Sensex And The Indian Stock Market Finance Essay - Free Essay Example

Sample details Pages: 7 Words: 2114 Downloads: 8 Date added: 2017/06/26 Category Finance Essay Type Research paper Did you like this example? In the year 1986 the Stock Exchange, Mumbai (BSE) introduced with a stock index and it subsequently became the basic barometer of the Indian stock market. SENSEX is a measure tool using in Indian stock market that well designed scientifically. It is based on construction and review methodology that having global acceptance. Don’t waste time! Our writers will create an original "Sensex And The Indian Stock Market Finance Essay" essay for you Create order As first complied in 1986, SENSEX is like a basket which contains 30 constitute stock representing a sample of liquid, large and representative companies. The base year of SENSEX is considered as 1978-79. The base value of SENSEX is taking as 100. The index is widely reported and published in domestic as well as international markets through print and electronic media. Initially the index was calculated based on the Full Market Capitalization methodology. Later in September 1, 2003 it shifted to the free-float Market Capitalisation methodology as well. The construction of Free-float Market Capitalization methodology of index is regarded as a global industry best practice. Many of the prominent index providers like MSCI, FTSE, STOXX, SP and Dow Jones have been using the Free-float methodology. SENSEX has wide acceptance among Indian investors. So SENSEX considered as the pulse of the Indian stock market as well. SENSEX as an oldest index in the country, it has been providing tim e series of data over long period of time. With its wide performance SENSEX now becomes one of the prominent brands in India. As a measure tool in Indian stock market, SENSEX captured all its recognitions through a well judicial manner. One can identify all the variations like boom and bust of Indian stock market judicially After the launch of SENSEX in 1986, it followed re introduction in January 1989 by introduction of BSE National Index with base year as 1983-84 and 100 as base point. It comprised of 100 stocks listed in five various stock exchanges across. In May 22, 2006, the Exchange launched Dollex-100 which is a dollar linked version of BSE -100 INDEX. In order to consummate the needs and requirements of the market participants for segment specific, sector specific and broader indices, the Exchange has frequently been increasing the range of its indices. After the launch of BSE -200 Index in 1994, they launched neo version by updating with BSE-500 Index and 5 sector al indices in 1999. In the year 2001, BSE introduced the BSE-PSU Index and DOLLEX-30. The countrys first free-float based index-BSE TECK index also developed later by Bombay Stock Exchange. Except BSE PSU, they shifted all their indices to a free float methodology in a phased manner. During the market hours BSE keeps updating its BSE indices in every 15 seconds as well. And it displays all its values through a system called BOLT system. Moreover, all BSE indices keeps reviewing periodically by a particular committee called Index Committee BSE provides various kinds of services to investors, in order to make solid its signature in investment sector. They are following: Investor Services: This is a particular department that deals with the services regarding redressing grievances of investors. BSE became the first exchange in the country that provided Rs.1 million towards the investor protection fund. It was highest amount of money that than any stock exchanges in the country to contribute. BSE had conducted a nationwide investor awareness programme with the caption of Safe Investing in the Stock Market. Under this program, 264 programmes were held across more than 200 cities. The BSE online Trading (BOLT): To facilitate online trading for investors BSE has introduced this BSE Online Trading system. It enables the investors to deal with securities more conveniently in front of the screen. It has currently been operating in 25000 workstations placed almost 450 cities across the country. BSEWEBX.com: this web system was introduced In February 2001. By the system called BSEWEBX.com, BSE meant that to make convenience to investors to operate with their securities from any part of the world with the help of internet. Surveillance: This On Line Surveillance System (BOSS) was introduced to monitors the price movements, volume positions and members positions on real time basis. Timely measurement and displaying of risk on various securities is importan t feature of the system. It also helps to market reconstruction and generation of cross market alerts. BSE Training Institute: BTI provide training on capital marketing and certificate in collaboration with various management institutes and universities. It offers almost 40 courses on various aspects of the capital market and financial sector. More than 20000 people have attended this training program under BTI programmes. SERVICES PROFILE Equities The separate section of Equities provides an insight about the equity instruments of NSE BSE. This section also provides quotes and statistics of the equities market on-time basis. The main function of equity section is to supply with various information regarding listing of securities, trading of securities, entire trading process, clearing and settlement of whole process. It also covers the area of risk management and trading statistics. Sharewealth is the registered member of NSE, giving equities at the most importance. Derivatives The term derivative, as its name indicates it does not have independent value. The real value of derivatives is derived from the value of underlying asset. The underlying asset may be various assets like live stock, commodities, securities, bullions and currency. Derivatives would be in forward and future characteristics. It would be a type of hybrid contract of pre determined certain duration that linked for the purpose of contract consummations to the value of a real or financial asset or to an index of particular securities As per the Second Amendment of Securities Laws Act, 1999, Derivatives has been included in the definition of Securities. The term Derivative has been defined in Securities Contracts (Regulations) Act, as:- A Derivative includes: a). a security derived from a debt instrument, share, loan, whether secured or unsecured, risk instrument or contract for differences or any other form of security; b). a contract which derives its value from the prices, or index of prices, of underlying securities; Depository A depository is almost like banks and can be compared with banks. Prime function of a depository is to holds securities like shares, debentures, bonds, Government Securities, units etc. of investors in electronic mode. A depository also provides various services related to transactions in securities. Currently BSE have two Depositories