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International Journal of Recent Technology and Engineering (IJRTE)
ISSN: 2277-3878, Volume-8 Issue-6, March 2020
5698
Retrieval Number: F7994038620/2020©BEIESP
DOI:10.35940/ijrte.F7994.038620
Published By:
Blue Eyes Intelligence Engineering
& Sciences Publication
Job Satisfaction: Difference in Levels among
Selected Industries
Satish Chand Sharma, Ravi Gupta
Abstract: With increasing competition within every industry
and the growing threat of substitute products from other
industries, the organizations are facing increasing trouble in
maintaining and improving their profitability and productivity
levels, given the constraints of modern economy. After achieving
a technological oligopoly, the organizations have fallen back on
one of the oldest resource available to them – the human
resource. Organizations, have off late, realized that a satisfied
and contended employee is the primary key to attain better
customer satisfaction, revenues and profits that they plan to
achieve. Every industry differs from each other, in terms of the
workplace environment, compensation structure, availability of
the manpower, customer profiles and many such other factors.
The authors decided to investigate the levels of employee job
satisfaction in seven different industries, namely insurance,
banking and finance, travel and tourism, outsourcing, education,
healthcare and logistics industry. Taking a sample of 20
employees from each industry, the authors subjected the data
collected from these 140 correspondents to the ANOVA tests
using f – statistic to analyze the difference in the average job
satisfaction levels in these industries.The results clearly exhibited
that the healthcare, education and travel and tourism exhibited
high levels of job satisfaction, whileinsurance, outsourcing and
logistics industries figured low on this parameter. The paper
closes with discussing the practical implications of this study for
the industry and the scope of future work.
Keywords: Job Satisfaction, Industry Comparison, Industry
Specific Job Satisfaction, Job Satisfaction Difference.
I. INTRODUCTION
For every organization, every employee that is employed by
them is a resource in which the company has invested their
inputs and would like to extract maximum benefit out of
such investment. (Razik and Maulabaksh, 2015). However,
an employees’ propensity to perform and deliver superior
value in the task environment designated to them can
depend on various factors that may be exogenous or
endogenous to the employee. Several studies in past have
clearly indicated that for anybody to excel at any task, and
deliver the best value, they need to align that particular task
with their long-term development, immediate gratification
of some kind and a fair compensation for the same.
(Maidani, 1991). In other words, the person should perceive
a satisfaction in whatever task they are undertaking. This
satisfaction may be defined as a state of mind where the
employee feels that they have been able to add some value
to the organization and the task has enriched them also in
monetary or other non-monetary terms. Several researches
have been done to decide on those critical factors that
determine the achievement of this elusive job satisfaction,
Revised Manuscript Received on February 01, 2020.
Dr. Satish Chand Sharma,Assistant Professor, S.S Jain Subodh P.G
(Autonomous) College
Dr. Ravi Gupta, Assistant Professor, S.S Jain Subodh P.G (Autonomous)
College
which is a very difficult task, since it is highly subjective in
nature and factors leading to it differ from person to person.
(Parvin and Kabir, 2011). Although the importance of
factors may differ for every employee, but the researchers
have, over a period of time, been able to zero down on
certain common factors that affect every employee in some
or other aspect. (Sengupta, 2011). The authors were
intrigued by the idea of subjectivity of job satisfaction for
every employee and, at the same time, the pervasiveness and
criticality of this factor in success or failure of any
organization and thus industry, that led to this study.
II JOB SATISFACTION IN DIFFERENT
INDUSTRIES
Each and every industry is different from each other in
various aspects like the nature of work, the work flow,
engagement with the stakeholders, personnel relationship,
compensation management, grievance redressal mechanisms
and many such other factors. (Sowmya and Panchanatham,
2011). These differences usually stem from the historical
development of the industry, state of economy and society
during the evolution of the industry, nature and intensity of
competition, level of differentiation and opportunities for
strong brand development in the industry etc. (Friedlander
and Margulies, 1969). Based on this understanding, the
authors decided to undertake the study on finding the levels
of job satisfaction of employees in seven different
industries, namely, insurance industry, banking and finance
industry, healthcare industry, logistics industry, education
industry, outsourcing industry and travel and tourism
industry.
