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8/2/2019 Vol 1 Issue 7 Art 11
1/15
VOLUME NO.1(2010),ISSUE NO.7(NOVEMBER) ISSN0976-2183
IIINNNTTTEEERRRNNNAAATTTIIIOOONNNAAALLLJJJOOOUUURRRNNNAAALLL
OOOFFF
RRREEESSSEEEAAARRRCCCHHH
IIINNN
CCCOOOMMMMMMEEERRRCCCEEE
AAANNNDDD
MMMAAANNNAAAGGGEEEMMMEEENNNTTT
AMonthlyDoubleBlindPeerReviewedRefereedOpenAccessInternationaleJournal IncludedintheInternationalSerialDirectories
GroundFloor,BuildingNo.1041C1,DeviBhawanBazar,JAGADHRI135003,YamunaNagar,Haryana,INDIA
www.ijrcm.org.in
CONTENTS
Sr. No. Title & Name of the Author (s) Page No.
1. QUALITY OF WORK LIFE PRACTICES OF ACADEMIC PROFESSIONALS IN BANGLADESH: A FACTOR ANALYTICAL
APPROACH
BALASUNDARAMNIMALATHASAN &DR.MIRMOHAMMEDNURULABSAR6
2. SUPPLYCHAININTEGRATIONANDCOLLABORATIONUSINGE BUSINESSMODELINTEXTILEGARMENTINDUSTRY
DR.G.NIJAGUNA&DR.SWAROOPSIMHA 123. TRAININGDELIVERYANDMETHODOLOGYAMONGBANKS(ANEMPIRICALSTUDY)
DR.AJAZAKBAR&PROF.A.R.MATTOO 284. MICROFINANCEININDIAANDMILLENNIUMDEVELOPMENTGOALS:MAXIMIZINGIMPACTONPOVERTY
G.PANDI
SELVI
&
DR.
R.
KARUPPASAMY
37
5. COMPARATIVEFINANCIALPERFORMANCEEVALUATIONOFMARUTIANDHYUNDAI
ASHIMA&PROF.(DR.)S.C.CHITKARA 436. FOREIGNDIRECTINVESTMENTANDECONOMICGROWTHININDIA:ANEMPIRICALANALYSIS
RAJENDERS.GODARA,MANOJK.SIWACH&RANJAN K.ANEJA 497. STRESSINEDUCATION..ISTHISTHEULTIMATEDESTINATIONIN2020?
PROF.SUNAINAHOOGAN&PROF.DEEPAV.M 528. SMESOFANDHRAPRADESH:THEJOURNEYFARANDBEYOND
M.MADHAVI,M.SUJATHA&S.PRATIBHA 589. IMPACTOFMACROECONOMICFACTORSON LIFE INSURANCEINNOVATION ININDIA:ANEMPIRICALSTUDY
VISHALSOOD&DR.IRABAPNA 6410. CORRELATES OF EMPLOYEE SATISFACTION WITH PERFORMANCE APPRAISAL SYSTEM: A COMPARATIVE STUDY
OFINDIANANDFOREIGNMNCBPOFIRMS
HERALDMONIS&DR.T.N.SREEDHARA70
11.COMPARATIVE
ANALYSIS
ON
NON
PERFORMING
ASSETS
(NPAS)
OF
PUBLIC
SECTOR,
PRIVATE
SECTOR
AND
FOREIGNBANKSININDIA
MS.RAJNISALUJA&DR.ROSHANLAL80
12. PERCEPTIONOFTHEPOLICYHOLDERSTOWARDSTHEMARKETINGOFINSURANCE SERVICESBYTHELICOFINDIA
DR.J.ARULSURESH&DR.S.RAJAMOHAN 8913. ENTREPRENEURIALACTIVITIESOFWOMENENTREPRENEURSINGADAGDISTRICT ASTUDY
DR.A.S.SHIRALASHETTI
95
14. IMPACTOFTELEVISIONADVERTISINGON CHILDREN
M.VIJAYAKUMAR&S.THANALAKSHMI
106
15. MIGRANTWORKERS:SOCIOECONOMICSTATUSANDREMITTANCES
DR.BEENANARAYAN
110
16. BRANDLOYALTYOFTOILETRYPRODUCTSACASESTUDYOFSIRSADISTRICT
DR.MONICABANSAL&SHALLUMEHTA
118
17. CONSUMER BEHAVIOUR IN THE PURCHASE PROCESS OF TELEVISION, REFRIGERATOR AND FOOD PROCESSOR
WITH SPECIAL REFERENCE TO INCOME LEVEL (A STUDY OF HOUSEHOLD PRODUCT RELATED PERCEPTIONS &
MAJORCHOICE
DETERMINANTS
IN
CONTEXT
OF
CONSUMERS
IN
LUDHIANA
CITY)
MINAKSHITHAMAN&PRIYAAHUJA
126
18. WORKLIFEBALANCEACAUSEFORSTRESSAMONGCAREERCOUPLES
MRS.VISHALSAMARTHA,MR.LOKESHA&MS.ASHWITHAKARKERA
135
19. ATTRITIONAMONGLIFEINSURANCEADVISORSOFSELECTEDLIFEINSURANCECOMPANIESINLUDHIANA
MS.SHILPAJAIN&MS.DEEPIKAARORA
142
20 SERVICE BUYING BEHAVIOR IN BANKING INDUSTRY: A COMPARATIVE ANALYSIS OF PRIVATE AND PUBLIC
SECTORBANKS
ESHASHARMA
154
REQUESTFORFEEDBACK 158
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76
CHIEF PATRONPROF.K.K.AGGARWAL
FounderViceChancellor,GuruGobindSinghIndraprasthaUniversity,Delhi
Ex.ProViceChancellor,GuruJambheshwarUniversity,Hisar(Haryana)PATRONSH.RAMBHAJANAGGARWAL
Ex.StateMinisterforHome&Tourism,GovernmentofHaryanaPresident,GoverningBody,Vaish(P.G.)College,Bhiwani
VicePresident,DadriEducationSociety,CharkhiDadri
President,ChinarSyntexLtd.(TextileMills),BhiwaniCO-ORDINATORDR.SAMBHAVGARG
Faculty,M.M.InstituteofManagement
MaharishiMarkandeshwarUniversity,Mullana,Ambala,HaryanaADVISORSPROF.M.S.SENAMRAJU
DirectorA.C.D.,SchoolofManagementStudies,I.G.N.O.U.,NewDelhi
PROF.M.N.SHARMAChairman,M.B.A.,HaryanaCollegeofTechnology&Management,Kaithal
PROF.PARVEEN
KUMAR
Director,M.C.A.,MeerutInstituteofEngineering&Technology,Meerut,(U.P.)