to work with. They are National Securities Depository Limited (NSDL) and Central Depository Services (I) Limited (CDSL). Both these depositories are registered with SEBI. A depository has an agent called Depository Participant. Depository interfaces with the investors through these agents. An investor who wants to avail the services of any depository, first of all the investor has to open an account with a Depository Participant. After opening an account investor can authenticate his deal with the depository and can avail the services. Some of the Depository facilities include following: Repurchase or redemption of units of mutual funds, dem aterialisation, electronic settlement of various trades in stock exchanges, receipt of corporate benefits like bonus, transmission of securities in electronic form etc. It also provides some facilities like holding debt instruments in the same account, availing stock lending or borrowing facility etc. Sharewealth is providing all Depository services to investors. Commodities Here the term commodity means any product that can be used for commerce or an article of commerce which is trading on an authorized commodity exchange. The value of article should be movable. An article should something which is bought or sold. It should also be something which is produced or used as the subject or barter or sale. In short, all such kinds of goods can be considered as commodity. Forward Contracts (Regulation) Act (FCRA), 1952 defines goods as every kind of movable property other than actionable claims, money and securities. As far as current situation is concerned, all products of agricultural and plantation, mineral and fossil origin are allowed for commodity trading recognized as per the FCRA. The Central Government recognised exchange called national commodity exchange, permits following items as commodities: precious items like gold and silver and non-ferrous metals, cereals and pulses, ginned and un-ginned cotton, oilseeds, oils and oilcakes, raw jute and j ute goods, sugar, vegetable items like potatoes and onions, coffee and tea, rubber and spices etc. Sharewealth is the registered member of MCX. Mutual Fund Mutual fund is a mechanism that pooling the resources from the investors by issuing small units to the investors and investing those funds in various securities as per the terms mentioned in offer document. Investments in securities are doing on portfolio basis that spreads wide cross-section of industries and hence the risk is reduced. All securities would not move well all times in the market. So diversification of investments reduces the risk. Investors are provided with units in accordance with the quantum of money invested by them. Investors who invested in mutual funds are known as unit holders. In mutual fund, profit or loss whatever it is are shared by the investors in accordance with the proportion of their investments. Generally, mutual funds come out with various attractive schemes with different investment objectives alternatively. Before collecting fund from the public any mutual fund needed to be registered for its viability with Securities and Exchange Board of India (SEBI) which regulates securities markets. Sharewealth is registered with AMFI and it guides all types of Mutual Fund. IPO IPO stands for Initial Public Offer. It is the selling of securities to the public in the primary market. An unlisted company may make a fresh issue of securities or it offers existing securities to the public. Both ways comes under Initial Public Offer. An IPO paves way for listing and trading of securities. The securities can be sold through either book building or normal public issues. As far as investment through IPO is concerned there is not much historical data on stock and company is available, we cannot analyse and predict the performance of the stock as well. Since it is new securities there is no assurance about the performance of the stock. So, the investment by IPO is more risky also. Since most of IPOs are going through a transitory growth period they are therefore subject to additional uncertainty regarding their future value. Insurance Life insurance is a contract between insurer and insured that assures payment of an amount to the person who insured on the happening of the peril insured against. The payment of contract happens by the insurer to insured happens: 1) On the date of maturity, or 2) Specified dates at periodic intervals, or 3) If death occurs before the maturity. ORGANIZATION STUCTURE COMPETITORS OF SHAREWEALTH SECURITIES LTD. There are several financial security companies playing their roles in Indian equity market. But Sharewealth faces competitions from these few companies. Share Khan (SSKI) Karvy Stock Brocking Ltd. Geojit BNP Paribas Religare Securities Hedge Equities Motital Oswal Securities Ltd. SWOT ANALYSIS Strengths It is a leading online trading firm with more than 520 peoples working in the organization. Sharewealth make avail multi-channel operation to all its customers through an online system with www.sharewealth.com, 165 share shops in Kerala and a call-centre based Dial-n-Trade facility Sharewealth has dedicated and well designed research department for fundamental and technical research as well. Research department regularly tackle with the pulse of the market and provide investment advices to its client at free cost on timely basis. They have a well strike rate of 70-80%. Weakness Lack of country wide expansion due to insufficiency of investment and so it has a localised presence almost. Lack of aggressive marketing promotional strategies like visual media, print media etc. Lack of well awareness among customers. Lack of programs for emphasising on customer retention. Rather than concentrating on retail investors, it gives more focus on HNIs. Less market share as compared with major competitors. Opportunities Country has featured with high boom in capital market and so it can raise its customer base by launching new services across. It can explore new promotional media like print media and electronic media to tap small investors easily. Recently, more small investors stepping stone in to stock market because of the poor return from the traditional investment modes like banks and post office. Government has declared abolition of long term capital gain tax on shares and reduction in short term capital gain. It makes stock market investment as better tax shelter. Miraculous popularity of internet in the country makes stock market dealings easier to any category of people from any part of the country. Threats Rival firms are coming out with aggressive marketing promotional strategies and it may hamper acceptance of bran by new clients. Rival players in the market are providing margin funds to investors on easy terms and conditions, rather than sharewealth provides. Recently more players have been stepping into this domain which is quite enough to destroy earnings of Sharewealth further.