All these industries differ from each other in various aspects
like the state of maturity of the industry, competition in the
industry, macro and micro-economic factors related to the
industry, compensation levels, perceived working conditions
and stress levels of employees in these industries, the
number of people employed and the general skill set of these
employees required in the industries, and many such other
factors. (Rast and Tourani, 2012). One factor that unites all
these seven industries is that all of them belong to the
services industry. Thus, India being a pioneer center for
providing the services to the world, this study will help the
industry leaders and stakeholders to design the best possible
work environment for their employees and thus gain
maximum benefit out of them.
Job Satisfaction: Difference in Levels among Selected Industries
5699
Retrieval Number: F7994038620/2020©BEIESP
DOI:10.35940/ijrte.F7994.038620
Published By:
Blue Eyes Intelligence Engineering
& Sciences Publication
III REVIEW OF LITERATURE
Friedlander and Margulies (1969) studied the impact of
individual values and organization climate on the job
satisfaction of 95 employees of a research-oriented
organization. High management thrust, low regular
burdensome tasks and high interpersonal relations among
team members are the most critical factors for job
satisfaction.
Sekaran (1989) studied a sample of 267 employees of 12
American banks to understand the relationship between the
organizational climate, work ethic and other associated
factors with the job involvement and the sense of
competence of these employees resulting in job satisfaction
of these employees. Using regression analysis on eight
independent variables, the author concludes that involving
employees in their work only doesn’t increases their job
satisfaction, but increasing their confidence in their
competence to do the job has a greater effect on the job
satisfaction.
Maidani (1991) studied 486 employees of private and public
sector companies, all engineers and accountants, to
revalidate the Herzberg’s study outcomes and concluded
that both the types of employees valued intrinsic factors of
motivation for job satisfaction, but, the public sector
employees valued extrinsic hygienic factors more than the
intrinsic motivation factors.
Danielsson (2008) studied the job satisfaction of 469
employees of different organizations in connection with the
office size and the architecture of it. The regression models
used in the study exhibited that the combi offices had the
lowest job satisfaction levels, followed by small open plan
offices, with cell offices and flex offices exhibiting
maximum job satisfaction among the employees.
Mitra (2008) discussed the impact of outsourcing of core
functions in logistics industry on the employee satisfaction
levels and concluded that, although the outsourcing was
beneficial for the logistics firm, but it raised the dis-
satisfaction levels of the employees due to their fear of
being downsized in future and loss of authority and shifting
of responsibility in due course of time.
Jauhari and Manaktola (2009) proposed that the hospitality
industry in India must take care of issues like industry
perceptions, attrition levels, education, competency and skill
development, and work environment and compensation that
are deemed as important by the employees of this sector for
creating and maintaining high levels of job satisfaction
among them.
Wickramasinghe (2009) studied the job satisfaction levels of
IT graduates employed in the offshore outsourced IT firms
in Sri Lanka and concluded that while females are lesser
satisfied than men in their jobs, they tend to stay longer, and
as the employees’ tenure (for males and females) grows, the
job satisfaction reduces for all age groups.
Jyoti (2009) conducted an empirical study on the job
satisfaction status of 120 university teachers of Jammu and
concluded that autonomy and flexibility had maximum
impact on the job satisfaction, followed by higher studies
opportunities, growth, training and recognition. Students,
salary, colleagues and working conditions were insignificant
factors as far as job satisfaction levels of university teachers
in considered.
Bagri and Kukreti (2010) studied the hotel industry of the
hilly state of Uttarakhand state in India to study the job
satisfaction levels, and concluded that the employees were
generally satisfied with the compensation, but rated working
conditions and recruitment policies as unsatisfactory and
impacting negatively on their job satisfaction levels.
Hunjra et al (2010) studied 295 bank employees working in
different cities of Pakistan to understand the role of gender
in their job satisfaction levels.The authors conclude that the
leadership and teamwork environment have the maximum
impact on the job satisfaction levels of the employees and
the male participants of the study are more satisfied than the
female employees working in the same conditions.
Singh (2010) studied the effect of demographic
characteristics of the employees of insurance companies,
like gender, age and tenure of employment on their job
satisfaction, and concluded that gender has a direct impact
with female employees more satisfied as compared to their
male colleagues, specially due to fringe benefits, but rue the
lack of supportive environment in the firms, while tenure of
employment is also positively associated with job
satisfaction.
