221
исследовательских центров и 18 научно-исследовательских институтов) и 29 новых высших
учебных заведений и их филиалов. Очевидно, что в нашей стране идет процесс создания
современных инновационных систем с широким спектром нового качества и мощности, что
является фундаментом новой эпохи. Предусмотренный главой нашего государства Третий
Ренессанс – все достижения нашей страны в развитии науки, экономики и общества, служении
народу и радуя народ – станут ярким торжеством ума, таланта и таланта нашего народа и
молодежь. Сегодня каждый патриот Родины, ученые и исследователи приступили к изучению
специфики нового возрождения в нашей стране по отраслям. И ведут плодотворную работу по
разъяснению смысла Третьего Ренессанса.
Данная работа проводится в четыре этапа. Первый этап — это этап разъяснения людям
смысла третьего ренессанса. Второй этап — это этап, на котором будет формироваться
мировозрения членов общества. Третий этап–этап формирования идей. Четвертая стадия – стадия
действия. Где люди активно будут участвовать в осуществлении третьего возрождения. Это
значит, что вопрос о третьем ренессансе должен состоять из четырех этапов в духовно-
идеологическом вопросе. В заключение следует отметить, что особое внимание, уделяемое науке
и просвещению в нашей стране, имеет глубокий смысл. Наука и просвещение – это основа новой
эпохи пробуждения, в основе которой лежит национальное мышление граждан страны,
национальная идея, уверенность в завтрашнем дне, развитие, что является одним из главных
приоритетов в обеспечении стабильности в обществе. С развитием науки гарантируется развитие
не только экономики, но и социокультурной сферы, и нет сомнения, что эта гарантия представляет
собой новый ренессанс.
ЛИТЕРАТУРА:
1. Официальный сайт Президента Республики Узбекистан. [Электронный ресурс]. Режим доступа:
2.
[Электронный
ресурс]:
https://uz.sputniknews.ru/20201229/Poslanie-prezidenta-Uzbekistana-
Shavkata-Mirzieva-obeim-palatam-Oliy-Mazhlisa-15696114.html
3. Официальный сайт Президента Республики Узбекистан. [Электронный ресурс]. Режим доступа:
4. Официальный сайт Президента Республики Узбекистан. [Электронный ресурс]. Режим доступа:
www.prezident.uz.
5.
https://www.gazeta.uz/ru/2021/08/17/renaissance
DEVELOPING EMPLOYEE CAREER IN PUBLIC AND PRIVATE SECTOR: A
COMPARATIVE STUDY OF NORTH INDIAN ORGANIZATIONS
Dr. Mahender Pal
*
*Assistant Professor, Govt. College, Bahadurgarh (Haryana), India
ABSTRACT
The present study has been based on primary data collected from 100 employees of Public and
Private organizations established in North India. A self structured questionnaire was utilized for the
purpose of data collection. The data was analyzed using the statistical technique independent sample ‗t‘
test through SPSS version 18. Reliability of the data so collected was checked by using Cronbach‘s Alpha
Reliability Co-efficient. The findings were tested at 0.05 percent level of significance for obtaining
significant difference between career development in public and private organizations of North India. In
the finding of the study, it has been found that there is significant difference in career development
programme in public and private organizations of North India.
Keywords
:
Career Development, Significant, Public, Private, Comparative, Organizations, Differences,
Percent, Techniques, Employees.
INTRODUCTION
Career means variety of roles an employee play during his service. This also helps employees to
make sense of work opportunities and how their roles relate to their wider life roles. Career Development
is a process of managing learning among employees in order to move forward and to participate
effectively in work and society. Successful career development is important for employees‘ for their
social mobility for increasing their productivity for their social aspects. In order to undertake career
development process, the employees need to acquire skills which support him in employability and career
222
shaping. Career development helps employees‘ to develop a positive mindset and help them to learn
about opportunities available for them in their organization. In career development, the employees also
know about their career prospectus through career path, job enlargement, job sharing, job enrichment and
succession as well as many others.