The Importance Of Mass Media - 1003 Words

Everyone’s comprehension is different and unique in reality. When a person receives a message from mass media, he tells the message which is from mass media to another person. These two people understand what does this message means; however, they may have different comprehension of this message. People can think about each message and analyze a message in a different way because they have their own idea. For example, when people do a survey for a film, some people may think this film is very good; some people may think it is not very good, and the other people may think it is a bad film. Hence, people can give their different or same common in the same survey. People cannot judge their idea is right or wrong. In reality, people have†¦show more content†¦As Eco says, in reality, people can accept the basic codes, but they have their own idea and understanding about a same message. People cannot totally trust mass media because of relying on mass media too much could b e dangerous. According to Mead (1929: 135) â€Å"We do so intimately identify our experiences, especially our affective experiences, with the self that it takes a moment’s abstraction to realize that pain and pleasure can be there without being the experience of the self,† this implies that people have a different understanding of a same message because everyone has different experiences. People have different experiences because of the obvious regional and cultural differences. For example, people accept different education, so their knowledge level is different. When two people, which have a different level of knowledge receives a same message from mass media, they will have different understanding of message. Hence, mess media cannot totally influence people’s decisions and outcomes. 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Critical Analysis of the Strategic human resource management in India Free Essays

string(70) " the opening up of an otherwise closed economy of India \(Som 2008\)\." Abstract The last two decades have witnessed many developments in the research and practice of managing human resources. While the debate began with a consideration of the changing role of HRM, more recently there has been increased interest in conceptualizing and testing the links between business strategy and performance. In India, research in the area of HRM gained recognition with the ushering in of the new economic era of liberalisation during the early 1990s. We will write a custom essay sample on Critical Analysis of the Strategic human resource management in India or any similar topic only for you Order Now The primary objective of this article is to provide a synthesis of the strategic human resource management (SHRM) literature as it relates to India. Specifically, this review will consider the dominant theoretical perspectives adopted by scholars; ways in which HRM and performance are defined and operationalised; the approach taken to research design along with noting the control and contingency variables used. The review also draws out the potential contributions of the existing studies to solving the ‘black box’ problem. Finally, the article also presents the implications for future research on SHRM in India. Keywords: India, Strategic human resource management, HRM, firm performance Introduction Empirical research in the field of SHRM has proliferated significantly since the seminal work of Huselid in 1995. Many recent studies have discussed SHRM in the Asia-Pacific context (Audea, Teo, and Crawford 2005; Bae et al. 2003; Benson and Rowley 2003; Wan, Kok, and Ong 2002). Furthermore, the growth of India as an emerging market prompted institutions such as the World Bank to project the country as the world’s fourth largest economy by 2020 (Budhwar and Varma 2010). This increasing focus on India makes it an interesting setting for this study. The review aims to provide a synthesis of literature in the area of HRM and performance linkages in India. The study reviewed articles between 2003 (first empirical article: Singh 2003) and 2010 in academic journals, focusing on the HRM and performance debate. Specifically, this review will consider the dominant theoretical perspectives adopted by scholars; ways in which HRM and performance are defined and operationalised; the approa ch taken to research design along with noting the control and contingency variables used. Finally, the review also examines the potential contributions of the reviewed articles to solving the ‘black box’ problem. This article is organised as follows. The first section reviews the extant literature on SHRM. The next section discusses the need for a review of SHRM in India. The third section outlines the research methodology used in this paper. The final sections discuss the results and present the main conclusions and implications of this study. SHRM literature: Developments Lengnick-Hall et al. (2009) identified seven themes across time in the SHRM literature: (1) explaining contingency perspectives and fit, (2) shifting from a focus on managing people to creating strategic contributions, (3) elaborating HR system components and structure, (4) expanding the scope of SHRM, (5) achieving HR implementation and execution, (6) measuring outcomes of SHRM, and (7) evaluating methodological issues. Each of these themes played a significant role in the evolution of the field. Empirical research has suggested a relation between HRM practices (whether as individual practices or as a bundle) and organizational performance (Paauwe 2009). Wright and Boswell (2002) proposed a typology of HRM research based on two dimensions: level of analysis (individual/ organizational) and number of practices (single/ multiple). Many articles published after Huselid (1995) have not only analysed the effects on performance at an individual practice level like recruitment and selection (e.g. Koch and McGrath 1996), performance related pay (e.g. Dowling and Richardson 1997; Lazear 1996; McNabb and Whitfield 1997), training and development (e.g. Kalleberg and Moody 1994), and internal career possibilities (e.g. Verburg 1998), but also at multiple practice level, that is, bundles or combinations of HR practices (e.g. Arthur 1994; Gould-Williams 2003, 2007; Guest, Conway, Dewe 2004; Subramony 2009). At the multiple practice level, it is possible to analyse HR practices as a system, which has been referred as a high performance work system (e.g. Huselid 1995) or as a HR practice configuration (e.g. Delery and Doty 1996; Delery 1998). Delery (1998) suggests four types of possible relationships as: a) additive (where each HR practice has its own, unique effect on performance outcomes); b) interactive (the effect of each practice depends on the up-take of other practices within the bundle); c) positively synergistic (some HR practices mutually complement each other); and d) negatively synergistic (an inappropriate combination of HR practices that leads to more negative consequences than the mere absence of the practice).More recently, Subramony (2009) categorized the HRM bundles as a) empowerment- enhancing (those HR practices that boost employee autonomy and responsibility levels); b) motivation-enhancing (bundles that provide employees with adequate levels of direction and inducem ents); and c) skill-enhancing (bundles that augment the