Peters et al (2010) surveyed 1916 employees of private and
public healthcare service providers in the states of Andhra
Pradesh and Uttar Pradesh in India to study the impact of
factors on their job satisfaction levelsand concluded that the
public sector employees considered fringe benefits as more
important than salary, and the employees of both the sectors
considered ‘recognition by superiors’ as an important job
satisfaction factor. Moreover, the employees of UP reported
absence of job satisfaction factors in their organizations
more than their counterparts in AP.
Parvin & Kabir (2011) did a primary study on 100
employees of three pharmaceutical companies to understand
which are the primary factors that affect an employee’s job
satisfaction levels. Relying on the in-depth personal
interview method, the author concluded that, out of the 10
factors tested, compensation, work-efficiency, fringe
supervision and relationship with co-workers were the most
important factors affecting the job satisfaction levels.
Sowmya and Panchanatham (2011) concluded that the
salary packages, empathetic superiors and pleasant
organizational culture were very important factors for the
high job satisfaction of banking sector employees. This
study was done in the city of Chennai with 100 employees
of private and public sector banks.
Sengupta (2011) studied 500 middle management
employees of BPO industry in India to understand the role
of demographic variables like gender, education, age, tenure
and marital status on the job satisfaction levels. After
putting the data through various tests and correlation and
regression analysis, the author proposes that gender, career
progression, salary, authority and inter-personal relations
have significant impact on job satisfaction levels of these
employees.
Jehanzeb et al (2012) studied 568 bank employees in Saudi
Arabia, from private and public
sector, to establish the impact of
rewards and motivation on the
International Journal of Recent Technology and Engineering (IJRTE)
ISSN: 2277-3878, Volume-8 Issue-6, March 2020
5700
Retrieval Number: F7994038620/2020©BEIESP
DOI:10.35940/ijrte.F7994.038620
Published By:
Blue Eyes Intelligence Engineering
& Sciences Publication
job satisfaction levels. The authors concluded that rewards
had a better impact on the job satisfaction levels, with
motivation also playing a role in the same. Larsen,
Marnburg and Ogaard (2012) studied the job
satisfaction levels of cruise line employees to study the
impact of work environment on the cruise on the job
satisfaction levels. The results concluded that the employees
rated ‘respect’ for the employees and ‘social atmosphere’ of
the cruise as the most important factors, followed by the
condition of their living quarters and food available as also
important factors for maintaining their job satisfaction
levels.
Rast and Tourani (2012) studied the job satisfaction levels
of employees of 3 different airlines and concluded that the
team environment was the most crucial factor in a high
stress industry like airlines, and there was very insignificant
difference in the job satisfaction levels of the men and
women engaged in the study.
Singh (2012) graded various employment related factors as
per their impact on the job satisfaction of insurance sector
employees in the cities of Lucknow, Jhansi and Kanpur. The
150 respondents graded work culture of the organization as
the most important factor for job satisfaction, followed by
pay, growth opportunities, authority, clarity in job role with
team work and leadership as the least prominent factors that
affect their job satisfaction.
Anandhi and Perumal (2013) studied the job satisfaction
factors of employees engaged in the logistics sector in India
and came to the conclusion that the work environment,
followed by salary structure, career growth and job security
had direct impact on the job satisfaction levels of logistics
sector employees.
Choudhary et al (2013) surveyed 202 insurance sector
managers based in NCR to study the impact of three types of
organizational justice on employee jobsatisfaction. The
studies indicated that the distributive justice has greater
impact on the pay and job related aspects of employment
and the interactional justice impacts the organizational
commitment and turnover intentions of the employees.
Gupta, Kumar and Singh (2013) study the impact of four
dimensions of spirituality on the job satisfaction levels of
private insurance companies’ employees in Punjab. Testing
their hypothesis on 100 respondents, the authors concluded
that the employees gain maximum job satisfaction from
their work environment when ‘organizational values’ and
‘sense of community’ are most strong in any company.
Yeh (2013) examined the relationship between tourism
involvement, working conditions and job satisfaction among
336 employees of 20 international hotels based in Taiwan,
and concluded that the tourism involvement and work
environment have a positive relationship with job
satisfaction, with work environment playing as the
intermediating variable.
Badawy, Srivastava and Sadek (2014) studied 200
university teachers from private sector of Egypt and India to
understand the impact of Emotional Intelligence, Job
Satisfaction and Organization Learning Capacities on these
subjects. The authors found that emotional intelligence and
job satisfaction did not impact each other for teachers in
both the countries, while the relationship between job
satisfaction and organization learning capacity was
significant for both countries.