PROF.H.R.SHARMADirector,ChhatarpatiShivajiInstituteofTechnology,Durg,(C.G.)
PROF.S.L.MAHANDRUPrincipal(Retd.),MaharajaAgrasenCollege,Jagadhri
PROF.MANOHARLALDirector&Chairman,SchoolofInformation&ComputerSciences,I.G.N.O.U.,NewDelhiEDITOR
PROF.R.K.SHARMATecniaInstituteofAdvancedStudies,DelhiCO-EDITOR
DR.ASHOKKHURANAAssociateProfessor,G.N.KhalsaCollege,YamunanagarEDITORIAL ADVISORY BOARD
DR.AMBIKAZUTSHIFaculty,SchoolofManagement&Marketing,DeakinUniversity,Australia
DR.VIVEKNATRAJANFaculty,LomarUniversity,U.S.A.
PROF.SANJIVMITTALUniversitySchoolofManagementStudies,GuruGobindSinghI.P.University,Delhi
PROF.KRISHANCHANDMITTALSchoolofManagementStudies,PunjabiUniversity,Patiala,Punjab
PROF.SATISHKUMARDean(Management),GalaxyGlobalGroupofInstitutions,Dinarpur,Ambala
PROF.ROSHANLAL
M.
M.
Institute
of
Management,
M.
M.
University,
Mullana
PROF.ANILK.SAINIChairperson(CRC),GuruGobindSinghI.P.University,Delhi
DR.TEJINDERSHARMAReader,KurukshetraUniversity,Kurukshetra
DR.KULBHUSHANCHANDELReader,HimachalPradeshUniversity,Shimla,HimachalPradesh
DR.ASHOKKUMARCHAUHANReader,DepartmentofEconomics,KurukshetraUniversity,Kurukshetra
DR.SAMBHAVNAFaculty,I.I.T.M.,Delhi
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DR.MOHINDERCHANDAssociateProfessor,KurukshetraUniversity,Kurukshetra
DR.MOHENDERKUMARGUPTAAssociateProfessor,P.J.L.N.GovernmentCollege,Faridabad
DR.VIVEKCHAWLAAssociateProfessor,KurukshetraUniversity,Kurukshetra
DR.VIKASCHOUDHARY
Asst.
Professor,
N.I.T.
(University),
Kurukshetra
DR.SHIVAKUMARDEENEAsst.Professor,GovernmentF.G.CollegeChitguppa,Bidar,KarnatakaASSOCIATE EDITORS
PROF.NAWABALIKHANDepartmentofCommerce,AligarhMuslimUniversity,Aligarh
PROF.ABHAYBANSALHead,DepartmentofInformationTechnology,AmitySchoolofEngineering&Technology,AmityUniversity,Noida
DR.PARDEEPAHLAWATReader,InstituteofManagementStudies&Research,MaharshiDayanandUniversity,Rohtak
SURUCHIKALRACHOUDHARYHead,DepartmentofEnglish,HinduGirlsCollege,Jagadhri
PARVEENKHURANAAssociateProfessor,MukandLalNationalCollege,YamunaNagar
SHASHIKHURANA
AssociateProfessor,S.M.S.KhalsaLubanaGirlsCollege,Barara,Ambala
SUNILKUMARKARWASRAVicePrincipal,DefenceCollegeofEducation,Tohana,Fatehabad
BHAVETLecturer,M.M.InstituteofManagement,MaharishiMarkandeshwarUniversity,MullanaTECHNICAL ADVISORS
DR.ASHWANIKUSHHead,ComputerScience,UniversityCollege,KurukshetraUniversity,Kurukshetra
DR.BHARATBHUSHANHead,DepartmentofComputerScience&Applications,GuruNanakKhalsaCollege,Yamunanagar
DR.VIJAYPALSINGHDHAKAHead,DepartmentofComputerApplications,InstituteofManagementStudies,Noida
DR.ASHOKKUMAR
Head,Department
of
Electronics,
D.