knowledge and skill levels of the workforce). It is now generally accepted that human resource management bundles can favourably affect the performance of business firms. The treatment of HR practices as a bundle is more effective than as an individual practice; when considering its impact on performance (MacDuffie 1995; Ichniowski 1997; Guest 2004). Though empirical research suggests that there is an association between HRM and performance, there is little understanding of the mechanisms through which HRM practices influence effectiveness (Delery 1998, 289). This largely unexplained facet of the HRM-performance relationship has been labelled the â€Å"black box† (Boselie et al. 2005). The discussion on the black box problem was triggered by Guest (1997) when he stated the need for more theory driven research in the area of HRM, performance and the linkages between the two concepts. Legge (2001, 30) reiterated the ‘need to open up the ‘black box’ of the process that links HRM and organizational performance’. Background: Choice of country India has been chosen as the research context for the following key reasons. India is one of the BRIC (Brazil, Russia, India and China) countries. Indian economy grew by 7.4 percent over the fiscal year 2009-10 (FICCI 2010). The sustained performance has been guided by robust growth in both service and manufacturing sector. The Indian economy adopted a structural adjustment programme at the beginning of 1991. The structural adjustment programme or liberalization initiated the process of the opening up of an otherwise closed economy of India (Som 2008). You read "Critical Analysis of the Strategic human resource management in India" in category "Essay examples" Thereby, an increasing need to understand HRM practices in India since the 1990s emerged since liberalisation of economic policies took place (Budhwar and Sparrow 1997). The operation of large number of MNCs in India has fuelled the need for the top managers of these organizations to learn about the nature of HR systems appropr iate for the Indian context. HRM in India has rapidly evolved into a specialized function in organisations (Budhwar et al. 2009; Budhwar and Varma 2010), especially in the last two decades. Indian national context is marked by regional, sectoral, socio-cultural, institutional, and economic-political variations. Thus, the nature of the HR function varies from traditional personnel administration to strategic HRM/HRD. Numerous studies have explored the impact of HRM practices on firm performance in western economies like US and UK (e.g. Huselid 1995; Becker and Grehart 1996; Ichniowski 1997; Becker and Huselid 1998; Wood 1999), whereas there is a dearth of empirical research in non-westernised context, specifically India. Given, these factors, we would argue that the contextual focus of this review is justified. This study aims to review the body of literature from a theoretical and methodological perspective. Formalized personnel functions have been existent in Indian organizations since 1920s in India (Budhwar and Sparrow 1997; Rao 1999; Budhwar 2001). The personnel function then was primarily driven by the concern for labour welfare in factories. The personnel function started expanding beyond the welfare aspect into the three areas- labour welfare, industrial relations, and personnel administration in the 1960s. In the 1970s, the focus of personnel function shifted toward greater organizational ‘efficiency’. By the 1980s, terms such as HRM and HRD gained importance (Rao 1999). The 1990s saw a rapid change in the HRM function due to ushering in of liberalisation (Som 2007, 2008, 2010; Budhwar and Varma, 2010). Budhwar and Varma (2010) analysed the HRM literature in the Indian context and revealed that research has been pursued on a very broad variety of subjects. These include (1) the evolution of the personnel function in India, (2) the role of unions and industrial relations in the new economic environment, (3) factors determining HRM, (4) HRM and firm performance (e.g. Singh 2003; Chand 2010), (5) HRM in MNCs operating in India (Budhwar and Bhatnagar 2009; Bjorkman and Budhwar 2007), (6) strategic integration and devolvement of HRM (e.g. Budhwar and Sparrow 1997); (7) organizational learning capability (e.g. Bhatnagar 2007), (8) employee relations, (9) turnover issues (e.g., Budhwar et al. 2009; SamGnanakkan 2010; Krishnan and Singh 2010), (10) comparative HR in public and private sector organizations (e.g. Budhwar and Boyne 2004), (11) emerging patterns of HRM in the business outsourcing sector (e.g. Budhwar et al. 2006), (12) the applicability of Western HR models in India, (13) HRD and training, and (14) comparative HR between India and other countries (e.g., Lawler et al. 1995; Budhwar and Khatri 2001; Budhwar and Sparrow 2002; Varma, Pichler, and Srinivas 2005; Woldu, Budhwar, and Parkes 2006). While there is a significant increase in volume of empirical research in India, there is no previous study that has reviewed SHRM in India. Thus for the purposes of the current study, the review will expand upon one major sub-theme- HRM and firm performance. The next section presents the procedure adopted for this review. Procedure for review of articles Research questions To accomplish the study objectives, the following research questions were posed. How have HRM practices been operationalised How has the concept of performance been operationalised What has been the dominant theoretical perspective that has been adopted What were the sample characteristics of the research study (e.g. individuals, workplaces, industries or sectors etc.) Who are the respondents (e.g. Single rater vs multiple raters per unit of analysis or Single vs multiple actors What data collection methods have been used (e.g. case study, survey, interviews, large scale secondary data etc.) Does the study deal with how HR practices linkages with performance (Black Box problem) What are some of the areas future research should focus on The following sub sections discuss the scope of review and identification of articles. Scope of the review There are four important criteria used in selecting articles for review. First, the articles were based on empirical research. Thus, conceptual papers were left out from the review. Second, the articles analysed data from workplaces in India. Third, articles used HRM practices and firm performance as variables. Fourth, articles had to be published in English. Also, the review excludes research published in books, conference proceedings and unpublished dissertations. Identification of articles There are 20empirical articles in total which study the impact of HRM practices in India. The literature search was conducted using the following databases- ABI/ Inform, Academic Search Premier, Emerald Fulltext, EBSCO. The search was based on three key descriptors ‘human resource management practices’, ‘firm performance’ and ‘India’. The full text was reviewed in order to eliminate those articles that were not actually related to HRM practices and firm performance. Empirical studies with specific focus on India and Asia have been presented in special issues of international journals like Journal of World Business (39(4), 2004), Employee Relations (29 (6), 2007), Human Resource Management (47 (1), 2008; 49 (3), 2010). Thus, an exclusive search was conducted in these issues. A