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ASSOCIATION OF INDIAN MANAGEMENT SCHOOLS
AIMS
JOURNAL OF
MANAGEMENT
Vol. 4, No. 2, January 2019 ISSN 2395-6852
Editorial i
Articles
Vinod Dumblekar, Upinder Dhar 135
Role Efficacy of Bank Managers - A Factorial Study
Durga Madhab Mahapatra, Soumendra Kumar Patra 157
Digital Entertainment Delivery Platform : A Study in Indian Context
R L Bharadwaj, R Agarwal 169
Fear Versus Assertion Values and Associated Value-Conflicts: A Study of
Adolescent Children of Employed and Unemployed Mothers
A Adisesha Reddy, P Siva Reddy, B Hemanth Sai 182
A Comparative Study onVolatilities of Asian Stock Markets
Santosh Dhar, Rishu Roy 193
Dimensions of Persuasion: A Study of Service Sector
Suman Pathak 208
Managing Millennials: A Critical Review of OD Interventions
Punam Mishra, Ajay Chandel 222
Consumer Activism and the Advent of Online Anti Brand Communities: A Netnographic Analysis
Aditi Veda, Monica Sainy 234
To Study the Perception of Patients Towards the Service Quality
in Public Hospitals with Reference to Indore City
Case Study
Ambiguity in Authority and Responsibility 248
Book Review 251
Ashwini Sharma
Effective People
Guidelines to Authors 253
Association of Indian Management Schools
AIMS JOURNAL OF MANAGEMENT
Volume 4, No. 2, January 2019
Prof (Dr) Upinder Dhar

Chairman, Editorial Board
..
Vol. 4, No. 2, January 2019 ISSN 2395-6852
Editorial Board
Prof (Dr) Upinder Dhar
Chairman, Editorial Board, AJM
Vice-Chancellor
Shri Vaishnav Vidyapeeth Vishwavidyalaya, Indore
Dr Scott D Johnson Dr William E Fitzgibbon III

Dean, College of Business Dean, College of Technology
Illinois State University, USA University of Houston, Houston, USA
Dr Ben Baliga Prof Y K Bhushan

Professor & Department Chair Chancellor
Mechanical & Manufacturing Engineering ICFAI University, Nagaland &
St Cloud State University, Minnesota, USA Senior Advisor, IBS, Mumbai
Dr Namjae Cho Prof Abad Ahmad

Director, Indo-ASEAN Business Center Chairman, Aga Khan Foundation – India
Institute of Business Research Former Pro-Vice Chancellor and
Hanyang University, Korea Dean, FMS, Delhi University
New Delhi
Dr László Józsa
Professor & Dean Prof M Rammohan Rao
School of Business Dean Emeritus
Széchenyi István University Indian School of Business
Gyõr, Hungary Hyderabad and Mohali
Editorial Assistance
M Venkateshwarlu
Executive Secretary, AIMS
Editorial Office
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Copyright©2017, AIMS
Note: AIMS Journal of Management disclaims responsibility/liability for any statement of fact
or opinion made by the contributors.
..
Contents
Editorial i
Articles
Vinod Dumblekar, Upinder Dhar 135

Role Efficacy of Bank Managers - A Factorial Study
Durga Madhab Mahapatra, Soumendra Kumar Patra 157

R L Bharadwaj, R Agarwal 169

Fear Versus Assertion Values and Associated Value-Conflicts:
A Study of Adolescent Children of Employed and Unemployed Mothers
A Adisesha Reddy, P Siva Reddy, B Hemanth Sai 182

A Comparative Study on Volatilities of Asian Stock Markets
Santosh Dhar, Rishu Roy 193

Dimensions of Persuasion: A Study of Service Sector
Suman Pathak 208

Managing Millennials: A Critical Review of OD Interventions
Punam Mishra, Ajay Chandel 222

Consumer Activism and the Advent of Online
Anti-Brand Communities: A Netnographic Analysis
Aditi Veda, Monica Sainy 234

To Study the Perception of Patients Towards the Service Quality
in Public Hospitals with Reference to Indore City
Case Study
Ambiguity in Authority and Responsibility 248
Book Review 251

Ashwini Sharma
Effective People
Guidelines to Authors 253
..
Editorial
Focus on Behaviours and Events, Not People!
Problems in a work group can result from personal issues, systems issues, or both.
Sometimes the source of the problem is apparent: The production department cannot
complete the production as per order because adequate raw material has not been
supplied. The customer call centre cannot improve wait times and loses calls because
there are limited lines to handle the volume of incoming calls. The production
department is ready to roll out the final product, but the raw material has been found
sub-standard and the manager had to send the raw material back to the supplier.
These are clearly systems problems; employees are ready and eager to do what needs
to be done, but they do not have adequate resources to complete the work.
At other times, the system shows error because people are not performing optimally.
Personal issues typically arise due to clash in the ego of the concerned persons or
performance problems. Sometimes people just do not like each other. Though we
may believe that adults can ignore their personal differences to work toward common
goals, this does not always happen. Sometimes, the challenge is isolating the
individuals who are clashing – not always as easy as it sounds – so that they could try
to work out their differences. In other situations, colleagues might get along well but
may lack the skills or the competence to do the job effectively. In general, ruling out
systems problems is a possible indicator of people related problems.
Everyone working for an organisation might be compared to an extended family,

and a work group might be considered a small group of relatives. People are forced
into relationships with each other which otherwise might not exist, and while they
often get along well with each other, sometimes there are problems. It is essential for
the manager to have finger on the pulse of the team at all times to immediately know
when anything goes wrong. Once a situation deteriorates it may be too late to redeem
the group, even to its previous level of effectiveness and efficiency. It is not enough to
have a glance at people a few times during the day to see if things look normal. One
needs to monitor the output and attitudes consistently.
If there is a problem in the team, one needs to get people to interact. Depending on
the nature of the problem, the manager may first meet the entire group or members
individually. As soon as he/she figures out what is going on, he/she should take action.
It is usually a good idea to follow up with a group meeting to discuss the nature of
the problem, how it is being addressed, when is it expected to see things change,
AIMS Journal of Management, January 2019
what changes are expected and what role, if any, each member of the group has in
resolving it. We should avoid naming individuals unless there is no other way to talk
about the situation. If we use names, then we should focus on behaviours and events,
not people.
A manager is required to put on parent, conflict-resolution and cheerleader hats. He/

she needs to take action, yet at the same time help group members to see each other’s
point of view. Sometimes the staff members involved in the conflict may have to be
transferred to another department or asked to leave the organization. A new
communications process may have to be introduced to persuade employees in
complementary but competitive positions to communicate more effectively. The team
may have to establish a new process to assure that members have the opportunity to
discuss about the product or service promises before anyone makes them do it. And
when the problem is system based, Marilyn Pincus in her book Managing Difficult
People suggests that you must be willing to stick your neck out by advocating for
employees.
These responses build teams and create loyalty towards the organisation. Who would
not like to go the extra mile for a manager who at least tries to go the extra mile for
them? The most effective work groups contain complementary, not necessarily similar,
personalities and work styles. In such groups, the whole truly becomes more than
the sum of its parts. Each person’s strengths overlap with the other person’s
weaknesses. Creating such a work group is partly planning and partly chance. It is
impossible to know with certainty that how people will function together when all a
manager can evaluate is how each one performs individually. Just as mixing chemicals
produces different results depending on the substance and its quantity, combining
personalities and work styles result in varied effects. Indeed, we often talk about the
“chemistry” among group members as critical to the group’s success. For better or
worse, changing just one member can reshape the group far beyond that one member’s
role and responsibilities.
Teams function most effectively when there is a relatively even distribution of power,
so that each team member feels he or she is making an equitable contribution. The
role of the manager is to stay on the periphery to ensure that everyone knows his or
her own role and responsibilities, as well as those of other members. The manager
needs to be available to serve the group’s needs as a facilitator, mediator, teacher,
mentor, cheerleader, coach, or parent.
ii
Business Cycles and Market Conditions in BSE
The readers of AJM are requested to go through the contents of the journal and help
us in improving the academic value of this publication by offering suggestions based
on their critical review and constructive observations. The prospective contributors
to this journal are advised to follow APA pattern (7th Edition) for presenting the
references. We are happy to share with the readers that AIMS Journal of Management
has been widely accepted by the researchers in general.
Dr. Upinder Dhar

Chairman
Editorial Board – AJM
iii
Role Efficacy of Bank Managers
- A Factorial Study
Vinod Dumblekar*, Upinder Dhar**
Abstract
A role is a collection of expectations in an individual by others and himself in his social system.
Role Efficacy (RE) is defined as the potential effectiveness of the individual. This study extracted
the factors of RE from Pareek’s (1987) Role Efficacy Scale (RES). The RES has ten role aspects
that are further recomposed as three role dimensions in its 20 statements. It was administered
to 521 bank managers (mean age 40.62 years and mean experience of 10.37 years). 250 managers
(48%) were from 15 public sector banks and 271 managers (52%) were from ten private sector
(including foreign) banks; 485 managers (93%) were male and 36 managers (6%) were female.
Factor analysis generated five RE factors, viz., readiness to act, centrality, interdependence,
competence, and scope to contribute. Regression analysis revealed that the key to a role holder’s
performance potential lies in his centrality, i.e., his perception about the importance of his
work. Implications for further research and recommendations for action were discussed.
Keywords: Centrality; competence; interdependence; readiness to act; role efficacy; scope to

contribute
Introduction
The banking sector in India is the largest depository of private and government funds,
the most common medium of business transactions, and the catalyst of economic
growth in the country. It had 149 scheduled commercial banks with 140,613 reporting
offices, over INR 115 trillion in customer deposits and 828,594 managers at the end of
June 2018 (www.rbi.org.in). As the trustee of public savings and a repository of
transaction data, it is an invaluable pivot in the country’s political economy. Banks
must comply with the guidelines of Reserve Bank of India (RBI), the central bank in
India, including lending to defined priority sectors, expanding their reach to remote
unbanked areas and communities, and delivering socially responsible services for the
government.
* Founder & CEO, MANTIS, 71-A Pocket A, Sukhdev Vihar, New Delhi – 110025
Email: dumblekar@yahoo.com
** Vice Chancellor, Shri Vaishnav Vidyapeeth Vishwavidyalaya, Ujjain Road, Indore – 453111
Email: upinderdhar@gmail.com
From time to time, RBI has asked banks to adopt tighter governance practices, to
streamline lending policies, and to increase their attempts to recover outstanding loans.
With the need for better and secure services, banks have adopted digital, online, and
other high technology tools. Due to the spread of internet and mobile cultures,
customers’ expectations from banks and their managers have risen sharply. Banks
listed on the stock exchange have widened their product range and have pursued
profitable growth to meet business expectations. Bank managers are expected to
complete a wide variety of critical financial tasks within deadline and with no room
for error. Therefore, bank managers’ roles are demanding, diverse, structured, and
specialized.
Sometimes, it is difficult to understand what shapes an individual’s actions or the

reasons for his success. Sometimes, he does not act, or having acted, does not solve
problems despite having the necessary resources. At other times, he is indifferent to
the urgency of a problem that needs immediate attention. While he is individually
capable, he is unable to contribute to the team’s goals and team members’ values and
interests. Why does he fail to act effectively in one situation or team, while succeeding
in another? Why does a usually lethargic employee respond with alacrity, sometimes?
What is it that hampers or facilitates an individual’s actions in any situation? In contrast,
some other individuals have also acted quickly, despite a shortage of resources or
lack of ability.
The answers to these questions would enhance our understanding of the individual’s
thoughts and potential actions, and therefore, of his performance. They may help us
create processes and situations in teams and organisations so that we get optimum
results from individual efforts. Finally, they may guide us in designing high
performance teams to generate superior performance, especially under organisational
change.
The role is built from expectations

The environment of an individual and the expectations of other individuals who
interact with him determine his behaviour. These expectations are in terms of his
actions and performances, as illustrated by Mintzberg’s (1973) three generic categories
for describing the roles of a manager: (i) interpersonal (figurehead, leader, and liaison);
(ii) informational (monitor, disseminator, and spokesman); and (iii) decisional
(entrepreneur, disturbance handler, resource allocator, and negotiator). Managers could
be effective in different ways at different times, depending on the combination of
different roles at each job level. According to role theory, roles are behaviors expected
136
of persons filling certain positions, as communicated by members of the individual’s

role set (Katz & Kahn, 1978). Role sets are individuals defined by workflows,
technology, and authority structures of his group, organisation, or society that are
stakeholders in the individuals’ performance. The definitions of role have evolved
over time, through a series of cyclical episodes, each of which included role-sending
communications by the members of the role set, and receiving, perceiving, and
providing feedback by the individual.
Pareek (1987) explained the role as the position occupied by an individual in his social
system, as defined by his functions in response to the expectations of the significant
members of the social system and to his own expectations from that position or office.
The role concept was based on obligations and (whether stated or otherwise)
commitments, while the office was a relational concept. The office may be shaped by
the extent of power and authority of the organisation, but would be smaller than the
role. The role comprised of expectations of the individual in his position in the
organisation and of other important members of that organisation and his responses
to such expectations.
Robbins (2001) argued that the role concept could explain and predict group behaviour.
A group has two or more individuals, interacting and interdependent, who come
together, formally or otherwise, to achieve particular objectives. The role develops
from specific attitudes and actual behaviours related to the individuals’ and his group
members’ expectations. Therefore, the role concept is valuable for understanding
individual, group and interpersonal performances. Luthans (2002) defined the role as
a position with expectations evolving from established norms. Some roles such as son
or daughter, teenager, student, parent and grandparent may have happened,
sequentially, while others such as husband, father and manager may be held,
simultaneously.
Luthans (2011) explained the role to be a pattern of norms, enacted by an individual.

He cited the boundary spanner, buffer, lobbyist, negotiator, and spokesman as
examples of informal roles in work groups. When roles carry conflicting demands
and expectations, they may cause poor or low performance, and be affected by cultural
differences. Robbins, Judge, and Vohra (2013) defined the role firmly as ‘a set of
expected behaviour patterns attributed to someone occupying a given position in a
social unit’. These expectations set the stage and presented conditions for the role
holder’s actions, sometimes compelling him to make compromises in contradictory
role expectations.
137
A McKinsey study of 350 senior strategists in 25 industries across the world found 13
facets of diverse responsibilities that defined their strategic planning role (Birshan,
Gibbs, & Strovink, 2014). It identified five clusters of role archetypes, viz., architect
(e.g. competitive advantage role), mobiliser (e.g. strategic capability builder), visionary
(e.g. trend forecaster), surveyor (e.g. business developer), and fund manager (e.g.
resource allocator). Thus, a role was also derived from organisational situations and
needs.
Role efficacy may predict effective performance

The concept of role efficacy was probably first defined by Pareek (1987) as the potential
effectiveness of an individual occupying a specific role in his organisation. Thus, role
efficacy is the appropriate potential behaviour of the individual to produce desired
results. It explained and integrated his personal needs with those of his role within
his organisation. The effectiveness of an organisational member would depend on his
own potential effectiveness, the potential effectiveness of the role, and the
organisational climate. Thus, role efficacy is his inherent potential to make things happen
in a specific position and according to expectations.
The purpose of leadership is to facilitate the attainment of group goals by establishing

and maintaining a favourable environment for group performance (Hackman &
Walton, 1986). But leader effort alone does not guarantee attainment of a collective
goal. Because group goal achievement is the result of the coordinated effort of group
members, an individual’s effectiveness in a leadership role is a socially managed
outcome. Behaviour is the person’s performance (actions) that leads to results; therefore,
it is reasonable to conclude that role efficacy, as ability, power, or expectations, influences
such behaviour. Bartram (2005) showed how the Great Eight competencies such as
leading and deciding and enterprising and performing in a competency framework
correlated with both ability tests and personality scales and data. To predict and
manage the performance in any role, it was important to know and understand its
competency requirements.
One reason for an individual’s effective performance was his role breadth, which was a
combination of his confidence, willingness and latitude to work with discretion.
Individuals with sufficient ability, appropriate skill, and the freedom to act would be
more productive than others because they would need less supervision and guidance
(Morgeson, Delaney-Klinger, & Hemingway, 2005). Role breadth alone may not
contribute much to results in organisations that did not respect their people, had little
concern for innovation, or did not have opportunities for their employees to do more.
138
However, it would be most effective in individuals with above-average capabilities

because they would be cognitively able to produce more. An individual’s proactive
personality may be linked to performance, but such links were neither easy to see nor
to understand (Thompson, 2005). Some visible behaviours included control of work,
taking charge of the problem, review and revision of tasks and methods, deliberate
action as initiative, and innovative behaviour. The proactive employee is eager to act,
and therefore, sought access to resources through social networks and created space
and opportunity for himself to achieve high performance. However, any weakness in
his cognitive ability could deter and discourage him from taking such initiatives, or
may prevent him from task performance.
Griffin, Neal, and Parker (2007) developed a 3x3 model of nine work roles from a
combination of task-orientation behaviours and role-holder environments. The task-
oriented behaviours were represented by proficiency (meeting the role needs, fully),
adaptivity (responding to change), and proactivity (creating change, beyond the role),
while the role-holder environments were defined by the level of the individual, the
team and the organisation. A critical condition of the model was that the work roles
must lead to effective work performance through the discharge of responsibilities
and expectations. The researchers proposed that the role behaviour would move from
proficiency to adaptivity and proactivity in response to the increase in the chaos and
uncertainty in the role-holder’s work environment.
The leader plays an indispensable role in any organisation, and his behaviour affects
his subordinates’ performance. In a study of 282 insurance sales agents, their
transformational leadership predicted the positive moods (happy, pleased, joyful and
enjoyment) of employees (Tsai, Chen, & Cheng, 2009). Later, both predicted task
performance and the helping behaviour among the employees. The transformational
actions (that included idealized behaviours, inspirational motivation, and intellectual
stimulation) and the positive moods of the employees encouraged their creativity,
reasoning, engagement, and conviction, and challenged them to accept and execute
tougher goals. Yuan and Woodman (2010) showed that an employee’s innovativeness
as a job requirement (an expectation) and his reputation as an innovator (a perception
with an expectation of action) affected his expected image gains and his expected
performance, which positively affected his innovative behaviour at work. They surmised
that employees avoided innovation because of the stigma attached to failure, and
because they perceived no gains from innovation. Thus, innovation efficacy would result
from their expectations that their actions would produce useful results, and in
organisations with a supportive culture that encouraged risk-taking and tolerated
failure due to innovation.
139
The objective of the study

A role is a collection of expectations about the potential actions of an individual by
himself and by others in his society. These expectations define and fix his position in
that society, due to which others demand relationships and performance from him.
The society could be a set of many overlapping societies like family, team, organisation
and community. The behaviour of the role occupant (or holder) is based on his
perception of such expectations which are influenced by the belief for desirable action
in that role. Therefore, role efficacy, viz., the potential effectiveness of a role, affects all
members of his society and the results of his forthcoming actions, due to such
expectations. The objective of this study is to generate and understand the factors of
role efficacy using Pareek’s (1987) Role Efficacy Scale. Understanding the critical aspects
of the role efficacy of bank managers would enable banks to select, develop, and deploy
managers with appropriate attitudes and skills to attend to business problems for
superior financial performance, and thus, meet organisational expectations. The
findings of this study are expected to benefit a large number of bank managers and
their banks.
Method
Participants
Five hundred and twenty-one managers of banks in India participated in this study.
Of this sample, 250 managers (48%) were from 15 public sector banks and 271 managers
(52%) were from ten private sector (including foreign) banks; 485 managers (93%)
were male and 36 managers (7%) were female. The managers had a mean age of 40.62
years and a mean experience of 10.37 years in the role of manager. The youngest and
the oldest managers were 21 and 59 years old, respectively. There were 221 graduates
(42%), 294 post-graduates (56%), and one doctorate; five respondents did not state
their educational qualifications. The extraneous variables of age, gender, education
and experience were controlled by randomisation and elimination.
Instruments
The Role Efficacy Scale (RES) developed by Pareek (1987) had 20 sets of items, and
each item had three statements (a, b, and c). Respondents chose one of the three
statements in each item as shown in Table 1. The scoring procedure gave weights to
each of the three statements in each item of the scale, as shown below:
140
Table 1: Scoring for statements in the Role Efficacy Scale

Item numbers Scores for statements, a, b and c
1, 11, 14, 15, 18 and 19 +2, +1 and –1
5, 7, 10, 12, 13 and 16 -1, +2 and +1
4, 6 and 17 +1, +2 and –1
2, 8, 9 and 20 +1, -1 and +2
3 -1, +1 and +2
The scale yielded scores for ten aspects, viz., centrality, self-role integration, proactivity,
creativity, inter-role linkage, helping relationships, superordination, influence, personal growth
and confrontation. On re-composition, these aspects generated three dimensions, viz.,
role making, role centering and role linking. The reliability and validity of the scale had
been amply proven from extensive use.
The role making dimension described the individual’s potential to attend to issues,
problems, and tasks. Four attributes, viz., self-role integration, proactivity, creativity, and
confrontation described this dimension. The role centering dimension described his
potential to use and enhanced his power to affect others to get results. Three attributes,
viz., centrality, influence, and personal growth described this dimension. The role linking
dimension described his potential to interact with, support, and receive assistance
from other role holders in his social system. Three attributes, viz., inter-role linkage,
helping relationships, and superordination described this dimension.
The scores of pairs of triads of items were summed together to represent one distinct
aspect of role efficacy as follows (Table 2):
141
Table 2: Aspects of role efficacy in the Role Efficacy Scale

