Archive

Abstract:

Cash was the only medium of monetary transaction till recent past, however the scenario changed after demontization and cashless became the new norm. Retail means repeated sales to the end consumer in small quantity. As a result it witnesses maximum transactions. The growth of the retail sector contributes significantly to the GDP of the economy. The economic growth has led to higher incomes of Indian consumers which have resulted in increased purchasing power. Organized Retail is properly planned with investment and infrastructure. It involves transactions among various stake holders like Customers, Retailers, Distributors, Manufacturers and Government Agencies. It needs seamless payments and processing system for ensuring substantial growth and development. Cashless transactions play a significant role in achieving the same in organized retail markets. Nagpur is a fast emerging smart city witnessing significant growth in organized retail. The researcher finds that there is enormous scope for cashless transactions in organized retail market of Nagpur City. This paper studies the awareness and penetration level of cashless transactions in organized retail market of Nagpur City.

Keywords:

Awareness,Penetration,Organized Retail,Cashless,Transactions,

Refference:

I. Bappaditya Mukhopadhyay: Understanding cashless payemts in India,
Mukhopadhyay Financial Innovation 2:27, DOI 10.1186/s40854-016-0047-4,
2016
II. Borhan Omar Ahmad Al- Dalaien, Cashless Economy in India: Challenges
Ahead, Asian Journal of Applied Science and technology, Vol 1, Iss 7, Pages
168-174, 2017
III. K. C. Balaji and K. Balaji: A Study On Demonetization And Its Impact On
Cashless Transactions, E-ISSN: 2395-6089 p-ISSN: 2394-8906, International
Journal of Advanced Scientific Research & Development Vol. 04, Iss.03,
Ver. I, pp. 58 – 64, March 2017

IV. Manpreet Kaur: Demonetization: Impact On Cashless Payment System, 6th
International Conference on Recent Trends in Engineering, Science and
Management, Shri Teg Bahadur Khalsa College, Anandpur Sahib, Punjab,
ISBN : 978-93-86171-21-4, 2017
V. Preeti Garg and Manvi Panchal, Study on Introduction of Cashless Economy
in India 2016: Benefits and challenges, IOSR Journal of Business and
Management,e-ISSN:2278-487X, p-Issn:2319-7668,Vol 19,Iss
4,Ver.II,pp116-120,2017
VI. Sumiran Kumar Rajak, Cash to Cashless Economy: An India Perspective,
International Jouranl of Academic Research and Development, ISSN: 2455-
4197, Impact Factor: RJIF 5.22, Vol 2 , Iss 6, Page No 239-241S,2017
VII. Sivakoti Reddy, M. (2019). Impact of RSERVQUAL on customer
satisfaction: A comparative analysis between traditional and multi-channel
retailing. International Journal of Recent Technology and Engineering. 8(1),
pp. 2917-2920.

View Download

Abstract:

In the competitive world that is driven by sheer quality and performance, building a business that is sustainable and growth oriented requires strong strategic management practices coupled with continual improvement of 4Ps namely, Policies, Processes, Practices and People, which drive the sustainability and growth. With robust strategic management practices; the organisational policies, processes and systems strengthen the business from within and enable the business to face challenges posed by external environment. Human Resources (people) are the most critical resources for the Business. Whatever be the level of modernisation and mechanisation the Processes might have undergone, the Human competencies for managing the processes is always critical, like that of formulating policies. To strengthen the organisation from within, the Strategic Human Resource Management is critical. SHRM can be effective only when it undergoes modernisation according to times. For sustainable business growth, the HR Practices also need to be robust and flexible. One of the critical aspects is Digitisation of HR Practices. As it is known “What cannot be recorded cannot be measured and what cannot be measured cannot be improved”, Digitisation of Human Resource function serves the purpose of recording the information and provides the analytics, paving a way for continual improvement. Only caution being, the IT shall be used only as a decision and process enabling tool for Human Resource Management and benevolence aspect shall not be lost in digitisation of Human Resource Management. With SHRM getting digitised, it provides required inherent strength to the business to be successful. Hence required focus needs to be laid on SHRM and its digitisation with added caution to ensure continual growth of the business for sustainable development.

Keywords:

Strategy,Business Strategy,Technical Human Resource Management,Strategic Human Resource Management,Sustainable Competitive Advantage,

Refference:

I. Hymavathi, C.H., Koneru, K.(2018). Investors’ awareness towards commodities
market with reference to GUNTUR city, Andhra Pradesh. International Journal
of Engineering and Technology(UAE). 7(2), pp. 1104-1106.
II. Hymavathi, C., Koneru, K. (2019). Role of perceived risk in mutual funds
selection behavior: An analysis among the selected mutual fund investors.
International Journal of Engineering and Advanced Technology. 8(4), pp. 1913-
1920.
III. Hymavathi, C.H., Koneru, K.(2019). Investors perception towards Indian
commodity market: An empirical analysis with reference to Amaravathi region
of Andhra Pradesh. International Journal of Innovative Technology and
Exploring Engineering. 8(7), pp. 1708-1714.
IV. KishanVarma, M.S., Koneru, K., Yedukondalu, D.(2019). Affect of worksite
wellness interventions towards occupational stress. International Journal
of Recent Technology and Engineering. 8(1), pp. 2874-2879
V. Lakshmi Narahari, C., Koneru, K. (2018). Stress at work place and its impact on
employee performance. International Journal of Engineering and
Technology(UAE). 7(2), pp. 1066-1071.
VI. Manukonda et al. (2019). What Motivates Students To Attend Guest Lectures?.
The International Journal of Learning in Higher Education. Volume 26, Issue 1.
23-34.
VII. Neelima, J., Koneru, K.(2019). Assessing the role of organizational culture in
determining the employee performance – empirical evidence from Indian
pharmaceutical sector. International Journal of Innovative Technology and
Exploring Engineering. 8(7), pp. 1701-1707.

VIII. National Training Policy 2012, Department of Personnel and Training,
Government of India.
IX. Sivakoti Reddy, M. (2019). Impact of RSERVQUAL on customer satisfaction: A
comparative analysis between traditional and multi-channel retailing.
International Journal of Recent Technology and Engineering. 8(1), pp. 2917-
2920.
X. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship
management practices and their impact over customer purchase decisions: A
study on the selected private sector banks housing finance schemes. International
Journal of Innovative Technology and Exploring Engineering. 8(7), pp. 1720-
1728.
XI. Sivakoti Reddy, M., Murali Krishna, S.M.(2019). Influential role of retail service
quality in food and grocery retailing: A comparative study between traditional
and multi-channel retailing. International Journal of Management and Business
Research. 9(2), pp. 68-73.
XII. Sivakoti Reddy, M., Naga Bhaskar, M., Nagabhushan, A. (2016). Saga of silicon
plate: An empirical analysis on the impact of socio economic factors of farmers
on inception of solar plants. International Journal of Control Theory and
Applications. 9(29), pp. 257-266.
XIII. Suhasini, T., Koneru, K. (2019). Employee engagement through HRD practices
on employee satisfaction and employee loyalty: An empirical evidence from
Indian IT industry. International Journal of Engineering and Advanced
Technology. 8(4), pp. 1788-1794.
XIV. Suhasini, T., Koneru, K. (2018). A study on employee engagement driving
factors and their impact over employee satisfaction – An empirical evidence from
Indian it industry. International Journal of Mechanical Engineering and
Technology. 9(4), pp. 725-732.
XV. Read more: http://www.businessdictionary.com/definition/governance.html
XVI. Year 2013, Corporate Policy-its Determinants and Importance in Present
Corporate Scenario by Dr. D.C. Johri*, Dr.VikasSaraf ** and
Ms.AlpaGhosh***ISSN No. (Online) : 2249-3255
XVII. Y. V. Rao and SrinivasaRaoBudde. Banking Technology Innovations in India:
Enhancing Customer Value and Satisfaction. Indian Journal of Science and
Technology, Vol 8(33), DOI: 10.17485/ijst/2015/v8i33/78280, December
2015.1-10.
XVIII. Year 2018, A Study of Digitalization in HRM and its Effectiveness in Execution
of HR Strategies and Policies *1Mruthyanjaya RaoMangipudi, 2 Rajesh Vaidya
XIX. Year 2019, Importance of Competency based Training Management System –
with focus on Government Organisations, by P. JanakiramandDr. Lakshmi
Narayanamma

