge that would give the required information. The data collecting tool was a closed-ended questionnaire, and this data was analyzed thematically using Statistical Package for Social Scientists (SPSS) version 16.0 where both descriptive statistics and Analysis of Variance (ANOVA – One Way) were used. The P-value was parked at .005 to define level of significance; the results from ANOVA revealed in general that all themes were not statistically significant meaning that corporate governance in health service is heavily affected by service delivery approaches;

Keywords: Service delivery; HIV/AIDS; Botswana; Gaborone Private Hospital.

References:

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Abstract:

Healthcare systems and particularly tertiary hospitals are the centre of patient care delivery and represent an organizational hub of the bigger healthcare provider network. One of the most important objectives of any health system is patient satisfaction, yet there is considerable difficulty in the measurement of satisfaction and gauge the responsiveness of healthcare systems. Patient satisfaction is influenced not only by clinical factors but also non-clinical factors and outcomes which are usually ignored by healthcare providers and administrators in developing countries. Extensive research revealed that, there have not been studies that have looked at how patient satisfaction is influenced differentially by clinical factors (core services) and non-clinical factors (health system) and outcomes in Ghana. Also, the objects of the studies carried out in Ghana have been outpatients’ service experience and no study has focused on adding inpatients’ service experience in measuring the level of service quality delivered by tertiary hospitals. The purpose of this article is to propose that both clinical factors and non-clinical factors influence the satisfaction of patients who utilize the outpatient and inpatient departments of tertiary hospitals in Ghana hence healthcare providers and administrators should consider not only clinical factors as determinants of patient satisfaction but also non-clinical factors.

Keywords: Satisfaction, Determinants, Inpatient, Outpatient, clinical, non-clinical.

References:

[1].     Aduo-Adjei KO (2015). Patients Satisfaction with Quality Healthcare in Ghana: A Comparative Study between University of Ghana and University of Cape Coast Hospitals [dissertation]. Ghana: University of Ghana.

[2].     Ahenkan, A., Aduo-Adjei, K. (2017). Predictors of Patient Satisfaction with Quality of Healthcare in University Hospitals in Ghana. Hospital Practices and Research., 2(1), 9-14.

[3].     Al-Abri, R., & Al-Balushi, A. (2014). Patient satisfaction survey as a tool towards quality improvement. Oman medical journal, 29(1), 3-7.

[4].     Ahmed, M.M., Al-Hawary, S. I., & Alghanim, S.A. (2011). Quality level of health care service provided by King Abdullah educational hospital from patient's viewpoint. Journal of Contemporary Research in Business, 2(11), 552-572.

[5].     Andrabi S. A., Hamid S., Rohul, J.& Anjum F. (2012). Measuring patient satisfaction: A cross sectional study to improve quality of care at a tertiary care hospital, Health line, Vol. 3, NO. 1, pp. 59-62.

[6].     Ayimbillah Atinga R, Abekah-Nkrumah G, Ameyaw Domfeh K. (2011). Managing healthcare quality in Ghana: a necessity of patient satisfaction. Int J Health Care Qual Assur;24(7):548-563. doi:10.1108/09526861111160580.

[7].     Baalbaki, Imad & Ahmed, Zafar & Pashtenko, Valentin & Makarem, Suzanne. (2008). Patient satisfaction with healthcare delivery systems. International Journal of Pharmaceutical and Healthcare Marketing., 2, 47-62.

[8].     Boshoff, C., and B. Gray. (2004). The Relationship between Service Quality, Customer Satisfaction and Buying Intentions in the Private Hospital Industry. ‟South Africa Journal of Business Management 35 (4): 27–37.

[9].     Cheng SH, Yang MC, Chiang TL (2003). Patient satisfaction with and recommendation of a hospital: effects of interpersonal and technical aspects of hospital care. Int J Qual Health Care.

[10]. Desta, H., Berhe, T., & Hintsa, S. (2018). Assessment of patients' satisfaction and associated factors among outpatients received mental health services at public hospitals of Mekelle Town, northern Ethiopia. International journal of mental health systems, 12, 38. doi:10.1186/s13033-018-0217-z.

[11]. Dewa CS, Loong D, Bonato S, et al (2016). The relationship between physician burnout and quality of healthcare in terms of safety and acceptability: a systematic review BMJ Open 2017;7:.e015141. doi: 10.1136/bmjopen-2016-015141.

[12]. Donabedian, A (2005). Evaluating the Quality of Medical Care, The Milbank Quarterly, 83(4):691- 729.

[13]. Essiam, J. (2013), Service quality and patient’s satisfaction with healthcare delivery: empirical evidence from patients of the outpatient department of a public university hospital in Ghana., European Journal of Business Management, 5(28), 52-59.

[14]. Gallagher Healthcare (2018). The Importance of Patient Satisfaction in Healthcare. Available online at https://www.gallaghermalpractice.com/blog/post/the-importance-of-patient-satisfaction-in-healthcare.

[15]. Gyapong, J., Garshong, B., Akazili, J., Aikins, M., Agyepong, I., & Nyonator, F. (2007). Critical Analysis of Ghana‟s Health System: With a focus on equity challenges and the National Health Insurance. SHIELD Work package 1 Report NDPC.

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Abstract:

The management of State-Owned Enterprises (SOE’s) in Namibia are faced with mammoth of challenges especially ensuring the organisation has the right people ready for critical roles now and in the future. This is absolutely necessary, to avoid inefficient and ineffectiveness in performances. One of the major approaches used to achieve the availability of talent pools in performing organisations is the practice of Talent Management. This study sought to establish the level of existence and application of the systematic approaches required in managing the career growth of high potential employees in SOE in Namibia. Secondly the study is aimed at identifying the mechanisms implemented and challenges experienced by these companies in managing their talents. Interviews and structured questionnaires involving the participation of over four (4) SOE’s was used as the main tools for this study. The findings of this study revealed that the lack of understanding the Talent management practice and benefits to organisations is a critical factor affecting the practice of TM in Namibian SOE’s based in Windhoek. The study thus, recommends that SOE’s give this factor special consideration when strategizing their company performance approaches. The study further recommends that studies be done to explore other factors other than lack of understanding on the Talent Management Practice affecting the implementation of TM to continuously improve the SOE’s performances.