Platis, Reklitis and Zimeras (2014) explored the relationship
between job satisfaction and job performance in the
healthcare service providers for 246 nurses and concluded
that relationship with superiors, superiors’ management
style, work management, recognition and working hours and
security are the most important parameters on which
employees judge their satisfaction with their jobs.
Antonaki and Trivellas (2014) studied 264 bank employees
in Greece to study the impact of benefits, pay, promotion
opportunities, work, resources available for work and
employee company relationship on job satisfaction and
organizational commitment of these employees. The tests
revealed presence of strong positive relationship between
these factors and job satisfaction, thus leading to better
organizational commitment by these employees.
Raziq and Maulabakhsh (2014) studied the educational
institutes, banks and telecom companies in the city of
Quetta, Pakistan to understand the impact of working
environment of a company on the job satisfaction levels of
its employees. The survey exhibited a strong correlation
between working environment and job satisfaction for all
the three industries surveyed.
Murale, Preetha and Arora (2014) concluded that for the
employees engaged in the healthcare sector, it is very
important to maintain high levels of job motivation since it
directly impacts the patient satisfaction levels as per their
study in the city of Bangaluru.
Chaudhary and Bhaskar (2016) studied the impact of
training and development on the job satisfaction levels of
university teachers in private sector in the NOIDA area and
concluded that training and development opportunities had
significant impact on the job satisfaction levels of the
private university teachers.
Smith and Smith (2017) surveyed 150 BPO employees to
study the job satisfaction levels and concluded that stress
and lack of support and control were leading factors dis-
satisfaction while high levels of employee support and
feeling of being in control gave rise to the job satisfaction
levels of the employees.
IV RESEARCH METHODOLOGY
Employees of different organizations related to these seven
industries were sent the questionnaire, designed by authors,
that carried various questions related to the levels and
factors of job satisfaction that were answered by 20
respondents in each sector. Thus, taking the total sample
size to 140 respondents. Since the questionnaire was
administered personally, all the respondents in each industry
returned the filled questionnaire with no wastage or data
anomalies. The questionnaire was prepared using the
validated questionnaires used earlier by prior researchers.In
order to find the levels of job satisfaction among employees
of different industries; the data was subjected to ANOVA
test for variance calculation. Since the primary objective of
the study is to analyze the job satisfaction levels of the
employees in these chosen
seven industries, the authors
Job Satisfaction: Difference in Levels among Selected Industries
5701
Retrieval Number: F7994038620/2020©BEIESP
DOI:10.35940/ijrte.F7994.038620
Published By:
Blue Eyes Intelligence Engineering
& Sciences Publication
proposed following null and alternate hypothesis regarding
this study:H0: There is no difference between the job
satisfaction levels of employees in the seven selected
industriesHa: There is a statistically significant difference
between the satisfaction levels of employees in the seven
selected industries
V DATA ANAYLYSIS
The sample size for this analysis was kept at 140, with 20
respondents representing each industry that the authors
wished to examine. This equal distribution ensured that the
results were representative in nature and a fair comparison
could be done regarding the job satisfaction levels of the
employees working in these industries.As the case
processing summary table depicts that there were no missing
cases in case of respondents, and all the responses that were
received were valid in nature.
Table 1: Case Processing Summary
Industry
Name
Cases
Valid
Missing
Total
N
Percent
N
Percent
N
Percent
Level of
Satisfaction
Insurance
20
100.0%
0
0.0%
20
100.0%
Banking &
Finance
20
100.0%
0
0.0%
20
100.0%
Travel &
Tourism
20
100.0%
0
0.0%
20
100.0%
Outsourcing
20
100.0%
0
0.0%
20
100.0%
Education
20
100.0%
0
0.0%
20
100.0%
Health
20
100.0%
0
0.0%
20
100.0%
Logistics
20
100.0%
0
0.0%
20
100.0%
As we can deduce from the Table 2 that details the
descriptive analysis of the data used, it is evident that the
mean is maximum for healthcare industry at 84.550
followed by education (77.900) and travel and tourism
industry (70.550) that implies the high levels of job
satisfaction among the employees of these industries. The
outsourcing industry at 34.550, followed by insurance
industry at 39.000 exhibited the lowest means pointing
towards the high levels of dissatisfaction in these industries.
