Haryana Roadways.pdf

DOCTORAL ABSTRACT “MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS” * Richa Arora * Assistant Professor, DIAS MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS Manpower planning is the process by which an organization communication,...

DOCTORAL ABSTRACT “MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS” * Richa Arora * Assistant Professor, DIAS MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS Manpower planning is the process by which an organization communication, effective supervision and leadership in a ensures getting the right number and right kind of people, at concern. Staffing function also looks after training and right place, at right time, capable of effectively and efficiently development of the work force which leads to co-operation completing those tasks, that will help the organization to and better human relations. achieve its overall objectives. Manpower planning has always been the crucial part of all the industries as it helps in Higher productivity- Productivity level increases when performing the managerial functions in the organization. It resources are utilized in best possible manner. Higher also helps in effective utilization of manpower, motivates the productivity is a result of minimum wastage of time, money, employees to perform their jobs well and stabilizes human efforts and energies. This is possible through the staffing and relations in an organization. This research deals with certain its related activities (Performance appraisal, training and factors or variables like periodic and realistic manpower development, remuneration). needs, staff costs, optimum productivity and overall growth TRANSPORTATION INDUSTRY IN INDIA for the optimization of the manpower in the organization. In the present study, manpower planning optimization in the The transport sector of India is very large and diverse which Haryana Roadways, has been analysed. The focus of this study caters to the needs of around 1.1 billion people. In 2007, this has been on the lower level of management of this sector contributed to about 5.5 percent to the nation's GDP, transportation industry, i.e., the level below the general road transportation contributing the maximum share. For managers. It includes: works manager, traffic manager, store economic growth of the country good physical connectivity in purchase officer, accounts officer, superintendent and the urban and rural areas is essential. Since 1990s, a rise in assistant district attorney. The periodic and realistic demand for the transport infrastructure and services has been manpower needs have been determined, measures have been witnessed with India's growing economy but the taken to regulate the staff cost to ensure optimum productivity transportation sector has not been able to cope with the rising and overall growth of the organization. And finally a model has demand and prove to be a drag on the economy. Hence, major been developed for the optimum utilization of the manpower improvements are required for supporting the country's recruited. continued economic growth and for reducing poverty. INTRODUCTION: Railways: Indian Railways is one of the largest railways and operates under single management. It is one of the world's Manpower planning aims at ascertaining the manpower largest employers and carries around 17 million passengers needs of the organization and also aims at continuous supply and 2 million tons of freight a day. Indian railways play a vital of right kind of personnel to fill various positions in the role in carrying passengers and cargo across India. However, organizations. Manpower planning is a two phased process by most of its major corridors have capacity constraint requiring which management can project the future manpower capacity enhancement plans. requirements and develop suitable action plans to accommodate the implications of projections. Roads: Now day's roads are the dominant mode of transportation in India. These carry almost 90 percent of the IMPORTANCE OF MANPOWER PLANNING country's passenger traffic and 65 percent of its freight. The Key to managerial functions- The four managerial functions, density of India's highway network is 0.66 km of highway per i.e., planning, organizing, directing and controlling are based square kilometer of land which is similar to that of the United upon the manpower. Human resources help in the States (0.65) and much greater than that of China (0.16) or implementation of all these managerial activities. Therefore, Brazil (0.20). Most of the highways in India are narrow and staffing becomes a key to all managerial functions. congested with poor surface quality. 40 percent of India's villages do not have access to all-weather roads. Efficient utilization- Efficient management of personnel becomes an important function in the industrialized world of Ports: India has 12 major and 187 minor and intermediate today. Setting of large scale enterprises requires management ports along its more than 7500 km long coastline. These ports of large scale manpower. It can be effectively done through serve the country's growing foreign trade in petroleum staffing function. products, iron ore, and coal, as well as the increasing movement of containers. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational Aviation: India has 125 airports, including 11 international programmes, i.e., incentive plans to be framed for further airports. The dramatic increase in air traffic for both participation and employment of employees in a concern. passengers and cargo in recent years has placed a heavy strain Therefore, all types of incentive plans become an integral part on the country's major airports. Passenger traffic is projected of staffing function. to cross 100 million and cargo to cross 3.3 million tons by year 2010. Better human relations- A concern can stabilize itself if human relations develop and are strong. Human relations Transport infrastructure in India is better developed in the become strong through effective control, clear southern and southwestern parts of the country. 