© 2021 JETIR October 2021, Volume 8, Issue 10 www.jetir.

org (ISSN-2349-5162)

A STUDY OF CAREER PLANNING AND

CAREER DEVELOPMENT ON EMPLOYEE
SATISFACTION IN PRIVATE SECTOR
BANKS AT THANJAVUR DISTRICT
AUTHOR
DR. A. MANONMANI,
Assistant Professor, Department of Management Studies,
Bharath College of Science and Management, Thanjavur, Tamil Nadu

ABSTRACT
This study aims to determine the relationship between career planning and career development opportunities
available to the employees and their job satisfaction. This study is focusing on private sector banks at
Thanjavur District. Methodology/Sample for this paper, survey was conducted by using structured
questionnaire that were administered through e-mail and by distributing to five hundred respondents from
private Banks situated at Thanjavur district. Hypothesis testing has been done by using the Structural
Equation Model (SEM) through AMOS (SPSS-20). Sample size for the study is 350 respondents and the
sampling procedure used id convenience based. The study determined that there is positive relationship
between career planning and career development and employee job satisfaction and there is positive
relationship between career management and employee job satisfaction in banking sector. Employees are
satisfied with career planning and career development activities that are offered at their organizations.
Recently in Corporate world has become more competitive hence, employees have become more conscious in
career development.

Key word: Career planning, Career development, Employee career management, Employee Job Satisfaction

INTRODUCTION
The dynamic and turbulent business environment, organizations are constantly facing new challenges
due to advancement of technologies, which they have to adapt for existence and survival in the industry.
Though technology helps in improving the business transactions, the success of an organization still depends

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very much on the effective utilization of its human resources. Without its people, organization is unable to
produce goods. It is the people within the organization who determine the productivity and quality of the
goods and services produced. Employing as well as maintaining the expertise of the workforce performs a
vital part in the course as workforce competence that served as the main ingredient for firms to be viable.
Chance should be given to the workforce to grow in order to sustain their capability as competent workers so
that the organizations can withstand drastic changes, avoiding layoffs and retentions.
As organizational effectiveness and efficiency depends very much on its human resources, organizations have
to plan and manage the career of every individual very carefully. Career provides a channel for organizations
to determine employee’s roles and responsibilities in a specific function. Therefore, organizations have to
understand the necessary knowledge and skills required to perform a specific job. Correspondingly,
organizations have to look into roles and responsibilities of the job and their personal interest. Career
development as a human resource package aided the workers to be resistant, had confidence in themselves as
the company adjusted to varying economic conditions.
Career development enabled the workers to be marketable and also widened the variety of possible
opportunities available to the worker which prolonged their stay with the organization. Workers who had
control of their professions were able to collaborate and perform well to the requirements on their job.
Enlightening workers in the form of growth in their professions helped build grounds for modification in
managerial thoughts. (Six Figures International Pty Ltd, 2008). The development of the capacity and
capability of the organizations managers has a fundamental impact on efficiency, effectiveness, morale and
profitability of an organization. High performing organizations increasingly pay close attention to the validity
of their recruitment practices and are becoming equally vigilant about developing their employees in order to
ensure they achieve optimum performance both in the present and the future. This is confirmed by
Mwenebirinda (1998) who acknowledges that employee performance can be enhanced by training that
addresses identified weaknesses. Programs that helped worker’s growth in their professions enabled them
adjust in unforeseen circumstances that occurred on their jobs.
Workers got improved and were able to come up with their own self – inclined efforts in their
capabilities and behavioral progress, as well as met the organizations requirements. It echoed the existing
connection between the organization and the workers. Developing the workers‟ careers was about seeing them
as an asset with their worth been heightened, and not as a burden. Being on top in modern days business world
rested on the usage of knowledge as a resource. An organizations workforce depicted its personality,
influenced the firm’s ability to do well and exhibited the competence of the organization. Career development
of the workforce mostly uncovered skills that were not known and enabled them to grow to the advantage of
the business.

