International Journal of Innovative Research and Development

R. Jayaprakash Reddy , A. Kondaiah Swamy

Abstract

In the beginning of Mergers and Amalgamations the shareholders of the merging company may be benefited by getting some extra compensation from the absorbing company. In this process some of the employees either of the companies lose jobs. If the same activity goes well the shareholders of the new company or the absorbed company will be benefited. Even this actlvily foils due to different reasons again the employees will be affected. Thus in this activity of M&As the ultimate losers are employees. Therefore it is the duty of both the companies to compensate the affected employees properly. A systematic compensation package should be evolved with the knowledge of the employees' representatives before and after the exercise of M&As irrespective of the success or failure of the companies.

Keywords

Mergers & Acquisitions, Shareholders, Employees, A New Look, Compensation Package

Full Text

   

A. Kondaiah Swamy , Kovvali Bhanu Prakash

Abstract

Non-Performing Assets (NPAs) or Non-Recovered Loans or Bad Debts as they are commonly called, have been menace for the banking sector since independence. The Non-performing assets have been detrimental to the performance of the Indian Banks. Their continued amelioration in absolute terms proved the survival of Indian Banks very difficult, The Non-Performing Assets or bad debts or non-recovered loans of the banks which now stands at Rs.71,047 crores as against the total advances Rs.30,79,804 crores which is 2.30% percent of total advances as on 31^st March 2011. Therefore it is necessary that the level of NPAs should be kept at minimum possible level and hence the management of NPA is of prime concern. In the present study an attempt is made to diagnose the causes or reasons of NPAs and suggested right gestalts and proactive measures to arrest the Portfolio of NPAs with special reference to Standard Assets (SA), Sub-standard Assets (Sub-SA), Doubtfid Assets (DA) and Loss Assets (LA) of Scheduled Public Sector Banks. In this context, it iS recommended to Scheduled Commercial Banks to ensure that advances made to creditworthy and loyal customers as prevention is always led better than cure.

Keywords

NPAs', Doubtful Assets, Substandard Assets, Loss Assets and Standard Assets, ANOVA, EWS

Full Text

   

K. BhanuPrakash , A. Kondaiah Swamy

Abstract

Empowerment of women is an essential part of human resource development. Self-Help Groups are one of the catalysts for empowering women in advanced countries after the Second World War. In India, the scheme of Self-Help Groups (SHGs) is pioneered in the era 1982-83 for systematically organizing women in groups and for providing them opportunities of self-employment on a sustained basis.
Thousands of rural women from the length and breadth of the country participated in this program, and take up a number of trades under the Self-Help Group placard. Women participation in Self-Help Groups has to be more meaningful and to be effective. There should be avenues for savings, investments and credit for them. The objective should be socially empower women so that their role as in others could be played with better results. Poverty alleviation is the ultimate goal of SHGs. Keeping in view the afore cited objective, Vikram Akula set up the first micro finance SKS Microfinance Pvt. Ltd. (SKS) in 1998, a new micro financing model in India, which is profitable and self-sustaining to provide microfinance to the poorest sections of the Indian. Society that earns a per capita less than INR 6,000 ($120) peryear. The SHG movement in India in general and Andhra Pradesh in particular, has metamorphosed the rural economic scenario perceptibly. This paper articulates the role SHGs for Empowerment of Women and covers the problems and perspectives of Selp-Help Groups in India exclusively in Andhra Pradesh.

Full Text