Dr. Siddappa, Assistant Professor, Department of Studies in Commerce, Vijayanagara Sri Krishnadevaraya University
Banks are important part of the economy and they play a crucial role by providing various financial services to the public including accepting deposits from public and providing funds in the form of loans to the different sectors like Agriculture, Industry and Services. The main source of income to the banks is interest on loans lent by the banks. The performance of the banks depends on how they recover principal and interest of the given loans from their customers. If they fail to recover principal and interest of sanctioned loans they become Non Performing Assets (NPAs). High NPAs result in poor performance of the banks, high rate of interest, losing confidence of the investors in providing not only good return but also invested amount, poor services to the customers, mergers and acquisitions in banking sector unemployment, etc. Non Performing Assets (NPAs) not only occur in public sector banks but also in other banks like Private Sector Banks and Foreign Banks. This paper throws light on brief picture about Gross Advances, Net Advances and Non Performing Assets (NPAs) in Public Sector and Private Sector Banks in India from 2013-14 to 2017-18.
Key Words: Gross Advances, Net Advances, Non Performing Assets (NPAs).
Normality of Stock return distribution in the BRICS
Dr. Venkatesh. R, Professor, CIMS, Bangalore & Dr. Rajesha. S , Associate Professor, CIMS, Bangalore
DOI : 10.17605/OSF.IO/KET2W
Computerized performance monitoring system (CPM), is a software system, which keeps track of performance of an employee. It is capable of keeping track of work assigned, counting the number of work units completed by employees, time taken, recording the idle time of employees, calculated the error rate, task starting time and ending time, even employee key strike rate also can be monitored and recorded. That is the power of technology. It can track all the activities of an employee inside the company and provide feedback to all concerned authorities. This system of procuring and transmitting information of work force of an organisation in digitalized form is called as electronic human resource management. E-HRM deals and stores data with respect to selection, recruitment of employees, training, their payroll, performance appraisal of individual worker, absenteeism, periodical orientation of employees and induction into different work profiles etc. Therefore, E-HRM can be summerised as allocating human resource functions and enabling the management and employers to access these functions through intranet or other web technology routes. It is observed that electronic human resource management has grown in the recent past to a greater heights and has became more ingrained in business culture in the present scenario. These changes will become more evident, but they yet to be marked to a significant degree. Another important expression of E-HRM system is its ability to provide feedback about the performance about an employee.
Key words: Electronic, Digitization of data, Human Resource, Performance tracking.
Normality of Stock return distribution in the BRICS
Dr Sanjeet Sharma, Assistant Professor, UCBS, Himachal Pradesh University Shimla, Himachal Pradesh, India
DOI : 10.17605/OSF.IO/36HTR
The present study has been conducted to test the normality assumption for the behaviour of market returns in the BRICS stock markets. The study has been conducted on daily market returns for the period of 1st April 2011 to 31st March 2019. The stock return normality has been examined using skewness, kurtosis, Shapiro-Wilk, Jarque-Bera and Kolmogorov-Smirnow test. The study has also made an important attempt for testing the normality assumption for market returns over the longer periods, considering specifically blocks of 5, 20, 60, and 120 consecutive market days between 2011 and 2019. Based on the analysis, it can be said that for shorter return periods the empirical distribu¬tions of all the countries departed from a normal distribu¬tion and reflected asymmetric behaviour. As far as intermediate return periods are concerned some tests rejected of the normality assumption, and others accepted. But for a lengthier period, none of the tests rejected the assumption of normality for any country. Thus, it has been observed that the behaviour of the returns approaches a normal distribution as the length of time increases. This suggests that investors should not rely on the normality of returns assumption while evaluating risk for daily market returns and shorter return periods. However, assumption normality of returns may be valid for longer return periods.
Key words: BRICS, intermediate return, market returns
9box Grid as A HR Analytical Tool to Nurture A Dynamic Work Culture
Dr. Malathi Selvakkumar, Principal – Collegiate Education, Aachi Educational and Research Foundation,
DOI : 10.17605/OSF.IO/7DHQF
HR Analytics also called as people analytics/ talent analytics/ workforce analytics has come as a one-stop solution to the aid of the HR personnel, and enables them to gain meaningful insights about workforce effectiveness in nurturing a dynamic work culture. HR has now begun to don a kaleidoscopic role to match the growing trend of job seekers constantly on the lookout for potential opportunities while employed. HR thus not only induces employee engagement and loyalty, but contributing in creating a pulsating work culture. The 9 box grid is a popular talent management tool that attempts to correlate employees’ growth potential and their performance, and plot the same to categorise them on this basis. This is done in three stages and the employee categories have been explained in detail, based on their characteristics. The types of employees range from bad hires that are least desirable if they do not get aligned to the company’s culture and practices; to the star performer who has all the makings of a true leader. If he is mentored effectively, the star employee can soon take over the reins of the organisation in the near future. The employee performance largely depends on the nature of the prevalent culture that is closely monitored using this grid analysis.
Key words: organisation, employee, potential, performance, culture, employee engagement, talent management