View Download

Abstract:

India needs FDI as a constituent of its tactical investment for acquiring and prolonging Economic Reforms, tempo and developmental economic growth. It was initially low due to frame work of policy regulation. However, from 2005, it jumped up in its output till date; credit goes to the new policy. Research is on to make out the rigorous improvement of Indian economic development by means of incentives that out par the previous ones, attractive such as Human Capita Transfers, Domestic Investment etc. The sole motive of the research is to highlight the consequence of FDI on economic growth in India through the pivot of investments in different spheres in India.

Keywords:

FDI,Economic Reforms,economic growth in India,

Refference:

I. Amitabh Kant (2014): NITI Aayog CEO and Former DIPP Secretary.
II. AradhnaAggarwal (2005): “The influence of labour market on FDI- Some
Emperical Exploration in Export Oriented and Domestic market seeking FDI
across Indian states”: Paper presented at the competitive section of the Global
conference on Business and Economics, held at the Oxford University,
London.

III. Chand Singh (2017): “Impact of FDI on Indian Economy”: IJARIIE: vol
3(1).
IV. C. Chopra (2003): “Foreign Investment in India”: Deep and Deep
Publication, New Delhi: PP. 34-45. (Isted)
V. Dr. H.C. Kothari, Mr.Pankaj Bhatt (2015): “Do FDI inflows influence the
movement of Indian stock market?”: International Journal of Marketing,
Financial Services and Management Research: Vol 4(2). PP- 130-140.
VI. Mandeepkaur: Impact of Foreign Direct Investment On Macro Economic
Parameters of India: AN EMPERICAL STUDY.
VII. Monika Jindal (2016): “Impact of FDI on Indian Economy”: International
Journal of Advanced Education and Research: Vol 1 (5). PP-65-68.
VIII. M.S Jallab, M.B.R. Gbakou and R. Sandretto (2008): “Foreign Direct
Investment- macroeconomic Instability and Economic growth in MENA
countries”: Worki9ng paper No 08-17, Group d analyse, ET. De
TheorisEconomique (GATE), Centre national de la recherché scientifique
(CNRS), University Lyon.
IX. N.P Lan (2006):” Foreign Direct Investment and Its Linkage to Economic
Growth in Vietnam- A Provincial level Analysis”: WWW.
Unisa.edu.au/commerce/events/…/abstract%20lan_nguyen.
X. NoureddineEchcharfi and Hamid Fayou (2016):“Foreign Direct Investment,
Trade balance and Growth- the sector does mater. First Draft.
XI. Peter S. Fisher and Alan H. Peters (1998): “State and localIncentive
Competition for New investment- In industrial Incentives Competition
Among American state and cities. Kalamazoo”: MI: Eupjohn Institute for
Employment Research: PP- 1-30.
XII. Santis Roberta D, Claudio Vicarelli, Cristina Mercari (2001):” Taxes and
Location of FDI- an Empirical Analysis for the European Union countries”:
ISAE InstitutodistudieAnalisiEconomica, Rome
XIII. Syed Azhar and K.N. Marimuthu (2012): “An overview of Foreign Direct
Investment in India”: International Journal of Multidisciplinary Management
studies: Vol 12 (1).
XIV. Y. V. Rao and SrinivasaRaoBudde.Banking Technology Innovations in India:
EnhancingCustomer Value and Satisfaction.Indian Journal of Science and
Technology, Vol 8(33), DOI: 10.17485/ijst/2015/v8i33/78280, December
2015.1-10.

View Download

Abstract:

Education plays a vital role in the life of every individual. Hence, schools should give quality education to their students. Quality education refers to standard curriculum, teaching pedagogy, good educational facility, and evaluation and marking system. This research is initiated to know the attitude and behaviour of students towards both public and private schools.The study group consists of students from 9th& 10th class.Datawas collected using a questionnaireon various parameters like quality of teaching, lecture notes, pressure from teachers, difficulty of subject etc.The researcher mainly focused on these factors with respect to public and private schools. The researcher used both quantitative and qualitative data to analyze and find out the differences between the private and government school.The study also focus on association between gender and choice of school, pressure by teachers, understanding of concepts and quality of teaching.

Keywords:

Attitude,Curriculum,Education,Pedagogy,

Refference:

I. Belagali, H. V. (2011). A study of attitude towards teaching profession in relation to
type of management and teaching experience of secondary school teachers.
International Referred Research Journal, 3(32), 18-19.
II. Essays, UK. (November 2018). Comparison between Public and Private Schools
Education Essay. Retrieved from
https://www.ukessays.com/essays/education/comparison-between-public-andprivate-
schools-education-essay.php?vref=1
III. Ganaie, M. Y., &Mudasir, H. (2014). A comparative study of teaching competency
of secondary school teachers in district Srinagar. Report and Opinion, 6(6), 49-54.
IV. Hsieh, C., & Shen, J. (2001). Is school choice a mechanism for sustaining changes?
Implications from a national survey. The Clearing House, 75 (2), 88-91.
V. Ovando, C. J., Collier, V. P., & Combs, M. C. (2003). Bilingualism & ESL
Classroom: Teaching in multicultural contexts. Boston, Mass: McGraw Hill.
VI. Pathak, R. P. (2012). Development and problems of Indian education. Chennai:
Pearson Education India.
VII. Pathania, K. S., &Pathak, A. (2013). Choice based credit system: The need of the
hour. International Journal of Creative Research Thoughts, 51(8), 1-3.
VIII. Priyanka, T. (2017). A comparative study on the teaching methods of private and
government school of south kamrup area and its impact on students (Doctoral
dissertation, Assam Don Bosco University, 2017).
IX. Manukonda et al. (2019). What Motivates Students To Attend Guest Lectures?. The
International Journal of Learning in Higher Education. Volume 26, Issue 1. 23-3.
X. Sivakoti Reddy, M. (2019). Impact of RSERVQUAL on customer satisfaction: A
comparative analysis between traditional and multi-channel retailing. International
Journal of Recent Technology and Engineering. 8(1), pp. 2917-2920.
XI. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship management
practices and their impact over customer purchase decisions: A study on the selected
private sector banks housing finance schemes. International Journal of Innovative
Technology and Exploring Engineering. 8(7), pp. 1720-1728.
XII. Sivakoti Reddy, M., Murali Krishna, S.M.(2019). Influential role of retail service
quality in food and grocery retailing: A comparative study between traditional and
multi-channel retailing. International Journal of Management and Business Research.
9(2), pp. 68-73.
XIII. Sivakoti Reddy, M., Naga Bhaskar, M., Nagabhushan, A. (2016). Saga of silicon
plate: An empirical analysis on the impact of socio economic factors of farmers on
inception of solar plants. International Journal of Control Theory and Applications.
9(29), pp. 257-266.

