Mayas Publications logo
Buy Books Buy journals

Journal Issues

Back To Archive
Employment Generation through Micro finance and Self-Help Groups in Kancheepuram District
S. Aiswarya Assistant Professor, P. Thilaga Assistant Professor, B. Santhosh Assistant Professor, Department of Business Administration Sri Sankara Arts and Science College Enathur, Kancheepuram
Pages: 1-12 | First Published: 05 Jul 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

The formation of groups among individuals who share common interests or objectives is a natural social phenomenon. Throughout history, people have joined together to overcome challenges collectively, often achieving greater success through cooperation than through individual efforts. Self-Help Groups (SHGs) are one such community-based initiative designed to empower women by enabling them to address their social and economic challenges collectively. These groups provide a supportive platform for women to enhance their confidence, improve their livelihoods, and participate actively in community development. Over the past three decades, the Self-Help Group movement has expanded significantly across India, emerging as an effective strategy for poverty alleviation and women's empowerment. The movement is founded on the belief that economically disadvantaged individuals possess the inherent potential to improve their living conditions when provided with appropriate opportunities and institutional support. In this context, microfinance has become a powerful instrument for promoting economic empowerment by providing financial services to low-income households, particularly women. Microfinance primarily involves the provision of small loans (microcredit) to poor individuals for income-generating and self-employment activities. In addition to credit, it encompasses other financial services such as savings, insurance, financial literacy, and capacity-building programmes. These services enable women to establish and expand micro-enterprises, increase household income, and achieve greater financial independence. Furthermore, the cooperative movement in India has long played an important role in extending financial services to rural and economically weaker sections of society. Through cooperative institutions and Self-Help Groups, access to affordable credit and financial resources has improved, contributing significantly to employment generation, poverty reduction, and inclusive socio-economic development.

Key Words: Self Help Group, Employment Creation, Microfinance

References

  1. C.K. Griyali and Vetrivel, S.K. (2004). “Women’s Own: The Self-Help Movement of Tamil Nadu, Vetri Publishers, New Delhi, 2004.

  2. S.K. Dhameja (2002). Women Entrepreneurs: Opportunities, Performance, Problems, Deep Publications (P) Ltd., New Delhi.

  3. Venugopalan Puhazhendhi (2013). Microfinance in India: State of the Sector Report 2012, SAGE Publications, New Delhi, 2013.

  4. Anupama (2005). Self Help Groups and Poverty Alleviation – A Case Stduy, IASSI Quarterly, 24(1), October-December.

  5. B. Siddappa (2013). Self-Help Groups in Karnataka: An Assessment, Southern Economist, Vol. 52(9), Sep, 2013.

  6. B.B. Mansuri (2010). Microfinancing through Self Help Groups – A Case Study of Bank Linkage Programme of NABARD, Asia Pacific Journal of Research in Business Management, Vol. 1(3), Dec, 2010.

  7. Becker Ashley (2013). Micro-Management: Constitutional and Policy Concerns Arising from India’s Microfinance Institutions (Development and Regulation Bill), Northwestern Journal of International Law and Business, Vol.33, Issue.3, Spring 2013.

  8. Chandra Deogharia Prakash (2013). Financial inclusion and Micro Finance in Jharkhand: Role of SHGs, Southern Economist, Vol. 52(5), July, 2013.

  9. Devarapalli Kondala Rao and Guntaka Jyothi, (2014). SHG-Bank Linkage Programme in India: A study, Southern Economist, Vol. 52(18), Jan, 2014.

  10. Parul Mittal (2014). Overview of the Progress of Microfinance Programme in India, International Journal in Management and Social Science, 2(12), December, 2014.

Digital Entrepreneurship and Social Media Platforms: Examining the Growth of Micro-Businesses in Tamil Nadu
Dr. S. Arokia Punitha Head and Assistant Professor, Department of Business Administration, Holy Cross College (Autonomous), Tiruchirappalli – 02
Pages: 13-30 | First Published: 05 Jul 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Social media platforms are widely recognized as enablers of entrepreneurial activity; however, their impact on micro-business growth remains under-theorized in emerging economy contexts. This study examines how and under what conditions social media usage translates into business growth among micro-entrepreneurs in Tamil Nadu, India. Drawing on a capability-based perspective, the study proposes that social media marketing influences business growth indirectly through customer engagement, while digital literacy and digital payment adoption act as enabling conditions. Using survey data from 350 micro-entrepreneurs and Structural Equation Modeling (SEM), the findings reveal that social media usage alone does not guarantee growth. Instead, customer engagement serves as a key mediating mechanism, and digital capabilities significantly enhance effectiveness. The study contributes to digital entrepreneurship literature by moving beyond deterministic assumptions and offering a contextualized explanation of platform-based business growth. Practical implications are provided for entrepreneurs and policymakers to strengthen digital capability development in emerging markets.