A.
V.
College
(Lahore),
Ambala
City
DR.ASHISHJOLLYHead,ComputerDepartment,S.A.JainInstituteofManagement&Technology,AmbalaCity
MOHITALecturer,YamunaInstituteofEngineering&Technology,VillageGadholi,P.O.Gadhola,Yamunanagar,Haryana
AMITALecturer,E.C.C.,Safidon,Jind
MONIKAKHURANAAssociateProfessor,HinduGirlsCollege,Jagadhri
ASHISHCHOPRASr.Lecturer,DoonValleyInstituteofEngineering&Technology,Karnal
SAKETBHARDWAJLecturer,HaryanaEngineeringCollege,Jagadhri
NARENDERASINGHKAMRAFaculty,J.N.V.,Pabra,Hisar
DICKINGOYAL
Advocate&TaxAdviser,#874,Sec. 8,Panchkula
NEENAInvestmentConsultant,Chambaghat,Solan,HimachalPradeshLEGAL ADVISORS
JITENDERS.CHAHALAdvocate,Punjab&HaryanaHighCourt,ChandigarhU.T.
CHANDERBHUSHANSHARMAAdvocate&Consultant,DistrictCourts,YamunanagaratJagadhri
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qualityresearcharticles/papersonly.
Youmaysubmityourarticles/papersattheemailaddresses,[email protected]@gmail.com.
GUIDELINESFORSUBMISSIONOFARTICLE/PAPER
1. COVERINGLETTERFORSUBMISSION:TheEditor
IJRCM
Subject:SubmissionofManuscript.
DearSir/Madam,
Findmysubmissionofresearchpaper/articleforpossiblepublicationsinyourejournal.
Iherebyaffirmthatthecontentofthismanuscriptareoriginal.Furthermore ithasbeenneitherpublishedelsewherefullyorpartiallyorany
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Also, ifourresearchpaper/articleaccepted, I/Weagreetocomplywiththe formalitiesasgivenonthewebsiteofjournal&youare freeto
publishourcontributiontoanyofyourtwojournalsi.e.InternationalJournalofResearchinCommerce&ManagementorInternationalJournal
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10. REFERENCES:The listofallreferencesshouldbealphabeticallyarranged.Theauthor (s)shouldmentiononlytheactuallyutilisedreferences in the preparation of manuscript and they are supposed toHarvard Style of Referencing. The list of all references should be
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alphabetically arranged. The author (s) should mention only the actually utilised references in the preparation of manuscript and they are
supposedtofollowthereferencesasperfollowing:
Allworkscitedinthetext(includingsourcesfortablesandfigures)shouldbelistedalphabetically. Use(ed.)foroneeditor,and(ed.s)formultipleeditors. When listing two or more works by one author, use (20xx), such as after Kohl (1997), use (2001), etc, in chronologicallyascendingorder
Indicate(openingandclosing)pagenumbersforarticlesinjournalsandforchaptersinbooks. Notethatitalicsareusedonlyfortitlesofbooksandnamesofjournals.Doublequotationmarksareusedfortitlesofjournalarticles,bookchapters,dissertations,reports,workingpapers,unpublishedmaterial,etc.
FortitlesinalanguageotherthanEnglish,provideanEnglishtranslationinparentheses. Useendnotesratherthanfootnotes. Thelocationofendnoteswithinthetextshouldbeindicatedbysuperscriptnumbers. ForsourceswhichhaveinsufficientdetailstobeincludedintheReference,useendnotes(suchasinterviews,somemediasources,someInternetsources).
SEETHEFOLLOWINGFORSTYLEANDPUNCTUATIONINREFERENCES:
Books
Bowersox,DonaldJ.,Closs,DavidJ.,(1996),"LogisticalManagement."TataMcGraw,Hill Hunker,H.L.andA.J.Wright(1963),"FactorsofIndustrialLocationinOhio,"OhioStateUniversity.Contributionstobooks
Sharma T., Kwatra, G. (2008) Effectiveness of Social Advertising: A Study of Selected Campaigns, Corporate Social Responsibility,EditedbyDavidCrowther&NicholasCapaldi,AshgateResearchCompaniontoCorporateSocialResponsibility,Chapter15,pp287303.
Journalandotherarticles
Schemenner, R.W.,Huber,J.C. and Cook, R.L. (1987), "GeographicDifferences and theLocation ofNewManufacturing Facilities,"JournalofUrbanEconomics,Vol.21,No.1,pp.83104.
Kiran Ravi, Kaur Manpreet (2008), Global Competitiveness and Total Factor Productivity in Indian Manufacturing, InternationalJournalofIndianCultureandBusinessManagement,Vol.1,No.4pp.434449.Conferencepapers
Chandel K.S. (2009): "Ethics in Commerce Education." Paper presented at the Annual International Conference for the All IndiaManagementAssociation,NewDelhi,India,1922June.
