IBMRD's Journal of Management & Research

Open Access Open Access  Restricted Access Subscription Access

Professionalism and Employee Outcome–A Comparative Analysis of Three Districts in Arunachal Pradesh


Affiliations
1 Department of Business Administration, Tezpur University, Tezpur, India
 

Professionalism is considered as a prerequisite for effectiveness of any successful system including a government department. Outcome gives an insight to the departments to identify where change is desired. It provides a rationale for government output. A major question emerges as to whether (there is a relationship) professionalism influences employee outcome. This study is carried out to study the relationship between professionalism and employee outcome. Besides this, the paper also carries out a comparison amongst three selected districts of Arunachal Pradesh with regards to level of professionalism and employee outcome in the Department of Rural Development. The study reveals that there is a strong positive relation between the two variables. Besides, the paper also highlights that almost 50 percent of the employees have never undergone any training. It is also found out that the level of employee commitment of the particular department is low which may be considered as one of the factor for low employee outcome.

Keywords

Arunachal Pradesh, Employee Outcome, Professionalism, Rural Development, Training.
Notifications

  • Agba. M. S., O. G. (2013). Public Service Ethics and the Fight against Corruption in Nigeria: A Critical Analysis . International Journal Of Public Administration And Management Research, 2(1) , 112-118.

  • Agho. A., M. C. (1993). Determinants of Employee Job Satisfaction: An Empirical Test of a Causal Model. Human Relations, 46(8), 1007-1027.

  • Alagh, Y. (2013). Governance and Development. Retrieved Feb 4, 2014, from Web. Yojana, 13-17.

  • Bacwayo, K. E. (2002). The quest for efficiency: Role of Human Resource Management inn Public Sector Reforms in Uganda. Retrieved Feb 27, 2014, from mro.massey.ac.nz

  • Cook, K. R. (2003).Social Exchange Theory. In Handbook of Social Psychology (pp.53-76) New York:Kluwer Academic / Plenum.

  • Cropanzano, R.(2005). Social Exchange Theory: An Interdisciplinary Review. Journal of Management, 31(6) , 874- 900.

  • Gebrekidan, A. A. ((2011, March 14-18).). Promoting and strengthening professionalism in the civil service: The Ethiopian case. Ethiopia: Addis Ababa.

  • Gill Z., A. M. (1999). Rural Development in the 21st Century: Some Issues. The Pakistan Development Review. Islamabad Pakistan Institute of Development Economics, (pp. 1177-1190).

  • Gill Z., A. M. (1999). Rural Development in the 21st Century: Some Issues. The Pakistan Development Review. The Fifteenth Annual General Meeting and Conference of the Pakistan Society of .

  • Hondeghem A., &. P. (2009). EGPA symposium on public service motivation and performance: Introduction. International Review of Administrative Sciences, 75, pp. 5-9.

  • Howell, J. a. (1986). 'Leadership and Substitutes for Leadership among Professional and Nonprofessional workers'. Journal of Applied Behavioral Science, Vol.22, No.1, pp.29–46.

  • Kauzya, J. M. (2011, March 14-18). Reflections on Strengthening Capacities for Professionalism in Africa's Public Sector. Discussion paper at Capacity Building workshop on Promoting professionalism in the public service: Strengthening the role of Human Resource .

  • Koslowsky, D. E. (2001). Values and organizational commitment. International Journal of Manpower, 22(7), 593-599.

  • Lewis, K. (2014, June 11). The Paradox of Managing for Outcomes. Policy Quarterly, 3(3),2007 , pp. 25-32.

  • Locke, E. (1976). The nature and the causes of job satisfaction. In Handbook of Industrial and Organizational Psychology. Chicago: IL : Rand McNally.

  • Mcguigan, G. (2011). Crisis of professionalism in public services. Library Review, 60(7), Retrieved April 7, 2014 , pp. 560-574.

  • Mikkelsen, A. S. (2000). The impact of participatory organizational intervention on job stress in community healthcare institutions. Work & Stress: An International Journal of Work, Health & Organisations, 14(2), Reteived on May 27,2014 , 156-170.

  • Mowday R. & Porter, L. (2013). Employee-Organization Linkages The Psychology of Commitment, Absenteeism, and Turnover. Burlington: Elsevier Science.

  • Mowday, R. T. (1982). Employee-Organization Linkages: The Psychology of Commitment, Absenteeism and Turnover. New York: New York : Academic Press.

  • N. Meyer, J. A. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1 , pp. 64–98.

  • Ogunyemi, B. (2005). Main streaming Sustainable Development into African School Curricula: Issues for Nigeria. . Current Issues in Comparative Education, 7(2), pp. 94-103.

  • Singh, B. (2013). The Challenge of Good Governance in India: Need For Innovative Approaches. . Yojana , pp. 4-10.

  • Ssonko, D. (2010). Ethics, Accountability, Transparency, Integrity & Professionalism in the Public Service: The Case of Uganda. Capacity Building Workshop for Public Sector Human Resource Managers in Africa on “Strengthening Human Resource Capacities for the achievement of Millennium Development Goals & Africa's Development” Cotonou. (2010, April 12-16).

  • Tsering, Y. (2011, November 1). Strategic Plan for Certain Issues of Development of Arunachal Pradesh. Retrieved November 25, 2013, from Strategic Plan For Certain Issues of Development of Arunachal Pradesh.pdf: http://www.performance.gov.in/sites/default/files/policypaper/1.

  • Webber, D. (2004). Wrestling with Outcomes: The New Zealand Experience. Agenda, 11(4), Retrieved May 28, 2014, pp. 335-348.

  • Yi-Armstrong, E. (2000). Promoting Professionalism and Ethics in the Public Service. Vienna : 10th UN congress on the Prevention of crime & treatment of offenders. (2000, April 10-11).

  • Yousef, D. (2000). Organizational commitment and job satisfaction as predictors of attitudes toward organizational change in a nonwestern setting. Personnel Review, 29(5), Retrieved May 27, 2014. , pp. 567-592.

  • Zabidi, M. N. (2010). Professionalism in Practices: A Preliminary Study on Malaysian Public Universities. IJBM International Journal of Business and Management, 5(8), Retrieved April 14, 2014 , 138-145.


Abstract Views: 271

PDF Views: 105




  • Professionalism and Employee Outcome–A Comparative Analysis of Three Districts in Arunachal Pradesh

Abstract Views: 271  |  PDF Views: 105

Authors

Millo Yasung
Department of Business Administration, Tezpur University, Tezpur, India
Papori Baruah
Department of Business Administration, Tezpur University, Tezpur, India

Abstract


Professionalism is considered as a prerequisite for effectiveness of any successful system including a government department. Outcome gives an insight to the departments to identify where change is desired. It provides a rationale for government output. A major question emerges as to whether (there is a relationship) professionalism influences employee outcome. This study is carried out to study the relationship between professionalism and employee outcome. Besides this, the paper also carries out a comparison amongst three selected districts of Arunachal Pradesh with regards to level of professionalism and employee outcome in the Department of Rural Development. The study reveals that there is a strong positive relation between the two variables. Besides, the paper also highlights that almost 50 percent of the employees have never undergone any training. It is also found out that the level of employee commitment of the particular department is low which may be considered as one of the factor for low employee outcome.

Keywords


Arunachal Pradesh, Employee Outcome, Professionalism, Rural Development, Training.

References





DOI: https://doi.org/10.17697/ibmrd%2F2017%2Fv6i1%2F111651