Keywords: Talent Management, Talent pools, SOE’s, Succession plan, Replacement plan.

References:

[1].Campbell, W. (2013). Talent Management A four step approach. UK: Institute for Employment studies.

[2].Commission, A. A. (2015). Talent Management Guide. www.apsc.gov.au.

[3].Gallant, M. (2013, September 10). https://www.saba.com. Retrieved December 06, 2018, from https://www.saba.com/blog/how-does-succession-planning-differfrom-replacementplanning.

[4].Kelly, R. (23.1(2007)2,8). “Succession Planning: Developing Future Leaders from Within” in Academic Leader. Magna Publications.

[5].Latukha, M. (2016). Talent Management in Emerging Market firms: Global strategies and local challenges. In M. Latukha, Talent Management in

[6].Emerging Market firms: Global strategies and local challenges (pp. 8,). st Petersburg, Russia: Polgrave Macmillan.

[7].Martelli, S. G. (2018). An introduction to business Research Methods. Heffield Business School, Sheffield Hallam University.

[8].Patriot. (2017). Namibia's love of acting CEO. Windhoek: The patriot Publishing Co.

[9].Stahl, G. K. (2012, August). Global Talent Management: How Leading Multinationals Build and. Sloan Management Review, pp. 53 (2). pp. 25-42. ISSN 1532-9194.

Abstract:

The study sought to investigate whether customer training in new product release will have an effect on customer loyalty. In this paper, we identify a wide-spread problem that confronts most bank customers through interviews and interactions with regards to using newly released products of the banks in Ghana. We sampled sixteen banks out of the thirty banks in Ghana using simple stratification and used simple random sampling to select 278 customers from the selected banks. Also, we interviewed 45 bank managers out of a target population of ninety (90). The models used were Pearson correlation coefficient to determine the strength of relationship between variables and linear regression to predict the effect of training customers in new product release on customer loyalty. The results show that customer training in new product enhances product usage, improves customer satisfaction, and impact positively on customer loyalty. We also suggest a training model and product satisfaction model to maximize the patronage of the new product.

Keywords: New product release, training, effect, customers, customer loyalty.

References:

[1].   Amo, T. (2017). The negative effect of lack of training in the workplace. Retrieved from:http://smallbusiness.chron.com/negative-effects-lack-training-workplace-45171.html.

[2].   Alicia Barroso, (2007). Advertising and Consumer Awareness of a New Product. Job Market Paper, November 2007. Retrieved from: http://ftp.zew.de/pub/zew-docs/veranstaltungen/rnic/papers/AliciaBarroso.pdf.

[3].   Bastos, J.A.R., and Gallego, P.M. (2008). Pharmacies Customer Satisfaction and Loyalty: A Framework Analysis. Journal of Marketing. Universal de Salamanca

[4].   Chai, K.H., Ding, Y., and Xing, Y. (2009). Quality and Customer Satisfaction Spillovers in the Mobile Phone Industry Service. Science: (2), pp. 93-106.

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[6].   Chavan, R.B. (2003). “Manual on Quality Assurance for Khadi”. Mahatma Gandhi Institute of Rural Industrialization, a collaborative project of KVIC & IITD.

[7].   Dut, V.V. (2015). The Effects of Local Business Environments on SMEs’ Performance: Empirical Evidence from the Mekong Delta. Asian Academy of Management Journal. Vol.20.N0. 1. 101-122. 2015.

[8].   Filip, A. and Angel D.L. (2009). Customer Loyalty and its determinants in a Banking Services Environment. The Bucharest Academy of Economic Studies, Romania. Vol XI. Nr.26. June 2009.

[9].   Iberahim H.; Mohd Taufik, N.K.; Mohd Adzmir.; and Saharuddin, H. (2016). Customer Satisfaction on Reliability and Responsiveness of Self -Service Technology for Retail Banking Services. Procedia Economics and Finance 37:13-20 · December 2016 DOI: 10.1016/S2212-5671(16)30086-7.

[10].    Kotler, P. (1991). Marketing Management: Analysis, Planning, Implementation, and Control. Prentice-Hall, Inc. Englewood Cliffs, N.J. 07632. 7^th edition, pp. 173-178.

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[12].    Nassazi, (2013). Effects of Training on Employee Performance: Evidence from Uganda. Business Economics and Tourism. Retrieved from:

https://publications.theseus.fi/bitstream/handle/10024/67401/THESIS.pdf?sequence=1.

[13].    Oliver, R.L. (1997). Satisfaction: A Behavioural Perspective on the Consumer. New York: McGraw-Hill.

[14].    Rana, H., Aur, K., and Hammed, M. S. (2014). Determinants of Customer Loyalty: Evidence from the Egyptian Mobile Market. International Journal of Customer Relationship Marketing and Management.

[15].    Woojung, C. and Steven, A.T. (2016). The Effectiveness of Customer Participation in New Product Development: Ameta-Analysis. Journal of Marketing, 80 (1), 47-64. https://www.talentlms.com/elearning/product-training.

[16].    Shaw, J. (2017). “Effects of Training on Employee Performance” Retrieved from: smallbusiness.chrron.com/effects-training-employee-performance-39737.html.

[17].    Wells, D. (2014). Retrieved from: http://www.inc.com/donna-wells/when-it-comes-tocustomers-train-to-retrain.html.