LITERATURE REVIEW
The employees placed on international career advancement scheme were committed to their
organizations for attainment of goals through personal long term benefits. Career advancement schemes
were based on increased working hours, production, profits and per capita gross domestic product in
organizations (Fish and Wood, 1997). In a study on potential relationship between rewards and skill seen
that rewards were important means for improving employees‘ performance through examining potential
skills. Career development stage theory was developed for making rewards programme attractive among
managers (Bonner and Sprinkle, 2002). In a research on reward management, reward was seen as an
essential instrument for valuing employees‘ performance as rewarded employee felt appreciated by his
organization. The employees started to work hard after knowing that their well-being was taken seriously
by their employers. Employee career and self-advancement schemes were established by the employer
which helped in performance improvement among employees (Condly
et al
., 2003). While working on
career ladder system, it was observed that official career ladder system had mixed success in rewarding
teachers with the highest test score obtained by students. Teachers after getting merit awards had made
positive effect on students‘ mathematics scores and there was no significant effect on reading scores (Dee
& Keys, 2004). In a study on predicting different reward preferences for managers at different stages of
their career recognized that managers in early stage of their career thought about intrinsic rewards, in
middle career stage they gave preference to extrinsic rewards and in later stage of their career, gave less
importance to both kind of rewards (Kominis & Clive, 2005). The adoption of total reward system helped
organization in retaining best employees and to ensure their stay in a best situation for future success.
Compensation, benefits, work life balance, performance and recognition, career and development
programme were concern for external influences on business (Chen & Hsieh, 2006). In research on
rewards for teacher, it was explained that bonus system was set up as per career development programme
and annual prize was offered for exceptional performance to the employees (DEST, 2007). In a research
on transaction cost, it was perceived that senior officials had a career path through elected politicians and
performance related pay found used less for those officials who were unable to provide their actual
commitment towards their organization. Employees were not working hard for a goal after knowing that
their career could be affected by political reasons (Dahlstrom & Lapuente, 2009). In a study on finding
difference in type of financial rewards offered to employees by the organization, it was observed that
mostly financial rewards were obstructed by difference in benefits used at various levels of organization.
Learning and development programs attached with flexible working hours were considered as forces for
improving performance among employees (Samuel, 2012).
RESEARCH METHODOLOGY
The study has been conducted at individual level rather at corporate level as career development
programme is always concerned with individual employee. Career development programmes have been
measured by the feedback from the employees through the self structured questionnaire. The employees
were asked to give their opinion for each statement on five point Likert scale i.e strongly agree =5, agree
=4, can‘t say =3, disagree =2 and strongly disagree-1. The data was analyzed using the statistical
technique independent sample ‗t‘ test through SPSS version 18. The results are interpreted and findings
have been made on the basis of the mean scores of two independent samples viz, public and private
organizations.
Objectives of the study
:
The following are the objectives of this study:
(a) To compare career development programe in public and private organizations of North India.
(b) To suggest some useful strategies for improvement of career development programme in public and
private organizations of North India.
Hypothesis
: Based on the above objectives, the present study seeks to test the following null hypothesis:
H01:
―There is no significant difference in career development programme in public and private
Organizations of North India‖
Data Collection
: Primary data has been collected for the study. A well self structured Questionnaire was
developed and used for collection of the data. For collection of secondary data, published papers,
journals, periodicals and internet were used.
223
Sample Size
: Sample size for the study was taken as 100 employees from two organizations each from
public and private sector of North India namely National Textile Corporation Limited, New Delhi and
D.C.M Textile, Hisar. 50 employees were selected from each organization. Questionnaires were
distributed to all 100 employees personally by the researcher. Out of 100 questionnaires, 75 (39
respondents from private organization and 36 respondents from public organization) questionnaires were
received back duly completed. Thus, the response rate of the employees was 75 percent.
Reliability
: The reliability and validity of the data has been checked by using Cronbach‘s Alpha
Reliability Coefficients, for the sample as given in table 1 below:
Table 1: Cronbach‟s Alpha Reliability Coefficients
Elements of
Career Development Programme and Codification:
The elements of the career development
programme taken for the study and codification are given as under:
Ser.
No.
Elements of Career Development Programme
Codification
(a)
Individual Career Plan: Career Path
CDPR1
(b)
Career Counseling : Matching talents with organizational needs
CDPR2
(c)
Job Enlargement: Increasing number of tasks a worker performs, with
all of the tasks at the same level of responsibility
CDPR3
(d)
Job Sharing: A full-time job is split between two employees
CDPR4
(e)
Job Rotation: Movement of employees from one job to another job
within organization
CDPR5
(f)
Job Enrichment: Increasing employee responsibility and control over
his or her work.
CDPR6
(g)
Succession Planning: To prepare employees for higher job
CDPR7
Data Analysis
: For comparing career development programmes in public and private organizations of
North India, Independent t- test with Eta- Squarred has been used through SPSS in 18 version to test the
hypothesis.
Framework
: The framework of the study is given in Figure 1.