Keywords: Digital entrepreneurship, Social media platforms, Micro-businesses, Online marketing, Tamil Nadu.

References

  1. Abed, S. S., Dwivedi, Y. K., & Williams, M. D. (2021). Social media as a bridge to e-commerce adoption in SMEs. Marketing Review, 21(1), 39–57.

  2. Ahmad, S., Abu Bakar, A., & Ahmad, N. (2020). Social media adoption and its impact on firm performance. International Journal of Entrepreneurial Behavior & Research, 26(2), 236–258.

  3. Ali, A., Allahham, M., Hussein, A., Alheet, A., & Mohammad, A. (2024). The impact of digital marketing on the performance of SMEs. Sustainability, 16(19), 8667.

  4. Chauhan, R. (2025). Social media platforms and micro, small and medium enterprises: A bibliometric analysis. Vision: The Journal of Business Perspective.

  5. Chatterjee, S., & Kar, A. K. (2020). Why do SMEs use social media marketing? International Journal of Information Management, 53, 102103.

  6. Dwivedi, Y. K., Ismagilova, E., Hughes, D. L., Carlson, J., Filieri, R., Jacobson, J., & Karjaluoto, H. (2021). Setting the future of digital and social media marketing research. International Journal of Information Management, 59, 102168.

  7. Hanafizadeh, P., Shafia, S., & Bohlin, E. (2021). Exploring the consequences of social media usage on firm performance. Digital Business, 1(2), 100013.

  8. Juniarti, R. P. (2021). Driving the impact of social media in SMEs for better performance. Global Business and Management Research, 14(3), 100–112.

  9. Kraus, S., Palmer, C., Kailer, N., Kallinger, F., & Spitzer, J. (2021). Digital entrepreneurship: A research agenda on new business models. International Journal of Entrepreneurial Behavior & Research, 27(2), 353–375.

  10. Li, F., Larimo, J., & Leonidou, L. C. (2021). Social media marketing strategy. Journal of Business Research, 124, 498–510.

  11. Lestari, R. B. (2024). Social media marketing and its impact on SMEs’ business performance. KNE Social Sciences.

  12. Mahdi, M. (2022). Social media users in Indonesia reach 191 million. DataReportal.

  13. Medfouni, H., Mekarssi, L., & Djeffal, K. (2024). A review of the literature on digital entrepreneurship. International Journal of Professional Business Review, 9(1), 1–24.

  14. Nambisan, S. (2021). Digital entrepreneurship: Toward a digital technology perspective. Entrepreneurship Theory and Practice, 45(2), 223–237.

  15. Nayak, M. (2025). Digital platform adoption in SMEs: Demographic and technological influences. Cogent Business & Management, 12(1).

  16. Nergis, A. (2025). Social media usage and digital opportunities for entrepreneurs. Eurasian Journal of Business and Economics.

  17. Sharabati, A. A., Ali, A. A., Allahham, M. I., Hussein, A. A., Alheet, A. F., & Mohammad, A. S. (2024). Digital marketing strategies and SME performance. Sustainability, 16(19), 8667.

  18. Soltani, Z., Zareie, B., Milani, F. S., & Navimipour, N. J. (2021). Customer relationship management and firm performance. Journal of High Technology Management Research, 32(2).

  19. Yadav, M., & Rahman, Z. (2021). Consumer perception of social media marketing activities. Telematics and Informatics, 58, 101533.

  20. Zhang, X., & Benyoucef, M. (2020). Customer engagement in social commerce. Electronic Commerce Research and Applications, 42.

