Saji George - Assistant Professor

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An MBA from MG University with specialization in Human Resource Management and a graduate from Loyola College Chennai and holds an additional post graduate diploma in Psychological counseling form Indian Institute of Psychological Counseling with specialization in adult psychology. Has got seven years of teaching experience in UG & PG level and one year industry experience with Geojit BNP Paribas. Has taken up several training programs for various corporates. Has Qualified as Zone level Trainer in Junior Chamber International (JCI) in 2010. Qualified UGC NET in the year 2009

Educational Qualification


Work Experience (Teaching / Industry / Research)

  • One year of Industry experience with Geojith BNP Paribas
  • Four years of teaching at UG & three years at PG level (for BBA, MBA and MTA)
  • Conducted a seminar on ‘Skill Competency for Management Students’. At WMO Arts and Science College, Muttil, Wayanad
  • Faculty for National Level Seminar on’ ‘Responsible Tourism’ Providence Women’s College, Kozhikode
  • Guest Teaching Faculty for Heritage Eco- Tourism , Centre for Heritage Studies, Thripunithara

Area of Interest (Teaching / Research)

  • Human Relations in Business
  • Organizational Behavior
  • Youth Psychology
  • Human Resources Management
  • Training and development

Training / Research Projects / Consultancy / MDP conducted

1.      Minor ResearchProject :
“A Study on Exhibited Leadership Styles by NHG Heads at NREGA Scheme and its impact on workers’ performance” - MRP(H)-1748/11-12/KLMG054/UGC-SWRO- 13th July 2012
Executive Summary
Leadership style at Neighbourhood Group is the combination of traits, skills and behaviors NHG heads use as they interact with their fellow workers. A leadership research conducted by Ohio state university developed a leadership style, which varies between initiating structure and consideration which directly has a connection with the Neighbourhood groups and NREGA scheme.
            When confronted with the age of knowledge economy, the 21st century cannot be an era of individual fighters. Modern enterprise has already made use of the style of leadership, which also has become the basic working unit of most enterprises   
(Drucker, 1998).
            It is not the case with the Self Help Groups (SHG) and National Rural Employment Guarantee Act (NREGA) programmes that influence of leader behavior was never a criterion for framing policies and assessing the training needs for those at the lower level. The most significant cord in the flow of leadership of this plan is Neighborhood Heads (NHG Heads). The Government of India passed the National Rural Employment Guarantee Act (NREGA) in September 2005, with a broad ‘national consensus’. This was hailed as a ‘historic piece of legislation’ and ‘People’s Act’. The Act provides for the enhancement of livelihood security of the households in the rural areas by providing at least one hundred days of guaranteed wage employment in every financial year to every household whose adult members volunteer to do unskilled manual labour.  It is noted that NREGA envisaged a paradigm shift ‘From Programme to Act’, compared to the different Wage Employment Programmes (WEP) operating in the country since 1980. The Act came into force initially in 200 districts, and later extended to another 130 districts. It is expected to cover the whole country.   Kerala Rural Employment Guarantee Scheme (KREGS) came into force from February 5, 2006 in the rural areas of two Districts in Kerala - Palakkad and Wayanad. It is important to look in to the efficiency of leadership exhibited at the lower level in the implementation by research to suggest effective training policies for better results.
            Kerala has one of the highest unemployment rates in the country. But most of the unemployed are educated. Thus NREGA has only limited application in tackling the problem of unemployment among the poor of Kerala. Yet it has a niche ideal for about 4 to 5 lakh people who are willing to do physical labour and for whom an additional annual income of Rs.12,500/- obtained from the Employment Guarantee Scheme would be a substantial boost in income and purchasing power. There fore right at the beginning a political decision was taken to target the eligible families, visualizing NREGS as the nucleus of a concerted and convergent anti-poverty initiative.
            A deep research will provide useful inputs and ground realties of the lower level operations and it will help in making appropriate mid-course corrections and in forming and training the lower level leaders to be maximizing their productivity.
The number of workers involving themselves in the NREGA scheme is high and efficiency in it will mean of high worth.
            The study focused on the  initiating structure of leadership style that  gets the task done. The consideration leadership style focuses on meeting people’s needs and developing relationships. High levels of initiating structure may also indicate that the NHG head is providing ample work information to the worker. Initiating structure (IS) clarifies role expectations, role priorities, methods used to evaluate role performance, and paths to goal achievement. These clarifications and guidelines for actions can be expected to reduce role ambiguity and role conflict.
             A deficiency of information may result in workers experiencing unpredictability or possibly of role stress at the worksite of Mahatma Gandhi National Rural Employment Guarantee Scheme. Therefore, when a worker perceives high levels of initiating structure from the NHG head, expectations are clarified, efforts toward teamwork increase, and the worker identifies with the goals of the Programme-MNREGA. As a result, worker’s Performance levels are supposed to be increased. On the other hand, an NHG head who is perceived to exhibit high levels of initiating structure would be providing a great deal of direction to workers. This, in turn, would reduce the Worker’s felt responsibility by taking away the worker’s autonomy. It can possibly affect the performance levels.
            Supervisory consideration is the degree to which a superior develops a work climate of psychological support, mutual trust and respect, helpfulness, and friendliness. Thus, supervisory consideration lends congeniality to the work environment that can both enhance workers' emotional needs, as well as the development of social involvements. The social bond that is created through supervisory/subordinate interactions constitutes an important influence on the success of the scheme and continuity of the scheme.
            Research suggests that a more considerate leadership style may have the most positive effects on workers performance when that is consulted about important matters pertaining to the completion of work and positioning of people and material at work site. This, in turn, reduces role conflict and stress. The study is aimed at providing an insight as to how leadership style of NHG head influences workers performance and how role stress of workers mediates this relationship between leadership style and performance. Since agriculture and public works were mostly carried out by them the productivity was directly assessed and found that they were linked. But because of the roles tress that they face, the productivity levels would be affected. An ineffective leadership is a major factor that contributes to the role stress. So, the study focuses on establishing a link between leadership style and workers performance by a mediation of role stress.
            The sample used for the study consisted of 200 individual workers working at various NHGs under the MNREGA scheme. The data was collected using a scheduled questionnaire and analysed with the SPSS computer program. Correlation and Regression analysis were used to obtain the relationship between leadership style and worker’s productivity, considering the mediating effect of role stress.

Training Attended / Seminar / Workshop / Refresher

  1.    Workshop on ‘Competency based Interview skills’ By National Institute of Personal Management – Kerala Chapter 2.    A learning Curve Workshop on ‘Cross Functional Decision Making & Business Impact’ by enParagigm Knowledge Solutions –IIM –A 3.    National Workshop on ‘Effective Classroom Communication and Teaching Skills for College Teachers’ by The Centre for Education Beyond Curriculum (CEDBEC), Christ University, Banglaore in association with International Federation of Catholic Universities (IFCU)

Presentation made in the Rajagiri Faculty Council

1.    Presentation on Leadership lessons Leaned from Indian Companies. An article from HBR. (March-2011).