View Download

Abstract:

The capacity and willingness to develop organize and manage a business venture along with any of its risks in order to earn profit is entrepreneurship. The objectives of the study are to find the level of awareness and attitude among college students about various programs under entrepreneurship education. The statistical tools like rank correlation, T-teat and Anova were used to analyse the data and the study reveals that the students are very much aware about the various programs conducted under the ED cell. The overall attitude of the students towards entrepreneurship education is positively influencing.

Keywords:

Entrepreneurship,Entrepreneurship education programs,attitude,Awareness level,

Refference:

I. Douglas, E., (1999), Entrepreneurship as a career choice. Attitudes
entrepreneurial intentions and utility maximizations, Frontiers of
Entrepreneurship Research, Babson College, Wellesley, Massachusetts,
ISSN: 1042-2587, pg-81-90
II. Fasla N.P (2017), A study on Entrepreneurship attitude among college
students, International journal of Research Science and management, ISSN:
2349-5197,pg-53-59.
III. https://www.google.com/search?q=website+for+entrepreneurial+education&
oq=website+for+entrepreneurial+education&aqs=chrome..69i57j33.30137j1j
8&sourceid=chrome&ie=UTF-8#
IV. Muhammad Zaman, (2013), Aademic Journals, ISSN: 1993-8233, Volume-
7(39), pg-4053-4058.
V. S. Arunkumar, J.Joseprabhu, S.Divya,et al (2018), Entrepreneurial Attitude
among Management students, International Journal of pure and Applied
Mathematics, p-ISSN 1311-8080,e-ISSN:1314-3395,Volume 119,Issue 7,pg-
2389-2398

View Download

Abstract:

To retain the existing customers and make them loyal towards banks, managers should come up with post complaint behaviour strategies to compete in an intensive competitive world. So, the focus was on testing the effect of Distributive justice (social justice theory) on behaviour after complaint of banking customers of Guntur, Vijayawada in state of Andhra Pradesh, India. A sample of 230 respondents from both public and private sector banks of the two cities in the said state was selected to collect information through a well structured questionnaire. Regression and correlation were used to determine the effect and relation between the independent and dependent variables. The findings revealed a positive effect on behaviour after complaint by distributive justice. And behavioral variables after complaint are moderately positive correlated with predictor variable of the study. At the end the paper spotlights on limitations and implications for bank managers to formulate sound strategies.

Keywords:

Distributive justice,behaviour after complaint,Banking Industry,Behavioral variables,

Refference:

I. Blodgett, J.G., & Anderson, R.D. (2000).A Bayesian network model of the consumer
complaint process.Journal of Service Research, 2, 4, 321-38.
II. Cravens, D.W. and Piercy, N.F., (2003) Strategic Marketing (7th edition); McGraw-
Hill Irwin.
III. Dean, A.M. (2004). Links between organisational and customer variables in service
delivery: Evidence, contradictions and challenges. International Journal of Service
Industry Management, 15, 4, 332 – 350.
IV. Ellyawati, J., Purwanto, B. M.; & Dharmmesta, B. S. (2012). The Effect of Perceived
Justice on Customer Satisfaction in the Context of Service Recovery: Testing
Mediating Variables. Journal of Service Science, 5(2), 87-99.
V. “Gruber, T., Szmigin, I. and Voss, R. (2006) The Desired Qualities of Customer
Contact Employees in Complaint Handling Encounters. Journal of Marketing
Management, 22, 619-642.
VI. Johnston, R. (2001), “Linking Complaint Management to Profit”, International
Journal of Service Industry Management, Vol. 12 No. 1, pp.60-91.
VII. Kau, A.K. and Loh, E. (2006) The Effects of Service Recovery on Consumer
Satisfaction: A Comparison between Complainants and Non-Complainants. Journal
of Services Marketing, 20, 101-111.
VIII. Kau, K.A., &Loh, E.W.Y. (2006). The effects of service recovery on consumer
satisfaction: A comparison between complainants and non-complainants. Journal of
Services Marketing, 20, 2, 101-11.
IX. Kelly, S.W., Hoffman, K.D. and Davis, M.A. (1993) A Typology of Retail Failure &
Recovery. Journal of Retailing, 59, 71-82.
X. Kelly, W.W., Hoffman, K.D. and Davis, M.A. (1993), “A Typology of Retail Failure
sand Recoveries”, Journal of Retailing, 69(4), 429-52
XI. Lerman, D (2006) Consumer Politeness and Complaining Behaviour. Journal of
Services Marketing, 20, 92-100
XII. Lerman, D (2006) Consumer Politeness and Complaining Behaviour. Journal of
Services Marketing, 20, 92-100.
XIII. Michael, B. and Menter, M.L. (2008) The Service Recovery Paradox: True but
Overrated? International Journal of Service Industry Management, 19, 441-457.
XIV. Nwokah, N.G. (2009) Customer-Focus, Competitor-Focus and Marketing
Performance.Measuring Business Excellence: The Journal of Organizational
Performance, 13, 20-28.
XV. Nwokah, N.G. and Didia, J.U.D. (2015) Customer Relationship Management and
Marketing Performance: The Study of Food and Beverages Firms in Nigeria.
European Journal of Business and Management, 7, 85-95.
XVI. Nwokah, N.G. and Gladson-Nwokah, J. (2013) Delivery Customer Experience
Management in the UK and Nigeria Aviation Industry. Interdisciplinary Research
Journal, 3, 72-100.
XVII. Nwokah, N.G. and Maclayton, D.W. (2006) Customer Focus and Business
Performance: The Study of Food and Beverages Organizations in Nigeria. Measuring Business Excellence:
The Journal of Organizational Performance Management, 10, 65-76.
XVIII. Orisingher, C., Valentini, S., & Angelis, M. D. (2010).A meta-analysis of satisfaction
and complaint handling services. Journal of Academy and Marketing Science,
38(1):169-186.
XIX. Tax, S. S., Brown, S. W. and Chandrashekaran, M. (1998), “Customer Evaluations of
Service Complaint Experiences: Implications for Relationship Marketing,” Journal of
Marketing, 62 (2), 60- 76.
XX. Tax, S.S. Brown.S.W. and Chandrashekaran, M. (1998) Customer Evaluation of
Service Complaint Experiences: Implications for Relationship Marketing. Journal of
Marketing, 62, 60-76
XXI. Tronvoll, B. (2007) Complainer Characteristics When Exit Is Closed. International
Journal of Service Industry Management, 18, 25-51.
XXII. Tronvoll, B. (2012) A Dynamic Model of Customer Complaint Behaviour from the
Perspective of Service Dominant Logic. European Journal of Marketing, 46, 284-
305.
XXIII. Sivakoti Reddy, M. (2019).Impact of RSERVQUAL on customer satisfaction: A
comparative analysis between traditional and multi-channel retailing. International
Journal of Recent Technology and Engineering. 8(1), pp. 2917-2920.
XXIV. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship management
practices and their impact over customer purchase decisions: A study on the selected
private sector banks housing finance schemes. International Journal of Innovative
Technology and Exploring Engineering. 8(7), pp. 1720-1728.
XXV. Sivakoti Reddy, M., Murali Krishna, S.M.(2019). Influential role of retail service
quality in food and grocery retailing: A comparative study between traditional and
multi-channel retailing. International Journal of Management and Business Research.
9(2), pp. 68-73.
XXVI. Sivakoti Reddy, M., Naga Bhaskar, M., Nagabhushan, A. (2016).Saga of silicon
plate: An empirical analysis on the impact of socio economic factors of farmers on
inception of solar plants. International Journal of Control Theory and Applications.
9(29), pp. 257-266.
XXVII. Manukonda et al. (2019).What Motivates Students To Attend Guest Lectures?.The
International Journal of Learning in Higher Education.Volume 26, Issue 1. 23-34.