total of 20 articles from 14 journals met the selecting criteria. A list of journals contributing these articles is given in Table 1. – Insert Table 1 here – Characteristics of the reviewed studies Table 2 summarises the empirical studies reviewed in the study. Studies in Table 2 differ in sample size and demographic characteristics, industry context, operationalisation of HRM and performance, data collection and analytical method, directions for future research. Each of these aspects is discussed in the subsequent sections. Drawing on an extensive body of SHRM literature, we isolate potential research areas for investigation in India. – Insert Table 2 here – Operationalisation of HRM One of the significant conceptual issues involves understanding how the central construct in this literature, the human resource system, affects firm performance outcomes. Many researchers (Guest 1997, 2001; Boselie et al. 2005, Paauwe 2009) have shared the concern of lack of theory in conceptualisation of HRM, performance and its subsequent link. Hesketh and Fleetwood (2006) contend even if there was sufficient conclusive evidence for statistical association between HRM practices and organizational performance, it is not enough to explain the association. Another significant issue that has been raised in SHRM literature is the distinction between HR policies and practices (Purcell et al. 2003). The policies refer to the stated firm’s intentions whereas the practices are established on observable, actual activities operationalised in the firm (Wright and Boswell 2002; Wright and Nishii 2004). Paauwe and Boselie (2005) state that the majority of previous studies focus on intended HR practices rather than the ‘actual’ HR practices or the employees’ perception of them. Also, Purcell and Hutchinson (2007) discuss the role of front line managers (FLMs) in ascertaining the level of employee commitment. They argue that the outcome impact on employee attitudes of HRM policies would be more positive if the FLM leadership behaviour is also perceived as positive. Thus, it is argued that research would be more appropriate if it considers multi-actor respondents e.g worker, FLM and employer perceptions. An important finding is that the reviewed studies have used various measures of HR practices. This is consistent with the empirical literature in the West where there is no definite operationalisation of HRM (Paauwe 2009). Another important finding is some studies, such as Paul and Anantharaman (2003) built an industry-specific instrument to measure HR practices. Ketkar and Sett (2010) have extended Wright and Snell’s conceptualisation of HR flexibility. All other reviewed studies have adopted measures from either existing literature on high involvement HRM (e.g. Bjorkman and Budhwar 2007, SamGnanakkan 2010), innovation, high commitment or progressive HR practices (e.g. Som 2008; Cooke and Saini 2010), bundles of practices (Guchait and Cho 2010), or have used existing practices in organisations surveyed to operationalise HR practices (e.g. Chand and Katou 2007). Measure(s) of performance Guest (1999) argues that there is no general theory about performance and its measurement, which can be referred to as the ‘criterion problem’. Dyer and Reeves (1995) suggested that the HR practices work at four levels sequentially- HR (employee), organisational, financial and market. The performance outcomes can be measured as financial, organizational and HR-related outcomes (Boselie et al. 2005). However, as reported by them, the majority of researchers, US commentators in specific, have taken financial outcomes such as profit and productivity. The empirical studies by Ramsay et al. (2000) and Godard (2001) have strongly criticised the use of financial outcomes alone and led to a renewed attention to a pluralist perspective. Paauwe (2004) builds on this pluralist perspective, stressing HRM’s duality in its focus on added value and economic rationality versus moral values and relational rationality. Four studies (Singh 2003; Som 2008; Mulla and Premarajan 2008; Ketkar and Sett 2010) have used the financial measures of performance. The majority of studies have used organisational measures of performance (e.g. Chand and Katou 2007; Cooke and Saini 2010; Guchait and Cho 2010). Only two studies (Paul and Anantharaman 2003; Chand 2010) have adopted multiple performance measures – financial and organisational. The remaining studies used HR-related outcomes like organisational commitment (Paul and Anantharaman 2003, 2004; Shahnawaz and Juyal 2006; Maheshwari, Bhat, and Saha 2008; Guchait and Cho 2010; SamGnanakkan 2010), intentions to leave (Guchait and Cho 2010; SamGnanakkan 2010) and employee performance (Ketkar and Sett 2010). There is limited research on HR-related or proximal outcomes which are treated as intervening variables between HR practices and organisational performance (Kehoe and Wright, forthcoming). This suggests that majority of the research in India is based on unitarist perspective. Another limitation of the reviewed studies is that none have studied the potential impact of HRM practices on negative employee outcomes such as dissatisfaction, stress, burnout and fatigue (Guest 1999; Purcell 1999). Sample size The HRM and performance studies present two unique sets of issues owing to sample size. While large sample sizes are difficult to obtain, given the unit or firm level of analysis, the more related challenge is that practically important relationships may be missed because of inadequate statistical power (Gerhart 2007). A commonly used approach to determining the needed sample size for a latent variable model is based on the number of parameters estimated (Williams and O’Boyle Jr. 2008). A study with more parameters suggests a need for a larger sample size. Thus, sample size plays an important role in a research study. It is important to classify studies on the basis of primary levels of analysis (Boselie et al. 2005). The sample size used in the reviewed studies ranged from a low of 54 employees (Cooke and Saini 2010) to a high of 4,811 employees (Stumph, Doh, and Tymon 2010). The majority of studies reported sample size of over 100. It is suggested that when testing sophisticated models, large number of samples should be used (Hulland, Chow, and Lam 1996; MacCallum, Browne, and Sugawara 1996). The units of analysis were either a single organisation or multiple organisations. The sample in multiple organisation study ranged from 2 (Shahnawaz and Juyal 2006) to 439 organisations (Chand 2010). Respondents A methodological issue that continues to be debated concerns who should provide information about HRM (Guest 2011). There has been an ongoing call for using data collected from multiple informants about the presence of practices (Gerhart et al. 2000). Marchington and Zagelmeyer (2005) suggest that most of the high commitment studies have relied on management respondents to estimate the impact of HR practices on performance. It has been suggested that, particularly in the context of large organisations, senior HR managers are not always reliable informants and that it is more sensible to seek information from those experiencing the practices, namely workers. Paauwe (2009) makes a plea for a more contextual approach to HRM. He also suggests that future research should explore HRM- Performance link in light of broader