Volume1, Issue1June 2011

Agriculture Finance: Way to Empower Rural Women

Pritpal Singh Dhillon

Dr. Kapil Sharma

Abstract

In Indian economy agriculture sector continues to play a very significant role as it employs about two-thirds of the total workforce. The agricultural sector is the largest employer of rural women. According to official statistics (National Sample Survey) women make up 32 per cent of the total workforce in the Indian economy. Majority of the female workforce (84 per cent) works in rural India. A very large share (73 per cent) of this female workforce toils in the agricultural sector, mostly (96 per cent) in rural areas. These numbers alone would provide justification for addressing women workers in policy.

A Reserve Bank of India (RBI) report indicates that women’s credit outstanding from commercial banks accounts for only 5 per cent of all credit outstanding (RBI 2013). Some of the reasons for the lack of access to agriculture credit includes: lack of formal ownership of material assets, limitations of microcredit via Self-Help Groups (SHGs) and Microfinance Institutions (MFIs), low institutional savings by women and government’s insurance and pension schemes inadvertently exclude women.

Credit to women from the organized financial sector has been miniscule despite RBI announcements. The woman cultivator is caught in a difficult situation. For women empowerment in agriculture to have the desired impact, policymakers must consider the social, cultural and economic constraints women face when accessing financial products and services.

Key words – GDP, SHGs, microcredit, MFIs

Introduction

Self Help Groups (SHGs) are novel and innovative organizational setup in India for the women up liftment and welfare. All women in India are given chance to join any one of SHGs for training and development, so as to be prospective entrepreneur and skilled worker. The SHGs are promoted by the Government as if women in India may not be resourceful enough to be entrepreneurs. When the SHGs arrange training facilities to carry out certain kind of work which are suitable for women in India, bank arrange financial assistance to carry out manufacturing and trading activities, arranging marketing facilities while the Governments will procure the product of SHGs, arrange for enhancing the capacity of women in terms of leadership quality and arranging for the management of SHGs by themselves so as to have administrative capacity.

The concept of self-help groups had its origin in the operative philosophy and the co-operators by and large, including the National Federations in the credit sector, could not think of any better SHG than a primary co-operative credit society itself. As SHG are small and economically homogenous affinity groups of rural poor, they are voluntarily coming together for achieving the following.

 _{Assistant Professor, D.A.V College, Bathinda}

1. To save small amount of money regularly.

2. To mutually agree to contribute a common fund.

3. To meet their emergency needs.

4. To have collective decision making.

5. To solve conflicts through collective leadership mutual discussion.

6. To provide collateral free loan with terms decided by the group at the market driven rates.

Today, the self-help group movement is increasingly accepted as an innovation in the field of rural credit in many developing countries including India to help the rural poor considered a vehicle to reach the disadvantaged and marginalized section, which in the normal course cannot avail of credit facility from the bank.

A self-help group is defined as a group consisting of people who have personal experience of a similar issue or life situation, either directly or through their family and friends. Sharing experiences enables them to give each other a unique quality of mutual support and to pool practical information and ways of coping. Self-help groups are small informal association of the poor created at the grass root level for the purpose of enabling members to reap economic benefits out of mutual help solidarily and joint responsibility. Self-help groups are formed voluntarily by the rural and urban poor to save and contribute to a common fund to be lent to its members as per group decision and for working together for social and economic uplift of their families and community.

A self-help group is defined as a "self-governed, peer controlled information group of people with similar socio-economic background and having a desire to collectively perform common purpose." Self-help group have been able to mobilize small savings either on weekly or monthly basis from persons who were not expected to have any savings. They have been able to effectively recycle the resources generated among the members for meeting the productive and emergent credit needs of members of the group. The distinguishing features of self-help groups are given below.

1. An SHG normally consists of not less than five persons (with a maximum of twenty) of similar economic outlook and social status.

2. It promotes objectives like economic improvement and raising resources for development and freedom from exploitation.

3. It has its own by-laws for the proper functioning of the group as well as for the observance of certain rules by the group members and regulations concerning membership.

4. The form of such a group could be mostly on an informal basis (unregistered).

5. Periodical meetings of members are held for solving their problems and they collect fixed savings of the members.

6. The savings of members are kept with a bank in the name of group and authorized representative of the group operates the bank account. The deposit kept in the bank is used for giving loans to members for purposes including consumption at the rate of interest decided by the group (usually higher than what the banks charge).

Characteristics of SHGs

1. They usually create a common fund by contributing their small savings on a regular basis.

democratic manner.

3. Groups consider loan requests in periodical meetings, with competing claims on limited resources being settled by consensus regarding greater needs.

4. Loaning is mainly on the basis of mutual need and trust with minimum documentation and without any tangible security.

5. The amounts loaned are small, frequent and for short duration.

6. Rates of interest vary from group to group depending upon the purpose of loans and are often higher than those of banks but lower than those of moneylenders.

7. At periodical meetings, besides collecting money, emerging rural, social and economic issues are discussed.

8. Defaulters are rare due to group pressure and intimate knowledge of the end use of the credit as also the borrower's economic resources.

Working of Self Help Groups

There are no uniform rules and regulation for the SHGs, and they may vary from group to group. The promoter of the group formulates the rules and regulations, which may be suitable for the all groups, are summarized below.

1. Group Formation

The group formation is proceeded by a village level household survey together the baseline area. The promoters should conduct this, and a suitable poverty assessment method should be used for the purpose.

To facilitate sustainability, the total number of members of the group should range between 12 and 20. The age limit for membership will be 21 to 60. The group must be a homogeneous one though not necessarily from the same caste or religion. The target group must be the poorest.

2. Meetings

The group must meet weekly or fortnightly for collection of savings and repayment of loan amount and for discussing all other matters. The group meetings need to be conducted at President's house, members of groups or Gram panchayat or temples, with a certain discipline in relation to regularity, time and items to be discussed.

3. Group Savings

The group members must be encouraged to save as much as each can without it being a uniform amount for all. Usually the SHGs start off with a minimum savings of all members. As the years pass, they may opt for optional savings according to the capacity of each member.