Unpublisheddissertationsandtheses
KumarS.(2006):"CustomerValue:AComparativeStudyofRuralandUrbanCustomers,"Thesis,KurukshetraUniversity.Onlineresources
Alwaysindicatethedatethatthesourcewasaccessed,asonlineresourcesarefrequentlyupdatedorremoved.Website
Kelkar V. (2009): Towards a New Natutal Gas Policy, Economic and Political Weekly, Viewed on 11 September 2009http://epw.in/epw/user/viewabstract.jsp
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80
COMPARATIVEANALYSISONNONPERFORMINGASSETS(NPAs)OFPUBLICSECTOR,PRIVATE
SECTORANDFOREIGNBANKSININDIA
MS.RAJNISALUJA
RESEARCHSCHOLAR
M.M.INSTITUTEOFMANAGEMENT
MAHARISHIMARKANDESHWAR
UNIVERSITY
MULLANA133203
DR.ROSHANLAL
PROFESSOR
M.M.INSTITUTEOFMANAGEMENT
MAHARISHIMARKANDESHWARUNIVERSITY
MULLANA133203
ABSTRACTTheburgeoningNPAs inbankingIndustryisamatterofdeepconcern.It isjustnotaproblemforbanksbutalsoprovesfataltotheeconomic
growthofthecountry.PSBsareunderseverepressuresofNPAsascomparedtoitscounterpartsthatprivateandforeignbanks.NPAsreducethe
profitabilityof
banks,
weaken
its
financial
health
and
erode
its
solvency.
In
this
study
an
attempt
has
been
made
to
compare
the
performance
of
publicandprivatesectorbanksandinforeignbanksinIndiawithspecialreferencetotheirNPAs.Forthispurposefourbanksfrompublicsector
StateBankof India,AllahabadBank,BankofBarodaandUnitedBankof India,fromprivate sector AxisBank,HDFCBank, ICICIBankand
IndusIndBank,fromforeignbanks Citibank,DeutscheBank,HSBCBankandStandardCharteredBankareselected.Acomparativeanalysisofall
threecategoriesismadeonthebasisofgrossNPAsandNetNPAs.NPAsarealsocategorisedintopriorityandnonprioritysectorforpurposeof
analysis. The study concludes that there is huge difference in NPAs of public, private and foreign banks. Public sector banks are highly
pressurisedbytheNPAs.Moreover,greaterquantumofNPAsisobservedinnonprioritysectorthaninprioritysector.NPAsarenotconfinedto
PSBsalonebutarepresentinprivatebanksandforeignbanksaswell.
KEYWORDSBankingIndustry,EconomicGrowth,ForeignBanks,Profitability,PerformanceandNonPrioritySector
INTRODUCTIONLending is one of the core activities of the banks. The process of lending is associated with large number of risks mainly credit risk. The
concentrationofbankingmanagementduringpresentdaysistokeeplossesarisingoutofcreditrisksatlowestlevels.Bankshavebecomevery
cautiousin
extending
loans.
The
reason
behind
mounting
NPAs
is
banks
lending
policies.
It
is
rightly
said
that
Banks
lending
policy
is
amajor
driverofnonperformingloans.TherisingNPAsposeseriousthreatnotonlytobanksprofitability,liquidityandsolvencybutalsoprovefatalto
theeconomicgrowthofthecountry.SotheproblemofNPAshouldbenippedinthebud.ItispossibleonlyifthecheckisplacedonNPAsfrom
theverybeginning.Eagleseyeshouldbekeptonloanproposal,itsusageshouldbeproperlymonitoredandfollowedupandviablecollection
policyshouldbe framed. Theprudential norms introducedprovide notonlytransparency in financialposition but alsoenables thebanks to
managetheirassetsmoreefficiently.
ThemagnitudeofNPAsinbanksandfinancialinstitutionsisoverRs.1,50,000crores.AnanalystholdtheviewthatNPAsofbanksareexpected
tomorethandoubleto5%oftotaladvancesinthenexttwoyears.ThebankingIndustrysratioofgrossnonperformingassetstototalassetsis
projectedtoincreasetoaround5%byMarch31,2011from2.3%asonMarch31,2008.Thebiggestchallengebankingindustrynowfacesare
themanagementofNPAs.LevelsofNPAsofabankareconsideredtobemeasureofitsassetqualityandinturnitsperformanceandrating.Itis
levelofNPAs whichdistinguishbetweengoodandbadbanks.NarasimhamCommittee (Iand II)highlightedthe importance ofNPAsand its
management, NPAs constitute a real economic cost to the nation in that they reflect the application of scarce capital and credit funds to
unproductiveuses.ThemoneyslockedupinNPAsarenotavailableforproductiveuseandtheextentthatbanksseektomakeprovisionsfor
NPAsandwritethemoff,itisachargeontheirprofits.NPAs,inshortarenotjustproblemforbanks,theyarebadfortheeconomy.
MEANINGOFNONPERFORMINGASSETS(NPAs)An
asset
which
ceases
to
generate
income
for
the
bank
is
called
aNon
Performing
Asset.