When the authors tried to study the dispersion of this job
satisfaction among the respondents, healthcare industry
again came at top exhibiting lowest levels of standard
deviation at 10.605, followed by travel and tourism industry
at 10.999 and education industry at 12.940. Even on the
parameters of the difference between maximum and
minimum scores, healthcare industry exhibits least variance,
followed, again, by travel and tourism industry and
education industry. However, when we check the highest
variance industries, banking and finance industry, logistics
industry and outsourcing industries show maximum
variance among the satisfaction levels of its employees.
Table 2: Descriptive Analysis
Level of Satisfaction
N
Mean
Std.
Deviat
ion
Std.
Error
95%
Confidence
Interval for
Mean
Minimu
m
Maxi
mum
Lowe
r
Boun
d
Uppe
r
Boun
d
Insuranc
e
2
0
39.00
00
13.114
88
2.932
58
32.86
20
45.13
80
12.00
62.00
Banking
&
Finance
2
0
55.80
00
20.213
60
4.519
90
46.33
97
65.26
03
12.00
88.00
Travel &
Tourism
2
0
70.55
00
10.999
88
2.459
65
65.40
19
75.69
81
52.00
88.00
Outsourc
ing
2
0
34.55
00
16.333
61
3.652
31
26.90
56
42.19
44
4.00
62.00
Educatio
n
2
0
77.90
00
12.940
76
2.893
64
71.84
35
83.95
65
52.00
98.00
Health
2
0
84.55
00
10.605
24
2.371
40
79.58
66
89.51
34
65.00
98.00
Logistics
2
0
49.85
00
19.383
32
4.334
24
40.77
83
58.92
17
12.00
88.00
Total
1
4
0
58.88
57
23.314
89
1.970
47
54.98
97
62.78
17
4.00
98.00
The ANOVA test, using f – test shows that the significance
value of the test (0.00) in this case, is lower than the level of
significance (0.05), thus demonstrating a clear significant
difference between the means of the different groups tested
(different industry groups in this case).
Table 3: ANOVA
Level of Satisfaction
Sum of
Squares
Df
Mean
Square
F
Sig.
Between
Groups
44701.771
6
7450.295
32.113
.000
Within
Groups
30856.400
133
232.003
Total
75558.171
139
International Journal of Recent Technology and Engineering (IJRTE)
ISSN: 2277-3878, Volume-8 Issue-6, March 2020
5702
Retrieval Number: F7994038620/2020©BEIESP
DOI:10.35940/ijrte.F7994.038620
Published By:
Blue Eyes Intelligence Engineering
& Sciences Publication
The Levene’s test is employed on the data to check the
variance of the population, and the significance value at 0.05
is equal to the level of significance, thus implying that the
different samples (industry groups here) have different
variances among the data. However, since the difference in
the levene’ test significance and the level of significance is
not there, the authors could not be sure about the veracity of
these results. Thus, Welch test was also applied, which is
considered a robust test to measure the variance of the
samples.
Table 4: Test of Homogeneity of Variances
Level of Satisfaction
Levene Statistic
df1
df2
Sig.
2.163
6
133
.050
Table 5: Robust Tests of Equality of Means
Level of Satisfaction
Statistica
df1
df2
Sig.
Welch
40.517
6
58.792
.000
a. Asymptotically F distributed.
VI CONCLUSION & FUTURE SCOPE
Human resource of an organization is one of the most
critical and most difficult resource to manage for any
organizations’ management. No machines or algorithms can
optimize the working output or productivity of this resource.
The job satisfaction that an employee takes in his or her job
is the only factor that can improve the productivity of that
employee for the organization. Every organization strives to
do that, but the beginning of this effort needs to be grounded
in the understanding of the current status of the job
satisfaction levels of the industry in which the organization
functions. The study undertaken by the authors targeted this
understanding using the empirical data collected by using
questionnaire as a tool to collect data from different
organizations working in the seven industries, namely,
insurance, banking and finance, travel and tourism,
outsourcing, education, healthcare and logistics industry.