4. Group Common Fund

The amount such as fines imposed on members, grants from the NGOs, bonuses for various programmes and service charges on external loans should be put into the common fund of the groups. All common expenses related to the groups may be met from this common fund.

5. Rotation of Group Fund

All savings and excess of common fund would be rotated as short-term loans amongst the members at rate of interest decided by the majority members of groups and loan is given to needy members on the priority basis.

6. Books and Registers to be maintained

Savings ledger, Loan ledger, General ledger, Cash book, Individual pass book, Receipt book and Payment voucher etc.

7. Training

The staff of NGO, DRDA and bank staff imparts training of skill development, self-employment like fenile making, agarbatti making, soap making, making dairy products etc. through MICON and entrepreneurship development. So as to start his own business for the betterment of life.

Refinance Assistance Provided by NABARD

Self Help Group is a visible organized setup to disburse microcredit to the rural women and encourage them in entrepreneurial activities. SHGs and micro-credit are the solutions to speed up the socio-economic development of poor women.

NABARD has been working as a catalyst in promoting and linking more and more SHGs to the banking system. A Microfinance Development Fund has been constituted in NABARD. This would be utilized for scaling up the SHG-linkage programme and supporting other microcredit initiatives. Special emphasis is provided for building the capacities of the poor with particular emphasis on vulnerable sections including women, scheduled castes and scheduled tribes. The refinance assistance provided by NABARD with regard to microcredit presented in the Table.

Year (end - March)

No. of SHGs Linked

Cumulative Bank

Loan Cumulative

Refinance

Assistance Cumulative

1999-00 81780 114775 1.36 1.93 0.98 1.50

2000-01 149050 263825 2.88 4.81 2.51 4.01

2001-02 197653 461478 5.45 10.26 3.96 7.97

2002-03 255882 717360 10.22 20.49 6.22 14.19

2003-04 361731 1079091 18.56 39.04 7.05 21.24

2004-05 539365 1618456 29.94 68.98 9.68 30.92

2005-06 620109 2238565 44.99 113.97 10.68 41.60

2006-07 1105749 - 65.70 - 12.93 54.53

2007-08 1227770 - 88.49 - 16.16 70.68

2008-09 1609586 - 122.54 - 26.20 96.88

2009-10 1586822 - 144.53 - 31.74 128.62

2011-12 1147878 - 165.35 - 30.73 184.80

2012-13 1219821 - 205.85 - 39.17 223.96

2013-14 1366421 - 240.17 - 37.46 261.42

2014-15 1626238 - 275.82 - 44.93 306.35

2015-16 1832323 - 372.87 - 69.06 375.41

Source: NABARD

Conclusion

For women empowerment in agriculture to have the desired impact, policymakers must consider the social, cultural and economic constraints women face when accessing financial products and services. The main emphasis is the spread of the banking network and introductions of new instruments and credit packages and programmes were to make the financial system responsive to the credit the weaker sections in the society. Comprising small and marginal farmers, rural artisans, landless agricultural and non-agricultural labourers and other small borrowers falling below poverty line

NABARD continues to provide 100 percent refinance to banks at an interest rate of 6.5 percent per annum. Other support measures provided include facilitating training of the bank officials and the field staff of the NGOs. With the implementation of Self Help Group policies, further government of India in its developmental planning emphasized the promotion of agriculture and other allied economic activities through credit intervention for ensuring integrated rural development and securing the prosperity of the rural areas.

References

• Annual Report of NABARD, 1998, p. 1.

• Annual Report of NABARD, 1990-91, p. 19.

• Financing a Self Help Groups - NABARD, 1998, p. 28.

• K.K. Kamalakannan, "The role of financial institution in development of women entrepreneur", Kurukshetra, Vol. 53, No. 16, April 2005, p. 12.

• Satish, P (2006), “Institutional Credit, Indebtedness and Suicides in Punjab”, Economic and Political Weekly, Volume 41, No 26, pp. 2754-2761.

• Sukhbir Singh, "Towards inclusives rural financial services - Microfinance in India", Edited by Sangita Kamdar, Microfinance, Self-employment and poverty alleviation, Himalaya Publishing House, 2007, p. 58.

• S. Subramanian, "A study on self-help groups in Tiruneveli district", Manonmaniam Sundavanar University, Tiruneveli, January 2010.

The Changing Role of Middle Manager- A Literature Review

Dr. Pushpinder Singh Gill

Er. Amandeep Kaur

Abstract

A manager is a person who directs others for accomplishment of goals. The role of managers has been changing from past time. Now their presence is vital in every sector for successful implementation of policies or plans. These roles are essential to manage effectively. This article analyzes the changing role of middle manager.

Keywords: middle manager, company, management, performance.

Introduction

The middle manager has positioned on middle positions in every company’s structure and they have to implement strategies or objectives of top management to lower management or employees

The role of middle manager in every organisation is conflicting because they act as

controller as they see work of juniors or controlled by seniors in the sense of implement plans made by upper management. Sometimes, their role is resisted because junior employees resist change. So, the role of middle manager is controller, controlled, resistor and resisted (Harding, Lee & Ford, 2014).

The old management theories by Taylor, Fayol and Mayo highlighted the concept of middle management (Parera and Vallejo, 2013).

The term Manager is defined as the person who inspires other through their performance (Kokila & Muralidharan, 2015). Dyer (1996) defined managers is a person who works within any organization by means of policies and practices (Zhao, 2006). A manager’s job

is to direct, accomplish and progress things which are already identified and existing

(Azeem & Fatima, 2012). A manager is a person whose work is to manage and direct the work of subordinates to achieve the firm’s objectives (Robbins & Coutler, 2012).

The manager is defined as the individual who works with subordinates to achieve the objectives of the company. They perform management functions like planning, organizing, directing, controlling; and play a different managerial role in the organization. In today’s era of competition and globalization, managers require different techniques to tackle these different changing situations (Robbins, 2005). Presently, a lot of issues are due to incapable management. Almost all major objectives of the organization are achieved and directed by managers. So, any achievement is considered the success of a manager while any failure is the failure of a manager (Banerjee, 2012).