A
non
performing
asset
(NPA)
was
defined
as
acredit
facility inrespectofwhichthe interestand/or instalmentofprincipalhasremained pastdueforaspecifiedperiodoftime.Withaviewto
movingtowardsinternationalbestpracticesandtoensuregreatertransparency,ithasbeendecidedtoadoptthe90daysoverduenormfor
identificationofNPAs,fromtheyearendingMarch31,2004.LoanorAdvanceorAssetshallbenonperformingwhere:
Interestand/orinstalmentofprincipalremainoverdueforaperiodofmorethan90daysinrespectofatermloan. Theaccountremainsoutoforderforaperiodofmorethan90days,inrespectofanoverdraft/cashcredit(OD/CC). Thebillremainsoverdueforaperiodofmorethan90daysinthecaseofbillspurchasedanddiscounted. Interestand/orinstalmentofprincipalremainsoverduefortwoharvestseasonsbutforaperiodnotexceedingtwohalfyearsinthecaseofan
advancegrantedforagriculturalpurposes.
Anyamounttobereceivedremainsoverdueforaperiodofmorethan90daysinrespectofotheraccounts.
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81
NPASAREOFTWOTYPES
GrossNPAs NetNPAs
GrossNPAsarethesumtotalofallloanassetsthatareclassifiedasNPAsasperRBIguidelinesasonBalanceSheetdate.GrossNPAreflectsthe
qualityoftheloansmadebybanks.Itconsistsofallthenonstandardassetslikeassubstandard,doubtfulandlossassets.
GrossNPAsRatio=GrossNPAs/GrossAdvances
NetNPAsarethosetypeofNPAsfromwhichthebankhasdeductedtheprovisionregardingNPAs.NetNPAshowstheactualburdenofbanks.
TheprovisionsagainsttheNPAsaretobemadeasperRBIguidelines.ThatiswhydifferencebetweengrossandnetNPAisquitehigh.
NetNPA=
Gross
NPAs
provisions/Gross
Advances
Provisions
CLASSIFICATIONOFADVANCES
Higher provisioning is required for higher level of NPAs. Provisioning requirements adversely affect the profitability and operations of the
banks.Thismakesthefurtherlendingdifficult.Advancescanbeclassifiedintofourcategoriesasfollows:
StandardAssets ThisisnotNPA.Itcarriesonlynormalcreditrisk.Noprovisionisrequired. SubStandardAssets ThisisanNPAforperiodnotexceedingtwoyearsrequiringaprovisionof10percentofoutstandingbalance. DoubtfulAssets ThisisanNPAforaperiodexceedingtwoyearsrequiringaprovisionof100percentofunsecuredportionofadvances. LossAssetsAnassetmaybetreatedaslossassetevenifithasnotbeenconsideredassubstandardordoubtfulearlier.Theentireassetshould
bewrittenoff.
REASONSFORMOUNTINGNPAs
LargenumbersofinstitutionalandinfrastructuralfactorsareresponsiblefortheproblemNPAs.
Indianbankingindustryishighlypoliticised.Largescaleloanwriteofforderedbypoliticianspromotesacultureofindisciplineandlawlessnessamongborrowers.
Legalframeworkofthecountryisinefficient.TheinefficiencyoflegalsystemcanbeassessedbythevalueofcasespendinginthecourtsoflawrepresentingaboutRs21,825crores.
Properaccountabilityandresponsibilityfortakingwrongdecisionsregardinggrantingloansisnotfixed. Lackofpropermonitoringsystemforcreditappraisalandeffectivefollowupduetolargenumberofaccounts. Themembersappointedtobankingboardsaregenerallynotbankingexpertsandprofessionalpeople.Autonomyisalsonotgrantedtoboard. PrioritysectorlendingandlendingunderGovernmentsponsoredschemes. Thereisinadequacyinriskmanagementpracticeswhichfailstoidentify,assessandminimisetherisksandenhancethereturns. Strictandadequateprudentialnormsarenotimplementedduetowhichfinancial statementsfailtopresentaccuratepictureofthe
levelofrisk.
Thereareseveralfactorsrelatedtotheborrowerwhichadverselyaffecttheirrepayment.
Diversionoffunds Technologicalchanges Powershortage BusinessFailures Inefficientmanagement Industrialrecession Strainedlabourrelations Priceescalation Seriousinherentoperationalproblems Naturalcalamities
Inadditiontherecouldbedeliberatenoncomplianceandwilfuldefaultfromcertainborrowers.
IMPACTOFNPAs
NPAaccountsdonotgenerateanyincome.ItputpressureontheinterestincometotheextentofinterestaccruedonNPAs. Provisioningoftheassetsdependingonitsstatusputpressureonpartofprofits. LargelevelofNPAsresultsinassetliabilitymismatch. Itismandatoryforbankstofundthesubstandardassets.LevelofNPAstototalcreditincreases,theliquidityriskofbankalsoincreases. TimeandeffortsofmanagementinhandlingandmanagingNPAwouldhavedivertedtosomeotherproductiveactivities. NPAsadverselyaffectthevalueofbankintermsofmarketcredit. Bankswillloseitsgoodwillandbrandimage.
MANAGEMENTOFNPAs
ManagingNPAsandkeepingitatlowlevelshasbecomematterofdeepconcernforbankingIndustry.Manylegalandnonlegalremediesare
available for this purpose but generally nonlegal remedies are popular with banks. Legal remedies most result in delays. Indian banking
Industrymostlyrelyonthefollowingmeasures:
TwoapproachesforresolutionofNPAsinpublicsectorbanksaresuitfiledandBoardforIndustrialandFinancialReconstruction(BIFR). BanksarerequiredtosubmitthelistofsuitfiledcasesofRs.10millionandaboveandsuitfiledcasesofwilfuldefaultersofRs.2.5millionand
abovetoRBIaswellasCIBIL(CreditInformationBureau).