multiple stakeholders like employees, government, trade unions, consumer organizations, etc (Paauwe and Boselie 2005). Also, research should endeavour to adopt a broader v iew of performance, taking into consideration employee concerns and wellbeing (Guest 2004). The majority of the reviewed studies have reported data from a single respondent, mainly focusing on senior management (Singh 2003; Agarwala 2003). While acknowledging the possible rater bias, such studies suggest that future studies could use a multi-rater approach, specially collecting data from heads of other functions. Ketkar and Sett (2010) proposed that their choice of single respondent – senior managers from departments other than HR is consistent with the proposition of Batt (2002). Batt (2002) argued that selection of non-HR managers as respondents could improve the reliability of measurements as these managers are expected to be more objective about the HR systems. Only three studies have used multiple respondents. These include Sharma (2008) and Chand (2010), who have drawn samples from employees and customers, and Som (2008) who used samples drawn from senior executives – MD, Director, VP, GM and HR personnel. Industry context Datta, Guthrie, and Wright (2005) suggest that industry characteristics may have wide implications for HRM. While there have been an increasing number of studies that discuss the impact of HRM practices on performance, research on the contextual factors that moderate the efficacy of these practices has been largely ignored. The findings of studies conducted in specific industry contexts are not necessarily generalisable to other industries. Seven studies (Singh 2003; Agarwala 2003; Khandekar and Sharma 2005; Bjorkman and Budhwar 2007; Som 2008; Stumph et al. 2010; Cooke and Saini 2010) draw on samples from multiple industries. Few studies have drawn samples from software industry (Paul and Anantharaman 2003, 2004), hotel industry (Chand and Katou 2007; Chand 2010), banking (Sharma 2008), and the information and communication technology industry (SamGnanakkan 2010). Theoretical basis Boselie, Dietz, and Boon (2005) identify three commonly used theories for defining the HRM and performance relationship, namely, contingency theory, resource based view (RBV) and Abilities, Motivation and Opportunities (AMO) framework. Contingency theory argues that HRM responds accurately and effectively to the organisation’s environment and complements other organisational systems (e.g. Arthur 1994; Huselid 1995; MacDuffie 1995; Delaney and Huselid 1996; Delery and Doty 1996; Wright et al. 2001). RBV advocates that HRM delivers ‘added value’ through the strategic development of the organisation’s rare, inimitable and non-substitutable internal resources, embodied in its staff (e.g. Boxall and Steeneveld 1999; Guthrie 2001; Batt 2002). RBV has become the dominant theoretical paradigm in most recent SHRM literature (Lengnick-Hall et al. 2009). AMO model argues that organisational interests are best served by an HR system that attends to employees’ interests, namely their skill requirements, motivations and the quality of their job (Appelbaum et al. 2000; Bailey, Berg, and Sandy 2001). It is interesting to note that these three approaches represent different traditions in HRM research. Contingency theory is based on organizational institutional theory. RBV can be traced back to concepts in Organizational economics, whereas the AMO framework has its theoretical underpinnings in industrial/ organizational psychology. Five studies (Bjorkman and Budhwar 2007; Som 2008; Cooke and Saini 2010; Guchait and Cho 2010; Ketkar and Sett 2010) have explicitly specified the theoretical basis for review. Bjorkman and Budhwar (2007) draw on the resource based view (RBV) of strategic human resource management literature. Som (2008) found empirical evidence based on a universalistic or a best practices perspective. Cooke and Saini (2010) integrate three existing theories- RBV, ‘new’ institutional theory and organisational politics perspective. Guchait and Cho (2010) support a configurational or bundles approach to HRM. Ketkar and Sett (2010) extends the existing conceptualisation of HR flexibility used by Wright and Snell (1998). All the other articles reviewed did not contain a clear reference to the conceptual perspective adopted in the study. Data collection method(s) Hesketh and Fleetwood (2006) argue that most of the researchers show an empirical association between HRM practices and organizational performance. The authors argue that the existence or non-existence of empirical association does not necessarily imply causal connection between them. Also, Wright et al. (2005) identified that most empirical studies studying HRM and performance are post-predictive in nature. This means HRM practices were measured after the performance period. A more appropriate approach would involve assessing HRM practices at one point of time and assessing performance at some future point of time (Huselid 1995; Youndt et al. 1996; Paauwe 2009). The more recent studies (Guest, Conway, and Sheenan 2003; Wright et al. 2005) control for both past and subsequent performance. Seventeen studies used the cross-sectional quantitative survey method. Although some studies have suggested use of longitudinal surveys, none of them have applied the method in their own study. The cross-sectional nature of the reviewed studies does not allow for any conclusions regarding causal relationships. Two studies (Agarwala 2003; Bjorkman and Budhwar 2007) have used a mixed methodology using quantitative survey and interviews. The study by Cooke and Saini (2010) can be classified as a purely qualitative study. Only one study (Mulla and Premarajan 2008) was based on secondary data. The study drew on data from Chairpersons’ speech and directors’ reports of 100 companies listed by the Center for Monitoring Indian Economy (CMIE) database, Prowess. It can be concluded that survey method is the dominant method for researching the HRM and performance literature in India. Although, a social survey offers a great deal of insight into the phenomenon of interest, it is unable to answer some basic questions. For instance, even if a presented theory allows the understanding of reality, the question remains why this reality should be as it is according to this theory (Mingers, 2004; Stavenga, 2006). Thus, future research could focus on adopting a qualitative or a mixed method for collecting data. Directions for future research Several suggestions for future research have been made in the reviewed studies. The key issues that have been put forth are the black box problem (Agarwala 2003; Chand and Katou 2007; Bjorkman and Budhwar 2007; Som 2008; SamGnanakkan 2010); the need for longitudinal studies (Singh 2003; Paul and Anantharaman 2004; Som 2008; Chand 2010; Ketkar and Sett 2010); the need to study additional variables (Singh 2003; Paul and Anantharaman 2004; Bjorkman and Budhwar 2007); and the use of multiple respondents (Singh 2003; Cooke and Saini 2010; Ketkar and Sett 2010; SamGnanakkan 2010). Some studies suggest that future studies could be cross-national (Singh 2003; Chand 2010; Cooke and Saini 2010; Guchait and Cho 2010) and could use different industry settings (Paul and Anantharaman 2003; Sharma 2008; Cooke and Saini 2010). In this article, we will focus on a key issue