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Das Mohapatra, A. K.
- Risk Management in General Insurance Business in India with Special Reference to Insurer
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Authors
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1 Department of Business Administration, Sambalpur University, Orissa, IN
1 Department of Business Administration, Sambalpur University, Orissa, IN
Source
Asian Journal of Management, Vol 2, No 4 (2011), Pagination: 186-190Abstract
General insurance businesses in India are exposed to a host of financial and non-financial risks. The financial risks include capital risk, asset liability management risk, insurance risk and credit risks whereas non financial risks include enterprise risk and operating risk. These risks, unless managed effectively, are bound to affect the overall performance of the business and even threaten its survival. General insurance businesses in India are found to be managing their exposure to financial and non financial risks by employing two broad techniques, risk based capital management and reserving, with the former consisting of management role, capital and solvency margins, and risk based capital and the later consisting of unearned premium reserves, unexpired risk reserves, outstanding claim reserves, incurred but not reported reserves, catastrophe reserves and claims equalization reserve.Keywords
Capital Risk, Credit Risk, Enterprise Risk, Operating Risk, Insurance Risk, Asset/Liability Management Risk, Reserving, Catestrophe Risk, Risk Based Capital.
- The Changing Role of HR in Corporate Value Creation
Abstract Views :264 |
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Authors
Affiliations
1 Dept. of Business Administration, Sambalpur University, Odisha, IN
1 Dept. of Business Administration, Sambalpur University, Odisha, IN
Source
Asian Journal of Management, Vol 3, No 2 (2012), Pagination: 59-61Abstract
Businesses across sectors have witnessed an unprecedented change in the recent past. Technological advancements, IT revolution, economic liberalization, newer business opportunities in areas like genetic engineering, nanotechnology, optical electronics, biomedical engineering and a host of alike factors coupled with issues of climate change, inclusive growth and good governance have brought both threats and opportunities to businesses across sectors. Companies, in order to stay competitive and create value for their stakeholders need to realign their strategies in the form of corporate restructuring with the HR at the centre stage.Keywords
Corporate Governance, Corporate Restructuring, Business Process Reengineering (BPR), Enterprise Resource Planning (ERP), Outsourcing, Downsizing, Divestment, Total Quality Management(TQM), Brand Acquisition, Debt Securitization, Factoring, Shareholders Value Added (SVA), Market Value Added (MVA) and Economic Value Added (EVA), Market-To-Book-Value.- Determinants of Corporate Capital Structure:Evidence from Indian Industries
Abstract Views :236 |
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Authors
Affiliations
1 Dept. of Business Administration, Sambalpur University, Odisha, IN
1 Dept. of Business Administration, Sambalpur University, Odisha, IN
Source
Asian Journal of Management, Vol 3, No 1 (2012), Pagination: 10-13Abstract
Designing an optimal capital structure depends on a number of micro and macro economic factors. And searchers in the past have tried to establish the factors that could be clear determinants of the firm's capital structure. Some of them have presented affirmative evidences in respect of a particular factor or a group of factors as the determinants of corporate capital structure, whereas others have presented dissenting evidences in respect of the same factor or factors to be a clear determinant of the corporate capital structure. Scott (1972) and Scott and Martin (1976) have presented empirical evidences claiming that industrial class has got influence on the firm's financial structure. Scott and Martin (1976) also support the view that size might shape the firm's debt-equity mix. Remmers, Stonehill, Wright and Beekhuisen(1974), on the other hand, have presented contrary opinion arguing that none of these two factors - size and industry class - is a clear determinant of the firm's use of debt capital. Against this backdrop, the present paper empirically establishes that both industry size and class have significant bearings on the corporate capital structure of industries in India.Keywords
Financial Leverage, Profitability, Operating Leverage, External Financing, Income Gearing, Size of the Business.- Career Planning and Career Management as Antecedents of Career Development:A Study
Abstract Views :211 |
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Authors
Affiliations
1 Department of Business Administration, Sambalpur University, Jyoti Vihar, Burla – 768019, Odisha, IN
1 Department of Business Administration, Sambalpur University, Jyoti Vihar, Burla – 768019, Odisha, IN
Source
Asian Journal of Management, Vol 8, No 3 (2017), Pagination: 614-618Abstract
Organizational career development has been characterized as a challenging and unpredictable task keeping into consideration the individual career expectations and organizational development. Effective career development process is achieved with proper indulgence of employee’s career planning and organizational career management. It is in this context that the present study has been conducted to examine empirically the antecedents of career development in the Indian firms. A self administered questionnaire in a five point Likert scale has been used for the study. It involved three parts, namely, career planning, career management and career development collected from 57 respondents. Random sampling was used for collecting the data from three Indian service sectors, namely, Wipro, State Bank of India and Axis Bank. Descriptive Statistics, Spearman’s Rank Correlation and Linear Regression were used to analyze the data. SPSS 20 package was used for the data analysis. The analysis reveals the antecedent, namely, career planning and career management, have a positive and significant influence on career development. The incorporation of individual career planning and organizational career management was found to be the major antecedent of career development programs. Career planning explained 87 per cent variation in career development and career management explained 89 per cent variation in career development.Keywords
Career Planning, Career Management, Career Development, Organizational Performance.References
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