Figure 1: Research Framework for Career Development Programme
Individual Career Plan
Career Counseling
Job Enlargement
Job Sharing
Job Rotation
Job Enrichment
Succession Planning
Public Organization
Private Organization
Career
Development
Programme
Source
: Developed by Researcher
Items
Cronbach's Alfa (r)
Career Development Programme
0.729
224
RESULTS AND DISCUSSION
This section describes the difference in career development programme in public and private
organizations of North India on the basis of interpretation of results. The independent sample t-test has
been applied to identify the significance difference in career development programme in public and
private organizations of North India. The opinion of employees are divided into two independent samples,
such as employees‘ opinion in public organizations and employees‘ opinion in private organizations of
North India. The results of independent t-test are shown in table 2.
Table 2: Comparative Analysis of Career Development Programme in Public and Private
Organizations
Comp
o-nent
Elements of Career
Development
Programme
Type
of
Org.
N
Mean
Std.
Deviatio
n
„t‟
Value
Sig.
(2-
tailed)
Stat.
Sign.
(Yes/
No)
Accepted/
Not
accepted
C
A
R
E
E
R
D
E
V
E
L
O
PME
N
T
PR
O
G
R
A
MM
E
Individual
Career
Plan (CDPR1)
Public 36
4.117
0.803
-0.105
0.916
No
Accepted
Privat
e
39
4.016
0.624
Career
Counselling
(CDPR2)
Public 36
3.994
0.824
-0.541
0.589
No
Accepted
Privat
e
39
4.023
0.644
Job
Enlargement
(CDPR3)
Public 36
4.022
0.838
2.877
0.003*
Yes
Not
Accepted
Privat
e
39
3.835
0.819
Job Sharing (CDPR4) Public 36
3.839
0.890
1.302
0.004*
Yes
Not
Accepted
Privat
e
39
3.748
0.829
Job
Rotation
(CDPR5)
Public 36
3.927
0.946
1.603
0.004*
Yes
Not
Accepted
Privat
e
39
3.801
0.886
Job
Enrichment
(CDPR6)
Public 36
3.782
0.894
-1.352
0.177
No
Accepted
Privat
e
39
3.874
0.749
Succession Planning
(CDPR7)
Public 36
3.925
0.883
-1.418
0.157
No
Accepted
Privat
e
39
4.016
0.647
Source
: Primary Data *Significant at 0 .05 Level
Table 2 shows the comparative analysis of responses of employees towards career development
programme in public and private organizations carried out in table 2 presents that there is no significant
difference in mean scores regarding individual career plan {M=4.117, SD=0.803 and M=4.016,
SD=0.624; t (571.661) = -0.105, p=0.916}. The p-value is not less than 0.05 percent level of significance.
So, it is explained that there is no significant difference between the opinion of two group of respondents.
The magnitude of difference in the means is small (eta squared =0.0003).
There is no significant difference in mean scores regarding career counseling {M=3.994,
SD=0.824 and M=4.023, SD=0.644; t= (573.194) = -0.541, p=0.589}. The p-value is not less than 0.05
percent level of significance. So it is found that there is no significant difference between the opinion of
two group of respondents. The magnitude of difference in the means is small (eta squared =0.0005).
There is significant difference in mean scores regarding job enlargement {M=4.022, SD=0.838
and M=3.835, SD=0.819; t (616) = 2.877, p=0.003}. The p-value is less than 0.05 percent level of
significance.
So it is described that there is significant difference between the opinion of two group of
respondents. The magnitude of difference in the means is small (eta squared =0.0008).
There is significant difference in mean scores regarding job sharing {M=3.839, SD=0.890 and
M=3.748, SD=0.829; t= (616) = 1.302, p=0.004}. The p-value is less than 0.05 percent level of
significance. So it is noticed that there is significant difference between opinion of two group of
respondents. The magnitude of difference in the means is moderate (eta squared =0.007).
There is significant difference in mean scores regarding job sharing {M=3.927, SD=0.946 and
M=3.801, SD=0.886; t= (615) = 1.603, p=0.004}. The p-value is less than 0.05 percent level of
225
significance. Therefore, it is concluded that there is significant difference between the opinion of two
group of respondents. The magnitude of difference in the means is small (eta squared =0.009).
There is no significant difference in mean scores regarding job rotation {M=3.782, SD=0.894 and
M=3.874, SD=0.749; t= (590.683) =-1.352, p=0.177}. The p-value is not less than 0.05 percent level of
significance. So, it is extracted that there is no significant difference between the opinion of two group of
respondents. The magnitude of difference in the means is small (eta squared =0.0002).
There is no significant difference in mean scores regarding job rotation {M=3.925, SD=0.883 and
M=4.016, SD=0.647; t= (554.790) = -1.418, p=0.157}. The p-value is not less than 0.05 percent level of
significance. So, it is seen that there is no significant difference between the opinion of two group of
respondents. The magnitude of difference in the means is small (eta squared =0.0003).
