DOI Prefix : 10.9780 | Journal DOI : 10.9780/22307850
Scroll to Top

Volume : IV, Issue : III, April - 2014

IMP ACTOFHUMAN RESOURCES MANAGEMENT PRACTICES ON CUSTOMER SA TISF ACTION IN SELECT PUBLIC AND PRIV A TE SECTOR BANKS IN THANJA VUR DISTRICTOF T AMILNADU

G. Radha, -

DOI : 10.9780/22307850, By : Laxmi Book Publication

Abstract :

The primary aim of the study is to analyze the impact of human resource management practices on customer satisfaction in public and private sector banks. The result of the study reveals that both in public and private sector banks combined together , the officers have moderate perception, clerical and sub staff have low perception about overall human resource management practices of the banks. Similarly , of ficers in public and private sector banks have moderate perception and clerical and sub staff revealed low perception.

Keywords :


Article :


Cite This Article :

G. Radha, -(2014). IMP ACTOFHUMAN RESOURCES MANAGEMENT PRACTICES ON CUSTOMER SA TISF ACTION IN SELECT PUBLIC AND PRIV A TE SECTOR BANKS IN THANJA VUR DISTRICTOF T AMILNADU. Indian Streams Research Journal, Vol. IV, Issue. III, DOI : 10.9780/22307850, http://isrj.org/UploadedData/4493.pdf

References :

  1. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  2. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  3. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  4. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  5. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  6. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  7. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  8. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  9. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  10. service industries. The Service Industries Journal, 29(6), 741-760.
  11. Review; pp- 84-93
  12. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  13. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  14. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  15. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  16. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  17. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  18. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  19. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  20. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  21. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  22. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  23. service industries. The Service Industries Journal, 29(6), 741-760.
  24. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  25. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  26. service industries. The Service Industries Journal, 29(6), 741-760.
  27. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  28. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  29. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  30. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  31. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  32. Review; pp- 84-93
  33. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  34. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  35. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  36. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  37. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  38. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  39. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  40. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  41. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  42. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  43. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  44. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  45. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  46. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  47. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  48. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  49. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  50. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  51. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  52. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  53. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  54. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  55. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  56. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  57. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  58. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  59. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  60. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  61. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  62. service industries. The Service Industries Journal, 29(6), 741-760.
  63. Review; pp- 84-93
  64. service industries. The Service Industries Journal, 29(6), 741-760.
  65. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  66. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  67. service industries. The Service Industries Journal, 29(6), 741-760.
  68. service industries. The Service Industries Journal, 29(6), 741-760.
  69. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  70. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  71. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  72. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  73. Review; pp- 84-93
  74. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  75. Review; pp- 84-93
  76. service industries. The Service Industries Journal, 29(6), 741-760.
  77. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  78. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  79. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  80. Review; pp- 84-93
  81. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  82. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  83. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  84. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  85. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  86. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  87. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  88. Review; pp- 84-93
  89. service industries. The Service Industries Journal, 29(6), 741-760.
  90. service industries. The Service Industries Journal, 29(6), 741-760.
  91. service industries. The Service Industries Journal, 29(6), 741-760.
  92. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  93. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  94. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  95. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  96. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  97. service industries. The Service Industries Journal, 29(6), 741-760.
  98. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  99. service industries. The Service Industries Journal, 29(6), 741-760.
  100. Review; pp- 84-93
  101. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  102. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  103. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  104. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  105. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  106. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  107. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  108. Review; pp- 84-93
  109. service industries. The Service Industries Journal, 29(6), 741-760.
  110. service industries. The Service Industries Journal, 29(6), 741-760.
  111. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  112. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  113. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  114. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  115. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  116. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  117. service industries. The Service Industries Journal, 29(6), 741-760.
  118. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  119. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  120. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  121. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  122. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  123. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  124. service industries. The Service Industries Journal, 29(6), 741-760.
  125. service industries. The Service Industries Journal, 29(6), 741-760.
  126. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  127. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  128. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  129. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  130. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  131. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  132. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  133. service industries. The Service Industries Journal, 29(6), 741-760.
  134. service industries. The Service Industries Journal, 29(6), 741-760.
  135. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  136. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  137. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  138. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  139. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  140. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  141. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  142. service industries. The Service Industries Journal, 29(6), 741-760.
  143. Review; pp- 84-93
  144. Review; pp- 84-93
  145. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  146. Review; pp- 84-93
  147. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  148. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  149. Review; pp- 84-93
  150. Review; pp- 84-93
  151. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  152. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  153. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  154. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  155. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  156. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  157. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  158. Review; pp- 84-93
  159. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  160. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  161. Review; pp- 84-93
  162. Review; pp- 84-93
  163. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  164. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  165. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  166. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  167. service industries. The Service Industries Journal, 29(6), 741-760.
  168. Review; pp- 84-93
  169. service industries. The Service Industries Journal, 29(6), 741-760.
  170. Review; pp- 84-93
  171. service industries. The Service Industries Journal, 29(6), 741-760.
  172. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  173. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  174. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  175. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  176. Review; pp- 84-93
  177. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  178. service industries. The Service Industries Journal, 29(6), 741-760.
  179. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  180. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  181. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  182. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  183. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  184. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  185. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  186. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  187. Review; pp- 84-93
  188. Review; pp- 84-93
  189. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  190. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  191. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  192. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  193. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  194. Review; pp- 84-93
  195. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  196. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  197. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  198. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  199. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  200. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  201. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  202. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  203. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  204. service industries. The Service Industries Journal, 29(6), 741-760.
  205. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  206. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  207. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  208. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  209. Review; pp- 84-93
  210. service industries. The Service Industries Journal, 29(6), 741-760.
  211. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  212. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  213. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  214. Review; pp- 84-93
  215. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  216. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  217. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  218. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  219. service industries. The Service Industries Journal, 29(6), 741-760.
  220. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  221. service industries. The Service Industries Journal, 29(6), 741-760.
  222. Review; pp- 84-93
  223. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  224. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  225. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  226. service industries. The Service Industries Journal, 29(6), 741-760.
  227. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  228. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  229. Review; pp- 84-93
  230. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  231. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  232. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  233. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  234. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  235. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  236. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
  237. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
  238. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
  239. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  240. service industries. The Service Industries Journal, 29(6), 741-760.
  241. service industries. The Service Industries Journal, 29(6), 741-760.
  242. Review; pp- 84-93
  243. service industries. The Service Industries Journal, 29(6), 741-760.
  244. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
  245. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  246. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
  247. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  248. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  249. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  250. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  251. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
  252. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  253. service industries. The Service Industries Journal, 29(6), 741-760.
  254. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
  255. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
  256. service industries. The Service Industries Journal, 29(6), 741-760.

Article Post Production

    No data exists for the row/column.
Creative Commons License
Indian Streams Research Journal by Laxmi Book Publication is licensed under a Creative Commons Attribution 4.0 International License.
Based on a work at http://oldisrj.lbp.world/Default.aspx.
Permissions beyond the scope of this license may be available at http://oldisrj.lbp.world/Default.aspx
Copyright © 2014 Indian Streams Research Journal. All rights reserved
Looking for information? Browse our FAQs, tour our sitemap, or contact ISRJ
Read our Privacy Policy Statement and Plagairism Policy. Use of this site signifies your agreement to the Terms of Use