౷֖ͼΦαȜΏοϋȆΏΑΞθུ̤̫ͥͅ২
‫ܥ‬ෝ͈ਬୟါ֦̱͈͂̀૞ှ͈‫ܥ‬ෝȝ ୋ௮ުͅచ̳ͥৗ࿚ຘ಺औͥ͢ͅ໦ଢ଼ ȝ৚ȁỹȁࣝȁ૕ԅȅ͉̲͛ͅ
߃ා̦࣭͉ͩ́Ȅ౷֖̤̫ͥͅͼΦαȜΏοϋଽॐͅ‫݈̳ͥ۾‬ა͈ಎ́Ȅ·ρΑΗȜ͈‫ٽ‬ැ̦ಕ࿒̯̞ͦ̀ͥȃ̷͈ͦͣଽॐა݈͉Ȅ໲໐ ‫ ڠ ش‬જ ͅ ͢ ͥȶ ౶ എ · ρ Α Η Ȝ ஻ ଼ ম ު ȷ ͞Ȅ ࠐ फ ॲ ު જ ͅ ͢ ͥȶॲު·ρΑΗȜْࠗȷͅߓఘ‫̞̯ͥ̀ͦا‬ȃਲြ͈඾ུ̤̫ͥͅ౷
֖ଽॐ͉Ȅ஠࣭௙ࣣ‫ٳ‬อْࠗͅ‫̞̀̿ܖ‬Ȅȶ൐‫ޭ֚ނ‬ਬಎ͈ଵୃȷ͞
ȶఉޭ໦८߿࣭ാࠁ଼ȷͬΑυȜ΄ϋͅૺ̧̹͛ͣͦ̀ȃ̭ͦͅచ̱
̀Ȅ·ρΑΗȜ͈ࠁ଼ͬ࿒എ̳͂ͥଽॐ͉Ȅౙ̈́ͥॲު͈౷༷໦८ܑͬ ଎ ̳ ͥ ͜ ͈ ́ ͉ ̈́ ̩Ȅ ͘ ̹ ਬ ୟ ͈ ι ς Λ Π ͈ ͙ ͬ ೏ ‫́ ͈ ͜ ͥ ̳ ݥ‬͜ ̈́ ̞ ૧ ̱ ̞ ౷ ֖ ଽ ॐ ͒ ͈ ഢ ۟ ͬ ঎ ࢜ ̱ ̀ ̞ ͥ ͜ ͈ ͂ ၑ ٜ ́ ̧ ͥȃȁ̱̥̱Ȅ࡛ం̱̞̀ͥ·ρΑΗȜ͈ఉ̩͉Ȅଽॐഎͅࠁ଼̯̹͈ͦ́͜
͉̩̈́Ȅॲު͈ুட଼̈́ಿ͈ܴ୥͈ಎ̥ͣ୆̹͈̜ͦ́ͥ͘͜ȃ̹͘Ȅ·ρΑΗȜ͂ࡤ͊ͦͥॲުਬୟ͈ါ֦͉Ȅॲު̮͂ͅ։̞̈́̽̀ͥ͂ࣉ̢ͣ
ͦͥȃ̱̹̦̽̀Ȅ·ρΑΗȜ͈ࠁ଼ͬଽॐഎͅଔૺ̳̹͉ͥ͛ͅȄ̴ུ͘ြ͈ࠁ଼ါ֦ͬॲު̮͂ͅ෤՜̱̤̩̀ຈါ̦̜ͥȃུࡄ‫͉ݪ‬Ȅոષ͈̠̈́͢࿚ఴփে̥ͣਬୟ͈ࠁ଼ါ֦ͬྶ̥̳̭ͣͥ͂ͬͅ࿒എ̱̞͂̀
ͥȃ
1

2

ີȁআȁაȁ஽ཤၘ౷ܑ֖͈ުͬచયͅ৘ঔ̱̹ৗ࿚ຘ಺औ͈ΟȜῌ‫̞̀̿ܖ‬Ȅ̴̷͈͘౷֖̤̫ͥͅॲުਬୟ̦Ȅ·ρΑΗȜ͈‫ٽ‬ැͅഐࣣ̳̥̠̥ͥ̓ͬΞΑΠ̱̹ȃ๊֚എͅ࡞̢͊Ȅॲު·ρΑΗȜ͉͂Ȅࡣങഎ̈́ॲުਬୟ͉͂
։̈́ͤȄඅ೰͈ॲުͅ௺ܑ̳ͥު̦ޫ౷എͅਬୟ̱̞̥͉̀ͥ͊ͤ́̈́
̩Ȅ̷͈ॲުͬಎ૤̱̹͂΍ίρͼΙͿȜϋͅ‫۾‬Ⴒ̳ͥॲު͂঑‫̦ުॲ׳‬൚‫ڂ‬౷֖ͅਬୟ̱̞̀ͥેఠͬփྙ̱̞̀ͥȪPorter 1998, ५ॄ 2002ȫȃ
ཤၘ౷֖ࣞͅഽ̈́ਬୟ̦͙ͣͦͥ஍֋Ȅ߄௺Ȅ‫ܥ‬٫Ȅ֓࿪຦̞͉̾̀ͅḘ͈̏ͦͣॲުͅ‫۾‬Ⴒ̳ͥ΍ίρͼμȜ͞ࡺ‫̦ݖ‬ຈ̴̱͜౷֖ඤͅਬୟ̱̀
̴̤ͣȄ̱̹̦̽̀Ḙ͈̏ͦͣॲުͬಎ૤̱̹͂·ρΑΗȜ̦ࠁ଼̯ͦ̀
̞͉ͥ͂࡞̢̞̈́ȃ̱̥̱Ȅ̷ͦ͜ͅ‫̴ͣͩ۾‬Ḙ͈̏ͦͣॲުͅ௺ܑ̳ͥ
ު̷ུ̦͈২‫ܥ‬ෝͬ౷֖‫֊ͅٸ‬ഢ̱̠̱̞͈͉͂̈́͢Ȅ౷֖ඤ͈́૞ှ‫۾‬߸̦ࢹಃ̯̤ͦ̀ͤȄ̹͘౷֖ͅ೰಍ܑ̱̹ު̱͈͂̀২ٛഎບ‫ږ̦ث‬ၛ̯̞̥̜ͦ̀ͥͣ́ͥȃ̱̹̦̽̀Ȅࣽࢃ͈౷֖ଽॐ͈ജ‫ͅٳ‬൚̹͉̽̀Ȅࠐफঐດ̽̀͢ͅ௶೰̧́ͥॲުႲ‫̩̥̈́́ͤ͊۾‬Ȅ૞ှ̞̠͂ࡉ̢̰ͥ
ᣏ͈ంहͬࣉၪ̳ͥຈါ̦̜ͥȃȁԆȅ·ρΑΗȜ͉࡛࣐͈͂౷֖‫੅ܿڠش‬ଽॐ́࡞ͩͦͥ౶എ·ρΑΗȜ͉͂Ȅȶ౷֖̤̞ͅ
̀ඊু͈ࡄ‫ٳݪ‬อΞȜζ͂εΞϋΏλσͬခ̳ͥ࢖എࡄ‫۾ܥݪ‬൝ͬ‫͂ړ‬̱Ȅ౷֖ඤ‫ުܑ̥ͣٸ‬൝͜४ْ̱̀ࢹ଼̯ͦͥܿ੅‫ڟ‬૧ΏΑΞθȷ̯͂ͦȄॲު·ρΑΗȜ͉͂Ȅȶఱ‫ڠ‬൝͈࢖എࡄ‫͂۾ܥݪ‬ਔ༏ܑު͈͂‫ڟ੅͈ܿۼ‬૧ͅ‫̢ح‬Ȅͤ͢ࢩ֖എͅఱ‫ڠ‬൝ܑ͂ު͈‫ުܑ͞ۼ‬൳আ͈Ⴒࠈ̦଎ͣͦȄͼΦαȜΏοῧ૧মުȆ૧ॲު͈஻੄̦Ⴒङഎͅ୆̲ͥΏΑΞθȷ͂೰̯̞݅ͦ̀ͥȪ໹଼ 14 ාๅȸ‫੅ܿڠش‬ฒ੥ȹȫȃນ࡛֑̞͉͙͈͈ͣͦͥ͜ͅḘ͈̏ͦͣଽॐ͉ȄଽॐΜȜσ̱͈͂̀ఱ
‫࢖͞ڠ‬എࡄ‫̹̱͂ړͬ۾ܥݪ‬౷֖ͼΦαȜΏοϋȆΏΑΞθ̱͂̀·ρΑ2౷֖ͼΦαȜΏοϋȆΏΑΞθུ̤̫ͥͅ২‫ܥ‬ෝ͈ਬୟါ֦Ȫ৚ỹȫ

3ΗȜͬ௴̢̞̀ͥത͉́‫ވ‬೒̱̞̀ͥȃ̱̥̱Ȅུြ͈·ρΑΗȜ‫ٽ‬ැ͉Ȅଽॐഎ̈́փ଎͉͂ඊၛͅȄॲުၛ౷͈ါ֦ܱͬ੆̳ͥ࿒എ́൵ව̯̹ͦ͜
͈̜́ͥȃ̷͈ၑაഎσȜΜ͉ȄͺσέτΛΡȆζȜΏλσ́͘ஸͦͥ́
̜̠ͧȃζȜΏλσȪ1890ȫ͉Ȅॲު͈ޫ౷‫࡛ا‬યͬȄ̜ͥඅ೰౷֖̤ͅ
̞̀‫࢓ܨ‬ȄാિȄࣗ໤঩࡙͈̈́̓ഥൡഎ̈́୆ॲါள͈๤‫ڛ‬࿹պ̦ంह̱Ḙ͈̏ͦͣါள͂ਕ‫ޗ‬എȄଽহഎȄࠐफഎ̈́ါ֦͈͂௖ࡽैဥ̦̭̭ܳͥ͂
̽̀͢ͅ୆̲ͥ͂୰ྶ̱̹ȃ̷̱̀Ȅॲު̦අ೰౷֖ͅਬಎ̳ͥ၌ത̱͂
̀ȄӱඅਂܿෝႻ൱ঌા͈ࠁ଼ȄӲಎ‫ۼ‬ൎව़͈ࣔව͈ယօ଻Ȅӳૂ༭ഥో͈࢘ၚ‫͈੅͍̤ܿ͢ا‬ຽ‫̞̬ͥ̀ݷͬݞ‬ȃζȜΏλσոࣛȄ෎૤ͅ࠿൦
̧̯̹ͦ̀ഥൡഎ̈́ॲުਬୟა͈‫ܖ‬๕଼̳ͬࣉ̢༷͉Ȅാ౷ȄႻ൱ႁȄഛட঩࡙Ȅ঩ུ̞̹͂̽୆ॲါள͈๤‫ڛ‬࿹պ͂‫ٸ‬໐ࠐफ̜ͤͅȄ;ͿȜΨȜȪ1909ȫ͉Ȅਬୟ͈࢘‫ͬض‬୆ॲ๯̤͍͢์ค๯͈೩‫̱͂ئ‬Ȅ๯ဥ͈ड઀‫ا‬̦ਬୟͬ௯ૺ̳̞̠ͥ͂ࣉ̢ͬা̱̹ȃ߃ා͉́Ȅ·σȜΈζϋȪ1991ȫ
̦Ȅ਑ါ͈‫ٸ‬໐଻ͬਬୟႁͬܰ೰̳͈ͥ͂͜௴̢Ȅਓ‫ڗ‬ഄ௩Ȅ࿶௣๯Ȅ਑
ါ͈ 3 ͈̾ါ֦͈௖ࡽैဥͅಕ࿒̱ȄႻ൱৪ܑ͂ު̦౷ၑഎͅਬಎ̳ͥι΃ΣΒθͬ୰ྶ̱̞̀ͥȃ̭̠̱̹ॲުਬୟა̤̞̀ͅȄ੝͛̀·ρΑΗȜ̞̠͂‫ٽ‬ැͬ൵ව̱Ȅॲު‫އ‬௔ႁ͈໦ଢ଼έτȜθχȜ·̱͂̀͂͛͘ષ̬̹͈̦εȜΗȜ̜́ͥ
Ȫ1990ȫȃεȜΗȜ͉Ȅ·ρΑΗȜͬȶ̜ͥඅ೰͈໦࿤ͅ௺̱Ȅ௖ࡽͅ‫۾‬Ⴒܑ̱̹ު͂‫̥ͥ̈́ͣ۾ܥ‬౷ၑഎͅ߃୪̱̹ਬ౬ȷ͂೰̱݅Ȅ̷̦࣭ͦष
എ̈́‫އ‬௔ႁͬ঵̻ංͥါ֦ͬȄ଎ນˍ͈̠̈́͢ΘͼμκϋΡ߿͈έτȜθχȜ·ͬဥ̞̀୰ྶ̱̞̀ͥȃ̭͈έτȜθχȜ·͉Ȅൎව঩࡙͂ͼϋέρȪါளૄ࠯ȫȄခෝ̈́౷ࡓ‫ުݯރ‬৪͞‫އ‬௔ႁ͈̜ͥ‫۾‬Ⴒॲު͈ంहȪ‫۾‬ႲॲުȆ঑‫ުॲ׳‬ȫȄࣞഽ́ါ‫ݥ‬କ੔͈ࡕ̱̞౷ࡓࡺ‫͈ݖ‬ంहȪ਑ါૄ࠯ȫȄ঵௽എ଼̈́ಿͬ௯̳̠̈́͢౷ࡓܑު‫އ̞̱͈ࠣ́ۼ‬௔Ȫܑު୽ၞ̤͍͢‫އ‬௔۪‫ޏ‬ȫ̞̠͂ 4 ͈̾ࢹ଼ါள͂Ȅ̷͈ͦͣ௖ࡽैဥ̥̞ͣ̈́̽̀ͥȃ3

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ີȁআȁაȁ஽଎ນˍȇ‫އ‬௔ႁ͈ါ֦
ܑު୽ၞ̤͍͢‫އ‬௔୽ၞ

ါளȪൎව঩࡙ȫ
ૄ࠯਑ါૄ࠯‫۾‬Ⴒॲު
Ȇ঑‫ުॲ׳‬
੄ങȇεȜΗȜȪ1990ȫεȜΗȜ̽̀͢ͅ൵ව̯̹ͦ·ρΑΗȜ‫ٽ‬ැ͈փ͉݅Ȅӱ౷֖ͅం̳ͥ
‫ͼ੅ܿڠش‬ϋέρ͞૧̱̞୆ॲါளͬਹণ̱̞̀ͥതȄӲܑު͈ਬୟͅಕ
࿒̧̱̹̀ਬୟაͅచ̱̀Ȅఱ‫ڠ‬Ȅࡄ‫۾ܥݪ‬Ȅ౷༷ুহఘ͈̈́̓ఉအ̈́
ழ૕ͬ༫‫̞̱ͥ̀گ‬തȄӳਬୟ̥ͣංͣͦͥιςΛΠ̱͂̀Ȅ๯ဥ͈ड઀‫̧̹̱̀಺ޑͬا‬ਬୟაͅచ̱̀ȄͼΦαȜΏοϋ͈փ݅ͬঐഊ̱̀
̞ͥതȄӴਬୟඤ̤̫ͥͅ‫އ‬௔͈փ݅ͬྶ‫̞̱ͥ̀ͅږ‬ത̜ͥͅȪ߄֔
2003ȫȃ
౷֖̤̫ͥͅॲުਬୟ̦Ȅ·ρΑΗȜ͈‫ٽ‬ැͅഐࣣ̳̥ͥͬ࠿બ̳ͥष
͈ণത̱͂̀Ȅ΍ίρͼΙͿȜϋͅ‫۾‬Ⴒ̳ͥॲު͂঑‫͈ުॲ׳‬ਬୟે‫͉ޙ‬͂ͤ͜͢Ȅਬୟඤ̤̫ͥͅ৽ఘ‫އ͈ۼ‬௔͂‫ે͈಺ފ‬ఠ͜ͅಕ࿒̳ͥຈါ̦
̜ͥȃ

4౷֖ͼΦαȜΏοϋȆΏΑΞθུ̤̫ͥͅ২‫ܥ‬ෝ͈ਬୟါ֦Ȫ৚ỹȫ

5ԇȅ಺औ̞̾̀ͅ
ˍȅ಺औచયȇཤၘ౷ུ֖ࡄ‫಺̫̤ͥͅݪ‬औచય͉Ȅີ५Ȅ୞୼Ȅ໛͈֔२ࡇ̥ͣ̈́ͥཤၘ౷֖
ུͅ২‫ܥ‬ෝͬ౾̩ୋ௮ު̜́ͥȃཤၘ౷֖͉ൃ͈ୟୱ‫̦ۼܢ‬ಿ̞̹͛ͅၔ
ैͅഐ̴̯Ȅ෠‫ͬܢ۽‬၌ဥ̱̹෠‫͈ز‬໗ު̱͂̀Ȅ‫ز‬ඤࢥު͉୆̹ͦ͘ȃ߇౓ઘ͞ႊോഭ̞̹͂̽൭‫͞ܕ‬৕‫ܕ‬Ȅୋ࿪͉̈́̓‫ز‬ඤࢥު̦ഥൡࢥު̱͂
̀อో̱̹యນഎ̈́႕̜́ͥȃີ५ࡇ͉́Ȅࢺ࡫শయ࣐̹ͩͦͅॲު૦‫ޟ‬ॐ࡙̱ͬܳ̀ͅȄ࿪ު̈́̓́ಇୟ̯̹ͦ঩ུ͂ཅີ̈́କ͞հ‫̈́ث‬ഩႁ̽̀͢ͅ඾ུ٬௰ߠঐ͈ࢥުਬୟͬࠁ଼̧̱̹̀ȃඅͅȄͺση΍ΛΏ‫۾‬Ⴒ͈߄௺ୋ຦͈੄‫͉ڣك‬Ȅ஠࣭ΏͿͺ́ΠΛί·ρΑͬ୸̞͛̀ͥȃ̹͘Ȅ୞୼ࡇ͞໛֔ࡇ͉́૓ॲ‫࣐̥̯̦ͥͦͩͭͅުޟ‬ಎ́ࡆ૕໤֚۹ࢥા̦୭
ၛ̯ͦȄ18 ଲ‫ܮ‬ஜ฼̤̫ͥͅ୞୼Ȇ໛͈֔࿶੄ဥֵ͈ඵਹȪฒ୆౷ࡆ૕໤ȫ୆ॲ͉Ȅ஠࣭͈࿩ 7 ȡ 8 ‫̹͖͈̽ͅڬ‬ȃ࡛ह͈஍֋ࢥު͉Ȅ΢ͼυϋ͞ΞΠυϋ଼͈ࣣ̈́̓஍֋ͬಎ૤ͅ୆ॲ̱̤̀ͤȄ֚ఱॲ౷ͬಃ̞̞̀ͥȃ஍֋ࢥު͈อജ͉‫ܥ‬٫ࢥު͜ͅ‫̱̹ͣͬ͜ޣג‬Ȅ૕‫͞ܥ‬ཚୡ‫ܥ‬٫͈̈́̓஍֋
‫ܥ‬٫͉̲ͬ͛Ȅ߄௺‫ܥैࢥ͞ࢥح‬٫̈́̓‫ڎ‬ਅ͈‫ܥ‬٫ࢥު̦อో̱̞̀ͥ
Ȫࣞ
(1)

ాఈ 2000ȫ ȃ൐‫͉̞̜ͥނ‬ఱि̞̹͂̽ఱസঌ࠷ͅୋ௮຦੄‫͈ڣك‬ఱ฼̦ਬಎ̳ͥ
ಎȄ2002 ාഽ͈ཤၘ౷֖͈ୋ௮຦੄‫͉ڣك‬Ȅ஍֋ࢥު̦஠࣭๤ 9.0ɓȄ߄௺ࢥު̦ 5.3ɓȄ‫ܥ‬٫ࢥު̦ 2.2ɓȄ֓࿪຦ࢥު̦ 5.1ɓ͂࠲൰̵͙̞ͬ̀
(2)ͥ ȃ௖చഎͅ‫ܥ‬٫ࢥު͈஠࣭ΏͿͺ̦೩̢̞̠͙̦ͥ͢ͅȄ౷֖ඤ͉ͅ
ࡢ༆͈ୋ຦΃ΞΌςȜ͈ঌાΏͿͺ͉́஠࣭ 1 պͬࡶܑͥު̦ତఉ̩ၛ౷
̱̞̀ͥȃ

5

6

ີȁআȁაȁ஽ˎȅཤၘ౷֖ͅ·ρΑΗȜ͉ࠁ଼̯̞͈̥ͦ̀ͥ
ཤၘ२ࡇུͅ২‫ܥ‬ෝͬ౾̩ୋ௮ު 768 ২ͬచય̱͂̀Ȅ2003 ා 9 ࠮ͅဍ௣༹ͤ͢ͅৗ࿚ຘ಺औͬ৘ঔ̱̹ȃခ࢘ٝ൞ତ͉ 330 ২Ȫခ࢘ٝ൞ၚ
43.0ɓȫ̜̹́̽ȃ΍ϋίσ͈ॲު༆ࢹ଼๤͉଎ນ 2 ͈೒̜ͤ́ͥȃ଎ນ 2ȁ΍ϋίσ͈ॲު༆ࢹ଼๤
ުਅ
૙຦ୋ௮ު
஍֋ࢥު
࿐ऺȆঞȆΩσίࢥު੄ๅȆ֣क़൳‫۾‬Ⴒު‫ުࢥڠا‬
ȁȪ̠̻֓࿪຦ୋ௮ު
ഘࣙȆ๱ഘ߄௺ު
߄௺ୋ຦ୋ௮ު
‫ܥ‬٫ࢥު
̷͈ఈ͈ୋ௮ު
ခ࢘ٝ൞

ٝ൞ତ
21
59
22
19
23
14
6
32
87
61
330

อ௣࠯ତ ٝਓၚȪɓȫ
32.8
64
51.3
115
44.0
50
51.4
37
46.0
50
43.8ȫ
32
26.1
23
41.6
77
43.7
199
39.9
153
768

43.0

ٝ൞ܑު͈̠̻Ȅ৽ႁমު໦࿤̦஍֋ࢥު̜́ͥ͂ٝ൞ܑ̱̹ު͉
17.4ɓȄ߄௺ࢥު̦ 9.9ɓȄ‫ܥ‬٫ࢥު̦ 25.5ɓȄ֓࿪຦ࢥު̦ 4.7ɓ̜̹́̽ȃུა໲͉́Ḙ͈̏ͦͣॲުͬಎ૤̱̹͂·ρΑΗȜ̦ࠁ଼̯̞ͦ̀ͥ
̥ͬ࠿൦̳ͥȃ̴͘Ȅ৾֨‫̷͈̤̤͈͢ުܑ̜ͥͅ߸۾‬ତͬȄཤၘ౷֖Ȅ࣭ඤ̷͈͈ఈ
͈౷֖Ȅ٬‫̠̠̞͂͢ͅٸ‬ਫ਼ह౷༆ٝͅ൞̱̹̀ͣ̽͜ΟȜΗͬဥ̞̀Ȅඅ೰͈ॲުͬಎ૤̱̹͂΍ίρͼΙͿȜϋͅ‫۾‬Ⴒ̳ͥॲު͂঑‫̦ުॲ׳‬൚‫ڂ‬౷֖ͅਬୟ̱̞̥̀ͥͬ಺͓ͥȃ̹͘Ȅ‫̥͈̞̭̦ͬͥ̓ͅުܑࣣއ‬ਫ਼ह౷༆ٝͅ൞̱̹̀ͣ̽͜ΟȜΗ̥ͣȄ‫̦ުܑࣣއ‬౷֖ඤ͈̓ͅ೾ഽਬୟ
̱̞͈̥͙̞̩̀ͥͬ̀ȃܑ৾֨ު͂‫̦ުܑࣣއ‬ཤၘ౷֖ͅ୸͛ͥ‫ࣣڬ‬͉Ȅ଎ນ 3 ͈೒̜ͤ́ͥȃ6౷֖ͼΦαȜΏοϋȆΏΑΞθུ̤̫ͥͅ২‫ܥ‬ෝ͈ਬୟါ֦Ȫ৚ỹȫ

7

଎ນ 3ȁཤၘ౷֖ඤ͈৾֨୶¦‫ࣣއ‬ఈ২̦୸͛ͥ‫ࣣڬ‬Ȫౙպȇɓȫ

ࡔऺၳȆ໐຦͈ࣔව୶
ࢥै‫ܥ‬٫൝͈ࣔව୶
์ค୶‫ުܑࣣއ‬

஠ॲު ஍֋ࢥު ߄௺ࢥު ‫ܥ‬٫ࢥު ֓࿪຦
45.91
32.72
48.40
54.29
35.73
37.35
47.31
47.37
49.10
15.05
23.61
29.82
22.72
18.19
13.28
6.17
33.54
12.81
4.75
19.05

ಕȇ‫ح‬ਹ໹޳౵

Ȫ1ȫ‫ުݯރ‬৪ࡔऺၳȆ໐຦͈ࣔව୶̞͉̾̀ͅȄ஠ॲު͂๤‫̱̀ڛ‬Ȅ‫ܥ‬٫ࢥު͈ਬୟ
ഽ̦̩ࣞȄࢥै‫ܥ‬٫൝͈ࣔව୶̞͉̾̀ͅȄ஍֋ࢥުȄ߄௺ࢥު̤͍͢‫ܥ‬٫ࢥު͈ਬୟഽ̦̞̭̦̥ࣞ͂ͩͥȃ̱̥̱ȄࡔऺၳȆ໐຦͈ࣔව୶͂ࢥ
ै‫ܥ‬٫൝͈ࣔව୶͈ၰ༷͈ਬୟഽ̦௖చഎ̞͈͉ࣞͅ‫ܥ‬٫ࢥު̺̫̜́
ͤȄ̷͈ఈ͈ॲު̞͉̾̀ͅ΍ίρͼμȜ̦౷֖ඤͅਬୟ̱̞͉֚̀ͥ͂
‫̢̞̈́࡞ͅٽ‬ȃ
Ȫ2ȫࡺ‫ݖ‬์ค୶̞͉̾̀ͅȄ஠ॲު͈౵ͅ๤͓̀஍֋ࢥު͈౵͉̞̦ࣞ͞͞Ȅ߄௺Ȅ‫ܥ‬٫Ȅ֓࿪຦͈౵͉஠ॲު͈౵ͬ‫ئ‬̤ٝ̽̀ͤȄඅͅ์ค୶̦౷֖ඤ
ͅਬୟ̢̱̞͉̞̞̭̦̥̀ͥ͂̈́͂ͩͥȃ̯ͣͅȄ଎ນ 4 ͉຦ৗȆ΋ΑΠͅ‫̳ͥ۾‬ါ‫ݥ‬କ੔͈̞ࣞࡺ‫͈ݖ‬ਫ਼हͬা̱̹͈̜́ͤ͜Ḙ̭̥̏ͣȄါ‫ݥ‬କ੔͈̞ࣞࡺ‫͉ݖ‬ཤၘ౷֖ඤ͉̩́̈́Ȅ࣭ඤ̷͈͈ఈ͈౷֖ͅఉ̩ంह̱̞̭̦̥̀ͥ͂ͩͥȃ֓࿪຦ࢥު̞̾ͅ
͉̀Ȅཤၘ౷֖ඤ̤̫ͥͅΟͻζϋΟͻϋΈȆξȜΎȜ͈‫ ̦ࣣڬ‬6.7ɓ͂Ȅ̫͂ͤͩ೩̞౵ͬা̱̞̀ͥȃ௙̲̀Ȅါ‫ݥ‬କ੔͈ࡕ̱̞ࡺ‫͉ݖ‬౷֖ඤͅਬୟ̢̱̞̞̞̀̈́͂ͥȃ7

8ີȁআȁაȁ஽଎ນ 4ȁါ‫ݥ‬କ੔̦̞ࣞࡺ‫͈ݖ‬ਫ਼हȪౙպȇɓȫ

ཤၘ౷֖
࣭ඤ̷͈ఈ
٬‫ٸ‬

஠ॲު ஍֋ࢥު ߄௺ࢥު ‫ܥ‬٫ࢥު ֓࿪຦
19.2
32.1
37.5
29.5
6.7
65.3
76.9
62.5
66.7
86.7
2.6
3.8
0
3.8
6.7

ࣣࠗ

100.0

100.0

100.0

100.0

100.0

Ȫ3ȫ‫ࣣއ‬ఈ২
଎ນ 2 ͤ͢Ȅ‫͉ުܑࣣއ‬஠ॲު͂๤͓ͥ͂஍֋ࢥުȄ֓࿪຦ࢥުȄ߄௺ࢥުͅਬୟ̦͙ͣͦͥȃ̭͈ͦͣࠫ‫͉ض‬Ȅ൳֚ުਅܑ͈ު͈ਬୟഽ͈̯ࣞ
ͬ฽‫̞̱ͥ̀ד‬ȃ༷֚Ȅ‫ܥ‬٫ࢥު̞͉̾̀ͅȄ‫ުއ‬ఈ২̦ཤၘ౷֖ͅ୸͛
ͥ‫̦ࣣڬ‬஠ॲުͬ‫ئ‬̞ٝ̽̀ͥȃ̭͉ͦȄ‫ܥ‬٫ࢥުͅ‫̦ުܑͥͦ͘܄‬ե̠ୋ຦͉́ओ༆‫̦̞ͥ́ͭૺ̦ا‬Ȅॲު໦႒̦ல̞̹͛ͅ൳͈֚ॲު̱͂̀
໦႒̯̞̭֦̱̞ͦ̀ͥ͂ܳ̀ͥͅȃ൳֚ॲުͅ໦႒̯̞ͦ̀̀͜Ȅୋ຦΃ΞΌςȜ̦։ܑ̈́ͥު‫̠̞̞̱ࣣ͂ͥ̀އ͉ͅۼ‬փে̦̞̞̠̭̈́͂͂
̜́ͥȃ৘षȄ̦ͩͦͩͦৗ࿚ຘ಺औͬ৘ঔ̳ͥஜ͈౲‫ͼ̹࣐̽́ٴ‬ϋΗΫνȜ಺औ̤̞̀ͅȄষ͈̭̦͂ྶ̥̞ͣ̈́̽̀ͥͅȃ̷͉ͦȄ͂͜ͅ஍֋‫ܥ‬٫ͬ৽ႁমު̱̞̀ͥͅඵ২̦Ȅߓఘഎ̈́ୋ຦΃ΞΌςȜ̦։͈̈́ͥ
́Ȅ౷ၑഎͅ߃୪̱̹պ౾ͅၛ౷̱̞̀̀͜௖ࡽͅ‫̱͙͉̀̈́͂ުܑࣣއ‬̞̥̹̞̠̭̜̈́̽͂͂́ͥȃ଎ນ 3 ̤͍͢଎ນ 4 ͈ࠫ‫̥ͣض‬Ȅ΍ίρͼμȜȄࡺ‫ݖ‬Ȅ‫̷͈ͦުܑࣣއ‬̸̞ͦ̾̀ͅȄਬୟ̦۷ख़̯ͦͥॲު͉̜̹̽ȃ̱̥̱Ḙ̳͓͈̏ͦͣ̀
ါ࠯ͬྖ̹̳ॲު͉ంह̵̴Ȅཤၘ౷֖ࣞͅഽͅਬୟ̳ͥ஍֋Ȅ߄௺Ȅ‫ܥ‬٫Ȅ֓࿪຦ॲު͉Ȅ·ρΑΗȜ͈අಭ̢̞̞̞ͬ̽̀̈́͂ͥ͜ȃ̭͈ࠫ‫ض‬͉Ȅ΍ίρͼΙͿȜϋͅ‫۾‬Ⴒ̳ͥॲު̦߃୪̱̞̭̀ͥ͂ͥ͢ͅιςΛΠܑͬު͉‫ށ‬਋̧̞̞̭́̀̈́͂ͬփྙ̱̞̀ͥȃ̱̥̱Ȅ̷̴̥̥ͦͩͣ͜ͅȄུ২‫ܥ‬ෝͬཤၘ౷֖‫֊ͅٸ‬ഢْ̳̦ͥࠗ
8౷֖ͼΦαȜΏοϋȆΏΑΞθུ̤̫ͥͅ২‫ܥ‬ෝ͈ਬୟါ֦Ȫ৚ỹȫ

