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Kerala Agricultural University, Thrissur

The history of agricultural education in Kerala can be traced back to the year 1896 when a scheme was evolved in the erstwhile Travancore State to train a few young men in scientific agriculture at the Demonstration Farm, Karamana, Thiruvananthapuram, presently, the Cropping Systems Research Centre under Kerala Agricultural University. Agriculture was introduced as an optional subject in the middle school classes in the State in 1922 when an Agricultural Middle School was started at Aluva, Ernakulam District. The popularity and usefulness of this school led to the starting of similar institutions at Kottarakkara and Konni in 1928 and 1931 respectively. Agriculture was later introduced as an optional subject for Intermediate Course in 1953. In 1955, the erstwhile Government of Travancore-Cochin started the Agricultural College and Research Institute at Vellayani, Thiruvananthapuram and the College of Veterinary and Animal Sciences at Mannuthy, Thrissur for imparting higher education in agricultural and veterinary sciences, respectively. These institutions were brought under the direct administrative control of the Department of Agriculture and the Department of Animal Husbandry, respectively. With the formation of Kerala State in 1956, these two colleges were affiliated to the University of Kerala. The post-graduate programmes leading to M.Sc. (Ag), M.V.Sc. and Ph.D. degrees were started in 1961, 1962 and 1965 respectively. On the recommendation of the Second National Education Commission (1964-66) headed by Dr. D.S. Kothari, the then Chairman of the University Grants Commission, one Agricultural University in each State was established. The State Agricultural Universities (SAUs) were established in India as an integral part of the National Agricultural Research System to give the much needed impetus to Agriculture Education and Research in the Country. As a result the Kerala Agricultural University (KAU) was established on 24th February 1971 by virtue of the Act 33 of 1971 and started functioning on 1st February 1972. The Kerala Agricultural University is the 15th in the series of the SAUs. In accordance with the provisions of KAU Act of 1971, the Agricultural College and Research Institute at Vellayani, and the College of Veterinary and Animal Sciences, Mannuthy, were brought under the Kerala Agricultural University. In addition, twenty one agricultural and animal husbandry research stations were also transferred to the KAU for taking up research and extension programmes on various crops, animals, birds, etc. During 2011, Kerala Agricultural University was trifurcated into Kerala Veterinary and Animal Sciences University (KVASU), Kerala University of Fisheries and Ocean Studies (KUFOS) and Kerala Agricultural University (KAU). Now the University has seven colleges (four Agriculture, one Agricultural Engineering, one Forestry, one Co-operation Banking & Management), six RARSs, seven KVKs, 15 Research Stations and 16 Research and Extension Units under the faculties of Agriculture, Agricultural Engineering and Forestry. In addition, one Academy on Climate Change Adaptation and one Institute of Agricultural Technology offering M.Sc. (Integrated) Climate Change Adaptation and Diploma in Agricultural Sciences respectively are also functioning in Kerala Agricultural University.

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    ThesisItemOpen Access
    Workers satisfication in district agricultural farm, Kozha
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Akhila, S Giri; KAU; Ranjith Kumar, E G
    Job Satisfaction of workers in an organization is the compounded result of various attitudes possessed by the workers in that organization. It is an established fact that job satisfaction usually leads to qualitative and quantitative improvement in performance. Satisfaction in job induces motivation and interest in work. When work becomes interesting, the worker gets pleasure. Every individual has certain needs and motives give him satisfaction. It is probably the major aim of every worker to get satisfaction from his job. These jobs which provides the worker a chance to fulfill his interests and aptitudes, give his satisfaction and pleasure. Natural interest in job of this satisfaction motives him for efficient and qualitative performance. So it is clear that job satisfaction is a critical factor determining job performance and by and large the success or failure of an organization. Hence the present study is an attempt on job satisfaction of workers in District Agricultural Farm, Kozha, with the following objective:  To examine the level of job satisfaction of the workers of District Agricultural Farm, Kozha Both primary and secondary data are collected for the study. Secondary data is collected from the records and documents provided by the organization. Primary data is collected through interview schedule from 60 respondents.
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    ThesisItemOpen Access
    Study on workers' trust in management with reference to chundale tea factory of harrisons malayalam limited
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Lakshmi, M; KAU; Sherief, A K
    Workers trust level towards management and their response in the dimension model of trust plays an integral role.
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    ThesisItemOpen Access
    Consumer satisfication on branded products of double horse
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Aswathi, K; KAU; Philip Thomas
    Consumer satisfaction measures how products and services supplied by a company. Consumer satisfaction is seen as key differentiator and increasingly has become a key element of business strategy .The present study was an attempt to analyse the satisfaction level of consumers or the respondents towards double horse branded products. The study mainly focus on three categories of products they are Rice products(highly demanded), masalas (medium demanded) and instant ready to cook category (low demanded). In order to evaluate the width of consumption pattern study was conducted in two districts of Kerala .fifty respondents from Malappuram , above 20Km radius and fifty respondents from Thrissur, 20Km within radius The study also reveals the technological adaptability of double horse products . In order to evaluate brand equity perception of Double Horse rice and rice products, a consumer survey was carried out. For the purpose a sample of 100 product consumers was randomly chosen. The collected data through consumer survey by means of an interview schedule were analysed using appropriate statistical tools like percentages and indices. In order to evaluate the consumer satisfaction building efforts of Manjilas, an interview with the officials with the help of a structured schedule was carried.
