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Gunnar Wahlstrom - One of the best experts on this subject based on the ideXlab platform.
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the relevance of valuation principles in a financial crisis senior Bank Managers evaluations of other Banks on the interBank market
International Journal of Critical Accounting, 2018Co-Authors: Roy Liff, Gunnar WahlstromAbstract:This article examines senior Bank Managers' evaluations of other Banks in the interBank market during times of financial crisis. We conclude that the fair value principle demands greater awareness of the need for reputational monitoring, evaluation by thick trust and scepticism towards numbers. Monitoring during crisis includes neither historical cost nor fair value numbers, because numbers are distrusted. Consequently, valuation principles may not explain contagion effects during crisis.
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risk in practice senior Bank Managers at work
International Journal of Critical Accounting, 2009Co-Authors: Gunnar WahlstromAbstract:This article advances this critique of risk measurement by providing evidence on the risks senior Bank Managers perceive as the greatest threats to their organisations. The data is collected through semi-structured interviews with senior Bank Managers from all the listed Banks in Sweden. The perceived risks relate to the interviewees' positions in the Banks. Risks also emerge unexpectedly and are difficult to measure. This situation is due to the working conditions of senior Bank Managers who work in a challenging, unstable and unplanned context; when one problem is solved, attention is immediately channelled to the next. Under stable conditions, measured risks are regarded as manageable and controllable. However, based on the criticism of risk measurement explored in the literature, it is plausible that risk measurement information provides senior Bank Managers with a false sense of security. Thus, when the operational contexts are altered, such as during financial crises, risk measurement emerges as a problem requiring the attention of senior Bank Managers.
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Risk in practice – senior Bank Managers at work
International Journal of Critical Accounting, 2009Co-Authors: Gunnar WahlstromAbstract:This article advances this critique of risk measurement by providing evidence on the risks senior Bank Managers perceive as the greatest threats to their organisations. The data is collected through semi-structured interviews with senior Bank Managers from all the listed Banks in Sweden. The perceived risks relate to the interviewees' positions in the Banks. Risks also emerge unexpectedly and are difficult to measure. This situation is due to the working conditions of senior Bank Managers who work in a challenging, unstable and unplanned context; when one problem is solved, attention is immediately channelled to the next. Under stable conditions, measured risks are regarded as manageable and controllable. However, based on the criticism of risk measurement explored in the literature, it is plausible that risk measurement information provides senior Bank Managers with a false sense of security. Thus, when the operational contexts are altered, such as during financial crises, risk measurement emerges as a problem requiring the attention of senior Bank Managers.
Rosli Mahmood - One of the best experts on this subject based on the ideXlab platform.
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how Bank Managers assess small business borrowers
2007Co-Authors: Rosli Mahmood, Ghazali Abd RahmanAbstract:The purpose of this study is to develop an understanding of the decision making process which Bankers follow in granting loans to the small business borrowers. A mail survey technique was employed, and questionnaires were administered on Bank branch, Managers of domestic Banks.A total of 138 useable questionnaires were received, representing a 13.8 percent return rate.The findings reveal that intended purpose of loan, repayment of previous loan and loan activity at other Banks were ranked as the top, criteria in the credit assessment of small business borrowers.On the hand, government guarantee of loan, CVs of clients and charge on assets were given lowest ranks in terms of importance.The salient factors identified in this study also indicate that the Bank Managers focused on risk when dealing with the small business borrowers.
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Bank Managers perception of the characteristics of successful entrepreneurs
2003Co-Authors: Rosli Mahmood, Mohmad Amin Mad IdrisAbstract:The literature on the characteristics needed for entrepreneurial success has been widely discussed. Successful entrepreneurs have been found to possess a set of skills and attributes that include an ability to inspire others, autonomy and a high level of endurance. Entrepreneurs demonstrate a propensity to take risks and are ready for change.They also possess social skills such as persuasiveness, low need for support, low conformity and lack of emotionalism.The objective of this paper is to understand how successful entrepreneurial.characteristics are perceived from the perspectives of Bankers.The finding may prove beneficial in the entrepreneurs' preparation of loan applications from Banks.