9̜̥̞̠ͥ͂ৗ࿚ͅచ̱̀Ȅْ̦̜ࠗͥ͂ٝ൞ܑ̱̹ު͉஠ఘ͈ 0.9ɓ́Ȅܑ͕͈͂ͭ̓ު̦ཤၘ౷֖ͅগͥ͘փ࢜ͬা̱̞̀ͥȃ̷̭́Ę͉̏ͩͦͩͦ̾ͅȄܑު̦ཤၘ౷֖ͅগͥ͘ၑဇ̞̾̀ͅ໦ଢ଼࣐̹ͬ̽ȃˏȅ̶ܑ̈́ު͉ཤၘ౷֖‫ུͅٸ‬২‫ܥ‬ෝͬ֊ഢ̱̞͈̥̈́
ܑުུ̦̭ͦ́͘২‫ܥ‬ෝͬཤၘ౷֖‫֊ͅٸ‬ഢ̱̞̞̀̈́ၑဇͬٝ൞̱̀
̹ͣ̽ࠫ͜‫ުॲͬض‬༆ͅা̱̹͈̦଎ນ 5 ̜́ͥȃ̭͈୭࿚͉Ȅ‫ڂ‬൚̳ͥၑဇͬ஖఼̳̞̠ͥ͂ॽ༷́ٝ൞̱̹̀ͣ̽͜ȃ଎ນ 5ȁུ২‫ܥ‬ෝͬཤၘ౷֖‫֊ͅٸ‬ഢ̱̞̈́ၑဇ
㩷࿾ၞౝ䈪䈱䊑䊤䊮䊄䉕⏕┙䈚䈩䈇䉎䈎䉌㩷࿾ၞౝ䈮ା㗬䈪䈐䉎ଏ⛎ᬺ⠪䈏䈅䉎䈎䉌㩷࿾ၞ䈱㘈ቴ䈫䈱㑆䈮⏕┙䈘䉏䈢ା㗬㑐ଥ䈏䈅䉎䈎䉌㩷᦭↪䈭ᖱႎ䈏ᓧ䉌䉏䉎䉟䊮䊐䉤䊷䊙䊦䈭ᖱႎḮ䈏䈅䉎䈎䉌㩷࿾ၞ䈱ᄢቇ䉇౏⊛ᯏ㑐䈫䈱䊈䉾䊃䊪䊷䉪䈏ᢛ䈦䈩䈇䉎䈎䉌㩷࿾ၞ䈮ᩮ䈙䈚䈢ડᬺ䈫䈇䈉␠ળ⊛⹏ଔ䉕ฃ䈔䈩䈇䉎䈎䉌㩷ఝ⑲䈭ੱ᧚䉕⏕଻䈪䈐䉎䈎䉌㩷࿾ၞౝ䈪䈱㓹↪䉕⛽ᜬ䈜䉎䈢䉄
㩷⒖േ䉮䉴䊃એ਄䈱೑⋉䈏⷗ㄟ䉄䈭䈇䈎䉌㩷䈠䈱ઁ䋨㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘㵘䋩㪥ో૕ ❫⛽Ꮏᬺ ㊄ዻᎿᬺ ᯏ᪾Ꮏᬺ ක⮎ຠ
㪊㪇㪅㪍
㪈㪇㪅㪐
㪊㪈㪅㪊
㪉㪏㪅㪍
㪉㪈㪅㪋
㪉㪐㪅㪈
㪊㪉㪅㪎
㪊㪋㪅㪋
㪉㪎㪅㪊
㪉㪏㪅㪍
㪋㪈㪅㪊
㪉㪌㪅㪌
㪌㪇㪅㪇
㪋㪋㪅㪉
㪉㪈㪅㪋
㪌㪅㪊
㪈㪅㪏
㪍㪅㪊
㪍㪅㪌
㪉㪏㪅㪍
㪍㪅㪊
㪈㪅㪏
㪇㪅㪇
㪈㪈㪅㪎
㪉㪈㪅㪋
㪊㪐㪅㪎
㪊㪍㪅㪋
㪋㪊㪅㪏
㪊㪌㪅㪈
㪎㪈㪅㪋
㪐㪅㪈
㪈㪇㪅㪐
㪈㪌㪅㪍
㪈㪈㪅㪎
㪎㪅㪈
㪊㪍㪅㪐
㪊㪏㪅㪉
㪊㪈㪅㪊
㪋㪇㪅㪊
㪌㪇㪅㪇
㪋㪎㪅㪏
㪌㪉㪅㪎
㪉㪏㪅㪈
㪌㪐㪅㪎
㪌㪎㪅㪈
㪏㪅㪈
㪌㪅㪌
㪇㪅㪇
㪌㪅㪉
㪈㪋㪅㪊
㪊㪉㪇
㪌㪌
㪊㪉
㪎㪎
㪈㪋

߄௺ࢥުͬੰ̞̀Ȅॲު஠ఘ̤͍͢‫́ުॲڎ‬ȶ֊൲΋ΑΠոષ͈၌‫̦ף‬ࡉࣺ̞͛̈́ȷ̞̠͂ၑဇ̦Ȅષպͅρϋ·̯̞̭̦̥ͦ̀ͥ͂ͩͥȃ̱̥̱Ḙ͉̏ͦકޭഎ̈́ၑဇ̜̹́ͥ͛Ȅུ২‫ܥ‬ෝͬ֊ഢ̱̞̈́ୟޭഎ̈́ၑဇ
ͅಕ࿒̳ͥຈါ̦̜ͥȃॲު஠ఘ́ষ̞ࣞͅ౵ͬা̱̞͈͉̀ͥਜ਼ͅȄȶ౷֖͈ࡺ‫ږͅۼ͈͂ݖ‬ၛ̯̹ͦ૞ှ‫̜̦ͥ߸۾‬ȷȄȶ౷֖ͅआܑ̰̱̹ު̞͂
̠২ٛບ‫ͬث‬਋̫̞̀ͥȷȄȶ౷֖ඤ͈́ࡹဥͬ֋঵̳̹ͥ͛ȷ̜́ͥȃ̭͈߹͉࢜Ȅਬୟഽ͈̞ࣞ‫ވ͇ٽ͜ͅުॲڎ‬೒̢̱̞̞̀ͥ͂ͥȃ̯ͣͅȄ஍֋ࢥުȄ߄௺ࢥުȄ֓࿪຦ࢥު̤̞͉̀ͅȶ౷֖ඤͅ૞ှ̧́ͥ‫ުݯރ‬৪̦̜ͥȷ͈ρϋ΅ϋΈ̩̞ࣞ̈́̽̀ͥ͜ȃུ২‫ܥ‬ෝͬ֊ഢ̱̞̈́ၑဇ̱͂̀ષ̦̹̽ȶ౷֖ඤͅ૞ှ̧́ͥ‫ުݯރ‬910ີȁআȁაȁ஽৪̦̜ͥȷ͂ȶ౷֖͈ࡺ‫ږͅۼ͈͂ݖ‬ၛ̯̹ͦ૞ှ‫̜̦ͥ߸۾‬ȷ͉Ȅ΍ίρͼΙͿȜϋͅ‫۾‬Ⴒ̳ͥॲު‫ͅۼ‬૞ှ‫ࢹ̦߸۾‬ಃ̯̞̭ͦ̀ͥ͂ͬփྙ̱
̞̀ͥȃ̯ͣͅȄȶ౷֖ͅआܑ̰̱̹ު̞̠͂২ٛບ‫ͬث‬਋̫̞̀ͥȷ
͂ȶ౷֖ඤ͈́ࡹဥͬ֋঵̳̹ͥ͛ȷ͉Ȅ௖ࡽͅ‫۾‬Ⴒ̱̞̀ͥ͂ࣉ̢ͣͦͥȃ̾ͤ͘Ȅ౷֖ͅआ̰̱̞̞̠̀ͥ͂ບ‫ͬث‬਋ܑ̫̞̀ͥު͉Ȅ‫̷͈̱̀ٽ‬౷֖̤̫ͥͅ২ٛഎୣහ͈ଛ࣐̞ࣞͅփেͬ঵̤̽̀ͤȄ႕̢͊౷֖ඤ́ࡹ
ဥͬ֋঵̳̭ͥ͂͜ͅୟޭഎ̜́ͥȃ̹͘Ȅ౷֖ඤ͈́ࡹဥͬ֋঵̱̠͢
ܑ̳͂ͥު͈৘க͉Ȅ౷֖ͅआ̰̱̞̞̠̀ͥ͂ບ‫֚ͬث‬௄೰಍̵̯̭ͥ
̦͂̾̈́ͥͅȃܑު͂౷֖২͈ٛ͂ྟ୪̈́‫̦߸۾‬Ȅ̷ܑ͈ުͅచ̳ͥ২ٛ
എ૞ှ̹̳͈̜ͬͣ́ͥ͜ȃ౷֖ඤ͈́৾֨୶͈͂૞ှ‫͞߸۾‬౷֖ͅ೰಍ܑ̱̹ު̱͈͂̀২ٛഎ̈́
ບ‫ږ̹̞̦ͭ̽ث‬ၛ̯ͦͥ͂Ȅܑު̷̦͈౷֖ͅ೰಍̱௽̫̠̳͂ͥ͢ႁ
̱͂̀ैဥ̱Ȅॲުਬୟͬհ೰̵̯ͥါ֦̈́ͥ͂ͅ࡞̢ͥȃԈȅ̢͙̰ͥᣏȇ૞ှ΍ίρͼΙͿȜϋ͈ಎ́ࢹಃ̯̹ͦ૞ှ‫̞̀̾ͅ߸۾‬Ȅ‫ުݯރ‬৪͈͂‫ࢹͅۼ‬ಃ̯̹ͦ૞ှ͉ȶΨΛ·χȜΡςϋΉȜΐȪbackward linkageȫ͈૞ှȷȄࡺ‫ࢹͅۼ͈͂ݖ‬ಃ̯̹ͦ૞ှ͉ȶέ΁χȜΡςϋΉȜΐȪforward
linkageȫ͈૞ှȷ͂ࡤ͓ͥȃ̻͈̓ͣ૞ှ̦ਬୟ͈ါ֦̱͂̀ͤ͢‫ै̩ޑ‬ဥ̳̥͉ͥȄॲު̽̀͢ͅ։̈́ͥȃ႕̢͊Ȅ஍֋֓͞࿪຦ॲު͉́Ȅέ΁χȜΡςϋΉȜΐ͈૞ှ͉̜ͤ͘ਹণ̴̯̤ͦ̀ͣȄΨΛ·χȜΡςϋΉȜΐ͈૞ှ̦ͤ͢ਹါ̞͂̈́̽̀ͥȃ༷֚Ȅ߄௺͞‫ܥ‬٫ࢥު͉́ȄΨΛ
·χȜΡςϋΉȜΐ͈૞ှոષͅέ΁χȜΡςϋΉȜΐ͈૞ှ̦ਹণ̯ͦ
̞̀ͥȃ̭͈̠̈́͢΋ϋΠρΑΠ̦‫࡬ة‬୆̲͈̥̞ͥ̾̀ͅȄ஍֋ࢥު͂
‫ܥ‬٫ࢥުͬ႕͂̽̀ͅࣉख़̱͙̀ͥȃ஍֋ࢥުͅ‫ͥͦ͘܄‬ୋঝ͞ཚୡȄ૕໤͈ιȜ΃Ȝ͉Ȅ‫ܥ‬٫ࢥުͅ‫ͦ͘܄‬10౷֖ͼΦαȜΏοϋȆΏΑΞθུ̤̫ͥͅ২‫ܥ‬ෝ͈ਬୟါ֦Ȫ৚ỹȫ

11ͥ஍֋‫ܥ‬٫ιȜ΃Ȝ̥ͣࢥै‫ܥ‬٫̈́̓ͬࣔව̱̤̀ͤȄၰ৪͉ξȜΎȜ͂΍ίρͼμȜ͈‫̜ͥͅ߸۾‬ȃ஍֋ιȜ΃Ȝ͂̽̀ͅ஍֋‫ܥ‬٫ιȜ΃Ȝ͉ΨΛ·χȜΡςϋΉȜΐ͈௖਀̜́ͤȄ஍֋‫ܥ‬٫ιȜ΃Ȝ͂̽̀ͅ஍֋
ιȜ΃Ȝ͉έ΁χȜΡςϋΉȜΐ͈௖਀̜́ͥȃၰ৪͈‫ࢥ̯ͥͦ֨৾́ۼ‬ै‫ܥ‬٫͉Ę͈̠̏̾̈́͢අৗͬ঵़̜̾́ͥȃ̳̻̈́ͩȄࢥै‫ܥ‬٫͉ఉအ̈́ါளܿ੅̽̀͢ͅࢹ଼̯̤ͦ̀ͤȄξȜΎȜ̷̦͈ܿ੅എ̈́අಿͬၑٜ
̳͉ͥࣞͅഽͅ୺࿝എ̈́౶েͬຈါ̳͂ͥȃ̹͘Ȅࢥै‫ܥ‬٫͉Ȅ৘षͅ୆ॲࢥ೾ͅ൵ව̱͙̫̀̈́ͦ͊୆ॲ࢘ၚ͞ঀ̞ੳ਀͈ၻ̴̯̦̥ͩͣȄ̳̪͉ͅ၌ဥ‫ث‬౵ͬບ‫̧̞̦̭̳̈́́͂ͥث‬ȃ̯ͣͅȄࢥै‫ܥ‬٫͉ఛဥාତ̦
ಿ̩Ȅࣞ‫̹̜͛ͥ́ڣ‬Ȅອ้ͅฃ̢̞̦࣐͈͉̞۟ͩͦͥ́̈́͜ȃ̭͈̠ࣞ͢ͅഽͅ୺࿝എ́Ȅ৘षͅࠐࡑ̷̱͈̀͜ၻ̱՛̱̦̳̪͉ͅບ‫̱ث‬ඳ̞଻ৗͬ঵़̞͉̽̀ͥȄζȜΉΞͻϋΈ͈໦࿤́ȶ૞ှ़Ȫcredence
goodsȫȷ͂ࡤ̞͊ͦ̀ͥȪDarby and Karni 1973ȫȃ̭͈̠̈́͢଻ৗͬ঵̾
़͈͉৾֨ͅȄ़͈೹‫ރ‬৪͈৘ୡ͞૞ှ̦̈́̓ఱ̧̩‫̳ͥޣג‬ȃ̱̹̦̽̀Ȅ૞ှ़̱͈͂̀଻ৗͬ঵̾஍֋‫ܥ‬٫͈΍ίρͼμȜ͂̽̀ͅȄέ΁χȜΡςϋΉȜΐ͈૞ှ̦ਹণ̯͈̜ͦͥ́ͥȃ̹͘Ȅ஍֋‫ܥ‬٫ιȜ΃Ȝ͉Ȅ๞͈ͣ͂̽̀ͅ΍ίρͼμȜ̳͂৾֨ͥ‫ܥ‬٫໐຦ͬࠐࡑഎͅບ‫̧͈ͥ́ث‬́ȄΨΛ·χȜΡςϋΉȜΐ̤̫ͥͅ૞ှ͈ਹါഽ͉௖చഎͅ೩̩̈́ͥȃ༷֚Ȅ஍֋‫ܥ‬٫͈ξȜΎȜ̜́ͥ஍֋ιȜ΃Ȝ͉͂̽̀ͅȄ૞ှ़͈΍ίρͼμȜͅచ̳ͥ૞ှȄ̳̻̈́ͩΨΛ·χȜΡςϋΉȜΐ͈૞ှ̦ਹါ͂
̈́ͥȃ̹͘Ȅ๞̦ͣୋ௮̳ͥडਞક๯़͉Ȅ౷ၑഎͅࢩ̞ํս̹̦ͥ͘ͅ
ঌાͅ‫̤̯ͤ̀ͦݯރ‬Ȅ̷͈຦ৗ͉ঌા̤̞̀ͅࠐࡑഎͅບ‫̯ͦث‬ං͈ͥ́Ȅέ΁χȜΡςϋΉȜΐ͈૞ှ͈ਹါഽ͉Ȅਬୟါ֦̱͉͂̀௖చഎͅ
೩̩͈̜̈́ͥ́ͥȃոષ͈໦ଢ଼ࠫ‫͉ض‬Ȅ̜ͥ౷֖͈ॲު͂̽̀ͅȄ΍ίρͼΙͿȜϋͅ‫۾‬Ⴒ̳ͥ৾֨௖਀͈ఉ̷̩̦͈౷֖ඤͅంह̱̞̩̀̈́͂͜Ȅࡠ̹ͣͦ௖਀͂
͈‫́ۼ‬ਹါ̪̈́৾֨ͬ͛ͥ૞ှ‫ࢹ̦߸۾‬ಃ̯̞ͦ̀ͦ͊Ȅ̷͈ॲު̤̫ͅ
1112ີȁআȁაȁ஽ܑͥުਬୟ̦հ೰̳̭ͥ͂ͬাऐ̱̞̀ͥȃܑު‫ࢹͅۼ‬ಃ̯̹ͦ૞ှ‫߸۾‬͞౷֖ͅ೰಍ܑ̱̹ު̱͈͂̀২ٛഎບ‫̦ث‬Ȅ౷ܑ֖͈͒ު͈೰಍ͬ௯̱
̞̞̠̀ͥ͂ࠫ‫͉ض‬Ȅܑު‫͂ުܑ͍̤͢߸۾ۼ‬౷֖২͈ٛ͂௖ࡽैဥͅచ
̳ͥਹါ̈́ণതͬ೹‫̞̱ͥ̀ރ‬ȃਬୟඤ໐ܑ͈ު͉Ȅ৾֨௖਀͈‫ܢ‬ఞͅ؊̢͓̩ͥ‫ڰ‬൲̱Ȅ̹͘౷֖͈֥̱͈֚͂̀২ٛഎୣහͬ‫̭̳̹̽͂͢ͅض‬̀Ȅ‫ވ‬൳ఘ͈੨ႁ͈‫ܖ‬๕͂̈́ͥ‫ފ‬ႁഎ̈́‫߸۾‬Ȅ̳̻̈́ͩ২ٛ঩ུͬಇୟ̱
̢̞̞̜̠̀ͥ͂ͥ́ͧȃ̷͈आ଼̳͈̦ۚͬȄ૞ှ̞̠͂ࡉ̢̰ͥᣏ́
̜ͥȃ૞ှ͉֚ಱ֚တ͉ͅࠁ଼̢̱̞༷֚̈́Ȅ႕ܑ̢͊ު̦‫ܥ‬ٛ৽݅എ̈́
࣐൲ͬ͂ͦ͊ယօͅ༲ٟ̳ͥୖ̞͈̜́ͥ͜ȃ̷͈̹͛Ȅਬୟඤ໐ܑ͈ު
͉Ȅ௖ࡽͅ‫༷̳֚́ͥ಺ފ‬Ȅ౷֖২͈֥̱֚ٛ͂̀ୣහۜ͞ঀྵۜͬ঵̽
̀‫ڰ‬൲̳ͥຈါ̦̜ͥȃԉȅ̤ͩͤͅ
ུࡄ‫͉́ݪ‬Ȅॲުਬୟ͈ࠁ଼ါ֦ͬྶ̥̳̹ͣͥ͛ͅͅȄ̴͘ཤၘ౷֖
̤̞̀ࣞͅഽͅਬୟ̦͙ͣͦͥ஍֋Ȅ߄௺Ȅ‫ܥ‬٫Ȅ֓࿪຦ॲު̞̾̀ͅȄ·ρΑΗȜ͈‫ٽ‬ැ̦ഐࣣഎ̜̥̠̥͈́ͥ̓࠿൦࣐̹ͬ̽ȃ̷͈ࠫ‫ض‬Ḙ͈̏ͦͣॲުͅ‫۾‬Ⴒ̳ͥ΍ίρͼμȜ͞ࡺ‫ݖ‬Ȅ‫͉ުܑࣣއ‬Ȅຈ̴̱͜౷֖ඤ
ͅਬୟ̴̱̤̀ͣȄ·ρΑΗȜ̦ࠁ଼̯̞͉ͦ̀ͥ͂࡞̢̞̭̦̈́͂ͩ
̥̹̽ȃ̱̥̱Ȅ̷̴̥̥ͦͩͣ͜ͅȄఱఉତܑ͈ު͉ཤၘ౷֖‫ུͅٸ‬২‫ܥ‬ෝͬ֊ഢْ̳̞̞ͥࠗͬ̽̀̈́͜ȃ̷̭́Ȅܑު̦ཤၘ౷֖ͅগͥ͘ၑ
ဇ̞͈̾̀ͅ໦ଢ଼࣐̹ͬ̽ȃ໦ଢ଼͈ࠫ‫̥ͣض‬Ȅਬୟඤ໐͈΍ίρͼΙͿȜϋͅ‫͈ۼުܑͥͩ۾‬૞ှ‫͞߸۾‬౷֖ͅ೰಍ܑ̱̹ު̞̠͂২ٛഎບ‫̦ث‬̞̹̽ͭ‫ږ‬ၛ̯ͦͥ͂Ȅܑު̦౷֖ͅ೰಍̱௽̫̠̳͂ͥ͢ႁ̱͂̀ैဥ
̳̭̦ͥ͂ྶ̥̹ͣ̈́̽ͅȃ̱̹̦̽̀Ȅࣽࢃ͈౷֖ଽॐ͈ജ‫ͅٳ‬൚̹͉̽̀Ȅࠐफঐດ̽̀͢ͅ௶೰̧́ͥॲުႲ‫͉́۾‬෤՜̧̞́̈́ࡉ̢̰ͥ২
ٛഎ‫͜ͅ߸۾‬ಕ࿒̳ͥຈါ̦̜ͥȃ12౷֖ͼΦαȜΏοϋȆΏΑΞθུ̤̫ͥͅ২‫ܥ‬ෝ͈ਬୟါ֦Ȫ৚ỹȫ13εȜΗȜͦ͊͢ͅḘ̭̏ତා͈‫ͅۼ‬ȄͼΦαȜΏοϋͬ࢘‫ض‬എ̹ͣ͜ͅ
̳̠̈́͢·ρΑΗȜ͈ࠁ଼ͬ࿒എ̱͂̀ȄΘͼμκϋΡȆκΟσͬࢹ଼̳ͥ 4 ͈̾ါ֦ͬ‫ڰ‬ဥ̱̀Ȅ౷֖‫ͬا଻ڰ‬଎̞࣭̽̀ͥȄ౷֖Ȅസঌ̦̈́̓
ఉତࡉ̧̠̞ͣͦͥ̈́̽̀̀ͥ͢ͅȪPorter, 2002ȫ
ȃ̹͘Ȅड߃͈·ρΑΗȜͅ‫̥ͣض଼ݪࡄ̳ͥ۾‬Ȅଽܑຸ͞ުȄఱ‫۾ܥݪࡄ͞ڠ‬Ȅ‫ڎ‬ਅ౬ఘ͞ழ
૕͈̈́̓ໝତ͈ίτȜμȜ̦ୟޭഎͅ࿨‫͉̭̳̹ͤ͂͂͢͜ضͬڬ‬Ȅܑު͈ͼΣΏͺΞͻή̦ະ‫̧̞̥ͥ̀̀̽̈́ͣͅྶ̦̭̜͂ͥ́ࠧخ‬ȪPorterand Emmons 2003ȫȃ̭͈തͅ‫۾‬Ⴒ̱̀Ȅུა໲́ঀဥ̱̹ΟȜΗ͉Ȅ౷֖೰಍͈ါ֦̱͉͂̀ȶ౷֖͈ఱ‫࢖͞ڠ‬എ‫͈͂۾ܥ‬ΥΛΠχȜ·̦ା̞̽̀ͥȷ̭͈͂ਹါഽ̦Ȅॲު̮͂ͅఱ̧̩։̞̭̈́̽̀ͥ͂ͬা̱̞̀ͥ
Ȫ଎ນ 4ȫȃ̭͈̠̈́͢ओ։̦୆̲ͥါ֦ͬྶ̥̳̹͉ͣͥ͛ͅͅȄ౷֖ͅంह̳ͥఱ‫࢖͞ڠ‬എ‫ފ͂ުܑ͂۾ܥ‬ႁ‫ࢹ͈߸۾‬ಃ̞̾̀ͅ໦ଢ଼̳ͥຈ
ါ̦̜ͥȃ̭͉ͦࣽࢃ͈‫ه‬ఴ̱̹̞͂ȃ̹͘Ȅུა໲͉́Ȅਬୟ͈ࠁ଼ါ֦ͬॲު̮͂ͅ࠿൦̱̹̦Ȅ໦ଢ଼ͅဥ̞̹ॲު໦႒̦ல̥̹̹̽͛Ȅॲު‫݈͈̞̀̾ͅ߸۾͈ۼ‬ა͉Ȅ̱̱͊͊೰଻എٜ̈́৷ͅগ̹̽͘ȃࣽࢃ͉Ȅͤ͢ळ̥̞ॲު໦႒ͬဥ̞̹໦ଢ଼࣐ͬ
̠̭͂̽̀͢ͅȄ౷֖ͼΦαȜΏοϋ̤̫ͥͅॲު‫͈ۼ‬௖ࡽ‫̥ͣྶͬ߸۾‬̳̭ͥ͂͜ͅ‫ه‬ఴ͂̈́ͥȃ̭͈̭͉͂ȄFloridaȪ1995ȫ͞ AsheimȪ1996ȫ
͈̞̠ȶ‫ڠ‬ਠ౷֖ȷ͈ॽழ͙ͬ෤՜̳̭̦̜̠ͥ͂̾̈́ͥ́ͧ͜ͅȃȴಕȵ
Ȫ1ȫ ̷͈͕̥ີ५ࡇȄ୞୼ࡇȄ໛֔ࡇ͈;Ϳή΍ͼΠ͜४ચ̱̹ȃ‫Ϳ;ڎ‬ή΍ͼΠ͈ URL ͉ষ͈೒̜ͤ́ͥȃີ५ࡇ͈;Ϳή΍ͼΠȇhttp://www.pref.toyama.jp/
୞୼ࡇ͈;Ϳή΍ͼΠȇhttp://www.pref.ishikawa.jp/
໛֔ࡇ͈;Ϳή΍ͼΠȇhttp://www.pref.fukui.jp/
Ȫ2ȫ ཤၘ౷֖͈ࢥު੄‫͉ڣك‬Ȅࠐफॲުજ̤͍͢ີ५ࡇȄ୞୼ࡇȄ໛֔ࡇ͈;Ϳ

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ີȁআȁაȁ஽ή΍ͼΠ̥ͣຊ৪̦ॳ੄̱̹ȃࢥުൡ̞ࠗ̾̀ͅ४ચ̱̹;Ϳή΍ͼΠ
͉ষ͈೒̜ͤ́ͥȃࠐफॲުજ͈;Ϳή΍ͼΠȇhttp://www.meti.go.jp/statistics/data/h2i0000j.
html
ີ५ࡇ͈;Ϳή΍ͼΠȇhttp://www.pref.toyama.jp/sections/1015/
୞୼ࡇ͈;Ϳή΍ͼΠȇhttp://toukei.pref.ishikawa.jp/annual/shoukou/
mnfc_h14/mnfc_h14.htm
໛֔ࡇ͈;Ϳή΍ͼΠȇhttp://toukei.pref.fukui.jp/nenpo/14kkougyo/४ࣉ໲ࡃ୞ாဢঊȆ൥നઍ‫ݛ‬ȆஜനઌȆ߄֚֔ᾲȆ५ỹႿȪ2003ȫȄȸ඾ུ͈ॲު·ρΑΗȜ୽ၞȝ౷֖̤̫ͥͅ‫އ‬௔࿹պ͈‫ږ‬ၛȹခ๣‫ڝ‬ȸ඾߄֚֔ᾲȪ2003ȫ
ȶ·ρΑΗȜၑა͈࠿൦͂ठࢹ଼ȝࠐ‫͈ڠא‬ণത̥ͣȷȄȄུ͈ॲު·ρΑΗȜ୽ၞȝ౷֖̤̫ͥͅ‫އ‬௔࿹պ͈‫ږ‬ၛȹခ๣‫ڝ‬ࣞᚧဉ֚Ȇ‫ع‬ఆࢡ࢕Ȇ൐অ࿮ঃྶȆུࢫࢤঃȆ‫ུޘ‬ഓढȪ2000ȫȄȸ୞୼ࡇ͈Ⴄ
ঃȁࡇঃ 17ȹ५୼੄ๅ২
५ỹႿȪ2002ȫȄȸ·ρΑΗȜ୽ၞȹခ๣‫ڝ‬஖੥Asheim, B. T. (1996)ȩIndustrial districts as Ȧlearning regionsȧ: a condition forprosperity,ȩ European Planning Studies 4 (4), pp.379-400.
Florida, R.(1995) ȨTowards the learning region,ȩ Futures 27 (5), pp.527-536.
Darby, M. and E. Karni, (1973), ȨFree Competition and the Optimal Amount ofFraudȩ
, Journal of Law and Economics 16: pp67-88.
Krugman, P. (1991), Geography and Trade, The MIT Press.
Marshall, A. (1890), Principles of Economics, Macmillan.
Porter, M. (1990), The Competitive Advantage of Nations, The Free Press.
Porter, M. (1998), On Competition, Harvard Business School Press.Ȫಅඤࢬࣞ࿫ȸ‫އ‬௔୽ၞაȹΘͼμκϋΡ২Ȅ1999ȫ
Porter, M. (2002), ȨMicroeconomics of Competitiveness: The Role of Clusters andCluster Development,ȩ Dec. 4, 2002, Presentation at METI.
Porter, M and W. Emmons (2003), ȨInstitutions for Collaboration: Overview,ȩHarvard Business School.
Weber, A. (1909) Ueber den Standort der Industrien, Verlag von J.C.B. Mohr.

