Abstract:India was ranked 120th by World Bank from a list of 131 countries as far as female workforce participation in 2017 is concerned (Venkatesh, 2017). Looking at it from a demographic level, there are only a few states which have a women workforce larger than the men workforce. The low percentage of working women is both a social and economic loss. According to a survey, it was seen that working women form an integral part of the junior management level comprising 16%, while women comprise only 4% each at the midd… Show more
“…In addition, praise and rewards should be given to workers for producing racks that are above the standard. External factors such as glass ceilings, workplace discrimination, unfriendly organizational policies, or internal factors such as work-life balance, personal abilities, and perceptions, as well as family and community factors can be challenging for female employees in managerial ranks, which then negatively impacts their productivity and efficiency (Misra & Sirohi, 2019). Overall, factors that impact work productivity in internal and external industry can be diverse and complex, and they can include the work environment, education, job satisfaction, work motivation, external and internal factors, ICT, and motivation.…”
Productivity is generally defined as a measure of the amount of output generated per unit of input. The aim of this research is to analyse the effect of the fulfilment of Occupational Safety and Health as well as the ability, experience, motivation, and discipline of workers on the probability of low productivity in the Electric Welding Workshop. The method used in this study was a qualitative descriptive method with questionnaires and observation sheets. The result showed that the Electric Welding Workshop workers felt that the fulfilment of OSH aspects, their ability, experience, motivation, and discipline impacted their productivity. The study concludes that Electric Welding Workshop is not included in low productivity because it produces stuffs with quality and quantity according to standards, although it has not yet fulfilled the aspects that increase productivity.
“…In addition, praise and rewards should be given to workers for producing racks that are above the standard. External factors such as glass ceilings, workplace discrimination, unfriendly organizational policies, or internal factors such as work-life balance, personal abilities, and perceptions, as well as family and community factors can be challenging for female employees in managerial ranks, which then negatively impacts their productivity and efficiency (Misra & Sirohi, 2019). Overall, factors that impact work productivity in internal and external industry can be diverse and complex, and they can include the work environment, education, job satisfaction, work motivation, external and internal factors, ICT, and motivation.…”
Productivity is generally defined as a measure of the amount of output generated per unit of input. The aim of this research is to analyse the effect of the fulfilment of Occupational Safety and Health as well as the ability, experience, motivation, and discipline of workers on the probability of low productivity in the Electric Welding Workshop. The method used in this study was a qualitative descriptive method with questionnaires and observation sheets. The result showed that the Electric Welding Workshop workers felt that the fulfilment of OSH aspects, their ability, experience, motivation, and discipline impacted their productivity. The study concludes that Electric Welding Workshop is not included in low productivity because it produces stuffs with quality and quantity according to standards, although it has not yet fulfilled the aspects that increase productivity.
Catalyst study stated that female leaders suggestively can exhibit better leadership behaviour than male and can have more positive effect on their subordinate’s work psychology and performance. But these proclamations, grounded mostly on inadequate research verdicts and subjective evidence, continue empirically unverified in Asian countries. The experiential study is directed to compare whether female managers differ in their leadership style from male managers in bank. Added to that, study led to recognize and compare the difference in subordinate’s work performance behaviour due to the supervisor’s gender. Through multi-stage sampling method, 364 male and 58 female supervisors were examined based on structured questionnaire proposing two hypothetical consent-attainment status quo. Results exhibited and confirmed the significant difference among supervisor’s gender in their leadership style. Noteworthy variances were revealed in subordinates’ work behaviour because of their manager’s gender. Though the effects varied for diverse dimensions of managerial behaviour and employees conduct. Hypothesis verified that female supervisors are more transformational and transactional in style than male. Furthermore, female leaders were rated more significantly positive on subordinates’ task and contextual performance than male. Research entitled that Indian female supervisor with transformational and transactional style could be more influential to induce subordinates work behaviour and performance in banks. It is imperious to analyse leader’s behaviour in context to their gender, as female leaders play a substantial role in organization growth and performance.
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