The managers in companies are mainly engaged at positions such as top, middle, and lower level. The top level persons are ones which on the topmost of organizational structure and have the accountability for the total company. They are positioned on the post of president, managing director, the chief executive officer (CEO), and executive vice president with

objective to make long-term plans, goals, and strategies to analyze the environment in order to take right decisions for welfare of the company (Robbins & Coutler, 2012; Daft, 2010). The persons who are working at the middle positions are known as middle level managers. Their role is to implement strategies created by top-levels. They employed at designations namely department head, regional manager, division manager, manager of quality control, and project managers. (Robbins & Coutler, 2012; Daft, 2010). The individual s who directly deal with non-managerial employees is the first line managers. Their positions are office manager, shift manager, supervisor, and line manager (Robbins & Coutler, 2012; Daft, 2010). In order to perform functions of management the types of skills required. Firstly, technical skills where knowledge about techniques needed. These are compulsory for the lower level employees and first line managers due to their dealing with production. Secondly, Conceptual skills which are related to concepts or critical thinking situation and essential at the top and middle-level. Human skills are connected to the employees who work with groups or individual in order to motivate others. These skills vital for all levels of management due to deal with manpower (Robbins & Coutler, 2012).

A manager’s job is to achieve the goals of the organization through management functions like planning, organizing leading and controlling (Robbins & Coutler, 2012).

The competency of a manager is related with the success of organization to achieve competitive advantage (King, Fowler & Zeithaml, 2001) Managers are the persons who highly demanded in the organization for their effectiveness. Nowadays, the companies are competing in terms of human resources such as managers and employees which act as a competitive advantage for them. Therefore, managers are attracted and retained so that they can’t switch job from one firm to another. So, companies are making an investment in order to retain an effective manager (Ali & Patnaik, 2014). In this competitive world, there is only one way to survive and grow for organizations i.e. knowledge management. The role of a middle manager is becoming challenging as they have to handle and successful for knowledge management (Al-Hakim & Hassan, 2011). Knowledge has become an increasingly important factor in an organization’s competitiveness. To be successful, knowledge is shared and centralized so that the organization can get benefits from it. Although, middle manager’s position is very important for the organization as a knowledge sharing process is managed by them (Gaál & et al, 2012).

Literature Review

Automation has changed the scenario in terms of number of middle managers in organisation and decreased their roles. Although the role of middle manager is related to performance of organisation as related to learning process. That means in restructuring of organisation the strategic role of middle manager should be reconsidered (Floyd & Wooldridge 1994).

forced to balance conflicting situations (Raghu, 2009). Middle managers represent themselves as a core competence of the successful organization (Towers, 1996).

The role of middle manager is important in healthcare as act as a channel between top and lower level management. Manager is committed improve their effectiveness through implement of innovative practices in organisation. There were fourteen practices identified that will be useful while implementing innovations which lead to make manager more effective to bring change in organisation (Engle, Lopez, Gormley, Chan, Charns, Lukas, 2017). Middle manager’s role in healthcare involves the improvement and implementation

of quality standards projects. Their roles performed by managers were coordinator, communicator, promoter and conflict manager.Theactivities related to these roles were to inform information of project to employees, monitoring their response, and handling queries to further in order to report top management (Zjadewicz et al., 2016).

The IT managers role and responsibilities vary depends on the size, structure, nature of the hospital and its technology adaptation. The core role and responsibility of IT manages include Managerial role, Operational role, Web master role, Consultant role, Training role, Team leader role (Bakshi, 2013).

Knowledge management is essential for every organisation to survive or grow in this era. It can’t be possible without the support of middle manager as it leads to sustain performance of organisation (Al-Hakim & Hassan, 2011b). Presently, knowledge management provides major support to every company and it’s difficult to appreciate middle manger’s role to implement knowledge management which further leads to innovations. The major role played by middle managers are analyst, intuitive and pragmatic which are directly related to implementation of knowledge (Al-Hakim & Hassan, 2011a). The middle manager’s role is important in organisation due to intermediary positions, strategic roles and contribution to implement change. Among these, other roles are administrator, leader, decision-maker and communicator (Rezvani, 2017).

The middle managers are also involved in strategy making process because they have the ability to create and estimate plans which further progress the performance of banks. It’s the need of the hour that upper and middle management should together make decisions to ensure quality (Wooldridge & Floyd, 1990). The role of middle manager in strategy making process is important as they act as ‘analyst’, ‘coordinator’, ‘information source’ and ‘communicator’ (O'Shannassy, 2014). They are also involved in strategy implementation process when supported by upper management (Qi, 2005). The middle managers are also involved in Strategic process (Floyd & Wooldridge, 1992).

The role of managers in the implementation process had number of obstacles. Floyd and Wooldridge (1994) recognized the three different tasks performed by middle-level managers such as communication about objectives and allocation resources to implement the strategy; monitoring the implementation process, and answer the questions for the deviations from the objectives.

The manger’s role is critical in strategy implementation because of knowledge or experience they have to perform functions and accomplish long-term goals of firm successfully (Radomska, 2014).

to their middle positions, their role to manage resources, provide information to decision makers, giving emotional support to their subordinates, and communicating the strategic intent of senior management throughout the organization. It is our intention organizational leaders might use these findings to develop mechanisms to engage middle managers in the strategy implementation efforts and ensure their commitments (Banumathi & Samudhararajakumar, 2015).

The manager’s contribution to develop/implement strategy is important for organizations. To the success of an organization, manager deals through soft skills on any organizational level (Kealy, 2015). The conflicting role of ‘change agent’ managed by managers such as

‘government agent’, ‘diplomat administrator’, and ‘entrepreneurial leader’ (Gatenby, Rees,Truss, Alfes & Soane, 2014). Currently, knowledge is an attractive factor which is progressively significant for organizational competitiveness. The knowledge sharing processes benefit both individual who sharing it and the organization. So, the role of manager is vital in this process. The usefulness and availability were the major components find in this process (Gaál et al, 2012).

Research Methodology

The Objectives of the study to analyze the changing role of middle manager in organizations. The present research design is descriptive in nature and secondary data collection technique was used for this survey. In data collection research article, journals and thesis were studied to draw conclusion for study.