After careful analysis of the data collected through this
questionnaire and subjecting it to f – test for ANOVA
analysis, it was concluded that the healthcare industry
employees had the highest levels of job satisfaction,
followed by education and travel and tourism industry. The
least job satisfaction was visible in the industries related to
outsourcing business, followed by insurance business. The
authors hypothecate that the service orientation and the
tangible contribution to the society might be one of the
reasons for the high levels of job satisfaction exhibited by
the employees of healthcare and educationindustry. In the
same vein, the undifferentiated and generic nature of the
business in outsourcing and insurance industry might be
adding up to the dissatisfaction of the employees of these
industries. When the dispersion of these data was analyzed,
again, healthcare, travel and tourism and education exhibited
least variance, while outsourcing, banking and finance and
logistics industry showed high variance, implying that the
levels of job satisfaction were not uniform in the latter
industries and there were a few employees with right skill
set who were more satisfied than others. The industry
leaders can use the findings of this study to shape their
human resource policies in such a manner that further
enhances the job satisfaction levels of their employees, and
attracts brighter prospects towards their industry, thus
increasing the productivity in the process.
The authors would like to extend a word of caution that the
scope of this study was very limited in terms of number of
respondents and the factors being discussed to understand
their impact on job satisfaction. The future work in this
reference can be related to widening of the scope of the
study by studying more industries with larger number of
respondents from each industry. Moreover, a control group
can also be added to the future studies to understand the role
of extraneous variables on the job satisfaction levels of the
employees of these industries.
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AUTHORS PROFILE
Dr. Satish C.Sharma is an Assistant Professor in
Department of Commerce & Management, S.S
Jain Subodh PG (Autonomous) College and have
been Associated with various Management and
Training Institutes as a guest faculty, such as
Engineering staff Training Institute (Govt. of
Rajasthan), Jagannath University, University
Commerce College, Jaipuria Institute of Management, Jaipur and also
working as an official Trainer of CIMA U.K (Charted institute of
Management Accounting) in Rajasthan Region.
Dr. Sharma did his Doctorate on “Role of Micro Finance Institutions in
Entrepreneurship Development” from University of Rajasthan (2013) and
completer Master of Business Administration (2008) with dual Post-
Graduation in Commerce (2017) & Economics (2015).
His primary research interests lie in the area of Macro Economics –
including Public Finance, Development Economics, International Financial
Institutions, Political Economy, Policy Analysis, Geopolitics, International
Trade And Relations and the interface between economics and business.
Dr. Sharma is a Member of International Association of Academicians
(IAASSE) U.S.A, International Association of Innovation Professionals,
U.S.A, IRED (Institute of Research Engineers & Doctors) U.S.A, National
Entrepreneurship Network (NEN), India, International Association for
Research & Innovation, Indian Academicians and Researchers Association,
Rajasthan University Teachers Association, Rajasthan.
He has designed and conducted training programmes/sessions for various
organizations and has several publications to his credit and has presented
research papers at National and International conferences organized by
institutes like IIT Delhi, IBS Business School, NABARD, ICSSR, and
University of Rajasthan.
Dr. Ravi Gupta is an Assistant Professor in Department
of Commerce & Management, S.S Jain Subodh PG
(Autonomous) College and have been Associated with
various management and training institutes as a guest
faculty, such as Engineering staff Training Institute
(Govt. of Rajasthan), Jagannath University, University
Commerce College, Jaipuria Institute of Management, Jaipur and also
working as an official Trainer of CIMA U.K (Charted institute of
Management Accounting) in Rajasthan Region. Dr. Gupta did his Ph.D.
on “A Study of Consumer Behaviour in Two Wheeler Industry: A
Comparative Study of Hero Motocorp and TVS Motorcycle” from the
University of Rajasthan, Jaipur.
Dr. Gupta Cleared UGC NET in Commerce (2018) and Management
(2010) and did his M.B.A. from Rajasthan Technical University, Kota. He
also completed his Post Graduation in Business Administration and
Economic Administration and Financial Management.
His primary research interests lay in the area of Consumer behaviour –
including Consumer satisfaction, Work Life balace, Banking Sector, Stock
Market Derivative segment, managerial roles and Upper Level
Management etc.
Dr. Gupta is a Member of International Association of Academicians
(IAASSE) U.S.A, International Association of Innovation Professionals,
U.S.A, IRED (Institute of Research Engineers & Doctors) U.S.A, National
Entrepreneurship Network (NEN), India, International Association for
Research & Innovation, Indian Academicians and Researchers Association,
Inspira Research Association, Jaipur, Rajasthan University Teachers
Association, Rajasthan.
He has conducted training programmes/sessions for various organizations
and has several publications to his credit and has presented research papers
at National and International conferences.
