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Driving Innovation in Financial Inclusion in India
Dr.E. Dhowbika Begum,Assistant Professor, Department of Commerce BPO, Holy Cross College (Autonomous), Tiruchirappalli-2
Pages: 1-8 | First Published: 06 Jan 2025
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Abstract 

Digital financial inclusion represents the integration of digital technology to extend financial services to traditionally underserved or unbanked populations, particularly in remote and low-income areas. It addresses key barriers such as limited physical banking infrastructure, high transaction costs, and lack of credit histories by leveraging tools like mobile money platforms, block chain, and artificial intelligence. These innovations enable secure, efficient, and affordable access to banking, credit, insurance, and payment systems. The transformative potential of digital financial inclusion is immense, fostering economic growth, reducing inequality, and empowering marginalized groups such as women, rural populations, and small businesses. Digital payment solutions simplify commerce, while peer-to-peer lending and micro insurance ensure financial resilience during emergencies. Moreover, digital platforms contribute to financial literacy by making educational resources and tools more accessible. However, challenges remain, including the digital divide, regulatory constraints, and cyber security risks. Bridging these gaps requires collaborative efforts among governments, private sectors, and non-profits to develop policies, invest in digital infrastructure, and ensure inclusive design of financial products. Digital financial inclusion thus not only serves as a catalyst for economic empowerment but also aligns with sustainable development goals by reducing poverty, fostering equality, and promoting inclusive growth. 

Keywords: Financial Inclusion, Innovation, Digital services, Financial Literacy

References

  1.  Anakpo, S., &Xhate, N. (2023). Barriers to digital financial inclusion in developing economies. Journal of Financial Inclusion, 11(3), 230-248. 
  2.  Zamani, R., Karim, R., & Abbas, A. (2020). Blockchain and digital financial inclusion: Enhancing transparency and accountability in financial services. International Journal of Blockchain and Cryptography, 2(1), 34-45.
  3.  Foster, S., Kassis, S., & McMillan, C. (2019). Artificial intelligence and credit scoring: Improving access to financial services for underserved populations. Journal of Financial Innovation, 7(2), 50-63. 
  4. Jahan, S., & Bhattacharya, S. (2019). Financial inclusion in India: A case study of PMGDISHA (Pradhan MantriGramin Digital SakshartaAbhiyan). International Journal of Social Economics, 46(12), 1478-1494. 
  5. Ghosh, S. (2018). Impact of financial inclusion on inclusive growth in India: Evidence from state-level data. Global Business Review, 19(1), 55-71. 
  6. Demirgüç-Kunt, A., Klapper, L., Singer, D., Van Oudheusden, P. (2018). The Global Findex Database 2017: Measuring financial inclusion and the fintech revolution. World Bank. 
  7. World Bank. (2014). Financial inclusion in the digital age: Progress and challenges. World Bank Group  Klapper, L., & Singer, D. (2017). The role of digital financial services in promoting financial inclusion. Journal of Financial Intermediation, 31, 15-35. 
  8.  Zins, A., & Weill, L. (2016). The determinants of financial inclusion in Africa. Review of Development Finance, 6(1), 46-57.
  9.  Jack, W., &Suri, T. (2014). Mobile money: The economics of M-Pesa. The National Bureau of Economic Research. 
  10. Chakravarty, S., & Pal, R. (2013). Financial inclusion in India: An overview of concepts, issues, and challenges. International Journal of Banking and Finance, 10(2), 85-102.
Policyholders’ Protection towards Unfair Business Practices in Life Insurance
C.Banu Priya, Research Scholar, Department of Banking Management, Alagappa University,Karaikudi
Pages: 9-23 | First Published: 06 Jan 2025
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Abstract
This paper aims to examine policyholders' protection against unfair practices in the life insurance industry. The study employs a quantitative approach and uses survey data from a sample of 150 policyholders located in Madurai. Connivence sampling method is utilised for this study. primary data was collected form policyholders of life insurance. This study used percentage analysis, ANOVA, independent t-test for the analysis.The findings suggest a concerning prevalence of unfair practices in the industry, with a significant number of policyholders experiencing issues such as misleading information about policy terms, denied or delayed claims without valid reasons, poor customer service, and unclear marketing practices. The study also highlights the role of policyholder education towards policyholders’ familiarity with their rights and protecting against unethical practices. This paper concludes by recommending policy reforms to address the identified issues and improve policyholder protection in the life insurance industry. Ultimately, the study underscores the essential improvement of various areas such as transparency in policy terms, complaint handling process and importance of regulatory action and market forces in promoting fair and ethical practices in the industry to enhance policyholders' trust and confidence.
Keywords: Unfair practices, Life insurance, Quantitative approach, Mis-selling, Hidden charges, Lack of transparency.

