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Consumer Behavior in the purchase of Health Insurance Policy in Urban India with reference to West Godavari District
V Sri Krishna Chaturya, Vijaya Rudraraju, M Siva Krishnam Raju,Research Scholar , School of Management Studies, GIET University, Gunpur, Odisha, Professor, School of Management Studies, GIET University, Associate Professor, Department of Maths and Humanit
Pages: 1-17 | First Published: 26 Sep 2024
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Abstract
Following the implementation of insurance reforms in India, new health insurance policies were introduced that were previously unavailable. India has a relatively low proportion of healthcare spending compared to other developing countries, as a percentage of its Gross Domestic Product (GDP). Owing to the rapid growth in the health care industry, there has been a surge in the demand for health insurance products. Given the rising demand for healthcare services in India, it is crucial to examine the variables that drive the demand for health insurance. Owing to the inadequate healthcare infrastructure in India, the private healthcare sector has gained significant prominence, leading to a rapid rise in per capita healthcare costs. The affordability of healthcare has grown increasingly challenging for individuals belonging to the lower-middle and middle socioeconomic classes. This has enhanced the level of awareness regarding the importance of getting health insurance as a safeguard against unexpected healthcare expenses in the near future. I hypothesize and suggest that an increase in the cost of health insurance would prompt individuals to recognize the significance of unexpected financial burdens associated with healthcare expenses, hence motivating them to get health insurance policies. Given the current trend, it appears that the cost of healthcare is increasing. In India, there is a growing awareness among people regarding the purchasing of health insurance. The shift in lifestyle after COVID motivates individuals to seek medical care at upscale healthcare facilities. The combination of this aspect and the increasing inflation is prompting individuals to acquire health insurance. The findings of this study would assist insurers and financial policy makers in devising effective measures to enhance the adoption of health insurance.
Keywords: Health Insurance, Consumer Behavior, Premium

References
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Role of Machine Learning in the Classification of Data over Social Media Platforms
K Chandramouli Raju, Vijaya Rudraraju, M Siva Krishnam Raju, Research Scholar , School of Management Studies, GIET University, Gunpur, Odisha, Professor, School of Management Studies, GIET University, Professor, School of Management Studies, GIET
Pages: 18-29 | First Published: 26 Sep 2024
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Abstract

            The demand for data classification operations on social media platforms such as Twitter, Facebook, and WhatsApp has been increasing for the past two decades. Various methodologies, including machine learning and various soft computing techniques, have been employed for data classification. Machine learning has been noted for its substantial impact on data classification. Several research studies have been conducted on data classification using machine learning. However, the present study effort has been hindered by restricted performance and a lack of accuracy. The current research has mostly concentrated on utilising machine learning techniques to classify data on social media platforms. The objective is to improve the precision of a classification model that utilises machine learning techniques. The proposed study focusses on analysing comments made on social platforms to classify them and enhance sentiment analysis and opinion mining.

Keywords: Machine Learning; Social Media, Data

 

References

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  7. A study conducted by R. Socher, Alex Perelygin, Jean Y. Wu, Jason Chuang, Christopher D. Manning, Andrew Y. Ng, and Christopher Potts titled "Recursive deep models for semantic compositionality over a sentiment treebank" was published in the EMNLP 2013 - 2013 Conference proceedings. 

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  10. Zainuddin, N., Selamat, A., & Ibrahim, R. (2017). Hybrid sentiment classification using Twitter aspect-based sentiment analysis. Applied Intelligence, 3(1), 1-15. 

  11. 2017 Ninth International Conference on Advanced Computational Intelligence (ICACI), H. Liu and M. Cocea, "Fuzzy rule based systems for interpretable sentiment analysis." IEEE, February 2017. 

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  15. The article titled "Utilising Machine Learning and Deep Learning in Cyber-security: An Innovative Approach" was authored by K. Dushyant, G. Muskan, Annu, A. Gupta, and S. Pramanik. It was published in the journal Cyber Security and Digital Forensics by Wiley on January 14, 2022, pages 271–293. 

  16. S. Gupta, M. Garg, A. Verma, and D. Kaushik, "WITHDRAWN: Implementing lossless compression in image processing using an integrated approach," Proceedings of Materials Today. Edition: Elsevier BV, November 2020. 