Findings

Strategic role

Conflict manager

Analyst Team leader

Role of Middle Manager

Coordinator

Change agent

Communicator

Decision maker

Conclusion

References

• Banumathi & Samudhararajakumar (2015). The Role of Middle Level Managers and Corporate Entrepreneurship. International Journal of Arts, Humanities and Management Studies, 1(9), 21-26.

• Harding, N., Lee, H., & Ford, J. (2014). Who is the middle manager? Human Relations, 67(10), 1213-1237.

• Parera, B. L. & Fernández-Vallejo, A.M. (2013). Changes in the Role of Middle Manager: A Historical Point of View. International Journal of Information and Education Technology, 3(3),

• Floyd, S.W. & Wooldridge, B (1994). Dinosaurs or Dynamos? Recognizing Middle Management's Strategic Role. The Academy of Management Executive, 8(4), 47-57.

• Engle, R. L., Lopez, E. R., Gormley, K. E., Chan, J. A., Charns, M. P. & Lukas, C.V. (2017). What roles do middle managers play in implementation of innovative practices? Health Care Management Review, 42(1), 14-27.

• Al-Hakim, L.A.Y. & Hassan, S. (2011b). The role of middle managers in knowledge management implementation to improve organizational performance in the Iraqi mobile telecommunication sector. Interdisciplinary journal of contemporary research in business, 3(5), 948-965.

• Rezvani, Z. (2017). Who is a Middle Manager: A literature Review? International Journal of Family Business and Management, 1(2), 1-9.

• Al-Hakim, L.A.Y. & Hassan, S. (2011a). The Role of Middle Managers in Knowledge Management Implementation for Innovation Enhancement. International Journal of Innovation, Management and Technology, 2(1), 86-94.

• O'Shannassy, T. (2014). Investigating the role of middle managers in strategy-making process: An Australian mixed method study. Journal of Management & Organization, 20, 187-205. doi:10.1017/jmo.2014.29.

• Floyd, S.W. & Wooldridge, B. (1992). Middle Management Involvement in Strategy and Its Association with Strategic Type. Strategic Management Journal, 13, 153-167.

• Qi, H. (). Strategy Implementation: The Impact of Demographic Characteristics on the Level of Support Received by Middle Managers. Management International Review, 45(1), 45-70.

• King, A. W., Fowler, S. W. & Zeithml, C. P. (2001). Managing Organizational Competencies for Competitive Advantage: The Middle-Management Edge. The Academy of Management Executive, 15(2), 95-106.

• Kealy, T. (2015). Do Middle Managers Contribute to Their Organization’s Strategy?

International Journal of Humanities and Social Science, 5(1), 108-116.

• Gatenby, M., Rees, C., Truss, K., Alfes, K. and Soane, E. (2014) Managing change, or changing managers. The role of middle managers in UK public service reform, Public Management Review, 1-19.

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• Zjadewicz, K. White, D., Bouchal, S. R. & Reilly,S.(2016). Middle managers’ role in quality improvement project implementation, are we all on the same page? – A review of current literature. Safety in health, 2(8), DOI 10.1186/s40886-016-0018-5

• Radomska, J. (2014). The Role of Managers in Effective Strategy implementation.

International Journal of Contemporary Management, 13(3), 77–85.

• Robbins, P.S. (1999). Organizational Behavior (8th ed.).New Delhi: Prentice-hall of India (P) Ltd.

• Robbins, S.P. & Coutler, M. (2005). Management. (11th _{ed.). Pearson Publication.}

• Daft, R.L. (2010).Management. (9th _{ed.). Canada: South-Western Cengage Learning.}

• Harding, N., Lee, H., & Ford, J. (2014). Who is the middle manager? Human Relations, 67(10), 1213‐1237.

• Kokila, D. & Muralidaran, K. (2015). Managerial effectiveness of executives in Industries. International journal of applied research, 5(12), 127-129.

• Zhao, H. & Seibert, S. E. (2006).The Big Five Personality Dimensions and Entrepreneurial Status: A Meta-Analytical Review. Journal of Applied Psychology,

91(2), 259–271.

• Azeem, M.A. & Fatima, S. (2012). Factors favouring managerial effectiveness - a study of select public & private sector organizations. International Journal of Business Economics & Management Research, 2(1), 1-12.

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• Gaál, Z. & et al (2012). Middle Managers’ Maturity of Knowledge Sharing:

Investigation of Middle Managers Working at Medium- and Large-sized Enterprises.

Electronic Journal of Knowledge Management, 10(1), 26.

Pressure Distribution in Hydrodynamic Journal Bearings using

Meshfree Method

Sunil Kumar

Abstract

Mesh entanglement and refinement problems in finite element method suppresses the accuracy of the solution. Meshfree methods eliminate these problems to obtain an accurate solution of the problems as they do not require mesh to generate the solution to any problem. This paper discusses a meshfree method, namely the element-free Galerkin method (EFGM) for finding the pressure distribution in hydraulic journal bearings. In EFGM, the approximate solution is constructed only in terms of a set of nodes and description of the boundary of the surface. Moving least square approximation is used to construct the trial and test functions for the weak form. Lagrangian multipliers are used to enforce the essential boundary conditions. After obtaining the initial pressure distribution with the uniform grid, nodes are added in the region of maximum pressure and trailing edge to obtain accurate pressure distribution, maximum pressure and proper location of the trailing edge. The results were validated with the FEM results. The results obtained from EFGM are found in good agreement with the FEM results.

1 Introduction

Virtually every phenomenon in nature whether biological, geological, or mechanical can be described in terms of algebraic, differential, or integral equations. Traditional variational methods involve two major steps [1]

1. Mathematical formulation of the physical process, often differential equations, which relate the quantities of interest for understanding and design of the physical process.