References

1.Adams, J., & Carter, B. (2020). Consumer awareness and protections in the life insurance sector: An empirical study. Journal of Consumer Affairs, 54(3), 415-435.
2. Brown, L. (2021). Consumer rights and business practices in insurance: A comparative study. International Journal of Insurance Studies, 15(2), 112-130.
3. Chen, R., & Zhao, H. (2020). The impact of regulatory policies on insurance market efficiency. Financial Services Review, 29(1), 67-89.
4. Ferguson, D., & Patel, S. (2021). Analyzing the effectiveness of complaint handling mechanisms in insurance companies. Insurance Regulation Journal, 14(1), 50-68.
5. Johnson, K. (2018). Consumer protection in financial services: 5. An overview of international standards. Global Financial Regulation Review, 11(4), 98-115.
6. Morris, T., & Liu, Y. (2019). The role of transparency in preventing unfair practices in life insurance. Journal of Financial Ethics, 8(2), 100-118.
7. Nguyen, P., & Smith, L. (2020). Assessing the effectiveness of insurance regulation: Lessons from recent complaints. Insurance Studies Quarterly, 22(4), 77-94.
8. Smith, J. (2019). Regulatory measures and consumer protection in the life insurance industry. Journal of Financial Regulation, 12(3), 45-67.
9. Williams, A., & Green, M. (2022). Mitigating mis-selling in life insurance: A review of regulatory practices. Journal of Risk and Insurance, 89(2), 234-252.
10. Wilson, R. (2018). Regulatory approaches to consumer protection in the insurance industry: A comparative analysis. European Journal of Risk Regulation, 9(1), 23-45.

Driving Innovation in Global Context
R.Sudha Pricilla, Part-Time Scholars, Jamal Institute of Management, Jamal Mohamed College (Autonomous), (Affiliated to Bharathidasan University), Tiruchirappalli, India.
Pages: 24-40 | First Published: 06 Jan 2025
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Abstract
In today’s rapidly changing global landscape, advanced management practices are essential for driving innovation and fostering growth within organizations. Human resource management (HRM) plays a pivotal role in this context, as it not only supports organizational goals but also drives innovation through talent management, leadership development, and organizational culture. This paper explores the intersection of advanced management strategies and HRM in fostering innovation across international boundaries. It examines how global HR practices, including recruitment, training, and performance management, can be optimized to encourage creativity, adaptability, and collaboration within diverse workforces. Additionally, the role of leadership in shaping an innovative environment and the integration of technology and data analytics in HR decision-making are also explored. The research highlights key challenges and opportunities faced by organizations in managing innovation on a global scale, with a focus on aligning HR strategies with the dynamic needs of the business environment. Ultimately, the paper presents a framework for HR professionals to lead innovation, drive competitive advantage, and ensure
sustainable organizational success in an increasingly globalized economy

References

  • S. Wahyoedi, S. Suherlan, S. Rijal, H. K. Azzaakiyyah, and A. M. A. Ausat, “Implementation of Information Technology in Human Resource Management,” Al-Buhuts, vol. 19, no. 1, pp. 300–318, 2023, doi: https://doi.org/10.30603/ab.v19i1.3407. 

  • Y. J. Purnomo, “Digital Marketing Strategy to Increase Sales Conversion on E-commerce Platforms,” Journal of Contemporary Administration and Management (ADMAN), vol. 1, no. 2, pp. 54–62, Aug. 2023, doi: 10.61100/adman.v1i2.23. 

  • M. A. K. Harahap, K. Kraugusteeliana, S. A. Pramono, O. Z. Jian, and A. M. A. Ausat, “The Role of Information Technology in Improving Urban Governance,” Jurnal Minfo Polgan, vol. 12, no. 2, pp. 371–379, 2023, Accessed: May 06, 2023. [Online]. Available: https://doi.org/10.33395/jmp.v12i2.12405 

  •  S. Rijal and F. Saranani, “The Role of Blockchain Technology in Increasing Economic Transparency and Public Trust,” Technology and Society Perspectives (TACIT), vol. 1, no. 2, pp. 56–67, Oct. 2023, doi: 10.61100/tacit.v1i2.51. 

  •  S. Suherlan and M. O. Okombo, “Technological Innovation in Marketing and its Effect on Consumer Behaviour,” Technology and Society Perspectives (TACIT), vol. 1, no. 2, pp. 94–103, Oct. 2023, doi: 10.61100/tacit.v1i2.57. 