[18].    Yi, Y. (1990). A critical Review of Consumer Satisfaction in Zeithaml. V. (Ed), Review of Marketing, 1990, American Marketing Association, Chicago, IL, pp. 68-123.

[19].    Yarimoglu, E. (2011). Customer Service Effects on Customer Satisfaction and Customer Loyalty: A Field Research in Shopping Centers in Izmir City - Turkey. International Journal of Business and Social Science. 2.

Abstract:

The objectives of this research were to understand the nature of the relationship between three concepts namely, motivation, productivity, and financial performance. To answer the research questions posed, the researcher followed a scoping literature review approach to arrive at only 8 studies which are relevant to this present research. The results from this present research are that (1) the nature of the relationship between motivation, productivity and financial performance is positive. (2), the extent of the impact may not be that great as one study shows that without the inclusion of capital intensity, motivation has no relationship with productivity and financial performance. This research contributed to existing body of knowledge by identifying the nature of the relationship between motivation, productivity and financial performance which has received little attention from researchers.

References:

The objectives of this research were to understand the nature of the relationship between three concepts namely, motivation, productivity, and financial performance. To answer the research questions posed, the researcher followed a scoping literature review approach to arrive at only 8 studies which are relevant to this present research. The results from this present research are that (1) the nature of the relationship between motivation, productivity and financial performance is positive. (2), the extent of the impact may not be that great as one study shows that without the inclusion of capital intensity, motivation has no relationship with productivity and financial performance. This research contributed to existing body of knowledge by identifying the nature of the relationship between motivation, productivity and financial performance which has received little attention from researchers.

Abstract:

As situations and industrial circumstances turns out to be more sophisticate and dynamic, the companies and organizations should adopt supplementary entrepreneurial measures so as to recognize and seize new opportunities and maintaining high quality throughput. In this context, corporate entrepreneurship (CE) is defined as the organizational learning which is motivated by creative thinking, collaboration, coordination and personal dedication. Thus, it can be considered that the HRM (Human resource management) plays an important role for contributing success. This paper provides an analytical research which investigates the connection between HRM practices and CE. This shows that HRM can motivate and contribute to development of entrepreneurship in the company. Therefore, the HR managers must implement developmental policies to assure that their human workforce is appropriately rewarded, compensated and encouraged. This greatly helps in improving their performance which further results in high throughput that guarantees overall profitability and betterment of the organization.

Keywords: HRM Practices, IT zone, Corporate Entrepreneurship.

References:

[1].     Allen, S.D., Link, A.N, and Rosenbaum, D.T. 2007. Entrepreneurship and human capital: Evidence of patenting activity from the academic sector, Entrepreneurship Theory and Practice 31(6): 937-951.

[2].     Anker, L.V. 2006. Absorptive capacity and innovative performance: A human capital approach, Economics of Innovation and New Technology 15(4-5): 507-517

[3].     Dakhli, M. and De Clercq, D. 2007. Human capital, social capital, and innovation: A multicountry study, Entrepreneurship & Regional Development, 16: 107–128

[4].     Ende, J.V.D., Wijnberg N., Vogels, R., and Kerstens, M. 2003. Organizing innovative projects to interact with market dynamics: A co evolutionary approach, European Management Journal, 21(3): 273-284.

[5].     Hornsby, J.S., Kuratko, D.F., and Zahra, S.A. 2002. Middle managers’ perception of the internal environment for corporate entrepreneurship: Assessing a measurement scale, Journal of Business Venturing, 17: 253–273.

[6].     Honig, B.2001. Learning strategies and resources for entrepreneurs and intrapreneurs, Entrepreneurship Theory and Practice, 26(1): 21-35.

[7].     Kemelgor, B.H. 2002. A comparative analysis of corporate entrepreneurial orientation between selected firms in the Netherlands and the USA, Entrepreneurship & Regional Development, 14: 67- 87.

[8].     Kuratko, D.F., Hornsby, J.S., and Goldsby, M.G. (2004). Sustaining corporate entrepreneurship: modelling perceived implementation and outcome comparisons at organizational and individual levels, International Journal of Entrepreneurship and Innovation, 5(2): 77-89.

[9].     Lumpkin, G.T., and Dess, G.G. 2001. Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle, Journal of Business Venturing, 16(3): 429–451

[10]. Marvel, M.R., and Lumpkin, G.T. 2007. Technology entrepreneurs' human capital and its effects on innovation radicalness, Entrepreneurship Theory and Practice, 31(6): 807-828.

[11]. Plummer, P., and Taylor, M. 2004. Entrepreneurship and human capital, Journal of Small Business and Enterprise Development, 11(4): 427-439.

Abstract:

The SMEs are spread across the country and their social-economic contributions to the communities in which they are found cannot be ignored. Mwaiteka Investment, an enterprise where the study was carried out, is one of these SMEs that are found in Kabwe, Zambia. This enterprise has been in business for over 18 years and has not grown, a situation which has brought a lot of concerns and hence the need for this study to find out why the enterprise has not achieved any growth.

The stagnation in growth of the enterprise is a big challenge which needs to be addressed because of the enterprise’s contribution to the national development. If this challenge is addressed the enterprise will reduce the unemployment and poverty levels further in the country and also contribute more to the national treasury.

The study collected data using research tools such as interviews, observations and data from enterprise’s records. The data was analysed using descriptive analysis and the study then came up with findings, and conclusions. Some of the findings from the study indicated that poor entrepreneurial and enterprise culture, inadequate resources, lack of credit facilities, lack of skilled and experienced manpower, Business Development Services (BDS) programmes too expensive were some of the factors which could have contributed to challenges the enterprise was facing.

Keywords: SMEs, Innovation, Growth, Culture.