Item pairs Aspect
1 + 11 Centrality
2 + 12 Self-role integration
3 + 13 Proactivity
4 + 14 Creativity
5 + 15 Inter-role linkage
6 + 16 Helping relationships
7 + 17 Superordination
8 + 18 Influence
9 + 19 Personal growth
10 + 20 Confrontation
These ten aspects of role efficacy - centrality, self-role integration, proactivity, creativity,
inter-role linkage, helping relationships, superordination, influence, personal growth
and confrontation - were then recomposed to create three dimensions (Table 3):
Table 3: Aspects and dimensions of role efficacy in the Role Efficacy Scale
Aspects Dimension
Self-role integration, proactivity, creativity and Role making
confrontation
Centrality, influence and personal growth Role centering
Inter-role linkage, helping relationships and Role linking
superordination
Procedure
As directed by the scale author, the subjects were asked to respond by choosing one
statement for each item. It was suggested to them that they could avoid writing their
names, if they wished to be anonymous, but were asked to fill in demographic data
about themselves. The scales were administered after giving such brief instructions,
142
including the assurance to them that there was no right or wrong answer to the
statements.
Results
The sample had one response with negative total scores for role efficacy. This suggested
that the respondent may not have understood the statements in the scale. Two more
responses had incomplete data. Therefore, the three responses were removed from
the sample data before further process.
Three items, viz., #6, #14, and #20 had item-total correlation scores that were below
.1946, and therefore, were not considered for further analysis. The remaining 518
responses and remaining 17 items had a mean of 1.41 and a standard deviation of
0.85. They were then subjected to factor analysis under principal component analysis
and varimax rotation with Kaiser normalisation, using SPSS 21.0.
The Kaiser-Meyer-Olkin measure of sampling adequacy produced a value of 0.82 that

was far higher than the 0.50 and closer to 1.0 that confirmed the utility of the factor
analysis of the data. The Bartlett’s test score of sphericity of 0.00 indicated a high
degree of significance of the relationships between the variables. The scale showed
reliability (Cronbach á) of 0.77, which is deemed satisfactory for analysis. It is higher
than the 0.70 recommended for such research by Nunally (1978), and indicates a high
degree of internal consistency of the items used in the study.
Five factors, each of eigenvalue more than 1.0, were extracted after seven iterations.
They represented 49% of the variance. Table 4 shows the items, their means and
standard deviations, and factor names and their loadings. After a study of the items
representing each factor, the factors were named as readiness to act, centrality,
interdependence, competence, and scope to contribute. They held 14%, 10%, 9%, 8% and
8%, respectively, of the explained variance generated under the rotation sums of
squared loadings.
143
Table 4: Role Efficacy items, descriptive statistics and

factor names and loadings
Factors, n= 518
Keywords from Std Factor Factor Factor Factor Factor
statements Mean Dev 1 2 3 4 5
Factor 1: readiness
to act 9.49 3.41
Freedom 0.89 0.96 .68
do creative work 1.53 0.86 .67
enjoy my role 1.63 0.64 .61
learn in my role 1.51 0.70 .53
can take initiative 1.57 0.72 .46
professional growth 1.28 0.90 .40
can help others 1.09 0.93 .37
Factor 2: centrality 3.65 1.57
feel central 1.11 0.66 .76
do important work 1.28 0.65 .75
can influence
decisions 1.26 0.80 .52
Factor 3:
interdependence 5.45 1.32
collaborate with
others 1.85 0.58 .75
cooperation from
others 1.77 0.70 .62
help subordinates 1.84 0.63 .56
Factor 4: competence 2.67 1.26
training and
expertise 1.47 0.89 .77
contribute to
decisions 1.21 0.74 .33
Factor 5: scope to
contribute 2.43 1.34
member of a task
force 1.54 0.76 .74
contribute to society 0.88 0.99 .57
Eigenvalues 2.39 1.72 1.53 1.44 1.30
Percentage of total
variance (%) 14.03 10.13 8.99 8.48 7.64
144
The five factors and their respective sets of statements are in line with the ten aspects
of Pareek’s Role Efficacy Scale (Table 2). Table 5 below shows the factors and the
corresponding aspects that are closest to them in meaning.
Table 5: Factors and illustrative statements and aspects

from the Role Efficacy Scale
Factors Illustrative statements Aspects

Readiness I have a great deal of freedom in my role. Confrontation;
to act I am able to use my creativity and do proactivity
something new. I enjoy my role very much.
I learn a great deal in my role. I can take
initiative and act on my own in my role.
I have tremendous opportunities for
professional growth in my role. What I am
doing in my role is likely to help other
organisations or society.
Centrality I feel quite central in the organisation. Centrality;
My role is very important in this influence
organisation: I feel central here. I am able
to influence relevant decisions.
Inter- I work in close collaboration with some Inter-role
dependence other colleagues. I experience enough linkage;
mutual help, here. Whenever a subordinate superordination
brings a problem to me, I help to find a solution.
Competence I am able to use my knowledge and training Creativity;
very well here. My advice is accepted by competence
my seniors.
Scope to I am a member of a task force or a committee. Helping
contribute I am able to contribute to the company in my relationships;
role. self-role
integration
An inter-factor regression analysis showed the impact of each factor on other factors.
Figure 1 shows the most significant impact for each factor and its respective outcome
variable. The constants show that the factor effects are present even when the predictor
factors are absent.
145
Note: 1. every arrow begins with independent variable (factor); every arrowhead points
to dependent variable (factor). 2. the regression data in each parenthesis = coefficient of
independent variable (factor), constant. The most significant coefficient impact for every
dependent variable has been highlighted in bold.
Figure 1: Regression between role efficacy factors
Centrality makes the most significant impact on competence, which impacts both readiness
to act and interdependence. The impact of competence on readiness to act is more than four
times (.99 vs. .22) more than on interdependence. Centrality affects scope to contribute,
most significantly, which, in response, affects centrality, most significantly, but the
scope to contribute effect on centrality (.42 vs. .30) is more than centrality’s effect on scope
to contribute.
146
Discussion
This study used Pareek’s (1987) Role Efficacy Scale to reduce respondent data to factors.
Five factors of role efficacy, viz., readiness to act, centrality, interdependence, competence,
andscope to contribute were extracted.These factors were statistically derived from the
same scale of role aspects and role dimensions as originally proposed by the scale
author. A study of these factors offers an empirically sound basis for understanding
role efficacy from new directions.
Within the organisation, the job is just another role, because the job holder must act in
terms of formal expectations of the job contract and respond to his colleagues’
expectations. At first glance, the role factors are comparable to Hackman and Oldham’s
(1975) model which proposed five core characteristics that motivated employee
performance and satisfaction viz., skill variety, task identity, task significance, autonomy,
and task feedback. Role efficacy predicts what he is likely to do, and the nature and
persistence of action is driven by his motivation. His readiness to act and centrality
stemmed from the taskidentity (e.g. uniforms and titles in the organisation), his
tasksignificance (e.g. his unique position in the organisation), and autonomy
(empowerment due to hierarchy). His interdependence was fueled by interactions with
and powered by two-way task feedback from his colleagues. His competence matched
the skill variety of his job, enabling him to solve problems and resulting in personal
satisfaction. When he extended himself beyond his role, he used its scope to contribute.
He could bond with colleagues and others, enhance his centrality, and get better feedback
and autonomy.
Readiness to act
The readiness to act is a mood, a trait, and an attitude that urges the individual to solve
problems and respond to opportunities, quickly. It is a predictor of and an essential
input to success, whether of individuals, teams, or organisations. Peters and Waterman
(1982) showed that superior performance was the result of committed action driven
by a readiness to act attitude. They isolated and studied 43 outstanding American
companies, and identified eight common themes as their success characteristics but
the first of these was a bias for action, which stood for a thrust on speedy execution of
decisions.
Despite his readiness to act, he may postpone, delay, or avoid action due to a
psychological condition called procrastination which hinders his performance. In an
early research study of 342 students, Soloman and Rothbum (1984) showed that
procrastination was a complex behavioural, affective and cognitive phenomenon that
147
may be due to fear of failure, anxiety, and low self-esteem. From a sample of 104
students, Tice and Baumeister (1997) found that procrastination was self-defeating
behaviour that caused stress and illness, and led to compromises and sacrifices in the
quality of work. Steel (2007) argued that procrastination was ‘extremely prevalent’ and
had been a ‘substantial problem’ for 3,000 years. Procrastinators lacked self-control,
and were easily tempted and distracted away from their chosen work. He showed
that task aversion, task delay, self-efficacy, impulsiveness, fear of evaluation, dislike of deadlines,
absence of self-control, distractibility, organisation, and low achievement motivation were
some reasons that could lead to procrastination. Thus, those who displayed such
behaviour would score low on readiness to act, and would be potentially ineffective for
themselves and their connected role-holders.
An individual’s planning efforts for effective and efficient use of resources, actions,
task milestones and goal deadlines are significant signs of his readiness to act. One
such sign is the checklist which is a set of precise written instructions for each task. It
is a simpler form of standard operating procedure and an uncomplicated tool to execute
and discharge tasks assigned under a role. This organised approach to work prevented
him from forgetting or avoiding tasks, and from being distracted when busy (Gawande,
2009) and enhanced his readiness to act. Checklists are useful for all kinds of problem
tasks, whether simple, complicated, or complex. They are often seen in the form of
tools such as time tables, work flow charts, Gantt charts, and work breakdown diagrams
in organisations. Thus, such tools could empower, encourage and direct role holders,
and establish clear rules and protocols for their action.
A proactive individual was eager to solve problems, earlier than others, offers plans
and suggestions, and would act to do so. For his readiness to act, he anticipated problems,
opportunities, and needs, and enhanced his skills. He was a catalyst in the growth
and development of his team and organisation. Proactive behaviour, a self-initiated
thinking process, had many drivers, viz., core self-evaluations, autonomy at work, task
complexity, support of supervisors, trust from colleagues, intrinsic forces and participative
leadership (Searle & Rooney, 2013).
Centrality
Centrality at work has received much attention from researchers. Work centrality was
first defined by Paullay, Alliger, and Stone-Romero (1994) as an individual’s belief of
the degree of importance of his work in life. The belief drove his attitude and behaviour
in his role at work and affected his work outcomes. From a study of 465 Dutch
employees, Bal and Kooij (2011) found work centrality to be related positively to
148
relational contracts, and related positively to transactional contracts.Relational contracts

comprised of his emotional connection with his organisation and his expectations of
growth, promotion, and employment benefits from his employer. Transactional contracts
represented his work connection with his organisation and his expectations of working
hours, short-term goals, and other similar job-related issues. Employees with high
work centrality were more satisfied and engaged with their work, and were less likely
to leave their organisation.
Kostek (2012) found that individuals with high work centrality worked more and harder,
earned more, were happier with their lives, were less likely to leave their organisations,
and had fewer interests outside their core work areas. The construct of work centrality
correlated strongly to work ethic, organisational commitment, and work satisfaction. From
a sample of 203 Spanish employees, Orgambídez-Ramos, Mendoza-Sierra, and Giger
(2013) found that work centrality was strongly correlated to interesting work, status
and prestige (of work), and interesting contacts at work. Autonomy at work and
interesting tasks engaged the employee, where he felt a higher meaning to the role of
work in accomplishment, and thus, enhanced his work centrality. Those who
experienced intrinsic work values such as interesting contacts at work tended to invest
more time and effort into their jobs.
From an extensive study of 234 Romans, Gavriloaiei (2016) found that work centrality
correlated strongly with role salience, self-efficacy, and organisational citizenship behaviour.
It was also known and perceived as work-role centrality and work involvement, and
could predict work performance and outcomes. The family centrality of women was
stronger than in men; as a result of changing social mores, their work centrality was
increasing and was now on par with that of men (Sharabi, 2017). This may adversely
affect their family duties and work-life balance, unless employers offered them flexible
hours and work-from-home programs.
Interdependence
Collaborative actions improve role efficacy, because role holders give help to, and
receive help from, other members of his role community. Task interdependence refers
to the extent of reliance of team members on each other for the performance of their
respective role tasks (Saavedra, Earley, & Dyne, 1993). It included interconnections,
cooperation and speedy communications that help to reduce inter-role friction and
transaction costs. It is interdependence that connects the team tasks, its goal, process,
members and their expectations, and communications, and affected performance
quality and quantity.
149
Davies, Fidler, and Gorbis (2011) identified ten work skills that would shape the nature
of work in 2020. Interdependent behaviour was seen in two skills, social intelligence (ability
to connect to others in a deep and direct way, to sense and stimulate reactions and
desired interactions) and virtual collaboration (ability to work productively, drive
engagement, and demonstrate presence as a member of a virtual team). Clearly, one
input to the role efficacy of the future is the interdependence factor. The benefits from
interdependent transactions would be higher if all individuals had access to adequate
information about their expected behaviour and outcomes.
Organisations are designed to manage and regulate the information of interdependent

individuals and teams in organisations. Puranam, Raveendran, and Knudsen (2012)
surmised that while task interdependence may depreciate with time, integration between
individuals (employee interdependence) could be enhanced by building and adopting
patterns of behaviour between them, and thus, improving the degree of collaborative
work between them. Raising the levels of information could enhance cooperation,
performance and satisfaction in an interdependent setting (Martin, Gonzalez, Juvina, &
Lebiere, 2014). Thus, effective cooperative action was a product of information-driven
interdependence.
Recognising task interdependence to be the extent to which the completion of an

individual’s task relied on his colleagues’ skills and contributions to the task, Wagner,
Grigg, Mann, and Mohammad (2017) found seven different approaches to resolve
problems of social loafing, free-riding, and within-group favouritism behaviours that
were characteristic of interdependence. The job rotation approach was most effective
as team members got a connected view of their work processes and became more
aware of their interdependence.
Competence
Competence is the set of a person’s knowledge, attitude, and abilities. Kaslow (2004)
explained that competence was the individual’s capability and demonstrated ability
for his adequate and satisfactory performance in a specific task. It was characterised
by his motivation to act, critical thinking and analysis, exercise of professional judgement,
reflective practices, and ethical principles. Therefore, it differed from but was closely
related to competency which was the appropriate behaviour that used competence to
accomplish effective results.
Kaslow (2004) described competency as a measurable, practical and verifiable element
of competence and applicable to professional practice. The significance of competency
lay in its association with performance, productivity and goal accomplishment.
150
McKinsey studied the leadership behaviour of 189,000 persons in 81 global

organisations, and found that solving problems effectively was the first of four types of
behaviour that characterised effective leaders in high-quality teams and differentiated
the strong organisations from the weak (Feser, Meyer, & Srinivasan, 2015). The demand
for competence was growing, because the most likely change driver to affect the nature
of jobs would be the changing nature of work and flexible work (Leopold, Ratcheva, &
Zahidi, 2016). Competent employees would surmount such difficult situations better
than others. The 371 global companies who responded to the survey adopted and
pursued invest in reskilling current employees as the most common workforce strategy.
The survey report derived complex problem solving, critical thinking, and creativity as the
top skills to have in 2020, which together comprised competence.
Scope to contribute
The scope of an individual’s behaviour defined the extent and opportunity of what he
can do, and converted that perception into beneficial gains. Casson and Wadeson
(2007) point out that opportunity begins with choices that lead to decisions made in
exceptional situations. An opportunity can be exploited by using scarce information
and converting scarce resources with a mindset of the entrepreneur. The source of the
giver’s contribution behaviour lies in his empathetic attitude towards others. Empathy
is the individual’s emotional and behavioural response to others’ problems. While
empathic concern could produce altruistic behaviour in the form of an affective reaction
and an immediate physical engagement, the altruistic behaviour from empathic accuracy
offers long-term solutions to the beneficiary’s problems (Rameson & Lieberman, 2009).
Thus, empathy created and expanded the opportunity for altruistic behaviour.
An individual’s empathy was a composite of factors such as his cognitive empathy,

emotional reactivity, and social skills (Beadle, Brown, Keady, Trane, & Paradiso, 2012).
The factors were extracted from self-reports, and women reported more empathy
than men. Tran et al. (2013) extracted sensitivity and concern as factors of empathy in a
study of 794 Austrians, after examining facets such as components (cognitive vs. emotional)
and reality statuses (fictitious vs. real-life). Women and younger individuals showed
more empathy. The significant predictors of sensitivity included openness, age, and
conscientiousness, while those of concern included emotional investment, agreeableness,
and interpersonal manipulation. Thus, the scope to contribute is the opportunity to perceive
and assist others in their problems with concern and without expectations of quid pro
quo benefits.
151
The regression analysis revealed that the key to a role holder’s performance potential
was in his centrality, i.e. his perception about the importance of his work. Such
significance would enhance his awareness and encourage him to use his abilities. The
subsequent cascading effects would goad him into useful action for himself and for
others in his social system.
Conclusion
The study produced five factors of role efficacy from a well-known scale. The bank
manager’s role efficacy was a blend of his inclination for action, his belief in the
significance of his work, his attitude to give and receive help to and from others and
to work with them, his expert understanding of his tasks, and his empathetic concern
for others in his work domain. The readiness to act attitude would produce roles that
predict early and proactive performance. The efficacious bank manager, as role holder,
would possess strong intrinsic motivation due to his centrality belief. His interdependence
and scope to contribute attitudes would enable him to bond better with others, and
produce better teamwork. His competence would fortify him with appropriate
intellectual inputs to adapt to new task challenges.
Implications and recommendations

These factors could be expanded into a checklist that could be used as a guideline for
designing effective roles for bank managers (on whom this study was conducted),
and by modification and extension, to other job and competency profiles (Bartram,
2005). Using the statements of these factors and of the triadic items of Pareek’s (1987)
Role Efficacy Scale, new Likert-type statements could be developed and used to
understand and measure role efficacy. Research is needed to understand how
organisational powers and domestic roles affect role efficacy. It would also be
interesting to discover how age (Bal & Kooij, 2011; Tran, 2013; Burns, Burns, & Ward,
2016) affected role efficacy. As 93% of the respondents in this study were males, there
is a need to conduct a similar study with female respondents to extract, understand
and use the factors of role efficacy of female managers (Tran, 2013; Sharabi, 2017).
Readiness to act and centrality are based on the individual’s state of mind such as self-
beliefs, confidence, and perceptions. How are these factors correlated with and affected
by self-efficacy, which Bandura (1977) described as ‘one’s belief in one’s ability to
succeed in specific situations or accomplish a task’? Burns et al. (2016) isolated two
types of confidence: a personality trait measured from self-reports, and an ability trait
measured after completing a cognitive task. It would be interesting to discover the
influence of both types (and others, if any) of confidence on role efficacy factors.
152
That the readiness to act attitude contributes more to efficacy than competence suggests
that action is perceived to be more useful than expertise. Is the performance-oriented
role holder craving for action, much more than information? If so, his employers must
use his expertise in vigorous actions. Another insight from this study is centrality’s
direct and cascading effect on the role holder’s behaviour and thereafter, his work
outputs. His belief in his role was seen to be the most powerful input to his efficacy.
Therefore, his managers must strive to develop his positive self-image about the value
of his work and position in the organisation.
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Digital Entertainment Delivery Platform:
A Study in Indian Context
Durga Madhab Mahapatra*, Soumendra Kumar Patra**
Abstract
The film business in India transformed creatively and commercially. The Indian film market is
unique because 90% of its revenues come from local cinema. The Indian industry has shown
amazing resilience in spite of over 100 years of state neglect. The films like Piku, Gaangs of
Wasseypur, Masaan to Bahubali or Sultan, Sultan is a grizzled; fallible has been wrestler
struggling to rise again. Dangal has shown a wrestling champ de-feminizing his daughters
and forcing them to be like a wrestler. Further, the real-life stories like Sarbjit, Dhoni, Mary
Kom, Neerja and Dangal movies were well made, popular and at times, critically acclaimed
across the world. OTT (over-the-top) is the term for audio-video and other media content
delivered over the internet without involvement of a multiple system operator (MSO) in control
or distribution of content. OTT video on demand remains the win-win situation for both
customers and service providers. As per estimates for India OTT of active users as on January
2017, the leading players like Hotstar TV(63.0 millions), Jioplay (51.0 million), Voot TV (13.0
million), Amazon Video (9.4 million), TVF Play (5.2 million), Sony Liv (4.6 million), Netflix
(4.2 million), OZEE TV ( 2.4 million), Ditto TV (1.5 million), Eros Now (0.2 million), and
Viu (0.5 million) services are promoted.
Keywords: Digital entertainment, service, control, multiple system operator, distribution.
Introduction
As per report of CII and BCG 2016, media consumption remains low in India at 38
hours per week against the global average of 46.1 hours (Dutta, 2016). Indian film
industry is the biggest in the world with 1,500 to 2,000 films produced every year in
20 languages, such as South Indian film industry, Malyalam Film Industry, Bengali
Film Industry, Marathi Film Industry, Gujarati Film Industry and Punjabi Film Industry.
Further, Multiplexes have shown a growth from 925 in 2009 to 2100 in 2015. As per
** Post-Doctoral Fellow, Department of Commerce, Berhampur University, Odisha.

Email: durgagreaternoida@gmail.com
** Sr Assistant Professor (QT & Decision Science), Department of Business Administration,
Ravenshaw University, Cuttack -7530031. Email: soumendra.patra@gmail.com
Deloittee, Bollywood contributes 43 percent of the revenue while the regional and
international films contribute 50 percent and 7 percent respectively. Table: 2(a) shows
the Status of Media & Entertainment (M&E) during 2014 and 2016 (FICCI-KPMG
Media Entrainment Report, 2017). During this period, the Indian M&E industry grew
at 9.1 percent against 12.8 percent in 2015 (Malvania, 2017).
Further, according to Khandekar (2016), Direct to Home (DTH) service competes with
four different technologies, i.e. cable, IPTV, HITS and OTT (over-the-top). Tables 1
and 2 show the revenue earned and size of Indian film industry. The global OTT
(over-the-top) players are Netflix, Amazon Prime, Hotstar and Eros Now, etc. India is
currently the focus of the market for domestic and international OTT (over-the-top)
players. Netflix was launched in India in 2016, followed by Viacom18’s OTT (over-
the-top) app VOOT. It is a paid for service (Malvania, 2016). Table 3 shows the Avg.
Media Consumption per Consumer (Hours/Week) in Rural and Urban areas. Table 7
describes the major cinema theatre companies which have been on an acquisition and
consolidation spree.
Table 1: Revenue of the Indian Film Industry (Rs in Crore)
Particulars 2012 2013 2014 2015

Indian Theatre 8,510 9,340 9,350 10,140
Global Theatre 760 830 860 960
TV Rights 1,260 1,510 1,550 1,820
Other Revenues 730 840 960 1,120
Total Revenues 11,240 12,530 12,640 13,820
Source: FICCI-KPMG
158
Figure 1: Revenue of the Indian Film Industry (Rs in Crore)
The above table and chart show the trend of revenue of the Indian film industry in
crores of rupees. The figure reveals that the growth of revenue has an upward trend.
Table 2: Size of the Media Sector in India
Year Rs (Crore)
2012 86,000
2013 94,000
2014 1,05,000
2015 1,17,000
2016 1,31,000
2020* 2,20,000
2025* 4,60,000
159
Figure 2: Size of the Media Sector in India
The above table and chart represent the size of the Indian media sector from 2012 to
2016 and the projection from 2020 to 2025. The trend shows a rapid increase in the
size of the media sector in India.
Table 2 (a): Status of Media & Entertainment size from 2014 to 2016
(figures in Crore)
Sl. Sector 2014 2015 2016 Growth(%) Growth(%)
in 2015 in 2016
1 TV 47,490 54,220 58,830 14.2 8.5
2 Print 26,340 28,340 30,330 7.6 7.0
3 Films 12,640 13,820 14,230 9.3 3.0
4 Digital
Advertising 4,350 6,010 7,690 38.2 28.0
5 Animation 4,490 5,110 5,950 13.8 16.4
6 Gaming 2,350 2,650 3,080 12.8 16.2
7 OOH 2,200 2,440 2,610 10.9 7.0
8 Radio 1,720 1,980 2,270 15.1 14.6
9 Music 980 1,080 1,220 10.2 13.0
Total 1,02,550 1,15,650 1,26,210 12.8 9.1
Source: KPMG India-FICCI Indian M&E Report, 2017
160
The above table shows the figures of media and entertainment size from 2014 to 2016.
The growth percentage shows that there is an increase in the sector from TV to Music.
In digital advertising, there is higher growth than Radio. The low growth is in films in
2016 (3.0%) and 7.0% in Print.
Table 3: Screen Density of Metro Cities in India
City Population Population Number of Persons per

Rank Screens screen
Mumbai 2.57 Cr. 01 540 47,538
New Delhi 2.18 Cr. 02 170 1,27,961
Kolkata 1,46 Cr. 03 158 92,518
Chennai 8,918,000 04 96 92,893
Source: Box Office India Magazine (Business Standard 6th March 2017)
The screen density of metro cities in India is the highest in Mumbai in terms of
population and screens, followed by New Delhi and Kolkata. In terms of population
rank also, Mumbai is first, followed by New Delhi and Kolkotta.
Table 3 (a): Screen Density of leading Countries of the World
Countries Population (mn) Number of Persons per