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    ThesisItemOpen Access
    Marketing opportunities of branded pulses (kitchen treasures) through kudumbashree units in cochin corporation
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Stephina Stanly; KAU; Sherief, A K
    1. Majority of the respondents are of the age group of 31-40 and 75 percent of them were having upper primary education which indicates most of the respondents were capable to undertake marketing activities of branded pulses. 2. The respondents were classified based on their employment position, it was seen that 47 percent of respondents were housewives and 38 percent were self employed. 3. Majority 8 percent) of respondents were having nuclear family and 40 percent of the respondents had a monthly family income of Rs.10001-20000. 4. In the case of consumption pattern of pulses, most of respondents were health conscious and variety seeking followed by respondents who were consuming pulses according to their need and convenience which accounts for 70.46% of the variant. There were comparatively less respondents who were price conscious. It was clear from the exploratory factor analysis that pulses plays a vital role in the daily diet of Keralites, and the consumers are forced to purchase pulses even if the price shoots. 5. The major factors influencing purchase decision of pulses consist of the variables taste, purity, quality, easy to cook and packaging followed by the second factor consist of variables like SKUs, price and loose availability. The third factor consists of shelf life which accounts for 61.903%of the variant. 6. Nearly 85 percent respondents were well aware of the brand Kitchen Treasures and 46 percent of the respondents were consuming more than one products of this rand. 83 7. Majority of respondents (64 percent) are ready for marketing Kitchen Treasures’s branded pulses and remaining 36 percent are presently not interested in marketing activities. 8. Financial crisis (29%) and profit chances(17%) were the majorreasons for undertaking the marketing activities followed by unemployement and need for independence as main reasons. Also it was clear from the study that most of the units were not engaged in any group business or income generating activity. 9. Among the respondents 36 percent were wish to get the stock that would reach kudumbashree outlets and 27 percent respondents wish go and get the stocks from company.Also 37.5 percent wish to make orders through telephone booking followed by 27 percent were interested in fixed monthly stock. 10. Among the interested respondents 42 percent of respondents prefer to market the product inside the town. And 20 percent of respondents were preferred to market the product in their locality followed by 2.5 percent respondents who were planning to market it outside the town. 11. Around 61 percent of respondents were willing to take a total of 20-40 packets of branded pulses as their initial purchase
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    ThesisItemOpen Access
    Performance analysis of kamco garden tiller among its users in Kerala
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Arya, S B; KAU; Binoo, P Bonny
    The major findings of the study are summarized and presented in the sequence given below: 5.1.1 Demographic profile of the respondents 5.1.2 Factors that influenced the purchase of KAMCO Garden Tiller by its users. 5.1.3 Analyzing the constraints faced by customers in using KAMCO Garden Tiller 5.1.4 Performance analysis of KAMCO Garden Tiller 5.1.1 Demographic profile of the respondents This formed a study on performance analysis of KAMCO Garden Tiller among its users in Kerala. Among 50 respondents only 14 per cent were female customers. This shows the participation of female in agriculture and mechanization is comparatively less. Young generation below the age of 30 constitutes only 16 per cent of the sample. This indicated the agricultural activity is not a preferred vocational option for new generation. Older generation were interested in our agrarian culture. Business man and other employees were also customers of KAMCO Garden tiller. They prefer the machine mostly for kitchen gardening and other small scale cultivations. People having land below 1 acre were mostly purchasing KAMCO Garden Tiller. Because in larger area it takes more time to complete the work. So it is clear that small farmers with fragmented and small land area are more benefited by KAMCO Garden Tiller. People having leased agriculture land were comparatively low among the customers. 72 per cent respondents are having their own agricultural land. 88 Majority (54 per cent) of respondents are generating below 2 lakh per annum as their income. Very few (4%) are producing more than 6 lakhs. Those people are having other source of income too other than agriculture. Being majority of respondents were of age above 50, users of KAMCO Garden Tiller have more than 10 years of experience in the field of farming. It is a positive sign that people having experience below 5 years and 3 years were also there. These people recognized the importance of farming and poison less food in the life and started cultivation in their household areas. Some old people started farming after their retirement from official job. 5.1.2 Factors that influenced the purchase of KAMCO Garden Tiller by its users. Customers had various criteria for purchasing each product they want. Here, in case of KAMCO Garden Tiller, quality was the primary factor customers had preferred for purchasing the garden tiller. It was revealed that among the respondents, 24 per cent have other KAMCO products like power tiller and brush cutter. This trend of repeated purchase highlights the quality of KAMCO products. Brand value had another important position in purchasing the product. Because KAMCO has that much experience in the agro machinery industry. Then comes the after sales service facility provided by the company and availability of subsidy by the government. Without subsidy it was difficult to purchase KAMCO garden tiller by small farmers. Direct purchase was the major source of purchase preferred by customers. 