that emerges from the existing studies- the black box problem. Boselie et al. (2005) has noted that despite the increasing volume of research on HRM and performance, there has been little focus on the ‘how’ aspect of the linkages. Purcell and Hutchinson (2007, 3) note the critical link in the black box problem is ‘how HR practices influence employee attitudes and improve worker performance’. This involves a call for making the research more worker-centric (Guest 2011). The workers’ perceptions and behaviour has become increasingly vital in understanding the relationship between HRM and performance. A number of studies have discussed how the HR practices influence financial performance (Huselid 1995; Wright and Snell 1998; Ahmad and Schroeder 2003). An increasing number of human resource scholars suggest it is important to explore the ‘black box’ containing the links between HRM practices and distant organizational performance measures such as pro?tability or stock value (Becker and Gerhart 1996; Tremblay et al. 2010; Krishnan and Singh 2011). Researchers argue that HRM practices have only an indirect effect on organisational performance (Appelbaum et al. 2000; Delery and Shaw 2001; Way and Johnson 2005). While there have been many studies that have acknowledged the existence of black box issue, Boselie et al. (2005) found 20 articles that have discussed the issue in detail. The black box issue has been investigated using two routes. The first route is through quantitative studies that have substantiated the need for identifying the role of intermediate variables in the HRM and performance linkages (Razouk 2011). Becker and Grehart (1996, 793) stated ‘unless and until researchers are able to elaborate models, including key intervening variables- it will be difficult to rule out alternative causal models that explain observed associations between HR systems and firm performance’. Examples of these intermediate variables are employees’ attitudes, behaviours and performance, measured on an organizational level (Sels et al. 2006). Fey et al. (2009) have worked on dataset of 241 firms consisting of subsidiaries of 241 MNEs operating in Russia, USA, and Finland. The findings demonstrate that motivation and ability are important mediating variables in the HRM– Multinational enterprise subsidiary performance relationship. Boon et al. ( 2011) show that some relationships between perceived HR practices and employee outcomes appear to be indirect, occurring via Person–Organisation and Person–Job ?t. Elorza, Aritzetab, and Ayestaran (2011) conducted multilevel analyses of a sample of 732 employees from 26 Spanish small and medium-sized enterprises (SMEs). The study supported a model in which employees’ commitment mediates between the actual system and unit-level absenteeism, which in turn has an effect on productivity. The second route used to investigate black box issues rely on in-depth qualitative research. Authors (Truss 2001; Purcell et al. 2003, Purcell and Hutchinson 2007) suggest that qualitative research is more appropriate to explore the black box since there could be an existence of a gap between intentions of HR managers and practice experienced by employees. In Indian research context, three articles (Agarwala 2003; Paul and Anantharaman 2003; Ketkar and Sett 2010) have discussed the black box problem concerning HRM practices and performance linkages. Agarwala (2003) demonstrates that certain combinations of Innovative Human Resource Practices (IHRPs) lead to specific employee attitudes, such as organizational commitment. The study attempts to provide an explanation for the HR-firm performance link. Paul and Anantharaman (2003) developed a HRM-performance linkage model with four intervening variables- competence, teamwork, organisational commitment and customer orientation between HRM practices and operating performance. The operating performance in turn has an impact on financial performance. Ketkar and Sett (2010) confirm the concept of HR value chain. The study proposes that HR systems have a direct impact on firm-level HR outcomes such as employee performance (also referred to as proximal outcomes). Also, the effects of HR systems on more distal operational and financial outcomes are mediated by HR outcomes. To summarise, studies have started investigating the black box issue in emerging and developing economies. In India, however, the studies are still scarce. There has been no study which has used the route of qualitative research to explore the black box. Future research should aim to continue ‘the search for holy grail’ by exploring the issue further. Conclusion Researchers (e.g., Bowen, Galang, and Pillai 2002; Zhu et al. 2008) highlight that strategic HRM research mainly has been limited to advanced market economies. India’s growing economic importance as an emerging market economy makes it an interesting research context. The growth of SHRM in India thus has wide ranging implications for researchers as well as practitioners. However, we would like to acknowledge some limitations inherent in the study which should be considered in evaluating its findings. First, the review is specific to a single country, India. Future research could seek to extend the scope to other emerging economies. We also suggest a comparative review of India with other emerging economies or Western economies offers an interesting case. Second, the number of reviewed studies is less which reflects that the field of SHRM in India is still growing. Third, the review has been limited to articles discussing the HRM and performance linkages. Thus, we may have failed to cover articles on other relevant issues in SHRM like role of HR in cross-border mergers and acquisitions (Budhwar et al. 2009), strategic integration and devolvement of HRM (e.g. Budhwar and Sparrow 1997). Although not the focus of this paper, these topics could be of academic interest and exploring them further may have important implications. Despite these limitations, t he article provides significant insights in the burgeoning field of SHRM in a promising world economy, India. The study suggests that while there has been an increasing volume of research on SHRM in India, the literature needs to more actively engage in conceptual and methodological debates. The review also highlights the areas of SHRM research that merit future attention in India. Furthermore, the study contributes to the extant literature by reviewing the state of empirical research in India on SHRM. References Agarwala, Tanuja. 2003. 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Adolesent Depression Essay Example For Students