Screens Screen
USA 322 40,475 7,950
China 1380 39,194 35,109
UK 64.72 4,115 15,727
Japan 126.57 3,437 36,827
India 1310 8,500 1,54,241
Source: Box Office India Magazine (Business Standard 6th March 2017)
The following table and figure show the average media consumption per consumer
in hours per week in Urban and Rural areas. The figure is the highest in the case of TV
in both the areas, followed by internet. The trend in both the areas is almost the same.
161
Comparatively, the average is more in Urban than in Rural areas.
Table 3(b): Average Media Consumption per Consumer (Hours/Week)
Particulars Urban Rural

Film 1.1 0.40
Radio 6.9 3.20
TV 21.7 18.60
Print 3.7 3.40
Internet 10.3 8.00
Source: Convergence Report by CII (Confederation of Indian Industry) & BCG (Boston
Consultancy Group) 2016.
Figure 3: Average Media Consumption per Consumer (Hours/Week)
The new digital model as Netflix, Amazon Prime, Eros Now, Jio and others look for
content and monetize better. In fact, Indians are watching films across screens, TV,
Online and other platforms. Netflix’s entry into India was about access to content that
was making waves the world over with three monthly plans at Rs 500, Rs 650 and Rs
800 with robust library of originals. American e-commerce giant Amazon launched
162
prime video with Rs 499 a year with HD content (Malvania, 2016). Table 04 shows the
revenue models of OTT (over-the-top) Entertainment. Tables 05 and 06 show the new
OTT launched in India year wise; and on demand video status with price tags.
The Videoapps
Viu (from Vuclip), SonyLiv, PressPlay, Fastfilmz, NexGtv, VOOT, Spuul, Amazon Prime
and Netflix are among the dozens of video apps or OTT (over-the-top) brands in
India. Video apps are now moving from predominantly shorter video to longer ones.
It helps increase the time audiences spend and therefore the ad revenues online video
gets (Khandekar, 2017). Hotstar (an entertainment platform launched by Star India,
one of India’s largest media conglomerates, wholly owned by 21st Century Fox) is the
leading provider. Hotstar has 75 million users compared to the next in the list, Voot,
which has only 15 million users (though its parent company, Viacom18, claims this
figure is closer to 22 million users). As Jonnalagadda notes, Hotstar, for instance, has
the digital rights to HBO shows in the country, and streams Game of Thrones episodes
the same day they air in the United States. That’s obviously a huge pull, as is the fact
that Hotstar has exclusive rights to stream cricket and football games in the country.
The advantages of OTT (over-the-top) Entertainment are as follows:
Advantages
1. OTT (over-the-top) services are inherently attractive because convenience of
watching this content to pausing, rewinding, forwarding or stopping a show.
Sony’s “SoneyLiv” has launched the first regional web services called “YOLO”
(You Only Live Once), Reliance group’s Bigflix Entertainment and Independent
players like “Spuul and HOOQ” (Meghani, 2017).
2. OTT (over-the-top) is the term for audio-video and other media content delivered
over the internet without involvement of a multiple system operator (MSO) in
control or distribution of content. OTT (over-the-top) video on demand remains
the win-win situation for both customers and service providers. The broadcaster
has an easy access to a large amount of content spanning genres and formats.
3. It helps attract audience with personalized mobile screens.
4. The OTT (over-the-top) platform offers a journey through unseen content for a
show.
163
5. Though, TV undoubtedly continues to enjoy deeper reach, the way for original
series and exclusive digital content on OTT (over-the-top) platforms is on an
increasing spree (Tanswa, 2017).
The forecast for India’s media and entertainment industry is to touch $34.8 billion by
2021, logging a CAGR of 11.8 per cent in the first five years, paced by significant
growth in digital platforms that would increasingly draw more eyeballs than
competing outreach vehicles. According to EY’s report on the industry, released at the
FICCI-IIFA Global Business Forum in New York, growth in digital media businesses
would far outpace TV, print, radio or music concerts at 26 per cent CAGR between
2016 and 2021.
(https://economictimes.indiatimes.com/industry/media/entertainment/media/digital-
platforms-to-drive-growth-in-media-and-entertainment-report/articleshow/
59601933.cms)
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166
Appendix
Table 4: Revenue Models of OTT(over-the-top) Entertainment
Sl. Particulars
1 SVOD Subscription based model like Amazon’s offering or Netflix.
2 AVOD Free, ad-supported model like Star TV India’s Hotstar.
3 TVOD Transactional service like iTunes (Users pay for

individual pieces of content they consume)
Table 5: New Over the Top (OTT) Environment launched in India
Sl. Company OTT Platform Year of

(over the top) launch
1 Star India Hotstar 2015
2 Zee Entertainment Ditto 2012
3 Zee Ozee 2016
4 Sony Pictures Network Sony Liv 2013
5 Viacom 18 Voot 2016
6 Unidigital Arre 2016
7 Balaji Telefilms Alt Digital 2016
8 Net Flix Net Flix 2016
9 Eros ErosNow 2012
10 Vuclip Vlu 2016
11 Enam Group, Ajay

Chako and B.Saikumar Arre 2016
Source: Malvania (2016). Voot boots up for a child-friendly ride.
167
Table: 06 On-Demand Video Platform Options with price tags
Sl. Company Price per month Contents
1 Amazon Prime Rs 42 Indian movies and Hollywood films
2 VOOT Free Viacom18 broadcast content
3 Netflix Rs 500, Rs 650, Indian films and Hollywood

Rs 800 films
4 Hotstar Rs 199 Live sports, English shows,

Star India TV content
5 Hungama play Rs 60 Bollywood and Hollywood Films
Source: BS, Personal Finance, 2nd January 2017, Page 1
Table : 07 The major cinema theatre companies have

been on an acquisition and consolidation spree
Sl. Acquiree Acquired
1 PVR cinema DT cinema
2 Cinepolis (Mexican chain of movie E-City ventures fun cinema

theatres)
3 INOX Fame Cinema and

Satyam Cineplexes
168
Fear Versus Assertion Values and
Associated Value-Conflicts: A Study of
Adolescent Children of Employed and
Unemployed Mothers
R L Bharadwaj*, R Agarwal**
Abstract
The present study was conducted to investigate the fear vs. assertion values and their associated
approach-avoidance value conflicts in relation to religion and gender among adolescent children
of employed and unemployed mothers by employing a ‘2x2x2’ three factor factorial design on
a sample of 440 adolescents studying in Secondary Schools of Agra City.The results showed
that adolescent children of unemployed mothers and Muslims in general had greater fear than
adolescent children of employed mothers and Hindus respectively. Interactive results indicated
the existence of greater fear as against assertion and greater assertion as against fear under
various treatment conditions of the variables. In addition, fear vs. assertion value-conflict with
a tendency to move towards fear was found in the adolescent children of employed mothers in
general, and in both Muslim and Hindu adolescent female children of employed mothers. Hindu
adolescent males were also found to have fear vs. assertion value-conflict with a tendency to
move towards assertion.
Keywords: Fear vs. assertion, Value-conflicts, Religion, Gender, Employed and Unemployed
Mothers
Introduction
Let me be pious and doing well unto others (Rigveda,10/18/2) should be a course of
man’s action to tread on the path of well-being, where mind should be used to
understand and accept the prime necessity of human needs, choices, actions and values.
It has been argued that any activity, thought or idea, feeling, sentiment or emotion
* Associate Professor (Retired), Department of Psychology, D.S. College, Aligarh

Residence: 25/91 BasaiKhurd, Tajganj, Agra – 282001 Email: sbs50.sc@gmail.com
** Assistant Professor, Department of Psychology, Dr. B. R. Ambedkar College, Main Wazirabad
Road, Yamuna Vihar, Delhi - 110094
that can promote self-development in all its dimensions could be said to constitute a
value as it fosters peace, order, dignity, grace and delight (Dewey, 1913). Values as the
object of socio-cultural analysis serve to allocate attention and efforts to various needs
and goals (Bharadwaj, 2001), provide standards to judge right-wrong, moral-immoral
acts (Baumgardener and Crothres, 2009) and false as false and true as true (Bharadwaj,
2017) to evaluate specified actions in the interactive situations.
The strength of rich cultural heritage lies in pro-social behaviour that has been found
to be responsible for specific choices and actions rooted in values as an abstract idea
of what is desirable (Adams and Bromley, 1998) or the worth or excellence or the
degree of worth ascribed to an object or activity (English and English, 1958) or what
individuals considered beneficial to their well-being (Harre and Lamb, 1983). People
can be both humanly pro-social and destructively antisocial in the lack of socially
descried basic values that may be held sub-consciously or may even be in conflict
with conscious values, resulting in facing the unknown difficulties in making a specific
choice. The necessity of making a choice commonly involves a cognitive strain,
especially when each alternative offers values that the other does not (Coleman, 1970)
specifically when the choice is an important issue to deal with in the situation. It may
be at times minimal or immense, latent or manifest, constructive or destructive, any
time in making a choice at the cost of another, conflict is a perceived incompatibility
of actions and goals (Myers, 1993) that prevents, obstructs, interferes, injures or in
some way makes an activity less likely or less effective; thus conflict is natural and
inevitable. The question is how one handles one’s conflicts.
Conflict is a state of being torn between competing forces (Davidson and Neale, 1998)
or in which more than one response tendency is aroused (Gottesfeld, 1979), strives
simultaneously for expression, and the satisfaction of one drive is accompanied by
frustration of another, happens to be a central factor in human existence and varies
from person to person or situation to situation. Therefore, a firm choice or action can
only maximize the fruits of human existence (Coser, 1958). The present investigation
has laid its emphasis on determining the effect of religion, gender and employment
status of mothers on fear vs. assertion values (two dimensions of choice mode) and
associated value-conflicts. Fear and assertion are two important variables of human
behaviour and also represent the two extreme end poles of human activity.
As an unpleasant emotion of violent agitation, fright, fear, anicipated harm or

discomfort to an individual to flee away from the danger, the overly exposed behaviour
at times with a feeling of fear of failure prevents people from doing what they should
do and could not strive hard due to decrease in potential that obstructed one to reach
170
Fear Versus Assertion Values and Associated Value-Conflicts
the goal. Prior experiences, irrational thoughts linked with presence of other
individuals underlying repressed desires, failures, feeling of inadequacy, excessive
attachment or jealousy towards an object and impatience may grab the individual’s
confidence and may result in the state of fear. In fact, fear robs the individual of his
courage and cripples his reasoning and adjustive capacities with the situation.
However, instead of accepting the eventualities and making positive efforts, an
individual generally adopts the feeling of fear by over-reacting in terms of complete
denial, concealment and even by pretending not to realize it (Bharadwaj, 2017)
rationally.
Assertion is another dimension that refers to the ability to act courageously and
forcefully with a greater confidence despite having a feeling of fear with complete
understanding of facts, means to nullify the dampening of his spirit as many
interpersonal difficulties and maladaptive behaviours arise because of persons’
inability to assert themselves to the demands of the situation adequately. Assertive
people believe in their ideas, thoughts, self-confidence, ability to improve relationship
at workplace, agree to disagree to accept the difference of opinion, make friends easily
and show resilience in their choices and actions. Thus, fear vs. assertion value-conflict
refers to a state of indecision and expanding the efforts in trying to deny or conceal
their fears, instead of learning to function adequately (Bharadwaj, 1991). Moreover,
the decision to go with fear or to be assertive disturbs deeply and represents the
approach-avoidance value-conflict associated with both the dimensions.
It is also apparent that each one of us experiences fear to a certain degree in facing the
realities of life discourse, as it prevents for not doing which one should not include in
his actions. Fearlessness emerges only when one endures pro-social or desirable activity
and fearfulness, when one could not act as per the social norms and experiences many
challenges which were found responsible to decrease individual’s adjustive capacities.
A few researches clearly indicated that backward caste adults of low socio-economic
status had greater fear as compared to both scheduled caste adults of high socio-
economic status and high caste adults of low socio-economic status (Kalpana, 2000).
Women experience more fear than men and also express negative emotions (Hall,
1984; Brody and Hall, 1993; Feingold, 1994). Anxiety promotes fear when one is highly
affected by his material belongings and finds himself in great danger. Normally,
anxious boys had greater fear vs. assertion value-conflict with a tendency to move
towards assertion than anxious girls (Bharadwaj and Singh, 2010). Highly anxious
were found to be more assertive than having fear found in less anxious girls (Bharadwaj
171
and Singh, 2010). Urban people had greater fear than rural ones (Rathour and Kang,
2015).
As is true, that great deal of human accomplishments come from the cumulative
behaviour of non-conflict (Boulding, 1974) and a man shall be conflict free ‘nirdvanda’
(The Bhagwad Gita, 2010) as it stimulates perseverance to achieve the goal with his
desirable choices and actions. Conflicts create confusions and bewilderment, raised
from dualities of attachment-detachment, good-bad, etc. and a conflict-free man can
only overcome the material bondage and can lead a productive and happy life. A few
questions arise that how religion and gender affect the fear vs. assertion values and
conflicts among adolescent children of employed and unemployed mothers? Which
groups in terms of Hindus-Muslims; boys-girls and adolescent children of employed
and unemployed mothers possess fear or assertion values? Do they possess any conflict
with either to move towards assertion or fear? Prevalence of values and their associated
value-conflicts may open new vistas in the development of personality and efforts to
reduce the imbibed fear and conflicts could form the foundation of new learning to let
go.
Method
Sample: The participants of the sample were 440 adolescents, both boys and girls, of
Muslim and Hindu religions ranging from 17 to 19 years of age. In all combinations of
the variables of the investigation, 220 participants were adolescent children of
employed mothers and 220 were that of unemployed mothers studying in Secondary
Schools of Agra City (Uttar Pradesh), India. The final sample of 240 participants was
selected as per the requirement of research paradigm through multi-stage random
sampling.
Tool:Fear vs. Assertion Value-Conflict was assessed by Value-Conflict Scale (2017),

constructed and standardized by Bharadwaj. The first publication of the scale came in
1998 by Pankaj Mapan and revisions were published in 2001 and 2017. The scale
measures the clear values as they exist besides six types of value-conflicts of approach-
avoidance nature. The scoring of this scale is based on the Likert’s five point scale.
Clear values and their associated value-conflicts were interpreted with the help of
norms provided in the manual as Sten-Scores.
The reported reliability of the scale for six types of value-conflicts was estimated
separately for each value-conflict and for fear and assertion value-conflict it was .69.
Validity co-efficient through parallel form method was reported .69.
172
Design: The nature of research was Ex-Post-Facto correlational. The independent

variables were:
(i) Adolescent children of employed and unemployed mothers. Employed

mothers are those having jobs and were getting salary in private or government
sectors while unemployed mothers stayed at their home.
(ii) Religion: The study chose the adolescents who were either the followers of
Hinduism or Islam.
(iii) Gender in terms of male and female adolescents.
All the three independent variables were manipulated through selection due to their
nature of not being maniputable directly. The dependent variable was fear vs. assertion
values and associated conflicts. Due to inclusion of three independent variables in
one investigation, a three factor factorial design of ‘2x2x2’ nature was employed to
ascertain the main effects and interaction at both bi- and tri-variate levels to verify the
seven empirical hypotheses.
Hypotheses:
1. Employment status of women may affect the fear vs. assertion values and
associated value-conflicts of adolescents.
2. Religion may affect fear vs. assertion values and associated value-conflicts.
3. Gender may affect fear vs. assertion values and associated value-conflicts.
4. Employment status of women and religion may interact while affecting fear vs.
assertion values and associated value-conflicts.
5. Employment status of women and gender may interact while affecting fear vs.
assertion values and associated value-conflicts.
6. Religion and gender may interact while affecting fear vs. assertion values and
associated value-conflicts.
7. Employment status of women, religion and gender may interact while affecting
fear vs. assertion values and associated value-conflicts.
173
Results
The results obtained through empirical verification of seven hypotheses are
enumerated as under:
1. Employment status of mother affects fear vs. assertion values and their associated
value-conflicts [F (1,239) = 12.04, p <.01].
In comparison to adolescent children of employed mothers (Sten M=5.48), the

adolescent children of unemployed mothers (Sten M=3.40) had greater fear.
2. Religion affects fear vs. assertion values and their associated value-conflicts
[F (1,239) = 19.79, p < .01].
In comparison to Hindu adolescents (Sten M=4.99), Muslim adolescents had greater

fear (Sten M=3.80).
3. Gender does not affect fear vs. assertion values and their associated value-conflicts
[F(1,239)= 1.4, p < N.S.].
No difference exists between male and female adolescents as regards to fear vs.
assertion value-conflicts (Male adolescents Sten M=4.63; Female adolescents Sten
M=4.25).
However, both the groups had fear value without any difference.
4. Employment status of mothers and religion interact at bi-variate level

[F (1,239)= 15.33, p<.01 ].
(a) Hindu adolescent children of employed mothers had greater assertion value
(Sten M=6.25) than fear found in adolescent children of unemployed mothers
(Sten M=3.61) and Muslim adolescents (Sten M=4.62).
(b) Adolescent children of unemployed mothers (Sten M=3.2) had greater fear
than adolescent children of employed mothers (Sten M=4.58) in Hindus.
5. Employment status of mothers and gender interact at bi-variate level [F (1,239)=

20.60,p<.01]
(a) Male adolescent children of employed mothers had greater assertion value
(Sten M=6.25) than fear found in male adolescent children of unemployed
women (Sten M=4.72).
174
(b) Female adolescent children of unemployed mothers had greater fear (Sten
M=3.8) than female adolescent children of employed mothers (Sten M= 4.72)
6. Religion and gender interact at bi-variate level [F(1,239)=5.35,p<.05]

(a) Hindu adolescent males had greater fear vs. assertion value-conflict with a
tendency towards fear (Sten M=5.86) than fear found in Hindu adolescent
females (Sten M=4.13) and in Muslim adolescent males (Sten M=3.4).
(b) Muslim adolescent males had greater fear (Sten M= 3.4) than Muslim
adolescent females (Sten M=4.38).
7. Employment status of mothers, religion and gender interact at tri-variate level

[F,1,239)= 19.79, p<.01]. The break-up of this interaction shows four significant
results.
Description SS F Sig.
(a) EM× Rel-B 294.53 31.87 <.01
(b) EM × Gen.-H 340.03 40.38 <.01
(c) Rel. × Gen-EM 192.53 22.87 <.01
(d) Rel. × Gen-UEM 50.70 5.48 <.05
(a) Hindu adolescent children of employed mothers had greater assertion value
(Sten M=8.8) than fear in Muslim adolescent children of employed mothers
(Sten M=3.7) and Hindu adolescent children of unemployed mothers (Sten
M=2.93).
(b) Hindu adolescent children of employed mothers had greater assertion value
(Sten M=8.8) than fear found in Hindu adolescent female children (Sten
M=3.92) and Hindu adolescent male children of unemployed mothers.
(c) (i) Among employed mothers, Hindu male children had greater assertion
value (Sten M=6.8) than fear in female children (Sten M= 3.7).
(ii) Hindu adolescent male children of unemployed mothers (Sten M=2.93)

had greater assertion than Muslim adolescent male children of employed
mothers (Sten M=3.1).
175
(iii) Hindu male children of employed mothers had greater assertion (Sten
M=6.8) than Hindu male children of unemployed mothers.
(iv) Muslim adolescent male children of unemployed mothers had greater

fear (Sten M=3.1) than Muslim male children of employed mothers (Sten
M=3.7).
(d) Among unemployed mothers, Hindu adolescent male children had greater
fear (Sten. M=2.93) than Hindu adolescent female children.
Discussion
The main objective of this investigation was to ascertain the issues behind the adopted
ethical and unethical standards of value orientedness in man’s expressed behaviour.
Do these modes of functioning suit the norms or are they associated with the inability
or helplessness to cope with the challenges of the surrounding environment. A healthy
development of the person could not be realized without cultivating the virtues that
bestow the capacity to deal effectively with reference to what is right or wrong. As
this investigation studied fear vs. assertion value and associated value-conflicts of
approach-avoidance nature in relation to the religion and gender among adolescent
boys and girls of employed and unemployed mothers, six hypotheses were confirmed
at various levels of significance.
As far as contribution of employed and unemployed mothers is concerned, it was

