Call For Paper September - 2023
Submit Online
ETHICAL AND PARTICIPATIVE LEADERSHIP RELATIONSHIP TOWARDS EMPLOYEES TURNOVER INTENTION: A STUDY INTO THE PROJECT BASED ORGANIZATION IN KABUL, AFGHANISTAN
Mohammad Qasim Ayaz 1 ; Abdul Qahar 2 ; Abdul Wakeel 3 ; Ahmad Nabi Nayeel 42 Communication Officer, International Committee of the Red Cross, Afghanistan.
3 Lecturer, Faculty of Management Sciences, Rana University, Kabul, Afghanistan.
4 Lecturer and Faculty of Economics, Kardan University, Kabul, Afghanistan.
Article Id - IJM_12_03_046, Pages : 490-502, Date of Publication : 20, March 2021
Google Scholar Link
Academia Link
Scopedatabase Link : https://sdbindex.com/Document/document_search?title=ETHICAL AND PARTICIPATIVE LEADERSHIP RELATIONSHIP TOWARDS EMPLOYEES TURNOVER INTENTION: A STUDY INTO THE PROJECT BASED ORGANIZATION IN KABUL, AFGHANISTAN&type=1
Abstract
The paper is quantitative in nature, and intending to assess the impact of ethical and participative leadership towards employee’s turnover intention at project based organizations in Kabul, Afghanistan. Independent variables (ethical and participative leadership), dependent variable (employee’s turnover intention). To assess properly research distributed adopted questionnaire on a total of 380 employees which were engaged as a respondent for the study. Quota and convenient sampling technique were utilized to collect the data. They were selected based on having temporary job status for various temporary projects based organization in Kabul, Afghanistan. The overall findings of the study revels positive relationship between all the variables (IV) ethical and participative leadership, and (DV) employee’s turnover intention. The paper further explains significant contribution. In particular, to those employees who works and engaging temporary projects. Finally, for test the data, and accurate data interpretation, we utilized SPSS 24 version.
Keywords
Ethical And Participative Leadership, Temporary Projects, Employee’s Turnover Intention.
Share and Cite:
References
[1] Qing, M., Asif, M., Hussain, A., & Jameel, A. (2019). Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: The mediating role of psychological empowerment. Review of Managerial Science, 1-28.
[2] O'Keefe, D. F., Peach, J. M., & Messervey, D. L. (2019). The combined effect of ethical leadership, moral identity, and organizational identification on workplace behavior. Journal of Leadership Studies, 13(1), 20-35.
[3] Yang, G., Huimin, W. A. N. G., Boshen, W. A. N. G., Lei, H. A. N., & Baoli, Z. H. U. (2020). Analysis of characteristics of workers with occupational benzene poisoning in Jiangsu province, 2006-2018.
[4] Anantharaj, V. G., Mozdzynski, G., Hamrud, M., Deconinck, W., Smith, L., & Hack, J. (2014, December). Enabling Extreme Scale Earth Science Applications at the Oak Ridge Leadership Computing Facility. In AGU Fall Meeting Abstracts (Vol. 2014, pp. GC13F 0719).
[5] Sahi, G. K., & Mahajan, R. (2014). Employees’ organisational commitment and its impact on their actual turnover behaviour through behavioural intentions. Asia Pacific Journal of Marketing and Logistics.
[6] Kim, T., & Chang, K. (2014). Turnover intentions and organizational citizenship behaviours in Korean firms: the interactional effects of organizational and occupational commitment. Asia Pacific Business Review, 20(1), 59-77.
[7] Freund, C. (2005). Current account adjustment in industrial countries. Journal of International Money and Finance, 24(8), 1278-1298.
[8] Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta analysis. Journal of applied psychology, 87(2), 268.
[9] Dupré, K. E., & Day, A. L. (2007). The effects of supportive management and job quality on the turnover intentions and health of military personnel. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in Alliance with the Society of Human Resources Management, 46(2), 185 201.
[10] Holtom, B. C., Mitchell, T. R., Lee, T. W., & Eberly, M. B. (2008). 5 turnover and retention research: a glance at the past, a closer review of the present, and a venture into the future. Academy of Management annals, 2(1), 231-274.
[11] Suifan, T. S., Diab, H., Alhyari, S., & Sweis, R. J. (2020). Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification. Journal of Human Behavior in the Social Environment, 30(4), 410-428.
[12] Gilmartin, M. J. (2013). Thirty years of nursing turnover research: looking back to move forward. Medical Care Research and Review, 70(1), 3-28.