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CAREER PLANNING AND DEVELOPMENT
Career development is the lifelong process of managing progression in learning and work. The quality
of this process significantly determines the nature and quality of individuals’ lives: the kind of people they
become, the sense of purpose they have, the income at their disposal. It also determines the social and
economic contribution they make to the communities and societies of which they are part. Career
development holds out the possibility of growing critical skills within the organization, which are often not
available on the external labour market; of improved deployment of people in jobs where their talents are well
used; of an improved ability to attract good people and possibly retain them; and of improved flexibility in the
workforce and therefore the ability to respond to business change By attending to employees as people, the
nature of the employment relationship, shifts to one of higher engagement and higher performance. ‘Talent
management’ is high on the agenda of large organizations and tends to focus on very senior people and those
with the potential for such roles. Career development is embraced more enthusiastically here, and individuals
often receive considerable personal career attention.

However, this can reinforce the assumption that ‘ordinary’ employees don’t really have careers, and
that career development is for the few not the many. It is a paradox in most developed economies that only the
most advantaged employees receive structured career support at work, and only the most disadvantaged
receive structured support from the state. Career development and staff motivation are key strategic
considerations for all organizations regardless of size, sector, market or profile (Price, 2009). The
development of the capacity and capability of the organization’s managers has a fundamental impact on
efficiency, effectiveness, morale and profitability of an organization. In today’s competitive market,
successful organizations regardless of size need employees who have the necessary knowledge and skills to
make an effective contribution as drivers towards achieving a competitive edge. Therefore, vision of a
competent, confident, loyal and valued workforce delivering high quality, person-centered services is rightly
ambitious.
Effective career planning of employees is dependent on effective performance management, where
management considers communication and integration as a source of keeping employees steadily on their way
to goals achievement. The intervention of true management support in the employees’ routine activities
elevates their courage and polishes their capabilities to bring down the barriers in the way to their career and
organizational success. Hence, they direct their efforts to approach and achieve the goals. In consequence of
meeting the defined targets they are able to gain appreciation and importance in the eyes of management and
management tries to prolong their stay with them through better planning and recommendations for their
career.
Career Planning aims at matching individual potential for promotion and individual aspirations with
organizational needs and opportunities. Career Planning is making sure that the organization has the right
people with the right skills at the right time. In particular it indicates what training and development would be

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necessary for advancing in the career altering the career path or staying in the current position. Its focus is on
future needs and opportunities and removal of stagnation, obsolescence, dissatisfaction of the employee.

REVIEW OF LITERATURE
A Kumudha and Susan Abraham (2008) this study revealed that employees, irrespective of the sector
type, have career satisfaction because of the career management efforts of their organizations. They feel that
the programs have both short-term and long-term benefits. More specifically, programs related to self-
development, information about job openings, opportunities to learn new skills and retirement preparation
programs have contributed to career satisfaction. Managements of banks may devise strategies to involve
employees in self-development so that they take the responsibility for their career growth".
Zulkarnain Amin (2013), This further he suggests that a successful family life carries over into one’s
career and makes one more satisfied with personal achievements. The fact that is worthy of conclusion is the
importance of career achievement in quality of work life. In the current context, the emphasis is on income,
position and personal growth and opportunity in career mobility as potential success indicators".
Md. Mobarak Karim et.al (2014), he said that. "Every organization depends on their manpower for
success and development. In-fact, if workers or employees work properly, the organization can easily achieve
the target. To get the best out of the employees in work, proper attention must be given to enhance their job
satisfaction level. While studying the job satisfaction level of employees of Janata Bank Limited, the finding
is that on average they were satisfied with their jobs. Although some weaknesses exist in contents of Welfare
facilities, other facilities, performance Appraisal system, behavior of boss, Career Development System and
Promotion system, the bank can easily overcome them through improvement measures".
Anubhuti Monga , et.al (2015) "After the analysis of statistical data and findings arrived, it can be
concluded that employees in the ICICI bank in Himachal Pradesh nurture differential level of satisfaction
across organizational variables, such as, salary/ compensation, training and development, the nature of job,
work life balance, colleagues relationship, job security, chain of communication or relationships, decision-
making, welfare measures, rewards and recognition, attitude of superiors, roles of the employees, working
conditions, team work promotion policies etc. On the face of statistical findings, difference in percentage
between satisfaction and dissatisfaction suggests that factors of salary, inter-personal relationship, and
communication, attitude of superiors, working conditions and team work are more significant in determining
job satisfaction of employees of the ICICI bank in Himachal Pradesh. It can be pointed out that improvement
in organizational variables, most particularly, in performance appraisal system, promotional strategies,
position status and related rewards etc., may enhance job satisfaction and morale of employees in the ICICI
bank".
Dr. Sharjeel Saleem (2013) "Therefore, the study concludes that for enhancing employee
performance, organizational support for career development is an essential part. It expands the morale of
employees, which furthermore increases their productivity and output. It will create the feelings of

