Pub Date : 1900-01-01DOI: 10.5958/J.2231-0657.13.1.007
Rasmi Rekha Bhuyan, A. K. Rath
Non-Performing assets (NPAs) in the Indian Banking system have assumed astronomical dimensions through the introduction of the concept of asset classification, income recognition and provisioning norms by Reserve Bank of India to assess the credit risk of a bank. High level of NPAs in banks has attracted public as well as foreign financial institution to analyse the reasons for it. In this paper, an attempt has been made to find out the various factors responsible for the huge NPAs. Further the different characteristics of NPAs on the basis of industry have been analysed.
{"title":"Management of Non-Performing Assets in Indian Public Sector Banks: A Critical Analysis","authors":"Rasmi Rekha Bhuyan, A. K. Rath","doi":"10.5958/J.2231-0657.13.1.007","DOIUrl":"https://doi.org/10.5958/J.2231-0657.13.1.007","url":null,"abstract":"Non-Performing assets (NPAs) in the Indian Banking system have assumed astronomical dimensions through the introduction of the concept of asset classification, income recognition and provisioning norms by Reserve Bank of India to assess the credit risk of a bank. High level of NPAs in banks has attracted public as well as foreign financial institution to analyse the reasons for it. In this paper, an attempt has been made to find out the various factors responsible for the huge NPAs. Further the different characteristics of NPAs on the basis of industry have been analysed.","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129501594","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/J.2231-0657.13.1.003
Pallavi Vyas
The issue of work–life balance (WLB) has been attracting increasing attention of employers and Human Resource (HR) professionals at the workplace. In a society, full of conflicting demands and commitments, WLB has become a serious issue and growing concern for employers as well as employees. Organisations these days have started to realise that in order to get the most out of their employees, they need to first encourage each one of them to have a life they desire. With the increasing complexity and demand at the work place as well as on the family front, HR professionals need to understand as to how to design their HR policies and programmes, which can help their employees achieve the necessary WLB. The present article review has attempted to study the work done by other authors in order to identify the issues related to WLB and how they might influence different individuals depending upon their age, gender, occupation, marital status or family structure. It has also tried to identify the ways in which an organisation through its supporting culture can help its employees minimise such conflicts in their work and personal lives and thus achieve a necessary WLB.
{"title":"Work–Life Balance: A Strategic HR Need","authors":"Pallavi Vyas","doi":"10.5958/J.2231-0657.13.1.003","DOIUrl":"https://doi.org/10.5958/J.2231-0657.13.1.003","url":null,"abstract":"The issue of work–life balance (WLB) has been attracting increasing attention of employers and Human Resource (HR) professionals at the workplace. In a society, full of conflicting demands and commitments, WLB has become a serious issue and growing concern for employers as well as employees. Organisations these days have started to realise that in order to get the most out of their employees, they need to first encourage each one of them to have a life they desire. With the increasing complexity and demand at the work place as well as on the family front, HR professionals need to understand as to how to design their HR policies and programmes, which can help their employees achieve the necessary WLB. The present article review has attempted to study the work done by other authors in order to identify the issues related to WLB and how they might influence different individuals depending upon their age, gender, occupation, marital status or family structure. It has also tried to identify the ways in which an organisation through its supporting culture can help its employees minimise such conflicts in their work and personal lives and thus achieve a necessary WLB.","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128677945","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/2231-0657.2019.00022.3
B. Mishra
{"title":"Fundamental Vs Market Value: AStudy on of Selected Pharma Stocks","authors":"B. Mishra","doi":"10.5958/2231-0657.2019.00022.3","DOIUrl":"https://doi.org/10.5958/2231-0657.2019.00022.3","url":null,"abstract":"","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127223666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/J.2231-0657.13.2.014
Kaspar Raju Bhimisetty, A. Samantaray
Saving, a sacrifice of current consumption, provides for accumulation of capital, which in turn produces additional output that can be potentially used for consumption in future. Saving not only allows for growth in income and increases in consumption, but also for the smoothing of consumption in the presence of various uncertainties. Saving is crucial for economic development, particularly for developing economies like India. It is also well-recognised that mobilisation of saving is one of the major factors contributing to increasing the pace of economic development. India's 5-year plans have laid greater emphasis for mobilisation of saving from domestic resources. It has been rightly observed that there has been a record of mobilisation of resources; about 94% of the cost of investment programs has been met from domestic savings, which is a measure of increasing self-reliance in the economy.