Healthcare Quality, Patient Satisfaction, and Behavioral Intentions: An Empirical Study in Bahrain
Dr.S.Sathiyabama, MA., M.Phil.,Ph.D Assistant Professor, Department of B.com (General), School of Commerce, Mohamed Sathak College of Arts and Science, Sholinganallur, Chennai
Pages: 31-36 | First Published: 07 Jul 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Through basic investigation using Servqual, this paper evaluates the degree of organization nature of social protection providers in Bahrain with a point of view to uncovering, essentially; the connection between organization quality estimations and the general patients' satisfaction and separating conduct desire for patients. A trial of 235 patients of mending offices and helpful centers checked out the survey audit. Clear, ascertain examination, backslide and association authentic strategies we reutilized to explore the connection between organization quality (SQ) estimations, patients satisfaction (SAT) and social point (BI). The study results exhibit that SERVPERF scale was more compelling than Servqual scale in explaining the change in organization quality. Two – Factor course of action was given by the Servperf scale, where steadfast quality, responsiveness and confirmation and most of compassion estimation were very related and stacked on the regardless part, while the subsequent variable verified only the unquestionable estimation. Responsiveness, sympathy and undeniable estimations had the greatest effect on the general organization quality. Positive and enormous associations were found between general organization quality (OSQ), patients' satisfaction (SAT), and their direct point (BI). This research grasps the organization displaying approach for surveying the idea of human administrations. Patients' demeanors toward organization quality estimations were the stress of the assessment. To get an exhaustive evaluation of the organization quality, restorative administrations providers must be considered in future research. In view of the revelations of this investigation, recuperating focus boss are in a situation to see the patients' impression of therapeutic administrations quality and the degree of their satisfaction. Subsequently, boss can plot the promoting philosophies that improve the idea of organizations for extending patients' satisfaction and fondness to recommend the organizations of explicit human administrations providers to other people. This examination analyzes the social protection quality in a bit of making country. Servpref is more exact than SERVQUAL for estimating organization quality. It furthermore offers two – variable response for dimensionality of prosperity organization quality. 

References

  1. Aga, M. & Safakli., (2007), An Empirical Investigation of Service Quality and Customer Satisfaction in Professional Accounting Firms: Evidence From North Cyprus, Problems and Perspectives inManagement, 5, pp. 84-98.

  2. Alased, A. Jafar and Ahmad, M. Muaayyad, (2003), "Patients' Satisfaction with Nursing Care in Jordan", International Journal of Health Care Quality Assurance,Vol. 16, No. 6, pp. 279- 285.

  3. Andaleeb, S. Syedd., (2001), "Service Quality Perceptions and Patient Satisfaction: a Study of Hospitals in a Developing Country", Social Science and Medicine, Vol.52, pp. 1359- 1370.

  4. Babakus, Emin. And Mangold, G.W., (1992)," Adapting the SERVQUAL Scale to Hospital Services: An Empirical Investigation", Health Service Research, Vol. 26, No. 6, pp. 767- 786.

  5. Bakar, C., Akgun, S. H. and AL Assaf, F. A., (2008),"The Role of Expectations in Patient Assessments of Hospital Care", International Journal of Health Care Quality Assurance, Vol.21, No. 4, pp. 343- 355

  6. Cadott, E., Woodruff, R., & Jenkins, R., (1987), "Expectations and norms in Models of consumer satisfaction", Journal of Marketing Research, Vol. 24, August, pp. 305-314.

  7. Carman, J. M., (1990),"Consumer Perceptions of Service Quality: An Assessment of the SERVQUAL Dimensions", Journal of Retailing, Vol. 66, No. 1, pp.33- 55.

  8. Cronin Jr.J.J., and Taylor, S.A., (1994)," SERVPERF versus SERVQUAL: reconciling performance-based and perception-minus-expectation measurement of service quality", Journal of Marketing, Vol. 58, January, pp. 125-31.

  9. Dean, M. Alison, (1999),"The Applicability of SERVQUAL in Different Health Care Environment", Health Marketing Quarterly, Vol. 16, No. 3, pp. 1- 21

  10. Eastwood, D.B., Brook, J.R., & Smith, J.D., (2005)," Developing Marketing Strategies for Green Grocers: An Application of SERVQUAL", Wiley Periodicals. Inc., 21, PP. 81-96.

A Reliability Evaluation Framework for Food Brand Enterprises Based on Business Control Principles
Dr.R.K.Senthil Kumar,Associate Professor and Head,PG & Research Department of Commerce,Urumu Dhanalakshmi College,G.Rajakumar,Assistant Professor,PG Department of Commerce(General),Mohamed Sathak College of Arts and Science, Sholinganallur, Chennai.
Pages: 37-42 | First Published: 07 Jul 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Under the present business division condition, the brand is a fundamental vague asset for undertakings. If the brand is certain to win in the business segment, the essential condition is to develop a fair picture of trustworthiness and makes it steadily settled in the purchase of purchaser. Starting late, a spate of sustenance brands lacking of genuineness events paralyzed the nation and the world which make people's prosperity, and money related improvement under certified threat. well ordered directions to survey the uprightness of the sustenance brands, find the clarification behind lacking of decency and give a reference to the reliability system improvement of sustenance brand endeavors are the rule substance of this paper. This paper relies upon the Creeds of Business Governance in Oriental Management speculation and develops uprightness marker framework according to the four ethics validity, steadfastness, value and benevolence. AHP is utilized to determine the rundown weight to make the decency evaluation structure with intelligent and operability. 