14Ȭࡄ‫ݪ‬ΦȜΠȭমުठࢹಃ͂‫ۯ‬ၑٛࠗȝমު໐ଷ̥ͣ໦২‫͈͒ا‬ജ‫ٳ‬ȝ‫܊‬ȁനȁࢫȁ଼Ƀ͉̲͛ͅɄ
ԅȁઐ‫ئ‬ഩ‫͈ܕ‬মުठࢹಃ͂‫ۯ‬ၑٛࠗ
1ȁઐ‫ئ‬ഩ‫͈ܕ‬মު໐ଷȁ2ȁઐ‫ئ‬৆মު໐ଷ͈‫ۯ‬ၑٛࠗഎඅৗ
3ȁࡐह‫̹̱ا‬࿚ఴത4ȁমުΡιͼϋٛ২ଷͅ֊࣐
5ȁ૧̱̞ުୡບ‫ث‬ΏΑΞθԆȁ໌ന࿪຦͈মުठࢹಃ͂‫ۯ‬ၑٛࠗ
1ȁ໌ന৆΃ϋΩΣȜଷ͈අಭ
2ȁ໌ന৆΃ϋΩΣȜଷ͈‫ۯ‬ၑٛࠗഎඅৗ
3ȁ΃ϋΩΣȜ͈͒‫ޣג‬
4ȁ΃ϋΩΣȜଷ̥ͣ໦২‫͒ا‬Ƀ̤ͩͤͅɄ

Ƀ͉̲͛ͅɄ
ܑު͉ࠐ‫͈ޏ۪א‬་‫ͅا‬ഐ؊଼̱̀ಿͬ௽̫̞̩̀ȃഐ؊എ଼ಿ̷ܑ̭
ުࠐ‫ړ͈א‬૤̜́ͥȃ৐̹ͩͦ 10 ා̞̹͂ͩͦΨήσࢃ͈඾ུࠐफ͈ಎ
́Ȅఉܑ̩͈ު̦ߎ̱͙̦̈́ͣ་‫ͅا‬ഐ؊̱Ȅমު͈ठࢹಃͬদ͙Ȅ21ଲ‫אࠐ͈߿ܮ‬κΟσ͈஻୭ͅಯ୽̧̱̹̀ȃ15

2ີȁআȁაȁ஽̭̠̱̹ಎ́Ȅ‫ۯ‬ၑܑ͉ٛࠗުࠐ‫ͬא‬঑‫̳ͥ׳‬̱ٛࠗ͂̀Ȅࠐ‫͈א‬৘ఠȄ࿚ఴതȄ་‫͈͒ڟ‬࿒ດ࣐͂൲৘ୡͬ‫خ‬ণ‫̱ا‬Ȅ࿒ດో଼̥̠࣐࢜ͅ൲ͬ঑
̢̧̹̀ȃ̭̠̱̹۷ത̥ͣȄࠐ‫ۯא‬ၑͬ঑‫ۯ̳ͥ׳‬ၑ͈ٛࠗ࿨‫ͬڬ‬Ȅઐ‫ئ‬ഩ‫ڼުॲܕ‬৆ٛ২Ȫո‫ئ‬Ȅઐ‫ئ‬ഩ‫ܕ‬ȫ͂໌ന࿪຦ࢥު‫ڼ‬৆ٛ২Ȫո‫ئ‬Ȅ໌ന࿪຦ȫ͈ম႕ͬ৾ͤષ̬̀ାၑ̱͙̹̀ȃઐ‫ئ‬ഩ‫͈ܕ‬ম႕͉́Ȅਲြ̥͈ͣࠐ‫ۯא‬ၑΏΑΞθ͈ಔ̜̹́̽মު໐ଷ͈ٜఘ͂૧̱̞Ριͼϋٛ২ଷͬ৾ͤષ̬ͥȃ໌ന࿪຦͈ম႕͉́Ȅ΃ϋΩΣȜଷ͈൵ව͂໦২‫͈ا‬ίυΓΑͬ৾ͤષ̬ͥȃԅȁઐ‫ئ‬ഩ‫͈ܕ‬মުठࢹಃ͂‫ۯ‬ၑٛࠗઐ‫ئ‬ഩ‫ ͉ܕ‬2002 ා 3 ࠮‫֨୕́ॳࠨܢ‬ஜఅ৐ 5480 ‫͂׫ؙ‬஻ުոြ͈‫ڣݴ‬୤লͬࠗષ̱̹ȃ̭ͦͬࠀ‫ͅܥ‬ಎఆ২ಿ͈ςȜΘȜΏΛί͈‫́ئ‬ȶ෫ٟ͂஻௮ȷͬ‫̳֣ͥ͂ܠ‬٨‫ͬڟ‬ΑΗȜΠ̵̯̹ȃ̷͉ͦ஻ުոြ෽̹ͩͦȶΪΠȄ΃ΥȄκΦȄૂ༭ȷͅ‫ࢹאࠐ̜̳ͥͣͥ͠۾‬௮ͬ་‫ ̱ڟ‬21 ଲ‫͈߿ܮ‬ࠐ‫א‬κΟσͬैͤષ̬̭̜̹ͥ͂́̽ȃ̷̱̀ 2002 ා 10 ࠮ͅષાܑުͬ‫৽͚܄‬ါঊٛ২ 5 ২ͬۖ஠ঊٛ২‫̳ا‬ͥ͂͂͜ͅࠐ‫ۯא‬ၑଷഽ͈าུഎ̈́٨‫ͬڟ‬఑̻੄̱̹ȃ̷͉ͦઐ‫ئ‬ഩ‫͈ܕ‬মު໐ଷٜͬఘ̱ȄȶমުΡιͼϋٛ২ȷͬ৽৊̳͂ͥࠐ‫ۯא‬ၑଷഽ͈ࢹ
ಃ̜̹́̽ȃ̭֚ͦͣႲ͈൲̧ͬ໦ଢ଼̳ͥͅष̱̀Ȅ̴͘ಿ‫̹̽ͩͅۼܢ‬̀ઐ‫ئ‬ഩ‫ۯאࠐ͈ܕ‬ၑఘଷ͈‫ܖ‬๕̞̹͂ͩͦমު໐ଷ̞̾̀ͅ‫ۯ‬ၑ͈ٛࠗণതͅၛ͙̠̽̀͂͛̀͘͢ȃˍȁઐ‫ئ‬ഩ‫͈ܕ‬মު໐ଷઐ‫ئ‬ഩ‫͈ܕ‬মު໐ଷ͉Ȅ1933 ාͅ஻ު৪ઐ‫ࢨئ‬෗੩ঙ͈ඊু͈อྶ͂
̞̠ࠁ́ΑΗȜΠ̱̹ȃ൚শ͈ઐ‫ئ‬৆মު໐ଷ̷͉͈ͦ́͘ࢥા߲ͬୋ຦
͈‫ٳ‬อ̥ͣ୆ॲȄ์คȄਓ঑ͅঢ֚ͥ́͘۹̱̀ୣහͬ঵̾२͈̾মު໐
16

3মުठࢹಃ͂‫ۯ‬ၑٛࠗȪ‫܊‬നȫͅ໦̫Ȅඊၛनॳଷͬनဥ̱̹͈̜̹́̽͜ȃ̷͈஬̞͉ȶু৽ୣහࠐ‫א‬(1)͈ഔೲȷ͂ȶࠐ‫א‬৪଼͈֗ȷ̜̹̞̞̽͂ͩͦ̀ͥͅ ȃ̭̠̱̹ඊু͈ၑැͅ‫̧̿ܖ‬൵ව̯̹ͦઐ‫ئ‬৆মު໐ଷ͉Ȅ୽ಎȄ୽ࢃ͈൲၄‫ࢃ̢̹קͤ઺ͬܢ‬Ȅͤ͢ఘࠏഎ̈́মު໐ଷζΥΐιϋΠ͂‫ۯ‬ၑٛࠗΏΑΞθͬैͤષ̬̞̹̀̽ȃ̷͈ࠫ‫ض‬Ȅઐ‫ئ‬ഩ‫͈ܕ‬মު໐ଷζΥΐιϋ
Π͉඾ུ͈ࣞഽ଼ಿশయ̠̩͘ͅഐࣣ̱Ȅ൳২͈ࣞਓ‫ף‬Ȅ଼ࣞಿͬ঑̢ͥ
ࡔ൲ႁ̞̹͂̈́̽̀̽ȃˎȁઐ‫ئ‬৆মު໐ଷ͈‫ۯ‬ၑٛࠗഎඅৗ
ȶুࡨୣහࠐ‫͈א‬ഔೲȷ͈ͬ͌͂̾࿒ດ̱̹͂൳২͈মު໐ଷ͉মު໐
͈ඊၛनॳփেͬ௯ૺ̳̹ͥ͛Ȅ‫ۯ‬ၑ͈ٛࠗॽழ͙̱̜̹̥͂̀͜ඊၛܑ
ު͈̠̈́͢ࠐ‫ۯא‬ၑΏΑΞθͬैͤષ̬̹ȃ̷͈අৗ̜̬ͬͥ͂ষ͈೒ͤ
(2)

̜́ͥ ȃ
Ȫ1ȫ ‫ڎ‬মު໐͉ඤ໐঩ུ߄ͬ঵̾ඊၛनॳౙպ̱͂̀అ‫ॳࠗף‬੥Ȅ఩ৰచચນȄ΅λΛΏνέυȜࠗॳ੥ͬ঵̾ȃȪ2ȫ মު໐͈ުୡບ‫ུܖ͈ث‬ঐດ͉Ȅ‫ުא‬၌‫̥ͣף‬঩ུ߄၌ঊུ͂২ৰ
ව߄၌ঊͬओ̱̞̹֨ॼဒ၌‫̹̱͂ף‬ȃॼဒ၌‫ުא̥͕͈ף‬၌‫ף‬Ȅคષࣞ͜ުୡບ‫͈ث‬చય̱̹͂ȃȪ3ȫ ‫ؾ‬ං঩߄͈იඤ́ൎ঩̳̭ͬͥ͂Ȅ̢̞̞̥ͦ͊΅λΛΏνέυȜ̦ίρᾼ̠̈́ͥ͢ࡕ̱̩ါ‫̹̯ͦݥ‬ȃ
Ȫ4ȫ ୕֨ஜॼဒ၌‫߄୕̥ͣף‬Ȅ෻൚ࡉࣣͬओ̱̞̹֨ඤ໐၌‫ͬ߄ף‬মު໐ͅၣ༗̵̯Ȅඤ໐అ‫ף‬໦͉ྫ၌ঊ͈঩ུ࡙ஂ̱̹͂ȃȪ5ȫ ‫ۯ‬ၑΏΑΞθ̱͂̀࠮ষఅ‫ͥ͢ͅॳࠗף‬ထ৘చ๤Ȅஜ࠮৘ୡచ๤͂
̞̠ࠁ́Ȅ৘ୡ͈κΣΗȜ͂ओ։໦ଢ଼Ȅ٨஝͈͒ͺ·Ώοῧ̞̠΍ͼ·σ̳̠̱̹ͬٝ͢ͅȃȪ6ȫ ̱̥̱Ȅ၌‫ުף‬ୡ͉૽মࣉ‫͈֚ࣜه‬࿒͂̓͛ͅȄমު໐ಿ͈༭ਫ͞
174ີȁআȁაȁ஽ઌૺͅೄ̵̯̞̞ࠫ̀̈́ȃ̭͈ͦͣॽழ͙͉ষ͈̠̈́͢ 2 ͈̾ಔ̽̀͢ͅ঑̢̞̹ͣͦ̀ȃల͉֚Ȅমު໐ಿ͈ບ‫ث‬৲ഽͬ২ඤ߄၌ओ̧֨ࢃ͈ॼဒ၌‫̱͂ף‬ඤ໐၌‫ͬ߄ף‬মު໐ͅၣ༗̳ͥത̜́ͥȃ̭͉ͦমު໐ಿͅಿ‫ܢ‬എ̈́‫ٳ‬อൎ঩͞মު٨஝ͬ௯̳࢘‫̞̞̹̜̦ͥ̀ͦͩ͂̽ض‬ȃల 2 ͉Ȅ‫ڎ‬ාഽ͈ൎ঩‫̦ڣ‬‫ؾ‬ං၌‫ํ͈ף‬սඤͅਓ̠ͥ͘͢ভগ̥̫̞͛ͬ̀ͥത̜́ͥȃ̭͉ͦࣞഽ
଼ಿ‫͈ܢ‬஠২എ̈́঩߄਑ါͬဲ̢Ȅ঩߄ΏοȜΠͬཡ̪࿒എ̜̹́̽ȃ̭͉ͦͣࣞഽ଼ಿ‫ز͈ܢ‬ഩު‫އ͈ٮ‬௔۪‫͂ޏ‬ਓ‫ڕף‬ංͅζΛΙ̱̹ॽழ͙̜́ͥȃ‫ڎ‬মު໐̦ু͈ͣ໐࿝͈၌‫଼͂ף‬ಿͬ࿒ঐ̱࣐̀൲̳ͥࠫ‫ض‬̦Ȅ஠ఘ̱͂̀၌‫଼͂ף‬ಿ࣓ͅࡃ̳̞̠̞ͥ͂ͩ͊ၻ੏۪͈ॽழ͙̜́̽
̢̹̞̠͂͢ȃ๊֚എ͉ͅȄমު໐͈ࡢ༆डഐ࣐൲͉஠ఘडഐ͈۷ത̥ͣࡉͥ͂ΈσȜίඤͅఉ̩͈υΑͬ୆͙੄̱ੳ̻̜́ͥȃ̱̥̱Ȅζ·υഎࣞͅഽ଼ಿ̦
‫ڐ‬ఱ̳ͥশ‫͉ͅܢ‬Ȅ̷͈υΑ͉஠ఘ͈ުယ‫ڐ‬ఱ͈ಎ́‫ݟ‬ਓ̯ͦȄ஠ఘ̱͂(3)଼͈̀ಿ̦‫خ‬ෝ̞̹͈̜͂̈́̽̀̽́ͥ ȃˏȁࡐह‫̹̱ا‬࿚ఴത̱̥̱Ȅ1970 ාయࢃ฼ոࣛȄ඾ུࠐफ̦ࣞഽ଼ಿ଼̥ͣ੃߿೩଼ಿশ
యͅ֊࣐̳ͥ̾ͦ̀ͅȄ൳২͈মު໐ଷζΥΐιϋΠ͈ॽழ͙͉Ȅ̷଼͈͈ࢗ࡬ͅఉ̩͈࿚ఴതͬࡐह‫̵̯ا‬Ȅ൳২͈ࠐ‫࣐א‬൲͈௷̵̥͂̈́̽̀
(4)̞̹̽ȃո‫ ̠͙̀͢ࡉͅئ‬ȃࠐ‫͈ޏ۪א‬་‫͉ͅا‬ఱ̧͈̦̜̹̈́̽͜ȃ‫ز‬ഩୋ຦͈ఉ̩͉คષ̦ࣞඡ
‫̱ا‬Ȅ̷ͦ̾ͦ̀ͅૂ༭‫ܕܥ‬Ȅॲުဥ‫଼̦ܕܥ‬ಿ໦࿤̞̹͂̈́̽̀̽ȃ̭ͦͬমުεȜΠέ΁ς΂͈۷ത̥ͣࡉͥ͂Ȅ൳২̦ఱ̧̈́ΏͿͺȜͬ঵̞̹̽̀‫ز‬ഩୋ຦̦ȶΑΗȜȷ̥ͣȶ΅λΛΏν΃;ȷͅ֊࣐̱̹̭͂ͬփ
ྙ̱̞̹̀ȃ̱̹̦̽̀Ȅ஠২എ۷ത̥ͣࡉͦ͊Ȅ૧̹̈́ΑΗȜমުͅచ18

5মުठࢹಃ͂‫ۯ‬ၑٛࠗȪ‫܊‬നȫ̱̀ୟޭഎͅ঩࡙ൎව࣐̞ͬমުࢹ௮ͬ་̢̞̩̀ຈါ̦̜̹̽ȃ̞ͩ͊ఱ໙̈́মުεȜΠέ΁ς΂͈ழ̢̦۟ະ‫̹̜̽́ࠧخ‬ȃ̱̥̱Ḙ̠̱̹̏૧̱̞൲̧͉ুၙഎ͉ͅࡉ̴ͣͦȄਲြ͈ॽழ͙͉ఱ
(5)̧̈́વ‫̹̞̽̀̽̈́͂ٺ‬ȃ̭ͦͬ‫ۯ‬ၑٛࠗഎͅࡉͥ͂ষ͈೒̜ͤ́ͥ ȃ
Ȫ1ȫ ‫ڎ‬মު໐̦ȶু໐࿝͈၌‫ף‬ȷͬड࿹୶̳ͥॽழ͙͈‫́ئ‬Ȅ‫ڎ‬মު໐଼͉ಿ̦ࡉࣺͦͥ͘૧ୋ຦໦࿤ࣺ̠̱̹ͬ৾ͤ͂ࠫ͜‫ض‬Ȅ൳̲ୋ຦໦࿤́։̈́ͥমު໐̦‫̳ࣣͥއ‬ΉȜΑ̦ఉ̧̩̞̹ܳ̀̽ȃȪ2ȫ মު଼͈੃̽̀͢ͅ‫ز‬ഩ໦࿤͈ఉ̩͈মު໐͉Ȅॼဒ၌‫΅͂ף‬λΛΏνέυȜͬఱ̧̩٨஝̱Ȅఱ̧̈́ඤ໐၌‫ͬ߄ף‬ಇୟ̵̯̞̹̀ȃུ২ৰව߄͉Δῦ̈́ͤȄུ̯ͣͅ২ဖు߄ͬಇୟ̱Ȅඤ໐߄၌ਓ
වͬఱ̧̩̱̞̹̀̽ȃȪ3ȫ ̷͈ࠫ‫ض‬Ȅ଼੃মު໐͉‫ڒ‬༆͈੿ြൎ঩͈ςΑ·ͬཙ̳̭̩͂̈́Ȅॼဒ၌‫ͬף‬ఱ̧̧̩̳̭̦̹ͥ͂́ȃমު໐ಿ͈࣐൲͉༗৿എ͂̈́
ͤȄ଼ಿ঎͈࢜κΙαȜΏοϋ̦৐̞̹ͩͦ̀̽ȃ̭̠̱̀ࠐ‫ۯא‬ၑ͈‫ܖ‬๕̦ଷഽ๦Ⴛ̭̱ͬܳ‫ܥ‬ෝະ஠ͅ‫̹̞ͩ̽̀̽ۿ‬̫̜́ͥȃ൳২͉̭̠̱̹́ે‫ͬޙ‬఑‫ة̩͓̳ٳ‬̩ٝ͂̈́ழ૕٨ୃȄ‫ۯ‬ၑ༷৆͈་ࢵ൝ͬদ̧͙̹̦̀Ȅ̷଼͈‫͉ض‬࿒ͅࡉ̢̀ષ̦͈͉ͥ́̈́͜
̥̹̽ȃ̭͈ͦͣଷഽ๦Ⴛ̦ಿ̞‫ۼ‬ಇୟ̯ͦȄఱ໙̈́ࠧఅ͈ࠗષ̹͂̈́̽ȃ̷͉ͦޭ͛̀યಭഎ̈́੄ြম̜̹́̽ȃːȁমުΡιͼϋٛ২ଷ͒֊࣐
ু৽ඊၛ଻ͅਹ̧ͬ౾̞̹মު໐ಎ૤͈ࠐ‫ۯא‬ၑΏΑΞθ͈‫͉́ئ‬Ȅ͉̱̞ࠣ͜͞‫އ‬௔۪‫ͅޏ‬఑̻ੳ̧̭̦̩̞̹̾͂́̈́̈́̽̀ȃ̷͉ͦ૧̱̞ࠐ‫א‬ͺȜ΅Ξ·ΙλȜ͈஻௮̦ຈါ̜̭́ͥ͂ͬփྙ̱̞̹̀ȃࠐ‫ޏ۪א‬͈་‫ܥͅا‬ຮͅచ؊̳̹ͥ͛Ȅ£ ෫ٟ͂஻௮ ¤ ͈΅λΛΙέτȜΒͬࠇ̬ઐ‫ئ‬ഩ‫ܕ‬ΈσȜί͈মުठ༎͂ࠐ‫ۯא‬ၑΏΑΞθ͈ठࢹಃ̦ই̹̽͘ȃষ͈̠̈́͢ 3 ͈ٜ̾ࠨ̧̳͓‫ه‬ఴ̦ྶ‫̹̽̈́ͅږ‬ȃల͉֚ࠐ‫؍͈א‬৊͈19

6ີȁআȁაȁ஽‫ه‬ఴȝমު໐ଷ͈̜༷̠̳̥ͤͬ̓ͥȃలඵ͉ࠐ‫͈א‬ਸ৊͈‫ه‬ఴȝ২ඤΨςνȜΙͿȜϋȪ‫ٳ‬อȄୋ௮Ȅ์คͅঢͥழ૕എ֚ఘ଻ȫ͈̜༷ͤͬ
̠̳̥̓ͥȃల२͉஠ఘͬ‫̳ͥא׋‬υΐΛ·͈‫ه‬ఴȝࠐ‫ۯא‬ၑଷഽ͈̜
(6)༷̠̳̥ͤͬ̓ͥȄ̜̹́̽ ȃల͈֚‫ه‬ఴٜࠨ͉ͅȄࠐ‫א‬঩࡙͈าུഎ̈́डഐठ෻໦̦ະ‫̜̽́ࠧخ‬̹ȃমު໐ଷ͈‫̩ࢩ́ئ‬໦८̱̹ࠐ‫א‬঩࡙ͬ஖఼͂ਬಎ͈‫́ئ‬डഐ෻໦ͬ
࣐̠̭̦͂ຈါ̜̹́̽ȃࠐ‫א‬঩࡙͂ࠐ‫א‬ୣහ͈໦८ͬาུഎͅ་̢̭ͥ
̜̹͂́̽ȃ
లඵ͈‫ه‬ఴٜࠨ͉ͅȄࡺ‫ݖ‬ȝζȜΉΛΠْܑ̧ࣣ̠̹͈͂࢜͛Ȅ‫ٳ‬อȄୋ௮Ȅ์คͅঢͥࠐႹ͈́ࠐ‫א‬ୣහ͈ठࢹಃ̦ຈါ̜̹́̽ȃల२͈‫ه‬ఴٜࠨ͉ͅȄ£ ౙ຦ౙඊ৽݅ࠐ‫ א‬¤ ̥ͣ £ মުႀ֖ౙպ͈ΈυȜΨσႲࠫࠐ‫ א‬¤ ͈͒ࠐ‫ۯא‬ၑଷഽ̦ະ‫̹̜̽́ࠧخ‬ȃոષ͈۷ത̥ͣȄઐ‫ئ‬ഩ‫ܕ‬ΈσȜί͈‫؍‬౯എ̈́মުठ༎̦৘ঔ̯̹ͦȃߓఘഎ͉ͅષાܑުͬ‫৽͚܄‬ါঊٛ২ 5 ২͈ۖ஠ঊٛ২‫̀ࠐͬا‬ȄΈσȜίඤ̤̫ͥͅমުਹໝ͈ෳੰȄ‫ٳ‬อςΕȜΑ͈ਬಎȄ‫ٳ‬อȄୋ௮Ȅ์ค͈ࠐ‫̦اࡓ͈֚ࡠࡀא‬৘ঔ̯̹ͦȃ࡞̢̞̥ͦ͊মުਹໝ͈ෳੰ͂‫ٳ‬อςΕȜΑ͈ਬಎ͉Ȅমު͈̩̩ͤೄ
̱͂মުႀ֖ͬठ೰̱݅Ȅࠐ‫א‬঩࡙͈෻໦ͬࡉೄ̳̭̜̹͂́̽ȃ‫ٳ‬อȝ์ค͈ࠐ‫͉اࡓ͈֚ࡠࡀא‬Ȅࠐ‫͂ࡠࡀא‬ୣහ֚ͬࡓ‫אࠐ̱ا‬ୣහͬুࡨ̳ۖࠫͥ٨‫̹̜̽́ڟ‬ȃ
100 ಼̢ͬͥমު໐ͬࣽࢃ଼͈ಿ୽ၞͅ‫̸̷ͦͦ̀̽״‬ȶΡιͼϋٛ২ȷ̱͂̀ంၛ̱ȄΡιͼϋٛ২২ಿͅచ̷̱͈মުႀ֖̤̫ͥͅࠐ‫א‬৏࣐ͅ‫̳֚ͥ۾‬୨͈ࡀࡠͬັဓ̱̹̫̜ͩ́ͥȃ̭͈૧̱̞ॽழ͙ͬȶমު(7)Ριͼϋٛ২ଷȷ̞̠͂ ȃˑȁ૧̱̞ުୡບ‫ث‬ΏΑΞθমު໐ଷͅయͩͥΡιͼϋٛ২ଷ͈́ުୡ‫ۯ‬ၑΏΑΞθ̞͈͓̾̀̀ͅ
20

7মުठࢹಃ͂‫ۯ‬ၑٛࠗȪ‫܊‬നȫ͙̠͢ȃ̴͘‫ۯ‬ၑٛࠗ࿂͉́Ȅࠐ‫א‬ୣහౙպ́అ‫ॳࠗף‬੥Ȅ఩ৰచચນȄ΅λΛΏνέυȜࠗॳ੥͉̲̱͛͂̀ȄΡιͼϋٛ২ྀͅΈυȜΨσႲࠫαȜΆࠐ‫ۯא‬ၑΟȜΗ̦ै଼̯ͦȄ̷ͦͅ‫ۯאࠐ̩̿ܖ‬ၑΏΑΞθ̦ै̹ͣͦȃ̯ͣͅުୡບ‫ܖث‬੔̞͉̾̀ͅȄCapital Cost ManagementȪո‫ئ‬ȄCCMȫ͂΅λΛΏνέυȜ͈ඵതͅࣆ̹ͣͦȃਲြ͉Ȅคષࣞ၌‫ף‬ၚȄ၌‫ڣף‬ȄคષࣞȄঌા୸ခၚȄहࡩٝഢၚȄৰව߄Ȅਲު֥ତ൝͈ບ‫ࣜث‬(8)࿒̦̜̹̦̽Ȅ̷ͦͬ CCM ͂΅λΛΏνέυȜ͈ඵ̱̹̫̜̾ͩ́ͥͅ ȃȶ஠২എ̈́ςΑΠρ͉֚౲၂̱̹ȃࣽࢃ͉‫ڎ‬Ριͼϋ͈ΠΛίͅমު͈஖఼͂ਬಎ͈̈́̓୽ၞͬහ̵ͥȃজ̦ါབ̳͈͉ͥ CCMȪমު၌‫̦ף‬঩ུ΋ΑΠ̺̫ͬ̓ͦષ̥ٝͥͬা̳ઐ‫אࠐ͈ئ‬ঐດȫ͂΅λΛΏνέυȜ(9)̺̫ȃ̷ͦո‫̞̞͉̈́ͩٸ‬ȃȷ

CCM ͉Ȅ঩ུ΋ΑΠͬαȜΑ̱̹͂൳২ඊু͈঩ུਓ‫଻ף‬ঐດ̜́ͥȃ‫৽ڼ‬ਹণࠐ‫ ̞̬ͥ̀ͦͣݷ͈̾͂͌ͅא‬EVAȪࠐफັ‫ثح‬౵ȫ͈ઐ‫ئ‬ΈσȜίๅ̞̹͈̜͂̽́ͥ͜ȃ‫ڎ‬Ριͼϋٛ২͈Ⴒࠫ఩ৰచચນ͈মު঩
ॲͬαȜΑ̱͂̀঩ུ΋ΑΠͬࠗॳ̱୕֨ஜ‫ުא‬၌‫̳ͥੰࢱ̥ͣף‬ȃߓఘഎ͉ͅ‫͈ܱئ‬೒̜ͤ́ͥȃȁ
CCM Ɂ୕֨ஜ‫ުא‬၌‫ף‬ȽȪ਋৾၌௳Ƚ঑໡၌௳ȫȽൎ‫ئ‬঩ུ΋ΑΠൎ‫ئ‬঩ུ΋ΑΠɁমު঩ॲॼࣞȿൎ‫ئ‬঩ུ΋ΑΠȪ8.4ɓȫমު঩ॲॼࣞɁၠ൲঩ॲȪ࡛ဖ߄ͬੰ̩ȫȼࡥ೰঩ུȼൎ঩̭͈ CCM ͂΅λΛΏνέυȜ͈‫ܢ‬ఞ౵ͅచ̳ͥ৘ୡ̦ບ‫ث‬చય͂̈́ͥȃບ‫ͼ΀;͈ث‬Πັ̫͉ CCMȄ΅λΛΏνέυȜ͂͜ͅ 50ɓ͈;΀ͼΠ̜́ͥȃCCM ͈ಎْ͉ࠗ౵ 20ɓȄஜාͅచ̳ͥ٨஝ഽࣣ 20ɓȄ‫ܖ‬੔౵
CCM10ɓ̜́ͥȃ΅λΛΏνέυȜ̞͉̾̀ͅȄْࠗ౵ 25ɓȄஜා٨஝21

8ີȁআȁაȁ஽౵ 25ɓ̜́ͥ

(10)ȃ̭͈ບ‫͉ضࠫث‬Ȅ‫ڎ‬Ριͼϋ২ಿ͈ުୡ༭ਫۚ͞໐২֥͈ުୡා༪൝ͅ
฽‫̯ͦד‬Ȅ଼‫͂ض‬༭ਫ̦ςϋ·̯̹͈̞ͦ̈́̽̀ͥ͜ͅȃমުບ‫ܖث‬੔̱͂̀ CCM ͂΅λΛΏνέυȜ͈ඵതͅࣆͤȄΨρϋΑΠȆΑ΋ͺ΃ȜΡ͈̠̈́͢ఉ‫ڙ‬എບ‫༹༷ͬث‬नဥ̱̥̹̈́̽ၑဇ͉Ȅষ͈೒̜ͤ́ͥȃ
ల͉֚ 90 ාయࢃ฼͈ਓ‫଻ף‬೩‫ئ‬Ȅ2001 ාഽ͈৘ঔ͈ࡹဥࢹ௮٨஝൝ͅ
ͥ͢ఱ໙̈́঩߄ࡘઁͅచ̱ȶ঩߄ͬ৊̳ͥͅࠐ‫א‬ȷ͈ठഔೲͬ೒़̱̀ྩ
ఘৗ‫ͬاޑ‬଎̭̦ͥ͂‫̭̹̜͂̽́ྩݢ‬ȃలඵ͉Ȅ֚Ⴒ͈ठ༎଼͈ಎ́Ȅષાঊٛ২͈ۖ஠ঊٛ২‫ͥ͢ͅا‬๱࢖‫ٳ‬ٛ২‫ا‬൝࣐̹̹ͬ̽͛Ȅਲြոષͅ‫৽ڼ‬ਹণࠐ‫̩̞̀͛ૺͬא‬ຈါ̦̜ͤȄ঩ུ΋ΑΠ͈ບ‫ث‬৊ͬନ̢ͥຈ
ါ̦̜̹̥̜̽ͣ́ͥ

(11)ȃȁȁȁȁȁȁ

Ԇȁ໌ന࿪຦͈মުठ༎଼͂‫ۯ‬ၑٛࠗ໌ന࿪຦͉ 1990 ාయஜ฼ྐȄ֓ၷဥȄ๊֚ဥ͈֓ၷমުͬಔͅͺΈυȪ෠࿪ȫমުȄ‫ڠا‬຦মުȄ୆‫ޏ۪ڰ‬মުȄέȜΡΫΗηϋমުͬ‫͚א‬ఉ‫اڙ‬ܑު̜̹́̽ȃ1993 ා໌നኈ౳ঙ͈২ಿਖහͬࠀ‫ͅܥ‬Ȅਲြ͈ఉ‫ܑاڙ‬ު̥ͣࡄ‫ٳݪ‬อ߿͈ଲ‫ٮ‬എ֓࿪মުٛ২ͬ࿒ঐ̱̀Ȅาུഎ̈́মުࢹ௮͈
ठ༎൝ͬജ‫̹̞̱̽̀ٳ‬ȃ̷͈‫ړ‬૤͉Ȅ֓࿪মުͬ΋ͺমު͂պ౾ັ̫Ȅ֓࿪ո‫͈ٸ‬মު̞͉̾̀ͅȄۖ஠ুၛ‫੿̹͈͛ا‬ြ͈໦২‫ͬا‬ণ࿤ͅවͦ
̹΃ϋΩΣȜଷͬ൵ව̳̭̜̹ͥ͂̽ͅȃ֓࿪‫ٸ‬মު͈΃ϋΩΣȜଷ൵ව͂໦২‫͈ا‬ίυΓΑͬ‫ۯ‬ၑٛࠗഎ̈́ণത̥ͣ໦ଢ଼̱͙̠̀͢ȃˍȁ໌ന৆΃ϋΩΣȜଷ͈අಭ
Ȫ1ȫ΃ϋΩΣȜଷ൵ව͈෸ࠊ
໌ന࿪຦͉ࡄ‫ٳݪ‬อ߿࣭षܑު଼͈͒ಿ͈̹͈͛٨‫ܖ͂ڟ‬๕ैͤͬࠐ‫א‬22

9মުठࢹಃ͂‫ۯ‬ၑٛࠗȪ‫܊‬നȫ୽ၞ࿒ດ̱͂̀ࠇ̬Ȅȶ95 Ƚ 00 ාಎ‫ْࠗܢ‬ȷͬै଼̱̹ȃْ̭͈͈ࠗ৘
࡛͈̹͛ͅȄমު͈ࣞັ‫ثح‬౵‫ا‬Ȅ૽֥͈ഐୃ‫ا‬Ȅࠐ‫א‬঩࡙͈ਹതഎ෻໦Ȅ͈२͈̾‫୽ུܖ‬ၞͬै଼̱̹ȃ̭͈२͈̾‫୽ུܖ‬ၞో଼͈਀౲̱͂̀Ȅ‫ئ‬ܱ͈֚Ⴒ͈٨‫ͬڟ‬৘ঔ̱̹

(12)

ȃ

ӱ 1996 ා֓ၷဥ֓࿪຦ո‫͈ٸ‬মުͬచય̳͂ͥ΃ϋΩΣȜଷ͈൵වӲ 1994 ා͂ 1996 ාͅުୡ௶೰ΏΑΞθ͈ठ୭ࠗӳ 1993 ා͂ 1996 ාۚͅ໐২֥ͬచય̱̹͂૽মଷഽ٨‫ڟ‬
Ӵ 1997 ාͅ஠২֥చય͈૽মଷഽ٨‫ڟ‬
1996 ා֓ͅၷဥ֓࿪຦ո‫͈ٸ‬মުͬచયͅ΃ϋΩΣȜଷ̦൵ව̯̹ͦ
̦Ḙ̷̞̠̏́΃ϋΩΣȜ͉͂Ȅ੿ြ͈໦২‫ͬا‬ণ࿤ͅවͦȄ݀যഎུͅ
২ 100ɓ͈੄঩ٛ২͂պ౾ັ̫Ȅ̜̹̥͜ඊၛٛ২͈ශ̩ե̠໐࿝͂೰݅
̯̞̹ͦ̀ȃ̞ͩͥ͠২ඤ໦২̜̹́̽

(13)

ȃ

̴͘໌ന࿪຦̤̫ͥͅ΃ϋΩΣȜଷ͈අಭͬ‫ۯ‬ၑٛࠗഎ̈́۷ത̥ͣ͂͘
͙̠͛̀͢ȃ
΃ϋΩΣȜ͈చય̹̈́̽ͅমު໦࿤͉ȄΰσΑΉͺȪ࿪ޫȄ࿪ഝ̫࢜֓࿪຦ȫȄͺΈυȪ෠࿪Ȅ൲໤࿪Ȅবၳഞ‫ح‬स൝ȫȄ‫ڠا‬຦Ȫ;τΗϋȄഭၳȄ୪಍स൝ȫέȜΡΫΗηϋȪ૙຦ȄΫΗηϋȫȄ୆‫ޏ۪ڰ‬Ȫ‫଻ڰ‬ౢȄ࿐ऺ༗ంस൝ȫ͈ࡼ̜̹̾́̽ȃࡼ͈̾΃ϋΩΣȜίτΐΟϋΠͅমު‫৽͈א׋‬ါ̈́ࡀࡠ̦տો̯ͦȄུ২͈ΠΛίζΥΐιϋΠͅၣ༗̯̹ͦࡀࡠ͉஠২
എ‫͂ૻུ༷ܖ‬ಎಿ‫ْ͈ࠗܢ‬ॐ೰Ȅා‫͈ॳࠨْ͂ࠗۼ‬ઇ෇Ȅ૽֥͈नဥ͂஠
২എ̈́෻౾Ȅ஠২എ୭๵ൎ঩Ȇൎဏ঩ْ͈ࠗॐ೰̈́̓ 10 ࣜ࿒̜̹́̽

(14)

ȃ

໌ന࿪຦͉ 1960 ා̥ͣমު໐ଷͬनဥ̱̞̹̀ȃ̷͈஬̞͉Ȅ֓࿪຦͈ܿ੅̥ͣ෩୆̱̹মުႀ֖̦̯̰͘͘ͅ໦‫ً̳ͥا‬೾́Ȅఉအ‫ࠐ̳ͥا‬‫ڰא‬൲ͬ୺࿝‫ا‬Ȅ໦ު‫̱࢘̀ا‬ၚഎͅ‫׋‬ဥ̱̠̳͈̜̹͂ͥ́̽͢͜ȃ
1961 ාͅমު໐ࠗॳଷഽ̧̦̞̹̦́̀Ȅ‫ڎ‬মު໐̷̸͉ͦͦඊၛ̱̹
͈͉̩́̈́͜Ȅ‫ވྵ׋‬൳ఘഎ̈́ါள̦‫̹̥̽ޑ‬ȃ̷͈ࢃȄুၛ଻Ȅুࡨۖ23