30 per cent have purchased the product from outlets of dealers like KAICO and RAIDCO. Purchasing from retailers and other sources are little compared to other two sources. Maintenance cost and price were ranked later by the respondents. So company want to focus more on these factors. Product specification is a major factor that attracts the customers. The product specification of KAMCO Garden Tiller was ranked using Garrett’s Ranking Technique. It indicated that providing safety to the users is the most important feature of KAMCO Garden Tiller. Then came the features like fuel efficiency, weightlessness, convenience to handling and self- maintainable. Due to the petrol engine, machine does not have any starting problem even it is unused for some months. Presence of petrol engine has sixth rank. 89 5.1.3 Constraints faced by farmers in using KAMCO Garden Tiller For the study, constraints were majorly divided into 6. That are geographic, technological, informational, maintenance, marketing and economic constraints. Under each major heads, there are various factors. By analysis major constraints were ranked and each factors coming under each major constraint were also ranked by the respondents. This help to know more clearly which factors make customers feel as constraint to use KAMCO Garden Tiller. First one is the geographic constraints. In that, all the index value are below 50. None of it is a major constraint. But comparatively farm holding size is felt as a constraint for some of the respondents. Because KAMCO Garden Tiller is a machine that is suitable for small land area and is not preferred in large land holding areas. Other two factors are having index valueless than 40. That means, terrain composition and climate change is not a big constraint for using the KAMCO Garden Tiller. According to the technological factors, the major constraints faced by farmers in using KAMCO Garden Tiller are absence of wheel attached to the engine and the non-using period of the product. These factors got index value above 80. Another constraint is the movement of machine using blades. This make a problem that whole weight of the machine should be carried out by the blades of machine while tilling. So the chance of breakage of blade is high. The study revealed that no one is affected by the operation method of the machine. Because KAMCO Garden Tiller is a farm machinery that can be self-operated. That is one of the major advantages of the product. Majority of respondents felt that it is better to give a service package at discount rate for 1 or 2 years will be helpful to them for reducing the maintenance cost. The main repair work was happening to the blades, belt and bearing. So, it was a constraint to them. If company provide such service packages, it will make them feel more comfortable in using the product. 90 According to the index value it is clear that major marketing constraints faced by the customers are less distribution channel and about the promotional activities. KAMCO has no outlet with their own products. Even KAICO and RAIDCO are selling KAMCO products along with farm machineries of other companies. So customers feel it as a constraint. Promotional activities should be more generalized. Then only all type of people will aware about KAMCO Garden Tiller. As garden tiller is not a large farm equipment, people who has small land holding may become interest in starting cultivation. The problem regarding availability can also be solved by better distribution channel of KAMCO Garden Tiller. Respondents felt that informational constraint regarding the awareness of the product only affected them. It is related with the promotional activities. Only people involved in agriculture was more aware about the product. Awareness about the product is very important in its marketing. 44% of respondents became aware about the product through the advertisements given in magazines like Karshaka Shree, Kerala Karshakan and 28 percent through exhibitions conducted by KAMCO on various parts of Kerala. Krishi Bhavan also plays a vital role in the sales of KAMCO Garden Tiller. Because 20 percent became aware about the product through Krishi Bhavans. These results shows that general people were unaware about the product. Only people who were interested in farming will go through such magazines, exhibitions and all. If more people become aware about the product, it may create interest in purchasing KAMCO Garden Tiller. Last constraint that studied was the economic constraints. Majority feels that initial investment was a constraint faced by them. Even people who are availing subsidy also want to pay the full amount while the time of purchase. 6 major constraints were ranked by the respondents and it was analyzed using composite index value. According to that, Technological constraint was the most important constraint felt by the customers. Then comes the maintenance constraint and economic constraint in the second and third position followed by marketing constraint. Informational and geographic constraints had least composite index value. 