References

  1. K. Y. Lin, “The Credit Crisis: Problems of Chinese En-terprise Brand Strategy,” Journal of Heihe, Vol. 4, No. 5, 2005, pp. 33-35.

  2. H. Q. Xu, “A Study of the Cause and Mechanism of Food Safety Accidents of Brand Enterprise,” Modern Economic Research, Vol. 59, No. 5, 2012, pp. 62-67. 

  3. S. Y. Zhang, “The Shape of the Integrity Brand Image of the Enterprise,” Popular Science and Technology, Vol. 11, No. 2, 2005, pp. 208-209.

  4. J. Feng, “Thinking about Brand Integrity,” The Special Economic Zones, Vol. 1, No. 6, 2006, pp. 179-180. 

  5. W. Gao, “Brand—Crystalline of Credit Accumulation,” Shanxi Higher School of Social Science Journal, Vol. 7, No. 2, 2008, pp. 74-76.

  6. Z. Zhang, “Honesty Is the Cornerstone of Enterprise Brand Construction,” Chinese Brand and Security, Vol. 8, No. 3, 2012, pp. 46-47 

  7. G. Z. Yue, “Research on the Construction of Enterprise Credit Evaluation System,” Ph.D. Thesis, Tianjing Uni-versity, Tianjing, 2011.

  8. X. Y. Wu, “Shijiazhuang City Food Safety Credit Sys-tem,” Ph.D. Thesis, Hebei University of Science and Technology, 2012.

  9. W. Kang, “Brand and Integrity,” Journal of China Youth University for Political Science, Vol. 6, No. 2, 2002, pp. 65-70.

  10. D. X. Peng and C. Y. Zhou, “Analysis of Food Enterprise Credit Condition Based on Fuzzy Comprehensive Evaluation Method,” Journal of Jiamusi University (Natural Science Edition), Vol. 415, No. 3, 2013, pp. 418-424. 

An Ex Post Factor Analysis of the Performance and Development of Rural Women’s Cooperatives in Greece
R. Krithiga Devi,Assistant Professor, Department of Business Administration, School of Management, Mohamed Sathak college of arts and science, Dr. C. Suganya, Department of Business Administration, Nazareth College of Arts and Science
Pages: 43-48 | First Published: 07 Jul 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

This article investigates the fundamental business parameters of common women's cooperatives in Greece, for example, gainful society, cash related guide from European and countrywide activities, statistic qualities of individuals, organizations attributes of cooperatives, situate young ladies' self-evaluation of help inside the commonplace women cooperatives and the enlightening and monetary prerequisites of the individuals and cooperatives independently. The results of a quantitative investigate including an occurrence of 49 (out of 140) Cooperatives of Greece exceptional that the business form of young ladies' cooperatives has unpredictable districts. Nation ladies don't decide, utilize what's more noteworthy, make mission potential outcomes, nor get propelled business endeavor methodologies. Nation women must exchange their perspective and their announcement on issues of business undertaking organization and they should grasp another procedure for pioneering conduct that would contain cutting part business venture systems. 

References

  1. Greek Ministry of Rural Development and Food (2007) Rural Development Program 2007-2013, Athens, 16. www.agrotikianaptixi.gr/Uploads/Files/nsp_101209_sfc_tel.pdf

  2. Official Journal of European Commission (1992) Council Regulation No 2082/92 on Certificates of Specific Character for Agricultural Products and Foodstuffs. Official Journal of European Commission, L208, 9-14.

  3. Official Journal of European Commission (2006) Council Regulation No 509 on Agricultural Products and Foodstuffs as Traditional Specialities Guaranteed. Official Journal of European Commission, L93, 1-11.

  4. Ilbery, B. and Kneafsey, M. (1999) Niche Markets and Regional Food Products in Europe: Towards a Research Agenda. Environment and Planning A, 31, 2207-2222. http://dx.doi.org/10.1068/a312207

  5. Koutsou, S., Iakovidou, O. and Gotsinas, N. (2003) Women’s Cooperatives in GREECE: An Ongoing Story of Battles,Successes and Problems. Journal of Rural Cooperation, 24, 47-57.

  6. Iakovidou, O. (1997) Agrotourism in Greece: The Case of Women Agrotourism Co-Operative in Ambelakia. Medit, 8,44-47.

  7. Papadaki, A. and Giasemi, E. (1991) Educational Needs and Training of the Members of Woman’s Cooperative of Chios Island: A Case Study. Manuscript Published in Greek Language. The Greek Review of Social Research, 83, 3-31.

