Browsing by Author "B, Sripirabaa"

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    ENTREPRENEURIAL INTENTION AND SELF EFFICACY AMONG THE WOMEN STUDENTS
    (Qualitative and Quantitative Research Review/3/3, 2018) M., Reshma; B, Sripirabaa
    Entrepreneurship, undoubtedly leads to the economic development of a country, but women entrepreneurship is much more important, since it can also lead to social upliftment and help eradicate evils like women harassment, domestic violence, gender stereotyping, glass ceiling effect etc. The survey report of the Global Entrepreneurship Monitor (2016/2017) reveals that only 7.6% of Indian women are involved in early stage entrepreneurship, compared to 13.5% of men. The percentage of men involved in entrepreneurial activities is nearly twice as that of women. Any entrepreneurial activity starts with an intention and then progresses to subsequent action or behaviour. The initiation of entrepreneurial activity largely depends on the strength of the intention and also on the personality aspects of the person. The belief that they possess the necessary skills and traits to become an entrepreneur is quintessential for the intention to convert into action. This belief is termed as entrepreneurial self-efficacy. Though the term entrepreneurial self-efficacy is popularly known, it has not been widely studied especially among the women entrepreneurs. The entrepreneurial intention and entrepreneurial self-efficacy of the students was measured using a 10 and 5 items scale respectively. The questionnaires used have been adapted from previous research studies conducted in these fields. In order to understand the influence of entrepreneurship exposure on the entrepreneurial intention and entrepreneurial self-efficacy levels, the study was conducted using two groups, in which one group of students were given opportunity to participate in entrepreneurial training programs, special talks by eminent entrepreneurs, etc.
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    Organizational Attractiveness and Job Attribute Preferences of Business Students
    (Gavesana Journal of Management, 2013) Madhavkumar, Vandana; B, Sripirabaa
    For organisations today, right people are key differentiators that give them a competitive advantage. But, rapid changes in technology, nature of work and organisational structure coupled with a volatile and highly competitive market have made it difficult for firms to find the right talent with right skills. Employers are faced with an additional challenge of dealing with a diverse workforce in terms of gender, sexual preferences, race, ethnicity, abilities and generation. Today, with almost all the baby boomers (born between 1946 and 1964) phased out; it is projected that the Gen Y employees will outnumber the Gen X in the near future. One of the most important challenges for HR managers is to acquire and retain the Gen Y employees (born between late 1970s and mid 1990’s) who are likely to comprise the bulk of employees. It therefore becomes important for HR managers to develop strategies to hire and retain these employees. Gen Y employees do not stay with one organisation and are ready to switch jobs and sectors for better pay and development opportunities. The expectations and preferences of Gen Y are different from their predecessors. Literature throughout indicate that the members of Generation Y or Millennials prefer flexibility in their work schedules and positions as well as the ability to maintain a substantial work-life balance. Millennials desire constant feedback and recognition from their superiors and seek developmental opportunities in the workplace. Therefore, Gen Y is believed to have a protean career attitude with most of them being self-directed in their career development unlike the traditional careerists who depended on the organisation for their career progress. Management students form a substantial part of the graduates looking for employment after their course and are an important source of recruitment for employers. It is thus important to understand what these young aspirants look for when pursuing employment with organizations, so that organizations can focus on these factors to attract and retain them. This study aims to investigate the protean career orientation of Gen Y management students and examine the job attribute factors considered important and attractive by these young aspirants when seeking employment with organizations.