91 5.1.4 Performance analysis of KAMCO Garden Tiller Performance of a machine depends of various factors. All the above studied constraints also influence the performance of KAMCO Garden Tiller. Beyond that, respondents were asked to answer some more questions regarding the performance of KAMCO Garden Tiller. Performance analysis of KAMCO Garden Tiller revealed that the customers were satisfied with the efficiency of KAMCO Garden Tiller. One of the major benefits they got by the performance of KAMCO Garden Tiller was, the machine has replaced an average of 10-14 number of human labour in an acre. That brings high benefit to the customers by saving money given to the labours. Average wage normally given to a labour is 500. That means farmers saved about 5000 rupees in a season. The machine can be handled by themselves and as such labour charge for operating the machine can be eliminated. Due to the performance of KAMCO Garden Tiller, 34 percent claimed their farm yield has increased. It may be due to the efficient performance of KAMCO Garden Tiller, soil became more cultivable condition. In case of crop varieties, 56 per cent revealed that they had introduced more crops in their farm after using the KAMCO garden Tiller. Many people who were majorly concentrated on one or two crops like coconut, plantain, tapioca etc. started introducing various vegetables and fruit plants. KAMCO Garden Tiller is very much suitable for horticulture purposes. But 24 per cent claimed that they had never introduced new plants, but continuing cultivation of same crops with the help of KAMCO Garden Tiller. Another exciting result is 25 percent of the total sample stated that due to the performance of KAMCO Garden Tiller involvement of family members towards farming has increased. But 20 percent customers did not agreed with that. Cent percent responded that KAMCO Garden Tiller has reduced their drudgery while farming. Due to the performance of KAMCO Garden Tiller, leisure time and interest in farming has increased. Half proportion of customers believed that their health status has increased due to the use of garden tiller. It was due to various reasons. Some started cultivation after purchasing the KAMCO Garden Tiller. And some revealed that by the performance of the machine, they started kitchen gardening for having safe vegetables in their farm itself. All these increased 92 their health status. Majority (94 percent) of customers claimed that there was no discrepancy between the promises given by the company and what they actually got
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    ThesisItemOpen Access
    Export promotional activities of marine products export development authority
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Vishnu, A; KAU; Giggin, T
    Promotion of export has become an important part of India’s trade and export import policy. Export promotion is very essential for the development of the Indian economy. Hence the government of India has been adopting various export promotion measures for the promotion and diversification of export. Export promotion measures include various policy decisions, schemes, concessions, incentives and facilities offered to the exporters. Export promotion measure aim at removing the difficulties and problems faced by the exporters. The Marine Products Export Development Authority, a nodal agency set up by the Govt. of India in 1972 for the promotion of seafood exports from India, gives a detailed account of India's seafood potential, products, processing units and export performance. The Seafood Industry of India has come a long way and today seafood is exported to nearly 70 countries from India. MPEDA functions under the Ministry of Commerce, Government of India and acts as a coordinating agency with different Central and State Government establishments engaged in fishery production and allied activities. The authority conduct fairs and exhibitions and also takes part in international fairs. It also gives publicity to Indian marine products in foreign countries. The authority advises central government on all matters relating to seafood industry and its exports. In order to maintain growth of marine products MPEDA provide various financial assistance under Six major heads and these are analyzed in detail and following details have been found out
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    ThesisItemOpen Access
    Study on financial performance analysis of the south indian bank LTD
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Sherine Stanley; KAU; Helen, S
    The present chapter deals with analysis of data and interpretation of the results obtained for the following objectives 1. To study the financial performance of the South Indian Bank Ltd. 2. To analyze the financial changes over a period of five years. 5.1 Financial performance of the South Indian Bank Ltd. Financial performance of the SIB has been measured through mainly three important ratios 1. Efficiency in mobilization of funds 2. Efficiency in deployment of funds 3. Efficiency in operations of the bank 5.1.1 Efficiency in mobilization of funds of the SIB Ltd 1. The table 4.1 had showed an increase in the owned fund to working capital ratio from 2012-2013 to 2016-2017(from 6.19% to 6.65%). The increase in the owned fund in the working capital was good for the bank. Since the bank‟s owned funds are risk free assets. But still the owned fund occupied only below 10% of the working capital. 2. The ratio of borrowed fund to working capital showed a decreasing trend. The ratio fall from 93.94% in the year 2012-2013 to 93.51% in 2016-2017. As per the table, bank‟s borrowings constitute over 90% of the working capital. This clearly showed that the bank fully depends on the external funds for performing its lending function. But the fall in the ratio in the recent year showed that the bank was trying to minimize the borrowings in the working capital so that expenses can be avoided. 