58 DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017  MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS WHY TRANSPORTATION INDUSTRY satisfaction of the employees and their performances. This in turn will help to determine the performance through which The transportation industry faces some common manpower the optimum utilization of the recruited personnel can be planning problems and challenges: done so as to abolish the surplus and redundant posts as this directly affects the cost and the overall objectives of the Image of the transportation industry is so much organization. deteriorated that it does not attract the skilled labour in the industry. OBJECTIVES OF THE STUDY: Training is an important issue. There is a need to train the To determine the impact of job satisfaction on attracted people to allow them to reach the productivity performance of the employees. level. a.) To determine the level of job satisfaction of the Haryana Need to develop the human strategies to satisfy the people Roadways employees on their extrinsic rewards and in the industry. intrinsic rewards. Need for fund innovation capacity allowing workforce to b.) To assess the level of relationship between performance of contribute to the production of new and improved goods the employees and job satisfaction. and services or processes. To study the relationship between employee satisfaction Need to have more central forums where workforce can and customer satisfaction in Haryana Roadways. act collectively for handling the problems they are facing instead of facing the problems alone. To determine the relationship between job satisfaction and employees productivity. ELEVANCE OF THE STUDY: R Manpower planning is the first step in the process of procurement of human resources a) To determine the relationship between physical components at work and performance. of an organization. It covers more than simply b) To determine the relationship between behavioural planning for the future manpower needs of an components at work and performance. organization. Manpower Planning is a two-phased process because manpower planning not only analyses the current c) To analyse which of the two components: physical or human resources but also makes manpower forecasts and behavioural, have greater effect on performance. thereby draw employment programmes. Manpower Planning To determine the efficiency, effectiveness, performance is needed in the organizations because: and productivity of the various depots of Haryana State Shortages and surpluses can be identified so that quick Transport Undertaking. action can be taken wherever required. ESEARCH METHODOLOGY: All the recruitment and selection programmes are based on manpower planning. R The type of study adopted in this research is descriptive research design. This design was It also helps to reduce the labour cost as excess staff can be appropriate for the study as it did not allow for identified and thereby overstaffing can be avoided. the manipulation of the variables. It also helps to identify the available talents in a concern A research design entailed the arrangement of conditions for and accordingly training programmes can be chalked out collection and analysis of data in a manner that aimed to to develop those talents. combine relevance to the research purpose with economy in procedure. Through this research, we analysed the various It helps in growth and diversification of business. Through factors which motivated people to behave in a manner or manpower planning, human resources can be readily which made people like or dislike a particular thing and thus available and they can be utilized in best manner. leading to the satisfaction of employees and satisfaction of the customers and hence the impact of job satisfaction on job It helps the organization to realize the importance of performance of employees working in Haryana Roadways. manpower management which ultimately helps in the stability of a concern. The data collected justified the use of this research design. The design was based on the assumption that population surveyed This study will help to determine the level of job satisfaction was a representative of the whole population. Questionnaires among the employees working in the Haryana Roadways and were issued on the sampled population. the level of satisfaction of the customers of the Haryana Roadways. This satisfaction level will help to establish a SAMPLE DESIGN relationship between the customer satisfaction and job satisfaction of the employees and also between the job Multistage stratified random sampling was done except for managers. Though there were six managers in each district DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017 59 MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS thus all were included as the sample for the research. Stratified The questionnaire contained questions related to random sampling is a type of Probability sampling technique productivity, competence and performance. The job facets where the samples are gathered in a process that gives all the were based on Herzberg's theory to measure the employee individuals in the population equal chances of being selected. productivity. These job facets were company policies, In this sampling technique the entire target population is technical supervision, interpersonal relations, salary and divided into different subgroups, or strata, and then the employee