[13] Del Alcazar, C. R. G., Huh, S. J., Ekram, M. B., Trinh, A., Liu, L. L., Beca, F., ... & Polyak, K. (2017). Immune escape in breast cancer during in situ to invasive carcinoma transition. Cancer discovery, 7(10), 1098-1115.
[14] Palanski, M., Avey, J. B., & Jiraporn, N. (2014). The effects of ethical leadership and abusive supervision on job search behaviors in the turnover process. Journal of Business Ethics, 121(1), 135-146.
[15] Kwon, K., & Rupp, D. E. (2013). High‐performer turnover and firm performance: The moderating role of human capital investment and firm reputation. Journal of Organizational Behavior, 34(1), 129-150.
[16] Yukl, G. A., & Becker, W. S. (2006). Effective empowerment in organizations. Organization Management Journal, 3(3), 210-231.
[17] Treviño, L. K., & Brown, M. E. (2007). Ethical leadership: A developing construct. Positive organizational behavior, 101116.
[18] Ng, T. W., & Feldman, D. C. (2015). Ethical leadership: Meta-analytic evidence of criterion related and incremental validity. Journal of Applied Psychology, 100(3), 948.
[19] Kalshoven, K., & Boon, C. T. (2012). Ethical leadership, employee well-being, and helping. Journal of Personnel Psychology.
[20] Hughes, L. W., Avey, J. B., & Nixon, D. R. (2010). Relationships between leadership and followers’ quitting intentions and job search behaviors. Journal of Leadership & Organizational Studies, 17(4), 351-362.
[21] Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
[22] Azanza, G., Moriano, J. A., Molero, F., & Mangin, J. P. L. (2015). The effects of authentic leadership on turnover intention. Leadership & Organization Development Journal.
[23] Babalola, M. T., Stouten, J., & Euwema, M. (2016). Frequent change and turnover intention: The moderating role of ethical leadership. Journal of Business Ethics, 134(2), 311-322.
[24] Lin, C. P., & Liu, M. L. (2017). Examining the effects of corporate social responsibility and ethical leadership on turnover intention. Personnel Review. [25] Demirtas, O., & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.
[26] Button, B. L., Shah, T. I., Clark, A. F., Wilk, P., & Gilliland, J. A. (2020). Examining weather related factors on physical activity levels of children from rural communities. Canadian Journal of Public Health, 1-8.
[27] Nguyen, T. T., Nguyen, V. C., Huynh, T. V., Luong, Q. Y. H., & Dang, T. H. (2018, January). Performance enhancement of encryption and authentication IP cores for IPSec based on multiple-core architecture and dynamic partial reconfiguration on FPGA. In 2018 2nd International Conference on Recent Advances in Signal Processing, Telecommunications & Computing (SigTelCom) (pp. 126-131). IEEE.
[28] Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational behavior and human decision processes, 97(2), 117-134.
[29] Tu, Y., Lu, X., Choi, J. N., & Guo, W. (2019). Ethical leadership and team-level creativity: Mediation of psychological safety climate and moderation of supervisor support for creativity. Journal of Business Ethics, 159(2), 551-565.
[30] Demirtas, O., Hannah, S. T., Gok, K., Arslan, A., & Capar, N. (2017). The moderated influence of ethical leadership, via meaningful work, on followers’ engagement, organizational identification, and envy. Journal of Business Ethics, 145(1), 183-199.
[31] Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
[32] Mitonga-Monga, J., Flotman, A. P., & Cilliers, F. (2016). Workplace ethics culture and work engagement: The mediating effect of ethical leadership in a developing world context. Journal of Psychology in Africa, 26(4), 326-333. [33] Yang, Q., & Wei, H. (2018). The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism. Leadership & Organization Development Journal, 39(1), 100-113.
[34] Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of management journal, 39(3), 607-634. [35] Palanski, M., Avey, J. B., & Jiraporn, N. (2014). The effects of ethical leadership and abusive supervision on job search behaviors in the turnover process. Journal of Business Ethics, 121(1), 135-146.
[36] Shafique, I., N Kalyar, M., & Ahmad, B. (2018). The nexus of ethical leadership, job performance, and turnover intention: The mediating role of job satisfaction. Interdisciplinary Description of Complex Systems: INDECS, 16(1), 71-87.
[37] Chen, L., Wadei, K. A., Bai, S., & Liu, J. (2020). Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement. Leadership & Organization Development Journal. [38] Cropanzano, R., Dasborough, M. T., & Weiss, H. M. (2017). Affective events and the development of leader-member exchange. Academy of Management Review, 42(2), 233-258.