10ີȁআȁაȁ஽ࠫ଻༷ͬࣞ͛ͥ࢜́٨஝̦‫ة‬ഽ̥দ͙̹ͣͦȃ̱̥̱Ȅ൳২͈মު۪‫͈ޏ‬‫̈́ࠣݢ‬་‫̥ͣا‬Ȅমުࢹ௮͈आུഎ̈́٨‫ڟ‬Ȅমު‫ॽ͈א׋‬ழ͙͈าུഎ̈́
ࡉೄ̱̦ະ‫̹̜̽́ࠧخ‬ȃ̭̠̱̀΃ϋΩΣȜଷ̦नဥ̯̹͈̜ͦ́ͥȃˎȁ໌ന৆΃ϋΩΣȜଷ͈‫ۯ‬ၑٛࠗഎඅৗ
মު‫̜ͥ́ض଼͈א׋‬মުບ‫͉ث‬Ȅඊၛܑ̱̹ު́‫ͬ৽ڼ‬փে̱̹ບ‫ث‬ঐດȝ΃ϋΩΣȜບ‫ث‬ঐດ͂ಎ‫ْ͈ۖࠗܢ‬ଛͬྶ‫ͅږ‬փে̱̹ບ‫ث‬ঐດȝಎ‫୽ܢ‬ၞঐດ͈ 2 ུၛ̜̹̀́̽ȃ΃ϋΩΣȜບ‫ث‬ঐດ͉Ȅ‫ͥ͛ݥ̦৽ڼ‬యນഎ̈́ުୡঐດ̱͂Ȅ΃ϋΩΣȜ͈‫ͅ৽ڼ‬చ̳ͥୣහଛ࣐ે‫ͬޙ‬ບ‫̳ث‬͈ͥ́͜Ȅ̷͈;΀ͼΠ͉คષࣞ 30ɓȄ၌‫ ף‬30ɓȄ঩߄ਓ঑ 15ɓȄ‫׋‬ഢ঩߄༗ခ࠮ତ 5ɓ̜́ͥȃಎ‫୽ܢ‬ၞঐດ͉Ȅমު͈ࣞັ‫ثح‬౵‫ͬا‬ນ̳ঐດ̱͂Ȅಎ‫ܖْ͈ࠗܢ‬ུ୽ၞଛ࣐ે‫ͬޙ‬ບ‫͈̳́ͥ͜ث‬Ȅ̷͈;΀ͼΠ͉Ȅఅ‫ף‬໦‫ܚ‬ത๤ၚ
10ɓȄनॳல၌‫ף‬ၚ 10ɓ̜́ͥ

(15)

ȃ

ߓఘഎ̈́ުୡບ‫ث‬ΏΑΞθ͙͙̠ͬ̀͢ȃষ͈̠͢ͅȄඊၛ̱̹ٛ২ͅ
߃̞ࠁ́Ȅఅ‫ॳࠗף‬Ȅఅ‫ۯף‬ၑȄުୡບ‫ث‬ΏΑΞθ̦٨ୃ̯̹ͦ

(16)

ȃ

Ȫ1ȫ঩ུ΋ΑΠ͂෻൚߄ুࡨ঩ུͅచ̳ͥ෻൚̱͂̀ুࡨ঩ུ΋ΑΠ̦ಭਓ̯̹ͦȃ̭͉ͦ෻൚
߄͈঑໡̞̦΃ϋΩΣȜ͈‫৽ڼ‬Ɂ໌ന࿪຦ͅచ̳ͥల֚݅എୣහ̜̭́ͥ
͂ͬྶ‫̜̫̹̱ͥ́ͩͅږ‬ȃ໌ന࿪຦ུఘ̦‫ͅ৽ڼ‬༗બ̱̞̀ͥ෻൚଻࢜
30ɓͬ‫ږ‬༗̳̹ͥ͛ͅȄ‫΃ڎ‬ϋΩΣȜ͈ুࡨ঩ུͬ٨೰̱Ȅুࡨ঩ུͅచ
̳ͥ෻൚߄̱͂̀ুࡨ঩ུ΋ΑΠͬ໅౜̵̯̹ȃ΃ϋΩΣȜίτΐΟϋΠ͉ࡀࡠ͈տો͂൳শͅ২ඤ෻൚ͬ঑໡̹̽ષ́
ඤ໐ၣ༗ͬಇୟ̳ͥୣහͬ໅̠̭̹͂̈́̽ͅȃ‫΃ڎ‬ϋΩΣȜ͈ඤ໐ၣ༗Ȫॼဒ၌‫ף‬ȫ͉‫͈ܱئ‬೒ͤॳ੄̯ͦͥȃඤ໐ၣ༗Ɂ୕֨ஜȆৰව߄ͅచ̳ͥ঑໡߄၌ࢱੰஜ၌‫ף‬Ƚৰව߄ȿঌ
24

মުठࢹಃ͂‫ۯ‬ၑٛࠗȪ‫܊‬നȫ11ಎ߄၌Ƚ‫୕ه‬ਫ਼ංȿ৘࢘୕ၚȽুࡨ঩ུȿুࡨ঩ུ΋ΑΠၚ୤ল̹͉͘୕֨ஜ၌‫̦ף‬෻൚໅౜ͅఛ̢̞ͣͦ̈́ાࣣ́͜Ȅඤ໐ၣ༗ͬ৾ͤ༲̱̀෻൚࣐̫̞ͬͩ̈́ͦ͊̈́ͣ̈́ȃȪ2ȫ΅λΛΏνέυȜαȜΑৰව߄Ȅ঩߄‫ۯ‬ၑଷഽͬ٨೰̱Ȅ৘ष͈΅λΛΏνέυȜͬαȜᾼ঩߄‫ۯ‬ၑ࣐̠̭̱ͬ͂͂Ȅ΅λΛΏνέυȜ͈۷ැͬྶ‫ͅږ‬൵ව̱̹ȃȪ3ȫུ২๯๯ဥ໅౜
̯ͣͅ‫خ‬ෝ̈́ࡠͤඊၛٛ২̱͈͂̀ٛࠗଷഽͅ߃̫̹̿ͥ͛ͅȄུ২๯Ȇުྩ΍ȜΫΑ໐࿝͈๯ဥ໅౜༷৆̦٨ୃ̯̹ͦȃުྩ΍ȜΫΑ໐࿝๯͉ࠀ࿩ၳ߄ଷ̹͂̈́̽ȃ௙΋ΑΠͬփে̱̹মު‫ͬא׋‬൲‫̹̫͛ͥͅັܥ‬୕༹೒͈ͤ୕߄ࠗॳͅ‫̩̿ܖ‬২ඤ୕߄ଷഽ̦૧୭̯̹ͦȃȪ4ȫ;΁ȜΣϋΈૄࣜ΃ϋΩΣȜίτΐΟϋΠ͉মު‫ͅא׋‬చ̱̀ࠫ‫ض‬ୣහͬ࿚̭ͩͦͥ͂ͅ
̦̈́ͥȄ‫΃ڎ‬ϋΩΣȜ͉෻൚ͬ঑໡̹̜͈̽͂ඤ໐ၣ༗Ȫॼဒ၌‫ף‬ȫͬಇୟ̱Ȅܑު‫ث‬౵͈࢜ષͬ଎഼͓̩ͥႁ̳̫̜ͥͩ́ͥȃ̱͜Ḙ̦̠̏ͦ͘
̴ܑ̩̞̥ު‫ث‬౵ͬࡘઁ̵̯Ȅ̞ͩͥ͠ञྩ಼ًͅ‫̹̽ۿ‬ાࣣȄ΃ϋΩΣȜ͉ୄॳ̯̞̠ͦͥ͂ॽழ͙ͬழ͙ࣺ̞ͭ́ͥȃ̷͈ߓఘഎ̈́਀౲̦;΁ȜΣϋΈૄ̜ࣜ́ͥȃ;΁ȜΣϋΈૄ͉ࣜ͂Ȅඤ໐ၣ༗ͬ 3 ාႲ௽̱̀ࡘઁ
̵̯̹ાࣣȄා‫ۼ‬঩߄ਓ঑̦ 3 ාႲ௽̱̀ະ௷̱̹ાࣣȄಎ‫ْࠗܢ‬൝মު͈ଛ࣐ͅಠ̱̞Ḻḿ̧̹̱̹ͬ͂২ಿ̦฻౯̱̹ાࣣȄ΃ϋΩΣȜ͈ࢵ୆ͅచུ̱̀২̦൲̧੄̳̞̠͂ॽழ͙̜́ͥ

(17)

ȃ

ȁ
ˏȁ΃ϋΩΣȜ͈͒‫ޣג‬΃ϋΩΣȜଷ̷͈͂‫͈́ئ‬૧̹̈́মު‫ۯ‬ၑ͉Ȅ΃ϋΩΣȜ͈ΠΛίζΥ
ΐιϋΠ͈̠̓̈́͢ͅ‫̥̠̜̹̱͖ͧ́ݞͬޣג‬ȉ΃ϋΩΣȜଷ͉ΠΛίζΥΐιϋΠ͈փেͅఱ̧̈́‫ͬޣג‬ဓ̢̹̠̜́ͥ͢ȃષܱ͈;΁ȜΣϋΈૄࣜͬழ͙ࣺ̺ͭ΃ϋΩΣȜଷ͈‫́ئ‬Ȅ̳͓͈̀΃ϋΩΣȜͅඤ໐ၣ༗
2512ີȁআȁაȁ஽͈ಇୟ̦‫ͦͣ͛ݥ‬Ȅৰව߄ջంఘৗ̥͈ͣ౎‫̹ͦͣ͛ݥ̩ޑ̦ݕ‬ȃ̷̭͉́΋ηΛΠ̱̹ಎ‫ْ͈ࠗܢ‬৘࣐̦‫̩ޑ‬փে̯ͦȄ‫ڎ‬ίτΐΟϋΠ͉‫׋‬ഢ঩ུ‫ۯ‬ၑȄൎ঩͈փএࠨ೰͈̹͛ͅ‫ۯ‬ၑٛࠗૂ༭ͬ‫ڰ‬ဥ̧̳̠ͥ̈́̽̀͢ͅ
̹(18)ȃ̢̞̞̥ͦ͊Ȅ‫΃ڎ‬ϋΩΣȜ͈ȶ૯͈ুၛȷ͈̹͈͛΀ϋΐϋ̦‫ͅ௸ݢ‬ٝഢ̱ই̹͈̜͛́ͥȃːȁ΃ϋΩΣȜଷ̥ͣ໦২‫͒ا‬
ȶ01 ȝ 05 ාಎ‫ْࠗܢ‬ȷ́Ȅ൳২͉֓࿪຦মުͬ΋ͺমު͂պ౾ັ̫Ȅଲ‫ٮ‬എ̈́ୋ࿪ܑު̱͂̀୆̧า̩̭͂ͬ୹࡞̱̹ȃ̭͉ͦমުࢹ௮͈าུ
എ̈́ठࢹಃͬຈட͈̱̹̈́͜ͅȃ̷͉ͦȄ֓࿪຦ո‫ٸ‬মު̥͈ͣകప̜́
ͤȄ֓࿪຦ո‫ٸ‬মު͈ۖ஠ুၛͬ‫̹̜͈̽́ͥ͛͜ݥ‬ȃ
2001 ාոࣛȄͺΈυ΃ϋΩΣȜ͈෠࿪মުȄ‫ڠا‬຦΃ϋΩΣȜ͈;τΗϋমުȄέȜΡ΃ϋΩΣȜ͈૙຦মު̦ষș͂໦২‫̹̞̱̽̀ا‬ȃ΋ͺমުո‫΃͈ٸ‬ϋΩΣȜ͉ۖ஠ুၛ‫̫̀࢜ͅا‬মު͈ठࢹಃ̦৘ঔ̯̹ͦͩ
̫̜́ͥȃ̴͘൚‫ڂ‬মުͬ΋ͺমު͂պ౾ັܑ̫ͥުࣣ͂༕ٛ২̦୭ၛ̯̹ͦȃ̭͈ࣣͦͣ༕ٛ২͉Ȅ‫ٳުא‬ইࢃ 5 ාࢃ͉ͅ໌ന࿪຦̦༗ခ̳ͥ‫ڼ‬৆ࣣͬ༕௖਀ܑު̦஠‫৾ڼ‬ං̳ͥࠀ࿩ͅ‫̹̞̞̀̿ܖ‬ȃ໌ന࿪຦͉͂̽̀ͅȄ̞ͩ͊۱̥̈́͞കప̜́ͥȃષܱո‫͉ͅٸ‬Ȅ‫ުא‬ોള͈ࠁ́মުͬ໦ၗ̱̞̹̀̽ȃ̭̠̱̀֓࿪຦
‫ٸ‬মު͉ £ ۖ஠ুၛ‫ ا‬¤ ͈ഷͬૺ̞̹ͭ́̽ȃ̷͉̯ͦ͘ͅ΋ͺমުͅࠐ‫א‬঩࡙ͬ஖఼Ȇਬಎ̳ͥমުࢹ௮͈ठࢹಃ͈۪̜֚́ͥȃ໦২‫ࠁ̠̞͂ا‬͈́মުࢹ௮͈ठࢹಃ͉ͅȄఉ̩͈ࣾඳฺ̠̦ͬȄ໌ന࿪຦͉ࡠ̹ͣͦশ
‫ۼ‬ඤͅ৘࡛̱̞̹̀̽ȃ̷ͦͬ‫خ‬ෝ̱̹̈́ͣ͛ါ֦͈̦֚̾Ȅ΃ϋΩΣȜଷ൵වͥ͢ͅুၛ‫͈ا‬ίυΓΑ̦̜̹̥̺̞̞̽ͣ͂ͩͦ̀ͥ

(19)

ȃ΃ϋ

ΩΣȜଷ͈‫͈́ئ‬Ȅ݀যഎ̈́ඊၛٛ২ͥ͢ͅ၌‫ۯף‬ၑȄࠐ‫ۯא‬ၑ͈ॽழ͙
̦Ȅ̷͈ࢃ͈໦২‫ۖͥ͢ͅا‬஠ুၛ͈‫ܖ‬யͬಃ̞̞̹̀͂এͩͦͥȃ26

মުठࢹಃ͂‫ۯ‬ၑٛࠗȪ‫܊‬നȫ

13Ƀ̤ͩͤͅɄ
2005 ාͅවͥ͂඾ུࠐफ͉ٝ໘ً͈೾ͅව̹̞̞̽͂ͩͦ̀ͥȃ̭̠̱̹ζ·υࠐफ͈൲̧ͬ঑̢̞͈͉̀ͥ͜Ȅζ·υࠐफͬࢹ଼̱̞̀ͥη·υ͈‫͈ުܑڎ‬൲̜࢜́ͥȃ̧̞͈͓̹́̀͘͘ઐ‫ئ‬ഩ‫໌͂ܕ‬ന࿪຦͈൲
̧͉Ḙ̏ͦͣη·υ͈൲̧͈֚႕̜́ͥȃমުठࢹಃً͈೾́ࡉ̹ͣͦম
ު໐ଷ̥ͣ΃ϋΩΣȜଷȄ໦২‫͈ا‬൲̧͉Ȅழ૕͉୽ၞͅਲ̠̭͂ͬબྶ
̱̞̀ͥȃ̷͈ಎ́Ȅ୽ၞ͈ߓఘ‫ͅا‬൚̹̽̀‫ۯ‬ၑ͉ٛࠗఱ̧̈́࿨‫ضͬڬ‬̧̹̱̹̀ȃ୽ၞ̷͈༷͈࢜͂ో଼ഽࣣ̞ͬ‫خ‬ণ‫̱ا‬Ȅުୡບ‫ॽ͈ث‬ழ͙ͬ೒̱̀૽ș͈κΙαȜΏοϋͬࣞ͛Ȅழ૕͈‫ڰ‬ႁͬ‫̩̞̱̀اޑ‬ષ́Ȅ‫ۯ‬ၑ͈ٛࠗ‫̧͓̳̹ض‬࿨‫̳̳͉͘͘ڬ‬ਹါ̞̩͈̈́̽̀͂͜ͅএͩͦͥȃȴಕȵ
Ȫ1ȫ ‫ུ݌‬ഓ࿟ȶઐ‫ئ‬ഩ‫͈ުॲܕ‬মުΡιͼϋٛ২ఘଷȷܑުٛࠗ 2004ȄVol.56Ȅ
No5Ȅಎ؇ࠐफ২Ȅp26ȅ
Ȫ2ȫ ໖ࡉఉ๼ဎȄ‫؍‬നٰၖȶܑު་‫͂ڟ‬মު໐ଷζΥΐιϋΠȆΏΑΞθ͈ठࢹಃȝ඾ܑུު͈ম႕ͬಎ૤ͅȝȷॲުࠐၑȄVol.54ȄNo.1Ȅ1994
ාȄp14-15ȅȪ3ȫ ‫ུ݌‬ഓ࿟ȶઐ‫ئ‬ഩ‫͈ުॲܕ‬মުΡιͼϋٛ২ఘଷȷܑުٛࠗ 2004ȄVol.56Ȅ
No5Ȅಎ؇ࠐफ২Ȅp27ȅ
Ȫ4ȫ ໖ࡉఉ๼ဎȶઐ‫ئ‬ഩ‫ުܑ͈ܕ‬་‫୽͂ڟ‬ၞ‫ۯ‬ၑΏΑΞθȷȄ඾ܑུު͈୽ၞ
‫ۯ‬ၑΏΑΞθȄฒ൑੥པȄ1997 ාȄp23ȅ
Ȫ5ȫ ໖ࡉఉ๼ဎȄ‫؍‬നٰၖȶܑު་‫͂ڟ‬মު໐ଷζΥΐιϋΠȆΏΑΞθ͈ठࢹಃȝ඾ܑུު͈ম႕ͬಎ૤ͅȝȷॲުࠐၑȄVol.54ȄNo.1Ȅ1994
ාȄp17ȅ
Ȫ6ȫ ‫ུ݌‬ഓ࿟ȶઐ‫ئ‬ഩ‫͈ުॲܕ‬মުΡιͼϋٛ২ఘଷȷܑުٛࠗ 2004ȄVol.56Ȅ
No.5Ȅಎ؇ࠐफ২Ȅp29ȅ
27

14

ີȁআȁაȁ஽Ȫ7ȫ ൳ષȄp29ȅ
Ȫ8ȫ ਩‫ۏ‬ΘͼμκϋΡ 2005 ා 10 ࠮ 01 ࣢Ȅp38ȅȪ9ȫ ඾ུࠐफ૧໳Ȅ2005 ා 8 ࠮ 5 ඾Ȅಱ‫ۏ‬ȅȪ10ȫ‫঺ུۘݠ‬Ȅ઀ଫୃ૝ȶ࣭षࠐ‫א‬ழ૕͈୭ࠗ͂‫ۯ‬ၑٛࠗȷܑު‫ث‬౵࢜ષ͈ழ૕୭ࠗ͂‫ۯ‬ၑٛࠗȄ୕ྩࠐၑ‫ފ‬ٛȄ2005 ාȄp251ȅ
Ȫ11ȫ‫ུ݌‬ഓ࿟ȶઐ‫ئ‬ഩ‫͈ުॲܕ‬মުΡιͼϋٛ২ఘଷȷܑުٛࠗ 2004ȄVol.56Ȅ
No.5Ȅಎ؇ࠐफ২Ȅp26ȅȪ12ȫ࿮‫֚࢖ئ‬ȶ̥̳̞ͩͤ͞૽ম̦ٛ২ͬ་̢ͥȝ଼‫݅৽ض‬൵වȁ଼༹͈ࢗ௱ȝȷ඾ུࠐफ૧໳২Ȅ2001 ාȄp97ȅ
Ȫ13ȫ൳ષȄp98ȅ
Ȫ14ȫ൳ષȄp99ȅ
Ȫ15ȫ൳ષȄp102ȅ
Ȫ16ȫ๒ȁ໲ঊȶ໌ന࿪຦ࢥު͈໦২‫ض̷͈࢘͂ا‬ȷܑުٛࠗ 2004ȄVol.56Ȅ
No.5Ȅಎ؇ࠐफ২Ȅp51ȅ
Ȫ17ȫ൳ષȄp53ȅ࿮‫֚࢖ئ‬ȶ̥̳̞ͩͤ͞૽ম̦ٛ২ͬ་̢ͥȝ଼‫݅৽ض‬൵වȁ଼༹͈ࢗ௱ȝȷ඾ུࠐफ૧໳২Ȅ2001 ාȄp101ȅ
Ȫ18ȫ๒ȁ໲ঊȶ໌ന࿪຦ࢥު͈໦২‫ض̷͈࢘͂ا‬ȷܑުٛࠗ 2004ȄVol.56Ȅ
No.5Ȅಎ؇ࠐफ২Ȅp53ȅ
Ȫ19ȫ൳ષȄp55ȅȴ४ࣉ໲ࡃȵ
12
3

28

ୌᚧȁ᥽ಠȶ໦২ࠐ‫ۯ͈א‬ၑٛࠗȷಎ؇ࠐफ২Ȅ2000 ාȅനಎၦဎȄࣞ‫ޘ‬ཆ‫܃‬༎ಠȶΈσȜίࠐ‫ۯ͈א‬ၑٛࠗȷ൳໲‫੄܂‬ๅȅ൥֔ఛȄઐॄგ‫ݛ‬ಠȶ඾ܑུު͈ΈσȜίࠐ‫ڠ͂א‬ਠȷ൳໲‫੄܂‬ๅȅ

Relationship between Organizational
Responses to Nonwork and theThree Dimensions of Organizational
Commitment
Satsuki Ota*
Satoshi Kinoshita**
Shinsaku Matsumoto***
ABSTRACTThis study aimed to examine the relationship between organizational
commitment and two types of organizational responses to nonwork basedon Kirchmeyer's study (1995). It also examined influence from individual
attributes to the relationship. The result of a survey of 1348 employees
from five Japanese firms showed that two response types were differently
related to three dimension of organizational commitment. A type of response
providing flexibility and consideration for employees' nonwork domains was
suggested to be effective to enhance affective and normative commitment.
Unlike the result of Kirchmeyer's study (1995), protective support assuming
responsibility for employees' nonwork lives was found to have somewhat
strong correlation with affective commitment. Parental status andoccupational category did not affect the relationship. Implications of the study
are discussed.

INTRODUCTION
Organizational commitment has been attracting researchers and management practitioners, because it is argued to be related to favorable outcomes for*Tokyo Fuji University**Institute of Asia-Pacific Studies Waseda UniversityȪThe second author passed
away on September 3, 2003.ȫ
***The Japan Institute for Labor Policy and Training292ີȁআȁაȁ஽organizations, such as higher performance and productivity, and lower absenteeism and tardiness (Bateman & Strasser, 1984; Morris & Sherman, 1981).
Although numerous studies have been conducted to identify its antecedents,
most of them have been limited to personal factors and work-related characteristics, and far less attention has been paid to the nonwork domain (Romzek,
1989). With the growing importance of the nonwork domain for working
people in developed countries such as U.S., Germany, and Japan (Misumi &Yamori, 1993), employer's support for employees' nonwork participation might
be a significant antecedent of organizational commitment.
Empirical studies examining organizational responses to employees'
nonwork participation have focused mostly on childcare support and flextime.
Some studies have found a favorable relationship between such responses andwork attitudes (Pierce & Newstrom, 1983; Youngblood & Chambers, 1984),
while others found no clear relationship (Christensen & Stains, 1990; Miller,
1984). Therefore the results of existing studies are inconsistent regarding potential outcomes of organizational responses to the nonwork domain.

Two types of organizational response to nonwork
Kirchmeyer (1995) pointed out the theoretical shortcomings of empiricalinvestigation in this area, and argued that a conceptual framework rather than
examining individual practices was important for the literature. Using a framework based on works by Kanter (1977) and Hall & Richter (1988), she madean empirical study of the effect of organizational responses to the nonwork domain on organizational commitment. In her study, nonwork friendly responses
were classified into two categories according to the orientation towards theemployer-worker relationship. They were termed integration and respect.
In the case of integration, organizations regard employees' nonwork do30

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

3

main as the employers' responsibility. Examples of this type of response arecompany-sponsored recreation centers, childcare, financial and legal services
in addition to marriage and other kinds of personal counseling. Kirchmeyer(1995) explained that the employee is a dependent party passively receiving
the protection and benefits from the powerful employer.
The respect response refers to "the employer acknowledging and valuing
nonwork participation of workers, and committing to support it", but rather
than "taking over employees' nonwork responsibilities, they provide employees with the personal resources to fulfill such responsibilities by themselves"(Kirchmeyer, 1995, p.517). Examples are flextime, alternative work arrangements and policies that discourage work-related travel on weekends. In
the case of the respect type of response, a mutual relationship exists where
employees are considered capable of self-determination, and both parties areequally dependent on one another. Compared to the integration response, respect was explained as less paternalistic, in that employees are independent ofrather than dependent on the employer.
Using a sample of Canadian managers from wide range of public andprivate organizations, Kirchmeyer (1995) examined the effects of these organizational responses on organizational commitment using regression analysis,
and found that only the respect response had a significant positive relationshipwith organizational commitment. This result suggests that a highly paternalistic type of organizational response is less effective in enhancing organizational
commitment than the type of response where employees cope with nonwork
requirements by themselves. In a similar study of school district employees,
Cohen (1997) found an almost identical result. However, because these studies used only specific types of participants, the generalizability of these findings remains dubious.
314ີȁআȁაȁ஽

Kirchmeyer (1995) pointed out that the distribution of her sample wasskewed towards the respect response, with only a minority of the participants
perceiving the integration response as typical. Cohen (1997) also stated thatthe respect response was more common in his sample than the integration response. Therefore, it seems worthwhile to examine the effectiveness of these
two types of organizational response to nonwork in a different socio-culturalcontext where organizations demonstrate a greater preference for utilizing an
integration response to nonwork life.
The purpose of this study was to examine the relationship between these
two types of organizational responses to nonwork and organizational commitment. It also examined how individual attributes influence this relationship. A
multidimensional concept of organizational commitment was employed in thisstudy to explore how organizational responses were related to commitment.
The two types of organizational response to nonwork may be differently related to each dimension of commitment, and if such differences exist, they may
be helpful in understanding the nature of organizational responses to nonwork.
This study sought to contribute to the literature by providing more detailed
empirical evidence as well as examining the generalizability of the conceptual
framework. The multidimensional approach to organizational commitment
may be especially helpful for strategic management planning, because it may
indicate the potential outcome of each dimension. Although all three dimensions were found to have a relationship with employee retention, they wererelated differently to outcomes, such as job performance, organizational citizenship behavior, and other reactions to work (Meyer & Allen, 1997).

Corporate welfare in Japanese firms
Japanese firms, at least large ones, have typically provided a wide range
32

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

5of nonwork services such as housing, education, loans, sports activities, family assistance, and use of social facilities (Dore, 1973; Lincoln and Kalleberg,
1990). This paternalistic support for employees has been regarded as a defining characteristic of Japanese employment practices, and the levels of corporate welfare were found to be far greater than U.S. firms (Lincoln and Kalleberg, 1990).
This extensive nonwork support seems consistent with Kirchmeyer's(1995) integration-type of organizational response to nonwork life. According
to Kirchmeyer (1995), extreme examples of the integration response wereseen in early American corporations where workplaces became "total institutions" in the form of company towns providing for worker's family, community,
and recreation needs. Such extreme examples seem similar to the welfare
services provided by Japanese firms. This similarity was also found in Lincoln
and Kalleberg's (1990) description of Japanese corporate welfare as a strategy"to integrate the employee's family within the firm". In this study, therefore,
we defined such paternalistic corporate welfare as integration.
Japanese firms do not exclusively employ the integration approach to
employees' nonwork life. The values and lifestyle of working people havebecome more individualistic and diversified than ever before in Japan. People
want more freedom of choice. In response to such changes, firms provide employees with a range of services which employees are free to utilize depending on their individual needs. Flextime is one example of such new practices.
Firms provide other forms of support for employees nonwork lives to enable
them to cope with nonwork requirements for themselves. We define this typeof response as respect.

33

6ີȁআȁაȁ஽

Hypotheses
Meyer's (1991) three-dimensional model of organizational commitment
characterizes how employees are linked to organizations. Affective commitment refers to the employees' attachment to the organization. Continuancecommitment refers to an awareness of the costs associated with leaving theorganization. Normative commitment refers to perceived obligation to remain
with an organization.
There are numerous studies examining the relationship between affective commitment and its hypothesized antecedents, with rewarding andfulfilling work experiences that enhance employees' perception of self-worth
being found to have the strongest and the most consistent correlation. Of several personal characteristics, perceived competence was reported to have thestrongest link with affective commitment (Mathieu and Zajac, 1990).
Compared with the affective dimension, there has been far less empiricalexamination of continuance commitment. Conceptually, it develops as a resultof any action or event that increases the costs of leaving the organization. Perceived cost such as retirement money, status, and job security that employees
might forfeit by leaving their organizations were positively correlated with
continuance commitment (Whitener & Walz, 1993).
Although antecedents of normative commitment have been identified
theoretically rather than empirically, early socialization is thought to develop
this dimension of commitment. It is also assumed that the investments organizations make in the employee provide a basis for the development of normative
commitment. Empirically, work experiences that predict affective commitment
and that are particularly associated with supportiveness, have also been foundto be related to normative commitment, albeit less strongly (Meyer & Allen,1997).
34

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

7

The integration response is assumed to enhance the employee's perception of self-worth, because they might recognize that they are supported orprotected by the organization because of their value to their employer. The
respect response is based on a type of support that provides resources for employees to enable them to manage the work-nonwork interface so as to enrichtheir daily work experience, and make it more fulfilling. Hence, the following
hypothesis was drawn.

Hypothesis 1a. Affective commitment will be positively related to integration and respect responses.

Kirchmeyer (1995) did not provide any reason for her finding that affective organizational commitment was more closely related to respect than was
integration. In this study, we tried to find some explanation for this difference.
Of the two types of response, respect is supposed to effect daily work experiences, while integration is not directly related to them. Respect is also supposed to be related to perceived competence, because individuals who experience enhancement of capacity to meet work demands as the result of this typeof response may perceive their own contribution to the organization. Integration, however, will not be related to personal competence, because employees are assumed to be the passive recipients of protection and benefits from
employers. Therefore, respect rather than integration may be related to work
experience and personal competence that are reported to have the strongest
and most consistent correlation with affective commitment. This assumption
leads to the following hypothesis:

Hypothesis 1a'. Affective commitment will be more strongly related to358ີȁআȁაȁ஽the respect response than to the integration response.

The integration response includes costly services and facilities. Largesized organizations usually provide employees with more extensive andexpensive welfare services than small ones. Because it is difficult to movefrom large organization to another in Japan, it is assumed that the integration
response is perceived as imposing a large cost on employees if they leave
their employer. The respect response, on the other hand, may not be related
to continuance commitment. This is because continuance commitment is notdirectly related to daily work experiences that are assumed to be enhanced by
the respect type of response.

Hypothesis 1b. Continuance commitment will be positively related tothe integration response, but will not have a significant relationship with therespect response.

The integration response is assumed to be perceived as the organization's investment in its employee. Investments for which it is difficult for theemployee to reciprocate are thought to develop normative commitment (Meyer& Allen, 1991). The integration response involves costly support, and may beperceived as investments for which employees have little possibility to reciprocate. Previous study results have shown that work experiences are positively correlated with normative commitment, so the respect response that isassumed to influence daily work experience may also have some relation withnormative commitment. Hence, the following hypothesis was proposed.

Hypothesis 1c. Normative commitment will be positively related to the36Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

9

integration and respect responses.

Employees with children usually have more responsibilities for nonwork
domain than employees without children. Therefore parents are supposed tohave a greater need for the integration type of response in the form of nonwork services such as housing and family care than non-parents. The respect
response may also help parents to cope with nonwork demands. Therefore,
parents may be sensitive to both types of responses, and the loss of such responses may make the cost of leaving the organization greater for parents than
non-parents. Parents' sensitivity to these responses may make them consciousof organization's investment in them, and as a result they may feel an obligation to reciprocate. Consequently, the degree to which the integration and respect types of response enhance continuance and normative commitment may
be greater in the case of employees with children than non-parents.

Hypothesis 2a. The relationship between continuance commitment andorganizational responses to nonwork (integration / respect) will be stronger forparents than non-parents.

Hypothesis 2b. The relationship between normative commitment andorganizational responses to nonwork (integration / respect) will be stronger forparents than non-parents.

Previous research generally suggested that employees' affective commitment was more strongly influenced by their perception of the organization's
fairness than by whether they got what they wanted (Meyer & Allen, 1997).
This suggestion leads to the expectation that organizational responses to3710ີȁআȁაȁ஽

nonwork will be perceived as fair treatment by employees, and will enhanceaffective commitment of both parents and non-parents. This proposition is assumed to apply to both the integration and the respect responses, in so far asboth can be perceived as fair treatment.

Hypothesis 2c. Organizational responses to the nonwork domain (integration / respect) are related to affective commitment regardless of parental
status.