benefit package, working conditions, achievement, sample is selected randomly from the different strata. For the recognition, advancement and opportunity for growth, purpose of analyzing the research problem, the respondents working hours, nature of work, workload, physical factors at were selected from the five districts of Haryana, namely, workplace, behavioural factors at workplace and Ambala, Hisar, Rewari, Panipat and Rohtak to carry out the responsibility. The employee performance was measured in research. These districts were selected on the basis of their terms of effort extended to the job. The respondents were efficiencies. The districts with maximum efficiency in the required to indicate their level of productivity by using scales region were selected. Three employee categories were ranging from very low to very high and some close ended considered: Managers, Non Managers and Drivers. The questions were also included in the questionnaire. employees were included in the sample to analyze the relationship between job satisfaction and performance and Further in order to determine which rewards (motivational hence determine the productivity of the employees of Haryana and hygiene) make high level productivity, the above Roadways. And the customers of Haryana Roadways were also identified job facets were divided into extrinsic and intrinsic included in the sample to analyze the impact of employee rewards. Extrinsic rewards will be determined through status, satisfaction on customer satisfaction. security, pay, promotion, interpersonal relations and intrinsic rewards will be determined through recognition, growth, SAMPLE SIZE accomplishment, challenge, autonomy, completion, feedback, and variety of job. The employee performance was Sample size of 780 was drawn for the purpose of carrying out measured in terms of effort extended to the job. this research; out of which 530 were the employees of Haryana Roadways and 250 were the customers who travel in Haryana The factor analysis and discriminant analysis were done on Roadways more than once in a month (refer Table3.1). the factors for the non-managers and drivers. No factor Table 3.1 - Composition of Sample analysis and discriminant analysis was conducted on the factors for managers because the sample size for managers Respondents Number was very less. The coefficient of correlation was also applied to Managers 30 identify the impact of job satisfaction on the performance of Non-Managers 250 employees and it was calculated by using level of job Drivers 250 satisfaction as the independent variable and level of Customers 250 performance as the dependent variable for the employee Total 780 categories. METHOD OF DATA COLLECTION The separate questionnaire was used to collect the data pertaining to the attitudes related to customer satisfaction The method of data collection used in this research was with service quality, employee coordination, and customer mainly the questionnaire method. This method was used to loyalty and employee behaviour with customer and employee collect the primary data for this research and then the analysis satisfaction with perception of work resources, perception of was carried out on the basis of the data collected. This method relationship value and reward system. The questionnaire was enabled one to collect the different views and opinions as well divided into two sections: Section one consisted questions as quantitative data. related to customer satisfaction and Section two contained questions related to employee satisfaction. The respondents The primary data was collected using the questionnaire were required to indicate their level of satisfaction rating by method; it affords the advantages of speed, cost and versatility. using a five-point scale ranging from very low to very high and The questionnaire was developed using the review of some close ended questions were also included in the literature. To avoid any subjectivity bias, questionnaire questionnaire. included the questions and the information based on the various levels of the data measurement. The respondents are The coefficient of correlation was applied to identify the instructed to tick an appropriate box for each question. Some impact of employee satisfaction on customer satisfaction and close – ended questions were also included. Three separate it was calculated by using level of employee satisfaction as the questionnaires were developed to carry out the research and independent variable and level of customer satisfaction as the to determine the results for the objectives. Personal interviews dependent variable. and discussions were also conducted to support the data set. The SPSS software version 16.0 was used as a tool to analyse The IFAS and EFAS were also conducted on the different the data collected through the means of questionnaire and to variables to determine the impact of the internal factors and determine the output. external factors on the satisfaction of the employees and hence their performance. 