[39] Dong, R., Han, P., Arora, H., Ballabio, M., Karakus, M., Zhang, Z., ... & Cánovas, E. (2018). High-mobility band-like charge transport in a semiconducting two-dimensional metal organic framework. Nature materials, 17(11), 1027-1032.
[40] Zhong, L., Wayne, S. J., & Liden, R. C. (2016). Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐ level investigation. Journal of Organizational Behavior, 37(6), 823-844.
[41] Li, G., Liu, H., & Luo, Y. (2018). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology, 91(3), 645-664.
[42] Malik, A., Butt, T. A., Naqvi, S. T. A., Yousaf, S., Qureshi, M. K., Zafar, M. I., ... & Iqbal, M. (2020). Lead tolerant endophyte Trametes hirsuta improved the growth and lead accumulation in the vegetative parts of Triticum aestivum L. Heliyon, 6(7), e04188.
[43] Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 479-516.
[44] Elci, M., Şener, İ., Aksoy, S., & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Procedia-Social and Behavioral Sciences, 58, 289-297.
[45] Elci, M., Şener, İ., Aksoy, S., & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of work related stress. Procedia-Social and Behavioral Sciences, 58, 289-297.
[46] Benevene, P., Dal Corso, L., De Carlo, A., Falco, A., Carluccio, F., & Vecina, M. L. (2018). Ethical leadership as antecedent of job satisfaction, affective organizational commitment and intention to stay among volunteers of non-profit organizations. Frontiers in psychology, 9, 2069.
[47] Safi, S., Qarizada, A. N., & Deconinck, H. (2018). Exploring the health system for sustainable and integrated acute malnutrition services applying a systems lens: the case of Afghanistan. International Journal of Integrated Care (IJIC), 18.
[48] House, R. J., & Mitchell, T. R. (1975). Path-goal theory of leadership (No. TR-75-67). WASHINGTON UNIV SEATTLE DEPT OF PSYCHOLOGY.
[49] House, R. J. (1971). A path goal theory of leader effectiveness. Administrative science quarterly, 321-339.
[50] House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The leadership quarterly, 7(3), 323-352.
[51] Yener, M., Yaldıran, M., & Ergun, S. (2012). The effect of ethical climate on work engagement. Procedia-Social and Behavioral Sciences, 58, 724-733.
[52] Cho, W. S., Kim, S., Han, B. S., Son, W. C., & Jeong, J. (2009). Comparison of gene expression profiles in mice liver following intravenous injection of 4 and 100 nm-sized PEG-coated gold nanoparticles. Toxicology letters, 191(1), 96-102.
[53] Colbert, A. E., Judge, T. A., Choi, D., & Wang, G. (2012). Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success. The Leadership Quarterly, 23(4), 670-685.
[54] Bass, B. M. (1960). Leadership, psychology, and organizational behavior.
[55] Sauer, S. J. (2011). Taking the reins: The effects of new leader status and leadership style on team performance. Journal of Applied Psychology, 96(3), 574.
[56] Yukl, G., & Falbe, C. M. (1991). Importance of different power sources in downward and lateral relations. Journal of applied psychology, 76(3), 416.
[57] Barrick, M. R., & Mount, M. K. (1996). Effects of impression management and self-deception on the predictive validity of personality constructs. Journal of applied psychology, 81(3), 261.
[58] Green, A. E., Miller, E. A., & Aarons, G. A. (2013). Transformational leadership moderates the relationship between emotional exhaustion and turnover intention among community mental health providers. Community mental health journal, 49(4), 373-379.
[59] Younas, A., Wang, D., Javed, B., Rawwas, M. Y., Abdullah, I., & Zaffar, M. A. (2020). Positive psychological states and employee creativity: The role of ethical leadership. The Journal of Creative Behavior, 54(3), 567-581.
[60] Bell, C., & Mjoli, T. (2014). The effects of participative leadership on organisational commitment: Comparing its effects on two gender groups among bank clerks. African Journal of Business Management, 8(12), 451-459.
[61] Ellis, C., Skidmore, S. T., & Combs, J. P. (2017). The hiring process matters: The role of personjob and person–organization fit in teacher satisfaction. Educational Administration Quarterly, 53(3), 448-474.