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appreciation in the minds of the employees that the companies have satisfied their part of the psychological
contract".
Chinnadurai (2014) conducted a study of HRM practices followed in the private banks in the district
of Cuddalore (Tamil Nadu). He chose recruitment, selection, training, development, career development,
performance appraisal, compensation management, motivation, grievance handling to base his study on.
Respondents were 260 employees from 52 private sector banks and data was analysed through t-test, one-way
ANOVA and percentage analysis. The conclusion was that most of the respondents were reportedly satisfied
with the HRM practices adopted by their banks.
Mahmoud Salahat (2016) this study hypothesized that “extra-role performance mediates the
relationship between career planning and recruitment and selection respectively and CS (H3, H4). This is the
major contribution of this paper. Since, according to literature review no previous studies used extra-role
performance in this place. The findings of the present study revealed that extra-role plays a partial mediating
role between these variables. In other words, career planning and recruitment and selection are considered as a
critical key to enhance organizational commitment, employee’s job satisfaction and employee’s in-role and
extra-role performance (Shen, 2010). Through a good adopting of career planning and recruitment and
selection by Palestinian insurance sector, extra-role performance of insurance employees will be improved.
On the other hand, having an effective extra-role performance enables the organization to gain a better CS.
based on the discussion above, insurance companies in Palestine have to adopt and developed career planning
and recruitment and selection to solve the current CS problems”.
Dialoke, Ikechukwu (2017) this study was concluded that career development measured in terms of
mentoring and job enrichment improves employee commitment in the higher institutions and he was
recommended “Human resource managers should incorporate mentoring and job enrichment in their functions
to improve the employees’ commitment, Higher institutions should employ the services of qualified and
certified human resource personnel that will man the human resource department for effective career
development of the employees.
Dr. Sanjeev et.al (2018) he concluded that research study the difference in the level of Job Satisfaction
was found to be significantly different on the basis of the results of ANOVA. “The well implemented Human
Resource Practices had significant positive correlation with the factors of Job satisfaction and finally two
factors of Human Resource Practices such as Employee Benefits and Performance Appraisal were found to be
strongest predictors and carry strong impact on the job and Labour Studies, new generation private banks.
Thus by bringing positive changes in these two factors of Human resources, and making others constant, the
job satisfaction among job employees can be enhanced”.

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STATEMENT OF THE PROBLEM
This research explores the influence of career planning and career development on Employee career
management and the subsequent effect on Employee career management and employee job satisfaction. This
integrated perspective assumes that career development can increase job satisfaction and career management.
OBJECTIVES OF THE STUDY
1. To explore the influence of various personal employee Career planning and career development of the
employee.
2. To evaluate the association between career development, Employee career management and job
satisfaction of the employees.
3. To identify problems and prospects and to give suggestion with regard to the job satisfaction of
employees in private sector banks.

RESEARCH METHODOLOGY
Research methodology is a way of systematically solve the research problem. It explains various steps that are
generally adopted by the research in studying the research problems along with logic behind them. Research is
essentially a systematic enquiry seeking facts through objective verifiable methods in order to discover the
relationship among them and to deduce from the board principles or laws it is really a method of critical
thinking, it comprise defining and redefining problems, suggestion solution, collecting, organizing and
evaluating data making deduction and making conclusion.
Theoretical Framework
This study explains that career planning and career development is being used as dependent variable whereas,
two independent variables such as employee career management and employees job satisfaction are also being
used in this research to check the relationship among them.
Method of data collection
Data collection is in many ways more of an art than a science. Sometimes the data are available readily in one
form or another and sometimes they are to be collected a fresh.
The two important external source of data collection method for research are,
 Primary source of data
 Secondary source of data
Population
Population used for the study/research was all employees of private banks of Thanjavur district region of
Tamil Nadu.
Sampling design
Sampling is a means of selecting a subset of units from a target population for the purpose of collecting
information. This information is used to draw inferences about the population as a whole. The subset of units
that are selected is called a sample. The sample design encompasses all aspects of how to group units on the
frame, determine the sample size, allocate the sample to the various classifications of frame units, and finally,
select the sample. Choices in sample design are influenced by many factors, including the desired level of