found that adolescent male and female children of employed mothers had greater
assertion value than fear in adolescent children in the group of unemployed Hindu
mothers, male adolescents and also in Hindu adolescent males. In addition, adolescent
children of employed mothers had greater fear than adolescent children of unemployed
mothers. Besides, adolescent children of unemployed mothers had greater assertion
value than adolescent children of employed mothers in Muslims in general, specifically
in males and females. Fear vs. assertion value-conflict with a tendency to move towards
fear was found to be associated with employed mothers than fear in adolescent children
of unemployed mothers. Prevalence of fear in adolescent children of unemployed
mothers might be deemed to be associated with maternal style of upbringing as they
had enough time to spend with their children, paid more attention and had extreme
indulgence in their activities for what to do or not to do for higher achievements in
life.
The existence of fear vs. assertion value-conflicts in general with a tendency to move
towards fear appeared to be highly symptomatic as they could not think what is right
176
and what could be an adequate path for their well-being. The existence of assertion
value in the adolescent children of employed mothers may be due to less hours of
time spent with them as against unemployed mothers. Children had to be independent
in the absence of mothers, remain free to fulfill their needs and also take care of their
residence, despite the imbibed fear of loneliness in them. All living entities are born
with delusion, and bewilderment by dualities that arise from attachment and
detachment (The Bhagwad Gita, 7/27). Any value, as the object of socio-cultural analysis
or as link between need and action (Bharadwaj, 2017) and code of conduct may provide
standards to evaluate right, wrong, moral and immoral acts and guide to lead to certain
actions (Baumgardner and Crothers, 2000). Contrary to it, greater fear was also found
in adolescent female children of employed mothers than unemployed mothers in
Hindus. Adolescent children of employed mothers also had assertion value in Hindus
in general, in males and in Hindu males specifically on one hand and fear as associated
with adolescent children of unemployed mothers irrespective of both religion and
gender.
As regards the role of religion in promoting and sustaining fear and assertion values
and associated conflicts, the religion has always been understood as search for
significance in the ways related to sacred (Pargament, 1997), exists in a particular
system of faith, worship and sanction for their followers by which people might seek
peace of mind, a sense of worth, self-control, intimacy, caring, relationship, life direction
for personal growth (Exline, 2002). Results obtained in this context clearly indicated
that Hindus had assertion than fear as found in the adolescent children of employed
mothers, specifically in male children of employed mothers. Muslim female children
of employed mothers were found to be associated with fear vs. assertion value-conflicts
with a tendency to move towards fear. Hindus had greater fear than Muslims among
male children of unemployed mothers.
In addition, Hindu adolescent males had fear vs. assertion value-conflicts with a
tendency to move towards assertion as compared to Muslim adolescent males. Apart
from this, Muslim adolescents had greater fear than Hindu adolescent females in
general and also in adolescent female children of unemployed mothers. Prevalence of
greater fear in Hindu adolescent female children of employed mothers and adolescent
male children of unemployed mothers, Muslims in general, Muslim adolescents
irrespective of employment status of mothers and in adolescent children of
unemployed mothers should be a matter of concern for clinical attention as to prevent
them to submerge in the stream of doubts and prejudices against one another that
holds the seed of disorganization (Trelub, 1959), inversely related to adjustment
177
(Nakshian and Weiner, 1969), and for the promotion of social tensions (Bharadwaj,
1991, Chauhan and Bharadwaj, 1992).
Despite being aware that religion referred to a system (Ferm, 1945) or as social attitude
(Pratt, 1924) of a set of meaning and behaviour having reference to individual (Ferm,
1945), expressed with a marked belief in God and faith in power beyond himself
(Galloway, 1914) shall not be considered in sects and societies rather it is the relation
with God and revaluated in the realization of the truth as different religions of the
world could not be said to be as contradictory or antagonistic. Be spiritual and realize
the truth for yourself (Swami Vivekanand, 1923) must be a great service to mankind.
Apart from this, religious preachers use religion in plugging a trench amongst the
followers with a practice to dominate on one another may also be said to be the
existence of greater fear in the followers of both the religions. A great need has arisen
to inculcate the assertiveness amongst people by which they could learn to respect
the thoughts, feelings and belief of other people.
Being assertive, one should also learn to express himself in a clear, open and reasonable
ways without undermining the rights of oneself and others (Bharadwaj, 2017).
However, political adventurism has tried to create a distance between the two religions
as against the pro-social values on their part for their own benefits and it is apparent
that religion can be used for both constructive or destructive purpose and also exists
in terms of both positive and negative effects (Exline, 2002).
Existence of fear vs. assertion value and associated value-conflicts with a tendency to
move towards assertion in Hindu adolescent male and also in Hindu adolescent female
children of employed mothers must be exposed to interventional programs through
controlled and specified applications of sanctions in a mode of increasing magnitude
over time, and de-escalation involves the same process with a decreasing magnitude
of time (Bonoma, 1975). Conflict of fear vs. assertion with a tendency to move towards
fear was also found in Muslim adolescent female children of employed mothers
required to decrease their fear and the state of indecision in having right and pro-
social attitude towards the well-being of humanity as only a conflict-free man can
attain humane approach in life, reflected through the capability of being adaptable in
all the circumstances, at all the places and the time.
As regards the affectivity of gender in the present context, it is indicated that in general
adolescent males and females do not differ from one another in relation to fear vs.
assertion values and associated value-conflicts. However, results indicated that both
178
adolescent males and females had fear value and whatever difference existed, it is
negligible. The same result has also been observed in the context of evasion vs. fortitude
values and value-conflicts. Slight evasion was found in both cancer afflicted men and
women (Parashar and Taj, 1993; Bharadwaj and Mithas, 2001). Women had greater
dependence than men (Bharadwaj and Singh, 2004). Besides, adolescent male children
had greater assertion value than adolescent female children in the Hindu employed
mothers. In addition, adolescent male children had greater fear than adolescent female
children in the Hindu unemployed mothers. It is very strange that adolescent females
showed significantly greater fear than adolescent males under different treatments of
religion and employment status of mothers, which might be due to different parenting
styles of bringing up the children in the Indian socio-politico-cultural system of the
nation. Many studies in the past have also reported more fear and negative emotions
amongst women than men (Hall, 1984; Brody and Hall, 1993; Feingold, 1994).
Conclusion
Prevalence of fear in the choices and actions of Indian adolescents with value-conflicts
generally with a tendency to move towards fear should be a matter of concern for the
educationists and national policy makers to take positive steps to mitigate the imbibed
fear in Indian adolescents. Indian adolescents must draw maximum benefits from
assertiveness to lead a fairly well conflict-free state of life in their personal and social
living situations as only conflict-free man can attain salvation (The Bhagwad Gita, 5/
33).
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181
A Comparative Study on Volatilities of
Asian Stock Markets
A Adisesha Reddy*, P Siva Reddy**, B Hemanth Sai***
Abstract
The global markets are shrinking and investors are losing their investments in markets.
Economies are facing problems with many issues and slipping from blue to red zone. Most of
the investors drag their funds from markets and invest in fixed income securities like bonds,
bills etc, and the same results in collapse of stock markets. Most of the benchmark indices are
slipping to the grounds in the Asian region, whereas Indian indices NIFTY and SENSEX have
reached to their new highs. The sharp correction in mid cap and small cap stocks wrinkled the
investors’ funds. This resulted in most of the listed companies crashing their share prices in the
market. The actively traded stocks in India are about 1850 stocks, out of which 70% of the
stocks had declined in 2018 and are trading at their life time low prices. About 20% of the
stocks lost more than 20% of their value and 284 stocks lost more than half of their value.The
negative aspects like trade wars among the nations, elevation of crude oil prices, higher interest
rates in the economy, the political uncertainty in the nation; despite of all these, the Indian
Stock Markets are listing new life time highs in every trading session. By covering the said
factors, an attempt has been made to assess the Dimensions of Indian stock Markets – the
Impact and Incidence in detail.
Keywords: Sovereign Debt Crisis, Cyclical Upswings, Price Realignments, Financial Volatility
Introduction
Indian Financial Market is one of the ancient in the world, and is considered as one of
the fastest growing markets of the emerging economies. The History of Indian Capital
market had started about two centuries back under the rule of East India Company
(Christopoulos and Tsionas, 2007). The development of capital market in India
concentrated around Mumbai till 19th century. The first Indian stock exchange
established at Mumbai in 1875 is the oldest Exchange in Asia. From the time, since
* Prof &HoD, Email: asrappidi@gmail.com

** Ph. D Scholar & Assistant Professor, E-mail: siva.podapala@gmail.com
*** MBA Student, School of Management Studies, Lakiredy Bali Reddy College of Engineering,
Mylavaram, Andhra Pradesh.
1980s there has been an unprecedented growth of the stock markets. The number of
stocks exchanges increased from 8 in 1980 to 22 in 1993 in the country. The number of
listed companies in Bombay Stock Exchange are 5,439 and in National Stock Exchange
(NSE) 1,952, as on April 2018 (www.nseindia.com). Now the markets are functioning
at wider range and covered entire India (Pradhan, 2011).
In India, financial sector is crucial and plays an important role for Accumulation of
Capital, Economic Growth and Development, enrooting production of goods and
services. The process of fund collection and capital raising becomes costlier in many
developing nations because of less reforms, rigid government policies, less regulation
of banking, problems in determining the interest rates, limited access of financial
markets, dis-integration or less integration of financial system etc (Sinha, Viswanathan
and Narayan, 2015).
One of the largest and fastest growing economies like India, is depending on private
players for capital contribution majorly and institutional investors indirectly feeding
the capital requirements (Greenwood & Jovanovic, 1990). If the market capitalization
increases, it drives the economic growth, whereas human capital turnover has no
significant effect, and an increase in the money market rate of interest has a positive
effect on economic growth (Chakraborty, 2010). Hence, there are many objectives of
financial markets, but the flourishing one is to intermediate resources from savings to
investors and helps the economy to become stronger (Mohan, 2007).
183
Table 1: A Snap Shot on Global Indices: Top 20 Indices in the World
Market Capitalization ($ Billions) - As on 30th April, 2018
S.No Name of the Market Year of No. of

Exchange Nation Capitalization Establishment Companies
Listed
1 NYSE USA 23,139 1792 2,400

2 NASDAQ USA 10,376 1971 3,321
3 JEG JAPAN 6,288 1878 2,292
4 SSE SHANGHAI 5,023 1990 1,437
5 EURONEXT EU 4,649 2000 1,240
6 LSE UK 4,596 1571 2,483
7 HSE HONGKONG 4,443 1891 2,062
8 SSE SHENZHEN,
CHINA 3,547 1987 1,420
9 DB GERMANY 2,339 1992 1,080
10 BSE INDIA 2,298 1875 5,439
11 NSE INDIA 2,273 1992 1,952
12 TMX CANADA 2,246 1861 2,207
13 KOREA
EXCHANGE SOUTH KOREA 1,841 2005 2,030
14 SIX SWIS SWITZERLAND 1,541 1850 NA
15 NASDAQ
NORDIC STOCKHOLM 1,524 2003 1,638
16 ASE AUSTRAILA 1,442 1987 2,258
17 JSE SOUTH AFRICA 1,165 1887 388
18 TSE TAIWAN 1,077 1968 898
19 B3 BRAZIL 1,073 1890 368
20 BME SPAIN 919 1831 NA
Source: en.wikipedia.org/wiki/List_of_stock_exchanges#Major_stock_exchanges
184
Growth of Financial Markets in India

The appointment of the Narasimham Committee in 1991 set the guidelines that
provided several measures for reforms in the banking sector and the capital market.
The market reforms like establishment of SEBI (Securities Exchange Board of India)
in 1992 to regulate the market and its functioning, open doors for foreign investors,
similarly allow the Indian firms to raise capital from foreign markets etc, were boost
to the market. Electronic trading was introduced with the setting up of a competitive
exchange called the National Stock Exchange (NSE) alongside the older Bombay Stock
Exchange (Sinha, Viswanathan and Narayan, 2015).
Due to the less liberal policies, rigid government controls, involvement of government
in all aspects, etc till 1991, the Indian stock Markets have remained stagnant.After
liberalization process, the Indian securities market witnessed a flurry of Initial Public
Offerings (Reserve Bank of India, 2013). The market saw many new companies
spanning across different industry segments and business to access the capital markets
and register themselves in BSE/NSE. Due to the difficulty to the nations which had
failed to define the financial market and its functions clearly, the process of fund raising
and capital raisingwas much costlier than the developed nations. The limited financial
markets and instruments failed to integrate the financial system with all players, poorly
defined financial system etc. are some of the reasons for the said issues (Bajwa, 2016).
They also help to facilitate the international flow of funds between countries. The
banking sector and the capital markets are assumed to be the primary constituents of
the financial sector (Azarmi, Lazar, & Jeyapaul, 2005). This study assumes relevance
in the context of a fast-growing economy such as India that has taken several reform
measures and continues to do so to enhance the role of financial sector in the economic
development and better regulation so that markets are efficient (Bhattacharya and
Sivasubramaniam, 2003).
The market scenario at present

India becomes the global hub for variety of services and becomes an engine for the
growth of the world economies for the next few decades (IMF, August 2018). The
expected GDP rate for the current F.Y. will be estimated as 7.4% and for 2019-20 it will
be 7.5 percent. The market has been recovering from the two hurdles of Demonetization
and implementation of Goods & Services Tax (GST). The growth rate is projected in
the value of index like Nifty and Sensex. In Table 1, it is shown that Nifty has provided
the return 27.78% for the last year i.e., 2017, in the present year the index returns are
185
7.4%. In the same route Sensex provided a return of 27.50% for the year 2017, and in
this year the returns are about 10.20 percent.
Table 2: Index Returns of Asian Nations for 2018-19 (Till August - 18)
Date Hong India Korea Japan Indonesia Singa- Taiwan Malaysia Shangai India
Kong BSE Kospt Nikkei Jakarta pore Tailex KLSE Index NSE
Hang Sensex Straits
Seng Time
Jan-02 30028.29 34059.99 2474.9 23074 6366.1 3406.48 10665 1783.1 3314 10531.7
Jan-31 32435.76 35951.64 2557.4 23205 6547.99 3531.47 11054 1865.35 3470.5 11018.8
Feb-28 31037.41 34155.63 2447.1 22293 6595.86 3565.21 10896 1871.4 3264.1 10489
Mar-29 30154.18 33098.09 2454.1 21392 6153.65 3393.86 10905 1859.37 3161.8 10143.6
Apr-30 30530.4 35021.2 2502.3 22467 5937.07 3604.1 10553 1860.84 3082.4 10705.8
May-31 30274.18 35083.81 2428.8 22163 6037.26 3476.46 10856 1731.65 3061.8 10648.4
Jun-29 28368.01 35128.16 2325.7 22314 5691.68 3269.2 10668 1665.04 2789.8 10612.9
Jul-31 28663.14 37534.95 2292.2 22472 6012.93 3284.4 11073 1768.23 2866.9 11311.1
Aug-31 27798.21 38704.84 2298.1 22733 5984.962 3200.84 11037 1819.66 2730.1 11675.9
RETURN -7.43 13.64 -7.14 -1.48 -5.99 -6.04 3.49 2.05 -17.62 10.86
Source: https://wealthinasia.com/wisdom/top-10-asian-stock-markets-2017
In contrast to the above growth levels, the other Asian markets provided negative
returns for the current year. The only Asian Market provided positive return is Tiwan
Index: TAIEX, with 3.82% apart from Indian stock markets. The highest loser in Asian
continent is Shangai Index (SSE Composite Index) with 13.49% in the current year.
The remaining indices also provided negative returns only.
Differing to these huge destructions in the value of stocks, SENSEX and NIFTY struck
their life time highs. The large cap stocks like HDFC Bank, Infosys, ICICI Bank, L&T,
RIL, and TCS are performing well and these stocks carry higher weightage in the
index. The stocks namely TCS, Infosys, Kotak Mahindra Bank, Asian Paints, HUL,
YES Bank, RIL, M7M and IndusInd Bank from SENSEX provided returns in the range
of 20-50 percent. Among the other 21 stocks, 18 stocks were flat to down up to 42
percent (Economic Times, August 2018). Sectors such as Infrastructure, Engineering,
Pharmaceutical, Cement, Real Estate and Telecom are facing various issues.
Investments in Debt instruments by Foreign Portfolio Investment was about 10.4% in
total FPIs in 2008, which constituted 30% of the total by the end of 2017 (The Hindu,
August 2018).
186
The net outflow of FIIs from Indian market is Rs. 4,167 crores, and at the same time,
the portfolio managers have purchased Rs.73,904 crores worth of stocks. Most of the
fund managers prefer to invest their funds in bench mark index only. As on June 2018,
Mutual Funds hold stocks worth of Rs.9,00,000crores, out of which 70% of investments
are in large cap stocks and top 100 stocks only.
In the month of July of this calendar year, the investments of Private Equity players
and Venture Capitalists have raised by 45% when compared to last year and
investments have crossed $17 Billion. The reasons for this hike are expected as the
strong Quarter results of Indian Inc, Bright economic Growth prospects and Flood of
foreign funds into the market (Business Lines, August 2018).
For the year 2018-19, till June end, NSE Midcap 100 declined by 12% and NSE Small-
cap declined by 17.5 percent. Among the constituents of the Midcap Index, 40% of the
stocks have lost their market capitalization and 70% of the Small Cap stocks have
decline in their market value. If we look into past cycle, in the cycle of 2003-08, the
correction in Midcap stocks was about 10% at least 8 times. In the year 2004, the fall
was about 25% and in 2006 it was about 37 percent. The interesting fact here is that the
recovery of all these corrections was made in a few months’ time frame. It means that
as long as growth continues in the market there can be a recovery in the stock prices.
Table 3: Index Returns of Asian Nations for 2017-18
NATION INDEX RETURN IN 2017-18

HONG KONG HANG SENG 34.40%
INDIA NIFTY 27.78%
INDIA SENSEX 27.50%
SOUTH KOREA KOSPI 20.50%
JAPAN NIKKEI 19.70%
INDONESAI COMPOSITE 17.50%
SINGAPORE STRAITS TIME 17.10%
TAIWAN TAIEX 12.70%
MALAYSIA KLSE 7%
CHINA SHANGHAI 5.90%
187
Future Prospects
The indicators revealed that Indian economy is on the recovery path and it would
lead to strong growth. The major indicators like industrial production, auto sales and
investments showing a steady recovery shall help the economy to strengthen. The
other industry which most of the people still work in is Agriculture which is expected
to grow by 2.1 percent, which is higher than the estimated levels. Reserve Bank of
India has taken natural stand and maintained stable rates by balancing inflation as
well as spill-over risks from global policy changes, particularly the Fed rate
normalization. India has become the 6th largest economy in the world, with demand
expected to reaccelerate, the probability of the economy to cross the 8% growth rate
rubicon is dependent on the efficacious implementation of structural and infrastructure
related reforms. Manufacturing sector rose 8.6% on a 3mma (3 month moving average)
basis in Feb’18 compared to 9.1% rise as of Jan’18. The healthy increase in production
levels is possibly a reflection of rising consumption demand as also suggested by an
upswing in vehicle sales, cement and diesel. Further, the gradual recovery in industrial
production (IIP) bodes well for the economy, reflecting a possible strengthening of
domestic demand and a further build-up in global trade activity.
Moody has put G-20 growth at 3.3 per cent in 2018 and 3.1 per cent in 2019. The
advanced economies will grow 2.3 per cent in 2018 and 2 per cent in 2019, while G-20
emerging markets will remain the growth drivers at 5.1 percent in both 2018 and
2019. India is registered 7.7 per cent growth in the first quarter i.e., April- June 2018,
and expected growth rate for the year is 7.4- 7.5 per cent (Business Lines Aug 2018).
By the year 2020, the expected value of Bench Mark Index - SENSEX may reach 44,000
points, i.e., 16% growth rate from the present market (38,000 points). Most of the
Large cap stocks are trading at their life time highs, whereas the Mid-cap and Small-
cap firms are trading at attractive price levels for new investments (Business Lines,
July 2018). The strong Economic drivers of private investment are likely to be boosting
in future by expected GDP rates of 7.3% in F.Y.2018-19 and 7.5% in F.Y. 2019-20. The
iceberg problems of banking sector NPAs are going to be erased in near future, and
further liberalising of FDI will also help the economy to grow stronger. The biggest of
tax reforms has been implemented in India, i.e., GST, the simplification of GST also
enroots private investments and consumption.
Business revival has been continuing well into the current financial year as signalled
by the growth in corporate credit in the first quarter of 2018-19. The growth rates are
tempting corporate to go for expansions through own capital, raising capital from
188
public and through borrowings also. The increase in large corporate loans in 2016-17
was Rs 11,854 crore, which increased to Rs. 69,901 crores in 2018-19 (Financial Express,
August 2018). Investors have kept their faith in equities and continued to invest via
Systematic Investment Plans (SIP), as the aggregate monthly contribution to SIPs has
grown up to Rs.7,400 crores in July from an average of Rs 6,400 crores in March (https:/
/www.bloombergquint.com/markets).
Table 4: GDP Rates of the Respective Nations for 2014-20
GDP Rates of the Respective Nations for 2014-20

Nation/GDP Rate 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14
India *7.92 *7.79 7.36 6.74 7.11 8.16 7.41
China *6.2 *6.3 6.5 6.8 6.7 6.9 7.3
Hong Kong NA NA NA 3.79 2.16 2.39 2.76
South Korea *2.85 *2.92 3.04 3.09 2.83 2.79 3.34
Japan *0.32 *0.92 1.21 1.71 0.94 1.35 0.38
Indonesia *5.6 *5.5 5.3 5.07 5.03 4.88 5.01
Singapore *2.64 *2.7 2.94 3.62 2.4 2.24 3.88
Taiwan *2.01 *2.02 1.85 2.79 1.41 0.81 4.02
Malaysia *4.9 *4.97 5.27 5.9 4.22 5.03 6.01
Source//: statistica.com - *Estimated Growth Rate
India, the ‘Fastest Growing Major Economy’ and emerging ‘Top-3 Economic Powers’
of the World (CSO& IMF) in the Nex-Gen, has an enormous growth potential and the
projected GDP Growth Rate to 7.3 percent in 2018 and 7.5 for the next 2-years. It is
estimated to have grown at 6.7 percent in 2017, a positive GDP Growth Rate since
2016. However, China grew at 6.8 per cent, 0.1 percent more than that of India in 2017.
While in 2018, its growth rate was projected at 6.4 percent and for the next two years,
the country’s growth rate will drop marginally to 6.3 and 6.2 per cent, respectively.
(Global Economic Prospects, World Bank, 2018).
The Indian Economy is on the path of Economic Prosperity and GDP Growth is picking
up and expected to grow at 7 per cent, its fastest pace in the Oct-Dec Quarter after
disruptions from a shock ban on high-value currency notes in Nov, 2016 and the chaotic
launch of a GST in July are fading (The Hindu, 27th February 2018). India’s biggest Tax
Reform is now a reality. This indicates strong turnaround of Indian Economy from
189
meltdown to economic prosperity and the investment reviving. (Prakash and Prasad,
2018).
The Average Growth Rate from 1951 to 2014 stands at 4.96%, reaching an all-time
high of 10.16% in 1988-89 and a record low of -5.2% in the 1979-80. In 4 years, the Rate
of Growth was negative. The GVA Growth Rates of Agriculture & Allied Industry,
and Services Sectors are 4.37%, 5.77%, and 7.87%, respectively (MOSPI). The growth
of the Manufacturing is at 7.7% and the Public Administration, Defence and Services
Sectors have registered highest growth of 11.2% and Mining and Quarrying Sector
contributed its lowest 1.3 percent.
The strong growth projections are reflecting in markets as hikes and hikes of Index.
More than 1.3 Billion Population, their purchasing power, adaptability to changes,
flexible consumption levels, strong saving patterns, growth of Industrial Production,
and innovative social and business practices are driving India as Economic Engine to
world growth. However, the extent of recovery will be dependent also on global factors
as well as the pace of economic and structural reforms. Reviving consumer demand
and attracting more private investment remains the key to maintaining India’s growth
momentum and accelerate it further. And also the upside risks to inflation continue to
remain a major challenge for the economy with rising oil prices, widening fiscal deficit
and rising debt burden.
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economic growth in India: 1970-1971 to 1998-1999. Applied Financial Economics, 13,
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analysis of the post-reform period. South Asia Economic Journal, 11(2), 287-308.
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growth: Evidence from panel unit root and cointegration. Journal of Development
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192
Dimensions of Persuasion:
A Study of Service Sector
Santosh Dhar*, Rishu Roy**
Abstract
The thoughts and actions of an individual are influenced by other people, whether one is passively
observing behavior of other people or actively complying with their requests. An individual
can utilize one’s personal or positional resources to change behaviors or attitudes of others.
Persuasion is a form of social influence wherein other people are intentionally encouraged to
adopt an idea, attitude, or course of action by symbolic means. In this contemporary scenario,
persuasion plays a very important role in decision making and convincing employees and
customers.The purpose of this study is to identify the factors and dimensions affecting
persuasion. The present study has been undertaken on 162 employees of service industry like
health, telecommunication, media and education.
Keywords: Globalization, Persuasion
Introduction
Achievement of goals, meeting targets and achieving results are of prime importance
in every organization. The objectives cannot be achieved merely through position
power or authority. Voluntary participation or willingness is of utmost importance
for effective outcomes for which it is necessary to persuade people. Persuasion has
been described in family settings also, wherein the parents put in efforts to make their
child agree to their point or the other way round. Persuasion has been discussed in
consumer-marketer set-up, wherein the marketers leave no stone unturned to persuade
the consumers to purchase the product.
Politicians draw on their persuasive skills to win over voters. Educators ought to be
persuasive in an attempt to stimulate students to learn and grow. Practitioners such
as doctors, lawyers and teachers are successful if they have the ability to persuade.
* Dean, Faculty of Doctoral Studies & Research; Email: deanresearch@svvv.edu.in

** Associate Professor, SVSM, Shri Vaishnav Vidyapeeth Vishwavidyalaya, Indore.
Conceptual Framework and Review of Literature