60 DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017  MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS Fig. 3.2: Conceptual Framework The data for this study also covered 20 depots of Haryana State Transport Corporation depots based on operated kilometers Transport Corporation. The data had been obtained from the could be calculated. Transport Statistics of Haryana State Transport Department (2011-12). This acquired Total Staff, Fuel Consumption and Staff Productivity = Effective kilometers / persons / day Fleet Strength as input variables and Passenger kilometres as the output variable. Using this formula the productivity for the staff of the depots of Haryana State Transport Corporation could be calculated. In this study, we had selected a single output, Passenger kilometres (Pass-kms), produced by the above three inputs. A Vehicle Productivity = Effective kilometers / Bus / day passenger kilometre is basically revenue passenger kilometres take into account the demand side information. It is obtained Using this formula the productivity for the buses of the depots by multiplying load factor to effective kilometres and capacity of Haryana State Transport Corporation could be calculated. (Pass-kms = Load factor * effective kms * capacity). The output is taken as the outcome of the utilization and combination of three inputs - total staff, fuel consumption and fleet strength. ONCEPTUAL FRAMEWORK Total staff refers to the total number of employees working in a depot. Total staff is the representative of the labour input. Fuel consumption refers to the fuel consumed (in Lakh Litters), C The conceptual framework was designed to give the clear understanding of the inter- which is measured by dividing total earned kilometres by fuel linkages between the different variables used average. It is the representative of the material cost. Fleet size in the study. This also helped to depict the comprises the average number of buses held in a depot. impact of one variable on the other variable used in the study. Efficiency, effectiveness and productivity are calculated for The above flowchart shows the study framework of the study in each depot using the desired formulas for their calculation. the form of input and output factors. In this study, input-oriented model had been employed, i.e. ONTRIBUTIONS OF THE PRESENT STUDY how much resources could be reduced without changing the output produced to make the depot efficient (Charles et. al., 1997). C 1. Research on road transport corporations in India is limited; especially passenger transportation most early studies of the 1970 A model of DEA (Data Envelopment Analysis) was used to through 2000 have analyzed financial evaluate Technical efficiency. performance of roadways corporations. The present study A model of DEA (Data Envelopment Analysis) was used to focuses on the internal and also external stakeholders. The evaluate Technical efficiency. internal stakeholders are the employees while the external Effectiveness = Actual output / Expected output ones are the customers. Therefore, this study fills an important gap in the Indian literature on the interface between the Using this formula the effectiveness of Haryana State internal and external stakeholders. DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017 61 MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS 2. This study links employee satisfaction to the overall managerial and drivers personnel (a majority group of organizational performance. Until, the employees are employees) which enables us to better appreciate the case satisfied and motivated enough they are unlikely to aspects of optimization of manpower planning. interface with the external stakeholders and contribute 5. According to our information this is the first ever study on towards organizational performance. the organizational and HR aspects of a road transport 3. This study analyses the dimensions of work conditions corporation in India and hence is the contribution. and behavioral characteristics of the employees as these 6. The study will help future researches on organizational- leave significant impact on the organizational stakeholders interface. performance and stakeholders interface. 4. The present study highlights performance aspects of non- BIBLIOGRAPHY 1 Anderson Jr, E.G. (2001). The non-stationary staff-planning problem with business cycle and learning effects. Management Science, 47(6), 817–832. 2 Babu, A.R., Singh, Y.P. & Sachdeva, R.K. (1997). Managing human resources within extension. In: Burton E. Swanson, Robert P. 3 Bentz, Andrew. Bagade, M.V. (1988). Passenger Tax and Rational Fare Policy from STUs. Journal of Transport Management, 12. 4 Balkin, D.B. & Gomez-Mejia, L.R. (1984). Determinants of R & D compensation strategies in the high tech industry. Personnel Psychology, 37(4), 635-650. 5 Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman. 6 Barney, J. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academic Management Review, 11(3), 656-665. 7 Barnhart, C., Boland, N.L., Clarke, L.W., Johnson, Nemhauser, G.L. & Shenoi, R.G. (1998). Flight String Models for Aircraft Fleeting and Routing. Transportation Science, 32, 208-220. 8 Bartel, A. (1981). Race differences in job satisfaction: a reappraisal. Journal of Human Resources, 14. 9 Batta, R.N. (2008). Economics of Road Transport. New Delhi, India: Kalpaz publication. 10 Becker, B.E. & Huselid, M.A. (2006). Strategic human resource management: Where do we go from here? Journal of Management, 32(6), 898–925. 11 Bergenhenegouwen, G.J. (1996). Competence development-a challenge for HRM professionals: Core competences of organizations as guidelines for the development of employees. Journal of European Industrial Training, 20, 29-35. 12 Berry, S. (1994). Estimating Discrete-Choice Models of Product Differentiation. RAND Journal of Economics, 25(2), 242–262. 13 Bhaduri, S. (2003). Mass Transport Services in Calcutta Metropolitan Area. In Vaidya, B.C. (ed.), Geography of Transport Development of India, Concept Publishing Company. New Delhi. 147-166. 14 Bhatnagar, R., Venkatrananaiah, S. & Rajgopalan, A. (2007). Contingent manpower planning in a high clock speed industry. International Journal of Production Research, 45(9), 2051-2072. 15 Bjerke, R., Ind, N. & Paoli De, D. (2007). The impact of aesthetics on employee satisfaction and motivation. Euro Med Journal of Business, 2(1), 57-73. 16 Blumenburg, E and Crane, R. (2004). Transport in the urban Core. Hansher, D. A. et al. (ed.), Handbook of Transport Geography and Spatial System, Elsevier. Amsterdam. 