View Download

Abstract:

Stock markets are highly volatile by nature and difficult to predict due to the non-linear and complex nature of the market. A system that can forecast and predict the stock prices is of great value to individual investors who do not have sufficient knowledge to understand the complex dynamics involved in evaluating and predicting stock prices. Machine learning focuses on the development of computer programs that can access data and use it to learn for themselves. Machine learning is widely being used in the financial domain including prediction of stock prices. Based on the extensive literature review in this domain, traditional methods of using Machine Learning techniques including Artificial Neural Networks (ANN) for stock price prediction have taken in to account only the Technical Features. The current machine learning models do not take in to account the Intrinsic or fundamental features of the stock; the results of such prediction models are not accurate and at best could predict an intraday price of stocks with high levels of Variance. Literature review in the domain of stock predictions has shown that future stock prices are seldom dependent on the past performance and technical indicators and they invariably depend on the fundamental value and macro-economic factors.In this paper, we propose development of anArtificial Intelligence based decision support system (DSS) for guiding individual investors to buy and sell stocks. The Financial decision support shall be based on mathematical modeling of the various financial parameters to predict stock prices on a long term basis with a reasonable degree of accuracy and eliminate the behavioral biases of human decisions.The ANNs in this study were trained using open source financial data of select stocks listed on the BSE/NSE. The results of this study are quite encouraging as the stock prices can be predicted at least one month in advance and are closer to the real-time market prices. This DSS has the potential to help millions of Individual Investors who can make their financial decisions on stocks using this system for a fraction of cost paid to corporate financial consultants and value eventually may contribute to a more efficient financial system.

Keywords:

Decision Support Systems (DSS),Stock Markets,Artificial Intelligence (AI),Machine Learning (ML),Mathematical Modeling (MM),

Refference:

I. Anbalagan, T., & Maheswari, S. U. (2014). Classification and prediction of stock
market index based on Fuzzy Metagraph. Procedia Computer Science, 47(C),
214–221. https://doi.org/10.1016/j.procs.2015.03.200
II. Banik, S., Khodadad Khan, A. F. M., & Anwer, M. (2014). Hybrid machine
learning technique for forecasting dhaka stock market timing decisions.
Computational Intelligence and Neuroscience, 2014.
https://doi.org/10.1155/2014/318524
III. Dase, R. K., & Pawar, D. D. (2010). Application of Artificial Neural Network for
stock market predictions: A review of literature. International Journal of
Machine Intelligence, 2(2), 14–17. https://doi.org/10.9735/0975-2927.2.2.14-17
IV. Dunne, M. (2017). Stock Market Prediction Declaration of Originality. Dept of
Computer Science, University College Cork, 1(1), 10.
V. I. E. Diakoulakis , D. E. Koulouriotis, D. M. E. (2018). A Review of Stock
Market Prediction Using Computational Methods. SpringerLink, 1–9.
VI. Ican, Ö., & Çelik, T. B. (2017). Stock Market Prediction Performance of Neural
Networks: A Literature Review. International Journal of Economics and
Finance, 9(11), 100. https://doi.org/10.5539/ijef.v9n11p100
VII. Qiu, M., & Song, Y. (2016). Predicting the direction of stock market index
movement using an optimized artificial neural network model. PLoS ONE, 11(5),
1–11. https://doi.org/10.1371/journal.pone.0155133
VIII. Rudin, C. (2012). A Profitable Approach to Security Analysis Using Machine
Learning: An Application to the Prediction of Market Behavior Following
Earnings Reports. 15.097 Prediction: Machine Learning and Statistics (MITOCW),
1–22. Retrieved from https://ocw.mit.edu/courses/sloan-school-ofmanagement/
15-097-prediction-machine-learning-and-statistics-spring-
2012/projects/MIT15_097S12_proj2.pdf
IX. Value and Satisfaction.Indian Journal of Science and Technology, Vol 8(33),
DOI: 10.17485/ijst/2015/v8i33/78280, December 2015.1-10.
X. Yong, C. C., & Taib, S. M. (2009). Designing a Decision Support System Model
for Stock Investment Strategy. October,

View Download

Abstract:

Andhra Pradesh’s bifurcation in 2014 required the creation of an ew capital–and presented a unique opportunity to draft a blue print for a city that could be a model for urban development across India and around the world. To begin the journey from farmland to world-class city, more than 24,000 farmers and other land owners in 29 villages near Vijayawada and Guntur agreedtopool217sqkmwherethenewcapitalwillbebuiltfromthegroundup.

Keywords:

Agriculture,Food processing,Amaravathi,Value chain,Food Parks,

Refference:

I. Hymavathi C.H, Koneru K(2019). Investor’s perception towards Indian
commodity market: An empirical analysis with reference to Amaravathi region
of Andhra Pradesh. International Journal of Innovative Technology and
Exploring Engineering. 8(7), pp. 1708-1714.
II. Hymavathi C, Koneru K (2019). Role of perceived risk in mutual funds
selection behavior: An analysis among the selected mutual fund investors.
International Journal of Engineering and Advanced Technology. 8(4), pp. 1913-
1920.
III. Hymavathi C.H, Koneru K(2018). Investors’ awareness towards commodities
market with reference to GUNTUR city, Andhra Pradesh. International Journal
of Engineering and Technology (UAE). 7(2), pp. 1104-1106.,
IV. KishanVarma M.S, Koneru K, Yedukondalu D (2019). Effect of worksite
wellness interventions towards occupational stress. International Journal of
Recent Technology and Engineering. 8(1), pp. 2874-2879.
V. Koneru K (2018). Stress at work place and its impact on employee performance.
International Journal of Engineering and Technology (UAE). 7(2), pp. 1066-
1071.
VI. Manukonda et al. (2019). What Motivates Students To Attend Guest Lectures?.
The International Journal of Learning in Higher Education. Volume 26, Issue 1.
23-34.
VII. Neelima J, Koneru K(2019). Assessing the role of organizational culture in
determining the employee performance – empirical evidence from Indian
pharmaceutical sector. International Journal of Innovative Technology and
Exploring Engineering. 8(7), pp. 1701-1707.
VIII. Sivakoti Reddy, M. (2019). Impact of RSERVQUAL on customer satisfaction:
A comparative analysis between traditional and multi-channel retailing.
International Journal of Recent Technology and Engineering. 8(1), pp. 2917-
2920.
IX. Sivakoti Reddy M, Venkateswarlu N(2019). Customer relationship management
practices and their impact over customer purchase decisions: A study on the
selected private sector banks housing finance schemes. International Journal of
Innovative Technology and Exploring Engineering. 8(7), pp. 1720-1728.
X. Sivakoti Reddy M, Murali Krishna S.M(2019). Influential role of retail service
quality in food and grocery retailing: A comparative study between traditional
and multi-channel retailing. International Journal of Management and Business
Research. 9(2), pp. 68-73.

XI. Sivakoti Reddy M, Naga Bhaskar M, Nagabhushan A (2016). Saga of silicon
plate: An empirical analysis on the impact of socio economic factors of farmers
on inception of solar plants. International Journal of Control Theory and
Applications. 9(29), pp. 257-266.
XII. Suhasini T, Koneru K (2019). Employee engagement through HRD practices on
employee satisfaction and employee loyalty: An empirical evidence from Indian
IT industry. International Journal of Engineering and Advanced Technology.
8(4), pp. 1788-1794.
XIII. Suhasini T, Koneru K (2018). A study on employee engagement driving factors
and their impact over employee satisfaction – An empirical evidence from
Indian it industry. International Journal of Mechanical Engineering and
Technology. 9(4), pp. 725-732.
XIV. Y. V. Rao and SrinivasaRaoBudde Banking Technology Innovations in India:
Enhancing Customer Value and Satisfaction. Indian Journal of Science and
Technology, Vol 8(33), DOI: 10.17485/ijst/2015/v8i33/78280, December
2015.1-10.