{"title":"Savings, Investment and Growth: A Study on the Economic Development of Indian Economy","authors":"Kaspar Raju Bhimisetty, A. Samantaray","doi":"10.5958/J.2231-0657.13.2.014","DOIUrl":"https://doi.org/10.5958/J.2231-0657.13.2.014","url":null,"abstract":"Saving, a sacrifice of current consumption, provides for accumulation of capital, which in turn produces additional output that can be potentially used for consumption in future. Saving not only allows for growth in income and increases in consumption, but also for the smoothing of consumption in the presence of various uncertainties. Saving is crucial for economic development, particularly for developing economies like India. It is also well-recognised that mobilisation of saving is one of the major factors contributing to increasing the pace of economic development. India's 5-year plans have laid greater emphasis for mobilisation of saving from domestic resources. It has been rightly observed that there has been a record of mobilisation of resources; about 94% of the cost of investment programs has been met from domestic savings, which is a measure of increasing self-reliance in the economy.","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132996980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/2231-0657.2016.00032.X
M. Pal, Anamika
The Mahatma Gandhi National Rural Employment Guarantee Scheme (MGNREGS) is one the major development programme planned by United Progressive Alliance Government to improve the living conditions and security of the people living in rural India. The unique scheme was introduced primarily to provide 100 days of guaranteed wage employment to every rural household in a financial year. Over the last 8 years, this scheme could provide employment to 354,362,794 rural households and generated 164,538.15 lakh man days of employment in India. On the basis of the statistics provided by government and other authentic sources, this paper is an endeavour to analyse the role of MGNREGS in generation of employment for the underprivileged in rural part of Odisha, India. Important indicators considered to understand the performance of MGNREGS are – registered households, job cards, employment generation in person days, funds issued vs. used and employment generation for women, schedule caste (SC) and schedule tribe (ST) among others. A detailed analysis reveals that over the last 8 years, this scheme could provide employment to 11,894,837 rural households and generated 4,900.74 lakh man days of employment in Odisha. The physical performances of the scheme in generation of average person days of employment during 2006–2007 to 2012–2013 have only been 44 per household per year which is way below the promised minimum employment of 100 days. Besides, the scheme was able to provide employment only to 27.92% of the total job card holders. Even the participation of SC and ST in this scheme as inception stood at 3,130.88 lakh person days. In the last 8 years, the average percentage of households with 100 days of employment stands at a gloomy 7%. These figures are discouraging and indicate that the programme has not been able to tackle the problem of unemployment in rural Odisha. Besides, the study also suggests that rolling out schemes without proper monitoring and evaluation system is not going to improve the socio-economic conditions in India. This paper is also an attempt to sketch a plan for improvement of this unique scheme of 100 days of guaranteed wage employment and maintain its credibility.