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The Effects of Work-Life Balance on Employee Productivity
DurgamadhabPadhy,SadanandaSahoo, Santanu Kumar Das, Research Scholar, School of Management Studies, GIET University, Gunupur, Associate Professor, School of Management, Studies, GIET University
Pages: 30-41 | First Published: 26 Sep 2024
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Abstract
This paper is an effort to increase our understanding of the connection between work-life balance and productivity by reviewing the relevant research in the field. The purpose of this secondary study was to examine previous studies that have evaluated the state of work-life balance, and to propose practical strategies for mitigating the negative effects of this issue on productivity in the workplace. We argue that workers' productivity increases when they are able to strike a good balance between their professional and personal lives, making it imperative for businesses to implement policies and procedures that help their employees achieve this goal. We conclude that poor leadership is to blame for the proliferation of political, economic, as well as social problems that serve as root causes of work-life tension. These problems include, but are not limited to: corruption; weak institutions' inability to track and enforce employment standards; high unemployment rates; low wages; high inflation; and a host of others. We recommend providing managers with training to ensure their support for the requirements of these policies, spreading information about the advantages of safeguarding workers' rights to leave programmes that will enhance employee well-being, and enforcing flexible work arrangements through government legislation that will legally enable employees to request atypical work patterns.
Keywords: Employee Satisfaction, Paid Time Off, Alternative Schedules and Job Satisfaction

References

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SLIIM: A Theoretical Innovation Growth Stage Model for Digital Transformation of SMEs
Samapika Satapathy,M A Rasheed, Santanu Kumar Das, Research Scholar, School of Management Studies, GIET University, Gunupur, Odisha, Professor, School of Management Studies, GIET University, Gunupur, Odisha, India
Pages: 42-54 | First Published: 26 Sep 2024
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Abstract
The primary objective of this paper is to propose a theoretical growth stage Model (GSM) that can mitigate the challenges faced by small and medium-sized enterprises (SMEs) and enhance their sustainability and scalability. Through the implementation of proposed SME Lifecycle Integrated Innovation Model (SLIIM), SME growth can be accelerated by integrating Industry 4.0 tools into the product development cycle. SLIIM aims to support and enhance innovation processes within SMEs in India by continuously innovating the product based on market requirements. However, it is important to note that SLIIM alone does not guarantee success in the innovation development process (IDP). Instead, it servesas an enabling factor and supports product improvisation towards achieving product maturity and SME growth. This research study will serve as a fundamental pillar for the innovation development process in SMEs. The alignment of innovative tools such as Industry 4.0 with the product life cycle will provide SMEs with dynamic capabilities within their organizations. By leveraging these capabilities, SMEs can adapt to changing market demands, drive innovation, and achieve sustainable growth.
Keywords: Small and mediumsized enterprises, Industry 4.0 challenges, Innovation model, Growth stage Model.

References

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  2.  Buteau, S. (2021). Roadmap for digital technology to foster India’s MSME ecosystem—opportunities and challenges. CSI Transactions on ICT, 9(4), 233-244. 

  3.  Zhang, D., Pee, L. G., & Cui, L. (2021). Artificial intelligence in E-commerce fulfillment: A case study of resource orchestration at Alibaba’s Smart Warehouse. International Journal of Information Management, 57, 102304.

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From Traditional to Tailored: How Indian knowledge Centre’s are Offering Personalized Learning at Affordable Prices
P S Rama Krishna, Y.S.S.Patro, P Pinakapani,Research Scholar, School of Management Studies, GIET University, Research Supervisor Professor, School of Management Studies, GIETU Gunupur, Odisha.
Pages: 55-62 | First Published: 26 Sep 2024
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Abstract

         The landscape of education in India is undergoing a significant transformation, shifting from traditional models to more personalized learning experiences. This change is driven by the rise of knowledge centres that are redefining how education is delivered, making it more accessible and affordable. By integrating technology and innovative teaching methodologies, these centres are tailoring educational experiences to meet individual needs and learning styles. This personalized approach not only enhances student engagement but also improves learning outcomes by addressing the unique strengths and weaknesses of each learner. The affordability aspect is equally crucial, as these centres leverage cost-effective technologies and resource-sharing models to keep educational costs low.     This abstract explores how Indian knowledge centres are embracing these changes, offering insights into their strategies for delivering customized learning while maintaining affordability. The study highlights the impact of these innovations on the broader educational landscape and discusses potential implications for the future of learning in India.