View Download

Abstract:

Now days, there is radical evolution in banking sector which results into the emergence of numerous banks that keep the customers in a dilemma in preferring a bank over the other. In the present research workfactors, which determine the customer’s choice of preference to a bank while opening an account is studied? As customers have their own sense of tastes, preferences towards products and services. This study analyzes what the customer is thinking that, which factor is most important to him/her while opening an account in a specific bank. The present study has surveyed more than 250 respondents. The results stresses on the various factors like Online banking, Mobile banking, Credit and debit card services, and Number of ATM booths available and many more other factors.

Keywords:

Selecting of a Bank, factors,banking sector,Principle component analysis,

Refference:

I. Almossawi, M. (2001). Bank selection criteria employed by college students
in Bahrain: an empirical analysis. International journal of bank marketing,
19(3), 115-125. https://doi.org/10.1108/02652320110388540.
II. Andrew, K. (1990). Bank marketing in a changing world. International
Journal of Bank Marketing, 8(5), 2-56.
III. Boyd, W. L., Leonard, M., & White, C. (1994). Customer preferences for
financial services: an analysis. International Journal of Bank
Marketing, 12(1), 9-15.
IV. Jamal, A., &Naser, K. (2003). Factors influencing customer satisfaction in
the retail banking sector in Pakistan. International Journal of commerce and
management, 13(2), 29-53.
V. Katircioglu, S. T., Tumer, M., & Kılınccedil, C. (2011). Bank selection
criteria in the banking industry: An empirical investigation from customers in
Romanian cities. African Journal of Business Management, 5(14), 5551-
5558. DOI: 10.5897/AJBM11.408.
VI. Nielsen, J. F., Terry, C., &Trayler, R. M. (1998). Business banking in
Australia: a comparison of expectations. International Journal of Bank
Marketing, 16(6), 253-263.
VII. Rehman, H. U., & Ahmed, S. (2008). An empirical analysis of the
determinants of bank selection in Pakistan: A customer view. Pakistan
Economic and Social Review, 147-160.
VIII. Thornton, J., & White, L. (2001). Customer orientations and usage of
financial distribution channels. Journal of services Marketing, 15(3), 168-
185.

View Download

Abstract:

Our strategic importance related to age and retention of employees is an organization this is important because not only the most talented and the best competitors, but also to protect the long-term benefits for themselves and for the people. Human Resources are a very valuable resource for any organization, and for any organization around the world. Therefore, it is not necessary to take the stairs for the wise of heart, to maintain the norm that gives life. HR organizations can effectively help stop important customers. The church branch of the Commercial Bank of Ethiopia, Hawassa, and intensely lives in a particular way, is headed down by competition, effort and billing risk. This study examined the effectiveness of sensitive HRM practical knowledge of TV retention in the branches of the Commercial Bank of Ethiopia in Hawassa. Specifically, life development opportunities, work environment, work-life balance, and employee engagement were rewarded for retention of impacted developers. Section of the plan with another follow-up study becomes Hawassa his cross. The study was conducted in 10 branches in the city of Hawassa. General sample, all employees. Stratified random sampling was used to select a selective sample of 156 employees out of 260; only 150 interviewers received six (6) poorly completed answers or less in the analysis. The total of 150 questionnaires used is 96.16%. Movement, keep an employee. When the balance between work and private life, and the participation of young people, human resource management workers to seek more accessions of new things, things that have been discussed before, then this competition can only not be maintained long. Improve the retention of employees on the banks of the river is recommended as a developer, to acquire them, please pay attention to the human momentum. If banks offer a certain degree of flexibility to reconcile life and compensation of employees, you employ them. It is also recommended that banks join forces and unite with academic research universities and other institutions to address issues that derive from the best solution for human resource management. In the future, other researchers are trying to estimate the duration of practices that affect retention. Bed, lighter should also be used for some commercial banks and banks after that, comparative studies, the effectiveness of HRM practices.

Keywords:

Employee Retention,Work- Life Balance,Employee Engagement,Compensation,Competitive Advantage,Flexibility,Talented Employees Pool,

Refference:

I. Akila, D. A (2012). A study on employee retention among executives at BGR
energy system LTD, Chennai. International journal of marketing, financial
services and management research, (9).
II. Armstrong, M. (2010). A Handbook of Human Resource Management
Practice. 10th Edition. Kogan Page Limited.
III. Bagga, G. (2013).”How to keep the talent you have got”. Human resource
management international digests, Vol.21 NO. 1 2013, pp. 3-4.
IV. Beauregard, T. A., & Henry, L. C. (2009). Making the link between work-life
balance practices and organizational performance. Human Resource
Management Review, 19(1), 9-22.
V. Boomer Authority. (2009). Competitive Strategies for a World Class
Workforce. Retrieved fromhttp://boomerauthority.ning.com.