67-68. 17 Bockerman, P. & Ilmakunnas, P. (2006). Do Job Disamenities raise wages or ruin job dissatisfaction? International Journal of Manpower, 27(3), 290-302. 18 Bonavia, M.R. (1954). The Economics of Transport. James Nisbet& Company, Cambridge. 19 Borman, W.C. & Motowidlo, S.J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations, San Francisco: Jossey-Bass, 71-98. 20 Bowel, A. (1974). A guide to manpower planning. The Macmillan Press Ltd., London and Basingstoke. 21 Brayfield, A.H. & Crockett, W.H. (1955). Employee attitudes and employee performance. Psychological Bulletin, 52(5), 396-424. 22 Bres, E.S. & Burns, D. (1980). A Goal Programming Model for Planning Officer Accessions. Management Science, 26(8), 773-783. 23 Brill, M. (1990). Workspace design and productivity. Journal of Healthcare Forum, 35(5), 51- 53. 24 Campbell, J.P., McHenry, J.J. & Wise, L.L. (1990). Modeling job performance in a population of jobs. Personnel Psychology, 43, 313-333. 25 Campbell, J.P., McCloy, R.A., Oppler, S.H. & Sager, C.E. (1993). A theory of performance. In N. Schmitt & W. C. Borman (Eds.) Personnel selection in organizations, San Francisco, CA: Jossey-Bass, 35-70. 26 Carroll, S., Keflas, R. & Watson, C. (1964). Job Satisfaction and Productivity. Irwin : Illinois. 27 Charnes, A., Banker, R. D. & Cooper, W.W. (1984). Some models for Estimating Technical and Scale Ineffeciencies in Data Envelopment Analysis. Management Science, 30. 28 Chen HM & Chang WY (2010). The essence of the competence concept: Adopting an organization's sustained competitive advantage viewpoint. Journal of Management Organization, 16(5), 677-699. 29 Chen, J. & Colin, S. (2008). The impact of locus of control on job stress, Job performance and job satisfaction in Taiwan. Leadership & organization development journal, 29(7), 572-582. 30 Chhabra, T.N. (2004). Human Resource Management: Concepts and Issues. Dhanpat Rai & co. (P) Ltd., New Delhi. 62 DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017  MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS BIBLIOGRAPHY 31 Clardy A (2008). Human resource development and the resource-based model of core competencies: Methods for diagnosis and assessment. Human Resource Development Review, 7(4), 387-407. 32 Clarke, L.W., Hane, C.A., Johnson, E.L. & Nemhauser, G.L. (1996). Maintenance and Crew Considerations in Fleet Assignment. Transportation Science, 30, 249- 260. 33 Clements-Croome, D. & Kaluarachchi, Y. (2000). An Assessment of the Influence of the In-door Environment on the Productivity of Occupants in Offices Design, Construction and Operation of Healthy Buildings. 6781. 34 Coomber, B. & Barriball K.L. (2007). Impact of job satisfactions on intent to leave and turnover for hospital based nurses: a review of the research literature. International Journal of Nursing Studies, 44, 297-314. 35 Cronbach, L.J. (1951). Coefficient Alpha and the internal structure of tests. Psychometrica, 16, 297-334. 36 Cummings, K. (1970). Job satisfaction and Performance. Journal of Social Psychology, 141(5), 541-563. 37 Dalal, R.S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Journal of Applied Psychology, 90, 1241-1255. 38 David, F.J. & William, K. (1970). Job satisfaction Commitment. Irwin : Illions. 39 Davies. S.J. (2008). Security Supervision and Management: the Theory and Practice of Asset Protection. Elsevier Inc., Oxford Dewhurst, M., Guthridge, M. & Mohr, E. (2010). Motivating people: getting beyond money. McK- insey Quarterly, (1), 12-15. 40 DiCostanzo (2008). An Analysis of customer satisfaction and customer retention in terms of employee satisfaction in hotel industry. University of Phoenix. 41 Dijkstra, M.C., Kroon, L.G., Nunen, A.E.E. & Salomon, M., 1991. A DSS for Capacity Planning of Aircraft Maintenance Personnel. International Journal of Production Economics. 23, 69-78. 42 Dorgan, C.E. (1994). Productivity Link to the Indoor Environment Estimated Relative to ASHRAE 62- 1989. Proceedings of Health Buildings '94, Budapest, 461- 472. 43 Drejer, A. (2002). Strategic Management and Core Competencies: Theory and Application. Quorum Books, London. 44 Dubois, D.D. & Rothwell, W.J. (2004). Competency-based Human Resource Management. Davies-Black, Palo Alto, CA. 45 Duffuaa, S.O. & Andijani, A.A. (1999). An Integrated Simulation Model for Effective Planning of Maintenance Operations for Saudi Arabian Airlines (SAUDIA). Production Planning and Control, 10, 579-584. 46 Ebert, R.J. (1976). Aggregate Planning with Learning Curve Productivity. Management Science, 23(2) 171-182. 47 Erez, M., Earley, P.C. & Hulin, C.L. (1985). The impact of participation on goal acceptance and performance: A two step model. Academy of Management Journal, 28, 50-66. 48 Estelami, H. & Hurley, R.F. (2007). An exploratory study of employee turnover indicators as predictors of customer satisfaction. Journal of Services Marketing, 21(3), 186-199. 49 Fairbrother, K. (2008). Work place dimensions, stresses and job satisfaction. Journal of managerial psychology USA, 18(1), 802-818. 50 Feuer, M.J., Niehaus, R.J. & Sheridan, J.A. (1984). Human resource planning: A survey of practice and potential. Human Resource Planning. 7, 85-97. 51 Gatland, R., Yang, E. & Buxton, K. (1997). Solving Engine Maintenance Capacity Problems with Simulation. Winter Simulation Conference Proceedings, 892- 899. 52 Gholipour S.A., Azadeh del & Mohammad Reza (2001). An introduction to organizational behavior. Varasteh publication. 53 Gibson, J. L., John, M. Ivancevich, H. & Donnely Jr, (1991). Organizations Behavior Structure Process. Irwin : Illions. 54 Globerson, S. (1979). Manpower Planning for a Telephone Service department. Interfaces, 9(5), 105-112. 