Indexing
SCOPE DATABASE
International Journal of Management (IJM) is indexed in Scope Database from 2010 to 2021
Please click the following link to see thescreenshot
Web of Science (Clarivate Analytics)
Total citation of 4975 from IJM Journal published from 2010 to 2021
Please click the following link to see thescreenshot
SCOPUS
Total citation of 131 from IJM Journal published from 2010 to 2021
Please click the following link to see thescreenshot
Google Scholar
Total citation of 4470 from IJM Journal published from 2010 to 2021, H-index - 21, i10_index - 105
Please click the following link to see thescreenshot
Scope Database Source link https://sdbindex.com/Sourceid/00000011
Our IAEME Publication journals are indexed in various indexing search engines given below
- Scope Database (www.sdbindex.com)
- Scopus (www.scopus.com)
- Google Scholar (https://scholar.google.com)
- ResearchGate (https://www.researchgate.net/)
- Academia (https://www.academia.edu/)
- SSRN (https://www.ssrn.com/)
- Indian Citation Index (ICI) (http://www.indiancitationindex.com/)
- Advanced Science Index (https://journal-index.org/)
- ResearchBib (https://www.researchbib.com/)
Aim and Scope
International Journal of Management(IJM) is a peer-reviewed, Online and Print journal published by IAEME Publication. IJM aims at providing an intellectual platform for high quality research encompassing all the sub-domains of Management.
IJM is an international forum for research that advances the theory and practice of management. The journal publishes original works with practical significance and academic value. Authors are invited to submit theoretical or empirical papers in all aspects of management. International Journal of Management (IJM) publishes research articles, case studies and reviews within the whole field of Management Research, and it will continue to provide information on the latest trends and developments in management subject.
Chief Editor
Prof. B. Arthi Gandhimathi - PRJ Publication, India
Managing Editor
Dr. S.Balasubramanian - IAEME Publication, India
Dr. Pon Ramalingam - Hindustan University, India
Dr. K.K.Ramachandran - GRD Institute of Management, India
Dr. J. Joseph Francis - Karunya University, India
Associate Editor
Dr. V. Antony Joe Raja - Sri Muthukumaran Institute of Technology, India
Er. N. Tamil Selvan - RVS College of Engineering & Technology, Coimbatore, India
Mr. N. Anandharaj, M.Phil., - Asst. Prof., Department of Commerce, Muthayammal College of Arts & Science, Rasipuram, India
Editorial Board
Dr. D. Paul Dhinakaran - Assistant Professor, Department of Commerce, Jayagovind Harigopal Agarsen College of Arts & Science, Chennai, Tamilnadu, India
Dr. Georgios palaiologos - Royal University for Women, Bahrain
Dr. V. Raghu raman - Senior faculty member- Ibra College of Technology-Oman.
Dr. R. Ravikumar - Tamilnadu Agricultural University,TamilNadu, India.
Dr. A.R.Krishnan - SRM University, Tamilnadu,India.
Dr. Iosif cornel - National Institute of Statistics, Romania
Dr. Pratap Raghunath Desai - Bharati Vidyapeeth University,Maharashtra.
Dr. Aikaterini koskina - Keele University, UK.
Dr. Ashok G. Matani - Govt. College of Engineering Amravati, India.
Dr. R.Wranton perez St.Joseph’s College of Engg.&Tech, TANZANIA. - St.Joseph’s College of Engg.&Tech, TANZANIA.
Dr. A.K. Garg - MIT, India.
Dr. Leandro torres di - Fluminense Federal University, Brazil.
Dr. Hamid saremi - Azad Islamic University of Iran-Quchan Branch, Iran.
Dr. Nawab ali khan - Salman Bin Abdulaziz University ,Kharj, Saudi Arabia
Dr. Alka swami - Govt. College of Engineering & Technology Bikaner , India.
Dr. Shivakumar deene - Central University of Karnataka, India.
Dr. N. Mahesh - Dhanraj Baid Jain Institute of Management, India.
Dr. Christine palani - Management Consultant, India.
