Dr. Saswata Barpanda completed his M.Sc. (Gold Medalist) and M.Phil. degree in Zoology from Sambalpur University, Orissa, PGDBM from Asian School of Business Management, Bhubaneswar and his Ph.D. degree in Strategic Human Resource Management from Vinod Gupta school of Management, Indian Institute of Technology, Kharagpur. During his Ph.D., he was also involved on a project in Microfinance Researchers Alliance Program (MRAP), funded by Ford Foundation for Centre for Microfinance (CMF), IFMR Chennai. Prior to his Ph.D., he has more than 3 years of experiences in recruitment, manpower planning, career development, formulating HR policies and procedures, organization development, administration and teaching. 

 

 

Teaching Interest

Human Resource Management, Business Ethics, HR analytics and Research Methods

RESEARCH PROJECTS/TECHNICAL REPORTS

  • “Effects of Reserve Bank of India (RBI) Regulations on Public Sector Lending for Micro Finance Institutions (MFIs)”
  • “Rethinking Reserve Bank of India (RBI) Regulations for MFIs: An Analysis of Microfinance Clients from Urban and Semi-urban Communities, A case study”; CMF Focus Note
     

REVIEWED JOURNALS

  • Reviewed for ‘The International Journal of Human Resource Management’ a Taylor and Francis publication: Routledge.
  • Reviewed for “Social Responsibility Journal”, an Emerald Publication
  • Reviewed for "International Journal of Learning and Intellectual Capital" an Inderscience publication
  • Reviewed for “Journal of Management & Organization” A Cambridge Journal publication.
     

Paper Presented

  • Barpanda, S. and Mukhopadhyay, S. (2013) Presented paper (case) titled “Adaptability is the key to learning; a case of Indian MFIs” has been selected on International Case Colloquium in 18th May 2013 on the theme “Facing Challenges in the Era of Globalization” by Shri Vaishnav Institute of Management. ISBN: 978-93-83083-13-8.
  • Barpanda, S. and Mukhopadhyay, S. (2013) Presented paper (case) titled “Turbulence Triggers Transformation: A Case on Indian Microfinance Institutions”  in International Case Competition - 2013 on the theme “Managing Business In Turbulent Times” organized by ICBM -School of Business Excellence, Hyderabad  in association with Academy of Management Professionals and ACBSP, Global Business Accreditation on 9th Nov. 2013.
     

Publications

Publication Type: Journal Article
Year of Publication Publication Type Title
2016 Journal Article Saswata Barpanda and Mukhopadhyay, S., “Intellectual capital components in Indian microfinance sector: scale development and an empirical study”, International Journal of Learning and Intellectual Capital (IJLIC), vol. 13, pp. 338 - 360, 2016.
2015 Journal Article Saswata Barpanda and Mukhopadhyay, S., “A New Perspective on Performance in Indian Microfinance Institutions: An Empirical Study”, International Journal of Sustainable Economies Management (IJSEM), vol. 4, pp. 1–17, 2015.[Abstract]

With the massive growth in microfinance sector, the importance of performance measurement in microfinance institutions (MFIs) has prominent during the last decade. With an objective of commitment to dual mission, the Indian MFIs witnessed a series of rise and fall and subjected to mission drift. Thus redefining the performance is the prime objective of this study. Data gathered from 252 MFIs irrespective of their legal status. Factors for performance were identified through literature and were validated empirically. This research considered both the financial and social dimensions of performance unlike the earlier studies. Financial performance is described by profit margin, return on assets and portfolio at risk whereas social performance consists four factors namely Information disclosure (INFDIS), Mission adequacy (MISADEQ) and Community participation (COMPART). This study can be a useful bench-marking tool for practitioners to monitor and improve the MFI performance. The study has unique value to microfinance literature, both from theoretical and managerial perspectives. More »»
2014 Journal Article Saswata Barpanda and Mukhopadhyay, S., “Human capital and organisational learning: A study of Indian microfinance institutions”, International Journal of Management Practice, vol. 7, pp. 222-239, 2014.[Abstract]

This study analyses Human Capital (HC) management practices by identifying the various elements of HC and its relevance in the organisational learning process in the Indian Microfinance Institutions (MFIs) context. The researcher used multiple data methods, namely observation, interaction with staff and examination of organisational documents and semi-structured case study interviews. This paper explores the importance of organisational learning in Indian MFIs drawing on examples gathered from interviews mainly with some MFIs in Eastern India and presents the findings of research which emphasise the importance of HC in enhancing the learning abilities of Indian MFIs. Copyright © 2014 Inderscience Enterprises Ltd.

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2012 Journal Article S. Mukhopadhyay and Saswata Barpanda, “A case study on the ethical issues in MFIs”, International Journal of Business Ethics in Developing Economies (IJBEDE), vol. 1, pp. 27-33, 2012.[Abstract]

Presently, many micro financial institutions (MFIs) are moving towards the market and are exposing themselves to a cutthroat competition in the name of lending to the poor. In the process they have started chasing targets and numbers. It seems that the social and developmental considerations, which have traditionally motivated microfinance, may have lost their importance as some MFIs have become radically commercial (Sriram, 2010). There are certain costs and benefits associated when a Microfinance NGO transforms to a Non-Bank Financial Company (NBFC). The charge against these MFIs who are transforming into NBFCs and now aspiring to make an initial public offering (IPO) is that they are enriching themselves and their shareholders at the cost of poor people. Therefore, this
commercial success of microfinance sparks a eyebrow raising question of whether microfinance actually lead to sustainable development or are the MFIs drifting from the second objective of being socially sustainable in order to fulfill the first objective i.e. being financially viable. In our study we have taken account of the MFIs which are transforming into NBFCs and studied their mode of operation. Our study highlights the money laundering practices, sustainable investment or corporate governance issues, role of stakeholders in the process of transformation and discusses them from various ethical perspectives.