VI. Central Statistical Agency of Ethiopia (2007). Census of population in
Ethiopia ,http://www.worldstatesmen.org/Ethiopia-Regions.html.
VII. Clarke, M., Koch, L., and Hill E. (2004). “The work–family interface:
Differentiating balance and fit”, Family and Consumer Sciences
ResearchJournal, 33(2).
VIII. Deery, M. (2008). Talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management,
20(7), 792-806.
IX. Earle, H. A. (2003). Building a workplace of choice: Using the work
environment to attract and retention. Journal of Facilities Management, 2(3),
244- 257.
X. Eisen, P., Jasinowski, J., Kleineli, R. (2005). 2005 skills gap report – A
survey of the Americanmanufacturing workforce. Retrieved from:
http://www.deloitte.com.
XI. Francis, A. U. (2014). Human resource management practices and employee
retention in Nigeria’s manufacturing industries. International journal of
scientific and engineering research, 5(2).
XII. Freyermuth. (2007). Retaining Employees in a Tightening Labour Market,
RSM
XIII. Gallup (2006). 12 January, available at: http://gmj.gallup.com.
XIV. Glen, C. (2006). Key skills retention and motivation: the war for talent still
rages and retention is the high ground. Industrial and Commercial Training,
38(1), 37-45.
XV. Hay Group, (2007). In a league of their own. Retrieved from: http:// www.
Hay group. Com/ww/Research (Accessed 16th May, 2011.
XVI. Heinemann, R. (2007). Implementing Total Reward Strategies. Society for
Human Resource Management Press, USA.
XVII. Hong, E. N. C., Hao, L. Z., Kumar, R., Ramendran, C., and Kadiresan, V.
(2012). An effectiveness of human resource management practices on
employee retention in institute of higher learning: A regression analysis.
International Journal of Business Research and Management, 3(2), 60-79.
XVIII. Kroon, B &Freese, G. (2013). “Can HR practices retain flex workers with
their agency”. International Journal of Manpower Vol. 34 No. 8, 2013 pp.
899-917.
XIX. Kyndt, N. G., Duchy, F., &Baert, H. (2010). “Influence of learning and
working climate on the retention of talented employees”. Journal of
Workplace Learning Vol. 23 No. 1, 2011 pp. 35-55.
XX. Levinson E (2007a). Developing High Employee Engagement Makes Good
Business Sense ,
www.interactionassociates.com/ideas/2007/05/developing_high_employee_engagement_makes_good_business_sense.php
XXI. Lockwood NR (2007). ʹLeveraging employee engagement for competitive
advantage: HR’s strategic roleʹ, Society for Human Resource Management Quarterly, 1/4.
XXII. McGladrey. Website: www.cfo.com/whitepapers/index.cfm/displaywhitepaper/
XXIII. Mackey WH, Schneider B (2008a). ʹThe meaning of employee engagementʹ,
Industrial and Organizational Psychology, 1, 3–30.
XXIV. Margaret Deery,(2008).” Talent management, work-life balance and retention
strategies: International Journal of Contemporary Hospitality Management
Vol. 20 No. 7, 2008 pp. 792-806.
XXV. Marko’s, S., &Sridevi, M. S. (2010). Employee engagement: the key to
improving performance international. Journal of Business and Management, 5(12), 89-96.
XXVI. Mehdi Hussein, GholamrezaMehdizadehJorjatki (2010). “Quality of work
life(QWL) and its relationship with performance”, University Of Firouzkouh Branch, Tehran.
XXVII. Manukonda et al. (2019).What Motivates Students To Attend Guest
Lectures?.The International Journal of Learning in Higher Education.Volume
26, Issue 1. 23-34.
XXVIII. Neelima, J., Koneru, K.(2019). Assessing the role of organizational culture in
determining the employee performance – empirical evidence from Indian
pharmaceutical sector.International Journal of Innovative Technology and
Exploring Engineering. 8(7), pp. 1701-1707.
XXIX. Ongori, H. (2008). A review of the Literature on Employee Turnover. African
Journal of Business Management, 1(3), 1-54.
XXX. Perez, M. (2008). Turnover Intent. A dissertation submitted to the
Department of Strategies and Human Resource Management. University of
Zurich.
XXXI. Richman, A. (2006). Everyone wants an engaged workforce how can you
create it? Work span, 49, 36-39.
XXXII. Right Management (2006). Measuring True Employee Engagement, Right
Management.
XXXIII. Saks, A. M. (2006). Antecedents and consequences of employee engagement.
Journal of Managerial Psychology, 21(7) 600-619.
XXXIV. Snell, S., &. Bohlander, G. (2007). Training and development: managing
human resources. (14th Ed.). Manson, Ohio: South-Western.
XXXV. Sivakoti Reddy, M. (2019).Impact of RSERVQUAL on customer
satisfaction: A comparative analysis between traditional and multi-channel
retailing. International Journal of Recent Technology and Engineering. 8(1),
pp. 2917-2920.

XXXVI. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship
management practices and their impact over customer purchase decisions: A
study on the selected private sector banks housing finance schemes.
International Journal of Innovative Technology and Exploring Engineering.
8(7), pp. 1720-1728.
XXXVII. Sivakoti Reddy, M., Murali Krishna, S.M.(2019). Influential role of retail
service quality in food and grocery retailing: A comparative study between
traditional and multi-channel retailing. International Journal of Management
and Business Research. 9(2), pp. 68-73.
XXXVIII. Sivakoti Reddy, M., Naga Bhaskar, M., Nagabhushan, A. (2016).Saga of
silicon plate: An empirical analysis on the impact of socio economic factors
of farmers on inception of solar plants. International Journal of Control
Theory and Applications. 9(29), pp. 257-266.
XXXIX. Suhasini, T., Koneru, K. (2019).Employee engagement through HRD
practices on employee satisfaction and employee loyalty: An empirical
evidence from Indian IT industry. International Journal of Engineering and
Advanced Technology.8(4), pp. 1788-1794.
XL. Suhasini, T., Koneru, K. (2018).A study on employee engagement driving
factors and their impact over employee satisfaction – An empirical evidence
from Indian it industry. International Journal of Mechanical Engineering and
Technology.9(4), pp. 725-732.
XLI. Truss, K., Soane, E., Edwards, C. Y. L., Wisdom, K., Croll, A., & Burnett. J.
(2006). Working Life: Employee Attitudes and Engagement 2006. London,
CIPD.
XLII. Walsh, K., &Taylor, M. (2007).Developing in-house careers and retaining
management talent. Cornell Hotel and Restaurant Administration Quarterly,
48(2), 163-82.
XLIII. Watson Wyatt (2007). Playing to Win in a Global Economy: Global
Strategic Rewards Report and United States Findings, Watson Wyatt
Worldwide.
XLIV. Winter ton, J. (2011). A conceptual model of Labour Turnover and Retention.
Human Resource Development International, 7(3).
XLV. Y. V. Rao and SrinivasaRaoBudde.Banking Technology Innovations in India:
EnhancingCustomer Value and Satisfaction.Indian Journal of Science and
Technology, Vol 8(33), DOI: 10.17485/ijst/2015/v8i33/78280, December
2015.1-10.

View Download

Abstract:

In today’s business scenario people around the world are coming closer due to technological advancement. Apart from this different organization to face the competition are investigating the best way to have a best human resource by hiring and keeping able and efficient workforce for a longer period . So strategically diversity in workforce is a value adding HR function which able to enhance the allround performance of an organization. But due tosocietal inequities, religious and cultural differences, it seems to be difficult to managing diversity and makes it a complex and unique HR issue in India. One more fact is that out of total diverse workforce 30 to 32% workforce is female workforce. Even though they are getting considerable recognition at organizations, still their quantity at managerial positions is very far from male workforce, (Both in top and middle level) is growing , but in a slow rate. Still the female employee percentage in decision making position is increase lesser rate as compared to the past years. Most of the time they are feeling pressure and sometime forced to work in an environment which is highly controlled and dominated by male employees. Such kind of circumstances and practices is creating an environment thatminimizing their scope to move their career path toward the higher level .this paper is an attempt brings clear attitude towards gender diversities, theirobstacles and the strategies adopted to solve this problem by various industrial sectors India.

Keywords:

Gender diversity,Diversity Management programs and practices,Male dominated society,Discriminationobstacles,,

Refference:

I. Alvesson, M. (2003), Beyondneopositivists, romantics, and localists: A
reflexive approach to interviews in organizational research. Academy of
Management Review, 28(1), 13-33.
II. Cox, T. (1991), “Managing Cultural Diversity: Implications for
Organizational Competitiveness”, Academy of Management, Vol. 5 (3),
pp.45-56.
III. Dataquest ,“The Gender Debate”, online published on 24 August, 2009,
retrieved fromwww.dqindia.com
IV. Deaux, K., Farris, E. (1977), Attributing causes for one’s own performance:
The effects of sex, norms, and outcome. Journal of Research in Personality,
11(1), 59-72.
V. Denizin, N.K., Yvonna, L.S. (2013), Collecting and interpreting Qualitative
Materials. Thousand Oaks: Sage Publications
VI. Dobbs,M.F.(1996),“ManagingDiversity:LessonsfromthePrivateSector”,Publi
cPersonnelManagement”,25(3),pp.351-367
VII. Grusky, M.C.A., Grusky, D.B. (2004), Occupational Ghettos: The
Worldwide Segregation of Women and Men. Available from: http://
www.sup.org/books/title/?id=1416.
VIII. Joana Marinova, J.P., Chantal, R. (2010), Gender Diversity and Firm
Performance: Evidence from Dutch and Danish Boardrooms. Retrieved from
Utrecht School of Economics.

