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Role of Banks in Driving Entrepreneurial Growth
Dr.N.Fathima Thabassum, Head & Assistant Professor, PG & Research Department of Commerce, Mazharul Uloom college, Ambur.
Pages: 1-8 | First Published: 05 Feb 2025
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Abstract

Entrepreneurship has emerged as one of the most intriguing and significant topics, especially among students and young individuals. Its importance is amplified in the current economic climate, where fostering innovation and creating opportunities are vital for sustainable growth. Entrepreneurship introduces a vital component of dynamism into the economic system, driving progress and innovation. Given the current state of the economy, the subjects' significance is greatly increased. Due to the lack of qualified venture capitalists, the problem of obtaining funding for small enterprises and entrepreneurs has been debated and is still unsolved in many nations. Microfinance banks are established in poor and emerging economies for this purpose; nonetheless, it is maintained that owners and entrepreneurs confront numerous challenges, such as documentation and collateral. Even banks have issues while making and receiving loans. These issues highlight the intricate dynamics between financial institutions and entrepreneurs.

References  

1)file:///C:/Users/user/Downloads/LOAN%20GRANTING%20AND https://www.grossarchive.com/upload/1427720925.htm 

2)https://www.google.co.in/search?q=Problems+faced+by+Banks+in+ vering+loans%3A&oq=Problems+faced+by+Banks+in+granting+and +recovering+loans %3A&aqs=chrome..69i57.1273j0j8&sourceid=chrome&ie=UTF8#q=p roblems+facing+financial+institutions&*/ 

3) file:///C:/Users/user/Desktop/LOAN%20GRANTING%20AND% 

4)https://www.quora.com/What-are-roles-of-a-bank-inentrepreneurship5) file:///C:/Users/user/Desktop/EMPIRICAL%20STUDY%20OF%2 BANKS%20ENTREPRENEURSHIP%20PROMOTION.pdf.

A Study on the Growth of the Primary Health Care Centers Concept in India4t
M. Santhosh kumar M.A., MPhil, Ph.D Research Scholar, PG.Research Department of Economics, Kalaignar Karunanidhi Government Arts College, (Affiliated to Tiruvalluvar University), Tiruvannamalai -606 603, Tamil Nadu.
Pages: 9-17 | First Published: 05 Feb 2025
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Abstract 

Primary healthcare is the cornerstone for preserving, repairing, and promoting health and is an essential part of the delivery of health services. The Bhore Committee created the idea of primary healthcare in India in 1946. Primary healthcare services, infrastructure, and associated healthcare indicators have all seen notable advancements during the last 60 years. However, there are still a number of obstacles in the way of attaining universal health coverage. This assessment highlights present and upcoming issues as it looks at the development of India's primary healthcare system. A thorough literature analysis of both indexed and non-indexed journals, significant organizations' websites, and national initiatives pertaining to primary healthcare in India were all part of the study. The main conclusions and suggestions for resolving the issues raised and enhancing the primary healthcare system are examined. Key words: Primary healthcare, evolution, challenges, India, Bhore Committee, Alma-Ata Declaration, National Health Policy

References  

1. Agarwal, M., Idris, M.Z., and Mohan, U. (2001). Quality of reproductive health care at primary care level. Indian Journal of Community Medicine, 26 (3), 119- 126. 

2. Anand,S. And Baarnighausen,T. (2012). Health workers at the core of the health system: Framework and research issues. Health Policy, 105, 185–191. 

3. Anitha,C.V. and Thimmaiah,N. (2013). Satisfaction from Primary Health Care Services: A comparative study of two taluks in Mysore District. Indian journal of research, 2 (12), 445-450. 

4. Bayapa,R., Ravi,N., and Sai,R.(2012). Study on the Availability of Physical Infrastructure and Manpower Facilities in Sub-centres of Chittoor District of Andhra Pradesh. Indian Journal of Public Health, 56 (4), 290-292.

5. Bhore, J. (1946). Report of the Health Survey and Development Committee. Government of India 

6. Bisail,S., K, Bose., and A, Ghosh. (2008). Nutritional Status of Lodha Children in a Village of Paschim Medinipur District West Bengal. Indian Journal of Public Health, 52 (4). 

7. Carter R, Riverin B, Leversque JF, Gariepy G, Vallee AQ. The impact of primary care reform on health system performance in Canada: a systematic review. BMC Health Serv Res. 2016; 16:324. doi: 10.1186/s12913-016-1571-7. 

8. Dreeze, Jean and Amartya Sen (1996) India: Economic Development and Social Opportunity, Oxford University Press. New Delhi. 

9. Donnay F. Maternal survival in developing countries: what has been done, what can be achieved in the next decade. Int J Gynaecol Obstet. 2000; 70:89–97. doi: 10.1016/S0020-7292(00)00236-8. 