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Publication Type: Book Chapter
Year of Publication Publication Type Title
2014 Book Chapter Saswata Barpanda and Mukhopadhyay, S., “Turbulence Triggers Transformation: A Case on Indian Microfinance Institutions”, in Managing Business in Turbulent time: A case study approach (book) ICBM School of Business Excellence, Hyderabad, 2014, pp. 62–73.[Abstract]

Microfinance in India has followed an ambitious growth trajectory and received unparalleled attention during the last decades. During turbulence the microfinance institutions are being more challenging to face the environmental changes. The leaders of such organizations find themselves in twist and dilemma. The case highlights on the series of crisis faced by Indian microfinance sector during the last years. It also through light on the ways government and policy makers responded to the crisis through ordinances. This case enables the students to understand different theories of organization transformation during turbulence.

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2013 Book Chapter Saswata Barpanda and Mukhopadhyay, S., “The Malegam Committee Microfinance Report:-Will the MFIs Accept it?”, in Resource book on Case studies in Business Management: a global perspective, Anne Book Pvt. Ltd, ISBN, vol. 1151659959, 2013.[Abstract]

RBI released the Malegam Committee Microfinance Report on 19.01.2011 which has given recommendations regarding creation of NBFC-MFIs; recommendations to mitigate problems of multiple-lending, over borrowing, ghost borrowers and coercive methods of recovery. However, successful implementation of these recommendations by the MFIs will depend on how the recommendations are being perceived by the MFIs and their willingness to incorporate them fully or partially in their future strategies. The present case study developed from primary and secondary data aims to highlight the reactions of four different MFIs to the Malegam Committee recommendations. The authors try to focus on the importance of the Personality profile of the MFI-decision maker, Organizational Personality, unique business context and the present financial and social performance of the respective MFIs in influencing its perception and interpretation of the Malegam Committee recommendations and hence determining its survival strategies thereof. The findings are interpreted based on theories of environmental scanning.

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2013 Book Chapter Saswata Barpanda and Mukhopadhyay, S., “Adaptability is the Key to Learning; a Case of Indian Mfis”, in Facing Challenges in the Era of Globalization” EPH, Excellent Publishing House, New Delhi, 2013, pp. 978–93.[Abstract]

Micro-finance institutions (MFIs) have emerged as a tool for economic development intended to benefit low-income people since late 1990s. The goals of MFIs as development organizations are to serve the financial needs of un-served or under-served markets as a means of meeting development objectives. There are various regulations comes in the Indian Micro-finance sector in the response to various crisis during the last couple of years. However, successful implementation of these recommendations by the MFIs will depend on how the recommendations are being perceived by the MFIs and their willingness to incorporate them fully or partially in their future strategies. An organization that is able to sense changes in signals from its environment (both internal and external) and adapt accordingly is said to be a learning organization. The present case study developed from primary and secondary data aims to highlight the reactions of four different MFIs to the rapidly changing scenario. The authors try to focus on the importance of the organizational tendency towards change, unique business context, the geography where it serves and the present financial and social performance of the respective MFIs in influencing its perception and interpretation to the changes they are confronted with.

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2012 Book Chapter Saswata Barpanda, “An Analysis of Human Resource Strategy in Microfinance Sector”, in Finance & Sustainable Development (With Special Reference to Micro Finance), Regal Publisher: New Delhi, 2012.
Publication Type: Conference Paper
Year of Publication Publication Type Title
2013 Conference Paper Saswata Barpanda, “Role of Human Capital in the Sustainability of Microfinance Institutions”, in National Conference on “Paradigm for Sustainable Business: People, Planet & Profit”, Department of Management Studies, IIT Roorkee, 2013.
2013 Conference Paper Saswata Barpanda and Mukhopadhyay, S., “Human Capital and Firm Performance: Human Resource Practice as Mediator in Indian Microfinance Sector”, in "COSMAR 2013”, The 13th Consortium of Students in Management Research (COSMAR), Department of Management Studies, IISc. Bangalore, 2013.
2012 Conference Paper Saswata Barpanda, “Ethics in Human Resource Management: With Special Reference to Microfinance Sector”, in International Conference on “Managing Human Resources at the Workplace”, SDM Institute for Management Development (SDMIMD), Mysore, Karnataka, 2012.
Publication Type: Newspaper Article
Year of Publication Publication Type Title
2008 Newspaper Article Saswata Barpanda, “Management and Spirituality”, HRD News Letter , vol. 24, pp. 22-23, 2008.
2008 Newspaper Article Saswata Barpanda, “Headhunting: an art or a science”, HRD News Letter , vol. 24, Issue. 6, pp. 38-39, 2008.
Faculty Details

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Faculty Email: 
saswatab@am.amrita.edu