In Japan, firms recruit human resources mainly as new school graduates.
They do not usually specify job categories at the time of recruitment, but develop employees' occupational or job skills after hiring. Education and training
programs, and job rotation are usually designed to develop broad and generalskills applicable anywhere in the organization. This tendency is particularly
strong for non-professional employees. One empirical study has suggested
that job rotation was designed to develop broad general job skills for non-professional staff, but specialized skill and knowledge for professional or engineering white-collar at least in early career stage in Japan (Japan Institute of Labor,
2000).
Employees who have developed general skills and knowledge confined
to a specific organization are supposed to become passive and dependent on
their employer. However, workers trained for a profession rather than for an
employer are supposed to become independent of their employer, because
their skills are transferable to other organizations. Therefore, the relationshipbetween employers and employees is assumed to be more equal for professional or engineering staff than for other types of occupations.
Integration is a type of response where the employee is dependent on
38

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

11

a powerful employer. Therefore, the relation between non-professional employees and their employer may be regarded as consistent with the employeremployee relationship under integration. Respect, however, is a type of
response where the employee is independent of, and equal to the employer.
Such a relationship between the employee and the employer seems consistent
with that between professional employees and their employer. Thus, the typeof response which is related to organizational commitment is assumed to varydepending on the occupational type of the recipient. The type of response consistent with the recipients' occupational status is assumed to be more strongly
related to their organizational commitment than the response which is inconsistent.

Hypothesis 3a. The relationship between organizational commitment (affective / normative) and the respect response will be stronger for professionalor engineering employees than other types of employees.

Hypothesis 3b. The relationship between organizational commitment (affective / continuance / normative) and the integration response will be stronger
for non-professional employees than professional or engineering employees.

METHOD
Participants and procedure
The data used in this study were obtained from a larger survey broadly
examining the work situation and attitudes of people working in various typesof organizations in Japan. The original survey was conducted through the personnel divisions of the participating organizations. The research group distrib39

12ີȁআȁაȁ஽uted 2800 self-administered questionnaires with a covering letter from eachfirm's management or personnel division requesting cooperation in the survey,
and a high response rate of 91.7ɓ was obtained. The completed questionnaires were either returned directly to the researchers in the pre-paid envelopes, or were returned via the personnel division in sealed envelopes.
Because some of the hypotheses were based on Japanese employment
practices which have been traditionally applied to male employees belonging
to large enterprises, we chose firms with more than 1,000 employees and extracted male respondents from them. A sample of 1,348 individuals was drawn
from five firms ranging in size from 2,333 to 44,182 employees. Four firms
were manufacturers, and one was a finance company.
The occupational distribution of the respondents was clerical or administrative staff (15.1ɓ), technical and engineering (30.5ɓ), professional specialist(1.3ɓ), sales staff (23.8ɓ), and blue color (29.3ɓ). Participants' age ranged
from 19 to 59, and average was 36.7 years old (SD=8.60). 68.2ɓ were married, and 59.9ɓ had at least one child. The professional specialist and technical and engineering categories were treated as professional employees.

Measures
Organizational commitment.

The three dimensions of organizational

commitment were measured. Based on Allen and Meyer's (1990) scale, question items representing the three dimensions were drawn up in Japanese. The
items measuring affective commitment were designed to express personal attachment and strong identification with the organization such as "I feel I am apart of this company." The items for continuance commitment were designed
to describe the anxiety and subjective cost of leaving the organization. A
sample item is "I shall feel uneasy if I leave this company." The items for nor40

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

13

mative commitment were designed to represent loyalty and obligation to theorganization such as "I feel so much obligation to the members of this company
that I won't leave." Each dimension was represented by three items whichwere scored on a 5-point Likert scale with higher scores indicating higher
levels of commitment. The Cronback'sϷs of .83, .85, and .82 attained in thisstudy are somewhat higher than the results .86, .82, and .73 obtained by Allenand Meyer's (1990) original three 8-item scales.

Organizational response to nonwork.

Degree of practices to support

employees' nonwork participation was employed as the organizational response
variable. Perceptions rather than objective indicators were used because
perceptions was assumed to determine human behavior or attitude directly
whereas the influence of objective environmental conditions was assumed tooperate indirectly through perceptions.
As a measure of the integration type of response, one item "this organization is well-equipped with welfare facilities and services" was used. The
practices employed by the five participating firms were financial support programs like nest-egg savings, and pension insurance. They also provided residential support like company-owned housing, and funds for home-buying. Recreational support included access to resort accommodation, sports facilities,
and various club activities. These services are all typical welfare programs for
employees in Japan. A 5-point scale ranging from disagree to agree was used.
Four items were used to measure the respect type of response relating
to organization and workplace. The items are (1) "is considering so that employees can cope with both work and nonwork domains", (2) "avoids businesstravel and meeting on evenings and weekends", (3) "cares about employee's
family and private life", and (4) "is flexible about employee's work schedules".
Again, respondents selected from a 5-point scale with higher scores indicating41

14ີȁআȁაȁ஽higher levels of agreement. A Cronback's Ϸ of .72 was obtained for respect.

Control variables.

Personal characteristics of age, parental status,and occupation were used as control variables. Age was measured by years,
and parental status and occupational type were dichotomous variables coded as
0 = non-professional, 1 = professional for occupation, and 0 = has no child, 1= has at least one child for parental status. Professionals and engineers wereclassified as professional, and other types of occupation were classified as nonprofessional.
As work-related control variables, satisfaction with the job itself (sixitems), with the supervisor (four items), with coworkers (three items), andwith pay and promotion (four items) were employed, because previous studies
reported that they were correlated with attitudinal and calculative organizational commitment, such as affective and continuance commitment (Mathieu
and Zajac, 1990). Sample items for each of these control variables are "I havea sense of achievement in the job that I am doing now" for satisfaction with job
itself; "my supervisor values my job and trusts me" for satisfaction with supervisor; "I have good relationships with people at my workplace" for satisfaction
with coworkers; and "pay and promotion are decided fairly and objectively" forsatisfaction with pay and promotion. Respondents answered using a 5-point
Likert scale with higher scores indicating higher satisfaction. Cronback Ϸs of.83, .88, .85, and .85 respectively were obtained.

Analysis
The research hypotheses were assessed by hierarchical multiple regression analysis. The three dimensions of organizational commitment wereregressed on the control and organizational response variables, and the interaction effects of the responses and two personal characteristics. Each regres42

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

15

sion was conducted as follows. In the first step, the personal control variables(age, sex, parental status, and occupation) were entered. In the second step,
the four work-related control variables (satisfaction with job itself, the supervisor, the coworkers, and pay and promotion) were entered. After controlling forthese effects, organizational response variables were entered in the third step.
In the final two steps, interaction effects with either of the response variables
were entered. Interactions of responses and parental status were entered in
the fourth step, and interaction of responses and occupation were entered in
the fifth step. Following to Cronbach (1987), the deviation scores were enteredinto the equations instead of the raw scale scores to avoid multicollinearity.

RESULTS
Relationship between organizational responses to nonwork and organizational
commitment
The descriptive statistics, internal consistency reliabilities, and intercorrelations among the variables are shown in Table 1. The means for respect
and integration were 2.65 and 3.07 respectively. The distribution of the respondents was concentrated around rather higher levels for integration, rather
lower levels for respect.
The two types of organizational responses had significantly positive correlation with all three dimensions of organizational commitment. Affective
commitment was correlated somewhat more strongly with respect (r = .35 at p
< .001) than with integration (r = .28 at p < .001). Likewise, normative commitment had also a stronger correlation with respect (r = .36 at p < .001) thanwith integration (r = .25 at p < .001). Continuance commitment had identicalcorrelation with both response types, with correlation coefficients of .19 (p <43

44
.14 ***
.02
-.02
.04

.08 **.00.14 ***.19 ***.07 *Control variables (work related satisfaction)
4.Job itself
3.46 0.74.13 ***
5.Supervisor
3.62 0.82-.02
6.Coworkers
3.58 0.81-.04
7.Pay and promotio 2.95 0.79
.08 **

Organizational response to nonwork
8.Respect
2.65 0.73.16 ***
9.Integration
3.07 0.99-.02

Organizational commitment
10.Affective
3.41 0.84
11.Continuance
3.71 0.94
12.Normative
3.09 0.90-.08 *
.00
-.05

-.02
.01

.01
.00
-.02
-.01

3

.49 ***.20 ***.33 ***.31 ***.24 ***.59 ***.46 ***.37 ***4a䋺

5.44 ***.19 ***.35 ***.34 ***.25 ***.56 ***.54 ***

Reliabilities in parenthesesb䋺
0 = has no children, 1 = has at least one child䇮 0 = non-professional, 1= professional******
p<.05, p<.01, p<.001.20 ***.21 ***.08 **-.03

2

Mean SD
1
Control variables (personal characteristics)
1.Age
36.71 8.60
2.Parental status a
0.61 0.49.57 ***
b
3.Occupation
0.31 0.46-.05.38 ***.14 ***.31 ***.31 ***.23 ***.42 ***

6

8.43 ***.18 ***.35 ***.35 ***.19 ***.36 ***.45 *** (.72).36 *** .35 ***

7

10

11

12

.28 *** (.83).19 *** .35 *** (.85).25 *** .55 *** .39 *** (.82)

9Table ˍ Descriptive statistics and intercorrelations among variables16ີȁআȁაȁ஽

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

17.001).
The results of the regression analysis are shown in Table 2. As for affective dimension, at step 1, personal variables explained 5ɓ of the variancein this dimension. It showed that older people were more attached to theirorganizations than younger people. Professional employees were found to beless affectively committed to the organization. At step 2, satisfaction variables
explained a further 30ɓ of the variance. The more satisfied individuals werewith their job, coworkers, and compensation systems, the more they were affectively committed to the organization. The amount of variance explained bythese work-related variables was the biggest, which is consistent with the vast
majority of earlier studies.
With the entrance of organizational response variables in step 3, another1ɓ of variance was added to the equation. It was statistically significant (ϚF(2, 1240) = 11.89, p = .000). The standardized multiple regression coefficientsof respect and integration were .07 (p = .013) and .09 (p = .000) respectively,
which reveals that the two types of responses had almost the same amount ofrelationship with affective commitment. Because both integration and respect
were found to be positively related to affective commitment, hypothesis 1a was
supported. However, as the two responses were related to almost the same
degree, hypothesis 1a' was not supported.
As for continuance commitment, personal variables entered at the firststep explained 5ɓ. Older employees and employees with children perceived
higher costs to leave the organization. After the work-related variables explained another 5ɓ variance, the response variables entered at step 3 explained further 2ɓ of variance. It was also statistically significant, ϚF (2,1241) =13.64, p = .000. Of the two response variables, only integration significantly explained continuance commitment. Of all the predictors, the inte45

46
-.02
.05
.36
(.36)
㪌㪋㪅㪊㪏 ***
.00
1.1

-.06
-.05

.12 **.10 *.25 ***.10 ***.09 **.17 ***.14 ***.01-.08 ***

step 5

Standardized partial regression coefficients are shown for each criterion.
******p<.05, p<.01, p<.001a䋺b䋺
0 = has no children, 1 = has at least one child䇮 0 = non-professional, 1= professional

.36
(.36)
㪍㪋㪅㪇㪌 ***
.00
3.9 *

.36
(.35)
㪎㪎㪅㪇㪎 ***
.01
11.9 ***

Interactions with occupation
12.Respect㬍occupation
13.Integration㬍occupation
2
.05
.35
R
(adjusted)
(.04)
(.34)
F
19.6 *** 㪐㪋㪅㪇㪋 ***
2
.30
ǻR
2
143.1 ***F for ǻ R

.11 **.13 ***
-.06
-.05

.07 *
.09 ***

Organizational response to nonwork
8.Respect
9.Integration.25 ***.10 ***.09 **.17 ***.14 ***.01-.08 ***

step 4

Interactions with parental status
10.Respect㬍parental status
11.Integration㬍parental status.25 ***.10 ***.10 **.17 ***

Control variables (work related satisfaction)
4.Job itself.27 ***
5.Supervisor.11 ***
6.Coworkers.10 **
7.Pay and promotion.22 ***

step 3Affective commitment

step 2.13 ***.01-.08 ***

step 1

Control variables (personal characteristics).16 ***
1.Age.13 ***
2.Parental status a
.04
.01
b
**
-.08
-.08 ***
3.Occupation

Independent variables

.05
(.05)
23.5 ***.13 ***.13 ***.02

step 1.10(.10)
20.2 ***.05
16.9 ***.08 *.04.10 **.05.13 ***.11 ***.02

step 2.12(.12)
19.1 ***.02
13.6 ***.05.13 ***.06.03.10 **-.01.13 ***.11 ***.02

step 3.13(.12)
16.2 ***.00
2.9-.10 *.00.12 **.13 **.06.03.10 **.00.14 ***.11 **.02

step 4

Continuance commitment

-.02
-.01
.13
(.12)
13.7 ***.00.3-.10 *.00.13 **.14 **.06.03.10 **.00.14 ***.11 **.02

step 5

Table 2. The results of regression analysis

3.6 *

.01
(.01)

.05
.04
-.05

step 1.18(.18)
㪋㪇㪅㪈 ***.18
66.9 ***.14 ***.11 ***.11 **.18 ***

.03
.02
-.04

.22
(.22)
㪊㪐㪅㪍㪈 ***
.04
31.1 ***.19 ***.08 **.11 ***.09 **.10 **.09 **

.02
.02
-.05

step 3.22(.22)
㪊㪉㪅㪊㪏 ***
.00
.1

-.01
-.01

.20 ***.09 *.11 ***.09 **.10 **.09 **

.02
.02
-.05

step 4

Normative commitment
step 2

-.06
.07 *
.23
(.22)
㪉㪎㪅㪏㪐 ***
.00
2.7

-.01
-.01

.24 ***.05.11 ***.09 **.10 **.09 **

.02
.02
-.04

step 518ີȁআȁაȁ஽

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

19

gration was found to be most strongly related to continuance commitment (ϸ=.13, p = .000). Because integration but not respect was positively related tocontinuance commitment, hypothesis 1b was supported.
As for the normative dimension, the personal variables entered at thefirst step explained 1ɓ with the only significant effect being sex. At step 2,
work-related variables add 18ɓ of explained variance. As with the affective
dimension, the more challenging the job, the better the relationship with coworkers, and the fairer the compensation system, the more individuals felt
normatively committed to the organization. The response variables entered in
the third step made an incremental contribution to the equation (ϚR2 = .04, F(2, 1239) = 31.08, p = .000). The ϸ for respect was .19 (p = .000), showing
the greatest contribution of all the independent variables. The ϸ for integration was .08 (p = .004), indicating a significant relationship. Therefore, hypothesis 1c, which predicted a positive relationship between the two responses
and normative commitment, was supported.

Interaction effects of organizational responses and personal factors
The interaction products were entered into the equations at the lasttwo steps. The cross-products of parental status and organizational response
entered at step 4 did not add to explained variance significantly for any of thethree dimensions of organizational commitment. Thus, the results did not support hypotheses 2a and 2b. Hypothesis 2c that predicted no effect from parental status, was supported.
At step 5, interactions of occupation and response variables were enteredinto the equation. They did not add to explained variance significantly for anyof the three dimensions of commitment, showing that hypotheses 3a and 3b
were not supported.
47

20ີȁআȁაȁ஽DISCUSSION
The result of this study showed that both types of responses had a positive relation with all three dimensions of organizational commitment. As
expected, after controlling for the effects of other variables, both integration
and respect had a significant positive relationship with affective and normative
commitment, but only integration was significantly related to continuance commitment
As for comparative relatedness of the two response types to affective
commitment, we hypothesized that respect was more closely related thanintegration. This research result, however, showed that integration was also
considerably related to affective commitment. This finding was not necessarily
consistent with the results of Kirchmeyer's (1995) study, where only respect
was found to be related to affective organizational commitment. The reason
may be related to differences in culture and employment practices between
Japan and North America.
In individualistic western culture, it is usually not acceptable to poke
one's nose into an individual's private affairs. In such a culture, an integration response, where employers are involved more directly in the individuals' nonwork life, might not be as effective as the respect response, where an
individual's privacy is more encouraged and respected. In the North American
labor market, the employment contract is limited engagement, where there
is market-based exchange between employees and employers. Given such
employment practices, the integration response, which suggests powerful
employers and protected employees, might be less effective than the respecttype, which suggests mutuality in labor relations. In the collectivistic Japanese48Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

21

culture and in the Japanese labor market where life-long employment practices
exist at least in large-sized firms, integration might be expected to be more
influential than in North America.
Integration was not the only response that related to organizational commitment in this study. The respect type of response, however, had a considerable relationship with commitment except for the continuance dimension,and in this study, the relationship with normative commitment was found tobe especially strong. The results seem to suggest that the respect response
is effective for enhancing commitment generally regardless of differences incultural or employment practices, although cultural difference were found to
influence its strength.
Parents were assumed to be more vulnerable to the effects of organizational responses to nonwork than non-parents, and to have greater continuanceand normative commitment when they perceived higher levels of response.
But this hypothesis was not supported. A possible explanation is that organizational responses to nonwork were not only important for parents but also for
non-parents at least for the response items in this study. Even non-parents
might have regarded the responses as the cost associated with leaving theorganization. Grover and Crooker (1995) found that workers had enhanced
commitment to employers that offer family-friendly policies, regardless of theextent to which they personally benefit from those policies. They provided
some potential explanations for this result, and one was that social information
processing might have influenced the commitment of the overall population.
That is, employees who received the benefits might have a positive reaction,
which they in turn share with their coworkers. This explanation could be applied to the results of this study. Through socialization experiences, which arepresumed to be an important antecedent of normative commitment, even non49

22ີȁআȁაȁ஽

parents might have shared a feeling of obligation to remain.
As expected, higher affective commitment was associated with higher
responses regardless of parental status. Meyer & Allen (1997) pointed out that
researches to date have generally suggested that affective commitment wasmore closely related to perceptions of fair treatment than to satisfaction withpersonal outcomes. Consistent with these previous findings, organizational response to nonwork could be perceived as fair reward for employees and might
have been related to attachment to the organization even for non-parents.
The hypothesis that types of responses related to organizational commitment varied depending on occupation was not supported either. One ofthe possible reasons may be that professionals accounted for only 1.3ɓ of the
respondents. The category, 'professional or engineering employees', consisted
almost entirely of engineers (96ɓ). Professionals but not engineers could
have a mutual or equal relationship with their employers. Any other possible
reason is that many professionals in Japan are organization-specific professionals, not universal specialists who can move across organizations. Higuchi (1998)
stated that there is no external labor market in Japan even for professional
workers. If so, professional and engineering employees would not have a moreequal relationship with their employers than non-professionals.

Implications
Organizational responses to nonwork were found to have incremental
explanatory power for organizational commitment over and above work-related
factors that had previously been known as important antecedents. This suggests that the organization's support for employees' nonwork participation
should be considered to enhance employees' commitment. This study showed
how the different dimensions of organizational commitment were related to50

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

23

different types of organizational responses to nonwork. These findings willcontribute to the construction of a framework for research in this area.
Unlike the results of Kirchmeyer's study (1995), the integration response
was found to have a significant relationship with organizational commitment
after the effects of other variables were controlled. This was thought to becaused by the influence of culture and employment practices in Japan. We also
found that the respect type had considerable relationship with commitment except for the continuance dimension. This result seems to suggest that a typeof response providing flexibility and consideration for the employees' nonwork
participation is universally effective in enhancing employee's attachment andloyalty to the organization regardless of differences in culture and employment
practices, even though the strength of the effect varies depending on the workplace context.
Employees with strong affective commitment are suggested to be morevaluable employees than those with weak commitment, because affective commitment has been reported to have a positive relation with favorable outcomes
for the organization such as performance and citizenship behavior (Meyer &Allen, 1997). Similar effects are reported for normative commitment (Meyer& Allen, 1997). Thus, the organization's consideration for employees' nonwork
life might lead to favorable outcomes not only for working individuals but also
for the organization itself.
Employees with strong continuance commitment, however, are lesslikely to make positive contributions to the organization, as they might bepoorer performers, engage in fewer citizenship behaviors and exhibit more
dysfunctional behaviors than those with weak continuance commitment (Meyer& Allen, 1997). Therefore, the evidence about whether the integration response had sizable correlation with continuance commitment is disconcerting.
51

24

ີȁআȁაȁ஽

However, it should not be concluded that the organization should abolish the
integration response, because it also has considerable positive correlation withaffective commitment. In the light of its positive relation with respect, these
two types of responses might be effective when firms employ them together.
The result of this study showed that individual attributes had no significant effect on the relationship between organizational responses and organizational commitment. This may mean that the organizations' nonwork support
will cover wide range of effectiveness regardless of individual difference.

Limitations and future researchThis research design was cross-sectional, and could not show causal
relationships. People who were committed to the organization might haveperceived more support from the organization for their nonwork life than ones
who were not. Another limitation was that only five organizations participatedin this study, and the extent to which the findings can be generalized remains
unknown.
We defined corporate welfare as the integration response in this study,
because of the similarity between the wide range of services and facilities
usually provided for employees and their families and Kirchmeyer's (1995)
terminology. Indeed, the firms which participated in this study had services
or programs that seemed to correspond to the integration response. Althoughmany of welfare services in Japanese firms are surely integrating employee's
nonwork life in their affairs (Dore, 1973; Lincoln and Kalleberg, 1990), singleitem measure is not ideal admittedly. However, the intent of this study was
mainly exploratory to construct a framework for examining the effectivenessof organizational responses to nonwork. Future studies will need to develop
reliable instruments to measure integration as well as respect containing broad
52

Organizational Responses to NonworkȪOta, Kinoshita & Matsumotoȫ

25

programs and services for employee's nonwork life. Recently, employee demands for such corporate welfare have become diversified as a result of thediversification of workers themselves and their sense of values. Given this
rapid transition and diversification in nonwork demands, it will be necessary toconfirm the conceptual validity itself by incorporating a variety of services andprograms. Also, there could be response types other than respect and integration.
The subjective perception of organizational responses instead of objective indicators of nonwork support was employed in this study because perception but not actual environmental condition was assumed to influence people's
attitudes directly. However, objective measures such as actual implementationof these practices, and allocation of finance to these practices might be fruitfulfor constructing a framework. If a dynamic framework including objective indicators together with employees' perception can be developed, it will provide
a basis for understanding and implementing organizational responses to nonwork.
The results showed that parental status and occupational categories did
not influence the relationship between organizational response to nonwork andorganizational commitment. There might be other factors influencing it. Ota(2000) pointed out that personal factors like personality and perceived relationship between work-nonwork might influence such multiple role outcomes as
well-being and work attitudes. People with high self-efficacy or positive attitudes toward work-nonwork participation may be vulnerable to the respect
type of response, whereas people with low self-efficacy or passive attitudes
may be vulnerable to the integration response.
In future, it will be important not only to establish appropriate scales toindicate the conceptualization of organizational responses, but also to examine5326ີȁআȁაȁ஽the data for different types of industries, and occupational categories with different employment practices.
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27

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55৏ ຊ ৪ ત ٚ࿌ȁུȁંȁঊȁȁ൐‫ີނ‬আఱ‫ڠ‬੩‫ޗ‬਎‫܊‬ȁനȁࢫȁ଼ȁȁ൐‫ີނ‬আఱ‫ޗڠ‬਎ఊȁനȁ̧̯̾ȁȁ൐‫ີނ‬আఱ‫ڠ‬੩‫ޗ‬਎৚ȁỹȁࣝȁ૕ȁȁ൐‫ີނ‬আఱ‫࣒ڠ‬঍༎ ਬ տ ֥࿌ȁུȁંȁঊȁȁȁȁȁ‫ؖ‬ȁུȁࠄȁ֚Ȫտ֥ಿȫவȁศȁసȁ჊ȁȁȁȁȁാȁ֔ȁȁȁਰआȁ‫܅‬ȁ޷ȁংȁȁȁȁȁ൥ȁ૩ȁఱȁဈີȁআȁაȁ஽ȁȁల 50 ‫ ے‬ల 2 ࣢Ȫ೒‫ ے‬86 ࣢ȫ໹଼ 18 ා 3 ࠮ 1 ඾ȁอ࣐༎ȁਬȁ൐‫ີނ‬আఱ‫ີڠ‬আა஽༎ਬտ֥ٛ
อȁ࣐ȁ൐‫ີނ‬আఱ‫ݪࡄ੅ڠڠ‬ٛయນ৪ȁ‫ؖ‬ȁఆȁ֚ȁ଼൐‫ނ‬സ૧਽ߊࣞന෯ા 3 Ƚ 8 Ƚ 1
ȁ03 Ƚ 3368 Ƚ 2154

֣क़৪ȁཅ ໲ ২ ֣ क़ ਫ਼༎ਬࢃܱɜࣽා͉̫͂ͤͩ‫͙̱ͥͅ૸̦̯ێ‬ȶ࠮͈गนȷ͈‫ܬ‬୯̺̹̽ȃ̞͂̽̀͜‫ة‬͈̭̥͂໦̧̥̞̜̺̠ͣ̈́࢜ͥͧ͜ȃজ͈ਯ̞ͭ́ͥ౷֖͉́ൃ̈́ͥ͂ͅ
୞࿳ΑΠȜήဥ͈൘࿳ͬคͥ৬̦ȶ࠮͈गนȷ͈΂σΌȜσȆιυΟͻͬၠ̱̦̈́ͣႹ౷̩͈̜ͬٝ̽̀ͥ́ͥȃတյ̦ࢩ̷̦̹̦ͥͦশȄ๼̱̞̦໤
๟̱̞̜͈ιυΟͻͬಶ̩͂Ȅজ͉̭̭͈̈́̓ͧೲ̥ͣ႖̢႖̢̱̹͂‫̯ێ‬ͬ‫̢̜͈ͥ́ͥژ‬ȃ‫̓̈́ͅ੾͈ذ‬໳̫̹͊͘‫ڒ‬༆͈ૂ੣̦̲̺̠ۜͣͦͥͧ
̭͈ྴެ͜Ȅ‫ܬ̞ێ‬୯͉ͅ‫ێ‬ș̱̯ͬ௩̳̺̫Ȅະ١̈́‫ܨ‬໦ͬૌ଼̳̺̫ͥ
͈̺̈́ȃɜ̭ͭ̈́ιυΟͻͬၠ̱̀൘࿳ͬคͤͅြͥު৪̥͉ͣփ౷́͜ฃ̸̞ͩ̈́͂
‫ࠨ̞ޑ‬փͬ૧̹̳̭̱̱̺ͥ͂͊͊͜ͅȃ̷̤̩ͣḘ͈̏ު৪͉ȶ࠮͈गนȷ
͈̠̈́͢ιυΟͻͬၠ̳̭͂́ȄगนɁ୞࿳̞̠͂Ⴒேͬ‫̵̱̠̯͂ܳ͢ۓ‬̞͈̥̱̞̀ͥͦ̈́͜ȃ̜̞͉ͥ‫ێ‬ș̱̞ζͼ΢Ȝ಺͈ιυΟͻͬ໳̩͂૽
͉‫ܨ‬໦́͘‫̩ͤ̈́ێ‬Ȅ̷͈ࠫ‫ض‬Ȅ൘࿳͈ક๯̦௯ૺ̯ͦȄ൘࿳̦̽͂͜คͦ
̠ͥ̈́ͥ͢ͅȄ̞̠̠͂̈́͢઀ࡋ̱̞์คၑა͈૞༮৪͈̥̱̞̈́ͦ̈́͜ȃɜ̵͛̀ȶ̠̞̩̾͜ૢ̤ͥ͂ୃ࠮ȷ̥͂ȶ੉̭̞͢ȷ̥͂ͬၠ̢̱̀ͣ̈́͜
̞͈̺̠̥ͧ͜ȃ‫ܬ̞ێ‬୯ͅઁ̱́͜‫ܨ‬঵̻̦‫̠̈́ͥ͘͢أ‬ιυΟͻ͈ެͬၠ̱̩̀ͦͥ̈́ͣȄ̷͈ު৪ͅచ̳ͥࢡۜ͂ۜ৫͈‫ܨ‬঵̻̦໢̧̧̭ܳ̽̀
̀Ȅ൳̲൘࿳ͬฃ̠̭͈̈́ͣު৪̥ͣฃ̤̠̞̠͂‫ܨ‬঵̻֑̞̞̈́ͥ̈́ͅͅ
͈̜́ͥȃɜࣉ̢͙̭͈̀ͥ͂ͦ́͘ζȜΉΞͻϋΈ͉ȶ࠮͈गน͈ζȜΉΞͻϋΈȷͅਞই̧̢̱̹̞̀͂ͥȃ̞̥ͅક๯৪̦‫ێ‬ș̱̞ະ١̈́ࠐࡑ̱̠ͬ͂͢ȄκΦͬฃ̷̢̩̯̳̞̞̽̀ͦͦ͊ͦ́Ȅ̞̠̠͂̈́͢ȶ̧͈֚ٝͤ৾֨Ȫ์คȫਹণȷ͈ζȜΉΞͻϋΈ̜́ͥȃ̷ͦͅచ̱̀ȶ੉̭̞͈͢ζȜΉΞͻϋΈȷ͉ક๯৪ͅ౰̥̞‫ܨ‬໦Ȅ̞̞ࠐࡑͬ೹‫̭̳́͂ͥރ‬ક๯৪͈͂‫ͬ߸۾‬ಃ̞̞̭̠̳̀͂ͥȶಿ̞‫߸۾͈ۼ‬ਹণȷ͈ζȜΉΞͻϋΈ̜́ͥȃ̻͈̓ͣζȜΉΞͻϋΈͬક๯৪̦঑঵̱̩̥̀ͦͥȄ൞̢͉ྶ̥̺ͣͧう。
Ȫ‫֚ࠄུؖ‬ȫ

5

₉ আ
₉ ა
₉ ஽
ີ

17

184

11

10

17

ඵඵ

‫ུޘ‬ಱ୆ఈࢷಕ‷‫ܱ࡞ޚ‬‱૧඾ུࡣങ໲‫ڠ‬ఱࠏ′‸‫܊‬෨੥ഝ ‫ܱ࡞ޚ‬‪୞୼ઐఊ჊‵ࡣ؉ြ⅗Ⅻⅲⅵⅴ૙୆‫ܱ߸۾ڰ‬ম ȝࡣయℷⅱ⅟ಎଲ⅚૙຦₊૙໤₊૙ম ȝ‶ ༿ٖഴఈ۬ਘ‷૙୆‫⅔ڰ‬૙໤ঃ‱஠ਬ඾ུ⅚૙໲‫ا‬₉ లඵ‫ے‬′‸ဎ५‫੄ڝ‬ๅ₊໹଼ ਫ਼ਓ‪⅗ⅱⅴ„‷։ଷೳ߱؉ြ‸⅛߲੥႒ਲⅺ ૧୿ဋ‫ژ‬؉ြ‸‷૧ढ़؉ြ‸‷৲ள؉ြ‸⅛‷඾ུ‫شޗ‬੥ఱࠏ؉ြ༎‸ ࣒౴২‪ⅺ ೳ‷””߱؉ြ‸⅛૧඾ུࡣങ໲‫ڠ‬ఱࠏⅺ૧୿႒ਲ؉ြ‸⅛‷඾ུ‫֗ޗ‬໲ࡩ‫شޗ‬੥༎‸ ඾ུ଎੥↑⇄↕‡‪ⅺ४ચ⅄‷⅌„”୤֔ో჊‷‫م‬ঊ⅚໲‫ا‬ধ‸‫ࡔع‬੥‷
ഝ₊໹଼୤֔ో჊ஜࠇ੥
૧ಲࡣങਬ଼⅗ⅱⅴా֔ఛ२‷৿໌୷߉ࣉબ‱Ք౶ఱ‫ڠ‬໲‫ڠ‬ٛ஽੥≎′‸‫ࡣݦ‬੥֭₊໹଼ ⅗ⅱⅴ૧ಲࡣങਬ଼⅗ⅱⅴ‵ࠝෝ⅔໲‫ ڠ‬ȝ‷໹‫ز‬໤ࢊ‸⅔ࠝෝ⅚‷໹‫ز‬എଲ‫‸ٮ‬ⅺⅭℽ⁁⅒‶‷࣒ज඾ུ⅚ഥઇ໲‫ڠ‬ల჋‫‸ے‬२࿥֔੥ഝ₊໹଼ ਫ਼ਓ‪ଌ ന ঙ ஜ ࠇ ੥„ Ⅺ ⅌ ന ࢛ გ ຳ ঙ ⅛ ‵‱໲௬′⅚‷ℴℼ⅂໤ℹ⅌ⅳ ȝ‫༷ॽ⅚࡞ޚ‬დ ȝ‶ ෝ ‫ ↕ ڢ‬ⅽ ↵ ←₊ ໹ ଼
₊ ‪⅓‵େଚܱℸⅲඊၛ⅄⅌‷୞‫ޘ‬५⅚௜ঞ‸⅚ంहⅺே೰ⅆⅥ℺⅖⅚⅓ℳⅶℵ‶⅔⅂ⅵ”ཤ୼಑຃ঙⅮ
ഛၑུ൮ಕ⅓ඊၛ⅄⅌୞‫ޘ‬५ࣣ୽ܱ⅚ంहⅺଔ೰⅄⅒ℷⅲⅵⅴ„‫ུޘ‬ಱ୆ঙ⅛‵‱ ໲ ௬ ′ ⅚ ࢊ ⅳ ‶‷ ‫଼ ࠁ ⅚ ࡞ ޚ‬
⅔ജ‫‸ٳ‬Ⅻ⅑℺੥པ₊໹଼⃾ਫ਼ਓ‪⅓”‵໲௬‶⅚ࢊⅳ⅛‷໹‫‸ز‬ਔ༏⅗ంह⅄⅌⅔এⅷⅵⅴ࢛ࢊⅳ⅚ࠏໄⅺ֨
ℼⅮ⅚⅍⁁⅌⅚⅓⅛⅖ℴℸ⅔⅚ࡉٜⅺা⅄⅒ℷⅲⅵⅴ„
߃൥ࢡგ‵໌ߓ₊௡௵₊෯ ȝ
໤⅗⅀⅍ⅷⅴ‶‷࣭໲‫‸ڠ‬໹଼ ₊ ‪⅗ⅱⅴ„ո‫‷ئ‬ఊ໹ܱ‸⅚֨ဥ⅛”ⅆⅥ⅒඾ུࡣങ໲‫ڠ‬ఱࠏ⅗ⅱⅴ„߃൥ࢡგ‷‫ݡ‬࿦⅔൅࠵
₉ ಎଲࣣ୽⅚৘௨‱Ⴄঃ໲‫↻ا‬ⅽ↫↻↼‡ ′‸‫ࢬ୼݌‬໲‫܁‬₊໹଼⃿⅗ⅱⅴ„
֨ဥ⅛૧඾ུࡣങ໲‫ڠ‬ఱࠏ‷৒಴໤ࢊਬ
₉ ષ‸⅗ⅱⅴ„߃൥ࢡგ‷ܷ໶⅔༜໶⅚ಎଲঃ‱Ⴄঃ໲‫↻ا‬ⅽ↫↻↼‡ ′‸‫ࢬ୼݌‬໲‫܁‬₊໹଼ ⅗ⅱⅴ„
(2)