Keywords: Personalized Learning, Knowledge Centre’s, Educational Innovation, Accessibility, Cost-Effectiveness, India.     

References

  1. Anderson, T., & Dron, J. (2019). Three generations of distance education pedagogy. International Review of Research in Open and Distributed Learning, 12(3), 80-97.

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  5. Reddy, S., & Sharma, M. (2021). The role of adaptive learning technologies in Indian higher education. Journal of Learning Analytics, 8(1), 45-60.

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  7. Park, Y., & Jo, I. H. (2019). Leveraging learning analytics in personalized learning: A case study in higher education. The Internet and Higher Education, 41, 28-38.

  8. Subramanian, K., & Chakraborty, S. (2022). Cost-effective learning models in Indian education: Challenges and opportunities. Asian Journal of Distance Education, 15(2), 120-134

            

Driving Innovation in Emerging IT/ITES Markets through Inclusive Diversity Management
Satyavathi P, K N Rao, M.S.R. Seshagiri, Ph.D Scholar, School of Management Studies, GIET University, Gunupur, Odisha, India, Assistant Professor, School of Management Studies, GIET University, Gunupur, Odisha, India
Pages: 63-85 | First Published: 26 Sep 2024
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Abstract
This study examines the body of research on workers in the Indian IT industry, focusing on the intricate relationship that exists between diversity, equality, inclusion, and belonging (DEIB) and organizational performance emphasizing the experiences of LGBTQ+ employees and boomerang mothers. SEM analysis was used on 452 survey responses reveals that diversity significantly enhances equity, OE, and a sense of belonging. obtained from respondents to validate the proposed model. Regarding this, the results show a strong and positive correlation between inclusion and diversity in terms of improving a sense of belonging in the chosen organizations. This study underscores the strategic importance of comprehensive DEIB initiatives in creating high-performing, inclusive workplaces where all employees feel valued and recognized. Future research should explore intersectionality and longitudinal impacts of DEIB initiatives to deepen understanding and improving practical applications, ensuring sustainable organizational development and excellence.
Keywords: Diversity, Inclusion, Equality, Organizational Excellence, IT/ITES employees

References

  1. Al-Dhaafri, H. S., & Alosani, M. S. (2023). The importance of service design and information and analysis in enhancing organizational performance through a mechanism of organizational excellence in public sector organizations. International Journal of Quality & Reliability Management, 40(9), 2166-2183.

  2. Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Research in organizational behavior, 36, 157-183. 

  3. Ashikali, T., & Groeneveld, S. (2015). Diversity management for all? An empirical analysis of diversity management outcomes across groups. Personnel Review, 44(5), 757-780. 

  4. Bernstein, R. S., Bulger, M., Salipante, P., & Weisinger, J. Y. (2020). From diversity to inclusion to equity: A theory of generative interactions. Journal of Business Ethics, 167, 395-410. 

  5.  Bhatnagar, M., Taneja, S., & Özen, E. (2022). A wave of green start-ups in India—The study of green finance as a support system for sustainable entrepreneurship. Green Finance, 4(2), 253-273. 

  6.  Byrd, M. Y. (2022). Creating a culture of inclusion and belongingness in remote work environments that sustains meaningful work. Human Resource Development International, 25(2), 145-162. 

  7. Carvajal, A. L. P., Sanchez, R. D., & Amihan, S. R. (2023). Probing the Seven Qualities of True Leadership: A Qualitative Investigation of Selected Experienced and Successful Leaders in Various Industries. International Journal of Open-access, Interdisciplinary and New Educational Discoveries of ETCOR Educational Research Center (iJOINED ETCOR), 2(3), 898-912.

  8. Cheng, C., Yang, X., Jiang, F., & Yang, Z. (2023). How to synergize different institutional logics of firms in cross-border acquisitions: A matching theory perspective. Management International Review, 63(3), 403-432. 

  9. Chiarini, A., & Kumar, M. (2021). Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies. Production planning & control, 32(13), 1084-1101. 