3. Deposit to working capital ratio indicated that the bank uses over 90% of its deposits in the working capital. It means the bank was efficient in channelizing the funds. But since the major portion of the working fund was constituted by the deposits in the bank the bank has to expend interest upon such deposits. This might affect the profitability of the bank. 83 4. Deposits to borrowed fund ratio constitute over 90% indicating that the SIB was mainly depends upon its deposits for lending purposes. It can be assured that the bank mobilized its funds through deposits and enjoys freedom from the lending agencies. 5. Type of deposits to total deposits ratio has revealed that the term deposits occupied the major portion of the total deposits (over 75%). This also indicated that the bank has to spend interest on such term deposits. Saving deposit to total deposits showed an increasing trend. The ratio of savings deposit to total deposits increased from 15.10% in 2012-2013 to 19.65% in the year 2016-2017. Current deposit constitutes only a small portion of the total deposits (below 5%). 5.1.2 Efficiency in deployment of funds 1. The credit to deposit ratio revealed that the bank was able to convert more than 70 percentages of its deposits into credit during the five years. The year 2013-2014 showed the highest ratio (76.28%) and 2016-2017 showed the lowest ratio (70.16%) among the five years. A declining trend in the credit deposit ratio was not a good sign. 2. Credit to working capital ratio has shown a decreasing trend (67.69 % in 2013-2014 and 63.72 % in 2016-2017). If the deployment of the credit was low it will affect the interest earning capacity of the bank which will in turn affect the profit. This revealed that the bank has to increase the amount of loan disbursed to increase the interest income. 3. The credit to owned fund ratio was showing a fluctuating trend over the years. The ratio was very low (957.37 %) in the year 2016-2017 and high (1075.69 %) in the year 2013-2014. The credit to owned fund ratio measured the capacity of the bank to convert the owned fund to credit. The credit to owned fund showed a fluctuating trend may be because of the fact that the credit was generated out of the deposits of the bank majorly. 4. Credit to borrowed fund ratio revealed that the bank has never used 100% of its borrowed fund to make credit during the study period. Around 70% of borrowed fund were disbursed as credit. The highest ratio recorded during the year 2013-2014 (72.13%). The table also signified that the bank should try to make full utilization of the borrowed funds by enhancing its loans and advances and by creating new areas of credit. 5. Investment to working capital ratio revealed that the investment to working capital ratio was increasing from 2012-2013 to 2014-2015. It indicated that the bank was using its 84 fund to invest in securities and other type of investment. From 2014-2015 to 2015-2016 showed decrease in the investment to working capital ratio. This showed that the bank was withdrawing its investment in securities and deploying more loans and advances. This means the bank utilized the money more in the working capital. 6. Type of loans to total loans ratio clearly identified that the short term loans constitute major portion of the total loans put forth by the bank. The long term loans to total loan ratio showed a steady increase over the years. The increase in the long term loans was good for the bank. Interest can be earned upon the long term loans. Which in turn will results in the increase in the profitability of the bank. 5.1.3 Efficiency in operation of the bank 1. Interest paid to interest received ratio showed that the year 2014-2015 the bank‟s profitability position might have been weak due to increase in the interest expended on the deposits. From 2014-2015 to 2016-2017 there was a steady decline in the ratio. During the first half of the study period the bank might not have achieved a favorable position with regard to interest income. The second half of the study period showed a decreasing trend which was good for the bank. 2. Interest paid to borrowed fund ratio showed that the highest ratio was recorded on 2014-2015 (7.23%). It means that the bank had to spend quite some amount on the borrowed fund. The banks interest expended for that period was high. From 2014-2015 to 2016-2017 the interest spend on borrowed fund was showings a steady decrease. The year 2016-2017 has recorded the lowest interest to borrowed fund ratio (6.12%). This indicated that the bank‟s profitability was increasing since the amount spends as interest was decreasing. A high ratio will affect the profitability of the bank adversely. 3. The net profit to working capital ratio indicated that the highest ratio was recorded in the year 2012-2013 (1.03%). From 2014-2015 onwards there was only a slight change in the profitability of the bank. The lowest ratio was recorded in the year 2014-2015(0.53%). The low ratio was not a sign of healthy banking operation. 4. The spread ratio kept on decreasing from 2012-2013 to 2014-2015(1.65 % to 1.49%). The low interest ratio was due to low level net interest income obtained by the bank. The decrease in spread ratio was unfavorable as far as the profitability was concerned. So the 85 bank has to take appropriate measures to increase the net interest income in order to raise the spread level. 5. The burden ratio was falling from 2012-2013 to 2016-2017 (0.55% to 0.40 %). The sudden fall in the ratio in the year 2016-2017 was good for the bank. The decrease in the burden ratio was favorable for the bank in profitability aspect. In order to improve the profitability of the bank, it should control the non-interest expenditure and at the same time should try to increase income from services such as commission and brokerage. 