10

11

6

20

14

(3)

(9) (8) (7) (6) (5) (4)(10)(15) (14) (13) (12) (11)59ࡼ
₉ ℸⅸⅴ⅘ྚ⅍ະ਱໦⅖ࣉख़⅓⅛ℳⅴℹ”ոષ⅚⅀⅔ℸⅲ”⅀ⅵⅪ⅓୶‫⅗ڠ‬ⅱ⁁⅒ୟⅫਹ⅙ⅲⅵ⅒℺⅌‵໲௬‶⅚

ࣉख़⅚ࠫ‫”⅗ض‬ষ⅚२തⅺັℾ‫ح‬ℶ⅌ℴ„Ⅺⅇ֚ത࿒⅛”‵໲௬‶⅛⅊⅚଼ၛ⅗ष⅄⅒”؉ြ໤ⅺ४ࣉ঩

ၳ⅔⅄⅒ဥℴ⅌⅔ࣉℶⅲⅵⅴ⅀⅔”ඵത࿒⅛”‵໲௬‶⅚࡞ࢊဋܾഎอே⅊⅚ఈ⅗”Ⴒ‫⅚߸۾⅚⅔ظ‬૬⅂ℹۜⅅⅲⅵⅴ⅀⅔”२ത࿒⅛”୞‫ޘ‬५ࣣ୽⅔ℴℵ‷໹‫୽ࣣ⅚‸ز‬᭕ⅺࢊⅳ⅖ℹⅲ”⅊⅀⅓⅚ຝৢ⅚਀༹⅛”
Ⅼ⅄ⅶ‷ఊ໹ܱ‸⅗߃ℴশయ⅚Ⅾ⅚⅓ℳ⁁⅌⅀⅔”⅓ℳⅴ„‷ఊ໹ܱ‸⅔؉ြ໤⅛”ಎଲ⅚૽ₚ⅗⅔⁁⅒‫شޗ‬੥⅓ℳⅳ”ຐ‫ش‬মങ⅓Ⅾℳ⁁⅌⅔ℴℵ„‵໲௬‶⅛⅊ℵ⅄⅌↥ⅽ↫↽എ঩ၳⅺࢦⅫ⅗၌ဥ⅄⅒ैⅲⅵ⅌ެ⅓ℳⅴ⅔࡞ℶⅴ⅚⅓⅛⅖ℴ⅍ⅶℵℸ„⅊⅄⅒⅊⅚଼ၛࠐ

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

࿌ུ‪

ඵ֚

֌⅗⅛”൚শ⅚౶ে૽⅓ℳⅳ”ℷ⅊ⅲℼܱ߳⅗Ⅾ؉ြ໤⅗Ⅾୈ೒⅄⅒ℴ⅌⅓ℳⅶℵႲ‫ظ‬঍⅚‫۾‬ဓⅮℳⅳං
ⅴ⅀⅔ⅺঐഊ⅄⅒”ུࣂ⅚ࠫ⅟⅔⅄⅌ℴ„″ಕ‴‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

60

ུࣂ⅓४ચ⅄⅌‫࡞ޚ‬రུ⅛ո‫⅚ئ‬೒ⅳ⅓ℳⅴ„
ཤ୼಑຃ఈࢷಕ‷ഛၑུ‫࡞ޚ‬჋݅‸२࿥֔੥ഝ ഛၑུ‪౻നࢩংఈࢷಕ‷ఱ௬ࡵྶུ‫࡞ޚ‬ਬ⅚ࡄ‫‸ݪ‬ນ࡛২ ࡵྶུ‪࿤ₚఆ٦२ఈ༎‷‫࡞ޚ‬ਬ‱඾ུࡣങ஠੥′‸ಱ඾૧໳২ ஠੥ུ‪࿤ₚఆ٦२ఈ༎‷‫࡞ޚ‬२ຐ๔ਬ‱ຶ५པຐ‫ش‬໲ࡩ′‸ຶ५པ २ຐ๔ਬུ‪઀५ࢬ঎ࢷಕ‷‫࡞ޚ‬ਬ‱඾ུࡣങ໲‫ڠ‬ఱࠏ′‸‫܊‬෨੥ഝ ఱࠏུ‪
(1)

₉ আ
₉ ა
₉ ஽
ີ

ඵ₝

⅀ⅵⅲ⅚ಎ⅓‵ୈࢡ⅚ఱ࢛‶‵ฒ౱ཹ℺⅚ᦢ൚⅒‶⅛”ஜࠇ⅚‷ఊ໹ܱ‸⅚ဥ႕⅔‫ވ‬೒⅄⅒ℴⅴ„Ⅺ⅌”‵໲௬‶⅚૯ന”ྋ࿤⅊ⅵ⅋ⅵ⅚ࢿ⅗⅛߭ࠁ”ࣞ‫⅔ڙ‬ℴ⁁⅌ၛ໤ℹࡉⅲⅵⅴℹ”⅔ℼ⅗߭ࠁ⅛‫ہ‬ாশయⅪ⅓⅛

⅗ฒࣸ⅚୾⅂⅄⅊Ⅴ”ฒఊ൅”ؔ૜⅗ఝ℺⅖⅄”ලঅঐ⅄⅌ⅴฒֵ⅚࿦໅⅞”ⅷ⅃⅔ฒ࿐⅚‫ݡ‬঵ⅎ⅒”ऒ

֨ⅎℹⅤ⅒”ฒঝ⅚‫”⅗ڃ‬൳ⅅ࿉⅚ฒି⅚ࢿ”२඾࠮఑ⅎ”‫⅗׌‬ฒे⅚ऒֲ⅚઀਀”ฒཹ⅚ᦢ൚⅗”ฒ൅

༷ᷗ⅔े༷⅔⅚୽ℴⅺຝℴ⅌ܱ݀߳໤⅚‷ᷗे໤ࢊ‸⅓Ⅾ”े⅚५ઽ৿ೋ৿⅚ୃள⅚࣐௡ⅺ‵ว⅗⅛կ

⅀⅚തℸⅲⅮ”ಎଲࢃ‫↕↏⅚ܱ߳⅚ܢ‬ⅽ↽⅗ⅱⅳ߃ℴউℹۜⅅⅲⅵⅴ„

ࡉⅲⅵ⅖ℴ„⅍ℹ”‵໲௬‶⅓⅛ඵ૽⅔Ⅾࢿ⅗ၛ໤ⅺັℾ”⅄ℸⅮ⅊ⅵ⅋ⅵ߭ࠁ⅔ࣞ‫⅔ڙ‬ຝ℺໦ℾ⅒ℷⅳ”‫ུܖ‬എ⅗֚໐⅚ષ‫⅚੿໌ݭ‬Ⅻℹঀဥ⅄⅒ℴ⅌Ⅾ⅚⅔ℴℵ„৘ष‷໹‫”⅛⅓‸ز‬ၛ໤⅚ܱ੆⅛⅊ⅵⅧ⅕ఉℼ(13)ཿ‫⅖ص⅗ݷ‬ℼ८ࡉ⅂ⅵⅴ⅔⅚⅀⅔⅓ℳⅴ„⅀⅚തℸⅲⅮ”ಿఱ⅖ఊ൅⅚ຝℸⅵⅴ‵໲௬‶⅚ࢊⅳ⅛ ໹‫‸ز‬‷”ⅱⅳ‷ఊ໹ܱ‸⅗߃ℴশయ⅗଼ၛ⅄⅌໤ࢊⅺ‫ै⅗ܖ‬ⅲⅵ⅌‫خ‬ෝ଻ℹࣉℶⅲⅵⅴ⅚⅓⅛⅖ℴ⅍ⅶℵℸ„(15)

ఱఊ൅₊ఱಿ൅⅚⅞⅔⅐⅚‫ܖ‬੔⅍ℹ”‷ఊ໹ܱ‸⅓⅛‵२৲ඵ଱‶⅛઀ఊ൅⅓”অ․჋৲೾ഽ⅚ఊ൅⅛”

Ⅺ⅌”⅀ⅵ⅛გஂၠ⅚Ⅻ⅗⅖ⅴℹ”ྋ࿤⅛‵ࡼ৲२଱‶⅚ఊ൅ⅺาℴ⅒ℴⅴ„‷໹‫⅛⅓‸ز‬२৲ࡼ଱ℹ

ၛ⅛؊૾⅚၄ஜࢃ⅔এⅷⅵⅴ„

൝”‵໲௬‶⅗߃ℴຝৢℹ‫ة‬തⅮ‫℺⅓෇ږ‬ⅴ„⅖ℷ”‷ᷗे໤ࢊ‸⅛֚ૄ࠳ၻ⅚ैℸ⅔ࣉℶⅲⅵ⅒ℷⅳ”଼

⅌઀ߓ௷⅚ຝৢ”ఊ൅ⅺ‵ؔ૜⅗‶ఝ⅟⅒ℴⅴ⅀⅔ ‵໲௬‶⅓⅛ဓ֚⅛ఊ൅ⅺ‵ؔအ⅗ࠫⅻ⅓‫ئ‬ℿ‶⅒ℴⅴ‪

ܱ߳⅂⅖ℹⅲ⅗ຝℴ⅒ℴⅴℹ”
ၛ໤ⅺັℾ⅌ࢿ”઀਀₊ᦢ൚⅔ℴ⁁
࿒⅖ⅴ෯⅗ฒն౾⅞⅒‶ ཌྷ஌⅛ຊ৪‪⅔”

(14)

61

‵ᤚᤖ↣‫ڃ‬ೄ଒↠”ୈࢡ↣ఱ࢛⇃ಫ↑”ট‫ئ‬ෛ↣‫”↠ڃ‬ฒି↣ࡼཿࢿ↠สၨ⇃߄↠↛఑↛ັ↕↽⇃ಞਉ↠಍଼↍”߆↣ᝀັ↣⣰൚↠߄ै↣ఊ൅ඵ૦ఝ↛”֚໐ࣱ↝↛”ࡼ৲२଱ခↇ↽ा൐֚↣ྴ෯↠‫↣ګۙ؂‬৤઀ਢ⇃߄‫↽↕ཹ↠ٵ‬ն⇃౾↛”ۤൃ૗↣࢚௙࠼↛”२਱჋ओ↕↽ฒཹ↣߆ฤ↣ఱಎࣱ↣࿦↠”ུসᢡ↣‫↣ݡ‬૯ಎ՜↛‶ ཌྷ஌⅛ຊ৪‪Ⅺ⅌”ষ⅚ఱേ‫࣐⅚ݠ‬௡ ‫ے‬ల্‪⅚ⅱℵ⅗”઀ߓ௷⅚ຝৢⅮࡉⅲⅵⅴ„‵୤౷↣޵↣ೄ଒↠”‫غ‬ր↣‫”⇃↽↟࣫↣ྜ↖↳↣ڃ‬൫‫”↾↋↶ↅ↟↷ۼ‬ၨ൮↣ᆕ↣੣⇃↍↶”ฒ౱ཹ↣ᦢ൚↠”२৲ࡼ଱↣઀ಿ൅⇃ზ↠‫”↴ޖ‬‶ ཌྷ஌⅛ຊ৪‪‵໲௬‶⅚ဓ֚⅚࣐௡ⅺ२ຐ๔ਬུ⅗ⅱ⁁⅒‫ݷ‬ℿⅴ⅔”‵‫ٯ‬ฒ૕⁁⅒֚ਹ⅙‶ ಍ັℾ‪”‵ୈࢡ⅚ఱ࢛‶ࡱ‪”‵୤౷⅚޵⅚ೄ଒‶ ೄ଒‪”‵ဠ෿൑၏⅚ऒֲ⅚ᢌ਀‶ ઀ߓ௷‪”‵ฒ౱ཹ℺⅚ᦢ൚⅒‶ ઀ߓ௷‪”‵๪ր⅚ఱ‫ڃ ‶ڃ‬‪”‵ℷ⅖ⅅℿ⅚ࡼཿᱴ⅚‫ࠁ߭„⅗ڽ‬఑⅐⅒⅋๭⅌ⅳℾⅴ‶ ࢿ‪”‵ඵ৲२଱ २ຐ๔ਬ‵ඵ਱অ⅂ℴ⅌ⅴஅֵ⅚࿦‶ ࿦‪”‵সո‫֚⅛ٸ‬৲२଱‪⅚॥શ‫⅚ے‬൅‶ ൅‪”‵ؕ߄ैⅳ⅚ఊ൅‶ ఱ൅‪”

ᢡ⅚‫ݡ ‶ݡ‬‪”‵෯⅛ྴⅺං⅄တ܏⅔ℴℵ෯⅗߄ໞႊ⅚ն౾ℸⅈ ఱࠏུ‪‶ ෯”ն‪⅔⅖ⅴ„

൳ⅅℼྋ࿤⅚࣐௡⅛‵‫ٯ‬ฒ૕⁁⅒֚ਹ⅙‶ ಍ັℾ‪”‵ୈࢡ⅚ఱ࢛‶ ࡱ‪”‵‫ڃ⅚ڴ‬ೄ଒‶ ‫ڃ‬ೄ଒‪”‵ࣱ‫ڟ‬ր⅚ఱ‫ڃ ‶ڃ‬‪”‵ℷ⅖ⅅℿ⅚ࡼཿᱴ⅚‫ڙࣞ⅗ڽ‬఑⅐⅒⅋಍⅌ⅳℾⅴ‶ ࢿ‪”‵֚৲ส଱⅚ؕ߄ैⅳ⅚൅‶൅‪”‵ఱಎࣱ⅚଺࿦ⅺ„ৠ⅚ශℼ⅗৾⅐⅒⅐ℾ‶ ࿦‪”‵ഭᢌᢡ⅚‫ݡ ‶ݡ‬‪”‵෯⅛඾༥⅔ℴⅡ෯‶ ෯‪”‵ປ⅚‫⅚ڟ‬ಫն”ࡵ⅚‫⅚ڟ‬୨ັℾ”ߧ⅚‫⅚ڟ‬વഉ⅂⅄‶ ෯ߓ‪”‵ࡼ৲२଱ⅆⅴⅳ⅔า℺ ఱ௬⅗⅛⅖⅄‪‶
ఊ൅‪⅔⅖ⅴ„

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

࿌ུ‪

֚߇

ոષ⅗ⅱ⁁⅒”಍ັℾ”ࡱ”઀ߓ௷”ಿఱ⅖ఊ൅⅖⅕ℹ”‷໹‫⅚‸ز‬ങ߿⅔௖֑⅄⅒ℴⅴ໐໦⅓ℳⅴ⅀
⅔ℹⅷℸⅴ„‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

62

₉ আ
₉ ა
₉ ஽
ີ

֚ส

⅂⅒”ུࣂ⅓⅛”⅀ⅵⅲ⅚௖֑ത⅚ಎ⅓Ⅾ⅔ℼ⅗࣐௡ຝৢ⅚મ⅄⅂⅗಍࿒⅄⅒Ⅻ⅌ℴ„‷໹‫ز‬໤ࢊ‸ⅺ

ইⅭ⅔ⅆⅴܱ߳⅓⅛”໌੿⅚࣐௡⅛࿀ྟ⅗ຝৢ⅂ⅵⅴ⅀⅔ℹఉℴℹ”ུެ⅚࣐௡ຝৢ⅗⅛”‷໹‫⅔‸ز‬Ⅿ
Ⅿਇⅺ։⅗⅄⅌֣યⅺ਋ℾⅴℸⅲ⅓ℳⅴ„⅌⅔ℶ⅜”‵໲௬‶⅓⅚ྋ࿤⅚࣐௡⅗‵ປ⅚‫⅚ڟ‬ಫն”ࡵ⅚‫⅚ڟ‬୨ັℾ”ߧ⅚‫⅚ڟ‬વഉ⅂⅄‶⅔ℴℵ࿉๧ ℹ ੄ ⅒ ℼ ⅴ ℹ” ߳ ܱ ⅓ ࣐ ௡ ຝ ৢ ⅗ ࿉ ๧ ℹ ੄ ⅒ ℼ ⅴ ႕ ⅛ ઁ ⅖ ℴ„‷࡙໹େଚܱ‸ల਱ࡼ
₉ ֳহࣣ୽້ှଽ

डࢃম⅗⅛‵ࣱն౾↛”ߧ๧ഉવঐ↛↔઺↕↼ↇ↽‶⅔ℳⅳ”‵໲௬‶⅔൳ⅅℼ‵ߧ๧ഉવ‶ℹ੄⅒ℼⅴℹ”⅀ⅵո‫↣ߧ‵⅛⅓ٸ‬๧↣૜↌↸‶Ⅿ‵ࡵ๧↣૜શ‶‷େଚܱ‸‫ے‬ඵ਱֚
₉ ઀ೠࣣ୽‪⅖⅕”‵૜શ‶⅚ဥ
႕ℹࡉⅲⅵⅴ೾ഽ⅓ℳⅴ„‵ ໲ ௬ ‶ ⅚ ࿉ ๧ ⅚ ܱ ੆ ⅛ ੨ ུ ⅆ Ⅵ ⅒ ⅗ ࡉ ⅲ ⅵ ⅴ ⅀ ⅔ ℸ ⅲ” ⅀ ⅚ ໐ ໦ ⅛ ‫ ⅌ ࡥ ږ‬ⅴ ೲ ུ ℸ ⅲ ⅚ ಑ ৘ ⅖ ֨ ဥ ⅔

ࣉℶⅲⅵⅴ„⅄⅌ℹ⁁⅒⅊⅚ೲུ⅛”࿉๧⅚ܱ੆⅚ઁ⅖ℴ࡛ం⅚ܱ߳⅔⅛ၠⅵ⅚֑ℵⅮ⅚⅓ℳ⁁⅌⅔ࣉℶⅲⅵⅴ⅚⅓⅛⅖ℴ⅍ⅶℵℸ„⅂⅒”‷໹‫࣐⅚‸ز‬௡ຝৢ⅓ങ߿എ⅖Ⅾ⅚⅛”‵୤౷↣޵↣‫ڃ‬ೄ଒↠”୤ր↣‫↠ڃ‬ฒି↣ࢿ಍↛”ਹᢡ↣‫↠ݡ‬୨แ࿦໅↛”߄ै↣ఱ൅↤ⅽ↛”↋↨↙Ↄↈ↣෯↠ؕ໖ႊ↣ն౾↛”࢚པ↣ᴑ࠼↛઺↕↼ↇ↽‶⅚ⅱℵ⅗”‫ڃ‬ೄ଒₊‫ڃ‬₊ࢿ₊‫ݡ‬₊࿦₊ఱ൅₊෯₊ն₊ᴑ⅚ࢹ଼⅓ℳⅴ„ᢌ਀₊ᦢ൚₊࿂ߓ⅖⅕⅚઀ߓ௷⅛”ໜ

‫⅔℺ے‬ऒֲ⅚ᢌ਀ℹ↑⁋↝⅓ܱ⅂ⅵⅴ⅀⅔⅛ℳⅴⅮ⅚⅚”໹‫⅛⅓ز‬ຝৢ⅂ⅵ⅖ℴ⅚ℹຽ೒⅍⅔ℴℵ„
ⅱⅳℴ⁁⅊ℵમळ⅓”ຝℸⅵ⅒ℴⅴ࣐௡Ⅾ‫ل‬๼⅖֣યⅺ਋ℾⅴ„‷ఊ໹ܱ‸⅚ങ߿എ⅖࣐௡ຝৢ⅗⅐ℴ⅒⅛฻౯ℹྸℵ⅔⅀ⅶ⅍ℹ”
઀ߓ௷⅚ຝৢℹ‫ح‬ⅷⅴ⅌Ⅽℸ ໹‫‸ز‬
‷
”

(11)

⅌⅔ℶ⅜ಿॄ՛অ჊ऒ‫מ‬࿝ց⅚߳ସℹ૽ₚ⅚࿒ⅺ‫ޥ‬ℸ⅄⅌⅔ℴℵ࣐௡⅛”⅌ℴⅤⅻ℺ⅲ⅟Ⅿℸ⅖֣યⅺ
ဓℶⅴຝৢ⅓ℳⅴ„ ‫ے‬ల჋‪

(12)

63

অ
₉ ୞‫ޘ‬५ࣣ୽⅛ࢊⅴ⅂⅒डࢃ⅗”‵໲௬‶⅚डఱ⅚ਇ࢜⅓ℳⅴ୞‫ޘ‬५ࣣ୽⅚ࢊⅳ⅗⅐ℴ⅒ࣉख़ⅺদⅫ⅌ℴ„⅀⅚ࢊⅳ⅛”ల֚ડ⅓Ⅾ૘ⅵ⅌೒ⅳ”ഛၑུ⅔ࡵྶུ⅓⅛‵୞‫ޘ‬५⅚௜ঞ‶”஠੥ུ⅓⅛‵େଚܱ⅚ಎ

⅚୞‫ޘ‬५⅚‫”‶ے‬२ຐ๔ਬུ⅓⅛‵࡙໹େଚܱ‶”ఱࠏུ⅓⅛‵୞‫ޘ‬५⅚ࣣ୽໤ࢊ‶⅚ಎ⅗੄⅒ℼⅴდ”⅔⅂ⅵ⅒ℴⅴ„

२ຐ๔ਬུ⅗੄⅒ℼⅴ‷࡙໹େଚܱ‸⅓ℳⅴℹ”৘ष⅗ུ໲ⅺ‫⅒⅄෇ږ‬Ⅻⅴ⅔”‵໲௬‶⅚ࢊⅳ⅔⅚௖

֑‫ؿ‬ਫ਼ℹఉତࡉⅲⅵ”⅀ⅵⅲ⅚௖֑ത⅗⅐ℴ⅒⅛ଌന‫ץ‬୆ঙ⅗ⅱ⁁⅒મळ⅖ࣉख़ℹ⅖⅂ⅵ⅒ℴⅴ„

ဓ֚ℹ໗੿߳ⅺপ⁁⅒ℴⅴ⅀⅔⅛”‵໲௬‶੨ུ⅗‫ވ‬೒⅄⅒ℴⅴ⅚⅍ℹ”‷େଚܱ‸⅗⅛ܱ੆⅛⅖ℴ„

⅔⅄”‵ⅰⅡℹℷ‶⅔ℴℵྴℹഞℶ੥℺⅂ⅵ⅒ℴⅴ„ ⅌⅍⅄”ఱࠏུ⅓⅛”‵တ܏‶⅔⅖⁁⅒ℴⅴ„‪

ဓ֚⅚෯⅚ྴⅮ௖֑⅄⅒ℴⅴ„‷େଚܱ‸⅓⅛‵တ܏‶⅔⅂ⅵ⅒ℴⅴ⅚⅗చ⅄⅒”ࡵྶུ⅓⅛‵⅞ℽⅲ⅄‶

⅛”‷େଚܱ‸⅗⅛Ⅺ⁁⅌ℼܱ⅂ⅵ⅒ℴ⅖ℴ⅗Ⅾ‫۾‬ⅷⅲⅇ”‵໲௬‶⅓⅛ဓ֚⅔൳൝⅗મ⅄ℼຝৢ⅂ⅵⅴ„

Ⅺ⅌ဓ֚⅚࣐௡ℹ‷େଚܱ‸⅗๤Ⅵ⅒⅞ⅅ⁄ℵ⅗⅗મळ⅗ຝৢ⅂ⅵ⅒ℴⅴ„ྋ࿤⅚࣐௡ຝৢ⅗ℴ⅌⁁⅒

࠮֚඾‶⅔⅂ⅵ⅒ℴⅴത⅓ℳⅴ„

ࡵྶུ⅓ུ໲⅗⅛‵ส࠮‶⅚Ⅻܱ੆⅂ⅵ࣐‫֚‵⅗ۼ‬඾‶⅔ັܱ⅂ⅵ⅒ℴⅴ⅚ⅺইⅭ⅔⅄”ఱ௬ၠ੨ུ⅓‵สఱ℺⅖֑ℴ⅔⅄⅒⅛”ှಱ‫ݷ‬໶⅚඾ັℹ”‷େଚܱ‸⅓⅛হઇঅාส࠮਱্඾⅚⅀⅔⅔⅂ⅵ⅒ℴⅴℹ”(9)⅀⅚ⅱℵ⅖௖֑⅚ఉ⅂ℸⅲ”‷ େ ଚ ܱ ‸ ⅔ ⅛ ༆ ⅚ ୞ ‫ ޘ‬५ ࣣ ୽ ໤ ࢊ ⅔ Ⅾ ℴ ℵ Ⅵ ℺ ௜ ঞ ℹ ం ह ⅄” ⅊ ⅵ ⅺ ‫ܖ‬૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

࿌ུ‪

্֚

⅗‵໲௬‶⅚ࢊⅳℹैⅲⅵ⅌‫خ‬ෝ଻ⅺ୶‫ڠ‬ℹঐഊ⅂ⅵ⅒ℴⅴ⅚ⅮⅮ⁁⅔Ⅾ⅖⅀⅔⅓ℳⅴ„‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

64

(10)

₉ আ
₉ ა
₉ ஽
ີ

Ⅾ⅚ⅺۜⅅⅴ„֚჋

Ⅺ⅌”‵໲௬‶⅚ಎ⅓Ⴒ‫ظ‬ⅺۜⅅ⅂ⅈⅴါள⅔⅄⅒⅛”ࢊⅳ⅚ಎ⅗੄⅒ℼⅴგ‫ظ‬Ⅾ‫ݷ‬ℿⅲⅵⅴ„⅀⅚გ

‫”⅛ظ‬ഛၑུ₊२ຐ๔ਬུ⅓⅛‵ਝ⅚࿡⅚ℸ⅌ⅷⅵ࠮⅚ℸ⅌ℸ⅌⅛”၂ⅎ⅒⅋କ⅚⅊⅀⅗⅀⅊ⅆⅭ‶⅔ℴℵࠁ⅓”ࡵྶུ₊ఱࠏུ⅓⅛‵ਝ⅚࿡⅚”ℸ⅌⅛ⅵ࠮⅚ℸ⅌ℸ⅌Ⅾ”ℷⅎ⅒⅋କ⅚⅊⅀⅗ⅆⅬ‶⅔ℴℵ”გ‫⅛⅒⅄⅔ظ‬ಎഷ฼౤⅖ࠁ⅓੄⅒ℼⅴ„⅀⅚‫”⅛⅒⅄۾⅗ظ‬ഛၑུ൮ಕ⅗ষ⅚ඵਉℹ४ࣉ‫⅒⅄⅔ظ‬೹া⅂ⅵ⅒ℴⅴ„‵‫࣐ۼ׌‬ℼ༌‫ڬ‬ⅵ࠮⅚ℸ⅌ⅷⅵ⅛၂ⅎ⅒Ⅾକ⅗ℳⅳℾⅴⅮ⅚ⅺ‶ ࡙ಏୃ‷჋‫ـ‬ਬ‸२ ส‫ࢄ׌‬ઈ‸჋‪‷”‵५⅚౤⅚ℸ⅌⅛ⅵ࠮⅚ℸ⅌⅛ⅵ⅛၂⅒Ⅾକ⅗ခⅳℾⅴ໤ⅺ‶ ಞຠయ࠳श‷ࠊۜൽ‸‪֚ਉ࿒⅚ै৪࡙ಏୃ⅛෰ᬷ໓⅚ै⅗අ૗ℹℳⅴ⅔⅂ⅵ⅒ℴⅴ‫”૽ظ‬ඵਉ࿒⅚ै৪ಞຠయ࠳श⅛Ⴒ‫ैظ‬৪
⅓ℳⅴ„

Ⅺ⅌”൚‫‵⅚ظڂ‬ℸ⅌ℸ⅌‶⅗಍࿒ⅆⅴ⅔”‫ີ‵࡞ޚ‬আઐ‶⅓”৽૽⅚‵ષⅮℸ⅌ℸ⅌‫ئ‬Ⅾℸ⅌ℸ⅌‶⅔ℴℵඳ߉⅗ఊ჊‫ۍ‬৪ℹ‵२඾࠮⅚”କ⅗ℵ⅐ⅶℵ‫ࡉג‬ⅵ⅜‶⅔ັℾ⅌Ⴒ‫⅚⅔ظ‬႒যⅮঐഊ⅓℺ⅴ„⅖ℷ”

₉ ℵⅤ⅗ℸ⅌ℸ⅌⅀⅚‵ີআઐ‶⅚߉⅛”‷ ૧ ୿ ࡂ ಆ ෨ ਬ ‸ ᚅ ࡔ ུ ⅗‵ २ ඾ ࠮ ⅚ ℸ ⅌ ⅷ ⅵ ⅺ ౗ ℸ ℼ ⅆ ⅲ Ⅼ‫⅗ئ‬ℸ⅌ℸ⅌‶⅔ℴℵࠁ⅓ਫ਼ਓ⅂ⅵ⅒ℴⅴ„

ոષ”໲௬⅔‫أ‬௘ⅺ‫ڥ‬ℾⅴ࡞ࢊဋܾഎอே”‵໲௬‶⅓Ⴅ‫⅂ݷ‬ⅵ⅒ℴⅴത૤႒⅛”Ⴒ‫⅚ظ‬ٛ⅗ັ℺Ⅾ⅚

⅓ℳ⁁⅌⅀⅔”Ⴒ‫ظ‬എอேⅯ෰ᬷഎဥࢊ⅚ࡉⅲⅵⅴ‫ظ‬ℹࢊⅳ⅗੄⅒ℼⅴ⅀⅔”⅔ℴℵതℸⅲ”‵໲௬‶⅔
Ⴒ‫଻߸۾⅚⅔ظ‬ℹঐഊ⅓℺ⅱℵ„

65

∻․≀⅛‷৿໌୷߉‸‪⅀⅚ಎ⅓⅛”∹⅓Ⴒ‫⅚ظ‬ٛ⅚ࢃ‵พ⅛⅖⅄‶⅔‫ן‬ⅻ⅓ℴⅴ⅚ℹಕ࿒⅂ⅵⅴ„⅀ⅵ⅛”Ⴒ‫ظ‬ℹਞⅷⅳ”൚

ட੄ⅴ⅛ⅇ⅚࿃႒ℹ੄⅖ℴਫ਼ह⅖⅂ⅺ‫ן‬ⅻ⅍Ⅾ⅚⅓”Ⴒ‫⅛⅗ظ‬࿃႒ⅺইⅭ⅔⅄⅌ത૤႒ℹັ℺Ⅾ⅚⅓ℳ⁁⅌⅀⅔ⅺॿⅷⅈⅴ֚߉⅓ℳⅴ„⅀⅚ఈ”‵໲௬‶⅔‵‫أ‬௘‶⅚ශℼ”૙Ⅵ໤⅚ྴℹ૽ྴ⅔⅚ਜ߉⅗⅖⁁⅒ℴⅴⅮ⅚Ⅾո‫⅚ئ‬ⅱℵ⅖߉⅓
‫„⅌℺⅓෇ږ‬≁जົ⅚ℵⅎ⅗૙Ⅱ⅛ᵉ൮‫࡞ޚ⅗ܖ‬ℹॽழⅪⅵ⅌‫خ‬ෝ଻Ⅾ๛೰⅓℺⅖ℴ„Ⅺ⅌”අ೰⅚Ⴒ‫߸۾⅚⅔ެུ⅔߉⅚ظ‬Ⅺ⅓⅛౯೰⅓℺⅖ℼ‵໲௬‶⅔‵‫أ‬௘‶⅔ⅺ‫ן‬Ⅻࣺⅻ⅍Ⴒ‫ै⅚ظ‬຦⅛ࡉ੄ⅈ⅖ℸ⁁⅌ℹ”⅊⅚ⅱℵ⅖ै຦ℹంह⅄”⅊ⅵⅺ‵໲௬‶⅔‵‫أ‬௘‶⅔⅚ਜ߉⅗য⅌อே⅍⅔࡞ℶⅴ⅍ⅶℵ„‵ఉനྖಏ‶⅔‵ᵉ൮‶ⅺ‫ڥ‬ℾ⅌ਜ߉⅛ఈ⅚߉⅗Ⅾࡉⅲⅵ”ⅱℼဥℴⅲⅵⅴளऺ⅓ℳⅴ⅀⅔ℹⅷℸⅴℹ”