Perloff (2003) defined persuasion as a symbolic process in which communicators try
to convince other people to change their attitude or behavior towards an issue through
transmission of a message in an atmosphere of free choice. The important element in
persuasion is that people are free and not compelled to choose. Persuasion can be
defined as the ability to influence the belief, attitude or behavior of an individual or a
group towards a particular objective, giving freedom of choice to the other party. It is
not an easy process and requires careful preparation and deep understanding of the
decision making process.
Persuasion could be made effective only through mutual gain and ethical behavior
(Gass and Seiter, 2015). Effective persuasion involves establishing credibility, framing
goals on common ground, reinforcing message with strong supportive information
and developing a connect with people. Kumkale, Albarracin and Seignourel (2010)
opined that credibility is the cornerstone of persuasion which is the consequence of
developing trust and building expertise. Issac and Grayson (2017) demonstrated that
when a persuasive agent uses a credible tactic, it can lead consumers to evaluate the
agent and its offerings more favorably. Effective persuaders create win-win situations
and are concerned about long-term implications of their decisions.
Good persuasive skills create an environment of understanding and trust wherein

people follow leaders. According to Bell, Hindmoor, and Mols (2010), leaders succeed
if they persuade others to follow them or pursue goals they define. Chen, Yao and
Kotha (2009) conducted a study to understand whether decisions of venture capitalists
were influenced by the passion displayed by entrepreneurs while presenting business
plans. They concluded that decision making of venture capitalists was an outcome of
the process of persuasion rather than passion. Persuasion does not mean to force others
to do something. Rather it is the process of finding mutual benefits and creative
solutions by understanding the concerns, positions and objectives of the people.
According to Aristotle, persuasion is based on rhetorical appeals comprised of ethos
(credibility), logos (logical appeal) and pathos (emotional appeal), and he asserted
that pathos if used properly is the strongest and most reliable form of persuasion.
Persuasion occurs through either central route or peripheral route. In central route,
people emphasize on the contents of message whereas in peripheral route non message
cues and other elements such as credibility of source are looked upon (Hinyard and
Kreuter, 2007). Kreuter et al. (2007) opined that attention can also be captured using
narratives as they engage people cognitively and emotionally. Narratives persuade
194
Dimensions of Persuasion : A Study of Service Sector
people through a process that is different from traditional methods of persuasion

(Green, 2006). The persuasive element is often embedded and implicit while conveying
message using narratives, whereas in traditional rhetorical arguments information is
presented explicitly to persuade (Van et al., 2014).
Persuasive competence exerts far greater influence than formal power structures,
because increase in the interface of cross-functional teams and joint ventures has
blurred the lines of authority. The traditional hierarchy has eroded because of electronic
communication. People in organizations do not ask what should they do rather they
ask why should they do. In such demanding circumstances, it is the only persuasive
skills of leader that facilitate him to lead organizations well (Panda, 2016). For an
organization to succeed, goals need to be achieved, which is at times tough because
of the inertia, complexity and resistance to action. Diversity at workplace due to gender,
race, ethnicity and age among the co-workers in an organization often leads to
difference of opinions. In order to make employees to converge at a point, persuasive
skills of leaders are called for.
Persuasive people generate value for their organizations by turning ideas into action.
Persuasion is greater when expectations are met rather than when the source and
the message format are incongruent, and the source also has self-interest in the
advocacy. The source-message incongruity and source bias focus in combination,
lead to negative inferences about the source’s manipulative intent. Research has
also shown that greater expertise led to greater persuasion when the message
included quantitative information, and expertise had no effect when the message
was non-quantitative (Yalch and Elmore-Yalch, 1984).
Wiener et al. (1990) manipulated the number of support arguments as a means of

varying message strength. They found that when the message was strong, greater
source expertise was associated with greater persuasion, whereas when the
message was weak, source expertise appeared to have no effect. This outcome
suggests that a strong message is analogous to quantitative claims and a weak
message is analogous to non-quantitative claims. It does not suggest why the two
dimensions of source credibility, expertise and self-interest, should operate
differently or why expertise may be a liability as well as an asset. Persuasion has
emerged as a critical competence capable of affecting the attitudes and behaviors of a
cross section of employees. Thus, it calls for clearly identifying and understanding
the constituents of persuasion.
195
Rationale of the Study

Due to cut-throat competition and recent technological trends, individuals are more
informed and educated about their rights. It is difficult to follow the approach of
coercion or manipulation. Further, it has been noticed that diversity at workplace due
to gender, race, ethnicity and age among the co-workers in an organization leads to
difference in opinions which sometimes may lead to stress. Stressors at workplace
have been key issues for HR managers as they create chaos and make it difficult to
align people at one point. In order to make people to converge at a point, it is crucial
for arriving at a particular decision through amicable solutions.
In such a scenario, persuasive skills of leaders may play a crucial role in enhancing
organizational effectiveness. In the present scenario, it is important for the employees
of the service sectors to possess persuasive skills. These skills may be utilized to influence
many different stakeholders. These stakeholders include customers, co-workers, bosses,
business partners, subordinates, donors, funding sources, judges, and prospective
employers. This reveals the importance of persuasive skills and makes it a center of
attraction for policy makers, researchers and practitioners.
From the ongoing review of the existing literature it was found that not much has
been explored regarding factors affecting persuasion with respect to employees of
service sector. To fill this void, the present study was undertaken with an aim to study
such variables and generate the mass of knowledge that could be meaningfully used
by the policy makers and practitioners to persuade people and get the work done
smoothly and efficiently rather than coercion which causes stress and deteriorates
mental health and employee effectiveness at workplace.
Objectives
Contemporary business scenario is largely run by teams and populated by authority-
averse baby boomers and Generation Xers. That makes persuasion more important
than ever as a managerial tool. Conventionally persuasion was considered as a skill of
influencing other party to perceive and make them do things in their own style.
Recently paradigm shift has taken place and now persuasion is considered as process
of learning from others and negotiating a shared solution. From the modern
perspective, it is considered as an important tool to get the work done through
interacting and influencing people rather than coercion. It is proposed to understand
the factors and dimensions that constitute persuasion. The study endeavors to fulfill
the following objectives:
196
 To explore the constituent factors and dimensions of persuasion.

 To open up new vistas of research and develop a base for application of the
findings in terms of implications of the study.
Research Method
The Study
The study undertaken was exploratory in nature to identifythe dimensions constituting
persuasion amongst employees of service sector.
The Sample
The sample was constituted of 162 employees of service sector like health, telecom,
media and education in Indore Region. The respondents were selected on a random
basis from these sectors.
The Tools
(a) For Data Collection: The data was collected by administering Manual Persuasion
(Dhar et al., 2018), a standardized scale. It is a 40 item, 5 point scale with high
reliability (.959) and validity (.979).
(b) The Tools for Data Analysis: The data collected was subjected to factor analysis by
using SPSS (20.0).
Factor Analysis
KMO & Bartlett’s Test of Sphericity is a measure of sampling adequacy that is
recommended to check the case to variable ratio for the analysis being conducted.
While the KMO ranges from 0 to 1, the world-over accepted index is over 0.6. In the
present study its value is found to be 0.763. Also, the Bartlett’s Test of Sphericity relates
to the significance of the study and thereby shows the validity and suitability of the
responses collected to the problem being addressed through the study. For Factor
Analysis to be recommended suitable, the Bartlett’s Test of Sphericity must be less
than 0.05. In the present study it was found to be less than .05 (Table-1).
Factor analysis is primarily used for data reduction and summarization. Instead, the
whole set of interdependent relationship among variables are examined, factor analysis
facilitates us the group of variables (most common with each other) to study and
describe variability among observed and correlated variables in terms of potentially
197
lower number of unobserved variable called ‘Factors’. The final scale was subjected to
principle component method of factor analysis using vari-max rotation Table- 2).
Results and Discussion

The data was subjected to factor analysis using SPSS and 9 Factors emerged:
Credibility, Proactive, Dependable, Perceptive, Contextual Understanding, Fair,
Action Orientation, Expressive and Adaptable. These 9 factors were subjected to
second order factor analysis to find the dimensions of persuasion and 5
dimensionsemerged: Convincing, Flexible, Responsive, Communicative and Fair
(Table- 3).
Dimension I: Convincing
This dimension is constituted of Factor 3-Dependable (.78) and Factor 1-Credibility
(.69) with the total factor load of 1.47 and 14.64 percent of variance. Parsons (2013) in
his research on health care mangers suggested that persuasive communications are
the outcomes of sustained and focused approach that sharpen the skills and hone
abilities. He found that the ability of the communicators to influence the aspirations
of people and identify various alternative solutions inspired more people for taking
their services and generating revenue.
Communicator is found to be more reliable and convincing if people are unable to

access prior attitude about the topic and does not construct a personal attitude for
example, the message content (Chaiken & Maheswaran, 1994). In contrast, if people
have established attitudes about the object, those attitudes are likely to provide
subjectivity and people tend to form preconceived notions from the available content
(Albarracín et al., 2005). Issac and Grayson (2017) demonstrated that when a persuasive
agent uses a credible tactic, it can lead consumers to evaluate the agent and its offering
more favorably.
Dimension II: Flexible

This dimension is constituted of Factor 9-Adaptable (-.88) and Factor 5-Contextual
Understanding (.67) with the total factor load of 1.56 and 14.24 percent of variance.
Persuasive agents who are more cooperative and adaptable and are able to create the
bigger tent covering everyone in the organization are found to be more effective in
persuading others than their counterparts who adopt narrow approach and think for
self. These people work for the benefit for masses and are considered as impartial and
unethical. They create synergy by collaboration and add significant value to the
organization. The greatest persuaders are those who make others understand the
198
urgency of circumstances and try to resolve conflicts making others understand the
intension behind the particular course of action. They share their experiences,
highlighting the common interest and are able to convince the people for a particular
course of action (Folkman, 2017).
Dimension III: Responsive

This dimension is constituted of Factor 7-Action Orientation (-.81) and Factor 2- Proactive
(.63) with the total factor load of 1.44 and 13.59 percent of variance. Positive persuasive
messages point out those good things can happen if people follow right course of
action. Murdock (2017) suggested that persuasive messages may appeal to logic or to
emotions. If an individual follow right course of action and have positive look out
towards problem solving, he/she can influence others to be more optimistic. Folkman
(2017) opined that best persuaders understand the opinions and concerns of other
people before presenting their point of view. By listening first, they can understand
the disagreements and concerns of others. This gives them the opportunity to either
modify their proposal or at least empathize with the concerns of others.
Chaiken (1979) in her research study, administered 110 male and female undergraduate
psychology students in University of Massachusetts. She revealed differences between
attractive and unattractive communicator-subjects with respect to personality
characteristics relevant to persuasive effectiveness (communication skills, educational
accomplishment, components of self-concept). The results provide preliminary
evidence that if the communicator is aware about the psychology of target audience,
make genuine interpersonal interactions, and have more attractive personality, he/
she is found to be more persuasive. Oreg and Sverdlik (2014) explored that extraversion
and openness to experience is found to be positively associated to persuasion.
Dimension IV: Communicative

This dimension is constituted of Factor 4-Perceptive (-.80) and Factor 8-Expressive
(.71) with the total factor load of 1.51 and 13.4 percent of variance. Spontaneous
processing is direct, quick, and often involves affective and persuasive responses to
the message unlike thoughtful processing. Sinclair, Mark, and Clore, (1994) explored
that spontaneous approach to persuasion is effective when people are happy and
sometimes advertisers or sales person try to take advantage of this fact. Advertisements
based on emotional responses that specifically use fear appeals for example pictures
of deadly automobile accidents to encourage use of seatbelts or images of lung cancer
surgery to reduce smoking give right advice and are found to be more effective (Das,
Wit, & Stroebe, 2003; Perloff, 2003; Witte & Allen, 2000). Emotional aspects of these
199
messages make people remember and focus on the salient negative outcomes that
have occurred for one particular individual. These findings are consistent with the
general idea that the brain responds more strongly to negative affect than it does to
positive affect (Ito, Larsen, Smith, & Cacioppo, 1998). Communications that help their
audience to feel good about themselves, i.e., appeal to self-concern are found to be
more effective and persuasive.
No matter how good the message is, it will not be effective unless people pay attention
to it, understand it, accept it, and incorporate it into their self-concept. Choosing good
communicators and customizing communications according to the need of the
audience affects the perception of audiences at the faster pace. Communicators who
speak confidently, quickly, with a positive body language are found to be more
persuasive than those who speak in a more hesitating way with ambiguous body
language (Moore, Hausknecht, & Thamodaran, 1986). Megehee, Dobie, & Grant (2003)
had a similar view that faster speech and positive body language reduces the listener’s
ability to come up with counterarguments as the brain focuses more on listing the
message and pays more attention on body language.
Dimension V: Fair
This dimension is constituted of Factor 6- Fair (.88) with the total factor load of .88
and 13.09 percent of variance. Mackie and Worth (1989) suggested that if the
communicator is able to establish ethos, or is perceived as impartial then only he/she
will be able to change the perception and attitude of the audience. If the audience
does not perceive the speaker as ethical and credible source on the topic about which
they are speaking, they will ultimately have a hard time considering the speaker’s
argument. Ethical persuasion has a series of common characteristics like exploring
the other person’s viewpoint, explaining his viewpoint and creatingvarious
alternatives. This approach involves input from the audience and an honest explanation
from the persuader’s end.
Persuader is viewed as biased if they present only one side of an issue while completely
ignoring the potential problems or counterarguments to the message. In these cases
people who are informed about both sides of the topic may see the communicator as
attempting to unfairly influence them. Gelan (2015) opined that ethical responsibilities
of persons that persuades, originates in the status or the social position acquired or
granted, in the duties undertaken by them (promises, solemn commitments,
agreements) or in the consequences (effects) of communication on behalf of others.
Trustworthy communicators are effective because they allow people to feel good about
200
themselves when they accept their message, often without critically evaluating its
content (Priester & Petty, 2003).
Implications of the Study

In this era of competition persuasion has become an integral part of modern society. It
has become increasingly important not only to understand how people respond to
persuasion, but also to comprehend the general beliefs that people hold about
persuasion. In a world full of persuaders, one can persuade others or one can get
persuaded. Persuasion is the ultimate skill which needs to be practiced and embraced
by every individual as it helps individual not only to narrate one’s own view but also
help to understand other’s view-point creating empathy and developing the art of
creativity which is a valuable skill in attaining positive outcomes.
The present research was undertaken to identify and understand the dimensions of
persuasion which is likely to encourage researchers and practitioners to design
persuasive strategies which consequently enhance performance. By persuading
individuals or groups, their attitude towards events or people may be changed. This
will help in developing favorable organizational climate and may enhance employee
engagement. Persuasion is the ultimate skill for creating change in perception and
attitude of people which may lead to enhanced individual and organizational
performance.
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Appendix
Table1: KMO and Bartlett’s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .914
Approx. Chi-Square 4519.332
Bartlett’s Test of Df 780
Sphericity Sig. .000
Table 2: First Order Factor Analysis
Factor1 Factor2 Factor3 Factor4 Factor5 Factor6 Factor7 Factor8 Factor9
VAR00009 0.831 0.157 0.126 0.254 0.084 0.067 0.031 0.15 0.033
VAR00013 0.824 0.161 0.098 0.054 0.03 0.023 0.106 0.151 0.109
VAR00007 0.821 0.088 0.123 0.187 0.031 0.077 0.076 0.156 0.059
VAR00012 0.804 0.009 0.075 0.096 0.13 0.023 0.163 -0.067 0.079
VAR00011 0.782 0.042 0.232 0.179 0.053 0.073 0.152 0.144 0.017
VAR00003 0.765 0.216 0.063 0.21 0.067 0.215 0.027 0.074 -0.001
VAR00008 0.764 0.144 0.057 0.234 0.109 0.146 0.117 0.088 0.032
VAR00004 0.761 0.289 0.199 0.14 0.075 0.262 0.067 -0.111 0.036
VAR00010 0.749 0.286 0.283 0.176 -0.013 0.171 0.078 -0.069 0.078
VAR00017 0.717 0.183 0.164 0.306 0.242 0.103 -0.012 0.177 0.022
VAR00001 0.665 0.17 -0.065 -0.029 0.038 0.372 0.138 0.199 0.143
VAR00031 0.646 0.399 0.318 0.086 0.163 0.016 -0.087 -0.02 0.057
VAR00022 0.622 0.424 0.344 0.11 -0.144 -0.087 0.067 0.069 -0.035
VAR00016 0.614 -0.036 0.121 0.157 0.336 0.191 -0.014 0.387 -0.046
VAR00005 0.608 0.146 -0.132 -0.121 0.109 0.323 0.012 0.25 0.26
VAR00019 0.569 -0.02 0.196 0.175 0.202 -0.003 -0.086 0.19 0.205
205
Factor1 Factor2 Factor3 Factor4 Factor5 Factor6 Factor7 Factor8 Factor9
VAR00028 0.530 0.281 0.054 0.373 0.128 0.179 0.185 -0.124 0.279
VAR00006 0.504 0.32 0.115 -0.052 0.097 0.372 -0.036 0.058 0.055
VAR00023 0.262 0.779 0.075 0.173 0.047 0.081 -0.013 0.167 0.088
VAR00039 0.423 0.627 -0.001 0.121 0.161 -0.019 -0.013 0.109 0.183
VAR00029 0.311 0.066 0.693 0.005 0.054 0.038 -0.15 0.142 -0.002
VAR00018 0.185 0.051 0.691 0.191 0.1 0.098 0.083 0.06 0.18
VAR00037 0.005 0.346 0.622 0.009 0.149 0.235 0.385 -0.022 -0.153
VAR00014 0.408 0.114 0.008 0.574 0.173 0.149 -0.06 0.179 -0.011
VAR00015 0.347 0.341 0.309 0.558 0.024 0.088 0.131 0.091 0.036
VAR00033 0.497 -0.041 0.121 0.544 0.04 0.17 -0.344 0.157 0.012
VAR00021 0.463 0.203 0.134 0.464 0.181 -0.071 0.076 -0.29 0.141
VAR00035 0.04 0.073 -0.026 0.388 0.736 -0.013 0.243 0.039 -0.07
VAR00040 0.521 0.304 0.228 -0.069 0.593 0.052 -0.144 0.152 -0.025
VAR00026 0.445 0.312 0.252 -0.096 0.575 0.11 -0.108 0.125 -0.09
VAR00032 0.092 -0.224 0.504 0.05 0.556 -0.108 0.091 -0.058 0.16
VAR00002 0.184 -0.074 0.105 0.075 -0.044 0.778 -0.017 0.037 -0.018
VAR00036 0.41 0.292 0.02 0.301 0.117 0.47 -0.059 -0.08 0.198
VAR00025 0.177 0.339 0.164 0.359 0.011 0.455 0.186 0.042 -0.206
VAR00034 0.145 -0.068 0.021 -0.008 0.027 0.003 0.863 0.022 0.064
VAR00038 0.347 0.132 0.145 0.05 0.312 0.124 0.424 0.304 0.036
VAR00027 0.196 0.357 0.148 0.139 0.082 0.106 0.011 0.665 0.217
VAR00024 0.412 0.063 0.104 0.04 0.052 -0.138 0.438 0.539 -0.075
VAR00030 0.08 0.164 0.04 -0.027 0.018 -0.026 0.012 0.036 0.828
VAR00020 0.344 -0.106 0.268 0.19 -0.283 0.073 0.104 0.153 0.493
206
Table 3: Second Order Factor Analysis
DIMENSIONS Component
1 2 3 4 5
VAR00003 -.788 .098 .175 -.070 -.210
VAR00001 .698 .000 .347 -.077 -.091
VAR00009 -.003 -.885 -.024 .058 -.259
VAR00005 -.114 .675 -.017 .065 -.419
VAR00007 -.143 .042 -.811 .156 .123
VAR00002 -.077 .052 .636 .128 .263
VAR00004 .249 .116 -.016 -.804 -.027
VAR00008 .323 .123 -.057 .710 -.110
VAR00006 .076 .033 .075 -.056 .887
207
Managing Millennials:
A Critical Review of OD Interventions
Suman Pathak*
Abstract
The purpose of this article is to explore various OD interventions to organize different
generations at workplace. The organizations are facing difficulties in managing talents. The
challenge of retention of generation Y is very prominent in present era. It effects the cost of
recruitment and training. It is the time when the organization should prepare them so that the
Y generation wants to work with them. This article is an effort to identify various reasons of
attrition and how to manage those reasons through various Techno-structural, Strategic, Human
process and Human Resource intervention at the workplace. The beginning of the paper discussed
about various generations and the next part is more about the interventions where the Y
generation likes to work.
Keywords: Baby Boomers, Gen X, Millennials, OD Intervention

Introduction
The workplace working environment is facing a serious problem not due to
downsizing, competition, anxiety or insatiability but because of various existing cohorts
widely known to us as, Baby Boomers, Gen X and Gen Y. Employees from different
generations, different values, ideas, ways of getting things done and different ways of
communication. Such diverse workforce often has clashes at the workplace. The Baby
Boomers have been identified of being principled, focused, and expectant. They have
a habit to please others, but generally very judgmental of those who think differently.
This becomes the reason of conflict with the generations coming up with fresh thoughts
or change (Laurel, 2005). Most of the baby boomers are not very tech savvy and find it
as a barrier to the capability of face-to face interaction in the industrial world (Lieber,
2010).
The millennial generation will take over almost 75% of the world’s working population
by 2025. The people born between 1980 and 2000 belong to this generation. This
generation is completely different than the earlier generation. The characteristics they
* Professor, MATS Institute of Management and Entrepreneurship, Jain Group of Institutions,

Bangalore
Managing Millennials : A Critical Review of OD Interventions
have, their overall purpose and expectations differ meaningfully from previous
generations in regards to the workplace. To get the best from millennial generations
the managers must prepare them and familiarize their management style accordingly.
There have been several methods and writings about how to treat your boss, but
there are no rules, how younger workers will treat older workers? In fact these rules
are redrafted every day. Difference of opinion will affect every action at the workplace;
it includes recruitment, team building, managing change at organization, motivation,
maintenance of productivity and performance. This is a major concern that how these
differences will lead to misunderstandings, attrition, attracting talents and attainment
of employee commitment.
Objective of the Study

The following were listed as the objectives of the study:
(i) Collating the available Literature about different types of generations.
(ii) To analyze the various OD interventions required by the organizations to
welcome the millennials in their organization.
(iii) To explore how to create a sustainable, consistent and reasonable workforce
for future.
The Broad-View of Generations

Karl Mannheim (1920), a social scientist, defines a ‘generation’ in his work from the
early 1920s. He says the generations are the bunch of people connected by powerful
historical event(s) era belonging to the same age group (Society for Human Resource
Management, 2010). The research says that generational connections include people
born within the same time period and shared typical similar past life events. The
generations are affected by comprehensive forces such as parents, friends, print and
electronic media, economic activities, social events, and prevalent culture. These
components generate similar value systems which in turn make one generation
different from the next (Twenge et al., 2010). The incapability of one generation to
understand other generation has created a disruption known as generation gap (Society
for Human Resource Management, 2010).
Baby Boomers (born 1946 - 1964). The Baby Boomers are often referred to old and tired
Generation (Mask, 2007). This generation has caused an important impact on societies
of the whole world including historic events like space battle, rock and roll, women’s
liberation etc. Baby Boomers are modest and hard workers. They learn it from their
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parents and become workaholics and overachievers. They know that to climb the
corporate ladder of success, they need to be committed and should be hard working.
Generation X (born 1965-1981), has learned work morals and principles from their
parents. They are hard workers and love to spend time with their own benefits, relatives
and family. This generation has created a balance between professional and personal
life known as work-life balance, for this they manage their time (Mask, 2007). In global
scenario, Gen X parents put key on their outer door they are known as “latch-key”
kids; Generation X grew up with working mothers along with father; this is the era of
high parental divorce, and massive job dismissals. This caused Generation X to become
more innovative and distinctive rather than team players (Society for Human Resource
Management, 2010).
Additional events that have shaped this generation include the rise of private music
channels, and the arrival of individual computer (Lieber, 2010). With these events
influencing Gen-X’s peculiar attitudes, they appreciate emails terminated long
meetings and letters, but want access to information (Laurel, 2005). Generation X is
more willing to develop themselves with their own investments rather depending on
their organizations or other institutions for long-term security. Experience with
corporate downsizing has compelled them not to relay on corporate relationships.
The impact of this is the stereotyped unfaithful attitude of Generation X (Fiterman,
2003). They are self-contained, practical, enjoyable, and techno-literate. They experience
global thinking and respecting diversity, Generation X is flexible, not apprehensive
by authority, and multitasking. However, they are intolerant people with poor social
skills who are looking for change and diversity to keep them challenged (Laurel,
2005). Generation X change jobs often just to enhance their demand in market (Twenge,
Campbell, Hoffman, Lance, 2010), and they have a regular clash with the rigid,
hierarchical structure of management and organizations (Lieber, 2010).
Millennial Generation (born 1982-2000). Millennial Generation, Generation Y, Baby