IX. Kundu, S C and Turan, M S, (1999). “Managing Cultural Diversity in Future
Organizations”, The Journal of Indian Management and Strategy, Vol. 4 (1),
pp.61-7210..
X. McKinsey, J.C.C. (2012), Introduction to the Theory of Games. Courier
Corporation
XI. Nieva, V.F., Gutek, B.A. (1980), Sex effects on evaluation. Academy of
Management Review, 5, 267-276.
XII. Oleary, B.J. and Weathington (2006), “Beyond the Business Case for
Diversity”, Employee Response Rights Journal, 18, pp. 283- 292
XIII. Qureshi, M.I., Rasli, A.M., Zaman, K. (2014), A new trilogy to understand
the relationship among organizational climate, workplace bullying and
employee health. Arab Economic and Business Journal, 9(2), 133-146.
XIV. Simons, R. (1992), Parental role strains, salience of parental identity and
gender differences in psychological distress. Journal of Health and Social
Behaviour, 33, 25-35.
XV. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship
management practices and their impact over customer purchase decisions: A
study on the selected private sector banks housing finance schemes.
International Journal of Innovative Technology and Exploring Engineering.
8(7), pp. 1720-1728.
XVI. Sivakoti Reddy, M., Murali Krishna, S.M.(2019). Influential role of retail
service quality in food and grocery retailing: A comparative study between
traditional and multi-channel retailing. International Journal of Management
and Business Research. 9(2), pp. 68-73.
XVII. Thoits, P.A. (1992), Identity structures and psychological well-being: Gender
and marital status comparisons. Social Psychology Quarterly, 55(3), 236-256
XVIII. Thomas Kochan., KaterinaBezrukova, Robin Ely, Susan Jackson, Aparna
Joshi, Karen Jehn, Jonathan Leonard, David Levine, and David Thomas.
(2003), “The Effects of Diversity on Business Performance: Report of the
Diversity Research Network”, Human Resource Management, spring, Vol 42
(1), pp.3-21
XIX. Wethington, E., Kessler, R.C. (1989), Employment, parental responsibility,
and psychological distress: A longitudinal study of married women. Journal
of Family Issues, 10(4), 527-546.
XX. Yin, R.K. (2003), Case Study Research: Design and Methods. Thousand
Oaks, CA: Sage
XXI. Zaman, K., Qureshi, M., Bhatti, M. (2011), The impact of culture and gender
on leadership behaviour: Higher education andmanagement. Management
Science Letters, 1(4), 531-540

View Download

Abstract:

India has made its place in the top 100 clubs on Ease of Doing Business(EoDB) and has gradually occupied the first rank in Greenfield FDI. There has been an increase in its inward and outward FDI. However through the gap between the two has been narrowing sharply over the years, yet it has remained a net recipient of FDI for all the years. While the inward FDI shows its attractiveness as a destination for global investment, its OFDI reflects its capability of venturing out into the global market and make a global presence. India has not only shown an increase in its OFDI but has reflected some unique features like major investment in developed and sophisticated destination countries rather than its neighbour developing countries, the same sectors appearing as its major inward and outward investment field reflecting the underlying link between the two with the roles played by factors like liberal government FDI policies, market size, the development status of these sectors etc. This paper seeks to empirically analyse the inward and OFDI of India with respect to its status, direction, composition and future prospects.

Keywords:

FDI,Global,Greenfield,Investment,Outward,

Refference:

I. Holtbrugge, Dirk and Heidi Kreppel(2012): Determinants of Outward
Foreign Direct Investment from BRIC Countries: An Explorative Study.
International Journal of Emerging Markets, vol.7(1),pp.4-30.
doi:org/10.1108/17468801211197897.
II. Indian Investment Abroad-Overseas Direct Investment by Indian
Companies.www.ibef.org,April 2019.
III. Kishan Varma, M.S., Koneru, K., Yedukondalu, D.(2019). Affect of worksite
wellness interventions towards occupational stress. International
Journal of Recent Technology and Engineering. 8(1), pp. 2874-2879.
IV. Knoerich, Jan(2017): How does Outward FDI Contribute to Economic
Development in Less Advanced Home Countries?. Oxford Development
Studies,vol.45(4),pp.443-459. doi:10.1080/13600818.2017.1283009.
V. Lin, Feng Jyh and Ching Wei Ho(2018): The Knowledge of Entry Mode
Decision for Small and Medium Enterprises, Journal of Innovation and
Knowledge,vol4,pp.32-37.
VI. Massand, A.B and Gopalakrishna B.V.(2017): Determinants of Bank Foreign
Direct Investment Inflow in India: A Dynamic Panel Data Approach. IIM
Kozhikode Society and Management Review.vol.6(1).pp.13-22.Sage
Publication.
VII. Manukonda et al. (2019). What Motivates Students To Attend Guest
Lectures?. The International Journal of Learning in Higher Education.
Volume 26, Issue 1. 23-34.
VIII. ODI Factsheet, April 2016 to March 2019.Department of Economic Affairs,
Ministry of Finance, GOI.
IX. Sivakoti Reddy, M. (2019). Impact of RSERVQUAL on customer
satisfaction: A comparative analysis between traditional and multi-channel
retailing. International Journal of Recent Technology and Engineering. 8(1),
pp. 2917-2920.
X. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship
management practices and their impact over customer purchase decisions: A
study on the selected private sector banks housing finance schemes.
International Journal of Innovative Technology and Exploring Engineering.
8(7), pp. 1720-1728.
XI. Vide, Romana Korez, Patrick Voller and Vito Bobek(2014): Foreign Direct
Investment Location Choice Factors: Some Evidence for Brazil. Management
Dynamics in Knowledge Economy.vol.2(3),pp.424-439.

View Download

Abstract:

When any merger or acquisition takes place, the motive is mainly on financial gain through market or technology capitalisation. A merger always brings with it a lot of structural changes in the newly formed organisation. The main stakeholders, apart from the Board of Directors include customers, employees, creditors and suppliers. The employees are involved in the process, throughout the entire journey and its aftermath. The state of the employees during and after the mergers is not the same. The employees would be in a state of insecurity and apprehension about their positions and future. Any merger would have its impact on the work culture and employee satisfaction. It is necessary to understand the employee’s perspective on mergers. This research is focussing on the case of a recent merger in the IT industry. The spin off merger of HPE with CSC had resulted in a new company, DXC Technology. The study has conducted a review of the merger, with emphasis on its impact on the employees and has been conducted in the Chennai division of DXC.

Keywords:

Mergers,Spin off,Employee perspective,DXC Technology,

Refference:

I. Cartwright, S., & Cooper, C. L. (1995). Organizational marriage:“hard”
versus “soft” issues?. Personnel Review, 24(3), 32-42.
II. Fairfield-Sonn, J. W., Ogilvie, J. R., & Del Vecchio, G. A. (2002).Mergers,
Acquisitions and Long-Term Employee Attitudes. Journal of Business &
Economic Studies, 8(2), 1–16. Retrieved from
http://scholar.google.com/scholar?hl=en&btnG=Search&q=intitle:Mergers,+
Acquisitions+and+Long-Term+Employee+Attitudes#2
III. Haberberg, A. and Rieple, A. (2001), The Strategic Management
ofOrganisations, Prentice Hall, Upper Saddle River, NJ.
IV. Hymavathi, C.H., Koneru, K.(2018). Investors’ awareness towards
commodities market with reference to GUNTUR city, Andhra
Pradesh.International Journal of Engineering and Technology(UAE). 7(2),
pp. 1104-1106.
V. Lawlor, J. (2013). Employee perspectives on the post-integration stage of a
micro-merger. Personnel Review, 42(6), 704–723.
https://doi.org/10.1108/PR-06-2012-0096
VI. Manukonda et al. (2019).What Motivates Students To Attend Guest
Lectures?.The International Journal of Learning in Higher Education.Volume
26, Issue 1. 23-34.
VII. Sivakoti Reddy, M. (2019).Impact of RSERVQUAL on customer
satisfaction: A comparative analysis between traditional and multi-channel
retailing. International Journal of Recent Technology and Engineering. 8(1),
pp. 2917-2920.