2. Numerical analysis of the mathematical model.

The major disadvantage of the traditional variational methods is the difficulty encountered in selection and construction of the approximation functions, especially for complex geometry. There exists no symmetric procedure to construct these approximation functions [2, 3]. The FEM overcomes the disadvantage of the traditional variational methods by providing a systematic procedure for the derivation of the approximation function [2, 3]. The finite element method is a technique in which a given domain is represented as a collection of simple domains, called finite elements, to make it possible to systematically construct the approximation functions needed in a variational or weighted residual approximation of the solution of the problem over each element [2]. The approximation function not only depends on the geometry but also on the number and location of points, called nodes, in the element and the quantities to be interpolated [2, 3].

2 Literature review

Raghavendra et al. [4] studied the effect of finite elements on hydrodynamic journal bearing results and determined minimum number of finite elements required in the analysis of the journal bearing. Reynolds’s equation has been used to solve the flow of lubricant inside the clearance space. Important characteristics, like load-carrying capacity, maximum

pressure and lubricant flow requirement between mating surfaces have been predicted accurately.

Tiwari and Kumar [5] analyzed the hydrodynamic journal bearing using computational fluid dynamics (CFD) and fluid-structure interaction (FSI) methods to find pressure profile and temperature distribution using ANSYS. Parameters such as pressure and temperature distribution are analyzed and the cavitation effects are neglected by setting negative pressures equal to ambient pressures. Design data like journal diameter, clearance, L/D ratio, minimum film thickness, and journal speed & oil viscosity are taken from design data handbook. The model has been validated with the CFD results.

Panthi et al. [6] used FEM to model and simulate the journal bearing to find the pressure profile and minimum oil film thickness. The pressure developed inside the fluid film was found out by solving Reynolds’s equation using Raimondi and Boyd charts. Parameters such as minimum film thickness, attitude angle, power loss, oil supply requirements, dynamic coefficients, eccentricity and maximum pressure were calculated.

Kasolang et al. [7] determined the pressure distribution around the circumference of a journal bearing and fluid frictional force of the bearing due to shearing actions. A journal of 100mm diameter and 0.5L/D ratio was used. The experimental results were compared to predicted values from established Raimondi and Boyd charts. It was observed that the location of the maximum pressure was close to the predicted value.

Singh and Waydande [8] studied the performance of the hydrodynamic journal bearing for the cavitation and pressure distribution. Summerfeld equation was used for finding the pressure distribution and Reynolds equation to find the cavitation location. Experimental analysis is done for finding the pressure distribution, cavitation location and cavitation shape in the journal bearing. The results of the theoretical analysis and experimental analysis for various types of lubrication such as SAE30, SAE40, engine oil, TiO2, SiC, and

AL2O3 has been done.

Shenoy et al [9] developed a methodology to model and simulate the elastohydrodynamic lubrication of a journal bearing using CFD and computational structural dynamics (CSD) using ANSYS. The pressure field for the journal bearing under laminar flow with various L/D ratios is obtained by CFD. Stress distribution and deformation in the bearing due to resulting pressure force is evaluated using FEM, satisfying the boundary conditions. The critical points in the bearing structure have been found by analyzing stress distribution. The results show reasonable agreement with the previous results.

Tayade and Navagale [10] has been used to accurately predict the performance characteristics of a plain journal bearing using CFD. 3D analysis has been done to predict pressure distribution in the journal surface circumferentially & axially. The 3D energy equation is used to obtain the temperature distribution in the fluid film.

Szabo [11] calculated an optimum geometry for minimum friction coefficient and maximum load carrying capacity of a journal bearing. Thermo hydrodynamic equation has been used and solved by finite difference method and optimization has been done using RVA (random virus algorithm). It was concluded that the load carrying capacity has been increased by more than 28% and the friction coefficient in the oil film has been decreased by 29% as compared to the initial design.

distribution was solved by FEM and energy equation for the temperature distribution FDM.

Guo et al. [13] found the oil film pressure distribution, temperature distribution and static characteristics of hybrid journal bearing with deep/shallow pockets. The Reynolds equations were used to govern the pressure distribution, energy equation to find the temperature distribution, temperature-viscosity equation, and appropriate boundary conditions. The result showed that the load carrying capacity, the friction, and the volume flow rate increase with the increase in the attitude angle.

Valiulis et al. [14] performed a CFD analysis of the hydrodynamic pressure distribution in the slide journal bearings lubricated by non-Newtonian oil. The results showed the effect of different values of bearing eccentricity on the maximum hydrodynamic pressure and bearing lift capacity.

3 Methodology

3.1 Finite element method (FEM)

The idea of representing a given domain, as a collection of discrete parts is not unique to the FEM. Ancient mathematicians estimated the value of pie by noting that the perimeter of a polygon inscribed in a circle approximates the circumference of the circle by representing its sides [1]. Krongauz and Belytschko introduced the framework method [2], in which a plane elastic medium was represented as a collection of bars and beams. The use of piecewise continuous functions defined over a sub-domain to approximate an unknown function can be found in work of Dolbow and Belytschko [3] used the principle of minimum total potential energy in EFGM. Finite Element Method consists of three basic steps listed below [3]:

1. Division of whole domain into parts, allowing representation of complex domains as a collection of geometrically simple domains that enable a systematic derivation of the approximation functions.

2. Derivation of approximation functions over each element. The approximation functions are often algebraic polynomials which are derived using the interpolation theory.

3. Assembly of element equations which are based on the continuity of the solution and balance of internal fluxes.

These three features, which constitute three major steps of finite element formulation, are closely related. The geometry of the elements used to represent the domain of the problem should be so that the approximation functions can be uniquely derived. The approximation function not only depends on the geometry but also on the number and location of points, called nodes, in the element and the quantities to be interpolated.

Finite element method steps [3]

1. Discretization of the given domain into finite elements.

(a) Construct the finite element mesh of preselected elements.

(b) Generate the geometric properties of the domain.

2. Derivation of element equations for all typical elements in the mesh.

(a) Construct the variational formulation of the given differential equation over the typical element.

(b) Derive element interpolation functions and compute the element matrices.

3. Assembly of element equations to obtain the equations of the problem.

(a) Identify the inter-element continuity conditions among the primary variables

(c) Assemble element equations using steps 3a and 3b.