Dr. K.S.Meenakshisundaram - Dr.Bala V Balachandar Campus, Tamilnadu, India
Dr. Dr. Samson O. Fadiya - Girne American University, North Cyprus
Dr. Wilson Udo Udofia - University of Uyo, Nigeria
Dr. N. SHAIKMOHAMED - Jamal Mohamed College(Autonomous) Tiruchirappalli, Tamilnadu, India
Dr. Manu Melwin Joy - Ilahia College of Engineering and Technology, India
Dr. Subrata Chattopadhyay - Future Institute of Engineering and Management, India
Dr. Venkata Sai Srinivasa Rao Muramalla - Prince Sattam Bin Abdulaziz University, Kingdom of Saudi Arabia
Dr. V. Sowdamini - Pydah College of Engg&Technology, Viskhapatnam, India
Dr. J. Khaja Sheriff - University of Madras, Tamilnadu, India
Prof. Melnyk Alona Alekseevna - Kyiv National University of Technologies and Design, Ukraine
Dr. S.Senthil Kumar - SRM Institute of Science and Technology, Tamilnadu, India
Dr. Achmad Kautsar - Universitas Negeri Surabaya, Indonesia
Dr. M M Bagali - Acharya Institute of Technology, India
Dr. Sapan Kumar Gupta - Amity University, India
Dr. J.Rengamani - AMET Business School AMET University, India
Dr. D.Rajasekar - AMET Business School, AMET University, India
Dr. Stephen M. A. Muathe - Kenyatta University, Nairobi, Kenya
Dr. TCHITCHOUA Jean - University of Yaoundé 2-Soa, Cameroon
Dr. Miao-Shen Chen - Nanhua University, Taiwan
Dr. Ralf Müller - BI Norwegian Business School, Norway
Dr. Esmat Ara - Shahjalal University of Science & Technology, Sylhet, Bangladesh
Dr. Musaddag Elrayah - King Faisal University, School of Business, Hofuf, Saudi Arabia
Dr. Rami A. Maher - Isra University Amman, Jordan
Dr. Arkadiusz Mironko - Indiana University East, United States
Dr. M. Selvam - Alagappa University, India
Dr. Syaikhul Falah - Cendrawasih University, Indonesia
Dr. R. Chroqui - University Hassan the 1st, 26000 Settat, Morocco
Dr. Buchari Lapau - Pekanbaru Hang Tuah Institute of Health, Riau Province, Indonesia
Dr. Matthias Kammer - Technical University of Munich, Germany
Dr. Anni Arnav - Dayananda Sagar University, Karnataka, India
Dr. Dinh Tran Ngoc Huy - International University of Japan - Banking University HCM city Vietnam
Dr. K. Rakesh - MVGR College of Engineering, Andhra Pradesh, India
Dr. K. Rajalakshmi - Shri Shankarlal Sundarbai Shasun Jain College for Women, Chennai, India
Dr. Aluregowda - PES College of Engineering, Karnataka, India
Prof. Iryna Bashynska - Odessa National Polytechnic University, Odessa, Ukraine
Dr. P. Venkaiah Babuu - Eswar College of Engineering, Narasaraopet, Andhra Pradesh, India
Dr. Fahd Alduais - Department of Accounting, National Institute of administrative Sciences, Ibb, Yemen
Dr. Narcisa Roxana Moşteanu - Professor of Finance, Business Administration Department, American University of Malta, Bormla, Malta
Prof. Devi Prasad Misra - Professor, Department of Business Management, Fakir Mohan University, Odisha, India
Dr. P. Jagadeesan - Management Studies & Commerce, Vels Institute of Science, Technology & Advanced Studies (VISTAS), Tamilnadu, India
Dr. Raghavendra GS - Researcher, University of Mysore, Karnataka, India; Managing Director Geloof Industries Pvt Ltd, Bangalore, India
Dr. Shankar Lingam. Macharla - National Institute of Rural Development and Panchayati Raj (NIRDPR), Telangana, India
Dr. Priyanka Dave - Academician, Researcher and, L & D Consultant, USA
Prof. Ernest Ofori Asamoah - Dean, School of Business, Regent University College of Science and Technology, Accra, Ghana
Dr. Mithun Gaur - PGDM (Marketing & IT), BIMM Pune, India.
Prof. Devi Prasad Misra - Head and Dean, Department of Business Management, F.M. University, Vyasa Vihar Balasore, Odisha, India.
Prof. S. Umamaheswari - Assistant Professor, School of management studies, Sathyabama university, Chennai, India.
Dr. Arun Singhal - Associate Professor, Bule Hora University, Bule Hora City, Ethiopia, Africa.
Dr. Virupaxi Bagodi - Principal, Government Engineering College, Talakal, India.