6. The profitability ratio was lower for the two years (2014-2015 to 2015-2016). The highest ratio recorded in the year 2012-2013. The higher spread ratio resulted in the higher profitability ratio. The bank should try to maximize its spread ratio over burden ratio in order to raise the profitability position. 5.2 To analyze the financial changes over a period of five years 1. From the 2011-2012 to 2012-2013 comparative balance sheet it was clearly seen that the deposits has increased by 776177 lakhs (21.26%). The capital has been increased by 2048 lakhs pointing out the increase in the owners fund in the working capital of the bank. The reserves and surplus has increased by 39.70 % compared to the previous year. The total liability of the bank and total assets of the bank had increased by 942498 (23.34%). The investment has been increased by 33.23% compared to the previous year. 2. The comparative balance sheet from the period 2012-2013 to 2013-2014 clearly indicated that the capital has increased by only 54 lakhs (0.40%). It showed that only a negligible amount had been invested by the owners of the bank during the year. The employee stock option outstanding had decreased by 31 lakhs (11.87%). This was a good sign for the bank; it indicated that the inflow of fund had happened that year. The borrowings of the bank increased to 112.58% (144623 lakhs). This was not a good sign for the performance of the bank. Fixed assets have increased by 4.05 % (1608 lakhs) and investment has increased by 14.59% (182831 lakhs). 3. The period of 2013-2014 to 2014-2015 the borrowing has decreased by 49831 lakhs (18.24%). The decrease in the borrowings was a good sign for the bank. The fixed assets had increased by 16.21%. The investment had decreased by 23564 lakhs. This was not good for the bank. Since commission can be received on such investments. The other 86 liabilities and provisions have been decreased by 1418 lakhs (1.10%). Only 7.51 % of total liability has increased during the years compared to the previous period 2012-2013 to 2013-2014 (10.42 %). 4. From the table 4.21, the period from 2014-2015 to 2015-2016 it has been identified that only 1 lakh has been contributed as capital. The owners fund was really low during that year. The Employee stock option outstanding has increased by 53.36 % which showed a bad sign for the bank. This was the highest among the five years. The borrowings and deposits have increased to 17.13 % and 7.33% respectively. The other liabilities and provision has decreased by 8596 lakhs (6.23%). The decrease in the liability means more funds might have been flowed into the bank. This indicated a good financial position for the bank. 5. In the period 2015-2016 to 2016-2017 the capital of the bank had increased by 4525 lakhs (33.51%). It indicated that the more fund were available to the bank as working capital. The employee stock option outstanding has decreased by 17.26 %( 63 lakhs). The borrowings had decreased by 65720 lakhs. It means that the bank were capable of depending on its own resources for operations of the bank during that period. The total liability had increased by 17.07 % (1083727 lakhs), while in the previous period it was only 7.37 %. 6. The trend analysis showed that other assets of the bank had continuously increased. It recorded more than 450% for the period 2015-2016 to 2016-2017. This reflected poor cash management. 7. The balances with the banks showed a fluctuating trend through trend analysis. This means that the facility of money at call and short notice was limited for the bank. So in case any emergency rised the bank may not be able to generate enough cash in order to overcome the situation. 8. The deposits were showing an increasing trend in the trend analysis indicating that the bank‟s membership was increasing and more funds were made available for effective channelization. It also indicated that the bank focused mainly on the deposits rather than its own fund. 9. The common size balance sheet for the year 2012-2013 showed that deposits constituted major part of the total liability (88.88%). During the year the advances stand at 63.89% of 87 the total assets. And investment contributed about 25% of the total assets. The bank has to channelize deposits more into as advances. So that expenses can be reduced. 10. During the year 2013-2014 the common size balance sheet showed that deposits constituted 86.36% of the total liabilities. The reserves and surplus and borrowings constituted 5.88% and 4.96% respectively of the total assets. The advances had increased to 65.88% compared to the 63.89% in the previous year. The fixed assets constituted only 0.74% indicating that the bank was channelizing the funds into more productive resources. 11. During the year 2014-2015 The deposits had constituted 87.81% of the total assets against 86.36% of total assets in the previous year (2013-2014). The cash and balances with the RBI had constituted 4.13% of the total assets compared to the 4% in the previous year. It indicated that the bank‟s cash reserves were increasing. The investment of the bank has decreased to 23.82% of the total assets compared to the previous year which constituted 26.10%. 12. The year 2015-2016 the borrowings had increased to 4.11% compared to the 3.77% in the previous year. This indicated that the bank had to depend on external fund in order to carry forward the banking operations in that year. 13. The capital and reserves of the bank constituted 0.24% and 6.27% of the total liabilities in the year 2016-2017. Both of these items had increased compared to the previous year‟s contribution. The borrowings of the bank constituted 2.63% against the 4.11% in the previous year. And the other liabilities constituted 1.86% against the 2.03% in the previous year. The decrease in the lower contribution of borrowings in the total liabilities was a good sign for the bank.