4. Imposition of the boundary conditions.

5. A solution of the assembled equations.

6. Post-processing of the final results.

3.2 Element-free Galerkin method (EFGM)

EFGM is a meshfree method for solving partial differential equations, which uses only a set of nodal points. Due to the absence of mesh, mesh entanglement problem does not exist [5]. One needs only to add points in the interesting region for the refinement of the problem [5]. Moving least square approximants are constructed from three components namely weight function associated with each node, basis polynomial and set of coefficients, all depend upon the position and number of the nodes [5]. Consider a sub-domain Ωx in the neighborhood of a pointx, located at the problem domain Ω. To

approximate the distribution of function u in Ωx, over a number of randomly spaced nodes.

MLS approximants u(x) of u, for all x Ωx, can be defined as [5]

) ( ) ( ) ( 1 x a x p x u j m j j



= p1(x)a1(x)+p2(x)a2(x)+...+pm(x)am(x)

… (2)

=





                ) ( ... ... ... ) ( 1 x a x a m ... (3)

= pT_(x){a(x)}

… (4)

For one dimensional domain,





, , 1 )

(x x x

pT = _{for quadratic, m=3}

For two dimensional domain, pT(x)=





For one dimensional domain, the MLS approximation is given by [5]

m mx a x x a x x a x a x

u( )= ₁( )+ ₂( ) + ₃( ) 2 +...+

… (5)

To find coefficient vector {a(x)}, the weighted discrete norm [5, 6, 7] is defined as

2 1 __ ] )} ( ){ ( )[ ( ) (



i p x a x u

x w x

J

… (6)

Differentiating J(x) w.r.t.{a(x_i)}

This can further be written in the form [6], which is obtained by minimizing the error norm J(x) } )]{ ( [ )} ( )]{ (

[A x a x = B x u … (8)

where ( ) ( ){ ( )} ( ) 1 i T i n i

i x p x p x

w x

A



=

= and ( ) ( ){ ( )}

1

i n

i

i x p x

w x

B



=

=

The eq (8) is used to find the unknown coefficient vector {a(x)}as [7, 10] __ 1 ) ( ) ( )} (

{a x =A− x B x u

... (8)   = = = − ₌ = n i i i i n i m j ji

j x A x B x u x u

p x u 0 0 0 1 ) ( )) ( ) ( )( ( ) (  ... (9)

where



= − = m j ji j

i x p x A x B x

0 1 )) ( ) ( )( ( ) ( 

)

(

x



u

Derivatives of the shape functions are determined from the displacements; it is necessary to obtain the shape function derivatives. The spatial derivatives of the shape function are obtained by [5, 6, 8]

x i T i x T i x T x i T x

i p A B p A B p A B p A B,

1 , 1 1 , , 1 , ( ) − − − − _{= + +} =  ... (10) ) ( ) ( ) ( , i i x

i p x

dx x dw x

B = and A−1,x =−A−1A_,xA−1

4 Aligned journal bearing under steady state

The governing equation for aligned journal bearing is described in Eqn (11) [9]

0 2 1 12 12 __ __ __ __ __ __ __ =   −              +              x h y p h y x p h x ... (11)

Where 1 sincos cossin

__

+ −

=

h , where  is the eccentricity ratio,

The pressure distribution at a particular node is approximated as

_

= = m i i ip p 1 ~ 

Weight function description

The cubic spline weight function is given in equation [8]

          − + −   + − = 1 , 0 1 5 . 0 , 3 4 4 4 3 4 5 . 0 0 , 4 4 3 2 )

( 2 3

3 2 r r r r r r r r r w ... (12) Where m i d x x

r=|| − || is the normalized radius of

th

i node in the domain of influence of a given

node and dm =dmaxx spac is the parameter that controls the domain of influence of a node

whose value is given (in x & y) by

d

=

d

x xspac

          − + −   + − = = 1 , 0 1 5 . 0 , 3 4 4 4 3 4 5 . 0 0 , 4 4 3 2 )

( 2 3

3 2 x x x x x x x x x x r r r r r r r r r w wx ... (13) and           − + −   + − = = 1 , 0 1 5 . 0 , 3 4 4 4 3 4 5 . 0 0 , 4 4 3 2 )

( 2 3

3 2 y y y y y y y y y y r r r r r r r r r w wy ... (14)

Differentiating above equations w.r.t. x and y respectively

         − − + −   − + − = = 1 , 0 1 5 . 0 ), ( * 4 8 4 5 . 0 0 ), ( * 12 8 ) ( 2 2 x x i x x x i x x x x r r x x sign r r r x x sign r r r dw dwx ... (15)          − − + −   − + − = = 1 , 0 1 5 . 0 ), ( * 4 8 4 5 . 0 0 ), ( * 12 8 ) ( 2 2 y y i y y y i y y y y r r y y sign r r r y y sign r r r dw

dwy ... (16)

For rectangular domain the total weight functions and it derivatives are as

i i

i

wx

wy

W

=



... (17)

wy dwx

W,x = * and W,y =dwy*wx

... (18)

Shape functions for EFG [10, 11]

) ( ) ( ) ( )

(x pT x A1 x B_i x i − =  ... (19)





1 1 2

2 1 ) ( ) ( ) ( ... (20)

Differentiating equation (20) w.r.t. x and y

) ( )

(x W p x

Bi = i i

          = i i i y x W 1 ,           = i i x i x i y x W x B 1 )

( _{, ,} and

          = i i y i y i y x W x B 1 ) ( _{, ,}

The equation (19) can also be written in the form [5, 6]

) ( ) ( )

(x T x B_i x

i 

 = , where T(x)= pT(x)A−1(x)

… (22)

Which leads to the relationship

) ( ) ( )

(x x p x

A  =

… (23)

Differentiating eq (19) w.r.t. x and y

x i x

i x

i x B x x B x

x) _, ( )_, ( ) ( ) ( )_,

(  

 = + & (x)_i,y =(x)_i,yB(x)+(x)B(x)_i,y

… (24)

x x

x x A x x p x

x

A( )_, ( )+ ( )( )_, = ( )_, & A(x)_,y(x)+ A(x)(x)_,y = p(x)_,y

… (25)

Rearranging equations (24) and (25)

) ( ) ( ) ( ) ( )