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Influence of heuristics in Bank Managers' lending decisions to small businesses
1995Co-Authors: Rosli MahmoodAbstract:Traditionally, Banks are the major source of external finance for small businesses.The Bank funds are needed to finance the day-to-day operations, purchase of capital equipment, and building needs.The small businesses do have access to the capital market, especially where equity finance is concerned,and thus rely heavily on Bank loans for both short- and long-term needs.When granting loans to small businesses, Bankers make decisions under conditions of uncertainty and asymmetry of information (Binks et al, 1992) Under these conditions, one party has certain pieces of information that have a material effect on a contract, but not the other party, and such a situation can give rise to a twin problem of moral hazard and adverse selection.In the former situation, the issue arises where the action of a small business borrower is not directly observable by the Banker once he or she obtains the loan.This borrower may use the funds for other purposes which are personally profitable, but may be detrimental to the Banker.In an adverse selection situation, a Banker cannot distinguish between the good risk and the bad risk borrowers.A small business owner when approaching the Bank for a loan has always an informational advantage over the Banker, which leads him (the business owner) to overstate the soundness of his business proposition in relation to the funding sought.This problem sometimes affects the willingness of Banks to enter into contracts to supply the needed funds to small businesses.The problem of adverse selection often lead Bankers to commit errors in their decisions on lending to small businesses. Deakins and Hussain (1994) categorise the adverse selection as Type I and Type II errors. Type I error is where a Banker turns down a good business proposition which turns out to be a success, while Type II error is where a Banker accepts a proposition which turns out to be a business failure.Bankers may be concerned only with avoiding Type II error and not Type I, as the latter will not affect them unless the Banks fail to achieve their targets.This partly explains why some small business propositions which have high potential for growth and profitability are turned away by the Banks.At the branch level, Bank Managers often make their decisions on small business applications against a background of rules and instructions from their head offices (Fletcher, 1995). There are many variables which influence the rules and the work environment, and affect the lending decision.The decision on lending to small businesses is thus a process of interaction between the rules and a manager's experience.The extent of variability is affected by the interpretation of the rules and accountability in interpreting these rules.One extreme is the strict interpretation of the rules, which is a product of their rigour and detail. Where they lack detail or are imprecise, then the decision will depend on the interpretation, accountability and level of ambiguity.At the other extreme, the decision is made on the complete use of one's own experience and attitude and depends on the conviction of the value of the Bank manager's own experience-Furthermore, because of the asymmetry of information in lending to small businesses.some elements of qualitative and intuitive analysis are required In decision-making.This paper attempts to discuss the influence of heuristics or intuition in the Bank Managers' lending decisions on small businesses, and its implication on the availability of funds to the small business sector in Malaysia.
Monika Marcinkowska - One of the best experts on this subject based on the ideXlab platform.
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Remuneration of Bank Managers – problems and potential solutions. Argumenta Oeconomica, 2014, Nr 1 (32), s. 41-74
2020Co-Authors: Monika MarcinkowskaAbstract:The issue of the remuneration of Bank Managers is indicated as one of the fundamental problems of corporate governance and is pointed out as one of irregularities that led to the financial crisis. Based on the literature review, the paper summarizes the identified inadequacies of management compensation systems in Banks: overcompensation, short-termism and the related incentive for excessive risk-taking, manipulation by Managers, poor disclosure and the lack of proper oversight from the supervisory boards. Another problem is that – although as a rule the management compensation system should be used as a tool to motivate Managers (agents) to act in a way to achieve the objectives of the owners (and other legitimate stakeholders) – the literature shows the unequivocal results of the pay-performance research. As the described problems in the Banking industry have grown enormously, the recommendations and regulations concerning the management remuneration policies and practices are being enacted. The paper shows however that their implementation raises many problems and challenges. Therefore there is a need to further analyze the issue of designing a proper Bank Managers’ compensation model. The postulates concerning performance evaluation process, linkage with risk, instruments and disclosure are presented.
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remuneration of Bank Managers problems and potential solutions
Argumenta Oeconomica, 2014Co-Authors: Monika MarcinkowskaAbstract:* The issue of the remuneration of Bank Managers is indicated as one of the fundamental problems of corporate governance and is pointed out as one of irregularities that led to the financial crisis. Based on the literature review, the paper summarizes the identified inadequacies of management compensation systems in Banks: overcompensation, short-termism and the related incentive for excessive risk-taking, manipulation by Managers, poor disclosure and the lack of proper oversight from the supervisory boards. Another problem is that – although as a rule the management compensation system should be used as a tool to motivate Managers (agents) to act in a way to achieve the objectives of the owners (and other legitimate stakeholders) – the literature shows the unequivocal results of the pay-performance research. As the described problems in the Banking industry have grown enormously, the recommendations and regulations concerning the management remuneration policies and practices are being enacted. The paper shows however that their implementation raises many problems and challenges. Therefore there is a need to further analyze the issue of designing a proper Bank Managers’ compensation model. The postulates concerning performance evaluation process, linkage with risk, instruments and disclosure are presented.
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remuneration of Bank Managers problems and potential solutions argumenta oeconomica 2014 nr 1 32 s 41 74
2014Co-Authors: Monika MarcinkowskaAbstract:The issue of the remuneration of Bank Managers is indicated as one of the fundamental problems of corporate governance and is pointed out as one of irregularities that led to the financial crisis. Based on the literature review, the paper summarizes the identified inadequacies of management compensation systems in Banks: overcompensation, short-termism and the related incentive for excessive risk-taking, manipulation by Managers, poor disclosure and the lack of proper oversight from the supervisory boards. Another problem is that – although as a rule the management compensation system should be used as a tool to motivate Managers (agents) to act in a way to achieve the objectives of the owners (and other legitimate stakeholders) – the literature shows the unequivocal results of the pay-performance research. As the described problems in the Banking industry have grown enormously, the recommendations and regulations concerning the management remuneration policies and practices are being enacted. The paper shows however that their implementation raises many problems and challenges. Therefore there is a need to further analyze the issue of designing a proper Bank Managers’ compensation model. The postulates concerning performance evaluation process, linkage with risk, instruments and disclosure are presented.