Dr. Anish K Ravi - Chennai Business School , India
Dr. FATEMA NUSRAT CHOWDHURY - Assistant Professor, Department of Real Estate, Faculty of Business and Entrepreneurship Daffodil International University, Bangladesh
Dr. Dilnaz Muneeb - Abu Dhabi University, United Arab Emirates
Dr. Trilok Kumar Jain - Professor and Dean,International School of Business Management (ISBM),Suresh Gyan Vihar University Jaipur, India
Dr. Anamika Rawat - Associate Professor, Department of Management Studies, SRK University, Bhopal, India
Dr. Anita Walia - Associate Professor, Center for Management Studies, Jain Deemed to be University, Bangalore, India.
Mr. C. Jagadeesh Vikram - IAEME Publication, India
Dr. K. Sreenivasaiah - Special officer Academics Joint Director office Mangalore and Asst. Professor of Economics Govt First Grade College For Women’s, Mangalore, Karnataka
Dr. Sriya Chakravarti - Higher Colleges of Technology, Abu Dhabi, United Arab Emirate
Mr. Mathew Abraham - IT SAP Finance, Schlumberger-Digital Enterprise Systems–SAP ECC, Houston, USA
Dr. Anu Antony - Associate Professor, Department of Commerce, Kristu Jyoti College of Management and Technology, Kerala, India
Mr. Venkata Naga Satya Surendra Chimakurthi - Solutions Architect, Cognizant Technology Solutions, USA
Dr. V. Suresh Kumar - Head & Asst. Professor, Research Department of Business Administration, Rajah Serfoji Govt. College (Autonomous), Thanjavur, Tamilnadu, India.
Dr. Madhavi Madireddy - Professor in Management and Director, Aurora’s PG College, Ramanthapur, Hyderabad, India
Dr. Subramanian Shanmugam - Associate Professor, Department of Commerce & Business Studies, School of Management, Central University of South Bihar, India
Prof. Suneetha. Naisa - Associate Professor, Department of M.B.A, Pulla Reddy Institute of Computer Science, Telangana, India
Dr. Dr. K. Abdus Samad - Jamal Institute of Management, Trichy, Tamilnadu, India
Dr. T. Snekalatha - Professor and Head, Department of Commerce Accounting and Taxation, Dr. N.G.P Arts and Science college, Coimbatore, Tamilnadu, India
Dr. B.Jeeva Rekha - Assistant Professor, PG and Research Department of Commerce, Sri Vasavi College, Erode, Tamilnadu, India
Dr. S.S. Onyx Nathanael Nirmal Raj - Assistant Professor & Research Supervisor, Department of Business Administration, VELS UNIVERSITY, Pallavaram, Chennai, India
Dr. K.M. Chinnadorai - Principal, Kamban College of Arts & Science, Coimbatore, Tamilnadu, India
Mrs. D.Shalini - Assistant Professor, RVS Institute of Management Studies, Coimbatore, Tamilnadu, India
Dr. Vikram Mohanlal Agrawal - Assistant Professor, Computer Engineering Department, B & B Institute of Technology (SFI), Gujarat, India
Mr. Leelakumar Raja Lekkala - Senior Data Analyst (Grade 28) (Remote) – CHART ANALYTICS, Optum Services Inc, Minnetonka, MN, USA
Reviewer Board
Dr. N.Shani - Professor, Department of Business Administration, Nehru arts and science college, Coimbatore, India
Dr. T. Manvel Raj - Mohamed Sathak A.J.College of Engineering, India
Dr. Dhanuraj - Management Consultant, India
Prof. Sanobar Anjum - Prince Mohammad Bin Fahd University, Saudi Arabia
Er. Deepika Ttiwari - Sikkim Manipal Institute of Technology, India
Er. Gajendra Naidu.J - ATMA, India
Dr. S.Saiganesh - Dayananda Sagar Business School, India
Dr. Bamrara.A - HNB Garhwal University, India
Dr. N.Shani - Professor, Department of Business Administration, Nehru arts and science college, Coimbatore, India
Dr. T. Manvel Raj - Mohamed Sathak A.J.College of Engineering, India
Dr. Dhanuraj - Management Consultant, India
Prof. Sanobar Anjum - Prince Mohammad Bin Fahd University, Saudi Arabia
Dr. Deepika Ttiwari - Sikkim Manipal Institute of Technology, India
Dr. Gajendra Naidu.J - ATMA, India
Dr. S.Saiganesh - Dayananda Sagar Business School, India
Dr. Bamrara.A - HNB Garhwal University, India
Dr. Hari Sundar.G. Ram - Sree Narayana Gurukulam College of Engineering, India
Dr. Anshul Gangele - Institute of Technology & Management, India
Dr. Davinder Sharma - BCIPS, India
Prof. Srinivas K T - CIMS - B School, India
Dr. B.Ravi Kumar - Sree Vidyanikethan Engineering College, India
Dr. Rajesh U Kanthe - BVDU, India
Dr. Swaranjeet Arora - Prestige Institute of Management and Research, Indore, India
Dr. A.Selvaraj - Gobi Arts and Science College,Tamilnadu, India