Boomlets, or Nexters, are the latest generation born between 1982-2000 in the
organization. This generation has been nurtured with technology. Their capability to
multitasking comes from their knowledge of technology, and that clarifies why this
generation appreciates positive support and feedback at a faster rate (Mask, 2007).
The attack of information from social and political media augmented their global
orientation. The experience of powerful media and technology orient them to
communicate between countries very easily (Alch, 2000). Generation Y has the trait to
adopt and is always ready for continuous learning. They have also experienced their
parents lose their jobs due to downsizing, strategic alliance like mergers, and
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acquisition for global competitiveness of the organization (Mask, 2007). This generation
experienced collapse of various big corporations due to unethical leadership such as
Enron, Arthur Andersen (Twenge, Campbell, Hoffman, Lance, 2010).
Generation Y is affected by TV, 9/11 and various social networking sites (Lieber, 2010).
This generation knows the importance of training and developing skills, capabilities,
and knowledge before opting for career (Mask, 2007). Generation Y flourishes on
positive support, independence, and challenge, but they appreciate advice when they
need to handle difficult people issues. This behaviour of Generation Y is a combination
of association, team work, interdependence, and networking which help them in
fulfilling their career goals (Laurel, 2005). Members of the this generation are not
bothered about rank, age or tenure for giving respect rather they appreciate people
who exhibit proficiency, capability and knowledge,
The group of Generation Y is prepared to participate in the process of decision making

and empowerment and they want to give benefit to the organization with their skills
(Alch, 2000). Each generation has its own skill sets which are influenced by various
incidents and environment they experience and that is the reason for the gaps between
various generations. The managers of big organizations face the problem of conflict
due to this generation gap. The training programs need to demonstrate the specialties
of each generation and prepare them to believe that no one is right or wrong but
different.
The Millennials obtain their knowledge and competencies through continuous usage
of internet and technology. The Gen Y is more challenging as compared to the older
generations (Akkucuk and Turan, 2016; Kian et al., 2013). Generation Y is very
comfortable in using online networks and social channels, and they are always ready
to face fresh and inspiring chances and discover the ways to develop their skill sets
(Young and Hinsley, 2012). The millennials’ positive attitudes are like a breath of fresh
air to the workforce (Murray, 2015). They are result-driven, inventive, and favor to do
work which is meaningful for the company and where they get the recognition (Murray,
2015).
Generation Y is in search of the companies that have a culture based learning, are
transparent and share the organization’s values, mission, expectations, goals and
objectives, and workplace conflicts with all employees (Ferri-Reed, 2014). To manage
the Generation Y, the managers have to understand and learn their work values because
different work values make them exclusive and diverse from the other generations
(Winter and Jackson, 2016). The focus of Generation Y people is on competitive sports;
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they appreciate prizes and rewards not only to win but even for participation, so this
generation is also known as the trophy generation or the trophy kids. Generation Y
has observed the anxiety and stress caused to their parents due to recession caused by
the downfall of dot.com company which shaped Y generations for flexible careers
(Kaifi et al., 2012).
Interventions for Millennials

The organizations need to prepare themselves to work with Y Generation and need
various changes in the Organisation’s Structure, Organisation’s Technology and People
behaviour. By integrating structure, technology and behavior successful OD
interventions should be made to attract, retain and develop Y generation in the
organization. Wide range of interventions, organization improvement techniques, and
approaches like statistical process control, statistical quality control, quality circles,
self-management team and task forces will create an environment where Y generation
loves to work. The managers and organizations need to prepare themselves to accept
the challenges to work with millennials. The various types of structural, strategic and
human resource interventions required to manage the change have happened in the
organizations due to this generation. No organization can stop the millennials to enter
in their organization and hence the best way is to prepare for a planned change to
overcome the coming issues. These interventions are required in human process,
techno-structural, strategic and Human Resource fields.
Organizational Intervention Criteria for Y Generation

The organization must understand and visualize various changes which they have to
face with the induction of millennials and prepare themselves for different practices
which require OD interventions. Interventions are the various methods to manage
change in the organization which needs to be communicated to all employees. The
organizations should ensure that their employees are informed that the workplace is
in the face of transformation and they should ready themselves to accept that. The
various studies mentioned that now-a-days the reason of attrition is lack of opportunity
for advancement, dissatisfaction of employee expectations, low morale, unpleasant
working environment, work life imbalance (Silpa, 2015). Employee turnover is high
when they are not recognized at work (Suchitra, 2014).
The organizations should involve employees while introducing these interventions

and they need to communicate the reasons of change. Involving employees will reduce
the conflict and resistance in the X and baby boomer employees. The purpose of change
is required and expected by the millennials. The interventions should be result and
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problem centric, rather process centric. The interventions should be problem focused
means that the goal should be to arrive at the solution of any exiting problem. It must
have the scope for implementation with logical solutions. The acceptability of
interventions among all generations is very necessary.
Human Process Intervention to Manage Millennials

In this the members of the organization prepare existing generation through T group
training programs which includes communication skills, decision making, leadership
and group dynamics with reference to millennials. The change agents need to think
about to create open culture in the organization and need to encourage and identify
the leaders among Y generation through continuous human process intervention
Millennial or Generation Y needs endorsement. This generation has a spontaneous

approach to work. They consider everyone from top to down as peers. Often trusting
in a self-centered and exaggerated image of themselves, Y generation is highly
motivated and follows self-growth (Lieber, 2010). Compassionate incentives are more
fascinating for Generation Y as compare to large paycheck. Y Generation appreciate
working from home and flexible working hours, need required structural and human
process intervention to incorporate these methods. 83% of this Y generation believes
in the liberty to select will inspire them to give 110% (Hewlett, Sherbin, Sumberg,
2009). Various Structural and process interventions like change in the concept of
authority, informal communication
Flexibility in Work – Millennial generation demands flexibility in work timings; they

prefer to focus on their work rather than the place from where they are working like
work from home, teleworking and working offsite are the favorite options. They have
faith in final outcome not in the procedure. This will give employees some freedom
on the way they need to work According to Biro (2013), talent is the only important
parameter for the success of any company. The organization can ignore all
fundamentals but in the absence of the talented workforce, you’ll just do formality of
business. The organizations have to change their system and customize the jobs
accordingly to attract Y generation talent, and recruit and retain the talent;. It is the
need of the hour for millennials.
Learning styles - Millennial generation likes the new interactive methods of learning
rather than the traditional lecture method of forced learning. They prefer on-the-job
training, not the presentation through PPT. They do not appreciate the use of handouts
and handbooks for learning. In fact, they believe in ‘learning by doing’, interactive
sessions, problem solving issues, cases and technology-based forms of learning. The
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Millennial generation loves to use multimedia for learning and communication. Due
to so much dependency on net, this generation is also called Net Generation; they
have been raised up in an era of prompt access to information. They generally use text
messaging and prompt messaging and cell phones for formal and informal
communication. They love to learn through web-based tools, such as online websites,
online journals, and i-pod download (Arlene, 2008).
Techno-Structural Intervention to Manage Millennials

This deals with work/job design and high involvement work issues and required
changes in organizational structure, to make it more flexible, reorganization of work
group is also required. In place of traditional structure now the organization should
focus on the building of learning organization, information based organization and
knowledge organization to engage Y generation. The access to social networks and
uses of technology at workplace would also be a factor for retaining Y generation
Reengineering Management Strategies: Organizations not accepting the new styles of

doing business will have big problems in retaining the Y Generation employees. To
align this Generation with corporate goals is a big challenge, as various technological,
structural and process interventions are required for this. Strategic planning, internal
and frequent communication is required to incorporate the new and creative thoughts
and not the politics at workplace. The older generations need to guide the younger
employees to align new and innovative ideas with company’s objectives (Alch, 2000;
Lieber, 2010).
Most of the millennials agree that they do their personal tasks during work hours.
They are:
 Focused at good performance, but they can’t keep their personal lives aside.
They mainly check their Facebook account, WhatsApp, IM chats and send
and receive text messages on their campaigns throughout the day. Millennials
take it as a right rather than an advantage (Consumerlab, 2013)
 OD consultants apply various techno-structural interventions. They analyse
and suggest changes in the existing formal structure of the organizations.
The advantage of examining existing structure is to identify any scope of
implementing new hierarchical structures. OD consultants apply employee
inclusion programs like total quality management, quality circles and work
life programs.
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It is fascinating to comprehend the TQM - Total Quality Management-way to deal with

client driven societies and managing hierarchical actions as per desire of the clients.
The target of the TQM is to make an aggregate quality association and not only give
quality items and administration to its clients. Add up to quality in this way applies
to all individuals who influence and are influenced by the association which
incorporates providers, representatives, wholesalers, retailers, and investors among
others. The quality ought to end up in a lifestyle reflected in the greater part of the
exercises of the association. All individuals from the association and gatherings should
display their sign. TQM drives a progressive non-stop process which requires radical
change in the plan and day to day activities of the organization.
Group building Intervention: Group building can be coordinated in two different kinds
of groups of working gatherings. First, a current or uninterrupted group made up of
director and his subordinates, called family gathering; and second, the gathering has
to take care of a particular issue which may have been made through a blend or other
fundamental changes in the association, or shaped, which is known as the uncommon
gathering. For the two sorts of gatherings, cap building exercises go for diagnosing
obstructions to powerful group execution, enhancing errand achievements, and
enhancing connections among colleagues; for example, correspondence and
undertaking task. It will do the trick for the understudy to know the basic portrayal of
this mediation. Subtle elements of group building ideas need to be managed so that
the understudy could allude to advance the comprehension of the group building
exercise.
Grid Training: Grid hierarchical improvement, an augmentation of the administrative

network idea created by Blake and Mouton, is generally done on an association wide
premise. Network preparing looks to advance authoritative perfection by cultivating
worry for generation and worry for individuals. Chipping away at the start that most
hierarchical issues come from poor correspondence, Blake and Mouton proposed a
multistep procedure for enhancing associations by endeavoring to develop these
abilities. This is given to quickly disclose the mediation to the understudy. The subtle
elements of framework preparing and its repercussions need to be understood and
dealt with accordingly. The understudy should read carefully to have an entire inside
into the system.
Human Resource Intervention

The OD interventions coming under this group are meant for enhancing the relational
abilities. The main approach is to facilitate them to explore within and look for abilities
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to critically break down their own and other’s conduct so that they can wisely tackle
relational issues and look beyond them. The generally utilized method is called
affectability preparing. This affectability preparing is likewise called the T-Group
preparing. This is one of the earliest strategies and is still being used. The target of
this preparation is to furnish the workers with expanded consciousness of their own
conduct and how others see them. More prominent affectability to the conduct of
others and the expanded comprehension of the gathering forms are essential to this
method. Particular outcomes looked for from affectability preparing include:
 Increased capacity to relate to others.

 Improved listening abilities.
 Greater transparency.
 Increased resistance of individual contrasts.
 Improved compromise aptitudes
Being profoundly individual in nature this has turned into a disputable procedure
and has lessened being used over the most recent 20 years. This can be a risky exercise
if driven by an insufficiently arranged mentor. Human asset administration practices,
for example, procuring, preparing, and execution evaluation can shape representative
responsibility, inspirations, and efficiency. OD specialists are progressively associated
with utilizing activity research to empower representatives to investigate and change
their association’s staff rehearses. Focus on progress incorporates the company’s
examination framework, compensate framework, and workforce decent variety
programs.
The biggest challenge is to manage Y generation’s behaviour gap with other

generations, so the organizations have to think about various human resource
interventions related to work life balance, focus on non-monetary incentives, bright
career, and recognition. These interventions will help organizations to attract and
retain Y generation.
At individual level the organization need to focus on career planning activities,

mentoring, coaching and counseling, T-group or Sensitivity training. Redesigning of
Job, and Behavior modeling. Y Generation wishes to work in the organization where
the focus is on goal setting. 360 degree feedback, Leadership development, Action
Learning.
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At team level, to manage Y Generation and effectiveness the organization must start
directed task and process, interdependency exercise, appreciative inquiry, role analysis
technique, decision making, problem solving, planning, goal setting, gratitude and
concerns exercise, Quality of work life programs, Quality circles. Force field analysis,
Self-managed teams, Process consultation are the various methods need to adopt by
the team to involve Y Generation employees
HR Intervention at Organizational level

Mentoring – Generation Y employees need to absorb by putting in efforts to make
sense of the information offered by other generations. Older generation employees
should be open to learn the new and fresh viewpoints offered by younger employees
so that employees of both the generations could facilitate each other in making
constructive contribution.
Warner recently developed a mentoring program. They propelled Digital Reverse

Mentoring which permitted tech driven Y Generation to mentor older executives on
developing digital trends such as Facebook, Twitter, and other Web 2.0 applications.
This also gave opportunity to Generation Y to learn some consumer behavior trends
and communication styles from the older generation, as well as a powerful way to
break paradigms (Hewlett, Sherbin, Sumberg, 2009). Other models of mentoring can
be one-on-one mentoring sessions, group mentoring programs, and older leadership
discussion forums (Jenkins, 2008). According to a study, 58 percent of Generation Y
people look for expert advice and direction from the Baby Boomers (Hewlett et al.,
2009).
Employee Engagement - The Generation Y and Generation Z are always in search of

challenging tasks, independent projects, autonomy in their own projects, and free
communication. The organization should search various methods to keep their
employees engaged and keep on arranging various regular educational and training
opportunities to upgrade the career of these generations. They appreciate the career
advisory workshops. The ambitious millennials need to get special challenging
assignments that may be outside their job descriptions. This will enhance their self-
esteem as they always like their regular presence on social networking sites for the
company.
Recognize their Work Contribution by Deliberate Approach – A positive mail can increase
contribution in the team by millennials, whereas baby-boomers may wait for a year
for appraisal but this generation wants immediate recognition on their contribution.
This generation does not like the fomal meetings, and memos unlike the boomers.
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Generation Y may seek authorization and support and will grow with increased
responsibility and extra training opportunities.
Manage Employee Specific Needs Based on their Generation - In the multi-generational

organization, the various generations of employees have a different order of needs.
The employers are required to offer some flexibility to them at the workplace through
which they can easily manage their personal requirements. The organization should
think of giving such facility without any discrimination between various generations.
The Boomers may accept the offer to reduce working hours in exchange for reduced
pay, because they are planning for retirement. Gen X with adult children need to
attend parents-teacher meetings, so they may leave work early and can agree to manage
their work by giving extra hours on another date. The employer should encourage
and support Generation Y people to enhance their knowledge by pursuing another
degree part time.
Give Say to the ideas of all employees - Irrespective of age and experience give all employees
a platform on which they can present their thoughts, worries and grievances. The
older managers should expedite open communication culture in the office and develop
a culture to provide honest feedback in a non-offensive manner. This is the fundamental
character of learning organization where the millennials love to work.
Strategic Interventions
Company’s Mission. The organization should give an opportunity to all the departments
to write mission of their own which is aligned with the company’s mission. The
company mission needs to be communicated to all employees. The multi-generational
employees need to be provided with platforms to facilitate them to identify their own
way of contribution to the attainment of the mission. This type of arrangement will
enable an organization to generate more energy at the workplace which in turn will
help in enhancing its image in the society.
Creative Ideas through Open Office Culture – Generation Y employees generally do not
like to work under formal and rigid management structure. They prefer open
associations, discussions, sharing information and to contribute to decision-making.
The older generation managers at the workplace should assign work to teams of
employees and let them decide how they will finish it in the given time line. The idea
is to take benefit of the Millennials, i.e., Gen Y’s liking for teamwork and to inspire
more harmony at the workplace.
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Change Tracking through Communication - Don’t apply a blanket communication policy

of taking approval for every communication. Generally, Boomers prefer communication
on phone or in person. But Millennials grow up with the continuous communication
with peers and colleagues, as they are familiar with emailing, texting or sending instant
messages.
Customer Interactions through Emotional Intelligence - Emotional Intelligence is an

individual’s “ability to monitor one’s own and others’ feelings and emotions, to discriminate
among them, and to use this information to guide one’s thinking and action (Morand, 2001).
Emotions are spontaneous responses to a given situation, but how to express and
control emotions need to be learned. Generation Y may be poor in communication,
because of so much use of social networks, texting, and other forms of technological
communication and are shy in face-to-face interaction, mainly at workplace they are
not comfortable in formal communication. Though this generation is appreciated for
its teamwork, many of the teams have still issues of interaction with their peers because
of prevailing and lingering set of emotions. These teams are created within a
comfortable socially identifiable environment (Salovery and Mayor, 1990).
Conclusion
Baby Boomers, Generation X, and Generation Y are today’s workforce and it is essential
for the organization to understand their working style and train their workforce to
know each other’s style and to reduce conflict at the workplace. Over 60 years of
information and aptitudes are available to organizations and supervisors. If in the
organization every age’s abilities were received it is going to be a tremendous result.
Baby Boomers have a hard working attitude and drive that has made them to move
forward. Generation X prefers autonomy and balances the Baby Boomers’ work drive
with a desire for work-life balance. Generation Y conveys effectiveness because of its
capacity for multi-errand or multi-tasking.
The HR experts and associations have the interesting opportunity to use the qualities
from every generation to make the best use of their synergy for the benefit of the
organization. Overseeing three generations in the present workforce is of emerging
interest, and practitioners must see this pattern. Figuring out how to diagonize and
address generational contrasts and act upon the same is a dynamic development for
building a firm and practically relevant workforce.
219
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Consumer Activism and the Advent
of Online Anti-brand Communities:
A Netnographic Analysis
Punam Mishra*, Ajay Chandel**
Abstract
Today, the consumers are not afraid of expressing their concerns and resistance to brands for
their questionable quality and corporate practices. A brand that resonates with consumers
helps create a loyal community base that trusts and supports the brand by acting as unofficial
spokespersons as well. Arrival and growth of the Internet has led to the development of online
brand communities, which are an effective medium for influencing the customer’s buying
behavior, and also a way to enhance the capability of firms to understand the ideologies and
opinions of their customers through the information exchanged in these online social settings.
The objective of this paper is to examine the reasons for anti-brand community formation. The
content shared by the anti-brand community was categorized into various post categories.
Posts having the same notion were coded similarly so that they formed one category. One of the
categories found was spreading negative brand knowledge by creating and sharing sarcastic
jokes/memes and facts signalling the negative elements of the brand. Loyalty for the competing
brand also made people to join the anti-brand communities and participate in various anti-
brand interactions. The reasons to form anti-brand communities were found to be the inability
of these brands to satisfy the customers on the parameters like functional, ethical, identity
mismatch and value deficiency issues, to name a few.
Keywords: Brand hate pages, Sarcastic Jokes, Functional dissatisfaction, Self-Brand distance,
Negative Brand Knowledge repositories
Introduction
The web 2.0 to exchange product information (Lee, Parkand Han, 2008) has transformed
traditional word-of-mouth into electronic word-of-mouth. Since electronic word of
mouth is independent of marketers’ selling intents (Lee & Youn, 2009), it is considered
to be more trustworthy and credible (Bone 1995; Bickart & Schindler, 2001). Consumer
activism has paved in its way and consumers are not afraid of expressing their concerns
and resistance to brands for their questionable quality and corporate practices. Building
* Assistant Professor, JK Lakshmipat University, Jaipur. Email: punammishra@jklu.edu.in
** Assistant Professor, Lovely Professional University, Jalandhar
Consumer Activism and the Advent of Online Anti Brand Communities
brand communities is a vital task in constructing a Brand. A clear brand that resonates
with consumers helps create a loyal community base that trusts and supports the
brand via acting as unofficial spokesperson as well.
While there are many definitions of community, a review of the sociology literature
reveals that there are three core components of community:consciousness of kind
(Guseld, 1978), shared values (Marshall, 1994) and a sense of moral responsibility.
These three basic components of communities can be applied to the brand communities
as well. Similar to brand communities (McAlexander et al., 2002; Muniz and O’Guinn,
2001), anti-brand communities are social movements that concentrate on one
mainstream brand. The term social movement refers to “the coming together of a
large number of people around a common set of values or beliefs in order to bring
about a social transformation” (Dykstra and Law, 1994).
Review of Literature
Developing and providing the desired product to customers thereby satisfying their
unmet needscan result into brand loyalty (McAlexander et al., 2002). However, as
consumers expect more from brands, customer satisfaction is not enough and may
not necessarily lead to brand loyalty (Oliver, 1999). In realization to this fact, the concept
of brand communities has come into existence (Muniz and O’ Guinn, 2001;
McAlexander, 2002). Hence, creating and managing brand communities can be
extremely important not only to gain new but to retain old customers (Prykop &
Heitmann, 2006).
Arrival and growth of the Internet has led to the development of online brand
communities (OBCs) (Fernandez, 2011). Online brand communities can be an effective
medium for influencing the customer’s buying behavior (Adjei, Noble and Noble,
2010) and also a way to enhance the capability of a firm to understand the ideologies
and opinions of their customers through the observations of the information exchanged
in these online social settings (Kozinets, 2007). Realizing that brand communities can
play a vital role in marketing for a company by analyzing the ways in which customers
join these communities, and express their feelings for the same, can play an important
role to capture the consumer insights for the organizations(Ouwersloot and
Odekerken-Schröder, 2008).
Customers share their information and ideas about a brand, positive or negative
depending on their experiences, which impacts the decision making of the other
customers and also significantly influences the brand identity and image (Karakaya
223
and Barnes, 2010). Consumers use such online anti-brand forums for two purposes,
first to express their grievances and anger against the brand and second to facilitate
customer to customer communication (Bailey, 2004). The main aim of the anti-brand
communities is to gather people to voice their dissatisfaction, anger, hatred and also
facilitate the exchange of anti-brand information which leads to organized boycotts
(Krishnamurthy and Kucuk, 2009).
Need and Purpose of the Study

As discussed in review of literature, consumer activism and advent of web 2.0 has
empowered the customers to come together regardless of geographical boundaries
and gear up their voices against the irresponsible brands, calls for an investigation of
the structure of online anti-brand communities to better understand what goes on in
these virtual social spaces. Despite the kind of attention this topic has received lately
in the marketing literature, there is a dearth of studies that can help marketers have a
peep into social dynamics of these anti-brand communities to devise antidotes against
anti-brand movements.
Objectives of the Study