  •  S. Suherlan, “Digital Technology Transformation in Enhancing Public Participation in Democratic Processes,” Technology and Society Perspectives (TACIT), vol. 1, no. 1, pp. 10–17, 2023, Accessed: Sep. 01, 2023. [Online]. Available: https://journal.literasisainsnusantara.com/index.php/tacit/article/view/34 

  •  O. Karneli, “The Role of Adhocratic Leadership in Facing the Changing Business Environment,” Journal of Contemporary Administration and Management (ADMAN), vol. 1, no. 2, pp. 77–83, Aug. 2023, doi: 10.61100/adman.v1i2.26.

  • D. Subagja, A. M. A. Ausat, and Suherlan, “The Role of Social Media Utilization and Innovativeness on SMEs Performance,” Jurnal IPTEK-KOM (Jurnal Ilmu Pengetahuan dan Teknologi Komunikasi), vol. 24, no. 2, pp. 85–102, 2022, doi: https://doi.org/10.17933/iptekkom.24.2.2022.85-102

  • K. Agustian, A. Pohan, A. Zen, W. Wiwin, and A. J. Malik, “Human Resource Management Strategies in Achieving Competitive Advantage in Business Administration,” Journal of Contemporary Administration and Management (ADMAN), vol. 1, no. 2, pp. 108–117, Oct. 2023, doi: 10.61100/adman.v1i2.53. 

  • S. S. Gadzali, A. M. A. Ausat, A. J. Mahardhani, S. Sulton, and S. Sunarto, “Analysis of Human Capital Development Aspects,” in Proceedings of the International Conference on Economic, Management, Business and Accounting, ICEMBA 2022, 17 December 2022, Tanjungpinang, Riau Islands, Indonesia, Tanjungpinang: EAI, 2023, pp. 1–6. doi: 10.4108/eai.17-12-2022.2333189.

Customized Insoles & Footwear Industry in India
Ln. T. P. Thiyagarajen, Managing Director, Nova Footcare & Services, Coimbatore. Icam – 2025 – Jamal Institute of Management
Pages: 41-47 | First Published: 06 Jan 2025
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Abstract
Customised insoles are devices that are designed for specific foot gait1 to accommodate individual foot structure. These are prescribed by Doctors, Physiotherapists, often Podiatrists, Sports medicine physicians and Orthopaedists after conducting a thorough evaluation of feet, ankle and legs. Custom orthotic insoles can relieve physical pain, prevent calluses 2& bunions 3 that improves to enjoy free movement.

References

Significant efforts are still required to create awareness about long-term benefits of orthopaedic foot care products among the public& healthcare professionals. 

  • Government should consider reducing the cost of insoles by 

  • Reducing the import duty

  • Providing tax relaxation

  • Thereby, enhancing the wide use of these medical insoles for various problems related to foot& benefiting the users.

Footnote

  1. Walking pattern.

  2. Thick and Hardened layer of skin.

  3. Prolonged pressure put on feet that compress the big toe and pushes towards the second toe.

  4. Orthotics are devices, one can wear in shoes to reduce symptoms related to many different foot & ankle conditions, recommended by podiatrists.

  5. Micro Cellular Rubber.

  6. Micro Cellular Polymer.

 

 

 

Enhancing Customer Satisfaction in the Education Sector through Personalized Financial Solutions
Dr. B. Menaka, Assistant Professor Department of Business , Administration, Jamal Mohamed College, (Autonomous) Tiruchirappalli
Pages: 48-53 | First Published: 06 Jan 2025
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Abstract
     The education sector faces significant financial challenges, ranging from tuition management to equitable access to quality learning. Fintech innovation offers a transformative approach to addressing these issues, ensuring customer satisfaction for key stakeholders: Students, Parents and educational institutions. This paper explores how Fintech platforms' personalized financial solutions can revolutionize the education sector, enhancing accessibility, convenience and transparency. For students, Fintech enables instant access to microloans, scholarships and grants through AI-driven loan approval systems, helping to bridge financial gaps and ensure uninterrupted learning. Additionally, mobile applications designed for budget tracking and tuition payment provide a seamless experience, equipping students with essential financial literacy skills.
Parents benefit from flexible payment options such as instalment plans, automated remainders, and secure digital wallets, which reduce financial stress and simplify tuition management. Moreover, user-friendly platforms enhance their engagement and satisfaction by providing real-time updates on financial transactions and balances. Educational institutions can leverage Fintech to stream their operations, using blockchains for secure financial aid distribution and AI-powered tools for assessing students’ financial needs and scholarship eligibility. These solutions not only enhance operational efficiency but also foster trust and transparency in financial processes.
The integration of cutting-edge technologies, including AI, Blockchain and chatbots ensures that Fintech platforms offer personalized secure and reliable services. By focusing on customer-centric solutions, Fintech can address pain points unique to the education sector, transforming financial management into a simplified and empowering experience for all stakeholders. This paper concludes that fintech’s role in education extends beyond financial transactions creating a sustainable ecosystem where students, parents and institutions thrive, ultimately contributing to a more equitable and accessible education landscape.
Keywords: Fintech role in the Education sector, Financial Solutions, Blockchain and Chatbots.