  8. Official Journal of Greek Government Statement (2000) Law No. 2810, Rural Cooperative Organizations. Official Journal of Greek Government Statement, A, 1253-1268.

  9. Official Journal of Greek Government Statement (2011) Law No. 4015, Institutional Framework for Rural Cooperatives, Collective Organizations and Entrepreneurship in Rural Areas, Organization and Supervision of the State. Official Journal of Greek Government Statement, A, 6251-6266.

  10. Gidarakou, I., Kazakopoulos, L., Arachoviti, E. and Papadopoulos, D. (2000) Family Farm Succession and Gender Relations: Rethinking Gender Discrimination. Agricoltura Mediterranea, 130, 113-128.

  11. Brandth, B. (2002) Gender Identity in European Family Farming: A Literature Review. Sociologia Ruralis, 42, 181- 200. http://dx.doi.org/10.1111/1467-9523.00210

The Influence of Leadership on Employees’ Work Engagement, Organizational Identification, and Job Autonomy
M. Arivukodi,Assistant Professor, Department of Management Studies, School of Management,S. Indhumathy Assistant Professor, Department of Management Studies, School of Management, Mohamed Sathak College of Arts and Science, Sholinganallur, Chennai
Pages: 49-53 | First Published: 07 Jul 2026
Full text | Abstract | PDF | References | Request permissions

Abstract

Transformational specialist is a style of activity that actuates exchange in the assessments and feelings of disciples. The acts of transformational pioneers bring about more prominent quickened amounts of enthusiast duty and commitment. Work commitment insinuates followers' feelings with perceive to their canvases as far as what their work means to them and to what degree they need to uncover total cognizance. The present watch assesses the impact of transformational specialist on work commitment by means of focusing on the center character parts of business independence and definitive unmistakable proof. The examination certainties was amassed using studies from 252 individuals working in cutting edge tutoring. The certainties wound up tried using basic differentiation illustrating. The results supported analyze speculations, showing that transformational the board decidedly influenced artistic creations commitment, and occupation self-administration and definitive separating evidence totally interceded the association between transformational activities also, work commitment. The revelations from this investigation predominantly spotlight the essential effect of business self-administration and legitimate distinctive confirmation on work commitment inside the association of activity. 

References

  1. Alge, B. J., Ballinger, G. A., Tangirala, S., & Oakley, J. L. (2006). Information privacy in organizations:Empowering creative and extra-role performance. Journal of Applied Psychology, 91(1), 221-232.http://dx.doi.org/10.1037/0021-9010.91.1.221

  2. Avolio, B. J., & Bass, B. M. (1995). Individual consideration viewed at multiple levels of analysis: A multilevel framework for examining the diffusion of transformational leadership. The Leadership Quarterly, 6,199-218. http://dx.doi.org/10.1016/1048-9843(95)90035-7

  3. Bakker, A. B., & Demerouti, E. (2007). The job demands–resources model: State of the art. Journal of Managerial Psychology, 22, 309-328. http://dx.doi.org/10.1108/02683940710733115

  4. Bakker, A. B., & Leiter, M. P. (Eds.). (2010). Work engagement: A handbook of essential theory and research.New York: Psychology Press.

A Study of Impact of Transformational Leadership on Job Satisfaction Employees Working in IT Industry at Bangalore
Rahath Begum Research Scholar in Commerce,Dr. P. Kavitha Assistant Professor and Research Supervisor, PG and Research Department of Commerce, (Affiliated to Thiruvalluvar University), Islamiah Women’s Arts and Science College, Vaniyambadi.
Pages: 54-83 | First Published: 07 Jul 2026
Full text | Abstract | PDF | References | Request permissions

Abstract 

Transformational leadership has become an essential leadership approach in modern organizations due to its ability to inspire employees, promote innovation, and enhance organizational performance. Job satisfaction is a critical determinant of employee productivity, commitment, motivation, and retention. This study examines the impact of transformational leadership on job satisfaction among employees working the IT industry. The study adopts a quantitative research approach and utilizes primary data collected through a structured questionnaire administered to employees. The collected data are analysed using statistical tools such as percentage analysis, descriptive statistics, correlation, and regression analysis to determine the relationship between transformational leadership and job satisfaction.

References

  1. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.

  2. Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.

  3. Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.

  4. Burns, J. M. (1978). Leadership. Harper & Row.

  5. Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational behavior: Improving performance and commitment in the workplace (6th ed.). McGraw-Hill Education.

  6. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768.

  7. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142.

  8. Robbins, S. P., & Judge, T. A. (2023). Organizational behavior (19th ed.). Pearson.

  9. Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. Sage Publications. Yukl, G. (2020). Leadership in organizations (9th ed.). Pearson.