DebtRecoveryTribunalsentertaincasesforrecoveryofdebts. LokAdalatshelpstoresolvedisputesbetweenpartiesbyconciliation,mediation,compromiseandamicablesettlement.Ithelpsinsettlement
ofsmallaccounts.
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SARFAESI Act, 2002 was an important landmark in thereforms in the financial sector. TheAct enables the settingup of asset managementcompanies,addressingtheproblemofNPAsofbanksandFIsandenhancingcreditorrights.
OneTimeSettlementandNegotiatedsettlementschemesarealsoavailable.AsperOTSscheme,OTSforNPAsupto10crore,theminimumamounttoberecoveredshouldbe100percentoftheoutstandingbalanceintheaccount.
Preventivemeasuressuchasproperdocumentationofcreditpolicy,creditauditshouldbeimmediatelydoneaftersanction.QuickdiagnosisofsuchaccountsshouldbemadesothattheydonotbecomeNPAs.
SpecialcellsshouldbeappointedtofollowupDebtRecoveryTribunalcases. Doubtfulandlossassetsshouldbewrittenoffwithintheframeworkofbroadparameters. Duesofsickcompaniescanbesettledthroughcompromiseandonetimesettlement. PSBsshouldusetheirextensivenetworkforlendingforwholesaleandretailtrade,housing,agricultureetcinordertoreduceNPAs.
Rigorouseffortsonthepartofbankscoupledwithpolicyinitiativeswillhelpbankstoimprovetheirperformance.Itisimportanttopreventthe
deterioration of asset quality and timely handling of potential NPA accounts. Three key steps which should be strictly followed in order to
prevent the occurrence of NPA accounts: i) Regular monitoring of the performance of each loan asset and its periodic review. ii) Early
identificationofproblemassetsforthesuccessofremedialaction.iii)Effectivefollowupforrecovery.
OBJECTIVESOFTHESTUDY ToevaluateNPAs(GrossandNet)indifferentbanks. TostudythepasttrendsofNPA. TomakecomparativeanalysisofNPAsofpublic,privateandforeignbanks. TosuggestsomemeasurestolowerthelevelonNPAs.
RESEARCHMETHODOLOGYThestudyismainlydescriptiveinnature.ItismainlybasedonsecondarydatathathasbeencollectedfromthepublisheddocumentofReserve
BankofIndiaviz.ReportonTrendandProgressonBankinginIndia.Fourpurposesofthestudyfourbanksfromeachofpublicsector,private
sectorandforeignbanksareselected. Statisticaltoolslikeaveragesandpercentagesaremadeuseof.
ANALYSISANDINTERPRETATIONFor the purpose of analysis and comparison between three bank groups Public sector banks (PSBs), Private sector banks (PBs) and Foreign
Banks (FBs), four banks from each of the sectors are taken to compare the non performing assets of the banks. Four Public sector banks
selectedforthepurposeofthestudyare:AllahabadBank(AB),BankofBaroda(BOB),UnitedBankofIndia(UBI),StateBankofIndia(SBI).Four
privatesectorbanksselectedforthestudyare:AxisBank,HDFCBank,ICICIBank,IndusIndBank.Foreignbanksthatareincludedinstudyare:
Citibank, Deutsche Bank, HSBC Bank, Standard Chartered Bank. Non Performing Assets are further bifurcated into priority sector and non
prioritysector,GrossNPAandNetNPAintermsofpercentages.
GROSSNPAANDNETNPATherearetwoconceptsrelatedtononperformingassetsgrossandnet.GrossreferstoallNPAsonabanksbalancesheetirrespectiveofthe
provisions made. It consists of all the nonstandard assets viz. substandard, doubtful and loss assets. Net NPA isgrossNPA less provisions.
GrossNPAreflectsthequalityoftheloansmadebybankswhereasNetNPAshowstheactualburdenofbanks.Here,grossandnetNPAdatafor
lastfive
years
2004
05
to
2008
09
is
taken
for
the
purpose
of
comparison
among
banks
and
to
observe
past
trends
of
NPAs.
Gross
and
Net
NPAsaretakenaspercentageoftotalAssets.
Table1:GrossNPAaspercentageoftotalassetsofPSBs.
Year/Bank AB BOB UBI SBI
20042005 2.84 3.51 2.50 2.71
20052006 2.14 2.11 2.24 1.95
20062007 1.62 1.46 1.93 1.76
20072008 1.22 1.10 1.40 1.78
20082009 1.1 0.8 1.6 1.6
Table1.1:GrossNPAaspercentageoftotalassetsofPBs.
Year/Bank AxisBank HDFCBan k ICICIBank IndusInd
Bank
20042005
0.82 0.85 1.65 2.1
20052006 0.76 0.69 0.88 1.5
20062007 0.57 0.72 1.20 1.6
20072008 0.45 0.68 1.90 1.7
20082009 0.6 1.1 2.5 0.9
Table1.2:GrossNPAaspercentageoftotalassetsofFBs.