References

  • Bhandari,M.(2023)1 “ Factors Affecting Customer Satisfaction at the Fintech firm F1 soft by using PCA and XAI”. FinTech, 2(1), 70-84. doi: 10.3390/fintech2010006.

  • Md.K.Uddin &S.Nasrin (2023)2 “The mediating effect of customer satisfaction on Fintech literacy and sustainable intention of using mobile financial services”. Open Journal of Business and Management, 11(5), 2489-2500. doi: 10.4236/ojbm.2023.115138.

  • Sethi,C. (2022)3 “ Customer Behavior towards Fintech in Banking” Journal of the Oriental Institute, 72, 63-68. ResearchGate link.

Digital Citizenship: Empowering Digital Citizens
Dr. S. Abdul Salam, Associate Professor, Department of Public Administration, Presidency College, Chennai -600 005.
Pages: 54-60 | First Published: 06 Jan 2025
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Abstract 

In the information age, technological advancements have significantly transformed individual lifestyles and opportunities. Notably, the internet has rapidly permeated daily life, impacting areas such as education, communication, health, politics, industry, and media. People now share emotions and ideas online, exchange information, and stay informed about global events in real time. With the recent influx of digital tools into everyday life, both in educational settings and at home, their use has become essential. This extensive daily use underscores the importance of preparing individuals to communicate and collaborate online safely and responsibly, leading to the concept of digital citizenship. This study introduces the concept of digital citizenship, examines its educational methods, and offers recommendations for integrating digital citizenship education. Keywords: Digital Citizens, Digital Citizenship, Elements of Digital Citizenship

References

  • Buchholz, B. A., DeHart, J., & Moorman, G. (2020). Digital citizenship during a global pandemic: Moving beyond digital literacy. Journal of Adolescent & Adult Literacy, 64(1), 11–17. doi: 10.1002/jaal.1076  Fingal, D. (2020). Infographic: Citizenship in the digital age. Retrieved from https://www.iste.org/explore/infographic-im-digital-citizen.

  • Impero Software & Digital Citizenship Institute (2016). Digital citizenship: a holistic primer. Digital Citizenship Summit 2016 in San Francisco. Retrieved from https://www.imperosoftware.com/us/wp-content/uploads/sites/16/2017/03/Digital-Citizenship-A-Holistic-Primer-v1.9.2.pdf 

  • International Society for Technology in Education [ISTE] (2016). Digital citizenship defined: Teach the 9 elements to enhance students’ safety, creativity and empathy. Retrieved from https://cdn2.hubspot.net/hubfs/1818747/Images/Marketing%20Campaigns/Digital%20Citizenship/Digital_Citizenship_Downloadable_10-2016_v11_web.pdf 

  • Mossberger, K., Tolbert, C.J. & McNeal, R.S. (2011). Digital Citizenship: The Internet, Society, and Participation. The MIT Press, Cambridge, Massachusetts, London, England.  Ribble, M. (2008). Passport to digital citizenship: Journey toward appropriate technology use at school and at home. Retrieved from http://www.iste.org/learn/publications/learning-leading/issues/december-january2008-2009/passport-to-digital-citizenship 05.04.2013 

  • Ribble, M.& Bailey, G. (2004a). Digital Citizenship: Focus Questions for Implementation. Learning & Leading with Technology. 32(2), 12-15. 

  • Ribble, M., & Bailey, G. (2004b). Monitoring technology misuse & abuse. Technology Horizons in Education, 32(1), 22-25. 

  •  Ribble, M., & Bailey, G. (2005). Teaching Digital Citizenship: When will it become a Priority for 21st Century Schools?. Retrieved from http://www.digitalcitizenship.net/uploads/TeachingDC10.pdf 05.04.2013.

  •   Ribble, M., Bailey, G. & Ross, T.W. (2004). Addressing Appropriate Technology Behavior. Learning & Leading with Technology. 32(1), 6-12.