55 Govindarajulu N. & Bonnie, F. Daily. (2004). Motivating Employees for Environmental Improvement. Industrial Management and Data Systems, 104(4), 364- 372. 56 Guerry, M. A. (2007). Profile-based push models in manpower planning. Applied Stochastic Models in Business and Industry, 24, 13-20. 57 Gustafsson, A., Johnson, M. & Roos, I. (2005). The effects of customer satisfaction, relationship commitment dimensions, and triggers on customer retention. Journal of Marketing, 69(4), 210- 218. 58 Hagan, C.H. (1996). The core competence organization: Implications for human resource practices. Human Resource Management Review, 6(2), 147-164. 59 Hair, J.F., Jr., Anderson, R.E., Tatham, R.L., & Black, W.C. (1998). Multivariate data analysis (5th ed.). Upper Saddle River, NJ: Prentice Hall. 60 Haland, E. & Tjora, A. (2006). Between asset and process: Developing competence by implementing a learning management system. Human Relations, 59(7), 993-1016. 61 Halder, D.K. (1967). Public Undertakings in Road Transport in the City of Culcutta – An Economic Analysis and Programming Solutions. Gokhale Institute of Politics and Economics, Poona. 62 Hane, C.A., Barnhart, C., Johnson, E.J., Marsten, R.E., Nemhauser, G.L. & Sigisimondi, G. (1995). The Fleet Assignment Problem: Solving a Large-Scale Integer Program. Math. Program. 70, 211-232. 63 Hanssmann, F. & Hess, S.W. (1960). A Linear Programming Approach to Production and Employment Scheduling. Management Technology, 1(1) 46-51. Hardy, G.E., Woods, D. & Wall, T.D. (2003). The impact of psychological distress on absence from work. Journal of Applied Psychology, 88, 306-314. Psychology, 90, 1241-1255. 64 Harrison, D.A., Newman, D.A. & Roth, P.L. (2006). How important are job attitudes? Metaanalytic comparison of integrative behavioral outcomes and time sequences. Academy of Management Journal, 49, 305-325. 65 Haynes, B.P. (2008). An Evaluation of the Impact of the Office Environment on Productivity. Journal of Facilities, 26(5/6), 178-219. 66 Herzberg, F. (1987). One more time: How do you motivate employees? Harvard Business Review, September, October. 67 Holloran, T.J. & Byrn, J.E. (1986). United airlines station manpower planning system. The Institute of Management Sciences, 16(1), 39-50. 68 Holt, C.C. & Modigliani, F. (1960). Planning production, inventories, and work force. Prentice Hall. Englewood Cliffs, N.Y. 69 Homburg, C. & Stock, R. (2004). The link between sales peoples Job Satisfaction and Customer Satisfaction in a Business-to-Business Context: a Dyadic Analysis. Journal of the Academy of Marketing Science, 32(2), 144-158. 70 Hung, Huang, M. & Chen, K. (2003). Service quality evaluation by service quality performance matrix. Total Quality Management and Business Excellence, 14(1), 79. 71 Huang, Y.H., Robertson, M.M. & Chang, K.I. (2004). The role of environmental control on environmental satisfaction, communication, and psychological stress: effects of office ergonomics training. Environment and Behavior, 36(1), 617-638. 72 Ilham Dahir Sheikh Mohamoud (2009). The role of work motivation on employee performance. Master s thesis. Universiti Utara Malaysia, Kedah. 73 Janssen, O. & Yperen, NICO (2004). Employee's goal orientation, the quality of leader- member exchange, and the outcomes of job performance and job satisfaction. Academy of management. 74 Javidan, M. (1998). Core competence: What does it mean in practice? Long Range Planning, 31(1), 60-71. 75 Jex, S.M. (2002). Organizational Psychology: A Scientist-Practitioner Approach. John Wiley & Sons, New York. 76 John, B. (2009). The relationship between emotional intelligence and manager's use of specific directive and supportive behaviors. University of Phoenix, 213. 77 Judge, T.A. (2000). Job satisfaction. In A. E. Kazdin (Ed.). Encyclopedia of Psychology, Washington, DC: American Psychological Association, 4, 399-403. DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017 63 MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS BIBLIOGRAPHY 78 Judge, T.A. & Bono, J.E. (2001). Relationship of core self-evaluations traits - Selfesteem, generalized self-efficacy, locus of control, and emotional stability – With job satisfaction and job performance: A meta-analysis. Journal of Applied Psychology, 86, 80-92. 79 Katzell, A., Barret, C. & Porker (1952). Motivation and Labor Turnover. Irwin Inc. Illions. 80 Kelton, W.D., Sadowski, R.P. &Sadowski, D.A. (1998). Simulation with Arena. McGraw-Hill. Khan, R.R. (1980). Transport Management. Himalaya Publishing House, Bombay. 81 Kilgore, M., Joseph, A. & Metersky, J. (2007). The Logistical Challenges of Doing. Supply Chain Management Review, 36-43. 82 Kornhanuser, F. & Sharp, P. (1976). Job Satisfaction and Motivation of Employees in Industrial Sector. Journal of Social Psychology, 145, 323-342. 83 Kwong, J. & Cheung, M. (2003). Prediction of Performance Facets Using Specific Personality Trait in the Chinese Context. Journal of vocational behavior, 6(4), 45-61. 84 Lado AA, Wilson MC (1994). Human resource systems and sustained competitive advantage: A competence-based perspective. Academy of Management Journal, 19(4): 699-727. 85 Lari, M.B., Gupta, P. & Young, S. (2003). A simulation approach to Manpower Planning. Proceedings of the 2003 Winter Simulation Conference. 86 Latham, G.P. & Yukl, G.A. (1975). Assigned versus participative goal setting with educated and uneducated wood workers. Journal of Applied Psychology, 60, 299-302. 87 Lawler, E.E. (1994). From job-based to competency-based organizations. Journal of Organizational Behavior, 15(1), 3-15. 88 Lee, O.F., Tan, G.A. & Javalgi, R. (2010). Goal orientation and organizational commitment: Individual difference predictors of job performance. International Journal of Organizational Analysis, 18(1), 129-150. 