Adolesent Depression Essay Depression is a disease that afflicts the human psyche in such a way that the afflicted tends to act and react abnormally toward others and themselves. Therefore it comes to no surprise to discover that adolescent depression is strongly linked to teen suicide. Adolescent suicide is now responsible for more deaths in youths aged 15 to19 than cancer (Blackman, 1995). Despite this increased suicide rate, depression in this age group is greatly underdiagnosed and leads to serious difficulties in school, work, and personal adjustment which may often continue into adulthood. How prevalent are mood disorders in children and when an adolescent with changes in mood be considered clinically depressed? Brown has said the reason why depression is often over looked in children and adolescents is because children are not always able to express how they feel. Sometimes the symptoms of mood disorders take on different forms in children than in adults. Adolescence is a time of emotional turmoil, mood swings, gloomy thoughts, and heightened sensitivity. It is a time of rebellion and experimentation. Blackman observed that the challenge is to identify depressive symptomatology which may be superimposed on the backdrop of a more transient, but expected, development storm. Therefore, diagnosis should not lay only in the physicians hands but be associated with parents, teachers and anyone who interacts with the patient on a daily basis. Unlike adult depression, symptoms of youth depression are often masked. In stead of expressing sadness, teenagers may express boredom and irritability, or may choose to engage in risky behaviors (Oster Montgomery, 1996). Mood disorders are often accompanied by other psychological problems such as anxiety (Oster Montgomery, 1996), eating disorders (Lasko, 1996), hyperactivity (Blackman, 1995), substance abuse (Blackman, 1995; Brown, 1996; Lasko, 1996) and suicide (Blackman, 1995; Brown, 1996; Lasko, 1196; Oster Montgomery, 1996) all of which can hi de depressive symptoms. The signs of clinical depression include marked changes in mood and associated behaviors that range from sadness, withdraw, and decreased energy to intense feelings of hopelessness and suicidal thoughts. Depression is often described as an exaggeration of the duration and intensity of normal mood changes (Brown, 1996. Key indicators of adolescent depression include a drastic change in eating and sleeping patterns, significant loss of interest in previous activity interests (Blackman, 1995; Oster Montgomery, 1996), constant boredom (Blackman, 1995), disruptive behavior, peer problems, increased irritability and aggression (Brown, 1996). Blackman proposed that formal psychological testing may be helpful in complicated presentations that do not lend themselves easily to diagnose. For many teens, symptoms of depression are directly related to low self-esteem stemming from in creased emphasis on peer popularity. For other teens, depression arises from poor family relations which could include decreased family support and perceived rejection by parents (Lasko, 1996). Oster Montgomery stated that when parents are struggling over marital or career problems, or are ill themselves, teens may feel the tension and try to distract their parents. This distraction could include increased disruptive behavior, self-inflicted isolation and even verbal threats of suicide. So how can the physician determine when a patient should be diagnosed as depressed or suicidal? Brown suggested the best way to diagnose is to screen out the vulnerable groups of children and for the risks factors of suicide and then refer them to treatment. Some of these risk factors include verbal signs of suicide within the last three months, prior attempts at suicide, indication of sever mood problems, or excessive alcohol and substance abuse. Many physicians tend to think of depression as an illness of adult hood. In fact, Brown, stated that it was only in the 1980s that mood diso rders in children were included in the category of diagnosed psychiatric illnessess. In actuality, 7-14% of children will experience an episode of major depression before the age of 15. An average of 20-30% of adult bipolar patients report having their first episode before the age of 20. In a sampling 100,000 adolescents, two to three thousand will have mood disorders out of which 8-10 will commit suicide ( Brown,1996), (Blackman, 1995) remarked that the suicide rate for adolescents has increased more than 200% over the last decade. Brown added that an estimated 2,000teenagers per year commit suicide in the United States. Making it the leading cause of death after accidents and homicide. Blackman stated that it is not uncommon for young people to be preoccupied with issuses of mortality and to contemplate the effect their death would have on close family and friends. Once it has been determined that the adolescent has the disease of depression, what can be done about it? Blackman ha s suggested two main avenues to treatment: psychotherapy and medication. The majority of cases of adolescent depression are mild and can be dealt with through several psychotherapy sessions of intense listening, advice and encouragement. Comorbidity is not unusual in teenagers, and possible pathology, including anxiety, obsessive-compulsive disorder, learning disability or attention deficit hyperactive disorder, should be searches for and treated, if present (Blackman, 1995). For the more severe cases of depression, especially those with constant symptoms, medication may be necessary and without pharmaceutical treatment, depressive conditions could escalate and be fatal. Brown added that regardless of the type treatment chosen, it is important for children suffering from mood disorders to receive prompt treatment because early onset places children at a greater risk for multiple episodes of depression throughout their life span. Until recently, adolescent depression has been largely ignored by health professionals, but now several means of diagnosis and treatment exist. Although most teenagers can successfully climb the mountain of emotional and psychological obstacles that lie in their paths, there are some who find themselves overwhelmed and full of stress. How can parents and friends help out these troubled teens? And what can these teens do about their constant and intense sad moods? With the help of teachers, school counselors, mental health professionals, parents, and other caring adults, the severity of a teens depression can not only be accurately evaluated, but plans can be made to improve his or her well-being and ability to fully engage life. .uea3061961c9ec6d235584f886b31ba95 , .uea3061961c9ec6d235584f886b31ba95 .postImageUrl , .uea3061961c9ec6d235584f886b31ba95 .centered-text-area { min-height: 80px; position: relative; } .uea3061961c9ec6d235584f886b31ba95 , .uea3061961c9ec6d235584f886b31ba95:hover , .uea3061961c9ec6d235584f886b31ba95:visited , .uea3061961c9ec6d235584f886b31ba95:active { border:0!important; } .uea3061961c9ec6d235584f886b31ba95 .clearfix:after { content: ""; display: table; clear: both; } .uea3061961c9ec6d235584f886b31ba95 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uea3061961c9ec6d235584f886b31ba95:active , .uea3061961c9ec6d235584f886b31ba95:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uea3061961c9ec6d235584f886b31ba95 .centered-text-area { width: 100%; position: relative ; } .uea3061961c9ec6d235584f886b31ba95 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uea3061961c9ec6d235584f886b31ba95 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uea3061961c9ec6d235584f886b31ba95 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uea3061961c9ec6d235584f886b31ba95:hover .ctaButton { background-color: #34495E!important; } .uea3061961c9ec6d235584f886b31ba95 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uea3061961c9ec6d235584f886b31ba95 .uea3061961c9ec6d235584f886b31ba95-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uea3061961c9ec6d235584f886b31ba95:after { content: ""; display: block; clear: both; } READ: Why the Homeless Must Vote Essay