Dr. M.A.Lahori - Anekant Institute of Management Studies, Baramati, Pune, India
Dr. V. Antony Joe Raja - Prince Group of Companies, Chennai, India
Prof. Shraddha Chowdhary - Kasturba Gandhi College for Women, Secunderabad, India
Dr. Sivanesan R - St.Jerome's College of Arts and Science,Tamilnadu, India
Prof. Shraddha Mayuresh Bhome - Future Institute Of Engineering and Management and Future Business School, India
Dr. V.Rama Devi - Sikkim Central University, Sikkim, India
For Authors
Paper title (14 Bold)- Capital Letter
First Author1, Second Author2 (13 Bold- Times New Roman)
1(Department, College/ University Name, Address, Country Name, Email) (12)
2(Department, College/ University Name, Address, Country Name, Email) (12)
ABSTRACT (12 Bold)
The abstract should summarize the content of the paper. Try to keep the abstract below 350 words. Do not make references nor display equations in the abstract. The journal will be printed from the same-sized copy prepared by you. Your manuscript should be printed on A4 paper (21.0 cm x 29.7 cm). It is imperative that the margins and style described below be adhered to carefully. This will enable us to keep uniformity in the final printed copies of the Journal. Please keep in mind that the manuscript you prepare will be photographed and printed as it is received. Readability of copy is of paramount importance.(12)
Keywords (12 Bold) : About five key words in alphabetical order, separated by comma (12)
I. INTRODUCTION (12 BOLD)
The introduction of the paper should explain the nature of the problem, previous work, purpose, and the contribution of the paper. The contents of each section may be provided to understand easily about the paper. (12)
II. HEADINGS (12 BOLD)
The headings and subheadings, starting with "1. Introduction", appear in upper and lower case letters and should be set in bold and aligned flush left. All headings from the Introduction to Acknowledgements are numbered sequentially using 1, 2, 3, etc. Subheadings are numbered 1.1, 1.2, etc. If a subsection must be further divided, the numbers 1.1.1, 1.1.2, etc.
The font size for heading is 12 points bold face and subsections with 12 points and not bold. Do not underline any of the headings, or add dashes, colons, etc. (12)
III. INDENTATIONS AND EQUATIONS(12 BOLD)
The first paragraph under each heading or subheading should be flush left, and subsequent paragraphs should have a five-space indentation. A colon is inserted before an equation is presented, but there is no punctuation following the equation. All equations are numbered and referred to in the text solely by a number enclosed in a round bracket (i.e., (3) reads as "equation 3"). Ensure that any miscellaneous numbering system you use in your paper cannot be confused with a reference [4] or an equation (3) designation. (12)
IV. FIGURES AND TABLES(12 BOLD)
To ensure a high-quality product, diagrams and lettering MUST be either computerdrafted or drawn using India ink.
Figure captions appear below the figure, are flush left, and are in lower case letters.When referring to a figure in the body of the text, the abbreviation "Fig." is used. Figures should be numbered in the order they appear in the text.
Table captions appear centered above the table in upper and lower case letters. When referring to a table in the text, no abbreviation is used and "Table" is capitalized. (12). Figures and tables should be included in the running text itself
V. CONCLUSION (12 BOLD)
A conclusion section must be included and should indicate clearly the advantages, limitations, and possible applications of the paper. Although a conclusion may review the main points of the paper, do not replicate the abstract as the conclusion. A conclusion might elaborate on the importance of the work or suggest applications and extentions. (12)
VI. ACKNOWLEDGEMENTS(12 Bold)
An acknowledgement section may be presented after the conclusion, if desired.( 12)
REFERENCES (12 BOLD)
This heading is not assigned a number.
A reference list MUST be included using the following information as a guide. Only cited text references are included. Each reference is referred to in the text by a number enclosed in a square bracket (i.e., [3]). References must be numbered and ordered according to where they are first mentioned in the paper, NOT alphabetically.