ઁ૽⅚ℴ⅗⅄Ⅴࣽ⅚⅞⅔ⅳ⅁⅔ ‷৿໌୷߉‸‪⅌⅍⅚Ⅺⅻ⅏ℵ⅂⅌ℵⅪⅻ⅏ℵ≂ఀ⅛Ⅺℴ⅀ⅵ⅛ℳⅪℼⅯ℺⅀ⅰⅲⅻ

໹‫⅗ز‬Ⅿఉന⅚ⅰℼⅤⅺࢊⅴⅲⅻ ‷ಅ෯‫߅ޚ‬ਬ‸‪(8)

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

࿌ུ‪

֚ࡼ

⅔Ⅾ”୽ࢊⅳ⅗ഴાⅆⅴ໌੿⅚ྴℸⅲ૙Ⅵ໤Ⅴ⅔֊ⅳ་ⅷⅴփນⅺඏℴ⅌ജ‫”⅛ٳ‬Ⴒ‫⅗ࣣັ⅚ظ‬௖೒ⅅⅴ‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

66

(7)

₉ আ
₉ ა
₉ ஽
ີ

੉⅚ℳ⅂ಋⅮ⅚Ⅺ⅃ⅴ⅛⅖⅄≀ః⅛Ⅻ⅖ℳⅪ⅖ⅳℴ⅐ℸ෿༹঍ ෿ۙ⅄‪⅞ⅯⅬ℻⅗စℵ⅕ⅻℿⅯⅪ⅂ⅴⅲⅻ ႖Ⅿพ„ᵇᴷ‪∾⅌Ⅺ⅌ⅪℳⅡ⅛ℳ⅐ℳ⅐⅔⅄⅒

ഛ‫ئ‬ణ໹⅀ℼ⅕ℳⅻ⅗ⅻ շ૾‪∾౗ષⅮಋ⅚⅀⅔ℴⅤ⅜⅌⅚⅄Ⅻ⅒ ಋ⅚ঊ‪

ℳⅡ℻⅗য⅌ⅴⅮⅎℴ⅖ⅳℾⅳ ࿕‪∽⅔Ⅾⅆⅵ⅜ℼℴ⅐ℼ⅀⅔ⅺ⅔ⅳ⅕⅗⅒

५⅚ⅎⅯ⅚⅀ⅱℵⅫ⅚⅂ℸ⅖ⅱ ಋ⅚ঊ„‫ݿ‬‪∼ِℷⅮⅡ૽Ⅿ‫ة‬ⅺⅮℳℸ⅃ⅲⅻ

௦࠮⅚ලঅ඾⅔⅒໓ⅺℳⅲⅫ∻ℳ⅑℺ℹ⅞ⅺⅯℵⅎ⅀Ⅸⅆⅲⅻ ઀൨‫ۇ‬‪∹∺⅔Ⅾ⅗‷૧୿ࡂಆ෨ਬ‸‪

(6)

֚অ

67

⅛ⅳ‫ة‬ⅲℸ⅚४ࣉ঩ၳ⅚ంहℹۜⅅⅲⅵⅴ„⅊⅄⅒”⅔ℼ⅗঳Ⅿಋম⅔‫⅚߸۾‬ℳⅴ‵ത૤‶⅔‵᤿‶⅗ࣆ

ⅳ”⅊ⅵ⅋ⅵ⅚ਅ႒⅁⅔⅗࿌္എ⅗ྴⅺ‫ݷ‬ℿ⅒ℴ⅀ℵ⅔ⅆⅴ਀༹⅛”؉ြ໤⅗೒ⅅ⅒ℷⅳ”⅀⅚⅀⅔ℸⅲ”

ུެ⅚૙Ⅵ໤Ⴅ‫⅚ݷ‬ਇ࢜⅛”؉ြ໤ⅺ४ࣉ঩ၳ⅔⅄⅒֨ဥ⅄⅐⅐ࢹ଼⅂ⅵ⅌‫خ‬ෝ଻ℹࣞℴ⅔ࣉℶⅲⅵⅴ⅚⅓⅛⅖ℴ⅍ⅶℵℸ„⃼
₉ ‫أ‬௘‫ۇ‬⅓⅛”۴૤⅚‵‫أ‬௘‫⅛‶ۇ‬؉ြ໤⅓⅕⅚ⅱℵ⅗եⅷⅵ⅒ℴⅴ⅚⅓ℳⅶℵℸ„‫أ‬௘‫⅛ۇ‬஡঳⅓਱ඵ࠮ส඾ಱ⅗‫⅂ރ‬ⅵⅴ‫ᦤ”⅓ۇ‬ส‫⅔ۇ‬Ⅾࡤ⅜ⅵⅴ„୶੆⅚჋ਅ႒⅚؉ြ໤ⅆⅥ⅒⅗‵‫أ‬௘‫⅒੄⅛‶ۇ‬ℷⅳ”⅊⅚ℵⅎ‷৲ள؉ြ‸⅓⅛‵‫ࢵێ‬෗ࣄ௘৪”ᦤส෗ᄵ‫‶ރ‬”‷૧୿ဋ‫ژ‬؉ြ‸⅓Ⅾ‵ത૤ম‫ذ‬৪କ஍„ൃ৪‫أ‬௘‶⅔ℴℵ୰ྶℹັ⅂ⅵ⅒ℴⅴ„‵ ໲ ௬ ‶ ⅔ ℴ ℵ ૽ ྴ ℸ ⅲ ૙ Ⅵ ໤ ⅚‵ ‫ أ‬௘ ‶ ⅺ Ⴒ ே ⅆ ⅴ ࡞ ࢊ ဋ ܾ ℹ ਇ ࢜ ⅔ ⅄ ⅒ ဥ ℴ ⅲ ⅵ ⅒ ℴ ⅴ ⅷ ℾ ⅍ ℹ ”

⅓⅛”࡞ࢊဋܾⅺဥℴ⅌ಎଲ⅚యນഎ⅖໲ࠝ⅓ℳⅴႲ‫⅔”ظ‬ℼ⅗‫߸۾⅚⅔࡞ޚ‬ℹ૬ℴ⅔এⅷⅵⅴ෰ᬷႲ‫ظ‬֚२⅚໦࿤⅓⅛”⅀ℵ⅄⅌૽ྴ⅔૙Ⅵ໤ⅺ‫ڥ‬ℾⅴਜ߉⅛ࡉⅲⅵⅴ⅚⅓ℳⅶℵℸ„ո‫ٽ⅗ئ‬۷⅄⅒Ⅻ⅌ℴ„࿌ུ‪Ⅺⅇ”Ⴒ‫⅚⅕⅛⅓ظ‬ⅱℵ⅖૙Ⅵ໤⅚ྴℹ‫ן‬ⅫࣺⅪⅵ⅒ℴⅴ⅚⅍ⅶℵℸ„∹Ⴒ‫⅞࡞⅒⅒⅛ظ‬৤⅒⅗

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝअື„ಋ⅚ঊ‪พ⅛⅖⅄⅌⅍Ⅼ⅄༥ⅲⅆ੉඾ℸ⅖ พ※࿃႒‪∺൥⅀Ⅲ⅛‫ࡉـ‬ⅴ૽⅚ಋ⅚ঊℸ⅖
‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

68

₉ আ
₉ ა
₉ ஽
ີ

֚ඵ

ℸⅷⅳ⅗‵२༯ⅉⅻ‶‵ᡪဧ᤿‶‵‫‶᤿࠮׌‬‵କ߄᤿‶⅚অ⅐ℹඊু⅗‫ݷ‬ℿⅲⅵ⅒ℴⅴ„डࢃ⅚‵ඡ᤿‶⅛”‵ඡۜ‶⅔⅚ਜ߉⅓‫ݷ‬ℿⅲⅵ⅌Ⅾ⅚⅓”૙Ⅵ໤⅚ྴ⅓⅛⅖ℴ⅔ࣉℶⅲⅵⅴ„

२༱ண₊२༱୻‪‶⅔⅛‵᤿⅚֚ਅ„ཁွ₊༷સ₊ᚺਗ⅚२⅐⅚༱ⅺℸ⅌⅕⁁⅌Ⅾ⅚„Ⅺ⅌”⅊ⅵⅺେ⁁‵२༯ⅉⅻ‶⅛‷૧ढ़؉ြ‸‷৲ள؉ြ‸‷૧୿႒ਲ؉ြ‸⅗੄⅒ℼⅴ„‷শయ༆‸⅗ⅱⅵ⅜‵⅂ⅻⅨℵⅉⅻ⅌ண໐‶⅔ℳⅳ”Ⅺ⅌஠੥ུ⅚↑↼↪⅓Ⅾ‵⅊ℵⅅ⅒᤿⅗⅛२༯ⅉⅻ⅔࡞ℵ⅒”᤿⅚૶⅏Ⅿ⅔໳ℴ⅌ℹ‶⅔୰ྶ⅄⅒ℴⅴ„‵ᡪဧ᤿‶⅛‷ೳ߱؉ြ‸‷૧୿႒ਲ؉ြ‸⅗੄⅒ℼⅴ„‷ শ య ༆ ‸ ⅗ ⅛‵ ถ ྙ ⅗ ১ ⅌ ಅ ⅚ ঊ ⅺ ‫ ێ‬ഛ ⅓ ℸ⅌Ⅽ⅌ၳၑ‶⅔ℳⅴℹ”୶੆⅚ಞ᤿”‫᤿ݿ‬൝⅔൳အ”ಅ⅚ঊ⅚ࠁⅺ⅄⅌۫ℴ‫م‬ঊ⅚⅀⅔ⅺঐⅆ⅔Ⅾࣉℶⅲⅵⅴ„‷শయ༆‸⅗⅛‵‫ܙ‬໤ၳၑ⅚֚ਅ‶⅔ℳⅴ⅚Ⅻ⅓”મळ⅛ⅷ‵‫‷⅛‶᤿࠮׌‬૧୿႒ਲ؉ြ‸⅗੄⅒ℼⅴ„ℸⅲ⅖ℴ⅚⅍ℹ”฼࠮ࠁ⅗୨⁁⅌५֠ⅺഞℶ”ਵⅺℸℾ⅒૙ⅥⅴⅮ⅚⅚ⅱℵ⅓ℳⅴ„
૗ⅺ⅄⅌࿕‫م‬ঊ‶⅔⅂ⅵ⅒ℴⅴ„
ո ષ” ‫ ٽ‬۷ ⅄ ⅌ ࠫ ‫ ” ض‬ഛ ၑ ུ ⅔ २ ຐ ๔ ਬ ུ ⅓ ‫ ݷ‬ℿ ⅲ ⅵ ⅒ ℴ ⅴ ‵ ⅘ ⅴ พℹ”⅄ℸ⅄”඾ુഎ⅗૙⅂ⅵ⅒ℴⅴ⅔⅛এⅷⅵ⅖ℴ૙Ⅵ໤⅚ྴⅺ⅀ⅵ⅍ℾ໼Ⅵષℿ⅌⅔ℴℵ⅀⅔⅗⅛”Ⅿ

ຽ‫ݞ‬ഽℹࣞℼⅱℼ౶ⅲⅵ⅒ℴⅴ૙Ⅵ໤⅓ℳⅴℸⅲ⅀⅊”‫৾⅗࡞ޚ‬ⅳවⅵⅲⅵ⅌”⅔ℴℵࡉ༷Ⅾ⅓℺ⅱℵ⅀⅚⅀⅔⅛”‵໲௬‶⅓Ⴅ‫⅂ݷ‬ⅵ⅒ℴⅴ૙Ⅵ໤⅚๊֚଻⅚ࣞ⅂ⅺা⅄⅒ℴⅴ⅔Ⅾࣉℶⅲⅵⅴ„⅌⅄ℸ⅗”⅌„ⅆⅥ⅒؉ြ໤⅗੄⅒ℼⅴ⅀⅔ℹⅷℸ⁁⅌„Ⅺ⅌”ఱ฼⅚૙໤ྴ⅛ໝତ⅚؉ြ໤⅗੄⅒ℼⅴ⅀⅔Ⅾ‫℺⅓෇ږ‬‫أ‬พ‪‶‵⅔ℵⅅพ‶ո‫”⅛ٸ‬‵କ߄᤿‶⅛‵଱߄᤿‶⅔ℴℵࠁℹ‷૧୿႒ਲ؉ြ‸⅗੄⅒ℼⅴ„‷඾ུ࣭ࢊఱৃങ‸⅓⅛‵ؕ߄⅗য⅌

(5)

69

ⅺࣣⅷⅈ⅒Ⅾ⁁⅔Ⅾⅲ⅄ℴྴⅺ‫ݷ‬ℿ⅌”୶੆⅚‵ໜະၛ‶⅚ܺࠐྴ⅔൳ਇ⅚‫ࠎڲ‬എါள⅔ࣉℶⅲⅵⅴ„৘ह⅚૙Ⅵ໤⅚ྴ⅓⅛⅖ℴ⅌Ⅽ”؉ြ໤⅗੄⅒⅀⅖ℴ⅚⅓ℳⅴ„

ষ⅗ठ⅟ࡵྶུ₊ఱࠏུ⅗࿒ⅺഢⅅⅱℵ„ࡵྶུ⅗⅛୶੆⅚೒ⅳ༞ܱ⅔⅄⅒‵ဧ᤿”Ḱ᤿”ेಸ᤿”ઐႺ᤿‶ℹັ‫⅂ح‬ⅵ⅒ℴⅴ„‵ेಸ᤿‶⅛஠ਅ႒⅚؉ြ໤⅗੄⅒ℼⅴ„‵ᵲಸ᤿‶⅔Ⅾ੥ℸⅵⅴ„؉ြ໤⅗⅀ⅵⅧ⅕৾ⅳષℿⅲⅵ⅒ℴⅴ⅗Ⅾ‫۾‬ⅷⅲⅇ”‷඾ུ࣭ࢊఱৃങ‸⅓⅛”ࢊ݅ྚમ⅔⅂ⅵ⅒ℴⅴ„⅔⅀ⅶ⅓”߃ઐ⅚૆ႎၒ‷ഛ૰ܱ‸

⅓Ⅾ૙Ⅵ໤ⅺႥ‫ݷ‬ⅆⅴા࿂ℹℳⅴ⅚⅍ℹ”‵‫م‬ঊ⅗৾⅒⅛Ḱ᤿ဧ᤿ℸⅆ⅒ⅲⅧⅴ⅒ⅲ„गൠဧ᤿ᵲಸ᤿„໖പެ⅚இ࿕„ᵉ൮ᕯঊ࿃ᡪဧ᤿„‶⅔”‵໲௬‶⅔Ⅾਹ⅖ⅴତₚ⅚૙Ⅵ໤ℹ‫ݷ‬ℿⅲⅵ⅒ℴⅴ„⅀⅀⅓‵ᵲಸ᤿‶⅛‵ℸⅆ⅒ⅲ‶‵गൠဧ᤿‶‵இ࿕‶൝⅔໼ⅻ⅓‫ݷ‬ℿⅲⅵ⅒ℷⅳ”‫م‬ঊ⅚႒⅔⅂ⅵ⅒ℴⅴℹ”Ⅿ⅛ⅳ
⅕⅚ⅱℵ⅖૙Ⅵ໤⅓ℳ⁁⅌⅚ℸ⅛ྚમ⅓ℳⅴ„‵Ḱ᤿‶⅛‷৲ள؉ြ‸ո‫ࡼ⅚ٸ‬ਅ႒⅗੄⅒ℼⅴ„‷শయ༆‸⅗⅛‵ၖ֠ⅺℷⅶ⅄⅌Ⅾ⅚⅗઀൨⅚ᴾ”઀

พ໮⅖⅕ⅺⅪⅉ⅒૊⅄”ܹ⅚ࢿ⅚ࠁ⅗୨⁁⅌Ⅾ⅚„‶⅔⅂ⅵ⅒ℴⅴ„‷೭સॠܱ‸⅓Ⅾ”५֠”गൠ”઀൨”઀พ໮ℹऺၳ⅔⅄⅒ℳℿⅲⅵ⅒ℴⅴ⅚⅓”۫ℴ‫م‬ঊ⅚႒⅓ℳ⁁⅌⅀⅔ℹⅷℸⅴ„‵ဧ᤿‶⅛‷૧୿ဋ‫ژ‬؉ြ‸⅔‷ೳ߱؉ြ‸⅗੄⅒ℼⅴ„‵ઐႺ᤿‶⅛‷૧ढ़؉ြ‸⅔‷૧୿႒ਲ؉ြ‸⅗੄⅒ℼⅴ„

ոષࡉ⅒℺⅌ⅱℵ⅗”Ⴅ‫⅂ݷ‬ⅵⅴ૙Ⅵ໤⅚ྴ⅗⅛გஂၠ₊ఱ௬ၠ⅚‫⅓ۼ‬৹ۙ⅚֑ℴ⅛ℳⅴⅮ⅚⅚”஠ఘ

⅚ၠⅵ⅛ⅧⅨ൳ⅅ⅓ℳⅴ„⅍ℹ”ेၠ⅚஠੥ུ⅛”ⅯⅯ߹࢜ℹ֑ℵ„Ⅺⅇఱ℺⅖֑ℴ⅛”୶੆⅚೒ⅳ‵ത૤⅚႒‶⅚Ⴅ‫ݷ‬ℹ⅖ℼ”ⅆℽ⅗‵᤿⅚႒‶⅔⅖ⅴത⅓ℳⅴ„‵᤿႒‶⅓გஂ₊ఱ௬੨ུ⅔֚౿⅄⅒ℴⅴ⅚⅛”‵‫ݿ‬

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

࿌ུ‪

֚֚

᤿‶
‵गൠဧ᤿‶
‵Ḱ᤿‶
‵ဧ᤿‶
‵ઐႺ᤿‶
‵ेಸ᤿‶⅓”გஂ₊ఱ௬ℹ⅔Ⅾ⅗‫ݷ‬ℿ⅒ℴⅴ‵‫׌‬㠯᤿‶⅛⅖ℼ”‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

70

₉ আ
₉ ა
₉ ஽
ີ

஠ਅ႒⅚؉ြ໤⅗੄⅒ℼⅴ„
⃻
₉ ᤿႒

֚₝

ষ⅗᤿႒ⅺ”ஜ୯⅔൳အ”ഛၑུ₊२ຐ๔ਬུℸⅲࡉ⅒Ⅻⅴ⅀⅔⅔⅄ⅱℵ„ഛၑུ⅓⅛‵⅀ℵⅴℴ‶⅔
⅂ⅵ⅒ℴⅴℹ”ඤယഎ⅗᤿႒ⅺঐ⅄⅒ℴⅴ⅀⅔⅛”୶੆⅚೒ⅳ⅓ℳⅴ„

Ⅺⅇ‵ⅎⅱ⅐ℸⅻ‶⅛”‵ಞ᤿‶⅚⅀⅔⅓ ։ଷೳ߱؉ြ‸ո‫ࡼ⅚ٸ‬ਅ႒⅗੄⅒ℼⅴ„‷শయ༆‸⅗ⅱⅵ⅜‵ಞ‷”⅚රⅺවⅵ⅒‫ێ‬ഛ⅓ℸ⅌Ⅽ⅌᤿‶⅓ℳⅴℹ”⅊⅀⅓֨ℸⅵ⅒ℴⅴ඾໎ৃ੥⅚ဥ႕⅗⅛‵↍↟⅓ैⅴ૙໤⅗

য⅌”൨”गൠ⅖⅕⅓ैⅴ”ℳⅴ۫ℴ૙໤‶⅔ℳⅴ„๊֚⅚૙స⅓૙Ⅵⅲⅵⅴાࣣ⅛”ಞ⅚රⅺဥℴ⅒Ⅾ

࿚ఴ⅖ℸⅶℵℹ”ത૤⅔⅄⅒஡঳⅓ैⅲⅵⅴાࣣⅮℳⅳ”⅊⅚ष⅗රⅺঀℵ⅀⅔⅛ࣉℶⅲⅵ⅖ℴℸⅲ”઀૧୿႒ਲ؉ြ‸⅓⅛‵ಞ‷”

؉ြ໤⅗੄⅒⅀⅖ℴⅮ⅚⅛‵Ⅾⅻⅈⅻℸⅻ‶⅚Ⅻ⅔ℴℵ⅀⅔⅗⅖ⅴℹ”⅀ⅵ⅛‵ℵⅻⅉⅻℸⅻ‶⅔಺ঊ

⅐ℾⅴ‶⅔”ࢺ࡫শయ⅚ခ૖࡬৘੥⅓ℳⅴ‷೭સॠܱ‸⅚ܱ੆ⅺဥℴ⅒୰ྶ⅄⅒ℴⅴ„

ඵ਱ࡢ⅚‫⅙⅓ࣣڬ‬ⅳࣣⅷⅈ”૊⅄⅒‫⅗ࠁ׌‬୨⁁⅌Ⅾ⅚„ୈૺၳၑ⅗⅛ࠜ၅ⅺවⅵ⅖ℴ⅓”ↅ↗↟↍⅓૗ⅺ

໤ၳၑ⅚֚ਅ‶⅔⅄”Ⅺ⅌‷඾ུ࣭ࢊఱৃങ‸⅓⅛‵ⅆⅳၛ⅒⅚↸↳↣ⅽ↷֚ੵⅢⅻ⅗”गൠ֚޶”ࠜ၅‵ℵⅻⅉⅻℸⅻ ‫׌‬㠯᤿‪‶⅛‷৲ள؉ြ‸⅔‷૧୿႒ਲ؉ြ‸⅚ඵਅ႒⅗੄⅒ℼⅴ„‷শయ༆‸⅓⅛‵‫ܙ‬‵गൠဧ᤿‶⅛‷ೳ߱؉ြ‸⅔‷૧୿႒ਲ؉ြ‸⅚ඵਅ႒⅗੄⅒ℼⅴ„

ষ⅗‵℺ⅱℸⅻ‶⅛‵‫ ⅓⅔⅀⅚‶᤿ݿ‬૧୿ဋ‫ژ‬؉ြ‸‷৲ள؉ြ‸‷૧୿႒ਲ؉ြ‸⅚२ਅ႒⅗੄⅒ℼⅴ„‷”‷শయ༆‸⅗ⅱⅵ⅜‵‫ݿ‬ර⅗࿤ऴⅺ‫ح‬ℶ⅒১ࣺⅻ⅍ਵ໤„Ⅺ⅌”‫⅌⅄⅗ࠁ⅚ݿ‬࿕‫م‬ঊ‶⅚⅀⅔⅓ℳⅴ„

ဧ᤿‶⅔ℴℵࠁ⅓੄⅒ℼⅴ„

൨Ⅿༀ₊઀พ⅚໮⅖⅕ⅺႯ⁁⅒ैⅲⅵ⅌‫م‬ঊ⅔ࣉℶ⅌༷ℹⅱ⅂⅊ℵ⅓ℳⅴ„⅖ℷ

(4)

71

ུ࣭ࢊఱৃങ‸⅓Ⅾ‵෎พ⅔႖พ⅚ಎ‫⅚ۼ‬Ⅾ⅚‶⅔୰ྶ⅄⅒ℴⅴ„Ⅺ⅌൳੥⅛‷୞५ུ‫ܐ‬঳඾ܱ‸ഛ໲਱ාঅ࠮অ඾ૄ⅚‵࿡⅘ⅴⅬ℻४ⅳ࢓‶”‷‫ࠎڲ‬ॠ౴‸্࠮⅚‵‫أ‬พ”ଵ॑࿕₊୨พ⅚႒⅞”‫⅛⅗࠮ذ‬႖พ⅔ઠⅆ„࿖੟ඉⅺٜⅆ”࡬⅗રⅆ„ࣽ࠮⅗ঢⅳ⅒႖‫ܨ‬ই⅒୆ⅇ”࡬⅗‫أ‬ൖⅺո⅒࿃႒ⅺ૫⅄⅒”ଵⅺℼⅲⅡ

⅗⅒”૧ၵ⅚‫ܨ‬ⅺո⅒ੰℼ⅖ⅲ⅄„ⅱ⁁⅒ਝ⅗ဥⅰ‶⅔ℴℵဥ႕ⅺ‫ݷ‬ℿ⅒ℷⅳ”ಎଲ⅚঳֭⅓૙⅂ⅵ⅒ℴ⅌⅀⅔Ⅿ”ࢺ࡫শయ⅗⅛ਝ⅗૙ⅆⅮ⅚⅔⅂ⅵ⅒ℴ⅌⅀⅔ℹⅷℸⅴ„‵⅔ℵⅅพ‶⅛”‷শయ༆࣭ࢊমങ৒಴শయ༎‸⅗ⅱⅵ⅜‵୨พ⅚֚ਅ‶⅓ℳⅴℹ”મ⅄ℴ⅀⅔⅛ະྶ⅓

ℳⅴ„൳੥⅗⅛”஡ႅ⅗ၠ࣐⅄⅌५౓থ⅚ಕ৷੥⅓ℳⅴ‷५౓থਬ᱖
₉ ਱‸⅚‵㉆౻঳↜↤‫ↅ⇃ة‬ⅾ↔↟↾↥”↕ⅾ↎↵ↄ↸‫↞⇄ة‬૙↛”↍↸ⅾ↍↜ⅽ↽↔‶”‷५‫زش‬ႛܱ‸؊૾ඵාඵ࠮ඵ਱२඾ૄ⅚‵໶‫מ‬ආദධୌ֭ࢄ੄„ࣽ࿡↕ⅾ↍↵Ↄ”ࢃࢄू୬ո‫ࢄ↛↠ئ‬ਈह෗‶ℹ‫ݷ‬ℿⅲⅵ⅒ℷⅳ”঳֭⅓૙⅂ⅵ⅌ത૤⅚
႒⅓ℳ⁁⅌⅀⅔Ⅿ”ਈ⅚ू⅔⅄⅒૙⅂ⅵ⅒ℴⅴ⅀⅔⅖⅕ℹॿℶⅴ„

ষ⅗ࡵྶུ⅓ℳⅴℹ”‫ݷ‬ℿⅲⅵ⅒ℴⅴ૙Ⅵ໤⅚ਅ႒ℹ੨ུಎडⅮఉℴ„ུ໲ಎ⅗‫ݷ‬ℿⅲⅵⅴ૙Ⅵ໤⅚ྴ

⅛”ഛၑུ⅔‫ވ‬೒ⅆⅴ໤Ⅾఉℴℹ”༞ܱ⅔⅄⅒᤿႒⅗‵ဧ᤿”Ḱ᤿”ेಸ᤿”ઐႺ᤿‶ℹັ‫⅂ح‬ⅵ⅒ℴⅴ„

໤⅚ྴⅺఉℼ‫ݷ‬ℿⅴ⅚⅛ࡵྶུ⅚අಭ⅔Ⅾ࡞ℶ”୶੆⅚ঌા⅓⅚คⅳ໤Ⴅ‫⅚ݷ‬ဥ႕⅓Ⅾ”ࢃయ⅚ࡵུۘⅱ
ⅳⅮ”‫ݷ‬ℿⅲⅵ⅒ℴⅴ໤⅚ਅ႒⅛ཅີ⅓ℳⅴ„

ഛၑུ₊२ຐ๔ਬུ⅔ਹໝ⅄⅒ℴ⅖ℴ”ࡵྶུ₊ఱࠏུ⅚ത૤႒⅗⅐ℴ⅒”؉ြ໤⅗ℷℾⅴခྫⅺ‫෇ږ‬⅄⅒Ⅻⅴ⅔”Ⅺⅇ‵⅞ⅯⅬ℻ ࡵྶུ⅚Ⅻ‪‶⅛‷૧ढ़؉ြ‸⅗੄⅒℺⅒ℷⅳ”‷૧୿႒ਲ؉ြ‸⅔‷։ଷࡵྶུ⅚Ⅻ‪‶⅛”‷৲ள؉ြ‸⅚Ⅻ⅗੄⅒ℼⅴ„

ೳ߱؉ြ‸⅗⅛‵႖࿃‶⅚ࠁ⅓੄⅒ℼⅴ„
ষ⅗‵℺ⅳⅬ℻

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

࿌ུ‪

߇

ոષඵ⅐⅛”ఱࠏུ⅗⅛ࡉⅲⅵ⅖ℴℹ”‫⅖⅗ུྶࡵ⅗ݙ‬ℼఱࠏུ⅚Ⅻ⅗ℳⅴⅮ⅚⅛‵ள࿃‶⅓”⅀ⅵ⅛‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

72

₉ আ
₉ ა
₉ ஽
ີ

ส

੨ུ⅚ಎ⅓։૗⅖⅚⅛‫”⅓ܱ࡞ޚ‬ത૤⅚႒”᤿⅚႒൝૙Ⅵ໤⅚ྴⅺ‫ݷ‬ℿ⅌ࢃ⅓”‵උⅫ໤‶Ⅿ‵໌ߓ‶
⅖⅕૙Ⅵⅲⅵ⅖ℴ໤⅚ྴⅪ⅓Ⴅ‫”⅄ݷ‬Ⅺⅴ⅓؉ြ໤⅚ⅱℵ⅖ఘव⅔⅖⁁⅒ℴⅴ„⅍ℹ”‫⅍ܱ࡞ޚ‬ℾ⅗ࡠⅲⅇ”‵ത૤႒‶‵᤿႒‶⅚໦႒⅁⅔⅗໤⅚ྴⅺႥ‫⅒⅄ݷ‬ℴℼ‵໲௬‶⅚ਇ࢜⅛”
Ⅺ⅂⅗؉ြ໤⅚ఘव⅔࡞ℶⅴ⅚⅓⅛⅖ℴ⅍ⅶℵℸ„

ಎଲ⅚؉ြ໤⅚ಎ⅓”⅔ℼ⅗૙୆‫੆ܱ⅚ڰ‬ℹఉℼ੄⅒ℼⅴⅮ⅚⅛‷։ଷೳ߱؉ြ‸‷૧୿ဋ‫ژ‬؉ြ‸‷૧

⃺
₉ ത૤႒

‵‫أ‬พ‶⅛”ষ⅗‵෎พ‶ℹ੄⅒ℼⅴ⅀⅔ℸⅲ”෎ℼⅮ႖⅌ℼⅮ⅖ℴ࿃႒⅚⅀⅔⅓ℳⅶℵ⅔ଔ௶⅓℺”‷඾‫أ‬พ‪‶‵⅔ℵⅅพ‶ २ຐ๔ਬུ⅓⅛‵⅕ℵⅅ⁃พ‶‪⅔ℴℵ⅀⅔⅗⅖ⅴ„

ոષ⅚⅀⅔ℸⅲ”ഛၑུ⅔२ຐ๔ਬུ⅓‫ݷ‬ℿⅲⅵ⅒ℴⅴ૙Ⅵ໤⅚ಎ⅓”؉ြ໤⅗⅖ℴത૤႒⅛‵⅘ⅴพ

℻‶⅔ℴℵࠁ⅓⅛੄⅒℺⅒ℴ⅖ℴ„‵ℳ⅐Ⅼ℻ ෎พ‪‶⅛‷৲ள؉ြ‸⅗‵ள࿃৪”෎૊‶⅔ℳⅴ⅚ℹ߃ℴℸ⅔এⅷⅵⅴ„⅌⅍⅄‵ℳ⅐Ⅼ

႒⅚؉ြ໤⅗੄⅒ℼⅴ„

ଷೳ߱؉ြ‸ⅺ⅚⅋ℼࡼਅ႒⅗੄⅒ℼⅴ„‵ᵉ൮‶⅛‷৲ள؉ြ‸⅚‵गൠᵉ൮‶⅚ࠁⅮ‫܄‬Ⅽⅵ⅜”஠ਅ

ষ⅗‵ⅎⅱ⅐ℸⅻ ഛၑུ⅗ℳⅳ„२ຐ๔ਬུ⅗⅛ࡉⅲⅵ⅖ℴ‪‶‵Ⅺⅻ⅏ℵ ᵉ൮‪‶⅍ℹ”⅀ⅵ⅛‷։

ⅻ⅕ⅻ‪
‶⅓ℳⅴ„

ഛၑུ⅔२ຐ๔ਬུ⅓‫ݷ‬ℿⅲⅵ⅒ℴⅴ૙Ⅵ໤⅚ಎ⅓”ஜࠇ⅚؉ြ໤஠ਅ႒⅗੄⅒ℼⅴ૙Ⅵ໤⅛‵ᵇᴷ ℵ(3)ⅴ૙Ⅵ໤⅚ྴℹ”⅕⅚೾ഽ؉ြ໤⅗ਹ⅖⁁⅒ℴⅴℸⅺ࠿൦⅄⅒Ⅻ⅌ℴ„ढ़؉ြ‸‷ೳ߱؉ြ‸‷৲ள؉ြ‸‷૧୿႒ਲ؉ြ‸⅚჋ਅ⅓ℳⅴ„⅊⅀⅓ষ୯⅓⅛”‵໲௬‶੨ུ⅗੄⅒ℼ

(2)