A Study on consumer’s inclination Towards E-Commerce and Brick and Mortar with reference to Bengaluru City
Dr.U. Syed Aktharsha Associate Professor, Jamal Institute of Management, JamalMohamed College (Autonomous), Affiliated to Bharathidasan University, Tiruchirappalli,Tamil Nadu, India
Pages: 61-75 | First Published: 06 Jan 2025
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Abstract 

The Indian Retail market has undergone a revolutionary change and has witnessed an amazing metamorphosis in the past 10 years; the transformation proved that the luxuries of yesterday are becoming increasingly necessities of the present regime, India ranks among the best countries to invest in retail space. Some of the factors that make India so striking include having the second largest population in the world, a middle class of 600 mn people, increasing urbanization, rising household incomes, connected rural consumers, altitudinal shift and increasing consumer spending, Retail is India's largest industry, currently accounting for over 10% of the country's GDP and 8% of total employment, Recent Indian policy changes allow 100% FDI under the spontaneous route for single-brand retail trading. The online business has changed the form of retailing done in India. India's Internet users are expected to reach US 125 billion dollars in April 2017, double it will be by 2020 US 250 billion dollars; Online business is majorly supporting, and the revenue for the online business is expected to be dual from US 39 billion dollars to US 120 billion dollars by 2020 by showing the highest growth in the world at 51% and the way online business has replaced the shop manner of consumers, which aims to study how and what influence consumer to choose the offline and E-Commerce mode.

References

  • Anderson, C. (2016). Understanding consumer behavior: From theory to practice. Wiley.

  • Gupta, P., & Jain, R. (2018). E-commerce in India: Growth trends and challenges. Journal of Business Research, 21(3), 112-121. https://doi.org/10.1016/j.jbusres.2018.02.005

  • Jones, M., & Smith, A. (2017). The role of physical stores in e-commerce: Customer perceptions and behavior. International Journal of Retail & Distribution Management, 45(8), 872-889. https://doi.org/10.1108/IJRDM-12-2016-0227

  • Sharma, S., & Mehta, R. (2020). Online vs offline shopping: A comparative study. Journal of Retailing and Consumer Services, 50, 61-69. https://doi.org/10.1016/j.jretconser.2019.04.007

  • Thompson, A., & Allen, M. (2019). Impact of customer service on retail satisfaction. Journal of Marketing, 34(4), 215-229. https://doi.org/10.1086/jmktg.2019.0263

  • Chaffey, D. (2020). Digital marketing: Strategy, implementation, and practice (7th ed.). Pearson Education Limited.

  • Cox, J. (2017). Factors influencing online and offline shopping behavior: A comparative analysis. Journal of Consumer Behavior, 14(5), 215-226. https://doi.org/10.1002/cb.1609

  • Kaur, P., & Sharma, P. (2021). Consumer decision-making process in the context of e-commerce and physical stores. International Journal of Business and Management Studies, 9(4), 58-69. https://doi.org/10.1016/j.ijbm.2021.06.004

  • Liu, Y., & Wang, S. (2019). Understanding the motivations behind online shopping: A study of Chinese consumers. Asia Pacific Journal of Marketing and Logistics, 31(1), 182-200. https://doi.org/10.1108/APJML-06-2018-0271

  • Solomon, M. R., & Stuart, E. M. (2018). Consumer behavior: Buying, having, and being (12th ed.). Pearson Education.

  • Wang, C., & Zhang, X. (2020). Influence of customer experience on customer loyalty in brick-and-mortar retail stores. Journal of Retailing and Consumer Services, 53, 101939. https://doi.org/10.1016/j.jretconser.2019.101939

 

 

 

The Impact of E-Banking Service Quality Dimensions and Demographic Moderators on e-Customer Satisfaction and e-Loyalty: Insights for a Personalized Future
Dr.U.Syed Aktharsha, Associate Professor, Jamal Institute of management, Jamal Mohamed College, (Affiliated to Bharathidasan University), Tiruchirappalli – 620 020
Pages: 76-87 | First Published: 06 Jan 2025
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Abstract
This research investigates how various e-banking service quality dimensions are reliability, responsiveness, accessibility, ease of use, and security along with demographic factors influence customer satisfaction and loyalty. It underscores the critical role of service quality in shaping customer experiences, with reliability and security emerging as pivotal elements. Demographic variables such as age, gender, marital status, occupation, and income are identified as moderators in these relationships. Employing structural equation modelling (SEM), the study analyses the direct effect of service quality on satisfaction and how satisfaction mediates customer loyalty. The results demonstrate that satisfied customers are more inclined to remain loyal to e-banking platforms. These findings offer valuable insights for financial institutions to enhance their e-banking services and tailorofferings to meet diverse customer needs. Strengthening security and simplifying usability are highlighted as significant drivers of satisfaction. Customizing marketing efforts based on demographic segments can further boost loyalty. Overall, the research provides strategic guidance for optimizing customer experiences and fostering long-term trust in e-banking services.
Keywords: e-banking services, customer loyalty, customer satisfaction, customer experiences, marketing efforts.