{"title":"The Mahatma Gandhi National Rural Employment Guarantee Scheme to Uplift the Downtrodden: A Study in Odisha","authors":"M. Pal, Anamika","doi":"10.5958/2231-0657.2016.00032.X","DOIUrl":"https://doi.org/10.5958/2231-0657.2016.00032.X","url":null,"abstract":"The Mahatma Gandhi National Rural Employment Guarantee Scheme (MGNREGS) is one the major development programme planned by United Progressive Alliance Government to improve the living conditions and security of the people living in rural India. The unique scheme was introduced primarily to provide 100 days of guaranteed wage employment to every rural household in a financial year. Over the last 8 years, this scheme could provide employment to 354,362,794 rural households and generated 164,538.15 lakh man days of employment in India. On the basis of the statistics provided by government and other authentic sources, this paper is an endeavour to analyse the role of MGNREGS in generation of employment for the underprivileged in rural part of Odisha, India. Important indicators considered to understand the performance of MGNREGS are – registered households, job cards, employment generation in person days, funds issued vs. used and employment generation for women, schedule caste (SC) and schedule tribe (ST) among others. A detailed analysis reveals that over the last 8 years, this scheme could provide employment to 11,894,837 rural households and generated 4,900.74 lakh man days of employment in Odisha. The physical performances of the scheme in generation of average person days of employment during 2006–2007 to 2012–2013 have only been 44 per household per year which is way below the promised minimum employment of 100 days. Besides, the scheme was able to provide employment only to 27.92% of the total job card holders. Even the participation of SC and ST in this scheme as inception stood at 3,130.88 lakh person days. In the last 8 years, the average percentage of households with 100 days of employment stands at a gloomy 7%. These figures are discouraging and indicate that the programme has not been able to tackle the problem of unemployment in rural Odisha. Besides, the study also suggests that rolling out schemes without proper monitoring and evaluation system is not going to improve the socio-economic conditions in India. This paper is also an attempt to sketch a plan for improvement of this unique scheme of 100 days of guaranteed wage employment and maintain its credibility.","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130936081","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/2231-0657.2018.00018.6
Pramod Kumar Patjoshi
{"title":"Analysing Liquidity Management and Financial Performance Practices of ONGC and IOCL","authors":"Pramod Kumar Patjoshi","doi":"10.5958/2231-0657.2018.00018.6","DOIUrl":"https://doi.org/10.5958/2231-0657.2018.00018.6","url":null,"abstract":"","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127965631","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/2231-0657.2015.00012.9
S. Surana
{"title":"Empowering India through Imperative Contribution from Corporate Houses for Better Tomorrow","authors":"S. Surana","doi":"10.5958/2231-0657.2015.00012.9","DOIUrl":"https://doi.org/10.5958/2231-0657.2015.00012.9","url":null,"abstract":"","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131356815","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/2231-0657.2017.00014.3
Vivek Mishra
The case analyses the niche marketing strategy adopted by Global Consumer Products Ltd. who have entered the Indian chocolate industry by launching their brand of chocolates-Luv It. Key strategic decisions play a very vital role at the initial phase of any new product. Initial investment, scalability and sustainability are also important aspects for brand success in the fiercely competitive market. The objective of this case study is to present the niche marketing strategies through the marketing decision alternatives-4P's of the company for discussion and discuss the asset-light model of manufacturing adopted by the company
{"title":"Creating Brand Success through a Niche Marketing Strategy: A Case Study of ‘LuvIt’ Brand of Chocolates","authors":"Vivek Mishra","doi":"10.5958/2231-0657.2017.00014.3","DOIUrl":"https://doi.org/10.5958/2231-0657.2017.00014.3","url":null,"abstract":"The case analyses the niche marketing strategy adopted by Global Consumer Products Ltd. who have entered the Indian chocolate industry by launching their brand of chocolates-Luv It. Key strategic decisions play a very vital role at the initial phase of any new product. Initial investment, scalability and sustainability are also important aspects for brand success in the fiercely competitive market. The objective of this case study is to present the niche marketing strategies through the marketing decision alternatives-4P's of the company for discussion and discuss the asset-light model of manufacturing adopted by the company","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128797252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/2231-0657.2019.00024.7
R. Satpathy
{"title":"Transforming Government through Digitization Initiatives and Digitizing the Delivery of Government Services to Enrich Citizens’ Quality of Life","authors":"R. Satpathy","doi":"10.5958/2231-0657.2019.00024.7","DOIUrl":"https://doi.org/10.5958/2231-0657.2019.00024.7","url":null,"abstract":"","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125543952","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.5958/2231-0657.2015.00013.0
R. Tripathi, V. Mishra
‘It is not the strongest or the most intelligent who will survive but those who can best manage change’.
“生存下来的不是最强壮或最聪明的人，而是那些最能应对变化的人。”
{"title":"Human Resource Planning: A Vehicle towards Achieving an Effective Supply Chain Management through Manpower","authors":"R. Tripathi, V. Mishra","doi":"10.5958/2231-0657.2015.00013.0","DOIUrl":"https://doi.org/10.5958/2231-0657.2015.00013.0","url":null,"abstract":"‘It is not the strongest or the most intelligent who will survive but those who can best manage change’.","PeriodicalId":268303,"journal":{"name":"Siddhant- A Journal of Decision Making","volume":"119 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126906193","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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