73

ℸ⅔Ⅾࣉℶⅲⅵⅴ„⅂⅒”⅀ⅵⅲ⅚໤଄ℼ⅄⅚ਇ࢜⅓Ⴅ‫⅂ݷ‬ⅵⅴ໤⅚ྴ⅗⅛”⅌⅔ℶ⅜”ঌા⅓⅚คⅳ໤⅚ྴ଄ℼ⅄⅚ⅱℵ

⅗”ಎଲ⅚໓௹Ⅿ২ٛૂସℹ฽‫⅂ד‬ⅵ⅒ℴⅴાࣣℹఉₚℳⅳ”Ⴄঃഎ⅗Ⅾܲਹ⅖঩ၳ⅔⅖ⅴ⅀⅔ℹℳⅴ„

⅓⅛”‵໲௬‶⅓‫ݷ‬ℿⅲⅵ⅒ℴⅴ૙Ⅵ໤⅚ྴⅮ”ಎଲ⅚૙୆‫ڰ‬ⅺ฽‫⅌⅄ד‬Ⅾ⅚⅔࡞ℶⅴ⅚⅍ⅶℵℸ„Ⅾⅎⅶⅻ”ಎଲ⅚۷‫⅒⁁⅔⅗ݖ‬Ⅺ⁁⅌ℼփྙ⅚ⅷℸⅲ⅖ℴ૙Ⅵ໤⅚ྴⅺ‫ݷ‬ℿ⅒Ⅾ‫⅛ۜވ‬ංⅲⅵ⅖ℴ⅌Ⅽ”ℳⅴ೾ഽ෇౶⅂ⅵ⅒ℴⅴ໤⅓ℳⅴຈါ⅛ℳⅶℵ„૽ₚ⅗౶ⅲⅵ⅌૙Ⅵ໤⅓ℳⅴℸⅲ⅀⅊”૙Ⅵⅲⅵ⅖ℴ‵ఱ‫ێ‬₊઀‫‶ێ‬ℹ૕ⅳ࢐ⅉⅲⅵⅴ⅀⅔⅓ઢℴℹ୆ⅅⅴ⅚⅓ℳⅴ„⅍ℹ”‵໲௬‶⅓‫ݷ‬ℿⅲⅵ⅌૙Ⅵ໤⅚ಎ⅗⅛”඾ુ୆‫⅓ڰ‬੢ྦྷℹອ้⅗࢛⅗⅄⅒ℴⅴ⅔⅛এℶ⅖ℴⅮ⅚

Ⅾఉତ੄⅒ℼⅴ„⅊⅀⅓ষ୯⅓⅛”‵໲௬‶⅚‫ै࡞ޚ‬৪ℹ”⅀ⅵⅲ⅚๱඾ુഎ⅖૙Ⅵ໤⅚ྴⅺ‫ة‬ℸⅲ৾⁁⅌⅚ℸ”⅔ℴℵത⅗⅐ℴ⅒ࣉख़⅄⅒Ⅻ⅌ℴ„⃹
₉ ؉ြ໤୶੆⅚‵अື”‫׊‬ₚ‶⅚Ⅿⅳ⅔ⅳ⅚ࢃ⅓⅛”‵ത૤⅚႒‶⅔⅄⅒‵ᵇᴷ‶൝ℹ‫ݷ‬ℿⅲⅵ”⅂ⅲ⅗‵᤿⅚႒‶⅔⅄⅒‵गൠဧ᤿‶൝ℹ‫ݷ‬ℿⅲⅵ⅒ℴⅴ„ഛၑུ⅓⅛‵᤿႒‶⅓⅛⅖ℼ‵⅀ℵⅴℴ‶⅔࡞⁁⅒ℴⅴℹ”‫ݷ‬ℿⅲⅵ⅒ℴⅴ⅚ℹఈུ⅚᤿႒⅔൳ⅅ⅓ℳⅴ⅚⅓”⅀⅀⅓⅛‵᤿႒‶⅚⅀⅔ⅺঐ⅄⅒ℴⅴ⅔এⅷⅵⅴ„Ⅺ⅌
஠੥ུ⅗⅛‵ത૤႒‶⅛੄⅒⅀ⅇ”ℴ℺⅖ⅳ‵᤿႒‶ℸⅲႥ‫ݷ‬ⅺইⅭ⅒ℴⅴ„

্༞ ܱ Ⅾ ‫ ܄‬Ⅼ ‪” ஠ ੥ ུ ⅛ ਱ ਅ”ഛၑུ”ࡵྶུ”஠੥ུ”२ຐ๔ਬུ”ఱࠏུ⅚ࡼਅ႒⅚రུ⅗ഴાⅆⅴ৘ह⅚ത૤႒”᤿႒⅚ྴ⅛”࿌ུ‪ࣣ ࠗ ඵ ਱ ਅ ႒ ⅓” ੨ ུ ⅁ ⅔ ⅗ ࡉ ⅴ ⅔” ഛ ၑ ུ ⅛ ߇ ਅ” ࡵ ྶ ུ ⅛ ਱ অ ਅ૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ२ຐ๔ਬུ⅛߇ਅ”ఱࠏུ⅛สਅ⅓ℳⅴ„‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

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⃸
₉ ໤଄ℽⅅ⅛ਇ࢜჋‵अື”५ᕻ”෿ۙ⅄”ⅱℴಋ‶⅓⅛⅖ℸ⁁⅌⅔൞ℶⅴఊ჊‫ۍ‬৪⅗చ⅄”৽૽ℹ⅂ⅲ⅗૙Ⅵ໤⅚ྴⅺ‫ݷ‬ℿⅴⅷℾ⅍ℹ”⅀⅚ⅱℵ⅗໤⅚ྴⅺ‫ݷ‬ℿ⅒ℴℼ‵໤଄ℼ⅄‶⅚ਇ࢜ℹ”‫ࡉ⅜⅄⅜⅄⅛⅓࡞ޚ‬ⅲⅵ”শ⅗⅛
ಎ૤ਇ࢜⅗⅖ⅴાࣣⅮℳⅴ„⅌⅔ℶ⅜ঌા⅗Ⅿ⁁⅒ြ⅌നৡ৪ℹ”ࡉ໤⅄⅖ℹⅲ⅊⅀⅓คⅲⅵ⅒ℴⅴคⅳ໤⅚ྴⅺႥ‫⅒⅄ݷ‬ℴℼ‵ಿ࢕‶Ⅿ‵ঽ୞‶⅚ਇ࢜”ࡹⅷⅵ⅌੄‫ز‬ℹ”ু໦⅚౶⁁⅒ℴⅴࠐⅺ‵૤ࠐ”Ւ࿥కࠐ”໲ਂࠐ”ၑਇࠐ”༹გஂၠ⅓⅛ະໜၛ‪‶⅚ਇ࢜⅖⅕ℹℳⅴ„‵ໜະၛ‶⅚ાࣣ”⅌⅌ⅲࠐո‫⅚ئ‬२⅐⅛৘ह⅄‫֚ل‬໐ส‫ྫ”ے‬ၾ਍ࠐ”ຽࡋࠐ”⅌⅌ⅲࠐ”ℼⅷⅲℼⅷⅲ℻Ⅿℵ”⅄⁁ℼⅷⅲℼⅷℴ‶ ࡵྶུ‪⅔Ⴅ‫ݷ‬
⅛ⅲ⅌⅒ⅇⅆⅴ‵ໜະၛ

⅖ℴࠐ⅚ྴⅺ໰ⅵࣺⅪⅈ⅌Ⅾ⅚⅔এⅷⅵ”ུ໤⅚ࠐ⅚ಎ⅗⅓⅌ⅲⅭ⅚ईⅅⅴℷⅮ⅄ⅶ⅂ⅺ஬⁁⅌Ⅾ⅚⅓ℳ

⅐ℼ⅄⅚ℷℼⅶℵ„ུ໤⅚ಎ⅗⅓⅌ⅲⅭⅺईⅉⅴਇ࢜⅛‵໲௬‶⅓Ⅾࡉⅲⅵ”ུ໤⅚‵᤿႒‶⅚ྴⅺႥ‫”⅓ࢃ⅌⅄ݷ‬‵ఱ‫ێ‬₊઀‫⅔‶ێ‬ℴℵ૙Ⅵⅲⅵ⅖ℴ໤ⅺ૕ⅳ࢐ⅉ⅒ℴⅴ„

Ⅺ⅌”໤଄ℼ⅄⅛”‫ظ‬ာ⅓ⅱℼࡉⅲⅵⅴਇ࢜⅓Ⅾℳⅴ„‫‵⅛⅓࡞ޚ‬ಆট؈‶⅓ℷຐହℹා࣓⅔⅄⅒ොⅭⅴ຦ⅺฏঊ⅗ℸℸⅳ⅖ℹⅲႥ‫ݷ‬ⅆⅴਇ࢜Ⅿ”ࡵྶུ‵ⅹ⅂⅄‶⅓౷ࣲ⅗ఎⅎ⅌ⅹ⅂⅄ℹ”ುⅺঁⅆ⅔⅀ⅶ

ⅺठ࡛ⅆⅴष⅗”ು଄ℼ⅄⅚ာⅺာℴ⅖ℹⅲ‫׵‬ⅅⅴਇ࢜⅖⅕ℹ‫ظ‬ာഎ໤଄ℼ⅄⅔࡞ℶⅴ„ఈ⅗Ⅾ”‫⅓࡞ޚ‬
ာⅷⅵⅴာⅺ಺Ⅵⅵ⅜”໤଄ℼ⅄⅚ਇ࢜⅛ତఉࡉ੄⅄ංⅴ⅓ℳⅶℵ„

ಎ⅓Ⅾು଄ℼ⅄⅚ာ⅛”‵Ⅾⅇ⅚⅌ℸ⅖℺‫݌‬඾‫݌‬඾‶⅖⅕⅚ਜ߉Ⅾ૕ⅳࣺⅪⅵ”ඊၛ⅄⅌ࠝ⅔⅄⅒Ⅾ଼

ၛ⅄ංⅴਇ࢜⅍ℹ”൳အ⅗”ℸ⅖ⅳާ⁁⅌ఘव⅚໤଄ℼ⅄ℹ‫׵‬ⅅⅲⅵⅴެ⅔⅄⅒‵‫ݿ‬୰ࠐ გஂၠ⅓⅛‫ݿ‬୰༹‪‶ℹ‫ݷ‬ℿⅲⅵⅴ„⅀ⅵⅮਜ߉ⅺⅡⅻ⅍ⅻ⅗૕ⅳ࢐ⅉ”‫ྴ⅚ݿ‬ⅺႥ‫⅖⅄ݷ‬ℹⅲ”⅊ⅵℹ୰ࠐ⅚ఘव⅗⅖⁁

⅒ℴⅴ⅔ℴℵఱℹℸⅳ⅖ॽ‫ڥ‬ℾ⅓ℳⅳ”ࡓြඊၛ⅄⅌ࠝ⅓ℳ⁁⅌Ⅾ⅚ℹ‫৾⅗࡞ޚ‬ⅳවⅵⅲⅵ⅌⅚⅓⅛⅖ℴ75

ນ૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

࿌ུ‪

ࡼ

∼ උ Ⅻ ໤ ‪ ೳ ߱”৆ ે” ࡣ ࣽ” ྔ
ဩ” չ ସ ໤ ࢊ”აࢊ”Ⴟ‫༷”ן‬൝”਱ඵ໦ℷࠐ∽ ໌ ߓ ‪ ఊ ൅ ൅”
࿰” ಿ ൅” ഘ ༼”‫”ہ”ࡲঁ”ݡ‬མ”਱ ໲ ল” ზ ֨”ᦢ ൚” ལ ൚ ⅒ ⅗
໳Ⅺℹℵ⅒༿๑
⅜⅄૙ⅲⅡ⅒ခ
ℸ” ఱ ഴ ⅳ ೺ ঊ⅜⅄૙ⅲⅡ⅒ℳ
ⅴℸ

ഛၑུ
ࡵྶུ
஠੥ུ
२ຐ๔ਬུ
ఱࠏུ
‫ܱ࡞ޚ‬
∹ अ ື” ५ ྉ” ෿ ∹ ⅀ Ⅲ” ⅂ ⅻ ⅈ ℵ”∹෿ۙ”∹अື”५ᕻ”෿ۙ”∹ अ ື” ५ ᕻ” ⅱ ∹ ᤿ ⅚ ໐ ႒ ‪ २Ⅸℵ⅄”ⅱ⅞ಋ
෿ۙ”ⅱℴಋ
ⅱℴಋℴಋ
༰ண⅗⅛गൠⅯℵ ℷ ⅻ ᤿” Ⅵ ⅐
᤿” ⅄ Ⅿ ℵ ⅵ ℵ
᤿” ⅎ ℼ ⅵ ℵ ᤿”
Ⅵ ⅐ ᤿ ᘹ ℸ ‪”ఱ‫ێ઀ێ‬∺ ℵ ⅻ ⅕ ⅻ” ⅘ ⅴ ∺ ℵ ⅻ ⅕ Ⅼ” ⅘ ⅴ∺ᵇᴷ”‫أ‬พ”෎พ”∺ᵇᴷ”॑࿃”෎พ”∺ ‫ م‬ঊ ⅚ ໐ ႒ ‪ྠ ۡ” ۡ ঊ” ‫”ݐ‬พ” ℳ ⅐ Ⅼ ℺” Ⅼ ℻” ℳ ⅐ Ⅼ ℻”
⅕ ℵ ⅅ ⅰ พ” ᵉ ⅘ⅴพ
߄ۡ”ᖨ”್”૪”⅔ ℵ ⅅ พ” Ⅺ ⅻ ⅞ Ⅿ Ⅼ ℺” ℺ ⅳ൮୞ᖮ”ࡳ൑”ੳߪ”⅏ℵⅬ℻”Ⅺⅻ⅏ℵ࿤Ⴧ∻ ⅂ ⅌ ℵ Ⅿ ℵ ℸ ⅻ”∻ ⅂ ⅌ ℵ” Ⅿ ℵ ℸ ∻ २ ༯ ⅉ ⅻ” Ḱ ᤿”∻ ग ൠ ℸ ဧ ᤿” ℺ ∻ ग ൠ ဧ ᤿” ℷ ⅻ ∻ ത ૤ ⅚ ໐ ႒ ‪℺ ⅱ ℸ ⅻ” ℵ ⅻ ⅻ” ℻ ⅱ ℸ ⅻ” ဧ ᤿” ग ൠ ဧ ᤿” ⅱ ℸ ⅻ” ℵ ⅻ ⅉ ⅉ ⅻ ᤿” Ⅾ ⅻ ⅉ ள ࿃” ௘ ࠜ” ℵ
ⅉ ⅻ ℸ ⅻ” ⅎ ⅱ ⅎ ⅱ ⅐ ℸ ⅻ” ℵ ᡪ ဧ ᤿” ઐ Ⴚ ᤿” ⅻ ℸ ⅻ” Ⅾ ⅻ ⅉ ⅻ᤿”ޮۨ”ೂ‫ ”ې‬ⅻ ⅕ ⅻ” ࠜ ၅”
⅐ ℸ ⅻ” Ⅾ ⅻ ⅈ ⅻ ⅈ ⅻ ℸ” Ⅾ ⅻ ᵲ ಸ ᤿” ‫ ”᤿ ࠮ ׌‬ⅻ ℸ ⅻ” ఱ ‫ ઀ ێ‬ఱ‫ێ઀”ێ‬ࢉ ঊ ࿃” ᵉ ൮”ⅻ ℸ ⅻ” ఱ ℸ ⅻ ⅈ ⅻ ℸ” ఱ ℸ ⅻ କ ߄ ᤿” ‫ێ ”᤿ ݿ‬ཤ࿤ഛ૰઀ℸⅻℸ”઀ℸⅻℸඡ᤿೏ܱ‪ဧ ᤿” Ḱ ᤿” ेಸ᤿”ઐႺ᤿

‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

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ີ

२
₉ ૙Ⅶ໤Ⴅ‫⅛ݷ‬ਇ࢜
⃷₉ अື”५ᕻ”෿ۙⅅ”ⅲℵಋঅ⅂⅒”‵໲௬‶⅓৽૽ℹႥ‫ݷ‬ⅆⅴ૙Ⅵ໤⅚ྴ⅛”੨ུ⅗ⅱ⁁⅒৹ۙ⅚௖֑ℹℳⅴ„⅀⅀⅓⅛”ഛၑུ”Ⅾ⅔Ⅾ⅔໣‫⅚ز‬Ⅾ⅚⅓ℳ⁁⅌‵‫أ‬௘‫‶ۇ‬ⅺ૙Ⅵ⅌⅔ℴℵࠫྎⅮুட⅖୭೰⅓ℳⅴ⅔࡞ℶⅱℵ„

Ⅴ࣐⁁⅌⅔ℴℵ୭೰ℹུြ⅓ℳⅴ⅖ⅲ⅜”৽૽ℹⅪⅇ⅛‵अື”५ᕻ”ⅱℴಋ‶ⅺ‫ݷ‬ℿ⅌⅀⅔Ⅾ”Ⅺ⅌”‵ℷ⅏⅁⅂Ⅺ⅚ℷ⅒ⅲⅤ‶⅔࡞⁁⅒ℷⅳ”२ຐ๔ਬུ⅓⅛‵൐໛঳⅚ฌ຿ࢄအⅤ‶⅔⅄⅒ℴⅴ„ฌ຿⅚‵঳‶ഛၑུ”஠੥ུ”ఱࠏུ⅓⅛”ఊ჊‫ۍ‬৪⅛ౙ⅗ฌ຿⅚Ⅾ⅔Ⅴ‫⅂⅔⅌⁁ܙ‬ⅵ⅒ℴⅴ⅚Ⅻ⅍ℹ”ࡵྶུ⅓⅛

Ⅵ⅚઀ℵ⅌⅖ⅳ‶⅔ℳⅴ⅚ℹࡉℶⅴ„

٦ਬ‸⅗Ⅾ‵ࢄ঳ℶⅪℴⅵ⅜”अື⅗५ྉⅱℴಋ⅛⅚Ⅼℸ”℺⅓ⅻ౴݈⅛ⅎⅯℵⅮⅻⅆⅴℸ⅔”‫ނ‬ⅷⅲⅻ‫۝‬ဥ߉⅓ℳ⁁⅌ⅶℵ⅔ଔ௶⅄⅒ℴⅴ„Ⅺ⅌”⅀ⅵⅲ⅛঳⅓੄⅂ⅵ⅌ℷಋ୏ℾ⅓ℳ⁁⅌⅔এⅷⅵ”֚‫ু‷⅚ݝ‬

अື⅗५ᕻⅺⅪℴ⅒ⅱℴಋⅺ૭⅂ℵ‶ २ຐ๔ਬུ‪⅔ℳⅳ”ఱࠏུ‵໲௬‶⅚൮ಕ⅓⅛”⅀ⅵⅺ൚শ⅚‵अື”५ᕻ”ⅱℴಋ‶⅛‫‵࡞ޚ‬೦࡯‶⅚↑↼↪⅗Ⅾ‵঳⅗ℷ੄⅓Ⅿ⅐⅌⅔ℴℵ⅒„༆⅗૦ໍⅡ໤Ⅾ⅖ℴ„⅀⅚ℵⅎ‵෿ۙ⅄‶ո‫⅚ٸ‬२⅐ⅺ‫ݷ‬ℿ”஠੥ུ⅛‫‵⅗ݙ‬෿ۙ⅄‶⅚Ⅻⅺ‫ݷ‬ℿ⅒ℴⅴ„

ഛၑུ”ࡵྶུ”२ຐ๔ਬུ⅛ⅆⅥ⅒”Ⅺⅇ‵अື”५ᕻ”෿ۙ⅄”ⅱℴಋ‶ⅺ‫ݷ‬ℿ⅒ℴⅴ„ఱࠏུ⅛

४ચ‪ࡵྶུ”஠੥ུ”२ຐ๔ਬུ”ఱࠏུ”‫ݷ⅓ܱ࡞ޚ‬ℿⅲⅵ⅒ℴⅴ૙Ⅵ໤ⅺ๤‫⅒⅄ڛ‬Ⅻⅴ⅀⅔⅔ⅆⅴ„ ນ

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᦯఺⅓૙Ⅵ⅌‵ⅷⅲ⅟Ⅾⅎ‶⅚ྴⅺདྷⅵ⅒⅄Ⅺ⁁⅌౳⅛”᦯ℸⅲ‷გۧႿ‫ן‬ਬ‸⅗੄⅒ℼⅴ࡞ဩ⅍⅔‫ޗ‬ℶ

ⅲⅵ⅌⅀⅔ⅺএℴ੄⅄”त⅗߅ⅅ⅂ⅈⅴ„⅄ℸ⅄”⅖ℸ⅖ℸ࿒൚⅒⅚࡞ဩℹ੄⅒⅀⅖ℴ⅀⅔⅗ໜⅺၛ⅒त

ⅺ౉ℴ⅌⅔⅀ⅶ”तℹ‵ট଀⅚ᑏ℺ჟ૽਀ⅺ՜ⅴ‶⅔߅ⅅ⅌⅌Ⅽ”ⅱℵⅯℼএℴ੄ⅆ”⅔ℴℵ޼⅓ℳⅴ„

त⅛”ຳ⅗௯⅂ⅵ⅒ⅆℽ⅗থⅺ߅ⅅইⅭⅴ⅚⅓”‵໲௬‶⅚ⅱℵ⅖૙Ⅵ໤Ⴅ‫⅚ݷ‬ਇ࢜⅛⅖ℴ„⅀⅚”૙Ⅵ໤⅚ྴⅺདྷⅵ⅌೨৽ℹत⅚൮ⅺ؏⁁⅌⅀⅔ⅺࠀ‫⅗ܥ‬এℴ੄ⅆ”⅔ℴℵ޼⅛”ଡ଼დ⅗Ⅾⅱℼࡉ

ⅲⅵⅴდࠁ⅓ℳⅴℹ”‫‷⅛⅓࡞ޚ‬გۧႿ‫ן‬ਬ‸⅔‵ⅷⅲ⅟Ⅾⅎ‶ⅺࠫ⅟⅐ℾ⅌⅔⅀ⅶ⅗ྥྙℹℳⅴ„⅄ℸ⅄”থ⅗੄⅒℺⅌‵ჟ‶ℸⅲளೄ⅗‵ⅷⅲ⅟Ⅾⅎ‶ⅺএℴ੄⅄⅒ℷⅳ”‵໲௬‶⅔‵‫أ‬௘‶⅚ਜ߉⅚ශ℺࡞ࢊဋܾ⅛ࡉⅲⅵ⅖ℴ„‵໲௬‶⅛”৽૽ℹఊ჊‫ۍ‬৪⅗‵‫أ‬௘‫‶ۇ‬ⅺএℴ੄⅂ⅈⅴ⅌Ⅽ”Ⅺⅇ૙Ⅵ໤⅚ྴⅺႥ‫⅄”⅄ݷ‬ℸⅴ⅚ⅎ

⅗୞‫ޘ‬५ࣣ୽⅚໤ࢊⅺࢊ⁁⅒໳ℸⅈⅴ”⅔ℴℵඵ౲ࢹℶ⅔⅖⁁⅒ℷⅳ”এℴ੄ⅆਇ࢜Ⅾ”‵໲௬‶⅔ℴℵ
૽ྴℸⅲਜ߉⅗ⅱ⁁⅒൵℺੄⅂ⅵ”‵‫ؖ‬ఊຳ‶ⅱⅳໝॠ⅖ਇ࢜⅍⅔࡞ℶⅴ„⅌⅍⅚ⅳ‵໲௬‶⅔൳ਇ⅚ެ⅛৘⅛ఈ⅗Ⅾℳⅴ„ࡵྶུ⅚Ⅻ⅗ࡉℶⅴ‵୒٬ధ‶ℹ⅊ⅵ⅓ℳⅴ„⅀⅚ެ⅛”ఊ჊

‵಑ഽ‶ℸⅲ‵୒‫ۍ‬৪⅗এℴ੄⅂ⅈⅴ⅌Ⅽ৽૽⅛֚⅚౓⅚ࣣ୽დⅺࢊⅳ”य़ླྀ৿಑ഽℹ੄⅒℺⅌⅔⅀ⅶ⅓”

٬ధ‶ⅺএℴ੄ⅆ⅔ℴℵ޼⅓ℳⅴ„࡞ࢊဋܾഎ⅗⅛໹ྲྀ⅓ౙ੗ⅆ℻”փນⅺඏℴ⅌ਜ֝⅂⅔ℴℵത⅓”‵໲௬‶⅚ਜ߉⅚༷ℹ࿹⁁⅒ℴⅴ⅔࡞ℶⅱℵ„Ⅺ⅌”‵୒٬ధ‶⅔ℴℵެྴ⅚‫‵⅗ئ‬ই↤໲२↣↊↝ↅ”↶↚࿌ུ‪२↻↍Ↄ໤⇃↕↮↕↝‫”↛׊‬ⅽ↙↷↺↳↑↻↽↽”֚౓↣஼ঞ↣ඤ↠↊↌↽”߯ో↣ྴ↜↊↌↽↝‫⅔‶׊‬ℳ

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
ȝ

ⅳ”‵໲௬‶⅚޼”ਇ࢜ⅺ‫ै⅗ܖ‬ⅲⅵ⅌႒ެ⅓ℳ⁁⅌⅀⅔ℹⅷℸⅴ„‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

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₉ আ
₉ ა
₉ ஽
ີ

ඵ

ఊ჊‫ۍ‬৪⅛৽૽⅗”
സⅤ࣐⁁⅒৽૽⅚ฌ຿ࢄအ⅚⅔⅀ⅶ⅗‫ܙ‬ⅳ”ೇ⅄ℴ໤ⅺ૙Ⅵ⅂ⅈ⅒Ⅾⅲ⁁⅌⅔დⅆ„⅊⅚૙Ⅵ໤⅛”৽૽ℹⅱℼඋⅻ⅓ℴⅴ‵࡙໹େଚܱ‶ २ຐ๔ਬུ⅗ⅱⅴ„ഛၑུ₊ࡵྶུ⅓⅛‵୞‫ޘ‬५

⅚௜ঞ‶„ఱࠏུ⅓⅛‵୞‫ޘ‬५⅚ࣣ୽໤ࢊ‶‪⅚ಎ⅗੄⅒℺⅌⅔ℴℵ⅚⅓”৽૽ℹ૯നဓ֚⅚დⅺࢊⅳ੄ⅆℵⅻ⅋ℵℹⅰℹ”ఊ჊‫ۍ‬৪⅛⅖ℸ⅖ℸএℴ੄ⅈ⅖ℴ„ⅱℵⅯℼ‵૯ന⅚ဓঌℹ඿૽૶⅗໲२‶ २ຐ๔ਬུ‪⅚⅔⅀ⅶ⅓”

૙Ⅵ⅌໤ℹ‵‫أ‬௘‫⅓‶ۇ‬ℳ⁁⅌⅀⅔ⅺএℴ੄ⅆ”⅔ℴℵ޼⅚ै຦⅓ℳⅴ„ഛୃ‫⅚ུ࡞ޚ‬࿒჏⅗‵୞‫ޘ‬५⅚ℸ⅐ⅈⅻ‶⅔ℳⅴ⅚ℹ”ℷ⅊ⅲℼ‵໲௬‶⅗‫ڂ‬൚ⅆⅴެ⅔এⅷⅵⅴℹ”ུ໲⅛ॼ⁁⅒ℴ⅖ℴ„⅂⅒”‵໲௬‶⅚ਇ࢜⅚৽⅖↲ⅽ⇄↝⅛ষ⅚ඵത⅓ℳⅴ„Ⅺⅇडఱ⅚‫܉‬࿒⅛”୞‫ޘ‬५ࣣ୽⅚ࢊⅳ⅓ℳⅴ„

শ ⅗ ॽ ༷ ⅺ ૕ ⅳ ࢐ ⅉ ⅐ ⅐ ႁ ‫ ޑ‬ℼ ࢊ ⅳ” শ ୬ ⅳ ள ⅚ ৽ ૽ ⅚ ܏ ⅗ ࿗ ⁁ ⅒ ఊ ჊ ‫ ۍ‬৪ ⅗ დ ⅄ ℸ ℾ ۷ ‫ ⅚ ݖ‬ઢ ℴ ⅺ ညℵ„ࣞℴܿ੅⅔ࠚྥ⅖ྙⅷℴ⅚ါ‫⅂ݥ‬ⅵⅴࢊⅳ⅚ࠝℹ”Ⅿ⅛ⅳུެ⅚डఱ⅚ࡉ⅕⅀ⅶ⅓ℳⅴ„⅊⅄⅒”Ⅾℵ֚ത”ུࣂ⅓಍࿒⅄⅌ℴ⅚⅛”ఊ჊‫ۍ‬৪⅗এℴ੄⅂ⅈⅴ⅌Ⅽ⅗”৽૽ℹ૙Ⅵ໤⅚ྴⅺႥ‫ݷ‬ⅆⅴ⅔ℴℵਇ࢜⅓ℳⅴ„ུެ⅚ࢊⅳ⅚ਇ࢜⅗⅐ℴ⅒⅛”୶‫⅗ڠ‬ⅱⅴ⅂Ⅺ⅃Ⅺ⅖ࣉख़ℹℳⅴℹ”૙Ⅵ໤Ⴅ‫ݷ‬⅚ਇ࢜⅗⅛”⅀ⅵⅪ⅓ℳⅪⅳ૘ⅵⅲⅵⅴ⅀⅔⅛⅖ℸ⁁⅌„⅊⅀⅓ུࣂ⅓⅛”Ⅺⅇ”⅀⅚૙Ⅵ໤Ⴅ‫⅚ݷ‬ਇ࢜

ⅺ৾ⅳષℿ”؉ြ໤ⅯႲ‫߸۾⅚⅔ظ‬ⅺࣉℶ⅒Ⅻ⅌ℴ„⅂ⅲ⅗ࢊⅳ⅚ਇ࢜⅗⅐ℴ⅒Ⅾ”⅊⅀⅗ຝℸⅵ⅒ℴⅴ

૯ന⅔ྋ࿤⅚࣐௡⅗಍࿒⅄”ࢊⅳℹջ‫⅔⅌⅄ݶ‬এⅷⅵⅴࣣ୽໤ࢊ⅚଼ၛාయ⅗⅐ℴ⅒”৹ۙ⅚ࣉख़ⅺদⅫ⅌ℴ⅔এℵ „

ඵ
₉ ႒ެ⅘⅑ℵ⅓ℷℸ⅍ⅰℵ‵໲௬‶⅔൳အ”དྷⅵ⅒⅄Ⅺ⁁⅌૙Ⅵ໤⅚ྴⅺএℴ੄⅊ℵ⅔ⅆⅴਇ࢜⅚ެ⅗⅛”ఈ⅗‵‫ؖ‬ఊຳ‶ℹℳⅴ„

79

૙Ⅵ໤ྴႥ‫ࢊ߳⅔ݷ‬ⅳ
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‫‵࡞ޚ‬໲௬‶⅗ℷℾⅴඵ⅐⅚ਇ࢜

₉₉₉₉₉₉֚
₉ ⅜ⅆⅮ⅘

࿌
₉ ུ
₉ ં
₉ ঊ

୞‫ޘ‬५ࣣ୽⅛”‫ݷ‬໶⅄⅒५࿐࠳ၦⅺ൦⁁⅌ှಱℹ”⅊⅚ࢃ໹‫⅚༷ز‬ఱೳࠊ૶⅚ࢲࠢⅺ਋ℾ”ఱ෴ⅺ‫⅄ݎ‬⅌୽ℴ⅓ℳⅴ„‫ݷ‬໶⅛হઇঅාส࠮਱্඾”୞‫ޘ‬५ືଈℹඵ਱२඾”⅊⅄⅒෴௢ℹඵ਱ส඾⅚⅀⅔⅓ℳ⁁⅌„

୞ ‫ ޘ‬५ ࣣ ୽ ⅛”
‷ ໹ ‫ ز‬໤ ࢊ ‸ ੨ ུ ⅗ ⅱ ⁁ ⅒ ե ℴ ⅗ ओ ℹ ࡉ ⅲ ⅵ” ࢊ ⅳ ུ ࠏ ⅛ ‫ ݷ‬໶ ⅚ ম ৘ ⅺ ۰ ౙ ⅗ ܱ ⅆ ⅚

Ⅻ ⅍ ℹ” ‫ ུ ࠄ װ‬Ⅿ ಿ ࿝ ུ ”‷ ࡙ ໹ େ ଚ ܱ ‸ ⅖ ⅕ ⅓ ⅛” ࣣ ୽ ⅚ મ ळ ℹ ຝ ℸ ⅵ ⅒ ℴ ⅴ „ ⅀ ⅚ ୞ ‫ ޘ‬५ ࣣ ୽ ⅚ ಎⅢⅻ⅋ℵ⅚”࡙ঙ༷⅚૯ന ऎජന‪ဓ֚⅔໹‫⅚༷ز‬ྋ࿤ࡼ჊⅔⅚ழⅫ൦ⅎ᭕ⅺ‵ࢊⅳ‶⅔⅄⅒‫׵‬ⅅⅴ⅚ℹ”‫࡞ޚ‬‵໲௬‶⅓ℳⅴ„‵໲௬‶⅛ℴⅷⅰⅴ‵ະ༮࢖໤‶⅔ࡤ⅜ⅵⅴਅ႒⅚ै຦⅓”৽૽⅗ྫ౯⅓സࡉ໤⅗࣐⁁⅌ఊ჊‫ۍ‬৪ℹ⅛
ⅅⅭ⅛ࡕ⅄ℼৎୣ⅂ⅵⅴⅮ⅚⅚ࢃ⅓‫⅂ݺ‬ⅵⅴ”⅔ℴℵະ༮࢖໤‫ވ‬೒⅚ཙ൮ⅺ঵⅐„80