89 Lei, D., Hitt, M.A. &Bettis R (1996). Dynamic core competences through meta-learning and strategic context. Journal of Management, 22(4), 549-569. 90 Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13, 111- 125. 91 Locke, E.A. (1970). Job satisfaction and job performance: A theoretical analysis. Organizational Behavior and Human Performance, 5, 484-500. 92 Locklin D.P. (1972). Economics of Transportation. Rechard D. Irwin, Inc., Hornewood. 93 Luthans, F. (1985). Organizational Behavior. McGill Illinois. 94 Mathew, M.O. (1964). Rail and Road Transport in India – A Study in Optimum Size and Organization. Scientific Book Agency, Calcutta. 1-216. 95 Matzler, K., Hinterhuber, H., Daxer, C. & Huber, M. (2005). The relationship between customer satisfaction and shareholder value. Total Quality Management and Business Excellence, 16(5), 671-680. 96 McLagan, P. (1980). Competency models. Training and Development Journal, 34(12), 22-26. 97 Michael, F. (2008). A quantitative study investigating relationships among leadership style, employee satisfaction, and employee tenure. University of Phoenix, 151. 98 Mirderikvandi, R. (2000). Job satisfaction and methods of its evaluation. Marefat seasonal, 38. 99 Mohr, R. (1996). Office Space is a Revenue Enhancer, Not an Expense. National Real Estate Investor, 38(7), 46-47. 100 Moorman, R.H. (1993). The influence of cognitive and affective based job satisfaction measures on the relationship between satisfaction and organizational citizenship behavior. Human Relations, 6, 759–776. 101 Motowidlo, J.S. (2003). Job Performance. Handbook of Psychology. Industrial and Organizational Psychology, 12, 39-55. 102 Mould, G.I. (1994). Short Term Manpower Planning: Time Based Simulation vs Systems Dynamic Approach. International System Dynamics Conference. 103 Murphy, K.R. (1989). Dimensions of job performance. In R.F. Dillon and J.W. Pellegrino (Eds.) Testing: Theoretical and Applied Perspectives, New York: Praeger, 218-247. 104 Murray, P. (2003). Organizational learning, competencies, and firm performance: Empirical observations. Learning Organization, 10(5), 305-316. "National Highways". Portal of Government of India. http://india.gov.in/sectors/transport/national_highway.php. Retrieved 2009-06-23. 105 Nirmala, S. & Jeeva, M. (2010). A dynamic programming approach to optimal manpower recruitment and promotion policies for the two grade system. African Journal of Mathematics and Computer Science Research, 3 (12), 297-301. 106 Nunnally, J.C. (1978). Psychometric Theory. New York: McGraw Hill. 107 Organ, D.W. & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-804. 108 Parera, R. (2009). India Calling 2009. India- Europe Business Partnership Summit. KPMG. 109 Patankar P.G. (1985). Road Passanger Transport in India. Central Institute of Road Transport, Pune, India. 110 Patterson, M.G., West, M.A., Lawthorn, R. & Nickell, S. (2003). Impact of People Management Practices on Business Performance. Issues in People Management (22), Institute of Personnel and Development, London. 111 Petts, N. (1997). Building growth on core competences-A practical approach. Long Range Planning, 30(4), 551-561. 112 Porter, L.W. & Lawler, E.E. (1969). The effect of performance on job satisfaction. Industrial Relations, 7, 20-28. Porter, L.W. & Lawler, E.E. (1974). The effect of Performance on Job Satisfaction. In Edwin A. Fleishman (ed) Studies in Personal and Industrial Psychology. Third Edition, Illinois. 113 Porter, M. (1980). Competitive strategy. New York: Free Press. USA. 114 Prahalad, C.K., Hemel, G. (1990). The core competence of the corporation. Harvard Business Review (May-June), 16(3), 79-91. 115 Prayukvong, W., Sophon, J., Hongpukdee, S. & Charupas, T. (2007). Customer's satisfaction with hotel guestrooms: A case study in UbonRachathani Province, Thailand. Asia Pacific Journal of Tourism Research, 12(2), 119-126. 116 Pritsker, A. (1987). Introduction to Simulation and SLAM II. West Lafayette, Indiana, USA: Systems Publishing Corporation. 117 Ramanathan, R. & Parikh, J. (1999). Transport Sector in India: An Analysis in the Context of Sustainable Development. Transport Policy, 6(1), 35-45. 118 Rashidpoor, M. (2000). Correlation analysis of organizational commitment and job performance of calculating organization personnel. Unpublished M.Sc. Thesis, Governmental Management Education Center, 180. 119 Richards, M.D. (1978). Organization Goal Structures. West Publishing, St Paul, MN. 120 Ritchie, S. & Malley, O. (2009). The role of emotional labor in performance appraisal: Are supervisors getting into the act? The University of Akron, 7. 121 Roelofsen, P. (2002). The impact of office environments on employee Performance: The design of the workplace as a strategy for productivity enhancement. Journal of Facilities Management, 1 (3), 247-264. ABI/INFORM Global. 122 Rolloos, M. (1997). EengezondbinnenmilieubetaaltzichzelfterugPraktijkboekGezondeGebouwen. October, A2001-3 18. As cited in Sekar, 2011 123 Rosenthal, R. & Rosnow, R.L. (1991). Essential of Behavioral Research: Methods and Data Analysis. New York: McGraw-Hill. 124 Rushmeier, R.A. & Kontogiorgis, S.A. (1997). Advances in the Optimization of Airline Fleet Assignment. Transportation Science, 31, 159-169. 125 Ryan, R.M. & Deci, E.L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68–78. 126 Sachon, M. & Pate-Cornell, E. (2000). Delays and Safety in Airline Maintenance. Reliability Engineering and System Safety. 67, 301-309. 127 Saiyaden, M.A. (1993). Human Resource Management. New Delhi, McGraw-Hill. 64 DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017  MANPOWER PLANNING OPTIMIZATION: A STUDY ON HARYANA ROADWAYS BIBLIOGRAPHY 128 Sanchez, J.I., Levine, E.L. (2009). What is (or should be) the difference between competency modeling and traditional job analysis? Human Resource Management Review, 19(2), 53-63. 