(x x , p x , A x , x

A





) ( ) ( ) ( ) ( )

(x x , p x , A x x

A





EFG Formulation

Taking shape functions as the weights, the weak form is given by [12]

  =              −              +              0 2 1 12 12 __ __ __ __ __ __ __ d x h y p h y x p h x i  … (26)

Integrating by parts, the eq (26) becomes

0 2 1 2 1 12 12 12 12 __ __ __ __ __ __ __ __ __ __ __ __ __ __ =  −    +               +            +                         +              −_{   }     d h d h x d y p h y x p h d y p h y x p h x i i i i

i    



... (27) Rearranging eq (27)

   = +                         +                  d h x BT d y p h y x p h x i i i __ __ __ __ __ __ __ 2 1 12 12    ... (28)

where BT are the boundary terms [12]

 

... (29)

The matrices

 

{

f

}

                         +              = d y h y x h x

K i j i i

ij     __ __ __ __ 12 12 ... (30)  = =                      +            = n i m j y x i i j i

ij area weight weight

 

 =

_



d h x

f i

i

__

2

1 

... (32)



=

 

   = n

i

y x

i

i h area weight weight

x f

1

__ 2 1 

... (33)

5 Results and Discussions

To find pressure distribution, the circumference of the hydraulic film of lubrication is developed in the uniform rectangular grid. The rectangular grid is divided into 55 nodes as shown in fig 1.

Fig 1: EFGM uniform grid with 55 nodes

The system matrices are generated and assembled by choosing an arbitrary start value of attitude angle (00). Fig 2 shows the variation of pressure at various attitude angles in the hydrodynamic journal bearing. It shows that initially pressure rises in the bearing, reaches to a maximum value of around 3.15MPa for an eccentricity of 0.6 and L/D ratio of 1.0 for both EFGM and FEM at the same location in the grid. The maximum pressure is developed at an attitude angle of 2080 _{and then decreases rapidly and attains a minimum pressure of}

0.21 at 2700. It can be depicted from that graph between pressure and attitude angle that EFGM produces good results close to the actual results as found out using the FEM method.

To find pressure distribution at trailing edge accurately, more nodes (one row consisting of five nodes) are added at the location of the trailing edge. Fig 3 shows the rectangular grid after addition of nodes at the trailing edge. The system matrices are generated and assembled by choosing an arbitrary start value of attitude angle (00).

Fig 3: EFGM grid after addition of nodes at the trailing edge

Fig 4 shows the variation of pressure at various attitude angles in the hydrodynamic journal bearing both for EFGM and FEM after addition of additional nodes at the trailing edge. It can be depicted from that graph that EFGM predicts the pressure at the trailing edge more accurately. The results are found close to the actual results as predicted by the FEM method. The solution obtained using EFGM shows that addition of nodes in the trailing edge area leads to better pressure distribution at the trailing edge.

Fig 3: Graph of pressure against attitude angle

Fig 5: EFGM grid after addition of nodes in the maximum pressure region & trailing edge

Fig 6 shows the variation of pressure at various attitude angles in the hydrodynamic journal bearing both for EFGM and FEM after addition of additional nodes at the maximum pressure region and the trailing edge.

Fig 4: Graph of pressure against attitude angle

It can be depicted from that graph that EFGM predicts the pressure at the trailing edge very accurately. The results are found very close to the actual results as predicted by the FEM method. The solution obtained using EFGM shows that addition of nodes at the maximum pressure region and training edge area leads to better pressure distribution at both of the areas. The solution thus obtained shows that the addition of nodes in the region of maximum pressure certainly leads to the very accurate solution at the region of maximum pressure region.

6 Conclusion and future scope

method. More nodes are added in the areas of the trailing edge and maximum pressure region. The convergence rates of EFGM are also higher than FEM results.

References

[1]. Beltschko T.; Lu Y. Y.; Gu L. Element-free Galerkin methods, International Journal of Numerical Methods in Engineering, 1994, 37: 229-256.

[2]. Krongauz Y.; Belytschko T. EFG approximation with discontinuous derivatives, International Journal of Numerical Methods in Engineering, 1998, 41: 1215-1233

[3]. Dolbow J.; Belytschko T. Numerical integration of the Galerkin weak form in Meshfree Methods, Computational Mechanics, 1999, 23: 219-230.

[4]. Raghavendra N.; Math M.C.; Sharma P.R. Finite element method analysis of hydrodynamic journal bearing, European Journal of Advances in Engineering and Technology, 2015, 2(2): 92-101.

[5]. Tiwari P.; Kumar V. Analysis of hydrodynamic journal bearing using CFD and FSI technique, International Journal of Engineering Research and Technology, 2014, 3(7): 1210-1215.

[6]. Panthi A.; Balwanshi J.; Chandravanshi A.; Gupta G. Design and Analysis of Hydrodynamic Journal Bearing using Raimondi and Boyd Chart, International Journal of Core Engineering and Management, 2015, 2(3): 109-120.

[7]. Kasolang S.; Ahmad M. A.; Joyce R. D.; Tai C.F.M. Preliminary study of pressure profile in hydrodynamic lubrication journal bearing, Procedia Engineering, 2012, 41: 1743-1749.

[8]. Singh A.; Waydande S.S. A review paper on performance analysis of hydrodynamic journal bearing with various types of lubricant for pressure distribution and cavitation, International Journal of Advanced Engineering and Research Development, 2017, 4(8): 347-354.

[9]. Shenoy B.S.; Pai R.S.; Rao D.S.; Pai R. Elasto-hydrodynamic lubrication analysis of full 3600 journal bearing using CFD and FSI techniques, World Journal of Modelling and Simulation, 2009, 5(4): 315-320.

[10]. Tayade V.S.; Navagale N.S. Review on finite element analysis of hydrodynamic journal bearing, International Journal for Research in Engineering Application and Management, Special Issue, 2018: 458-463.

[11]. Szabo F.J. Multidisciplinary optimization of journal bearings using an RVA evolutionary type optimization algorithm, Acta Polytechnica Hungarica, 2016, 13(7): 181-195

[12]. Kadam K.; Banwait S.S.; Laroiya S.C. Thermo-hydrodynamic analysis of plain journal bearing with modified viscosity-temperature equation, International Journal of Mechanical Engineering and Technology, 2014, 5(11): 31-43.