Year/Bank Citibank DeutscheBank HSBCBank StandardCharteredBank
20042005 1.09 0.08 1.47 1.49
20052006 0.86 0.07 0.85 1.49
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20062007 0.80 0.06 0.72 1.36
20072008 0.94 0.24 0.92 0.98
20082009 1.7 1.0 1.6 1.1
Chart1:GrossNPAofPSBs.
0
5
10
15
200405 200506 200607 200708 200809
SBI
UBI
BOB
AB
Chart1.2:GrossNPAofPBs.
0
1
2
3
45
6
200405 200506 200607 200708 200809
IndusIndBank
ICICIBank
HDFCBank
AxisBank
Chart1.2:GrossNPAofFBs.
0
1
2
3
45
6
200405 200506 200607 200708 200809
StandardChartered
Bank
HSBCBank
DeutscheBank
Citibank
COMPARISONOFGROSSNPAWITHALLBANKSThegrowingNPAsaffectthehealthofbanks,profitabilityandefficiency. Iterodesthenetworthofthebanks.Financialhealthofbanksand
other financial institutions isseriouslyaffecteddue to NPAs. AlltwelvebanksgrossNPA are takentogether forbetterunderstandingof the
trend.AverageofthesetwelvebanksgrossNPAsinyear200809is1.3aspercentageoftotalassets.Soifwecompareinpublicsectorbanks
thatAB
and
BOB
and
in
private
sector
banks
Axis
bank,
HDFC
bank,
IndusInd
bank
are
below
the
average
of
all
banks.
Deutsche
bank
and
StandardCharteredbankarebelowaverageofallbanks.AverageofgrossNPAsofallbanksinyear200405was1.76;thoughinyear200809it
hasdeclinedbuthas increased incomparisontopreviousyear.AverageofthesefourpublicsectorbanksgrossNPAandthatof fourprivate
banksgrossNPAis1.28whereasthatofforeignbanksis1.35whichishigherascomparedtobothgroupsofbanks.
Chart2.3:GrossNPAofallbanksforyear200809.
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84
0
1
2
3
4
5
6
PSBs PBs FBs
Table2:NetNPAaspercentageoftotalassetsofPSBs.
Year/Bank AB BOB UBI SBI
200405 0.60 0.65 0.95 1.16
200506 0.45 0.46 0.71 0.99
200607 0.65 0.35 0.79 0.93
200708 0.48 0.27 0.56 1.03
200809 0.4 0.2 0.8 1.0
Table2.1NetNPAaspercentageoftotalassetsofPBs.
Year/Bank
AxisBank HDFC
Bank IC IC I
Bank IndusInd
Bank
200405 0.57 0.12 0.90 1.6
200506 0.44 0.21 0.42 1.1
200607 0.36 0.22 0.58 1.3
200708 0.23 0.22 0.87 1.3
200809 0.2 0.3 1.2 0.6
Table2.2NetNPAaspercentageoftotalassetsofFBs.
Year/Bank Citibank DeutscheBank HSBCBank StandardCharteredBank
200405 0.54 0.23 0.60
200506 0.51 0.26 0.82
200607 0.51 0.18 0.73
200708 0.56 0.08 0.23 0.47
200809 1.0 0.3 0.4 0.5
Chart2:
Net
NPA
of
PSBs.
00.5
1
1.5
2
2.5
3
3.5
4
200405 200506 200607 200708 200809
SBI
UBI
BOB
AB
Chart2.1:NetNPAofPBs.
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85
0
0.5
1
1.5
2
2.5
3
3.5
200405 200506 200607 200708 200809
IndusIndBank
ICICIBank
HDFCBank
AxisBank
Chart2.2:NetNPAofFBs.
0
0.5
1
1.5
2
2.5
200405 200506 200607 200708 200809
Standard
Chartered
BankHSBCBank
DeutscheBank
Citibank
COMPARISONOFNETNPAWITHALLBANKSAverageofalltwelvebankstakenforstudyis0.58.InPSBsABandBOBarebelowaverage.AxisBankandHDFCBankarebelowaveragethough
theaverageofthesefourprivatesectorbanksissamethatofaverageofalltwelvebanksthatis0.58.PrivatesectorbanksnetNPAaverageis
0.58
and
in
public
sector
banks
it
is
0.61
and
that
of
foreign
banks
is
0.55.
There
is
little
difference
in
average
of
all
the
three
groups
of
banks.
NetNPAshowsactualburdenofbanks.ICICIbankshowsthehighestNetNPAfigureintheyear200809.AxisBankandBOBshowthelowest.
IndusIndBankshowedthehighestnetNPAfigureintheyear200405.AverageofNetNPAofalltwelvebanksinyear200405was0.65andit
declinedto0.58intheyear200809.TheNetNPAfigurein200809ishigherthanthatofpreviousyear.
Chart2.3:NetNPAsofBanksforyear200809
0
0.5
1
1.5
2
2.5
3
PSBs PBs FBs
PRIORITYANDNONPRIORITYSECTOR
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86
NPAscanbefurtherbifurcatedintoprioritysectorandnonprioritysector.Agriculture,smallscaleindustriesandothersareincludedinpriority
sector.IncaseofForeignBanksprioritysectoralsoincludesexporttrade.