References

  • Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40.
  •  Alalwan, A. A., Rana, N. P., Dwivedi, Y. K., &Algharabat, R. (2017). Social media in marketing: A review and analysis of the existing literature. Telematics and Informatics, 34(7), 1177-1190.
  •  Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319-340.
  •  Zeithaml, V. A., Berry, L. L., &Parasuraman, A. (2002). Service quality delivery through websites: A critical review of extant knowledge. Journal of the Academy of Marketing Science, 30(4), 362-375.
  •  Chen, S. C., & Cheng, C. H. (2012). Customer satisfaction and loyalty in e-service: An empirical study. Journal of Electronic Commerce Research, 13(2), 97-110.
  • Herington, C., &Weaven, S. (2009). E-retailing by banks: E-service quality and its importance to customer satisfaction. European Journal of Marketing, 43(9/10), 1220-1231.
  • Koksal, M. H. (2016). The intentions of Lebanese consumers to adopt mobile banking. International Journal of Bank Marketing, 34(3), 327-346.
  • Amin, M. (2016). Internet banking service quality and its implication on e-customer satisfaction and e-customer loyalty. International Journal of Bank Marketing, 34(3), 280-306.
  • Liao, Z., & Cheung, M. T. (2008). Measuring customer satisfaction in internet banking: A core framework. Journal of Services Marketing, 22(7), 458-471
  •  Riquelme, H. E., & Rios, R. E. (2010). The moderating effect of gender in the adoption of mobile banking. International Journal of Bank Marketing, 28(5), 328-341.
  • Oliver, R. L. (1999). Whence consumer loyalty? Journal of Marketing, 63(Special Issue), 33-44.
  •  Gefen, D. (2002). Customer loyalty in e-commerce. Journal of the Association for Information Systems, 3(1), 27-51.
  • Reichheld, F. F., &Schefter, P. (2000). E-loyalty: Your secret weapon on the web. Harvard Business Review, 78(4), 105-113.
Implementation of Green Supply Chain Management Practices
Dr.N.A.Nazrine, Assistant Professor of Business Administration, Jamal Mohamed College(Autonomous), (Affiliated to Bharathidasan University), Tiruchirappalli -20 Tamilnadu.
Pages: 88-107 | First Published: 06 Jan 2025
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Abstract
There's tending need for integrating environmentally good options into supply chain management exploration and practices. The green supply chain management it's also called as sustainable supply chain management(SSCM) is a kind of ultramodern operation mode which could exhaustively consider the environmental influence and resource application effectiveness in the whole supply chain and how to apply the green supply chain management in artificial operations. the part of the green factors are involved in diligence force chain conditioning from the procurement of the raw material to the transportation of the final products. Green Supply Chain Management (GSCM) practices have emerged as a critical strategy for businesses aiming to improve their environmental performance while maintaining profitability. This research explores the implementation of GSCM practices across industries, focusing on strategies such as sustainable sourcing, eco-design, green logistics, and waste reduction. The study highlights the importance of integrating environmental considerations into the supply chain process, emphasizing collaboration between suppliers, manufacturers, and customers. By analysing various case studies and industry examples, this paper identifies key drivers, barriers, and challenges in adopting GSCM, including regulatory pressures, cost considerations, and technological advancements. The research also examines the role of government policies and consumer demand in shaping the adoption of green practices. The findings suggest that successfull implementation of GSCM not only contributes to environmental sustainability but also offers
economic benefits such as cost savings, brand differentiation, and enhanced corporate reputation. Ultimately, the study provides recommendations for businesses seeking to adopt or enhance their green supply chain practices,
underlining the necessity for a strategic, integrated approach to achieve long-term sustainability goals. Index Terms: Green Supply Chain Management (GSCM), Supply Chain Management (SCM), Green Factors, Raw Material , Sustainable Supply Chain,Green Logistics, Green Innovation, Regulatory Compliance, Resource Efficiency.

References

  • Nimawat, D., &Namdev, V. (2012). An overview of green supply chain management in India. Research Journal of Recent Sciences, 1(6), 77-82. 