References:

[1].     Behr, A.L. (1988) Empirical Research Methods for the Human Sciences 2^nd Edition, Durban: Butterworths.

[2].     Burn, P. (2001) Entrepreneurship and Small Business, New York: MacMillan.

[3].     CDAR (2011), Small Enterprise Development.

[4].     Cohen, L. (2000) Research Methods in Education, New York: McGraw-Hill.

[5].     Frese, M. (2002) “Psychological Success Factors of small-Scale businesses in Namibia.” Journal of Develomental Entrepreneurship, 7, No. 3, pp. 67-78.

[6].     Finley, L. (1990) Entrepreneurial Strategies: Text and Cases, Boston: Kent Publishing Inc.

[7].     Kanyama, C. (2010) Business Values for Our Time, South Africa: Ultra Litho Pty Limited.

[8].     Khanka, S.S. (2011) Entrepreneurial Development, New Delhi, S. Chad & Co.Ltd.

[9].     McNiff, J. and Whitehead, J. (2009) Doing and Writing Action Research, London: Sage Publications Ltd.

[10]. Shane, S. (2005) A General Theory of Entrepreneurship, Individual-Opportunity Nexus, Massachusetts: Edward Elgar Publishing Inc.

[11]. Scarborough, N. M. (2011) Essentials of Entrepreneurship and Small Business Management 6^th Edition, New Jersey: Pearson Education Inc.

[12]. Saslow, C.A. (1982) Basic Research Methods, New York: McGraw-Hill.

[13]. Sekaran, V. (1992) Research Methods for Business, New York: John Wiley.

[14]. Sekaran, V. (2000) Research Methods for Business-A Skill Building Approach, John Wiley and Sons, New York, USA.

[15]. Small Enterprise Development Act No. 26 of 1996 Zambia Development Agency Act of 2006.

[16]. Stringer, E.T. (2007) Action Research, Third Edition, London: Sage Publication Ltd.

[17]. Tarlor, S.J. and Bogdan, R. (1984) Introduction to Qualitative Research Methods, 2^nd Edition, New York: John Wiley.

[18]. TEVET News (2010) Entrepreneurship: Opportunity Seeking and Initiative 8 (1), 8-9.

[19]. Timmons, J. A. And S. Spinelli (2007) New Venture Creation, Entrepreneurship for 21^st Centuary, New York: McGraw-hill.

[20]. Wheelen, H, (1992), Strategic Management and Business Policy 4^th Edition, Wesley.

Abstract:

Foreign Direct Investment (FDI) involves movement of resources from foreign countries into the local economy. Foreign Direct Investment is the key driver of economic growth in many developing countries in the world. Despite Foreign Direct Investment being a key driver of economic growth, Foreign Direct Investment in Agriculture in Zambia has not stimulated great economic growth despite the country having vast arable land and a lot of water bodies lying across the country.

The study covers Foreign Direct Investment in agriculture in Zambia which includes; size and growth of the economy, physical, financial and technological infrastructure and investment promotions. It also addresses the role of Foreign Direct Investment in the agricultural sector which is job creation. An analysis of the policy frame in agriculture was carried to show how Foreign Direct Investment in agriculture is supported. The paper also outlines challenges and limitations that affect growth of Foreign Direct Investment in agriculture in Zambia. These include; poor road network, poor land policy in agriculture, political risks, poor economic environment in the country and high corruption rate. Activities undertaken by government in improving agriculture in the country has also been analyzed in this paper, such as provision of incentives to investors in agriculture, crop diversification, and introduction of Farm blocks in the various parts of the country

This study will contribute to Foreign Direct Investments in stimulating economic growth and improvement in developing Countries. Foreign investment inflows in Agriculture also saw a rise in the number of accommodation establishments and employment levels.

Keywords: Zambia, Foreign Direct Investment, Economic Growth, Agriculture, Employment.

References:

[1].     Asiedu, E. “Foreign direct investment in Africa: The role of natural resources, market size, government policy, institutions and political instability,” The World Economy, 29 (1), (2006): 63-77.

[2].     Bartels, F. L., Sadiq N. A. and Suman L. “Foreign direct investment in Sub-Saharan Africa: Motivating factors and policy issues,” Journal of African Business, 10.2, (2009): 141-162.

[3].     Jun, K. W., and Singh, H. “The determinants of foreign direct investment: new empirical evidence,” Transatlantic Corporations, 5, (1996): 67–106.

[4].     Khalfan, M. H. “Productivity of Zanzibar Tourism under the Private Direct Investment,” (PhD thesis submitted to University Putra Malaysia), (2002).

[5].     Lall, S. “FDI, AGOA and manufactured exports by a landlocked, least developed African economy,” Journal of Development Studies, 41, (2005): 998–1022.

[6].     National Agricultural Policy (2004-2015). Zambia.

[7].     Organisation for Economic and Co-operation Development (2000), “Main Determinants and Impacts of Foreign Direct Investment on China's Economy”, OECD Working Papers on International Investment, 2000/04, OECD.

[8].     Quazi, R. M. “Investment climate and foreign direct investment: a study of selected countries in Latin America,” (2007).

[9].     Thomas, K. P. “Investment incentives: Growing use, uncertain benefits, uneven controls,” University of Missouri-St. Louis, Prepared for the Global Subsidies Initiative (GSI) of the International Institute for Sustainable Development (IISD), Geneva, (2007).

[10]. Transparency International 2001 “Corruption Perception Index” Report. Zambia.

[11]. Vision 2030” A Prosperous Middle – Income Nation by 2030. Zambia.