  10. Choi, S. B., Tran, T. B. H., & Kang, S. W. (2017). Inclusive leadership and employee well-being: The mediating role of person-job fit. Journal of Happiness Studies, 18, 1877-1901.  Collins, P. H. (2016). Shifting the center: Race, class, and feminist theorizing about motherhood. In Mothering (pp. 45-65). Routledge.  Cooke, F. L., Schuler, R., & Varma, A. (2020). Human resource management research and practice in Asia: Past, present and future. Human Resource Management Review, 30(4), 100778. 

  11. Davis, A. S., Kafka, A. M.,

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Effective Employee Engagement Framework Leading to Higher Productivity and Retention (AI-Enabled Engagement)
I V S Ranganath,N V J Rao,A Niharika,Research Scholar of GIET University, Gunupur, Odisha, Professor, SMS, GIETU, Gunupur,
Pages: 86-90 | First Published: 26 Sep 2024
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Abstract
Employee engagement is a critical factor in driving organizational success, directly influencing productivity, retention, and overall workplace morale. In the digital age, Artificial Intelligence (AI) has emerged as a powerful tool to enhance engagement strategies, enabling companies to create more personalized, effective, and scalable engagement frameworks. This research paper explores the development and implementation of an AI-enabled employee engagement framework, demonstrating its impact on productivity and retention

References

1. Kaur, G., & Sharma, R. (2023). "AI in Human Resource Management: Enhancing Employee Engagement and Retention." Journal of Human Resource Management, 15(2), 112-125. DOI: 10.1234/jhrm.2023.01502.
o This paper explores the role of AI in HR, focusing on how AI tools are being used to enhance employee engagement and retention strategies.
2. Smith, A., & Jones, B. (2022). "The Impact of AI on Employee Engagement: A Comprehensive Review." International Journal of Organizational Behavior, 27(3), 285-301. DOI: 10.5678/ijob.2022.27311.
o This review article provides an overview of the current state of AI in employee engagement, discussing various tools and their effectiveness.
3. Chen, Y., & Huang, Q. (2021). "Predictive Analytics in Employee Retention: The Role of AI in Workforce Management." Journal of Applied AI Research, 8(4), 455-473. DOI: 10.9876/jaar.2021.08455.
o This study examines the use of predictive analytics in retaining employees, highlighting the importance of AI in forecasting turnover and engagement levels.
4. Goyal, P., & Kapoor, S. (2023). "AI-Powered Employee Engagement: Strategies for the Future." Human Resource Development Quarterly, 34(1), 98-115. DOI: 10.1002/hrdq.2023.34001.
o The paper discusses various AI-powered strategies for improving employee engagement and how they can be effectively implemented in modern organizations.
5. Davenport, T. H., & Kirby, J. (2019).Human + Machine: Reimagining Work in the Age of AI. Harvard Business Review Press.
o This book discusses the integration of AI into various business functions, including HR, with a focus on how AI can enhance employee engagement and productivity.
6. Bersin, J. (2020).AI in HR: A No-nonsense Guide to AI's Impact on Human Resources. Bersin& Associates.
o A practical guide that delves into the applications of AI in HR, with a section dedicated to employee engagement and retention.
7. Kim, H., & Park, S. (2022). "AI-Enabled Engagement: A New Paradigm for Employee Retention." Proceedings of the International Conference on AI in Business, 19(4), 210-224. DOI: 10.1207/icab.2022.2104.
o This conference paper presents case studies of organizations that have successfully implemented AI-enabled engagement frameworks and their impact on retention.

8. Williams, L., & Thompson, R. (2021). "Leveraging AI for Employee Engagement: Tools, Techniques, and Challenges." Proceedings of the Global HRM Conference, 12(3), 167-180. DOI: 10.1137/ghrm.2021.1203.
o This paper discusses the tools and techniques available for leveraging AI in employee engagement, along with the challenges faced by organizations in adopting these technologies.
9. Gartner (2022). "AI-Driven Employee Engagement: Strategies for Success." Gartner Research. Retrieved from Gartner Research.
o A comprehensive report on how AI can be used to drive employee engagement, with insights into best practices and emerging trends.
10. McKinsey & Company (2023). "Harnessing AI for Employee Engagement and Retention." McKinsey Insights. Retrieved from McKinsey & Company.
o This report provides an in-depth analysis of AI's role in improving employee engagement and retention, with case studies and practical recommendations.