10. Gangadharan,K.(Ed.). (2011). Health and Development: The Millennium Perspective. Jaipur. Rawat Publications

Assessing Consumer Awareness of Corporate Social Responsibility Activities: A Binary Logistic Regression Analysis
Dr. I. Narsis Associate Professor, Department of Commerce, Government Arts College (Affiliated to Bharathidasan Univerisy), Tiruchy – 620022, Tamilnadu, INDIA.
Pages: 18-30 | First Published: 05 Feb 2025
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Abstract

Aim of the Study:This study aims to examine the factors influencing consumer awareness of Corporate Social Responsibility (CSR) activities, focusing on demographic and behavioral variables such as age, gender, education, income, social media engagement, purchase frequency, and perceived importance of CSR. Understanding these factors is essential for businesses seeking to optimize CSR communication and enhance customer engagement with their CSR efforts.Methodology: Data were collected using a structured questionnaire distributed to a sample of the general population. A total of 150 questionnaires were issued, with 144 completed and valid responses retained for analysis after six were excluded due to incomplete information. The sample was drawn using a
simple random sampling method to ensure representativeness across various demographic categories. Data Analysis: Binary logistic regression was applied to assess the impact of the selected demographic and behavioral factors on CSR awareness. This statistical approach allows for examining the likelihood of CSR awareness as a function of multiple predictor variables, each representing distinct consumer characteristics: Findings: The analysis revealed that none of the demographic or behavioral variables significantly predicted CSR awareness, with all
predictors showing non-significant p-values. These findings imply that traditional demographic and behavioral factors may not be sufficient for effectively targeting CSR communication, suggesting the need for alternative approaches and a more personalized CSR engagement strategy.
Keywords: Consumer Awareness, Corporate Social Responsibility (CSR), Binary Logistic Regression, Demographic Factors, , CSR Communication, Consumer Engagement. JEL Classification:M14 - Corporate Culture; Social Responsibility, D12 - Consumer Economics: Empirical Analysis; M31 – Marketing; C35 - Discrete
Regression and Qualitative Choice Models; ( binary logistic regression)

References

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  •  Vats, R., & Mittal, S. (2021). Insight of corporate social responsibility aftermath COVID-19 pandemic in India. Journal of Commerce & Trade, 16(2), 58–62. https://doi.org/10.26703/JCT.v16i2-11.
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Emotional Intelligence and its Impact on Job Satisfaction: an Empirical Study on Bank Employees in Salem District
P. Sahana, Second Year, Department of Management Studies , Sona College of Technology -636005.
Pages: 31-41 | First Published: 05 Feb 2025
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Abstract
The present study aims to test the influence of emotional intelligence on employees’ job satisfaction. Since both variables are multidimensional constructs, it is needed to compare the dimensions of emotional intelligence and dimensions of job satisfaction. . Exploratory Factor analysis was used to develop the dimensions involved in emotional intelligence and job satisfaction. Structural equation modeling was adopted to find out the relationship between and dimensions of emotional intelligence and job satisfaction, test the hypothesis. The study revealed that emotional intelligence has a significant positive impact on job satisfaction. It shows that employee with high emotional intelligence is more likely to have high job satisfaction.
Keywords: Emotional Intelligence, Job satisfaction and Bank Employees

References

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12. Chopra V. K, “Investor Protection: An Indian Perspective”, SEBI Bulletin, Vol.4, No.11, Nov 2010, pp: 11-15. 8 Ibid. Pp.24-26
13. R.Mayakkannan (2018) Impact of Buying Behaviour of Consumers towards Instant Food Products in Chennai District; International Journal of Pure and Applied Mathematics Volume 119 No. 12 2018, 16279-16286; ISSN: 1314-3395 (on-line version)url:http:
14. Yoganandan, G. (2015). Carrying out and understanding MBA Students’ summer project - A practical guide. The International Journal of Business & Management, 3(1), 73-76.
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Reimagining Careers: Society's Perspective on Nontraditional Career Paths
Ann Rose Joji,Alyssa PhillipaD’Cruz, Prof. S. Manjunath, Mr. T. Somasundaram
Pages: 42-62 | First Published: 05 Feb 2025
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Abstract

 This research examines evolving perceptions of non-traditional career paths among recent graduates and working professionals, with a focus on freelancing, dropshipping, and social media influencing. As traditional careers emphasizing job stability and hierarchical growth become less appealing, flexible and passion-driven opportunities within the digital economy are gaining prominence. A mixed-methods approach, incorporating survey data from 150 respondents and in-depth interviews, explores generational differences between individuals aged 20-30 and 31 and above. Findings reveal that 68% of participants favor non-traditional careers, driven by motivations such as work-life balance (70%), autonomy (65%), and creative freedom (60%). However, challenges persist, with income volatility (55%) and the absence of formal benefits (50%) cited as major concerns. The study highlights significant generational contrasts: younger respondents prioritize autonomy and creative freedom, while older participants weigh financial stability more heavily. Statistical analysis shows a strong correlation between autonomy-seeking behaviors and non-traditional career choices, particularly in creative fields where freelancing and influencing dominate. Conversely, business and technology graduates favor entrepreneurial models like dropshipping. Income unpredictability remains a key predictor of career dissatisfaction, underscoring the need for policy frameworks that address financial security and benefits for nontraditional workers. This research concludes that while non-traditional careers offer flexibility and personal fulfillment, long-term viability depends on sustainable support systems, including education, access to financial protections, and societal recognition. Insights from this study contribute to a broader understanding of the evolving labor market and inform strategies to better support modern career trajectories. 