[13]. Guo H.; Li R.Z.; Guang Z.H.U. Thermo-hydrodynamic analysis of journal hybrid bearing with deep/shallow pockets, International Conference on Applied Mechanics, Mechanical and Materials Engineering, 2016: 1-6.

Role of Human Resource Management Practices that influences

Employees’ in Public Sector

S. Dhivya Bharathi

Dr. K. Sujatha

Abstract

This paper represents the study, which examines role of Human Resource Management Practices that influences the employees’ opinion followed in Public Sector. The study has identified the significant value for the Annova by using SPSS. The study covered both primary and secondary data collection method. The analysis shows that there is a positive impact and relationship among Human Resource Management Practices as dependent variable and Education as independent variable.

Keywords: Human Resources Management practices, relationship, employees’ opinion, organizational activities

Introduction

Human Resources Management practices is a form of system in which a set of distinct but interrelated activities, functions and processes are directed at attracting, developing and maintaining or disposing firms’ human resources for that matter employees. HRM practices refer to organizational activities directed at managing the pool of human resource and ensuring that the resources are employed towards the fulfillment of organizational goals. HRM practices as being basically concerned with the management of people within the internal environment of organizations, comprising the activities, policies, and practices involved in planning, obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate numbers and skill mix of employees to achieve the organization’s objectives. Human resources are considered the most important assets of an organization, but very few organizations are able to fully harness its potential.

The various Human Resource Management Practices involved in this study are recruitment procedures, training and development, employee motivational practices, communication methods, labour welfare facilities, employee participation in management, grievance handling, trade union activities, superior subordinate relationship, compensation and performance appraisal system were all the practices are dependent on each other practices.

Review of Literature

Palaniappan and Arasu (2017) the rationale of the recruitment is to offer the organization with the pool of potentially qualified job candidates. The effective recruitment involves organizational practices and the organizational decision that will affect the type of the people who is willing in regard to apply for the job or accept the given job. The researcher has studied the literature review in regard to the impact of effective recruitment in business organization. The effective recruitment process will result the organization to gain competitive advantage in the marketplace, improve returns, and achieve economies of scale.

Patrick Darkwa (2016) extant literature on training and development process and its relationship with employees’ performance are silent. They explore this vacuity in the chop bar industry by interviewing 700 employees in two sub-metropolitan assemblies in Kumasi, Ghana. The purpose of the study states the stages of training and development process influence employees’ performance. The results support their proposition and also produce five stages which constituting the stages of the training and development process. In addition, the design stage emerged as the strongest predictors of employees’ performance are the most important stage of the training and development process in the industry.

Joseph (2015) conducted a study titled “The effect of “employees’ motivation on organizational performance”, with the aim of ascertaining whether a motivated worker can yield better energy for the growth of the organization. After examining many related theories, the study recommended the provision of work atmosphere that is supportive of high productivity. This includes both extrinsic and intrinsic issues, especially the adoption of participative management technique.

Zareen Husain (2013) study of this paper is to recognize and discuss the significance of effective communication during the process of managing changes in organizations. The paper reviews the literature investigating the relationship between communication and organizational change. The advantages of successful communication related to improved efforts of employees to plan and execute change strategies are also discussed. This paper also identifies the objectives and communication needs for each stage of the change process. Also, the various motives and benefits of organizational communication are discussed. It defines the organizational communication and presents its various objectives. The means to achieve these objectives and their advantages are also described. The paper offers a change communication model which identifies different variables facilitating effective communication and finally ensuring successful organizational change. Also, it highlights the aspects of communication which has proven to be useful for successful changes in business organizations. It would be of value to practitioners and researchers seeking to develop their communication skills and encourage members of staff to demonstrate improved results.

Neha Rathore (2017) the study was an attempt to identify the employee welfare measures adopted in different service industries. This paper presents a comprehensive review of theoretical studies and researches conducted on employee welfare in service industries. This study will be an attempt to find how employee welfare, facilities, different provisions effect the working of employee. The paper seeks to present the summary of already done work by different researchers with the scope of further improvement.

Prem Babu (1993) in his article titled “A Study of Industrial Relations and Grievance Procedures in Greater Manchester Buses Ltd., (GMBL) United Kingdom” has presented the grievances machinery, need for disciplinary procedures, types of misconduct and the role of industrial tribunals and labour courts. Further, he has suggested that the operation of collective bargaining machinery, grievance procedure and periodic meetings with the union would minimize not only the grievances but also promote healthy industrial relations in GMBL.

Jaya Ganesan (2016) Trade union membership is a vital element in assessing the strength and status of a trade union. Its growth is attributed to the advancement in the National industrial relations system. Therefore, this focuses on identifying the factors that contributes the factors responsible for declining trade union membership. The respondents of this study are unionized employees representing five different sectors. The data is analyzed using multiple regressions. The findings indicate that all the factors studied contribute to decline in trade union membership. This includes trade union internal factors, employer hostility and industrial relations climate. Thus, the actors of industrial relations system should pay attention in protecting the rights and welfare of the workers.

Tillman (2017) Research on employee turnover suggests that divergent perceptions of relationship conflict between supervisors and subordinates may motivate voluntary turnover. However, despite evidence of asymmetric perceptions of conflict within groups, little research has examined the effects of conflict asymmetry between supervisors and subordinates on behavioral outcomes. Drawing on a sample of 178 supervisor-subordinate dyads, we test whether subordinate turnover intentions are associated with the relationship conflict asymmetry. We further examine subordinate stress and counterproductive work behaviors directed towards supervisors as mediators of this relationship. Implications for practice and future research are elaborated.

Hong, P.D. (2017) in the fierce market competition environment, the development of enterprises is inseparable from the effective operation of management control system. As an essential part of management control system, the importance of compensation system design is beyond doubt. This paper summarizes the latest research on the considerations of compensation system design, and the influences of compensation system design on performance and financial misreporting, in the hope of being a suggestion on following research.