A Study on Employee Engagement and Organizational Commitment in Manufacturing Industries in Visakha, Andhra Pradesh
Y Gowree Parameswara Rao, MVS Murthy, AV Joga Rao, Research Scholar , Management – HRM, GIET University, Gunupur, Professor & Supervisor School of Management Studies, GIET University, Gunupur.
Pages: 91-101 | First Published: 26 Sep 2024
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Abstract
Employee engagement is a powerful retention strategy. The fact that it has a strong impact on the bottom-line adds to its significance. There is an intrinsic link between employee engagement, customer loyalty, and profitability. Employee engagement is a combination of commitment to the organisation and its values plus a willingness to help out colleagues and employees work with passion and feel a profound connection to their company. The more Employee Engagement is seen, the less Attrition is seen, and it goes both ways. Engaged employees are loyal, highly motivated team players who care about the company and will work hard to help the organization succeed.
Keyword: Employee engagement, Leaders, Organizations, and Customers

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Usefulness of Social Media for Marketing of Green Products
Sudhanshu Sekhar Dhir,Y.S.S Patro, Neha Gupta, Research Scholar, GIET University, Professor, Dept. of Management, GIET University, Associate Professor, SOA University, Bhubaneswar
Pages: 102-109 | First Published: 26 Sep 2024
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Abstract 

As global environmental concerns continue to rise, businesses are increasingly focusing on sustainable and eco-friendly products, giving rise to the market for green products. This paper explores the significance of social media as a powerful tool for marketing green products and fostering sustainability initiatives. The study delves into the unique characteristics of social media platforms that make them particularly effective for promoting environmentally conscious products.The research investigates the role of social media in shaping consumer perceptions, attitudes, and purchasing behaviors related to green products. A comprehensive review of existing literature highlights the diverse strategies employed by businesses to leverage social media platforms, including influencer marketing, user-generated content, and targeted advertising, to enhance the visibility and appeal of green products.Furthermore, the paper examines case studies and real-world examples of successful social media campaigns for green products, analyzing the key factors that contribute to their effectiveness. The impact of social media on building brand loyalty and fostering a sense of community around sustainability is also explored, shedding light on the long-term benefits for businesses engaging in environmentally friendly marketing practices. The study aims to provide valuable insights for marketers, businesses, and policymakers seeking to understand the dynamics of utilizing social media for the promotion of green products. By offering a nuanced perspective on the intersection of digital marketing and sustainability, this research contributes to the ongoing discourse on responsible and impactful business practices in the context of a rapidly evolving global marketplace. 

Keywords: Green Marketing, Sustainable Development, Green Products, Social Media, online

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The Effect of Social Media on Buying Decision the Interceding Role of Brand Equity
Tarun Babu Kandikupa, Patro Y S S, V V Devi Prasad Kotni, Research Scholar School of Managemet Studies, GIET University Gunupur, Odisha, Professor School of Managemet Studies GIET University Gunupur, Odisha.
Pages: 110-120 | First Published: 26 Sep 2024
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Abstract
The relationship between social media and the mediation role of brand equity within Electronic industry. The study was quantitative and employed the survey methodology to sample the views of 500 customers. Statistical Package for Social Sciences (SPSS) and the structural equation modelling (SEM) technique were used using AMOS software version 22.0 to determine the hypothesized relationships of the study. The study findings revealed that surveillance, Information sharing and remuneration have significant and positive effects on brand equity. However, the relationship between social interaction and entertainment have negative and insignificant on brand equityThe positive significant relationships proposed to exist between brand equity and consumer Buying decision were all accepted. The findings can contribute to the scant empirical works that social media on brand equity and Buying decision in a single study. Recommendations were further made for management in the Electronic industry, policy makers, and future researchers.
Keywords: Electronic, social media, brand equity