From the above results, it is concluded that there is significant difference in opinion of employees
of public and private organizations regarding cdpr3 (job enlargement), cdpr4 (job sharing) and cdpr5 (job
rotation) towards career development programme.
On the other hand there is no significant difference in opinion towards career development
programme regarding cdpr1 (individual career plan), cdpr2 (career counseling), cdpr6 (job enrichment)
and cdpr7 (succession planning) in public and private organizations.
Hence,
Null Hypotheses (H01): ―There is no significant difference in career development
programme in public and private organizations‖
is accepted partially
.
Table 3: Summary of results after Hypothesis Testing
Hypothesis
Results
Ho1
There is no significant difference in career development
programme in public and private organizations of North
India
.
Accepted Partially
CONCLUSION
It is evident from the analysis that there is no significant difference in the opinion of employees
on individual career plan, career counseling, job enrichment and succession planning in public and private
organizations. So, it can be concluded that similar strategies, policies and practices are prevailing towards
these elements of career development programme both in public and private organizations of North India.
The significant difference has been noted in job enlargement, job sharing and job rotation. Thus, there is
difference in implementation of strategies, policies and practices towards these elements of career
development programme both in public and private organizations of North India. Hence, it can be
concluded that, there is variation in career development programme for employees working in Public and
private organizations of North India. The reason for above mentioned variation may be on the grounds
that career developing programme prevailing in public organizations are decided per Govt. instructions
issued from time to time. However in the private organizations policies on employees career development
programme are made as per their norms as well as according to availability of budget, employees‘
capability and market growth etc.
LIMITATIONS OF THE STUDY
The present study has it‘s own limitations with regard to study area, data availability, time
constraints, availability of respondents, organizational policies and other resources faced by the
researcher
.
So the study is limited to public and private organizations of selected sectors in North India.
SUGGESTIONS
In view of above results, it is suggested that the practice of career development programme,
policies and practices should be implemented equally towards job enlargement, job sharing and job
rotation in all public and private organizations for obtaining organizational and individual goal.
SCOPE OF FURTHER RESEARCH:
(i)
The study can be extended in other states of India as this study is limited to North India only.
(ii)
Study can be carried out in other organizations also as only two organizations have been taken in
this study.
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МЕХАНИЗМЫ РАЗРЕШЕНИЯ ИНВЕСТИЦИОННЫХ СПОРОВ, ПРЕДУСМОТРЕННЫЕ
ЗАКОНОДАТЕЛЬСТВОМ РЕСПУБЛИКИ УЗБЕКИСТАН
Умарова К.
д.ю.н., профессор кафедры «Гражданско-правовых
и уголовно-правовых дисциплин» КГУ им.Бердаха,
Нукус, Узбекистан
e-mail:
тел: 91-376-0117
Панабергенова Ж.
магистрант Юридического факультета КГУ им.Бердаха
Нукус, Узбекистан
тел: 90-330-36-41
Широко известно, что на сегодняшний день, Республика Узбекистан ведет активную
политику по привлечению в страну иностранных инвестиций. Об этом свидетельствует тот факт,
что в Стратегии развития нового Узбекистана на 2022 — 2026 годы, утвержденной Указом
Президента Республики Узбекистан от 28 января 2022 года № УП-60, поставлена цель по
дальнейшему улучшению и повышению привлекательности инвестиционного климата в стране,
принятию мер по привлечению в последующие пять лет инвестиций в объеме 120 миллиардов
долларов США, в том числе 70 миллиардов долларов иностранных инвестиций.
Среди основных факторов, влияющих на привлечение и сохранение в стране иностранных
инвестиций, является наличие действенной и стабильной судебной и арбитражной системы,
позволяющей эффективно рассматривать и разрешать инвестиционные споры [1].
Еще в 1992 г. Республика Узбекистан приняла членство в Международном валютном
фонде, Международном Банке Реконструкции и Развития, Международной финансовой
корпорации, Международной ассоциации развития, Многостороннем агентстве гарантий
инвестиций и Международном центре по урегулированию инвестиционных споров [2].
Процедура
рассмотрения
споров
иностранных
инвесторов
до
27 января 2020 года определялась в утратившем силу Законе «О гарантиях и мерах защиты прав
иностранных инвесторов»[3] и в Законе Республики Узбекистан «Об инвестиционной
деятельности» [4]. Указанные законодательные акты содержали различные положения
относительно разрешения инвестиционных споров с учетом субъектного состава. Так, в законе
«Об инвестиционной деятельности» содержалось лишь краткое установление о том, что споры,
