Does performance persistence exist in mutual and pension funds? Evidence from Turkey

The objective of this study is to investigate the performance persistence of Turkish mutual and pension funds. 310 mutual and 259 pension funds were analyzed between the period of 2010–2019 in order to determine if there is an evidence of performance persistence. In this study, a persistence rate is developed, and the skill ratio is used to crosscheck the results of the persistence rate. Furthermore, six different risk-adjusted return measures, such as Sharpe, Treynor, Information, Jensen’s alpha, Sortino, and Omega ratios are calculated to analyze whether funds also exhibit superior risk-adjusted returns. The results indicate that only 2% of funds demonstrate persistence above 50%, and 15 out of 20 fund categories do not have any funds that show persistence in 10 years. Most of the persistent funds have positive skill ratios, and it is observed that the persistence rate is effective. However, it cannot be stated that there is performance persistence in the Turkish fund management industry, since performance persistence is not evident for various fund types, so investors do not need to invest in the best funds of the previous year. Additionally, the empirical results associated with risk-adjusted performance analysis indicate that persistent funds also do not generally yield higher risk-adjusted returns. The lack of persistence in funds’ performance is a significant result for investors in their investment decisions, for fund managers in their human resource policies and bonus schemes, and for regulators in their policy decisions.

Is the US 3PL industry overcoming paradoxes amid the pandemic?

PurposeThird-party logistics (3PL) companies have experienced an explosion of volume during coronavirus disease 2019 (COVID-19). Special tiers have been introduced to provide differentiated levels of service to the customers. However, such changes in an organization reveal and intensify tensions known as paradoxes. The purpose of this research is to identify what paradoxes emerged or have become more salient specifically due to COVID-19 in 3PLs' ground operations and how they are dealt with by ground operation managers.Design/methodology/approachThis is a qualitative study conducted in two phases. Phase one utilizes a questionnaire approach to identify the paradoxes within the 3PLs operating in the USA. Phase two, conducted six months after phase one, follows an in-depth one-on-one interview approach. NVivo 12 is employed to analyze the interview data.FindingsThe results show that new paradoxes did in fact emerge due to the COVID-19 and are mostly related to the performing paradox category. Findings from in-depth interviews show that the 3PL managers focus on keeping safety as priority to manage COVID-19 related paradoxes, along with modifying operational plans, improving communication, investing in training, optimizing hub network, introducing modified/new methods and adapting modified human resource policies.Originality/valueThis paper is among the first known to identify paradoxes within the 3PL operations during the COVID-19 and provides insights into how these paradoxes are dealt with at mid-management level. Findings of this study provide foundations for the development of a theoretical framework on handling paradoxes within 3PLs.

Implementation of Full Time Equivalent Method in Determining the Workload Analysis of Logistics Admin Employees of PT X in Jakarta, Indonesia

PT X is a company engaged in distribution and trading as its business activities. The logistics division, especially the logistics admin as a supply chain, certainly, has a big responsibility. In order to carry out this great responsibility, an appropriate number of workers is needed so that the work carried out can be executed properly. In this study, the main objective is to analyze the workload that exists in the current logistics admin employees and later from the results of the workload analysis, a human resource policy can be drawn concerning workloads setting. The method used in this study was the Full-Time Equivalent (FTE) method where this method could show how much workload is proportional to each employee. As a result, the workload received by each logistics admin employee has a different workload from one employee to another. Of the three existing logistics admin employees, 2 were overloaded and one was inloaded. Human resource policies related to workload arrangements for PT X logistics admin employees can be said to have not been maximized due to differences in workloads for each employee even though each of them does the same job.

IndiaFirst Life Insurance: Planning Next-Level Growth by Corporate Entrepreneurship

IndiaFirst Life Insurance (IFLI) became the 23rd entrant in India’s life insurance industry by launching its operations in November 2009 (IndiaFirst Life Insurance, 2015). IFLI went on to break-even within 6 years of its inception by declaring maiden profits in FY 2015–2016 (IndiaFirst Life Insurance, 2015). The company stated its vision as—‘To become a Life Insurance and Pension business leader that provides significant value to all its stakeholders enabling a true customer delight’ (IndiaFirst Life Insurance, 2015). In order to implement its vision, IFLI worked its human resource policies and processes around the ‘Employees First’ approach (IndiaFirst Life Insurance, 2015). These processes had helped IFLI to become the fastest-growing company in the life insurance sector, and it was ranked 12th amongst the private insurers in terms of market ranking in individual annual premium equivalent for FY 2016–2017 ( Times of India, 2017). The company aimed to become a top 10 life insurance provider in the next few years in India in terms of retail premium business ( Times of India, 2017).

Impact of Covid-19 on the Future of HR in India's Service Sector

With the transition of working pattern from physical workplaces to remote workplaces amid COVID-19, there has been existence of imbalance in business organizations due to lack of effective communication channels. For continued importance and relevance in modern workplace, it is essential to upgrade the human resources management function such that these issues can be addressed. Thus, this study aims to determine the impact of COVID-19 on the human resource policies and practices in the Indian service sector. For this examination qualitative analysis has been conducted based on 10 HR managers of IT and hospitality industry in Bengaluru, India. Herein, it was observed that HR managers struggled to engage their employees in disciplined manner and there was high resistance in employees to cope up with the newly developed remote working culture of the firms. The interviewees affirmed that several online opportunities like hybrid approach or people centric working style can lead to better management of employees’ wellbeing and derive effectiveness.

UNETHICAL HR PRACTICES AND THEIR IMPACT ON EMPLOYEES

Purpose: To throw light on some unethical Human resource policies followed by companies and suggest ways to overcome them. Approach: This is a theoretical paper designed to provide conceptual clarity on the subject. An exploratory study aims to enhance recognition and understanding of some policies and practices causing discomfort to employees. Findings: Several policies reported to be unethical by employees worldwide have been described in detail. Practical implications: This paper will offer insights to HR professionals encouraging them to realize and change some policies and practices that have become a part of their organizations. It also will encourage people from other fields to learn how they can flag unethical practices in their organizations.

Kebijakan Pendidikan Anak Usia Dini (PAUD) Dalam Peningkatan Mutu Pembelajaran di Kabupaten Bogor

The background of this research problem is the quality of learning in Early Childhood Education (PAUD) in Bogor Regency, which still does not meet the established standards. The aims of this study are to describe: 1. PAUD policy process in improving the quality of learning, 2. Policy analysis. 3. Policy implementation, 4. Policy evaluation, 5. Barriers to policy implementation, and 6. PAUD policy implementation results. This study used a qualitative approach and data collection techniques were carried out through interviews, observations and documentation studies with data sources from the Bogor Regency Education Office in the field of PNF PAUD. The results of the research show: 1. The PAUD policy process in improving the quality of learning is based on the Regional Regulation of Bogor Regency Number 6 of 2011 in Articles 5,6,7. 2. Analysis of PAUD Policy in Bogor Regency there are still many that are not in accordance with National education standards and infrastructure facilities are not optimal, 3. Implementation of PAUD Policies, with HI (Holistic Integrative) PAUD Action Plans / Programs Partnership The Bogor Regency Education Office always synergizes and partners with organizations/institutions/associations of similar groups, 4. Evaluation of PAUD policies using accreditation as a benchmark in the quality of learning and the quality of these institutions, 5. Barriers to implementing PAUD human resource policies are constrained by the imbalance in the number of PAUD institutions with supervisors as PAUD coaches. 6. The results of the implementation of PAUD policies in improving the quality of learning, namely the implementation of Integrative Holistic PAUD as a form of service to the community in improving the quality of learning.