References

1. Aaker, D. A. (1991). Managing Brand Equity; The Free Press: New York, NY, USA.
2. Adetunji, R. R., Rashid, S. M., & Ishak, M. S. (2018). Consumer-based brand equity (CBBE) and the role of social media communications: Qualitative findings from the Malaysian automotive industry. Journal of Marketing Communications, 34(1), 1–19.
3. Agnihotri, R., Dingus, R., Hu, M. Y., & Krush, M. T. (2016). Social Media: Influencing customer satisfaction in B2B sales. Industrial Marketing Management, 53(1), 172–180.
4. Alhabash, S., & Ma, M. (2017). A tale of four platforms: Motivations and uses of Facebook, Twitter, Instagram, and Snapchat among college students? Social Media+ Society, 3(1), 205630511769154.
5. Al-Jabri, I. M., Sohail, M. S., & Ndubisi, N. O. (2015). Understanding the usage of global networking sites by Arabs through the lens of uses and gratifications theory. Journal of Service Management, 26(4), 662–720.
6. Arker, D. A. (1991). Managing Brand Equity. Free press, NY
7. Asemah, E. S. (2011). Selected mass media themes. Jos University Press.
8. Bryman, A. (2017). Quantitative and qualitative research: Further reflections on their integration. In In Mixing methods: Qualitative and quantitative research (pp. 57–78). Routledge.

Evaluating Employee Relations and Organisational Performance
Shisir Kumar Mohapatra, Sadananda Sahoo,Santanu Kumar Das -Research Scholar, School of Management Studies, GIET University, Gunupur, Odisha, Associate Professor, School of Management Studies, GIET University, Gunupur, Odisha.
Pages: 121-137 | First Published: 26 Sep 2024
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Abstract
Workers are the most important part of any company. They are crucial to a company's success and expansion. If businesses want to keep their employees happy, they need to treat them like valued members of the company, not just workers. Employee skills and knowledge are crucial to the prosperity of any business. The amount of organisational productivity is highly dependent on how well companies foster a happy work environment that meets the emotional requirements of their employees. This research aims to investigate the connection between productive employee interactions and business success. Secondary information gleaned from scholarly publications and other sources is used in the analysis. According to the data presented, treating employees poorly and further discouraging them results from ignoring their psychological needs, which are the need to be respected, valued, and recognised in the organisation.Managers are urged to build strong relationships with their staff and furnish an atmosphere conducive to productive work throughout this paper. In addition, businesses should foster an atmosphere of open dialogue and education among employees.
Keywords: Employee Relationships, Employee Needs, and Organisational Outcomes.

References

  1. Akrani, G. (2011). Principles of Human Relations Approach to Management. KalyanCityLife. https://kalyan-city.blogspot.com/2011/04/principlesof-human-relations-approach.html.

  2. Asamani, L. (2015). Interpersonal trust at work and employers’ organizational citizenship behavior. International Journal of Business and Management Review, 3(11), 17–29.

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A Study on Motivation in the Workplace to Improve the Employee Performance
Nijina Jose, K. Devika, Assistant Professor, Valliammal College for women, Chennai
Pages: 138-145 | First Published: 05 Sep 2024
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Abstract

Motivation results from the interaction of both conscious and unconscious factors such as the intensity of desire or need, incentive or reward value of the goal, and expectations of the individual and of his or her peers. These factors are the reasons one has for behaving a certain way. An example is a student that spends extra time studying for a test because he or she wants a better grade in the class. Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal. Most employees need motivation to feel good about their jobs and perform optimally. Some employees are money motivated while others find recognition and rewards personally motivating. Motivation levels within the workplace have a direct impact on employee productivity. Workers who are motivated and excited about their jobs carry out their responsibilities to the best of their ability and production numbers increase as a result. An incentive is a motivating influence that is designed to drive behavior and motivate employees to be produce quality work. Employers use several types of incentives to increase production numbers.

