Privatisation of Central Public Sector Enterprises in India

This paper investigates the different phases of reform state owned enterprises (SOEs) that India had been experience since the beginning of reform and analyses the policy objectives behind the policy of SOEs reforms introduced. Having evaluated the policy objectives based on various source the paper seeks to find the degree to which the objectives have been achieved and had an impact on the performance of SOEs. The paper finds three different phases of privatisation with different objectives and that the of performance of SOEs during these phases have been different. The analysis of performances of SOEs in different phases leads to questioning of the need for privatisation and speculation as to whether the actual objective behind the overall privatisation process is to generate revenue to cut the government fiscal deficit.

Integration of Human Values in Stakeholder Engagement for CSR – Illustrations from Indian Public Enterprises

Several public sector undertakings in India and across the world have taken up corporate social responsibility (CSR) initiatives in education to promote social welfare. The effectiveness of these initiatives depends on the level of stakeholder engagement in them. Integration of human values ensures that stakeholder engagement becomes holistic leading to co-created value for the benefit of all involved. This paper discusses a holistic values-based framework of stakeholder engagement inspired by the philosophy of Bhagawan Sri Sathya Sai Baba. Illustrations from the CSR initiatives of public sector undertakings in India have been provided to stress the benefits of integration of human values in stakeholder engagement.

Closure of Central Public Sector Enterprises in India: a case study

Changing objective circumstances over time often warrant the closure of public sector enterprises that may have originally been established due to compelling public purposes. Many public enterprises lose their relevance and public purpose, become chronically loss making and are a recurring drain on public resources. Yet it has been found to be extremely difficult to actually close down any such enterprise due to a host of institutional constraints unique to the public sector. Closing down a public enterprise is difficult but not impossible, given the will and sincere execution. It has been done in India. While the practicalities have to be worked out, closure of any entity needs to be implemented sensitively given the human dimensions involved. This paper brings out a case study of the experience in implementing the closure of five public sector enterprises in India during the period 2014-16.

Yogic Science for Human Resource Management in Public Enterprises

Human resources management is the process of managing people in a structured manner to help the organisation to meet its objectives. In public enterprises the objectives are multifarious and sometimes opaque; and hence human resources management is more complex. An increase in occupational stress which has an adverse effect not only on the health and wellbeing of the individual but also on the health of the organisation. In the frenetic world of today where management principles are being turned on their heads there are some principles and precepts which are constant and which can help in the development of human resources in such a way that the health of the organisation and the health of the individual is safeguarded. In this paper we will see how the techniques and practices of Yoga – a time-tested oriental science – may be helpful in the public enterprises by reducing the stress level of the employees and increasing their greedlessness and public spiritedness.

Integration of Human Values in Stakeholder Engagement for CSR – Illustrations from Indian Public Enterprises

Several public sector undertakings in India and across the world have taken up corporate social responsibility (CSR) initiatives in education to promote social welfare. The effectiveness of these initiatives depends on the level of stakeholder engagement in them. Integration of human values ensures that stakeholder engagement becomes holistic leading to co-created value for the benefit of all involved. This paper discusses a holistic values-based framework of stakeholder engagement inspired by the philosophy of Bhagawan Sri Sathya Sai Baba. Illustrations from the CSR initiatives of public sector undertakings in India have been provided to stress the benefits of integration of human values in stakeholder engagement.

Decentralisation of Public Enterprises in federal countries

To bring concepts and knowledge to bear more effectively on policy analysis and programme design, a framework for analysis is needed that focuses on alternatives for organising and financing the State Owned Enterprises (SOEs). Whether the motivating force behind organisation of SOEs is political or economic, a developing country situation demands that the strategy be looked at from the perspective of the provision of the people’s needs. The paper looks at the forms of SOEs and the relevance of fiscal federalism in this context. Past experience has some lessons and a flawed policy can have unwelcome consequences. Keeping in view the different initial conditions, strategies need to be devised for organisation of SOEs.

Non-tariff measures a trade barrier for developing countries’ agricultural processed products exports

The paper analyses the trade barriers that thwart diversification efforts of developing countries into exports of value-added agricultural processed products. It examines the extent to which non-tariff measures act as market access barriers that constrain agricultural processed products exports from developing countries. The analysis shows that the prevalence of non-tariff measures (including domestic non-tariff measures) limit the ability of developing countries to increase their agricultural processed exports. This has important policy implications in terms of the emphasis that trade negotiators and policy planners should place on addressing non-tariff measures both in the domestic and foreign markets.