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precision and detail of the information to be produced, the availability of appropriate sampling frames, the
availability of suitable auxiliary variables for stratification and sample selection, the estimation methods that
will be used and the available budget in terms of time and resources.
Sample and sampling technique
A convenience sampling technique was used in this research to get response from the respondents who are
now working in the banks. Finally, among all employees of banks working in Thanjavur district, 350
respondents were participated in the questionnaire of this research.
Instrument used and instrument development
This study was totally based on primary data. A questionnaire regarding the research was used as information
/ data collection tool. Questionnaire was consisted of 4 main parts which consisting 50 items. In the first
section, questions regarding demographical information i.e. gender, age, marital status etc were also recorded.
In the second section, nineteen questions were set to calculate variable “career development of the employee”,
next eleven questions were set to calculate variable “career planning of the employee” and next eight
questions were set to calculate variable “employee career management” then next seven questions were set to
calculate variable “employee job satisfaction. A scale with seven level of agreement was set up to rate the
responses, as 1 is the lowest degree of agreement and 7 is the highest degree of agreement. This is also called
‘psychometric scale’, which measure attitudes & opinions by asking employees/people to respond to a series
of question/statements about a subject matter. It is very useful for quantitative research.
All respondents were requested to check or tick mark to the answer of every question/statement that they think
is the most suitable and “right” answer to the every question is truthful and frank response that is very
necessary to reach perfect outcomes.
Data & Variables
For the purpose of data collection, this study was totally focused on the primary data collection method.
Questionnaires have been through e-mail among the employees in different branches of different banks at
Thanjavur district. In this research, four variables are considered, which are actually latent variables requires
to measure indirectly through some indicators. career planning and career development of employees is set as
a dependent variable whereas, independent variables are employee career management and employees job
satisfaction. Through these variables relationship among them variables have been checked.
Tools used
For the evaluation and examination of primary data of this, research that was generated through a e-mail, the
Structural Equation Model (SEM) - AMOS (SPSS-20) systematic computer software was used and it gave
accurate results regarding the data.
Limitations of the study
The respondents were reluctant in giving information fearing that the information asked would be used to
intimidate them or paint a negative image about them or the banks. The researcher handled this problem by
carrying an introduction letter from head of the Institution and assured the respondents that the information

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they gave would be treated with confidentiality and was used purely for academic purposes. The study faced
both time and financial limitations. The duration that the study was to be conducted was limited hence
exhaustive and extremely comprehensive research could not be carried on perceived factors of career planning
and career development at Thanjavur district Banks.
DATA ANALYSIS AND INTERPRETATION
Statistical Tools used: (SPSS-20 AMOS - SOFTWARE)
 Structural Equation Model (SEM)
Reliability and validity of the data
Dimensions Reliability No of items
Career development of the employee 0.831 19
Career planning of the employee 0.742 11
Employee career management 0.652 8
Employee job satisfaction 0.610 7
Source: Output generated from SPSS 20
The tool was piloted using (59.7% males and 39.3% females) employee of District five banks. The responses
of respondents were scored and the reliability of the tool was determined using Cronbach’s Alpha. According
to the alpha value more than 0.6, shows that the scale can be considered reliable. The tool has fifty seven
questions i.e. 19 questions for career development of the employee, 11 questions for career planning of the
employee, 8 questions for employee career management and 7 questions for employee job satisfaction. The
result shows that the Cronbach’s alpha ranges from 0.831 to 0.610 which show the scale is reliable.
1. Conceptual model fit for career planning, career development, career management and job satisfaction
bank employees in Thanjavur District by using structural equation model
Structural equation modeling, or SEM, is a very general, chiefly linear, chiefly cross-sectional statistical
modeling technique. Factor analysis, path analysis and regression all represent special cases of SEM. SEM is a
largely confirmatory, rather than exploratory, technique. That is, a researcher are more likely to use SEM to
determine whether a certain model is valid., rather than using SEM to "find" a suitable model--although SEM
analyses often involve a certain exploratory element. In SEM, interest usually focuses on latent constructs -
abstract psychological variables like "intelligence" or "attitude toward the employees"--rather than on the
manifest variables used to measure these constructs. Measurement is recognized as difficult and error-prone.
By explicitly modeling measurement error, SEM users seek to derive unbiased estimates for the relations
between latent constructs. To this end, SEM allows multiple measures to be associated with a single latent
construct. A structural equation model implies a structure of the covariance matrix of the measures (hence an
alternative name for this field, "analysis of covariance structures"). Once the model's parameters have been
estimated, the resulting model-implied covariance matrix can then be compared to an empirical or data-based
covariance matrix. If the two matrices are consistent with one another, then the structural equation model can
be considered a plausible explanation for relations between the measures.