Table3:Sector wiseNPAsofPSBs(asatendMarch2009)
(AmountinRs.Crores)
Bank/Sector Agriculture SmallscaleIndustries Others PrioritySector( 1+2+3) NonPrioritySector
AB 203 185 283 671 389
BOB 225 307 287 820 843
UBI
191
231
295 717 303
SBI 1789 1712 3509 7010 7932
Total 2408 2435 4374 9218 9467
Table3.1: Sector wiseNPAsofPBs(asatendMarch2009).
(AmountinRsCrores)
Bank/Sector Agriculture SmallscaleIndustries Others PrioritySector( 1+2+3) NonPrioritySector
AxisBank 123 9 166 297 519
HDFCBank 101 211 67 380 1604
ICICIBank 874 15 560 1449 8116
IndusIndBank 34 1 64 99 156
Total 1132 236 857 2225 10395
Table3.2: SectorwiseNPAsofFBs(asatendMarch2009).
(AmountinRsCrores)
Bank/Sector
Agriculture
SmallScale
Industries Others Priority
Sector Non
Priority
Sector
Citibank 153 153 1934
DeutscheBank 7 7 237
HSBCBank 140 117 257 1283
StandardCharteredBank 40 84 124 934
Total 180 361 541 4388
Chart3:SectorwiseNPAsofPSBs(asatendMarch2009).
0
2000
4000
6000
8000
10000
12000
14000
16000
AB BOB UBI SBI
Series3
NonPriority
Chart3.1:SectorwiseNPAsofPBs(asatendMarch2009).
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87
Chart2.2:SectorwiseNPAsofFBs(asatendMarch2009).
Inprivate
sector
banks
ICICI
Bank
has
the
highest
NPA
in
both
sector
in
comparison
to
other
private
sector
banks.
Approximately,
65
percent
of
NPAiswithICICIBankwithRs1449croreinprioritysectorandaround78percentinnonprioritysectorwithRs8116crore.Thereismoreof
NPAsinnonprioritysectorthanprioritysector.IncaseofpublicsectorbanksSBIhasthehighestNPAinbothsectorwhileAllahabadbankhas
lowestNPA inpriority sector and UBIhas lowestNPA in nonpriority sector. It isobvious from thetable that publicsector banksgivemore
advancestoprioritysector incomparisontoprivatesectorbanksand foreignbanks.PrivatesectorbankshavemoreofNPAs innonpriority
sector.ForeignbankshavealmostnegligibleNPAs inagriculturesector.HSBCbankhasthehighestpercentage48percent incaseofpriority
sectorwithRs275croreswhereasCitibankhasthehighestNPAsinnonprioritysectorwithRs1934crores.
Table3:SectorwiseNPAsofPSBs,PBs&FBs(fortheyear2008&2009).Sector/Bank PSBs,PBs,FBs
Year 2008 2009 2008 2009 2008 2009
Priority 25,286.67 24,318 3418.53 3640 402 649
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88
Public 298.69 474 .01 75
NonPriority 14163.14 19,251 9557.52 13172 2712 6509
Total 39,748.51 44,042 12,976.0 6 16,887 3114 7155
Comparison of all PSBs, PBs and FBs is done on priority and nonpriority sector NPAs. The figures depict differentiating results. The major
reasonbeingthatPSBshave vast networkof branchesspreadacross the lengthandbreadthofthecountry. PBs andFBsdo notenjoythis
extensivecoverage.ThereishugedifferenceinNPAsofPSBs,PBsandFBs.PSBshasgreaterNPAsinprioritysectorwhereasPBsandFBshave
greaterNPAsinnonprioritysector.
CONCLUSIONANDSUGGESTIONSItcanbeconcludedthatNPAsarenotconfinedtoPSBsalonebutarepresentinprivatebanksandforeignbanksaswell.ThereismoreofNPAs
innonprioritysectorthanprioritysector.ThefiguresofGrossandNetNPAsofPSBshaveimprovedovertheyearsbecauseofrigorouspolicy
initiativesandenforcementofvariouslegalandnonlegalmeasures.SBIamongPSBs,ICICIamongPBs,CitibankamongFBshavetobeargreater
burdenofNPAs.FollowingsuggestionscanbegiventoreducethelevelofNPAs:
Professionalpeopleshouldberecruitedandassociatedatalllevelsofcreditappraisal.TheycanbeCAs,lawyers,MBAs,bankingexpertsetc. Compromiseshouldbeconsideredbetterremedythanrecoverythroughlegalsuits. Propersurveyofdifficultiesofcustomersshouldbemadeandadequateassistanceshouldbeaccordinglyprovided. BanksandfinancialInstitutionstogetherwithCentralGovernmentshouldestablishmorecourtsforquickerremedies. Recoveryagentsshouldbeappointedtocollectondailybasisfromtransportoperators,retailtradersetc. BankbranchesinvarioussectorsshouldbegivenmoreautonomysothattheycantakequickandtimelydecisionsregardingNPAaccounts. Collectionofinterestfromcreditorsshouldbeonmonthlybasisinsteadofquarterlybasis. Bankingstaffshouldbewelltrainedtoproperlymonitorcreditworthinessoftheborrowers. Politicalinterferenceshouldbeeliminatedindisbursementofloansandadvances.
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