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    ThesisItemOpen Access
    Employee motivation and its effectiveness on employee performance in fertilizers and chemicals Travancore LTD, Udyogamandal
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Dhanusha, K P; KAU; Manoj, P D
    This chapter presents the summary of the findings of the study, draws conclusions from the study and also makes recommendations for the study, and areas of further research suggested. 5.2.1 Background information of respondents 1. From the study, it can be noted that the male employees form the majority by 68% while female are represented by 32%. This implies that FACT is not biased in its employment but only that the gap between males and females are huge that is more than 100%. 2. The study also reveals that 45.3 percent of the respondents are within the age group of 41-50 years followed by those in the age group of 31-40 years at 28.7 percent follow by 51-60 years 20 percent and those of 18- 30 years at only 6 percent. This means that the FACT is having more experienced and matured people in the service. 3. The study also reveals that 41.3 per cent of the employees belong to Hindu community, followed by Christians with 38.7 per cent and Muslims with 20 per cent. It also shows that 92 per cent of the employees are married and only 8 per cent of the employees are unmarried. 4. On the highest qualification of the respondents, the study revealed that 42.7 per cent are graduates, followed by those having Post graduate degree with 28 per cent, 17.3 per cent with higher secondary education and 12 percent with matriculation. The research shows that greater percentage of employees in FACT is well educated, which have positive impact on their performance. 5. Again the study shows that 42.7 per cent of the employees have a monthly salary of 40,000-60,000, which is followed by those having above 60,000 with 28 per cent, 20 per cent with a monthly salary of 20,000-40,000 and 9.3 per cent with below 20,000. This implies that overwhelming majority of employees have decent salary. 108 6. The study also shows that 37.3 per cent of the respondents were from human resource department, followed by respondents from finance and accounting department with 21.3 per cent, production department with 16 per cent, engineering department with 14.7 per cent, marketing department with 8 per cent. 2.7 per cent of the respondents were from other department i.e, from administration. 7. Again, the research revealed that 38 percent of the employees have above 20 years of service. 32 percent of the employees have 15-20 years of experience followed by those having 10-15 years of sevice with 18 percent, 5-10 years with 8 percent. Only 4 percent is having less than 5 years of experience. 5.2.2 Level of satisfaction of employees The efficiency and effectiveness of the organisation depends upon the satisfaction level gained by the employees. This employee satisfaction will also lead to employee motivation. From the analysis it could be observed that: 1. The level of satisfaction of employees analysed using identified factors, it reveals that the employees was satisfied in their organisation. On analyzing the indicators for measuring the level of satisfaction, it could be seen an index of above 65 percent. 2. The indicators which scored high were satisfaction level with regard to employee’s relationship with superiors, pay level as compared to similar position in the industry and satisfaction level with regard to working condition in the organization. It could also be seen a poor level of satisfaction among employees regarding the reward for their work like awards, special gifts etc. 5.2.3 Training and development 1. Regarding the training it could be observed that the organization is providing training to majority of the employees and majority (46.1 percent) of them are satisfied with training provided by the organisation. This implies that when good training program exist in the organization, employees become satisfy which helps them to improve their performance. 2. The study also reveals that 80 percent of the employee’s are provided with routine training and 20 percent of them are provided with specific aspect training. 3. Regarding the off-the-job training it could be observed that the organisation was not providing any kind of off-the-job training to the employees. 109 5.2.4 Factors that motivate employees 1. On the factors that motivate employees, majority of the respondents agrees that nature of work that they do motivates them and at the same time promotion in the organization is a major source of motivation. This therefore means that promotion in FACT should be done fairly to continue to motivate its employees. 2. Another finding is that, greater majority of 76% were in favour of opportunity for advancement as motivator. Also, appreciation for work done and salary were another source of motivation for them. But compared to other factors salary was observed to be least motivating. . This reinforces Frederick Herzberg (1968) doctrine that money is not a motivational factor: increased wages could produce more commitment to production but their effect was declared to be short-lived but commitment and involvement were to come from other factors - the motivational factors, such as the opportunity for personal growth, challenge in the job and, more recently, opportunities to join in the decisionmaking process. This implies that other non-monetary incentives schemes should be given to workers to have the necessary effects. 3. Most of the respondents were in agreement that working condition motivates them and greater majority indicating that relationship with their colleagues motivates them but their relationships with superiors also serve as motivator. 4. From the research it could also be observed that 64 percent of employees believe job security as a good motivator. 5. Compared to other factors recreation is not motivating the employees much. 5.2.5 Type of incentives motivating employees 1. From the study it could be observed that majority of 53.3 percent of the respondents believes that non-financial incentives motivates them and improve their performance. Whereas 46.7 percent of the respondents believes that financial incentives like paid time off, bonuses etc motivates them more. This implies that organisation should improve both financial and non-financial incentives for motivating employees. 2. The study also reveals that 51.3 percent of the employees were satisfied with the incentives provided by the organisation. 5.2.6 Authority to make necessary decisions in order to complete assigned tasks 1. The study revealed that 41.3 percent respondents believe that management occasionally involve them in decision making in order to complete their assigned tasks. 33.3 percent 110 believes that management involves them in all decision making process and 25.3 percent doesn’t think so. 2. The result implies that management provides authority to employees to make necessary decisions in order to complete their assigned tasks. It show that employees of are allow to take decision on their own to help perform effectively. 5.2.7 Ranking of monetary and non-monetary variables 1. Based on the ranking done by the respondents salary was found to be the first with a mean score of 86.88 percent and fringe benefits as the last monetary variable with a mean score of 17.11 percent. 2. In the case of non-monetary variables employees prefer status as the first motivational factor with a mean score of 84.79 percent and recreation as the last motivational factor with a mean score of 9.29 percent. 