VIII. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship
management practices and their impact over customer purchase decisions: A
study on the selected private sector banks housing finance schemes.
International Journal of Innovative Technology and Exploring Engineering.
8(7), pp. 1720-1728.
IX. Suhasini, T. Koneru, K. (2018). A study on employee engagement driving
factors and their impact over employee satisfaction – An empirical evidence
from Indian it industry. International Journal of Mechanical Engineering and
Technology.9(4), pp. 725-732.

View Download

Abstract:

This analysis in white paper explains in detail the nature of the company. The tools provide information that is widely used in the financial analysis of the reasons. A ratio expresses relationship between one number to the other as per the book written by wixon, kell and Bedford, a ratio “is an expression of the quantitative relationship between two numbers”. In other words ratio is the value obtained by dividing one number by the other To demonstrates the process of balance sheet analysis system described in this company diary firm.

Keywords:

Accounting Ratios,Annual Reports,Visa Steel Limited,Financial Performance,Steel Industry,

Refference:

I. Hymavathi, C.H., Koneru, K.(2018). Investors’ awareness towards
commodities market with reference to GUNTUR city, Andhra Pradesh.
International Journal of Engineering and Technology (UAE). 7(2), pp. 1104-
1106.
II. Manukonda et al. (2019). What Motivates Students To Attend Guest
Lectures?. The International Journal of Learning in Higher Education.
Volume 26, Issue 1. 23-34.
III. Sivakoti Reddy, M. (2019). Impact of RSERVQUAL on customer
satisfaction: A comparative analysis between traditional and multi-channel
retailing. International Journal of Recent Technology and Engineering. 8(1),
pp. 2917-2920.

IV. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship
management practices and their impact over customer purchase decisions: A
study on the selected private sector banks housing finance schemes.
International Journal of Innovative Technology and Exploring Engineering.
8(7), pp. 1720-1728.
V. Srivastava.R.M, financial Management (Management & Policy), Published
by: Meenapandey Himalaya publishing house, Edition-2009.
VI. Sivakoti Reddy, M., Murali Krishna, S.M.(2019). Influential role of retail
service quality in food and grocery retailing: A comparative study between
traditional and multi-channel retailing. International Journal of Management
and Business Research. 9(2), pp. 68-73.
VII. Sivakoti Reddy, M., Naga Bhaskar, M., Nagabhushan, A. (2016). Saga of
silicon plate: An empirical analysis on the impact of socio economic factors
of farmers on inception of solar plants. International Journal of Control
Theory and Applications. 9(29), pp. 257-266.
VIII. Suhasini, T., Koneru, K. (2019). Employee engagement through HRD
practices on employee satisfaction and employee loyalty: An empirical
evidence from Indian IT industry.
International Journal of Engineering and Advanced Technology. 8(4), pp.
1788-1794.
IX. Suhasini, T. Koneru, K. (2018). A study on employee engagement driving
factors and their impact over employee satisfaction – An empirical evidence
from Indian it industry.
International Journal of Mechanical Engineering and Technology. 9(4), pp.
725-732.
X. SuhindraBhat, Financial management Principles and Paractice. Published by
Anuragjain for Excel Books, Secound Edition, 2008.
XI. Verma.KK, Financial Accounting and Analysis, Published by Anurag Jain
for Excel Books, 2008.

View Download

Abstract:

Consumer awareness towards the environment and preference for more environmentally safe products is growing steadily around the world. This shift in consumer thinking levels has led to birth of a new category of consumers – The Sustainable Consumers”. Thus, sustainable production and consumption have gained prominence and are changing the consumption patterns of people. The shift towards green lifestyle is more among the youngsters. Thus, the study aims at determining the factors that led the young consumers towards the path of sustainable consumption. The factors that were under investigation in this study were consumer beliefs, Health consciousness, Environmental awareness and perceived quality. The data has been collected from 300 youngsters in different areas of Hyderabad.

Keywords:

Sustainable consumption,environmentally safe products,Green purchasing behavior,

Refference:

I. Hymavathi, C.H., Koneru, K.(2019). Investors perception towards Indian
commodity market: An empirical analysis with reference to Amaravathi
region of Andhra Pradesh. International Journal of Innovative Technology
and Exploring Engineering. 8(7), pp. 1708-1714
II. Hymavathi, C.H., Koneru, K.(2018). Investors’ awareness towards
commodities market with reference to GUNTUR city, Andhra Pradesh.
International Journal of Engineering and Technology(UAE). 7(2), pp. 1104-
1106.
III. Hymavathi, C., Koneru, K. (2019). Role of perceived risk in mutual funds
selection behavior: An analysis among the selected mutual fund investors.
International Journal of Engineering and Advanced Technology. 8(4), pp.
1913-1920.
IV. Kishan Varma, M.S., Koneru, K., Yedukondalu, D.(2019). Affect of worksite
wellness interventions towards occupational stress. International Journal
of Recent Technology and Engineering. 8(1), pp. 2874-2879.
V. Lakshmi Narahari, C., Koneru, K. (2018). Stress at work place and its impact
on employee performance. International Journal of Engineering and
Technology(UAE). 7(2), pp. 1066-1071.
VI. Manukonda et al. (2019). What Motivates Students To Attend Guest
Lectures?. The International Journal of Learning in Higher Education.
Volume 26, Issue 1. 23-34.
VII. Neelima, J., Koneru, K.(2019). Assessing the role of organizational culture in
determining the employee performance – empirical evidence from Indian
pharmaceutical sector. International Journal of Innovative Technology and
Exploring Engineering. 8(7), pp. 1701-1707.
VIII. Sivakoti Reddy, M. (2019). Impact of RSERVQUAL on customer
satisfaction: A comparative analysis between traditional and multi-channel
retailing. International Journal of Recent Technology and Engineering. 8(1),
pp. 2917-2920.
IX. Sivakoti Reddy, M., Venkateswarlu, N.(2019). Customer relationship
management practices and their impact over customer purchase decisions: A
study on the selected private sector banks housing finance schemes.
International Journal of Innovative Technology and Exploring Engineering.
8(7), pp. 1720-1728.

X. Sivakoti Reddy, M., Murali Krishna, S.M.(2019). Influential role of retail
service quality in food and grocery retailing: A comparative study between
traditional and multi-channel retailing. International Journal of Management
and Business Research. 9(2), pp. 68-73.
XI. Sivakoti Reddy, M., Naga Bhaskar, M., Nagabhushan, A. (2016). Saga of
silicon plate: An empirical analysis on the impact of socio economic factors
of farmers on inception of solar plants. International Journal of Control
Theory and Applications. 9(29), pp. 257-266.
XII. Suhasini, T., Koneru, K. (2019). Employee engagement through HRD
practices on employee satisfaction and employee loyalty: An empirical
evidence from Indian IT industry. International Journal of Engineering and
Advanced Technology. 8(4), pp. 1788-1794.
XIII. Suhasini, T., Koneru, K. (2018). A study on employee engagement driving
factors and their impact over employee satisfaction – An empirical evidence
from Indian it industry. International Journal of Mechanical Engineering and
Technology. 9(4), pp. 725-732.
XIV. Y. V. Rao and Srinivasa Rao Budde. Banking Technology Innovations in
India: Enhancing Customer Value and Satisfaction. Indian Journal of Science
and Technology, Vol 8(33), DOI: 10.17485/ijst/2015/v8i33/78280, December
2015.1-10.

View Download