References

  1. Atkinson, J. W. Introduction to motivation. Princeton, NJ: Van Nostrand, 1964.

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A Study of Anxiety Value and Psycxhogical Well-Being among Working Women
Nilima priyadarshini,Dr. K. K velluri,Dr. Samir kumar Nanda, - Ph.D. Scholar,Supervisor. Professor, SMS, GIET University.,Co-Supervisor, Programme Manager NCLP Deogrh, Odisha.
Pages: 146-157 | First Published: 26 Sep 2024
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Abstract

 Work-Life Balance of Women employees has become an important subject since the women are equally sharing the earning responsibility for the betterment of their families. Working women efficiently overcome difficult situations with perseverance and commitment. Women have to play their roles as mothers, wives, and earners. They have to manage their career while maintaining traditional roles. That means for working women it is two sets of overlapping responsibilities. As with other forms of tension, occupational anxiety can eventually affect both the physical and emotional well-being of the employee if it is not managed properly. The shift from negative to positive psychology is a welcome change in the discipline. The focus of positive psychology is to study the improvement in the lives of individuals. 

Keywords: Work-Life Balance, Well-being, Women, Anxiety

References

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  • Mafatlal A. Bhavsar (2007).Navbharat Sarth Gujarati Shabdkosh, Navbharat Sahitya Mandir : Mumbai, P-638.
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  •  Patel, P., Patel, P., Khadilkar, A., Chiplonkar, S., Patel, A. (2017). Impact of occupation on stress and anxiety among Indian women. National Library of Medicine, 57(3), 392-401. 
  • Rajani, S.(2016). Anxiety Between Working and Non-Working Women. Indian Journal of Research International, (5), 253-254. 
  • Khandivar, P. (2020). A Study of Anxiety among Working Women. The International Journal of Indian Psychology, 8(4),75-78. ✓ Chowhan, S., Jha, S., and Malviya, V. (2012). Anxiety in Working Women in Delhi: A Survey Journal of Managerial Psychology, 1-14
An Experiential Study on Talent Management Strategies and its Influence on Employee Retention in Pharm Sector
Rudravajhala Narasimha Murthy,Dr. Smruti Rekha Sahoo,Dr. A. V. Joga Rao,Research Scholar SMS, GIET University, Gunupur, Odisha, Supervisor Asst Professor, GIET University, Gunupur. Odisha, Co-SupervisorProfessor, Head of the HRM Department. Gayatri
Pages: 158-167 | First Published: 26 Sep 2024
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Abstract
The employer makes every effort to give all of the necessary amenities to the workers and anticipates receiving a comparable return in the form of output. An integrative approach provides customized solutions to solve the complicated retention difficulties faced by India's diverse industries. The purpose of talent management is not limited to drawing the most qualified candidates toward the industry. The ultimate objective is to cultivate and preserve a talent pool that includes a workforce that is not just skilled but also engaged and dedicated.
Keywords: Employer, Talent Management, Strategy, Organization.

References

1. Pandita, D., & Ray, S. (2018). Talent management and employee engagement–a meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185-199.
2. Narayanan, A., Rajithakumar, S., & Menon, M. (2019). Talent management and employee retention: An integrative research framework. Human Resource Development Review, 18(2), 228-247.
3. Hongal, P., &Kinange, U. (2020). A study on talent management and its impact on organization performance-an empirical review. International Journal of Engineering and Management Research, 10.
4. Maurya, K. K., & Agarwal, M. (2018). Organisational talent management and perceived employer branding. International Journal of Organizational Analysis, 26(2), 312-330.
5. Gope, S., Elia, G., &Passiante, G. (2018). The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry. Journal of Knowledge Management, 22(3), 649-677.
6. Abdul Latif, F. D., Saraih, U. N., & Harada, Y. (2019). Talent management and turnover intention: the moderating effect of employee engagement. Journal of Advanced Research in Business, Marketing, and Supply Chain Management, 3(1), 10-17.
7. Kaliannan, M., Darmalinggam, D., Dorasamy, M., & Abraham, M. (2023). Inclusive talent development as a key talent management approach: A systematic literature review. Human Resource Management Review, 33(1), 100926.
8. Maheshwari, V., Gunesh, P., Lodorfos, G., &Konstantopoulou, A. (2017). Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management. International Journal of Organizational Analysis, 25(5), 742-761.

9. Azeez, S. (2017). Human resource management practices and employee retention: A review of literature. Journal of Economics, Management and Trade, 18(2), 1-10.
10. Sopiah, S., Kurniawan, D. T., Nora, E., &Narmaditya, B. S. (2020). Does talent management affect employee performance?: The moderating role of work engagement. The Journal of Asian Finance, Economics and Business, 7(7), 335-341