5.2.8 Factors affecting employee performance 1. The study reveals under the determinants of employee performance that their qualification determines their performance, implying that when one goes through education, development and training to acquire a certain level of qualification, it will enhance his working ability all other things being equal. 2. Also, the study shows that experience is a great asset that can improve an employee’s performance and the longer the number of years experience, the higher the level of performance. 3. The working environment is another determinant of performance and the kind of compensation package (financial and non-financial) given to employee determines their performance according to the study findings. 4. Job security determines performance when employees are aware that there is no threat against their job; support receive from other colleagues; age and health condition; and expectation of retirement and other benefits all determines performance. 5.2.9 Performance appraisal system in the organisation 1. The study revealed that 64 percent were in agreement that effective performance appraisal system exists in the organisation. But 36 percent doesn’t think so. This implies that management should reconsider the way they use the performance appraisal system. Thus 111 an effective performance appraisal encourages the good performers, on the same hand performance appraisal also highlights the poor performers and tells about their weak areas and it helps the management to remove the leaning hurdles and makes them to achieve the set of objectives and aims. This implies that effective performance appraisal system improves the employee performance. 2. The entire respondents were in agreement that performance appraisal activities are helpful to get motivated. This implies that effective performance activities will improve the employee’s job performance and it is beneficial for the development of the organisation. 5.2.10 Effects of motivation on the employee performance 1. The study reveals that employees believes that nature of work and promotion in the organisation highly influences their level of performance This implies that the management must ensure that promotions in the organisation are done fairly to encourage employees who have consistently performed. A further finding reveals that opportunity for advancement and sense of responsibility has effect on performance. Appreciated for work done, salary, working conditions, how well superiors relate with subordinates and relationships with peers has greater effects on employees‟ performance. Recreation and fringe benefits have comparatively low effect on employee performance. 2. The study revealed that an overwhelming majority of 94% of the respondents believes that motivation has effect on their performance and only 3.3% of the respondents don’t think so and 2.7% of the respondents neither agree nor disagree. This implies that management should reconsider the way they use the above motivational factors by improving them to bring the best out of their employees. 3. In order to determine whether there is any significant relation between motivation and employee performance chi-square test was conducted. It could be observed from the analysis that table value is less than calculated value. The obtained value of 182.33 exceeds the cutoff of 9.884 shown on the table at the 0.05 level. Therefore, p<0.05. Thus, we will reject the null hypothesis and accept alternative hypothesis. Therefore motivation will affect employee performance. 4. Multiple regression was conducted to establish the effect of motivation on employee performance and it could be observed that: 112 i. Motivation had a moderate relationship with performance. The correlation value was 0.563 which is considered a moderate relationship because the value falls between 0.30 and 0.70 (Pallant, 2011). The value was also positive indicating that, when the independent variables increase dependent variable also increases and vice versa. The R2 indicates that 31.7% (0.317) of employee performance could be explain using the independent variables. ii. From the analysis the co-efficient value for promotion in the organisation was 0.616. This means that all things being equal, when the other independent variables (opportunity for advancement, appreciation for work done, salary and working conditions) are held constant, performance would increase by 61.6% if there is 100% improvement in promotion. iii. The co-efficient value for opportunity for advancement was 0.849. This means that all things being equal, when the other independent variables (promotion in the organisation, appreciation for work done, salary and working conditions) are held constant, performance would increase by 84.9% if there is 100% improvement in opportunity for advancement. iv. The co-efficient value for appreciation for work done was 0.070. This means that all things being equal, when the other independent variables (promotion in the organisation, opportunity for advancement, salary and working conditions) are held constant, performance would increase by 7% if there is 100% improvement in appreciation for work done. v. The co-efficient value for salary was 0.256. This means that all things being equal, when the other independent variables (promotion in the organisation, appreciation for work done and working conditions) are held constant, performance would increase by 25.6% if there is 100% improvement in salary. vi. The co-efficient value for working conditions was 0.194. This means that all things being equal, when the other independent variables (promotion in the organisation, appreciation for work done and salary) are held constant, performance would increase by 19.4% if there is 100% improvement in working conditions.
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    Problems and prospects of seafood exporters in Ernakulam district, Kerala
    (College of Co-operation Banking and Management, Vellanikkara, 2017) Hari Prakash, A; KAU; Arularasan, G S
    Indian fisheries and aquaculture are important sectors of food production providing nutritional security to the food basket, contributing to the agricultural exports and engaging about fourteen million people in varied activities. With diverse resources ranging from deep seas to lakes in the mountains and more than 10 percent of the global biodiversity in terms of fish and shellfish species, the country has shown continuous and sustained growth in fish production since Independence. Constituting about 4.4 percent of the global fish production, the sector contributes to 1.07 percent of the GDP and 4.7 percent of the agricultural GDP. The total fish production of 6.4 million metric tonnes presently has nearly 55 percent contribution from the inland sector and nearly the same from culture fisheries. Paradigm shifts in terms of increasing contributions from inland sector and further from aquaculture are significant over the years, with high growth rates. The different facets of marine fisheries, coastal aquaculture, and fisheries are increasingly being diversified, contributing to food, health, economy, exports, employment and tourism of the country. The present chapter intends to summarise the findings in the foregoing comprehensive analysis. It seeks to make a set of suggestions while highlighting various aspects of production and exports, it also analyses factors contributing to the exports of seafood exports in Ernakulum District. This study makes an effort to bring out the problems and prospects of the marine fishery sector, it further makes some indication for future research.