[12]. Zambia Fifth National Development Plan, Ministry of Finance and National Planning, 2007

Abstract:

Mangifera indica L., is one of the tropical fruit trees grown in Zambia. The mango fruit produced in rainy season go to waste. In order to reduce the waste, a business model must be employed to use this mass production into an opportunity. A study was undertaken on how the business model would play a big role in providing markets for the mango fruits in Zambia. The researcher identified the marketing players in the industry such as processing companies, producers, and traders. Through the literature review and the study, it was found that the mango processing enterprise is profitable because it has a huge market within Zambia especially in the slack period of mango production. Due to competition for these outlets, the processing companies will need strategic planning with sound marketing strategies. This loss can go up to 30 or 40 %. With a bleak possibility to store mangoes locally, smallholder farmer has to sell his harvest at the time that the market is flooded and the prices are on its lowest. (GVCT 2016). This also result into the loss of contribution to the economy of Zambia that is predominantly agriculturally based. This study looked at three marketing players and profitability and this showed that the producers have a net profit margin of 18.34%, the trader at 19.45% and the processor at 34.1%. This shows that the processor would help to reduce wastage and at the same time be able to make profits out of the business model.

Keywords: Market players, processing, net-profit margin, wastage.

References:

[1].https://www.businesstoday.in/buzztop/buzztop-feature/...day-mango.../254899.html.

[2].

http://www.fao.org/fileadmin/user_upload/inpho/docs/Post_Harvest_Compendium_-_Mango.pdf.

[3].         www.intracen.org/uploadedFiles/intracenorg/Content/About_ITC/Where_are_we_working/Multi-country_programmes/Pact_II/National%20mango%20study.

[4].         www.sbi.gos.pk/pdf/mango.pdf.

[5].         https://www.entrepreneurindia.co/Document/Download/Project%20Opportunities%20in%20Mango%20Pulp%20Processing%20Industry%20(Food%20&%20Agriculture%20Sector)-208379-.pdf

[6].         https://www.eiriindia.org/Mango_Processing_Canning_Mango_Pulp.html.

[7].         https://allafrica.com/stories/201102140203.html.

[8].         https://www.agrilinks.org/sites/default/files/resource/files/chankwakwa_5.25.17.pdf.

[9].         https://agricultureinzambia.com/.

[10].     Internat. Res. J. agric. Eco. & Stat.; Vol. 2 (1); (March, 2011).

[11].     Ambika Chauhan et al. / International Journal of Nutrition and Agriculture Research. 1(2), 2014, 93 - 98.

[12].     International Journal of Scientific and Research Publications, Volume 3, Issue 2, February 2013 Class notes.

Abstract:

This article is an extract of one of the objectives to the study that investigated the perceptions of small medium enterprises at marimba market in Livingstone district of Zambia. The study objectives were to establish the current status of small medium enterprises in the market and to determine the challenges of implementing their business ideas. Three leading entrepreneurs were interviewed to check their opinion and these deal in different products which are similar to other traders.

Data was collected using semi-structured questionnaires and an observation schedule. One questionnaire was used to collect data from the executive committee of the market and board members while another gathered data from the small-scale business owners. An observation schedule was used to collect data which seemed difficult to collect through semi-structured questionnaires. Qualitative data was analyzed and presented thematically, while quantitative data was analyzed through Social Package for Social Sciences (SPSS) and was presented in form of tables and figures.

The findings of the study were that small scale business enterprises held positive perceptions on the introduction of small capital investment for small medium enterprises in the market places such as marimba. However, most well-established business men and women held a negative attitude towards small medium enterprises due to informal trading approach. Numerous challenges to the successful implementation of the business plan and ideas in various sectors of the business. They included: some new comers in the business sector who preferred other products which do not suit the demand of the given context and this has led to a huge challenge because both the internal and external environments have not been read well by the small business enterprises.

The study suggested the following coping strategies and measures; Continuing business Professional Development (CBPD) meetings, increased administration and financial support, provision of small medium enterprises with equipment and infrastructure, sensitization on the importance of small business enterprises in the economy and the enhancement of the human resources with the knowledge of understanding the current business trends globally so as to avoid certain shocks which might come out as result of failure to read the market well.

Keywords: Investigation, Perceptions, Internal and external, business environment and small medium enterprises.

References:

[1].     Alexander, K., 1987. What method of business should have told you? ACHPER National Journal, 117, pp.23-26.

[2].     Brown, T. and Penney, D., 2013. Learning ‘in’, ‘through ‘and ‘about ‘business movement? European Prime business Education Review, 19(1), pp.39-61.

[3].     Casey, A. and O'Donovan, T., 2015. Small business: adhering to principles of the business sector 20(4), pp.347-365.

[4].     Chan, K. L 1998. Business environment. Windsor: Human kinetics.

[5].     Department for Business. 1995.. London: HMSO.

[6].     Dunn, J.M and Fait, H.F. (1989) Special approach to business. New York: WM C. Brown Publishers.

[7].     Green, K. 2005. Examination of the business: a ‘new orthodoxy’ in business. essential issues, ed. K. Green and K. Hardman, 143-160. London, Sage.

[8].     Hardman, K. 2008. Business environment in communities: A global perspective. Kinesiology, 40(1): 5-28.

[9].     Kakuwa, M. 2004. Zambia Traditional business and Activities. Lusaka: Kopinor.

Abstract:

Alcoholism leads to a range of negative effects starting from falling financial stability of family to domestic violence, child neglect, broken marriages. Its impacts are physical, mental, social and financial, persons into alcoholism are usually not successful in anything which they try to do in life. Once alcoholic person builds addiction to the drug the tolerance level towards the drug increase and so thus the expenses on it. The addiction bars them from taking right financial decisions major fund flows towards drinking addiction and finally they land up with no money and family issues. The family of such addicted people tries to help them in overcoming this habit, but anis enabling, a term meaning that families in order to help them become protective and not allow them to face consequences of by helping them in covering the problems. This does not stop the drinking patterns. By trying to keep family intact they extend the cycle of addiction, which should be addresses as a family problem to break this cycle. The efforts taken by family with good intentions have negative impact on the addicts.