Keywords: Non-traditional careers, Autonomy in careers, Career perceptions, flexibility and fulfillment in careers. I. I

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3. Borisova, U. S., and Vasilieva, A. I. (2020). Students’ life values in the elite school “republicanlyceum-boarding school”. Society: Sociology, Psychology, Pedagogy, 4(72), 20-23. 

4. Keller, B. K., and Whiston, S. C. (2008). The role of parental influences on young adolescents’ career development. Journal of Career Assessment, 16(2), 198–217.

5. Kirdök, O., and Harman, E. (2018). High school students' career decision-making difficulties according to locus of control. Universal Journal of Educational Research, 6(2), 242-248. 

6. Quiño, J. B. (2022). Factors influencing the career preference of senior high school students during pandemic. International Journal of Arts and Social Science, 5(3), 72- 77. 

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Human resource management and innovation : A focus on learning and employee development
Ms Priya Pradhan, Ms Prabha J V, Dr.Satish Kumar B
Pages: 62-77 | First Published: 05 Feb 2025
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Abstract

          The environment that global businesses work in different levels of innovation and technology in so many industries. Central to this revolution is Human Resource (HR) technology, which is set to redefine how work is done, organizations structured and how talent is managed. HR technology, with AI, machine learning, big data, and cloud as key enabling technologies does not only augment the efficiency of the HR as a functional unit of the organization but also provides an opportunity for segmentation, customization accuracy and access to a diversified talent pool .These technologies are rewriting the People Management Functions processes in terms of hiring, learning and development, talent management as well as in performance and reward management, and in the process, they’re positively transforming workforce effectiveness, workforce motivation, and workforce commitment to organizational goals and objectives.

        HR digital transformation is changing the assumptions of traditional practices of dealing with human capital to focus more on change-driven rather than transactions-based. For example, automated recruitment technologies are making the hiring process more efficient by reducing biases, improving the methods of matching candidates with jobs, as well as improving decision-making on the part of the hiring companies. In addition, the same LMS and AI platforms are helping the employees in providing learning journeys that improve skills and prop up performance. Scientific methods of forecasting are serving the HR leaders with insight about organizational needs for workforce, skills shortage, and development of a flexible-capable culture.

 This paper will analyse how the element of human resource technology in determining the future of the business around the world while focusing on innovations in learning & development, engagement and culture. This will give perspective on both the benefits and risks of adopting HR tech covering real life case studies and different industry areas across various fields and professions. The present study seeks to contribute to an understanding of how HR practitioners and organizational executives can make sense of the emerging use of HR technology for positive organisational development and for designing a stronger, more progressive future for organisations in a post COVID-19 world.

Keywords: HR Tech and Innovation, AI,  Learning Effectiveness, Employee Engagement,  Digital HRM.

 

References

  1. Wahdaniah, N., Sucianti, R., Ambalele, E., & Tellu, A. H. (2023). Human Resource Management Transformation in the Digital Age: Recent trends and implications. International Journal of Applied Research and Sustainable Sciences, 1(3), 239–258. https://doi.org/10.59890/ijarss.v1i3.902 
  2. Kraus, S., Ferraris, A., & Bertello, A. (2023). The future of work: How innovation and digitalization re-shape the workplace. Journal of Innovation & Knowledge, 8(4), 100438. https://doi.org/10.1016/j.jik.2023.100438 
  3. Del Mar Ramos-González, M., Rubio-Andrés, M., & Sastre-Castillo, M. Á. (2021). Effects of socially responsible human resource management (SR-HRM) on innovation and reputation in entrepreneurial SMEs. International Entrepreneurship and Management Journal, 18(3), 1205–1233.  https://doi.org/10.1007/s11365-020-00720-8
  4. Jebali, D., & Meschitti, V. (2020). HRM as a catalyst for innovation in start‐ups. Employee Relations, 43(2), 555–570.    https://doi.org/10.1108/er-03-2020-0140
  5. Niazi, U. I., Nisar, Q. A., Nasir, N., Naz, S., Haider, S., & Khan, W. (2023). Green HRM, green innovation and environmental performance: the role of green transformational leadership and green corporate social responsibility. Environmental Science and Pollution Research, 30(15), 45353–45368. https://doi.org/10.1007/s11356-023-25442-6
  6. Lin, C., & Sanders, K. (2017). HRM and innovation: a multi‐level organisational learning perspective. Human Resource Management Journal, 27(2), 300–317. https://doi.org/10.1111/1748-8583.1212
  7. Haq, M. Z. U., Gu, M., & Huo, B. (2020). Enhancing supply chain learning and innovation performance through human resource management. Journal of Business and Industrial Marketing, 36(3), 552–568.   https://doi.org/10.1108/jbim-12-2019-0534
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