( ISSN 2277 - 9809 (online) ISSN 2348 - 9359 (Print) ) New DOI : 10.32804/IRJMSH

Impact Factor* - 6.2311

**Need Help in Content editing, Data Analysis.

Research Gateway

Adv For Editing Content

   No of Download : 125    Submit Your Rating     Cite This   Download        Certificate


    1 Author(s):  JITHIN KUMAR V

Vol -  10, Issue- 3 ,         Page(s) : 77 - 84  (2019 ) DOI : https://doi.org/10.32804/IRJMSH


Non-Banking Financial Companies are playing an important role in promoting inclusive growth in the country, because of the significant roles they play in nation building and financial inclusion. The role of NBFCs is mainly focuses on business related to loans especially Gold loan and advances, stock, bonds, debentures nature, leasing, hire-purchase, insurance business, chit business. Respectively, they always consider their employees as the backbone of their organization and are aimed at providing employee satisfaction. However, developing an understanding of employees is a tough task for the Human Resource Department subjecting most of the NBFCs re facing higher rate attrition. Hence, this study has been undertaken among 450 respondents to identify and understand the human resource policies and practices followed by the NBFC’s and also find out the significant relationships between their various human resource practices and job satisfaction. Using stratified random sampling method, questionnaires were administered to collect data from 450 employees of leading Gold Loan NBFC’s in Tamilnadu State for this descriptive study. Research hypotheses were formulated and tested using correlation analyses. The results reveal that performance appraisal, extrinsic and intrinsic motivation, talent acquisition and selection, employee engagement, human resource development are positively related to job satisfaction.

• Armstrong, M., (2001). A Handbook of Human Resource Management Practice, Kogan Page, 8th Editon.
• Armstrong, M., (2012). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page.
• Broussard, S. C., and Garrison, M. E. B., (2004). The Relationship between Classroom Extrinsic and intrinsic motivation  and Academic Achievement in Elementary School-Aged Children. Family and Consumer Sciences Research Journal, 33(2), 106–120.
• Costello, D., (2006). Leveraging the Employee Life Cycle. CRM Magazine, 10(12): 48-48.
• Guay, F., Chanal, J., Ratelle, C. F., Marsh, H. W., Larose, S., and Boivin, M., (2010). Intrinsic, Identified, and Controlled Types of Extrinsic and intrinsic motivation  for School Subjects in Young Elementary School Children. British Journal of Educational Psychology, 80(4), 711–735.
• Jackson, S.E., and Schuler, R.S. (2003). Managing Human Resources through Strategic Partnerships. (8th ed.) Mason, Ohio: Thomson-Southwestern.
• Jovanovic, B., (2004), Selection and the Evolution of Industry. Econometrica, 50(3): 649-670.
• Lawler, E and Worley, C.G., (2006). Winning Support for Organisational Change: Designing Employee Reward Systems That Keep on Working. Ivey Business Journal, March/April, 70, 1-5.
• Rizvi, Y., (2011). Human Capital Development Role of Human Resource (HR) during Mergers and Acquisitions. African Journal of Business Management, 5(2), 261-268.
• Susi, S. and Jawaharrani, K., (2011). Work-Life Balance: The Key Driver of Employee Engagement. Asian Journal of Management Research, 2(1), 474-483.

*Contents are provided by Authors of articles. Please contact us if you having any query.


Bank Details