129 Satyanarayana, J. (1971). Cost Structure of Road Transport Industry. Transport Journal, 21(3). 130 Schleicher, D.J., Watt, J.D. & Greguras, G.J. (2004). Reexamining the job satisfaction performance relationship: The complexity of attitudes. Journal of Applied Psychology, 89, 165- 177. 131 Schuessler, K. (1971). Analyzing social data. Boston, MA: Houghton Mifflin. 132 Sekar, C. (2011). Workplace Environment and its impact on organizational performance in public sector organizations. International Journal of Enterprise Computing and Business System International Systems, 1(1). 133 Sharp, C.N. (1973). Transport Economics. Macmilan studies in Economics, Macmilan, London. 134 Shokrkon, H., Abdolkazem, N., Abdolzahra, N. &Mahnaz, M.H. (2001). The investigation of relation between job satisfaction with social behavior and job performance in some factories in Ahvaz. Psychological and pedagogical magazine, Shahid Chamran university, for psychology, 3,4(8), 13-24. 135 Silva, P. (2006). Effects of disposition on hospitality employee job satisfaction and commitment. International Journal of Contemporary Hospitality Management, 18(4), 317-328. 136 Simpson, B. (2002). The knowledge needs of innovating organizations. Singapore Managerial Review, 24(3), 51-60. 137 Singru, N. (2007). Profile of the Indian Transport Sector. From the 2007 Sector Assistance Program Evaluation for the Transport Sector in India - Focusing on Results. ADB. 138 Smith, D. & Cranny, F. (1968). Job Satisfaction, Effort and Commitment. Journal of Business management, 123(3), 151-164. 139 Smith, P.C., Kendall, L.M. & Hulin, C.L. (1969). The measurement of satisfaction in work and retirement. Rand McNally & Company: Chicago, IL. 140 Soderquist, K.E., Papalexandris, A., Ioannou, G., Prastacos, G. (2010). From task-based to competency-based: A typology and process supporting a critical HRM transition. Pers. Rev., 39(3), 325-346. 141 Spector, P.E. (1997). Job satisfaction: application, assessment, causes and consequences. Thousand Oaks, Calif: Sage Publications, 28. 142 Srivastava, S.K. (1987). Economics of Transport. S. Chand & Co., New Delhi. 143 Stallworth, J.O.E. & Kleiner, B.H. (1996). Recent developments in office design. Journal of Facilities, 14(1/2), 34-42. 144 Statt, D.A. (2004). Psychology and the World of Work. Psychology, Industrial, Washington Square, NY: New York University Press, 457. 145 Stoner, J.A.F., and Freeman, S. (1992). Management. Prentice hall of India, New Delhi. Sutermeister, R.A. (1976). People and Productivity. 3rd edn, New York. 146 Talluri, K.T. (1998). The Four-Day Aircraft Maintenance Routing Problem. Transportation Science, 32, 43-53. The World Bank Group, 2013 http://go.worldbank.org/FUE8JM6E40 147 Thompson, E.R. & Phua, F.T.T. (2012). A brief Index of Affective Job Satisfaction. Group & Organization Management, 37(3), 275–307. 148 Torres, E.N. & Kline, S. (2006). From satisfaction to delight: A model for the hotel industry. International Journal of Contemporary Hospitality Management, 18(4), 290-301. 149 Tosi, H.L., Mero, N.P. & Rizzo, J.R. (2000). Managing Organizational Behavior. Blackwell Publishers Inc., Oxford. 150 Tripp, A.H. (1938). Road Traffic and its Control. Adward Arnold Company, London. 151 Tsigilis, N. (2004). Multivariate relationship and discriminant validity between job satisfaction and burnout. Journal of management psychology, 19, 666-675. 152 Turton B. & Black W.R. (2001). Inter Urban Transport. Hoyle B. and Knowles R. (ed.), Modern Transport Geography, second revised edition, John Wiley and Sons (Asia). Singapore, 163-164. 153 Udom, A.U. &Uche, P.I. (2009). The use of time as an optimality performance criterion in manpower control. The Pacific Journal of Science and Technology, 10. 154 Vajda, S. (1978). Mathematics of Manpower Planning. Chichester, Wiley. 155 Voordt, V. & Theo, J.M. (2004). Productivity and employee satisfaction in flexible workplaces. Journal of Corporate Real Estate, 6(2), 133-148. 156 Vroom, V. (1964). Work and Motivation. New York: John Wileg& Sons, Znc. 157 Wang, X. & Gianakis, G.A. (1999). Public Officials Attitudes toward Subjective Performances Measures. Public Productivity and Management Review, 22(4), 537-553. 158 Wanous, J.P. (1974). A causal-correlational analysis of the job satisfaction and performance relationship. Journal of Applied Psychology, 59, 139-144. 159 Weiss, E.M. (1999). Perceived Workplace Conditions and First-year Teachers Morale, Career Choice Commitment and Planned Retention: A Secondary Analysis. Teaching and Teacher Education, 15, 861-879. 160 Wicker, A.W. (1969). Attitudes versus actions: The relationship of verbal and overt behavioral responses to attitude objects. Journal of Social Issues, 25, 41-78. 161 Willem, B.J. (2007). Impact of organizational structure on nurses' job satisfaction: a Questionnaire survey. International Journal of Nursing Studies, 44, 1011- 1020. 162 Xu, Y. & Goedegeburre, R. (2005). Employee Satisfaction and Customer Satisfaction: Testing the Service-Profit Chain in a Chinese Securities Firm. Innovative Marketing Journal, 2. 163 Yi, Han, (2008). The relationship between job performance and job satisfaction, organizational commitment, and goal orientation. Acta psychological sinica, 40(1), 84-91. 164 Yu, C., Lei-Yu, W., Yu-Ching, C. & Tai, H. (2005). Perceived quality, customer satisfaction and customer loyalty: the case of lexus in Taiwan. Total Quality Management and Business Excellence, 16(6), 707-719. 165 Zimmerman, R.D. & Todd, D. (2009). The impact of job performance on employee turnover intentions and the voluntary turnover process a meta-analysis and path model. Personnel review, 38(2), 142-158. DIAS TECHNOLOGY REVIEW  VOL. 14 NO. 1  APRIL 2017 - SEPTEMBER 2017 65