References:

[1].“Disease of concepts of Alcoholism”, Newyork, Hill House, Jellineck, EM.

[2].“Families, Alcoholism and Therapy”, Bernard Charles P, Charles C. Thomas Publishers.

[3].Patterns and Determints of coping behabior of wives of Alcoholics by R. Chandrashekaran & V. Chitralekha: Indian J Psychiat.

[4].“Social Coping Strategies Among Wives of Alcoholics, Shayam sundar Sharma, Nurses of India

[5].Http://economictimes.indiatimes.com/articleshow/2439619.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst.

[6].http://theweek.com/articles/457336/how-drinking-much-sabotages-finances.

[7].https://www.cdc.gov/features/alcoholconsumption/.

[8].https://indianexpress.com/article/india/whats-india-drinking-liquor-ban-highways-toddy-supreme-court-4605411/.

[9].https://economictimes.indiatimes.com/industry/cons-products/liquor/beer-consumption-in-india-grows-by-90-in-2002-07/articleshow/2439619.cms.

[10]. https://www.businesswire..com/news/home/20171122005374/en/Indian-Alcohol-Consumption-Report-2017---Focus.

[11]. https://www.hindustantimes.com/columns/25-years-of-reforms-the-role-of-hard-liquor/story-bMc7c7FgdrWhJrRUaRVaKP.html.

[12]. //economictimes.indiatimes.com/articleshow/2439619.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst.

[13]. https://thenewsavvy.com/life/food-health/financial-effects-of-alcoholism/.

[14]. Lal R. Substance Use Disorders: A Manual for physicians. New Delhi: National Drug Dependence Treatment Center, All India Institute of Medical Sciences, 2005.

[15]. World Health Organization. Brief Intervention - The ASSIST-linked brief intervention for hazardous and harmful substance use: Manual for use in primary care. World Health Organization, 2010.

Abstract:

Telecommunication in India has revolutionised the process of living through disruption and then distraction and at certain times distortion. Individual consumerism has led to social and group behavioural changes. So much so that social mental health indicators need to be checked. Cell phone has become an extended organ for humans around. From faith -belief-values frame to technology driven frame of ecology and economics a paradigm shifts and shuffle is being observed. How and why of this needs to be focussed and addressed for better possible outcomes through telecommunication events.

References:

[1].  Addiction to cell phones: are there neurophysiological mechanisms involved? Maria Paz de la Puente1, Afonso Balmori 2 Published in Proyecto, Vol. 61: pp. 8-12, March 2007.

[2].  Annual Report TRAI 2016-17.

[3].  Mobile Abuse in University Students and Profiles of Victimization and Aggression María Isabel Polo del Río*, Santiago Mendo Lázaro*, Benito León del Barco*, Elena Felipe Castaño*. ADICCIONES, 2017 · VOL. 29 NO. 4 · PAGES 245-255.

[4].  Review article: Neuropsychiatric Effects of Mobile Phones, M.S. Bhatia, Varun Sharma, Vishal Chhabra, DELHI PSYCHIATRY JOURNAL Vol. 11 No.1 APRIL 2008.

[5].  Press Information Bureau Government of India Ministry of Health and Family Welfare 03-March-2015 14:22 IST.

[6].  Telecom Regulatory Authority of India The Indian Telecom Services Performance Indicators April – June, 2018.

Abstract:

Handicraft and handloom do not only represent an industry in India but also represent heart and soul of India. It reflects the cultural richness and diversity of India and also supports many families in earning their bread and butter. But Handloom is not giving that push to the economy which ideally it should. As per data, around 13.93 million Indians were engaged in handicraft and handloom production in 2017 and it is estimated to increase to 17.79 million in 2022. Ministry of Commerce has indicated the production of the Indian Handicraft and Handloom sector as being INR 302.57 billion with INR 168.58 billion generated through export. Based on past trends a growth of 16% is expected in 2017-22. But measures must be taken to increase this growth and thereby increasing the income of the artisans.

The handloom industry in India has a significant contribution towards employment generation as well as plays an important role in preserving the cultural identity (Liebl and Roy 2004). Despite measures by Government to protect the indigenous treasures, the economic potential of most of the products has been underutilized. However, with the “Make in India” campaign and Planning Commission giving it due place and priority we hope that handloom sector regains its unique identity. GI (Geographical Indication) Tag is one of the ways to protect the identity of our handloom product and to protect our heritage. This research will discuss about ways and skills in which the traditional Banarasi weavers can keep align with changing customer perceptions and thus enhance their employment skills and also to bring about tangible rural transformation, by enhancing employment skills and measures for preventing migration to other cities and also preventing them to switch to other jobs as unskilled laborers.

Keywords: Handloom sector, Brand Recognition, GI Tagging, Rural Development, Geographical Indication.

References:

[1].Choudhary M, Geographical Indication Tags – Are GI Tags Helping in India’s Export, April 2016, https://www.thedollarbusiness.com/magazine/geographical-indication-tags---are-gi-tags-helping-india-s-exports-/45759.

[2].EU Background Note, 'Why do Geographical Indications Matter to Us?' 2004.

[3].Finger J M & Schuler P (Eds.), Poor People's Knowledge: Promoting Intellectual Property in Developing Countries, World Bank Publications (2004).

[4].Fowler B J, preventing counterfeit craft designs, Poor People’s Knowledge: Promoting Intellectual Property in Developing Countries, Washington DC: The World Bank, 2004, 113-131.

[5].Kolady, D.E., Lesser, W.H. and Ye, C., 2011. ‘The economic effects of geographical indications on developing country producers: a comparison of Darjeeling and Oolong teas’, The WIPO Journal, 2(2):157–72.