The study aims at conducting a netnographic content analysis of selected anti-brand
communities (brand hate pages) to:
1. investigate the reasons of anti-brand community formation
2. understand the modus operandi of anti-brand communities
Research Method
Anti-brand Facebook pages of three brands (Apple, Walmart and McDonald’s) were
identified. These brands were selected on the basis of the presence of strong online
anti-brand communities, number of likes on the anti-brand community page/website,
regularity of posting the content and members’ activism in terms of comments, shares
and likes. A netnographic analysis of these anti-brand pages was conducted for
duration of one year through content analysis. Netnography is the scientific study of
people and culture with their customs, habits, and mutual differences adapted to
study online communities (Kozinets, 2002).
The results of content analysis were grouped into distinct categories leading to the
development of theoretical understanding of the concept of anti-brand communities
and their modus operandi. ATLAS.ti was used to uncover and systematically analyze
complex phenomena hidden in unstructured content.
224
Content analysis
The content shared by the members on anti-brand communities of selected brands
was studied and categorized using ATLAS.ti. Data related to frequency of post
categories along with the number of likes, shares and comments. The data was collected
to find out the most popular categories. Content analysis of selected anti-brand
communities (Facebook pages) is presented below:
Table 1: Category-wise content analysis of anti-brand communities

Sr. Post Category I hate Apple (286) I hate Walmart (196) I hate McDonald’s (210)
No No of No of No of
posts AL AC AS posts AL AC AS posts AL AC AS
1 Negative
Brand
Knowledge Jokes 43 171 53 209 29 126 72 191 33 51 98 109
Facts 12 109 27 51 9 37 14 17 21 57 27 23
3 Loyalty for competing brand 11 51 22 21 7 11 11 19 9 24 21 12
4 Value deficiency 51 123 97 78 71 93 89 81 55 57 78 112
5 Experiential and
functional dissatisfaction 74 157 107 112 58 88 83 107 59 89 63 97
6 Ethical Disagreement 33 97 52 19 19 78 33 39 27 48 31 39
7 Support to achieve the stated goal 18 73 57 24 19 69 23 13 21 33 19 28
8 Self-brand distance 18 53 27 12 13 42 11 17 15 22 29 33
9 Emotional Support 26 101 63 61 11 19 17 10 14 19 18 39
*AL – Average Likes, *AC – Average Comments, * AS – Average Shares
(Source: Anti-brand ‘Hate pages’ on Facebook)
The content shared on the anti-brand community was categorized into 9 post categories.
Posts were coded considering the notion of the post. Posts having the same notion
were coded similarly so that they formed one category. As mentioned in the table 1,
one of the categories found was spreading negative brand knowledge via creating
and sharing sarcastic jokes/memes and facts signalling the negative elements of the
brand. These posts were quite witty and full of humour. Loyalty for the competing
brand also made people come join the anti-brand communities and participate in
various anti-brand discussions. Members were seen criticizing the selected brand for
225
it was competing with their favourite brand. These posts were comparative where the
hated brand was compared and demeaned against some other liked brand in the same
category. Some posts were related to the value deficiency aspect of the hated brands.
People brought their opinions on how these brands are deficient in value. These posts
were some of the well liked, commented and shared posts.
On the same notes, posts related to bad experiences and dysfunctional aspects of the
brands in question formed another category. Discussions were heated and a lot of
disgust for these brands could be seen. These brands were also hated for being unethical
or immoral and this formed the other post category. Another interesting category of
posts was to invite people to join hands in the anti-brand movement by expressing
their views on various aspects. Not only people were motivated to discuss but also to
share the content with their peers so that a negative word of mouth could be created
and many more people could be added in the fight against these brands. The idea was
to channelize people for the accomplishment of stated objective of forming the
community and to promote it to the members outside the community. Some posts
were related to how these brands do not represent who and what consumers are. The
category was labelled as self-brand distance depicting self-brand incongruence. Some
of the posts used to generate discussion were via sharing some emotional outburst
towards the brand. As the nature of the community, other members who faced the
same predicament would come and join thereby offering an emotional support.
Content analysis revealed that spreading negative word of mouth via sarcastic jokes
appeared to be the most liked post category (total of 348 average likes for all three
brands combined) followed by experiential and functional dissatisfaction (total of 334
average likes for all three brands combined) and value deficiency (total of 273 average
likes for all the three brands combined). Posts related to value deficiency appeared to
be the most commented post category (total of 264 average comments for all three
brands combined) followed by experiential and functional dissatisfaction (total of 253
average comments for all three brands combined) and jokes (total of 223 average
comments for all three brands combined). Sarcastic jokes appeared to be the most
liked post category (total of 509 average shares for all three brands combined) followed
by experiential and functional dissatisfaction (total of 316 average shares for all three
brands combined) and value deficiency (total of 271 average shares for all three brands
combined).
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Table 2: Total average likes, comments and shares on combined post categories
Sr. No Post Category TAL TAC TAS
1 Negative
Brand Knowledge Jokes 348 223 509
Facts 203 68 91
3 Loyalty for competing brand 86 54 52
4 Value deficiency 273 264 271
5 Experiential and functional
dissatisfaction 334 253 316
6 Ethical Disagreement 223 116 97
7 Support to achieve the
stated goal 175 99 65
8 Self-brand distance 117 67 62
9 Emotional Support 139 98 110
*TAL-Total average likes (Three brands combined), TAC-Total average comments

(Three brands combined), TAS-Total average shares (Three anti-brand communities
combined)
(Source: Anti-brand ‘Hate pages’ on Facebook)
Netnographic analysis of anti-brand communities
Key Themes
The most obvious reason of forming an anti-brand community on the web was found
to be the inability of the brand to satisfy the customers on various parameters listed
below:
227
Table 3: Key Reasons of Anti-Brand Community Formation
Sr.
No Parameter
1. Functional/Experiential dissatisfaction
2. Self-Brand distance
3. Ethical disagreement
4. Hatred for competing brand
5. Value deficiency
(Source: Anti brand ‘Hate pages’ on Facebook)
1. Functional/Experiential dissatisfaction
The product is at the heart of brand. Designing and delivering a product that
satisfies the customers’ needs and wants is at the zenith of a successful marketing.
Hence to please the customers and to create a loyal customer base, a brand needs
to meet the customers’ needs if not delight them (Lee, 2007). Undesirable experience
that the customers have with the product or service makes them create and be a
member of anti-brand online communities (Hempel, 2013).
2. Self-Brand distance
The psychological self of an individual is a person’s unique identity. Consumers
buy and own brands which they believe bridge in the gap between their real self
and the desired self (Aaker, 1997; Parker, 2009). On the other hand, people also
select brands to avoid undesired stereotypes. Put in other words consumers might
more likely judge their well-being in relation to how distant they are from their
most undesired self. Hence, undesired self can be considered to explain the anti-
brand community formation related attitudes (Bosnjak and Brand, 2008).
3. Ethical disagreement
Of the many themes, some suggest that some members join the anti-brand
communities for they believe in the brand being morally irresponsible and
unethical. However, distinct these themes might be, the common defining artifacts
in all of these themes were found to be that these brands were perceived as being
228
oppressive, unethical, and potentially harmful to the wider world; as a result, the
consumer wished not only to avoid these brands and but also showed their
disconfirmation with the brands by creating or joining anti-brand community for
moral reasons (Bhattacharya and Elsbach, 2002).
4. Hatred for competing brand

Brand loyalty can be referred to as a consumer’s attachment or devotion to a brand
(Aaker, 1991). Consumers express their loyalty to a brand through a variety of
ways. Consumers might express their loyalty in social settings by actively
defending and promoting their brand as superior to a particular competitive brand.
Hence, loyal users of a brand may express their brand loyalty by consciously
opposing competing brands. Some themes were identified on the same lines while
analyzing the selected anti-brand communities.
5. Value deficiency
Value deficiency can also be a reason for forming anti-brand community. Feeling
of value deficiency is motivated by a perception that the brand promise is simply
inadequate in terms of the individual’s utilitarian requirements. Simply put, the
brand is perceived to be deficient in value (Parasuraman and Grewal, 2000).
Modus operandi of anti-brand communities

Support function to achieve shared purpose/goal: One of the many reasons why anti-brand
communities are formed was found to be to create a social platform, where members
could channelize their actions and energies towards the accomplishment of the stated
objectives/goal. With the main objective being able to contribute towards the betterment
of society, moral obligations of the members stay the top priority (Muniz and O’Guinn,
2001). Community members collectively address matters of right and wrong in regard
to how a brand should act as a responsible citizen. Within each of the three anti-brand
communities studied, a common entity challenged community members’ view of how
a corporation should function in the market place. In response, moral systems were
challenged and a common call to action was felt amongst members.
Moral/emotional support: Members of the community share some experiences in common
that motivates them to create/join anti-brand communities. Community members
comment on the posts they feel connected with while explaining their own experiences
thereby emotionally supporting the other community members. This also transforms
the community to a large family operating on the internet. People seek comfort by
discussing what they went through and get emotional support in turn. Members
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receiving emotional support in the community are more likely to remain in the
community for a longer period of time as compared to members receiving just
informational support (Gilbert and Karahalios, 2009).
Entertainment: The members participating in the various activities on anti-brand

communities can be segmented into influencers, active and passive members. There
were members who influence other members in the community. These members can
be called as leaders. High activity may not be an indicator of high influence in the
blogosphere (Agarwal et al., 2008) and high popularity does not necessarily imply
influence in Twitter (Romero et al., 2011). Bringing positivity in the community,
answering members’ concerns effectively by posting messages that contain certain
type of support (informational or emotional) may be rather an indicator of influence.
Somewere there just to keep themselves informed and updated by visiting the
communities once in a while or to like and share the content posted. This might be
because of the interesting and informational content shared on these anti-brand
communities by the active users and administrators which can be categorized in the
forms like:
1. Jokes
These are the funny sarcastic jokes crafted around various situations the brand is
facing. People enjoy reading these jokes and also contribute to make the
conversation interesting. While others simply keep liking the content without
actually participating in the conversation for they find this content interesting
and likeable.
2. Memes
A meme is “an idea, behavior, or style that spreads from person to person within
a culture” (Merriam-Webster Dictionary). An Internet meme may take the form
of an image, hyperlink, video, website, or hash tag. It may be just a word or phrase,
including an intentional misspelling. They essentially are interesting and witty
and have a huge pass along value.
3. Interesting facts/figures- Negative Brand Knowledge repositories

Since the anti-brand community and its members keep posting interesting facts
and figures about the brand, the community catches many eye balls. This way the
anti-brand community works as a negative brand knowledge repository which is
shared amongst the members to make it viral.
230
Conclusion and Implications

The reasons to form anti-brand communities were found to be the inability of these
brands to satisfy the customers on the parameters like functional, ethical, identity
mismatch and value deficiency issues. There is not much of literature available that
concludes why such communities are formed and what goes on in them. Close
monitoring of these anti-brand communities helps to understand the dynamics of
online brand communities and why are they formed at the first place. These
communities can help managers to reach out to disgruntled consumers and turn the
negativity and emotional outburst shown in these communities into learning
experiences that in turn can protect themselves against brand misrepresentation.
Since consumers resist their products or brands not only individually but also
collectively creating online anti-brand communities on internet, ignoring ‘electronic
negative word of mouth’ might negatively affect their sustainability in the long run.
Thus, not only on operational level, but they should integrate their concern for
personnel relations, society’s health, sustainable resources, environment, company
culture into their main policies and convey their social and environmental
consciousness through several media means such as their websites, internet
advertisements and brand fan page. This integration of the values related to society,
environment and health could provide positive outcomes both for the companies
themselves and the society at large. Furthermore, in order to avert possible negative
reactions of consumers supporting anti-branding, global MNCs should also consider
their consumers’ attitudes and define their brand management strategies in accordance
with consumers’ sensitivities for environment, health and ethnocentrism.
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To Study the Perception of Patients Towards
the Service Quality in Public Hospitals with
Reference to Indore City
Aditi Veda*, Monica Sainy**
Abstract
Enhanced patient satisfaction ultimately contributes to the improvement in health-related
outcomes and the dimensions of hospital organizational performance were associated with related
dimensions of patient’s satisfaction. The current study aims to find out the dimensions of the
patient perception towards the private hospital followed by finding out the significant difference
regarding service quality on the basis of demographic factors. The KQCAH (Key Quality
Characteristics Assessment for Hospitals) scale developed by Sower et al., (2001) is used to
assess the service quality of a multi-specialty public hospital in Central India. The primary
data was collected through the structured questionnaire. Factor Analysis and ANOVA was
used to find out the factors and the impact of Demographic factors on factors derived from the
factor Analysis. The conclusions of the study will be noteworthy to the stakeholders; from
hospital management point of view it can be used for the purpose of reengineering so as to
bring improvement in the services rendered to the patients.
Keywords: Healthcare Service Quality, KQCAH Scale, Patients’ Satisfaction, Service quality
of hospitals.
Introduction
The service industry plays a crucial role in the world economy. The service sector is
the key driver of India’s economic growth. In many developed countries more than
50% of the contribution to the GDP is from service sector. In terms of overall GDP,
India ranked 5th in 2017 (www.ibef.org). The sector contributed around 53.8 per cent
of its gross value added in 2016-17 and employed 28.6 per cent of the total population.
The Indian Government is promoting growth in service sector and provides several
incentives in wide variety of sectors such as health care, tourism, education,
* Research Scholar, Faculty of Doctoral Studies and Research (Email: aditi24veda@yahoo.com)

** Assistant Professor, Shri Vaishnav School of Management (Email: monicasainy@svvv.edu.in)
Shri Vaishnav Vidyapeeth Vishwavidyalaya, Indore (M.P), India
Preception of Patients Towards the Service Quality in Public Hospitals
engineering, communications, transportation, information technology, banking,

finance, management, and others.
Service has been defined as “a social act that occurs directly between the consumer
and representatives of the service corporation”. Quality can be defined as a complex
occurrence based on perceptions of individuals with different perspectives on products
and services. These perceptions have been built up through the past experience of
individuals and consumption in various backgrounds. Service quality has become a
major concern for both the hospitals and the patients. The increase in competition
tied with the increased patients’ perception of service quality makes it difficult for
hospitals to provide services that meet patient’s satisfaction. Recognition of the
importance of service quality is the need of an hour in order to provide better services
to the patients. From the patient’s perspective, service quality includes not only the
perceptions of medical care, but also seemingly peripheral concerns as physical
facilities, interactions with both medical and paramedical staff.
Berry and Bandapudi (2007) said health care is a rare service that people need but is
not necessary. Hensher et al. (1999) pointed out that there has been a phenomenal
change in the number of hospitals operating globally and patients visiting those
hospitals which calls for a better quality of service. Hospitals are more of a growth
industry among developing countries while developed countries have made
substantial reduction in bed capacity. The delivery of health services in any country
follows a global trend of a shift towards the private sector from the traditional charity
state-run system as examined by Marchand and Schroyen (2005).
India had around 80 per cent of hospital beds in the public sector during 1974; post-
liberalization in 1990s, the trend reversed with only about 38 percent and has the
most privatized healthcare system in the world (Ramchandran and Rajalakshmi, 2009)
accounting more than 80 per cent of total healthcare spending in India (Pricewaterhouse
Coopers, 2007). Panchapakesan (2015) said the major challenge for any service provider
in general and healthcare in particular is the degree to which their service conforms
to the expectations and aspirations of the customers (patients). The current paper
examines the perceived service quality of a tertiary hospital using the instrument
developed by Sower et al. (2001) which is popularly known as KQCAH scale.
Review of Literature
With the changing times the research on service quality has grown substantially.
Anderson and Zeithaml (1984) and Parasuraman et al. (1985) suggested that evidence
235
in both the manufacturing and services industries indicates that quality is a key
determinant of market share and return on investment as well as cost reduction. Service
quality has been defined by numerous researchers in diverse ways. According to
Gronroos (1984) the service quality experienced by a customer has two dimensions;
Technical quality and functional quality. Technical quality in the healthcare sector is
also known as quality and it is defined largely on the basis of the technical correctness
of the processes. Functional quality refers to the manner in which the health care
service is delivered to the patient. Since patients are often unable to accurately assess
the technical quality of a health care service, functional quality is usually the primary
determinant of patients’ quality perceptions.
Parasuraman, Zeithaml, and Berry pioneered the research in the area of service quality
measurement in an extensive exploratory investigation. This service quality measure
can be used across a wide variety of service domains. The study identified ten
dimensions of perceived service quality. Propositions and recommendations to
stimulate further empirical research about service quality frame work is explored,
developed and tested the potential applications of SERVQUAL as an instrument for
measuring customer perceptions of service quality. The five dimensions of SERVQUAL
are Intangibility, Reliability, Responsiveness, Assurance and Empathy.
Coddington and Moore (1987) suggested top five factors that define quality for health
care providers from a consumer’s perspective. These dimensions are warmth, caring
and concern; Medical Staff; Technology Equipment; Specialization and Scope of
Services available; and Outcome. Babakus and Boller (1992) stated service quality can
be different for some services while be unique for others like Reidenbach and Sandifer-
Smallwood’s (1990) reduced SERVQUAL, to seven dimensions only. Service quality
frame work is explored, developed and tested the potential applications of SERVQUAL
as an instrument for measuring customer perceptions of service quality. The five
dimensions of SERVQUAL are Intangibility, Reliability, Responsiveness, Assurance
and Empathy.
Lim and Tang (2000) brought ‘accessibility’ and ‘affordability’ dimensions to notice
from their study in Singapore; Lee et al., (2000) observed additional dimensions, that
is, ‘scientific services’ and ‘professionalism’. Brady and Cronin (2001) examined various
dimensions of service quality like interpersonal quality, outcome quality and
environmental quality. Apart from the SERVQUAL - based models, the Choi et al.
(2005) studied in Korea and provided a four-factor structure: physician concern, staff
concern, convenience of care process and tangible.
236
The application of SERVQUAL in health service quality analysis showed that intangible
elements tend to be more influential than tangible ones (Kara et al, 2005). Choi et al,
explained the reason behind the measuring of healthcare results could be the difference
between the long period of time of the delivery of services and the occurrence of
results. In India, several studies have been conducted to propose a service quality
measurement model and quality dimensions, such as nursing care, physician care,
infrastructure, environment, outcome, medical services, discharge process,
administrative/operation and social responsibility (Aagja and Garg, 2010; Chahal and
Kumari, 2010; D’Souza and Sequeira, 2012).
A Taiwan study used a two-dimension service quality model: competence and

interpersonal quality (Chen and Cheng, 2010), whereas for a study in Japan, functional
and technical quality were used as explained by Eleuch (2011). Pai and Chary (2013)
studied hospital service quality and said that SERVQUAL/modified SERVQUAL has
been used as a tool in 49% of studies. The number of quality dimensions varies from
researcher to researcher. Panchapakesan et al. (2015) argued that service quality must
be the focal point of healthcare providers to enhance the satisfaction of patients and
their attendants to foster and perpetuate loyalty towards the service provider.
Sower et al. (2001) noted that identification and measurement of the service quality
characteristics, which are attributable to the patient’s is satisfaction and their attendants,
are vital for the management for their sustainability strategy. Sower identified the
dimensions of hospital service quality and has developed an instrument to measure
patient satisfaction, which as Key Quality Characteristics Assessment for Hospitals
(KQCAH) Scale. This scale was developed using inputs from 12 hospital administrators
over 100 hospital employees and 23 recent patients and family members. Study used
the combination of both qualitative and quantitative research methodologies. The
authors note that service quality at hospitals is a multi-dimensional construct, hence
difficult to assess the different perspectives of service providers and patients.
Objectives of the Study

1) To study the factors contributing to patient’s perception towards service quality
in public hospital.
2) To study Effect of Demographic (Age, Gender, Marital status, Income of Patients,

Employment, Place of Residence and of type of patient) on patient’s perception
towards the service quality in Public hospital.
237
3) To open up new vistas of research and develop a base for application of the findings
in terms of implications of the study.
Hypotheses
The present study is based on the work of Quality Characteristics Assessment for
Hospitals (KQCAH) Scale of developed by Sower et al. (2001). The data was collected
through the questionnaire, which was divided into two parts .The first part gathered
the information related to independent variables, viz Age, Gender, Marital status,
Income of Patients, Employment, Place of Residence and of type of patient. Based on
review of literature and past studies, the following alternative hypotheses were framed,
namely:
H1 Age- wise there is significant difference in patients’ perception towards the service
quality in hospitals.
H2 Gender- wise there is significant difference in patients’ perception towards the

service quality in hospitals.
H3 Marital Status - wise there is significant difference in patients’ perception towards

the service quality in hospitals.
H4 Income – wise there is a significant difference in patients’ perception towards the

service quality in hospitals.
H5 Employment – wise there is significant difference in patients’ perception towards

the service quality in hospitals.
H6 Place of Residence – wise there is significant difference in patients’ perception

towards the service quality in hospitals.
H7 Type of Patient - has significant effect on patients’ perception towards the service
quality in hospitals.
238
Research Method
Tools for Data Collection
The study undertaken was exploratory and descriptive in nature and has provided
insights into factors affecting Patient perception regarding services using KQCAH
Scale and the impact of demographic factors on patients perception was seen. Field
Study method had been chosen to systematically gather information from patient.
The primary data of the study were collected of 148 patients during the year 2017. The
respondents were asked to respond on ‘Likert Scale’ (Five Point Scale) ranging from
“Strongly Disagree” being 1 to “Strongly Agree” being 5.
The subjects of the study comprised of the patients and their attenders from different
department of hospital within two month at the time of field work. The study was
conducted in a reputed public and private hospital in Central India, which is recognized
by central and state governments, defence services and public sector companies. It is
a super-specialty medical and surgical care centre with more than 200 beds to meet
in-patient requirements. The study was performed in private and general wards
including Medicine, General Surgery, Cancer, Paediatrics, Obstetrics & Gynaecology,
and Ophthalmology and Cardiology patients. The sample of the study was a
probabilistic simple random sampling. The resulting sample was 37.5 percent male
and 62.5 percent female.
Tools for Data Analysis

Coding and Editing: Total 250 questionnaires were distributed, out of which 175 were
received. The filled up questionnaires were screened for completeness and the ones
in which the responses to all the statements were complete were selected for further
processing. After that all the responses were scored and tabulated in MS-Excel.
Different Excel sheets were prepared representing the responses of viewers on each
variable. The analysis of collected data was carried out using MS Excel and Statistical
Package for Social Science (SPSS 23.0). The final scale was subjected to principle
component method of factor analysis using varimax rotation.