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The variables used in the structural equation model are
Observed, endogenous variables
1. Overall Satisfaction of the employee
2. Employees job Satisfaction
Observed, exogenous variables
1. Career Development of the employee
2. Career Management of the employee
3. Career Planning of the employee
Unobserved, exogenous variables
1. Error 1 for Employees job Satisfaction
2. Error 2 for Overall Satisfaction of the employee
Table – 1
Summary of the variables used for the analysis
Number of variables in your model: 7
Number of observed variables: 5
Number of unobserved variables: 2
Number of exogenous variables: 5
Number of endogenous variables: 2
Source: Output generated from Amos 20.
Table – 2
Regression weights for Structural Equation Model for career planning, career development, career
management and job satisfaction bank employees in Thanjavur District
Un-
Standardized
Regression Weights standardized
S.E coefficient C.R. P
coefficient
Estimate
Employees job Satisfaction
<--- Career Planning of -.035 .039 -.046 -.896 .370
employee
Employees job Satisfaction
<--- Career Development of -.010 .025 -.021 -.414 .679
employee
Employees job Satisfaction
<--- Career Management of .321 .054 .315 5.985 ***
employee
Overall Satisfaction of the
employee <--- Employees .001 .050 .005 .029 .977
job Satisfaction
Source: Output generated from Amos 20.

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Figure – 1
Un standardized estimated for Structural Equation Model of career planning, career development,
career management and job satisfaction bank employees in Thanjavur District

Figure – 2
Standardized estimated for Structural Equation Model of career planning, career development, career
management and job satisfaction bank employees in Thanjavur District

When Career planning of the employee goes up by 1, employee job satisfaction goes down by 0.035. When
Career planning of the employee goes up by 1 standard deviation, employee job satisfaction goes down by
0.046 standard deviations. The probability of getting a critical ratio as large as 0.896 in absolute value is .370.
In other words, the regression weight for Career planning of the employee in the prediction of employee job
satisfaction is not significantly different from zero at the 0.05 level (two-tailed). The regression weight
estimate, -.035, has a standard error of about .039. Here the career planning of the employee is 0.035
represents the partial effect of career planning of the employee on employee job satisfaction holding the other
variables as constant. The estimated positive sign implies that such effect is positive that employee job
satisfaction would increase by 0.035 for every unit increase in career planning of the employee and this
coefficient value is significant at 5% level.
When Career Development of the employee goes up by 1, employee job Satisfaction goes down by 0.01.
When career Development of the employee goes up by 1 standard deviation, employee job Satisfaction goes
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down by 0.021 standard deviations. The probability of getting a critical ratio as large as 0.414 in absolute
value is .679. In other words, the regression weight for career Development of the employee in the prediction
of employee job Satisfaction is not significantly different from zero at the 0.05 level (two-tailed). The
regression weight estimate, -.010, has a standard error of about .025. Here the Career Development of the
employee is 0.01 represents the partial effect of Career Development of the employee on employee job
Satisfaction holding the other variables as constant. The estimated positive sign implies that such effect is
positive that employee job Satisfaction would increase by 0.01 for every unit increase in Career Development
of the employee and this coefficient value is significant at 5% level.
When career Management of the employee goes up by 1, employee job Satisfaction goes up by 0.321. When
career Management of the employee goes up by 1 standard deviation, employee job Satisfaction goes up by
0.315 standard deviations. The probability of getting a critical ratio as large as 5.985 in absolute value is less
than 0.001. In other words, the regression weight for career Management of the employee in the prediction of
the employee job Satisfaction is significantly different from zero at the 0.001 level (two-tailed). The
regression weight estimate, 0.321, has a standard error of about .054. Here the career management of the
employee is 0.321 represents the partial effect of career management of the employee on employee job
Satisfaction holding the other variables as constant. The estimated positive sign implies that such effect is
positive that employee job satisfaction would increase by 0.321 for every unit increase in career management
of the employee and this coefficient value is significant at 5% level.
When employee job Satisfaction goes up by 1, Overall satisfaction of the employee goes up by 0.001. When
employee job Satisfaction goes up by 1 standard deviation, Overall satisfaction of the employee goes up by
0.005 standard deviations. The probability of getting a critical ratio as large as 0.029 in absolute value is .977.
In other words, the regression weight for employee job Satisfaction in the prediction of Overall satisfaction of
the employee is not significantly different from zero at the 0.05 level (two-tailed). The regression weight
estimate, .001, has a standard error of about .050. Here the employee job Satisfaction is 0.001 represents the
partial effect of the employee job Satisfaction on Overall satisfaction of the employee holding the other
variables as constant. The estimated positive sign implies that such effect is positive that Overall satisfaction
of the employee would increase by 0.001 for every unit increase in employee job Satisfaction and this
coefficient value is significant at 5% level.
Table – 3
Model Fit Summary for career planning, career development, career management and job satisfaction
bank employees in Thanjavur District
Indices Value Suggested Value
Chi-square value 0.370
P value 0.831 >0.05 (Hair et al., 1998)
CMIN/DF 0.185 < 5 (Marsh&Hocevar,1985)
GFI 0.999 >0.90 (Hu and Bentler, 1999)
AGFI 0.997 >0.90 (Hair et al. 2006)
CFI 0.999 >0.90 (Daire et al., 2008
RMR 0.094 <0.08 (Hair et al. 2006)