  • Ghosh, M. (2010). Green marketing – A changing concept in changing time. BVIMR Management Edge, 4(1), 82-92. 

  • M.K.Chien (2014), “Influences of green supply chain management practices on organizational sustainable performance,” International Journal of Environmental Monitoring and Protection, Vol.1, No.1, pp.12-23. 

  • Dashore, K., &Sohani, N. (2013). Green supply chain management - Barriers & drivers: a review. International Journal of Engineering Research & Technology, 2, 2021-2030. pp.28-33. 

  • Singh, S., & Bhardwaj, A.(2013).Current Status of Green Supply Chain Practices and Initiatives in the Indian SMEs: An Exploratory Study, International Journal of Engineering, Business and Enterprise Applications, Vol. 3, pp. 57-61. 

  • Patrick Penfield- Sustainability can be competitive advantage- Whitman School of Management, http://www.mhia.org/news/Industry/7056/the green supply chain- Aug 7, 2007. 

  • R.I. Van Hock, ―From reversed logistics to green supply chains, Logistics Solutions, vol.2, 2000, 

  • M.A. Salam, ―Green procurement adoption in manufacturing supply chain, Proceedings of the 9th Asia Pacific Industrial Engineering & Management Systems Conference(APIEMS2008), 3-5 December 2008,Indonesia, pp.1253-1260. 

  • NorhanaMuslan, Abu Bakar Abd Hamid, Helen Tan and HalimahIdris , "Practices of Green Supply Chain management towards Manufacturing Sustainability", Johor ,Malasia,2013 

  • Ninlawan C, Seksan P, Tossapol K and Pilada W, “The Implementation of Green Supply Chain Management Practices in Electronics Industry,’’ (2010)

  •  Zhu, Q. & Sarkis, J., (2004) ―Relationships between operational practices and performance among early adopters of green supply chain management practices in Chinese manufacturing enterprises‖, Journal of Operations Management, 22, pp 265-289.

  •  Beamon, B. M., (1999) ―Designing the green supply chain‖, Logistics Information Management, Vol. 12, No. 4, pp 332-342.

  •  Zhu, Q., Geng, Y., Fujita, T., & Hashimoto, S., (2010) ―Green Supply Chain Management in Leading Manufacturers: Case Studies in Japanese Large Companies‖, Management Research Review, Vol. 33, No. 4, pp 380-392.

  •  Fortes, J., (2009) ―Green Supply Chain Management: A Literature Review‖, Otago Management Graduate Review, 7, pp 51-62.

  •  Srivastava, S.K., (2007) ―Green supply-chain management: a state-of-the-art literature review‖, International Journal of Management Reviews, Vol. 9, No. 1, pp 53–80.

 

 

 

 

 

 

 

A Study on Hybrid Aircraft Battery Pack Charging Techniques Using the Airport Charging Station Concept
Dr. B. Deepa, Assistant Professor & MID, Department of Business Administration, Jamal Mohamed College (Autonomous), Trichy - 20
Pages: 108-114 | First Published: 06 Jan 2025
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Abstract

        In the aviation sector, manufacturers are now researching hybrid electric aircraft with the goal of lowering the cost index and environmental effect. Wide-body aircraft, on the other hand, are prepared for takeoff once their check-list requirements are met. An aircraft is ready for landing when it has reached its maximum operational altitudes after a period of flight. Keeping the battery at its maximum level is therefore a significant task between these two stages. During takeoff and landing, the aircraft's thrust and reverse thrust require high battery levels. Exporting oil is a little difficult for some countries, but not all of them, especially those who run tiny airlines.

Keywords ― Impact on the Economy, Cost Index, Battery Charging Techniques, Airport charging station, electric motor

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References

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Industry 5.0: A Human Resource Perspective on Reskilling and Upskilling for the Industry
Kanagaraj Venusamy, Research Scholar, P.G. and Research Department of Management Studies, Jamal Institute of Management, Jamal Mohamed College, Affiliated to Bharathidasan University, Trichy,
Pages: 115-118 | First Published: 06 Jan 2025
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Abstract

     Industry 5.0, often known as the Fifth Industrial Revolution, is changing the workplace around the world. Driven by cutting-edge technologies like big data, robotics, the Internet of Things, and artificial intelligence (AI), this era requires a workforce that is extremely talented, flexible, and nimble. Under these circumstances, reskilling and upskilling have become essential tactics for businesses to maintain their competitiveness while enabling their staff to flourish in a changing workplace.Industry 5.0 marks a transformative phase in industrial development, emphasizing the collaboration between humans and advanced technologies. As industries transition into this era, the role of human resources (HR) in facilitating reskilling and upskilling becomes critical. This review article explores the concepts of Industry 5.0, the changing nature of work, and the strategies HR can adopt to prepare the workforce for this transition.