The first phase of data analysis began with establishing the reliability of the scale. To
ensure the reliability of the constructs Cronbach’s Alpha Test Cronbach (1951) was
carried out using SPSS-22. The standardized Cronbach’s Alpha was found to be high
at 0.713 which is fairly acceptable.
239
In this study it is desirable to identify the various factors influencing the patients
perception towards the service quality of the hospital Thus factor analysis was executed
for the 21 using Principal component Analysis (PCA). The appropriateness of any
data for factor analysis depends upon the Bartlett’s test of sphericity. The significance
value 0.000 was obtained, which indicate that Data do not produce identity Matrix
and thus could be used for factor Analysis.
The KMO measure the adequacy of the sample and the reading was than 0.64 which
was considered fairly acceptable for factor Analysis. For the factor extraction, only the
factors with Eigen values greater than 1 were considered. The statement whose factor
load was more than 0.4 where considered for Factor Analysis.
The 21 variables are grouped under six derived factors depending upon Eigen Values
of each factor. The factor Load was rotated by varimax rotation as shown in Table 1.
The highest factor loading criterion was used to select constituent factor. Six factors
identified by the present study explain 69.92 per cent of the variance as shown in the
Table 2.
Table 1: Rotated Component Matrix
Component
1 2 3 4 5 6
VAR00012 .866 .071 -.084 -.184 .141 -.069
VAR00009 .809 -.126 -.136 .285 -.118 -.001
VAR00011 .808 -.031 -.281 .085 .043 -.059
VAR00010 .744 -.097 -.129 .266 -.073 -.159
VAR00013 .686 .009 .279 -.037 -.041 .086
VAR00016 .601 -.277 -.109 -.085 -.053 .425
VAR00002 -.252 .813 .066 .076 .083 .028
VAR00001 -.060 .761 -.088 .240 .166 -.089
VAR00003 .037 .627 -.174 .164 .082 .514
VAR00014 .048 .581 .204 -.204 -.184 -.159
240
VAR00019 -.067 .026 .865 -.012 .005 -.027
VAR00018 -.218 -.040 .861 -.010 .112 .022
VAR00020 -.053 .102 .593 .114 .331 -.229
VAR00008 .047 .032 -.095 .800 -.149 -.186
VAR00006 -.009 .203 .117 .658 .339 .212
VAR00007 .244 -.027 .220 .607 .006 .478
VAR00005 .152 .312 -.018 .570 .511 .129
VAR00021 -.077 .094 .047 -.165 .849 -.006
VAR00017 .007 -.065 .207 .197 .785 .040
VAR00015 .306 .206 .358 .050 .019 -.630
VAR00004 .025 .467 .144 .245 .451 .557
(Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser
Normalization. Rotation converged in 13 iterations).
Table 2: Chronbach alpha and factors described
Factors Name of the Items Cronbach Factor Eigen % of

factors Alpha Loads values variance
F1 Attentiveness 12,9,11,
10,13,16 0.857 4.514 4.181 17.858
F2 Staff Courtesy
& Efficiency 2,1,3,14 0.656 2.782 3.809 11.927
F3 Operational
Effectiveness 19,18,20 0.773 2.319 2.323 11.432
F4 First Experience 8,6,7,5 0.705 2.635 1.726 10.668
F5 Aptness 21,17 0.678 1.634 1.477 10.389
F6 Physical
Amenities 15,4 0.623 1.187 1.168 7.648
241
The first factor labelled as “Attentiveness” accounted for the greater part of variance
which was 17.85 per cent; the second factor labelled as “Staff Courtesy & Efficiency”
accounted for 11.92 per cent of variance; the third factor labelled as “Operational
Effectiveness” accounted for 11.43 per cent of variance and the fourth factor labelled as
“First Experience” accounted for 10.66 per cent of variance, the fifth factor labelled as
“Aptness” accounted for 10.38 per cent of variance, and the sixth factor labelled as
“Physical Amenities” accounted for 7.64 per cent of variance. It is very clear from the
factor analysis that six factors contribute majorly contribute in measuring the service
quality. SERVQUAL model also shows that responsiveness & Intangibility contribute
in developing the strong affinity towards the brand. Coddington & Moore (1987) was
also in a view of focussing the factor. Similarly, Lee et al. (2010) has also stated that
scientific services and Professionalism that include Staff Efficiency, first experience
and Operational effectiveness play a major role in services. Now a days a major shift
in the patients and attenders behaviour is seen. According to them Physical amenities
are also very important in service quality.
Table 3: ANOVA test for Demographic Factors and

Dimensions of Employee Perception
ANOVA RESULTS
Independent
Variable Factor F-Statistic Sig. Value Decision Results
Attentiveness 2.897 0.066 0.066> 0.05 Hypotheses Accepted
Staff Courtesy& Efficiency 0.159 0.854 0.854>0.05 Hypotheses Accepted
Age Operational Effectiveness 0.958 0.391 0.391>0.05 Hypotheses Accepted
First Experience 0.164 0.849 0.849>0.05 Hypotheses Accepted
Aptness 2.834 0.069 0.069>0.05 Hypotheses Accepted
Physical Amenities 0.028 0.973 0.973>0.05 Hypotheses Accepted
Operational Effectiveness 0.651 0.424 0.424>0.05 Hypotheses Accepted
Gender First Experience 0.155 0.695 0.695>0.05 Hypotheses Accepted
242
Operational Effectiveness 0.798 0.376 0.376 >0.05 Hypotheses Accepted
Marital Status First Experience 0.474 0.494 0.494>0.05 Hypotheses Accepted
Attentiveness 5.312 0.003 0.003>0.05 Hypotheses Rejected
Income Operational Effectiveness 0.976 0.413 0.413>0.05 Hypotheses Accepted
Attentiveness 2.865 0.047 0.047>0.05 Hypotheses Accepted
Employment Operational Effectiveness 3.057 0.038 0.038>0.05 Hypotheses Rejected
Residence Operational Effectiveness 0.047 0.830 0.830>0.05 Hypotheses Accepted

Place of
243
Type of Operational Effectiveness 0.012 0.998 0.998>0.05 Hypotheses Accepted
Patient
The alternate hypotheses was framed to measure the impact of Demographic factors
viz Age, Gender, Marital status, Income of Patients, Employment, Place of Residence
and of type of patient towards the service quality in hospitals. The one Way ANOVA
test was carried out and the results are shown in the table 2. In H1 Hypotheses P > .05
hence shows that Age-wise significant difference is seen in terms of Attentiveness,
Staff Courtesy and Efficiency, Operational Effectiveness, First Experience, Aptness
and Physical Amenities as different people have different view related to the above
factors discussed in factor analysis. In services, age relates significantly and negatively;
signifying that the older customers as compared to their younger counterpart, hold
less favourable opinion about the reliability as well as three other service quality
constructs, personal interactions, functional quality, outcome quality and overall service
quality (Lal, Vij, and Jain, 2014), similarly Gender-wise and Income-wise people have
different opinions related to the derived factors.
Safakli (2007) explained that service quality dimensions varies according to the
profession, thus knowledge of the profession of the customer can play a pivotal role
in devising strategies. Lal, Vij and Jain (2014). As far as Income is concerned the factor
attentiveness does not shows a significant difference as it’s a duty of the hospital
employees to take care of their patient similarly in case of employment no significant
difference is seen related to the service quality, the hospitals treat the patient in a
similar way as they treat with other patient. Generally, statistics indicate that people
with higher income have achieved a higher level of education. As a result, they often
engage more in information processing prior to the decision process. Schaninger &
Sciglimpaglia (1981), and their choice is essentially based on the evaluation of the
information given to them. In rest of all the other independent factors such as type of
Patients, Place of Residence the alternate hypotheses were accepted which suggest
that a significant change were seen in the patient perception towards the service quality.
244
Hospital sector seems to be incompatible to make a precise measurement of quality as

each one has personalized conjectures for service quality that makes it difficult to
develop a generalized valid and reliable instrument.
Implications
The present study focuses on the patient’s perception towards the Service Quality
using KQCAH scale. The conclusions of the study will be noteworthy to the
stakeholders like hospital management for the purpose of reengineering so as to bring
improvement in the services rendered to the patients. This study will also help
policymakers for strengthening the healthcare services on focussing the above
discussed points. However, the study only present the perception towards the private
hospital the similar study can be done on public hospital as their services are completely
different. Also, this study will be very useful to the future researchers who want to do
research in similar field.
References
Aagja, J.P., & Garg, R. (2010). Measuring perceived service quality for public hospitals
(PubHosQual) in the Indian context. International Journal of Pharmaceutical and Healthcare
Marketing, 4(1), 60- 83.
Anderson, C., & C. P. Zeithaml (1984). Stage of the Product Life Cycle, Business Strategy
and Business performance, Academy of Management Journal, 27: 5.24
Babakus, E., & Boller, G. W. (1992). An Empirical Assessment of the SERVQUAL Scale.
Journal of Business Research, 24, 253-268.
Berry, L.L. and Bendapudi, N. (2007). Health care: a fertile field for service research,
Journal of Service Research, 10(2), 111-22.
Brady, M. K., & Cronin, J. J. (2001). Some New Thoughts on Conceptualizing Perceived
Service Quality: A Hierarchical Approach. Journal of Marketing, 65, 34-49.
Chahal, H., & Kumari, N. (2010). Development of multidimensional scale for healthcare
service quality (HCSQ) in Indian context. Journal of Indian Business Research, 2(4), 230-
255.
Chen, C. C., & Cheng, S. H. (2010). Hospital competition and patient-perceived quality
of care: Evidence from a single-payer system in Taiwan. Health Policy, 98(1), 65-73.
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Choi, K.-S., Lee, H., Kim, C., & Lee, S. (2005). The service quality dimensions and
patient satisfaction relationships in South Korea: comparisons across gender, age and
types of service. Journal of Services Marketing, 19(3), 140-149.
Coddington, D., & Moore, K. (1987) Quality of care as a Business Strategy: How
Customers define quality and How to market it. Health Care Forum. 30(2), 29-32.
D’Souza, S. C., & Sequeira, A. H. (2012). Measuring the customer-perceived service

quality in health care organization: a case study. Journal of Health Management, 14(1),
27-41.
Eleuch, A. e. K. (2011). Healthcare service quality perception in Japan. International

Journal of Health Care Quality Assurance, 24(6), 417-429.
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Journal of Marketing, 18(4), 36-44.
Hensher, M., Edwards, N. and Stokes, R. (1999). The hospital of the future: International
trends in the provision and utilization of hospital care. British Medical Journal, 319,
845-48.
Kara, A., Lonial, S., Tarim, M., & Zaim, S. (2005). A paradox of service quality in Turkey.
European Business Review, 17(1), 5-20.
Lal, J., Vij, M., & Jain, S. (2014). Do demographics influence customer service quality
perceptions? A comparative study of Indian and foreign banks. Journal of Services
Research, 14(2), 75-105.
Lee, H., Delene, L. M., Bunda, M. A., & Kim, C. (2000). Methods of Measuring Health-
Care Service Quality. Journal of Business Research, 48, 233-246.
Lim, P. C., & Tang, N. K. H. (2000). A study of patients’ expectations and satisfaction in
Singapore hospital. International Journal of Health Care Quality Assurance, 13(7), 290-
299.
Marchand, M. & Schroyen, F. (2005). Can a mixed health care system be desirable on
equity grounds? Scandinavian Journal of Economics, 107(1), 1-23.
Panchapakesan, P., Sai, L.P., & Rajendran, C. (2015). Customer Satisfaction in Indian
Hospitals: Moderators and Mediators, Quality Management Journal, 22(1) 10-29.
Pai, Y. P., & Chary, S. T. (2013). Dimensions of hospital service quality: a critical review.
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Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1985). A Conceptual Model of Service
Quality and Its Implications for Future Research, Journal of Marketing, 49 (Fall) 41–50.
Pricewaterhouse Coopers (2007), Healthcare in India: Emerging Market Report,

available.
Ramchandran, R. and Rajalakshmi, T.K. (2009). Unhealthy trend, Frontline, 26(7).
Reidenbach, R. E., & Sandifer-Smallwood, B. (1990). Exploring Perceptions of Hospital

Operations by a Modified SERVQUAL Approach. Journal of Health Care Marketing,
10(4), 47-55.
Review: perspective of patients from global studies. International Journal of Health Care
Quality Assurance, 26(4), 308-340.
Safakli, O. (2007). Credit risk assessment for the banking sector of Northern Cyprus.
Journal of Yasar University, 615-30.
Schaninger, C., & Sciglimpaglia, D. (1981). The influence of cognitive personality traits
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Management Review, 26(2), 47-58.
247
Case Study
Ambiguity in Authority and Responsibility

Rocky took over as Project Manager “late in the game” in 1993 for Software Inc., LLC.
Of the 800 employees in the business unit, 20 were dedicated to the project taken over
by Rocky. The company was located on the west coast of North America. He was
hired from a different business unit and had no professional network within the context
of the business unit. The business processes were different within the new unit from
his previous business unit. The culture of the new business unit was such that less
emphasis was placed on formal organization and processes and more on informal
networks and personal relationships. The company was organized as a matrix
organization and it had functional and product lines.
During the project, the engineering organization was being relocated to a new state.
As a result, the project had to move the development and test environments. To
further complicate the move, there was an earthquake which made the situation
worse. The earthquake forced the company to accelerate the move. Concurrently,
the company started to implement the principles of Software Engineering Institutes
(SEI). There are five levels of software process maturity, with five being the most
mature and desirable level. While the company was rated as having a software level
3, Steve, the previous project manager had reasonable success on his smaller software
projects with little or no process, being rated as SEI level 1. The company was
undergoing an effort to raise its corporate SEI rating to a level 5.
Rocky found that Steve had strong informal relations with thecustomers. Many of the
processes were informal agreements which were not documented. Steve was a good
systems Engineer managing the software project but not a trained project manager.
The scope of the project had increased such that three times the amount of functionality
This case was developed by Upinder Dhar (Vice Chancellor, Shri Vaishnav Vidyapeeth
Vishwavidyalaya, Indore, India); Ben Baliga (Professor and Graduate Director, Engineering
Management, St. Cloud State University, USA); Ean H. Ng (OSU Oregon State University,
USA), Janice N. Tolk (Texas Tech University, USA) and Thomas E. Jackson (Michaud Cooley
Erickson, USA) during the International Annual Conference of the American Society of
Engineering Management (ASEM) in Minneapolis held from October 2-5, 2013.
was being developed as was originally requested. Steve was enthusiastic about the
increased functionality, but as a result the project was significantly over budget and
behind schedule. Past negotiations on project scope were informal and undocumented.
There were different understandings on scope and customer deliverables. Steve had a
tendency to exploit the undocumented nature of some agreements in his favor.
When Rocky was assigned to the project, he was given responsibility for managing
the schedule and reviews, but the budget responsibility remained with Steve. To get
the project back on track, Rocky renegotiated the scope and schedule. Rocky had to
scale back the functionality of the software to be delivered. Originally, there were
three major functions in the software and Rocky, with the customer’s approval, reduced
itto one major function. The new scope of the project resulted in a total delay of six
months. The original project had an eighteen month duration; therefore, a six month
delay was substantial.
Communication was complicated by the fact that Steve remained in communication

with the customer, but didn’t always include Rocky in the discussion. Rocky had to
confront Steve on several occasions and insist that he should be included in all
customer communications. As a result of the ineffective communication, incorrect
information was presented by Steve at the test readiness review, and Rocky had to
review again the test readiness material six months later.
Several months after the project concluded, Rocky received a phone call from the
finance department and was asked about several spending anomalies detected in
the project’s financial data. Although Rocky was never given budget authority, he
found he was held responsible for the spending anomalies. When Rocky referred
the finance department to Steve, it was indicated that Steve referred them to Rocky
and, subsequently, was unavailable for further information or discussion.
Rocky brought a new perspective on how to deal with the customer. He provided
more formal relations, earlier problem disclosure and more documentation. The
customer liked the visibility and early warning. Because of the good relationship
between Rocky and the customer, the customer representative joined Software Inc.,
LLC 12 years later.
Reflecting on the experience, Rocky felt that the problem should have been handled
in a different way. He felt he should have insisted that he had control on the budget,
and that he should have questioned Steve’s perception of project progress and existing
agreements. He felt he should have checked the facts himself.
249
Questions:
1. Was it appropriate for the Software Inc., LLC to allow the segregation of budget
and schedule authority?
2. How could Rocky have better integrated into the culture of the new business
unit?
3. What extenuating circumstances made Rocky’s situation more difficult?
250
Book Review
Effective People
(Author: T. V. Rao. Gurgaon: Random House India, Year of Publication: 2015,
First Edition, ISBN 978-81-8400-583-7). Pages: 407, Price: Rs. 399
*Ashwini Sharma
Personal effectiveness has always been a highly researched and yet little-understood
area for researchers. Numerous researchers have attempted to explore the antecedents
of personal effectiveness and have identified key traits of effective people. Effectiveness
is an essential ingredient for leading a successful, meaningful and fulfilling life. It
helps one grow in his own chosen profession and at the same time lead a fulfilling
and happy life. The author of the book under review is Dr. T.V. Rao (TVR), who is
better known as the father of HRD movement in India. A prolific and best-selling
author with more than sixty books to his credit, T.V. Rao has been a great teacher, an
empathetic social entrepreneur and an institution builder par excellence.
The present book lucidly puts forth results of thorough researches undertaken by the
author on effective people from different walks of life. Drawing examples from various
professions, such as doctors, film actors, civil servants, educational entrepreneurs,
professors, and social workers, the author has identified hallmarks of effective people
and categorized them into effective people, very effective people and super effective people.
The book is comprised of 16 chapters. Chapter One (Introduction), beginning with

stories of several effective people from various fields and their influence on author’s
life - both professionally as well as personally, rightly sets the tone for the chapters
that follow. Inspired by the manner in which these people positively affected the lives
of many, TVR defines effective people as those who can make a difference in the lives
of other people. The author considers an effective person (EP) as the one who discovers
some inner talent and uses it to have a positive impact on people’s lives. He extends
the scale further and defines very effective person (VEP) as the one who extends his/her
talents to reach out to a larger number of people with a missionary zeal. Continuing
further, he defines super effective person (SEP) as the one who not only devotes his/her
life to the service but also builds lasting institutions to make one’s services available
* Associate Professor, Institute of Management, JK Lakshmipat University, Jaipur

(Email: ashwinisharma@jklu.edu.in)
beyond their lifetime. The following six chapters (Chapter Two – Chapter Seven) narrates
stories of EPs, VEPs and SEPs from different professions, such as doctors, film actors,
civil servants, educational entrepreneurs, professors, social workers. Each of these
chapters also has a section on lessons to be learnt from the lives of these effective
professionals and a self-assessment tool to assess one’s own level of effectiveness.
Chapter Eight discusses some other professions like business persons and wealth
creators, professional managers, bankers, and nation builders, that were not covered
earlier, and talks about what makes people from different categories effective. The
next eight chapters (Chapter Nine – Chapter 16) elaborate upon the eight essential
qualities that are hallmarks of EPs, VEPs and SEPs. These chapters go a step further
and explain how one can nurture these qualities to transcend from a lower level of
effectiveness to the next higher level. While the first five chapters in this series (Chapter
Nine – Chapter 13) talk about the essential qualities (which includes discovering inner
talent (thinking differently), stretching ones talent, importance of values, being compassionate,
and living with a purpose), the remaining three chapters (Chapter 14 – Chapter 16) deal
with how one can move from being an EP to a VEP and finally SEP. The generic methods
suggested include reaching out to many (networking), taking initiatives in institution
building, and being integrative instead of divisive.
A book by T.V. Rao on such an interesting topic was always going to be an interesting
read; and as it turned out, Effective People is a highly readable and a truly inspirational
book. The book provides a comprehensive understanding of the concept of
effectiveness. Taking cues from the lives of effective people from diverse professions,
the necessary qualities of being effective at varying degrees of the construct turns out
to be highly effective. Written in an easy-to-understand language, the book will
certainly meet the expectations of target audience. The author has elegantly borrowed
from the underlying behavioral theories without bogging down the readers with too
much technical details and keeping their interest alive and focused. It is a must-read
for those who want to excel in their own professions and lead a fulfilling life.
*****
252
GUIDELINES TO AUTHORS
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254
Guidelines to Authors
Policy against simultaneous submission: Authors should ensure that the manuscript
submitted to AIMS Journal of Management is not simultaneously submitted to any other
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Chairman
Editorial Board
255
Vol. 4, No. 2, January 2019
Edited and Published by Prof (Dr) Upinder Dhar

on behalf of The Association of Indian Management Schools (AIMS)
Typeset and Printed by Balaram Graphics, Hyderabad
ISSN 2395-6852

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ASSOCIATION OF INDIAN MANAGEMENT SCHOOLS

AIMS JOURNAL OF MANAGEMENT

Volume 4, No. 2, January 2019

Prof (Dr) Upinder Dhar

Dr Scott D Johnson Dr William E Fitzgibbon III

Dr Ben Baliga Prof Y K Bhushan

Dr Namjae Cho Prof Abad Ahmad

Vinod Dumblekar, Upinder Dhar 135

Durga Madhab Mahapatra, Soumendra Kumar Patra 157

R L Bharadwaj, R Agarwal 169

A Adisesha Reddy, P Siva Reddy, B Hemanth Sai 182

Santosh Dhar, Rishu Roy 193

Suman Pathak 208

Punam Mishra, Ajay Chandel 222

Aditi Veda, Monica Sainy 234

Book Review 251

Guidelines to Authors 253

Everyone working for an organisation might be compared to an extended family,

A manager is required to put on parent, conflict-resolution and cheerleader hats. He/

Dr. Upinder Dhar

Keywords: Centrality; competence; interdependence; readiness to act; role efficacy; scope to

Sometimes, it is difficult to understand what shapes an individual’s actions or the

The role is built from expectations

of persons filling certain positions, as communicated by members of the individual’s

Luthans (2011) explained the role to be a pattern of norms, enacted by an individual.

Role efficacy may predict effective performance

The purpose of leadership is to facilitate the attainment of group goals by establishing

However, it would be most effective in individuals with above-average capabilities

The objective of the study

Table 1: Scoring for statements in the Role Efficacy Scale

Table 2: Aspects of role efficacy in the Role Efficacy Scale

The Kaiser-Meyer-Olkin measure of sampling adequacy produced a value of 0.82 that

Table 4: Role Efficacy items, descriptive statistics and

Table 5: Factors and illustrative statements and aspects

Factors Illustrative statements Aspects

Figure 1: Regression between role efficacy factors

relational contracts, and related positively to transactional contracts.Relational contracts

Organisations are designed to manage and regulate the information of interdependent

Recognising task interdependence to be the extent to which the completion of an

McKinsey studied the leadership behaviour of 189,000 persons in 81 global

An individual’s empathy was a composite of factors such as his cognitive empathy,

Implications and recommendations

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioural change.

Bartram, D. (2005). The great eight competencies: A criterion-centric approach to

Hackman, J. R., & Walton, R. E. (1986). Leading groups in organizations. In P. S.

Kaslow, N. J. (2004). Competencies in professional psychology. American Psychologist,

Kostek, J. A. (2012). Work centrality: A meta-analysis of the nomological network

Luthans, F. (2002, 2011). Organizational Behaviour. New York: McGraw-Hill.

Nunnally, J. C. (1978). Psychometric Theory. New York: McGraw-Hill.

Morgeson, F. P. Delaney-Klinger, K., & Hemingway, M. A. (2005). The importance of

Pareek, U. (1987). Motivating Organisational Roles. Jaipur: Rawat Publications.

Rameson, L. T., & Lieberman, M. D. (2009). Empathy: A social cognitive neuroscience

Robbins, S. P. (2001). Organisational Behaviour: Concepts, Controversies and Applications.

Searle, B. J., & Rooney, J. (2013). Proactivity at work: A path to organisational

Solomon, L. J., & Rothblum, E. D. (1984). Academic Procrastination: Frequency and

Steel, P. (2007). The nature of procrastination: A meta-analytic and theoretical review

Thompson, J. A. (2005). Proactive personality and job performance: A social capital

Tice, D. M., & Baumeister, R. F. (1997). Longitudinal study of procrastination,

Keywords: Digital entertainment, service, control, multiple system operator, distribution.