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RMSEA 0.000 <0.08 ( Hair et al. 2006)
Source: Output generated from Amos 20
Based on the result generated by SPSS 20, it is found that the calculated P value is 0.831 which is greater than
0.05 which indicates the model is fit. And also the CMIN/DF value is less is than 5 which indicate the model
is fit. Here GFI (Goodness of Fit Index) value and AGFI (Adjusted Goodness of Fit Index) value is greater
than 0.9 which represent it is a good fit. The calculated CFI (Comparative Fit Index) value is 0.999 which
means that it is a perfectly fit and also it is found that RMR (Root Mean Square Residuals) value is not less
than 0.08 which indicates the model is not fit. But in case of failure in RMR value, RMSEA (Root Mean
Square Error of Approximation) value is (0.000) less than 0.08 which indicates the model is perfectly fit.
DISCUSSION
This study expose that career planning does not act as an important predictor of the employee career
management and employee job satisfaction. While, career management does act as an important predictor of
employees job satisfaction and employee career management in the banks sample. In this study, majority of
the respondents perceive that the levels of career planning, career development, employee career management
and employee job satisfaction are high. This state of affairs that the managers had put a greater endeavor to
plan and manage the progression of the employee career paths, but it may not be able to develop career
management and employees job satisfaction. Equally, many hard work made by managers to rightfully
manage the progression of the employee career paths have improved their employees job satisfaction and
employee career management in the banks.
CONCLUSION
This study recommended a theoretical structure based on the administrative profession program literature. The
mechanism used in this study met the satisfactory values of validity and reliability analyses. The results of the
SEM model analysis showed that career planning, career development, career management significantly
correlated with employee job satisfaction. Equally, career planning insignificantly correlated
with employee job satisfaction and overall satisfaction of the employees. A systematic review of the
unstructured interview results shows that this finding may be affected by two factors that are majority
respondents feeling that they have not received clear information about career planning and career
development designs have often changed when new privileged are appointed to hold on the senior
management positions in the banks. This situation may decrease the effect of career planning, on employee
outcomes in the banks. Therefore, present research and practice in the human resource development models
need to consider career development, career planning and career management as key dimensions of the career
program domain. Additionally, this study suggested that the motivation of organization to suitable plan and
manage profession programs based on employee requirements and opportunity will powerfully persuade
following positive employee effects, for example commitment, loyalty, engagement, performance, justice and
ethics. Therefore, these positive effects may direct to retain and improved managerial competitiveness at the
time of knowledge based economy

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Reference:

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 Md. Mobarak Karim et.al (2014) Job Satisfaction of Employees in Banking Sector: A Case Study on
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(Paper) ISSN 2222-2839 (Online) Vol.6, No.17, 2014, PP-70-77
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