Examples follow:
ournal Papers:
[1] M Ozaki, Y. Adachi, Y. Iwahori, and N. Ishii, Application of fuzzy theory to writer recognition of Chinese characters, International Journal of Modelling and Simulation, 18(2), 1998, 112-116. (12)
Books:
[2] R.E. Moore, Interval analysis (Englewood Cliffs, NJ: Prentice-Hall, 1966). (12) Note that the title of the book is in lower case letters and italicized. There is no comma following the title. Place of publication and publisher are given.
Chapters in Books:
[3] P.O. Bishop, Neurophysiology of binocular vision, in J.Houseman (Ed.), Handbook of physiology, 4 (New York: Springer-Verlag, 1970) 342-366. (12) Note that the place of publication, publisher, and year of publication are enclosed in brackets. Editor of book is listed before book title.
Theses:
[4] D.S. Chan, Theory and implementation of multidimensional discrete systems for signal processing, doctoral diss., Massachusetts Institute of Technology, Cambridge, MA, 1978. (12)
Proceedings Papers:
[5] W.J. Book, Modelling design and control of flexible manipulator arms: A tutorial review, Proc. 29th IEEE Conf. on Decision and Control, San Francisco, CA, 1990, 500-506 (12)
IAEME Publication Fees
IAEME Publication charges an Article Processing Charge (APC) once an article is accepted for publication. These charges cover the costs of turning a manuscript into a finished article, as well as the costs of hosting, distributing and promoting an article.
Article Processing Charges explained
We are committed to making the costs of publishing as clear as possible and so the charges for each journal are clearly displayed on each journal`s homepage.
When a manuscript is submitted, it passes through the many different departments at Hindawi to ensure the quality checks, peer review, production and promotion of articles is carried out in a timely manner and to a high standard:
✔ The Editorial Screening team, who perform initial technical and ethical checks
✔ The Editorial team, who help the journal`s Academic Editors manage the review process
✔ The Production team, who convert the manuscript to a professionally typeset article and well-structured file format
✔ The Proofing team, who coordinate the proofing process through Hindawi`s Online Proofing System (OPS)
✔ The Editorial Quality Assurance team, who perform a final check to ensure that the manuscript and its review process adhere to the journal`s guidelines and policies
✔ Our Marketing and Communication teams, who ensure your article receives the attention it deserves.
✔ The Technology team, who build and maintain our systems, and develop new systems
The work these teams do contribute to the requirement of an APC and is why the actual amount payable varies depending on the journal in which you wish to publish your article.
IAEME Publication does not request Article Submission Charges, also called Submission Fees. These are due at the time of submission of the manuscript. Nor does IAEME charge per page or for color figures or for any other items for which other publishers are known to charge.
Sources for Article Processing Charges (APC)
Authors of an article are responsible for arranging the payment of APC. Still, that typically does not mean that authors end up paying for the publication of the article. The cost of APC is very often assumed either by the organization funding the research published in the article, or by an Open Access Publishing Fund, or by the institution at which the author is employed.
Fair Dealing - Authors and Publisher
When an author submits a manuscript for review at one of IAEME`s journals, the submitted manuscript should not have been previously published in any form and must not be currently under consideration for publication elsewhere. The manuscript should also not be submitted to any other journal during the review process at IAEME Publication. In case the review process at IAEME takes much longer than stated and the author wishes to end the review process at IAEME, he/she should get in contact with the Editorial Assistant of the journal at IAEME and come to an agreement suitable for both sides after looking at the stage of the manuscript in the review process.
With the APC specified above, the author is given an indication what the APC will be. IAEME is charging Publication Fees (APC) but not Submission Fees. This is to the benefit to authors because payments are only due once the author knows the manuscript is accepted. IAEME with editors and reviewers puts much effort in dealing with the manuscript and expects the authors to stick to the common plan of publishing the paper which is linked to payments of APC as given above at the end of the review process. The author is not legally bound at this time, but it would be seen as a strong breach of academic conduct to back off from the publication process. Once the manuscript is accepted for publication, IAEME will issue an invoice in the Paper Submission and Manuscript Tracking System. This is IAEME `s legal offer and will state the regular APC of the journal. The Corresponding Author is expected to arrange payments of the amount stated at this time. In severe cases IAEME `s Complaints Procedure can be followed and the result of this should be binding to the author.
Refund Policy
Once an article has been accepted for publication, any Article Processing Charges on the article become due. The submitting author accepts responsibility for the Article Processing Charges, and will not issue refunds of any kind except those payments made by mistake or in excess of the amount required.
The topics to be covered by this journal include but are not limited to the following fields:
|
• Management Information System • History |
• Production and Operation Management • English • Social Science |