Bibhuti Bhusan Pradhan - One of the best experts on this subject based on the ideXlab platform.
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an alternative career progression model for indian women Bank Managers a labyrinth approach
Womens Studies International Forum, 2019Co-Authors: Tania Saritova Rath, Madhuchhanda Mohanty, Bibhuti Bhusan PradhanAbstract:Abstract The purpose of this paper is to develop a career progression model for women Managers in Indian Public Sector Banks exploring factors of career progression from women Bank Managers' perspective. The methodology adopted was a qualitative combination of written narratives and focus group discussions. Qualitative content analysis of data followed by focus group discussions found out a number of context specific factors as propellers and preventers of career progression of women Bank Managers in India. The career path was like a labyrinth and factors determining career progression at each level in the labyrinth were also identified. The development of an alternative model of organization for career progression of women Managers has far reaching practical implications for organizations that need to exploit women talent to its full potential. The model is based on a holistic approach to ‘work’ and seeks to integrate care work with organizational work and career progression of women Managers.
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career progression of indian women Bank Managers an integrated 3p model
South Asian journal of management, 2016Co-Authors: Tania Saritova Rath, Madhuchhanda Mohanty, Bibhuti Bhusan PradhanAbstract:INTRODUCTIONThe Indian Banking sector has seen exponential growth due to opening up of the economy in the 1990s through liberalization, privatization and globalization. This also led to an increase in scope of employment opportunities for women in the Banking sector. When the Indian Banking sector was nationalized in 1969, the development especially encouraged women to join Banking jobs. The growth of private and foreign Banks in 1990s also opened up newer employment opportunities for women. This sector has emerged as a major career option for Indian women. The Banking sector in India is considered good for women because it is a source of respect, recognition, and is a safer sector to work (Srinivas, 1992; and Centre for Social Research, 2009). The total proportion of women employees in Banks has grown from 11 per cent (Bhatnagar, 1988) to 18 per cent (RBI, 2013) in last 3 decades. Women Managers' strength has grown from 4 per cent (Bhatnagar, 1988) to 17 per cent (RBI, 2013). Public sector Banks have 62 per cent of women Managers, while private and foreign Banks account for 38 per cent. State Bank of India (SBI), the major public sector Bank has 13 per cent women Managers, 31 per cent clerks and 20 per cent women employees overall (SBI, 2014). ICICI Bank, the major private sector Bank had 25 per cent women employees as on March 2012 (RBI, 2013). The year 2013 can be regarded as a breakthrough year in Indian Banking Sector as SBI, the largest public sector commercial Bank in the country, broke its 207-year tradition of having male CEOs, with Arundhati Bhattacharya becoming Chairman of the Bank. This was followed by Usha Ananthasubramanian being named to chair the Bharatiya Mahila Bank (BMB). Thus, the number of CEOs in public sector Banks became five, besides the private sector and foreign Banks, a remarkable development in the Banking sector in India (Mukherjee, 2013).The seemingly bright prospects for women Managers in Indian Banking sector prompted this research study with an aim to understand the factors that determine career progression of women Managers in this sector. This is especially significant, when it is noted that an increase in women's education and participation in labor force has not led to significant representation of women in management jobs. The few women, who do make it to the top, make us believe that there is a sustainable change in the gender equations within corporations and businesses, which is not true (Centre for Social Research, 2009). The Gender Diversity Benchmark Report for Asia 2011 (published by Community Business) has highlighted the lowest percentage of labor force participation of women in India (Community Business, 2011). The representation of women in junior and middle-level management positions in India also continues to be lowest among major Asian countries, as well as in the world. The proportion of women leaving the job between junior to middle level is highest for India at 48 per cent, as compared to other major Asian countries (Community Business, 2011). Due to this, lesser number of women are available in the middle level to progress the senior positions. Over 60 per cent of women work in services sector globally ("Statistical overview of women in the workforce", 2016). The labor force participation of women has decreased in India where as it is constantly growing in USA, Canada, Australia and in other developed countries. India's rate in this regard has fallen from 34 per cent in 1999-2000 to 27 per cent in 2011-12. But the Indian Banking sector tells a different story. In the Banking sector, women employees are constantly growing in numbers at the entry level, and this is also the sector that has recently witnessed women executives breaking the glass ceiling and reaching top positions. However, between the top and bottom of the organizational pyramid, the movement of women Managers along the career ladder is not consistent and continuous. Thus, a research study on the phenomenon of career progression of women Managers was deemed to be necessary. …
Mridula Mishra - One of the best experts on this subject based on the ideXlab platform.
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job satisfaction and work engagement a study using private sector Bank Managers
Advances in Developing Human Resources, 2018Co-Authors: Kanika Garg, Mridula MishraAbstract:The ProblemIn today’s dynamic environment, organizations face difficulties in retaining their talented employees. Although there are several studies that link job satisfaction with work engagement,...