[6].Iyer A, Recognition and Marketing Opportunities of a Handloom Product: A Study in Kuthampully, Doctoral Dissertation, Tata Institute of Social Sciences, 2016.

[7].Mérel, P. and Sexton, R.J., 2012. ‘Will geographical indications supply excessive quality?’ European Review of Agricultural Economics, 39(4):567–87. (European Review of Agricultural Economics Advance Access published November 29, 2011).

[8].Singh N, The Importance of GI Tags: Why Bengal is Celebrating Its Rasogulla Victory, https://theprint.in/2017/11/15/why-bengal-is-celebrating-a-gi-tag-and-what-itmeans/ (accessed on 15 November 2017).

[9].World Intellectual Property Organization/Geographical Indications, http://www.environmentallawsofindia.com/geographical-indications-of-goods.html.

[10]. Varman and Chakrabarti, Case Studies on Industrial Cluster: A Study of Kanpur Leather and Footwear, Varanasi Silk Saree and Moradabad Brassware Cluster, Department of Scientific and Industrial Research, Government of India, Technical Report, 2006.

Abstract:

This article describes the Kaizen practices that have been observed in Ethiopia. Best experiences, learnings and challenges and opportunities will be discussed. It demonstrates the Kaizen approach in Ethiopia context has proven success in companies in terms of improving productivity and efficiency of the business operations. As it is now, there is also a huge opportunity of learning from the implementation of Kaizen in terms of identifying the exiting opportunities to scale up the best practices and improve in some areas where challenges have been encountered. The findings come from literature readings and secondary data analysis on the research conducted and the reports on the Kaizen implementation processes of the piloted companies. The employees and the management understood and applied Kaizen concepts and tools, and significantly improved key processes, for example, The findings of one of the research made on Kaizen in Ethiopia indicated that in one of the piloted projects of a company called Kadisco Chemical Industry in Addis Ababa, Ethiopia, the implementation of the Kaizen culture was found to increase labor productivity by reducing, on average of 50%, time wastage for searching tools; improved a defect ratio which ranged from 50% to 70%; and improved lead time in the range of 16% to 90%.

Keywords: Kaizen; Ethiopia; Productivity; lead time; Kaizen Culture; Improvement.

References:

[1].Anh, P. et al. (2011). “Empirical study on Transferability of Kaizen Practices.” The 11th International DSI and the 16th APDSI Joint Meeting”, Taipei, Taiwan, July 12-16, 2011.

[2].Admasu A.,2015., “Kaizen Implementation in Ethiopia Evidence in Literature”, Journal for Studies in Management and Planning Available at http://international journal of research.org/index.php/JSMaP.

[3].Asayehgn Desta, (2013). Kaizen Initiatives at the Ethiopian Wonji Sugar Manufacturing Company. Sarlo Distinguished Professor of Sustainable Economic Development Dominican University of California.

[4].Alsmadi, S. (2009), Aoki, K. (2008), Chase, N. (1998), Cheser, R.N. (1998) and Imai M. (1986).

[5].Abhijit Chakraborty, Madhuri Bhattacharya, Saikat Ghosh and Gourab Sarkar. (2013). Importance of Kaizen Concept in Medium Manufacturing Enterprises. International Journal of Management and Strategy (IJMS), Vol. No.4, Issue 6.

[6].Alsmadi, S. (2009). Kaizen strategy and the drive for competitiveness: challenges and opportunities. Competitiveness Review: An International Business Journal incorporating Journal of Global Competitiveness, Vol. 19, No. 3 pp. 203- 211.

[7].Alberto E. Lemma (20018). “The role of Kaizen in Economic Transformation”, Overseas Development Institute 203 Blackfriars Road London SE1 8NJ.

[8].Aoki, K. (2008). Transferring Japanese kaizen activities to overseas plants in China. International Journal of Operations & Production Management, Vol. 28, No.6 pp. 518 – 539.

[9].Andrew Parris, (2013) "Improving processes for good in East Africa", The TQM Journal, Vol. 25 Issue:

[10]. Birhanu Beshah (2013), “The Need for Quality and Productivity Improvement- Presentation –Adama, Ethiopia. Feb 12, 2013.

[11]. Bethlehem (2018)., Ethiopian Herald: “Changing the way Ethiopian Industries work”, June, 2018.

[12]. Chase, N. (1998). Kaizen cuts works-in-progress, boots production. Quality, Vol. 51– 53, p. March.

[13]. Chen J C, Dugger J., Hammer B. (2000). “A Kaizen Based Approach for Cellular Manufacturing Design: A Case Study”, The Journal of Technology Studies, Vol. 27, No. 2, pp. 19-27.

[14]. Deniels R. C. (1995). Performance Measurement at Sharp and Driving Continuous Improvement on the Shop Floor, Engineering Management Journal, Vol. 5, No. 5, pp. 211-214.

[15]. Eden M., (2017). “Assessment of Kaizen Implementation Practices and Challenges in the case of Tikur Abbay Shoe Share Company”. Submitted as partial fulfillment of requirement for the Masters of Business Administration, St. Mary’s university school of graduate studies.

[16]. Ethiopian Ministry of Industry, (Mar. 10, 2011). “Ethiopia’s KAIZEN has Now a Manual”.

[17]. Georg O. Tasie., (2009), African Journal of Business Management Vol.3 (4), pp. 233-240, May 2009 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM09.021 ISSN 1993-8233 © 2009 Academic Journals.

[18]. GRIPS. (2011). Kaizen National Movement: A study of Quality and Productivity Improvement in Asia and Africa. Japan International Cooperation Agency (JICA). GRIPS Development Forum.