Keywords: Human Resource Management, Fourth Industrial Revolution (4IR), Upskilling, Reskilling, Deskilling

References

  1. European Commission. (2021). Industry 5.0: Towards a sustainable, human-centric, and resilient European industry.

  2. Deloitte Insights. (2022). The future of work: Preparing for Industry 5.0.

  3. PwC. (2023). Upskilling for Industry 5.0: A strategic perspective.

  4. World Economic Forum. (2023). The reskilling revolution: Preparing for the future of work.

  5. Esan, O. Systematic Review of Human Resource Management Demand in the Fourth Industrial Revolution Era: Implication of Upskilling, Reskilling and Deskilling. Lead City Journal of the Social Sciences, 88.

  6. Leon, R. D. (2023). Employees’ reskilling and upskilling for industry 5.0: Selecting the best professional development programmes. Technology in Society, 75, 102393

  7. Achoki, P. M. A. (2023). Upskilling and Reskilling for a VUCA World: Organizational Sense-Response Framework. GiLE Journal of Skills Development, 3(2), 34-52.

  8. Gorski, A. T., Gligorea, I., Gorski, H., & Oancea, R. (2023). Navigating the Disruptive Challenges and Opportunities of Digital Transformation in the Labour Market: Upskilling and Reskilling for the Fourth Industrial Revolution. In International conference Knowledge-Based Organization (Vol. 29, No. 3, pp. 23-29

Role of Artificial Intelligence Towards Green HRM
M.Jayashree, Assistant Professor ,CTTE College for Women Chennai-11 Part Time Research Scholar, Jamal Institute of Management, Jamal Mohamed College (Autonomous) Tiruchirappalli – 20, Tamilnadu, India.
Pages: 120-127 | First Published: 06 Jan 2025
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Abstract
G20 theme of India exemplifies the goal of LIFE , which is Lifestyle for Environment highlighting the importance of environment sustainability and responsible Life style choice sat the Individual and at the National Level towards creating a greener country, thus it becomes important for the Organizations to operate and align in accordance with the G20 theme of India running a sustainable business contributing towards allstakeholders – Customers, Employees, People, Government and society for an Inclusive growth. Human Resource Management being the Nervous system of any organization has undergone tremendous changes post COVID-19 enabling the Organisational ecosystem to align towards sustainability, digitalization and people centric analytics to create a culture of innovation that propels the organisation towards achieving its goal. The COVID’19 Pandemic has already enforced businesses operating domestically or globally to accelerate changes at every function of management irrespective of different sectors of business laying a strong basefor Digital & Sustainable development. Organisations were forced to move in to the digital space, changing their configuration pertaining to organizational systems and processes. In the light of the above this paper aims to discuss the Integration of technology in to Green HRM(GHRM) practices with specific focus towards usage of Artificial Intelligence as a pathway to sustain ability aligning towards India’s theme for G20 summit 2023.
Keywords: Artificial Intelligence, Human Resource Management, Green HRM

References
● Li, W., Abdalla, A.A., Mohammad, T., Khassawneh, O., & Parveen, M. (2023). Towards Examining the Link Between Green HRM Practices and Employee Greenin-Role Behavior: Spiritual Leadership as a Moderator. Psychology Research and Behavior Management, 16, 383 - 396.4
● Shahzad, M.A., Du, J., & Junaid, M. (2023). Impact of green HRM practices on sustainable performance: mediating role of green innovation, green culture, and green employees ’behavior. Environmental Science and Pollution Research,30,88524-88547.
● Saini, H.K., Bhardwaj, K., & Gupta, S. (2023). Technological Advances in Green Human Resource Management using Machine Learning.2023 International Conference on Advances in Computation, Communication and Information Technology (ICAICCIT), 224-229.
● Yassin Alzyoud, A.A. (2022). Artificial Intelligence for Sustaining Green Human Resource Management: A Literature Review.2022 ASU International Conference in Emerging Technologies for Sustainability and Intelligent Systems(ICETSIS),321-326. Mrittika Shil, Rajib Chandra Barman, Nurul Mohammed Zyed, Shahiduzzaman Khan Shahi, and Arafat Hosa in Neloy (2020), Global Transition of Hr Practices in Covid-19 Pandemic Situation: A Systematic Review Through 5p's Model of HRM-Management and Human Resource Research Journal.