[19]. Getinet A. and Admit Z., (2001). “The Ethiopian Manufacturing Sector: Competitiveness and the Way Ahead” Ethiopian Journal of Economics, Vol X No 2, October 2001.

[20]. Imai, M. (1986). Kaizen: The key to Japan’s competitive success, McGraw-Hill/Irwin, New York, USA.

[21]. . Izumi Ohno, Kenichi Ohno and Sayoko Uesu. (2009). Introducing KAIZEN in Africa. GRIPS Development Forum.

[22]. Izumi Ohno, Kenichi Ohno and Sayoko Uesu. (2009). Introducing KAIZEN in Africa. GRIPS Development Forum.

[23]. Mandela, N. (2003), available at: http://africanhistory.about.com/od/mandelanelson/p/qts_mandel a2.htm or http://mandelainterfreeuniversity-edu.weebly.com/about-madiba-nelsonrolihlahla- mandela.html

[24]. Nesra Seid (2012). The role of Ethiopian Government in kaizen implementation as a modern management tool for quality and productivity. Proceeding the 4th International conference Leadership institute with the collaboration of University of Green which.

[25]. Spear, S. and Bowen, K. (1999), “Decoding the DNA of the Toyota Production System”, Harvard Business Review, September-October, pp. 96-108, available at: http://hbr.org/archive-toc/ BR9909.

[26]. Spear, S.J. (2004), “Learning to lead at Toyota”, Harvard Business Review, pp. 78-88, available at: http://hbr.org/archive-toc/BR0405.

[27]. Tigist H. (2015)., “Assessing the Effectiveness of Kaizen Implementation in Wonji Sugar Factory plc”. A thesis submitted to St. Mary’s university, school of graduate studies in partial fulfillment of the requirements for the award of the degree of Master of Business Administration, St. Mary’s university school of graduate studies.

[28]. Winy Utari. (2011). Application of Kaizen Costing as a Tool of Efficiency in Cost of Production at Pt. Coca Cola Bottling Indonesia. Submitted as Partial Fulfillment of Requirement for the Accounting Department, Faculty of Economics, Andalas University, Padang.

[29]. Winy Utari. (2011). Application of Kaizen Costing as a Tool of Efficiency in Cost of Production at Pt. Coca Cola Bottling Indonesia. Submitted as Partial Fulfillment of Requirement for the Accounting Department, Faculty of Economics, Andalas University, Padang.

Abstract:

A savings in countless corporations has turn out to be complex as individuals capitalized hefty amount of cash even as soon as there is a little variation of corporation being lucrative. Most of the stockholders have cogent hopes and taken full advantage of their efficacy. Nevertheless, social economist disagreements are built on their lively studies that, marketplace is not resourceful particularly in the short-run and individuals do not make cogent conclusions to exploit earnings. individuals are vulnerable to frequent behavioral irregularities which turn out to be counterproductive to the capital growth ideologies pranging to illogical behavior. Depositors have to advance optimistic apparition, prudence, persistence and initiative. Every single stockholder varies on or after others in all facets due to countless influences like demographic factors which comprises socio-economic, contextual, informative fulfilment level, age, race and gender. The utmost vital encounter confronted by the depositors is in the expanse of savings choices. An ideal savings choice dramatized a vigorous part and it is a substantial contemplation. In scheming the savings portfolio, depositor sought to ponder on their monetary goalmouths, danger broad-mindedness neck and neck, and other restrictions. Investors should also consider mutual fund, stock investment and fixed deposit in choosing investment portfolios. Investors should also manage emotions, pay attention to detail analysis than to stories, manage emotions, seek contrary opinions, be a "renter" not an owner, don’t chase yesterday's winners, Beware of crowded trades. These strategies help in overcoming behavioral finance by individuals. This paper scrutinizes the connotation and strategies for overcoming behavioral finance.

Keywords: Analytical Study, Strategies, Overcoming, Behavioral Finance.

References:

[1].Belsky, G., & Gilovich, T. (2010). Why smart people make big money mistakes and how to correct them: Lessons from the life-changing science of behavioral economics. Simon and Schuster.

[2].Brabazon, T. (2000). Behavioural Finance: A new sunrise or a false dawn? 28th August.

[3].Buffet, W. E. (2008). Buy American. I Am. The New York Times, 313, 19.

[4].Chaudhary, A. K. (2013a). Impact of behavioral finance in investment decisions and strategies--a fresh approach. International Journal of Management Research and Business Strategy, 2(2), 85–92.

[5].Chaudhary, A. K. (2013b). IMPACT OF BEHAVIORAL FINANCE IN INVESTMENT DECISIONS AND STRATEGIES – A FRESH APPROACH. Int. J. Mgmt Res. & Bus. Strat.

[6].De Bondt, W. F. M., & Thaler, R. H. (1995). Financial decision-making in markets and firms: A behavioral perspective. Handbooks in Operations Research and Management Science, 9, 385–410.

[7].Fogel, S. O., & Berry, T. (2006). The disposition effect and individual investor decisions: the roles of regret and counterfactual alternatives. The Journal of Behavioral Finance, 7(2), 107–116.

[8].Graham, B., & Zweig, J. (2003). The intelligent investor. Harper Business Essentials New York, USA.

[9].Heimann, M. (2013). Experimental Studies on Moral Values in Finance: Windfall Gains, Socially Responsible Investment, and Compensation Plans. Université Toulouse 1 Capitole.

[10]. Hirsh, J. B., Mar, R. A., & Peterson, J. B. (2012). Psychological entropy: A framework for understanding uncertainty-related anxiety. Psychological Review, 119(2), 304.

[11]. Joo, S., & Grable, J. E. (2004). An exploratory framework of the determinants of financial satisfaction. Journal of Family and Economic Issues, 25(1), 25–50.

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