Documente Academic
Documente Profesional
Documente Cultură
“PERFORMANCE APPRISAL”
1|P a g e
DECLARATION
Director:
2|P a g e
ACKNOWLEDGEMENT
We have taken efforts to prepare this project and this project would not have
been possible without the valuable support of many individuals. We would like to
thank all of them and we are extremely grateful to all the banks and the
employees where in we conducted the project report and for offering us all the
required information concerned to the questionnaire. Finally I believe this
research experience will greatly benefit our career in the future.
We would like to thank Mrs. Rajashree Gujarathi, Faculty of N.L. Dalmia Institute
of Management and Research centre, Mira Road (East) for giving us an
opportunity to write our report under her guidance and supervision and for all the
help and support which led us to complete the project.
With Regards,
Group No. 4.
3|P a g e
Performance Management System in Banks
Banks covered by us
1) Axis Bank
2) Bank of India
3) Corporation Bank
4) HDFC Bank
5) ICICI Bank
6) Indian Bank
7) Indian Overseas Bank
8) IDBI Bank
9) Saraswat Bank
10) State Bank of India
11) Syndicate Bank
12) Yes Bank
4|P a g e
PREFACE
Banking sector is a fast growing sector of India. With swift expansion in the
number of branches and the new functions assigned to them, banks are beginning
to feel a new pressure on their organizational abilities i.e. the processes of
recruitment, placement, training, promotion and appraisal, in order to ensure
that the right number of staff with the right capacities are available at the right
time and for the right places. Appraisal is one of the key factors of organizational
ability which is also the focus of this study. In simple words we can say that
performance appraisal is an analysis of employee’s recent successes and failures,
personal strengths and weaknesses, and suitability for promotion or further
training.
5|P a g e
Executive Summary
6|P a g e
TABLE OF CONTENT
7|P a g e
Introduction
8|P a g e
Scope of Performance appraisal
• Provide employees with a better understanding of their role and
responsibilities.
• Increase confidence through recognizing strengths while identifying training
needs to improve weaknesses.
• Improve working relationships and communication between supervisors and
subordinates.
• Increase commitment to organizational goals; develop employees into future
supervisors.
• Assist in personnel decisions such as promotions or giving rewards, and allow
time for self-reflection, self-appraisal and personal goal setting.
9|P a g e
3. Graphic rating scales:
This format is considered the oldest and most popular method to
assess the employee’s performance. In this style of performance appraisal, the
management just simply does checks on the performance levels of their staff.
10 | P a g e
6. Performance ranking method:
The performance appraisal of ranking is used to assess the
performance of employees from the highest to lowest levels. Managers will make
comparisons of an employee with the others, instead of making comparison of
each employee with some certain standards.
11 | P a g e
Fundamentals of an appraisal system
To develop a successful performance appraisal system, two criteria’s need
to be met
• Relevance and applicability to everyday work practice
• Acceptability to appraisers and workers.
12 | P a g e
Benefits of Performance Appraisal
To ensure that the performance criteria’s are relevant to work practice and
acceptable to appraisers and workers we need to take into consideration the
following two points:
13 | P a g e
Step 2: Develop appraisal measures
Once clear and specific performance criteria have been developed, the next step
is to decide how to assess workers’ performance. It is recommended that a
structured and systematic approach is taken for assessing performance. Problems
that arise when an unstructured “blank sheet” approach is used include:
Increased chance of appraiser errors
Knowledge, skills and abilities most critical to job performance may be
overlooked
Reduced consistency between appraisers
Perceptions of “subjectivity” in evaluations, which may in turn, reduce
workers’ satisfaction with, and acceptance of, appraisals.
14 | P a g e
Performance Appraisal” In Banking Sector:
“Performance Appraisal” is a vehicle to
1. Validate and refine organizational actions (e.g. selection, training)
2. Provide feedback to employees with an eye on improving future performance.
3. Indian banking sector has emerged as one of the strongest drivers for India’s
economic growth.
4. The Indian banking system is among the healthier performers in the world,
when compared with top three banks in total assets and in terms of return on
assets.
5. A diverse range of studies have been conducted by the researchers for
measuring the performance of the banks, which present different perspective
with regards to the performance of the banks in different countries.
Traditional systems of performance evaluation of banks mostly use the factors
like ROA and ROI for measuring the financial performance of the banks.
15 | P a g e
Thus there are two main aspects from which one can measure the
overall performance of the banks namely, financial aspects and human aspects.
The dimensions of performance of a bank under human aspect are namely,
customer satisfaction, employee satisfaction and Corporate Social Responsibility
(CSR). The following conceptual model explains the performance and its
dimensions.
CONCEPTUAL MODEL
Overall
Performanc
e
Liquidity
Profitability Customer Employee Corporate
Efficiency Satisfactio n Satisfactio n Social
Responsibility
Asset Quality
Capital Adequacy
Literature Review:
The objective of this literature review is to establish the basis for this research.
Performance appraisal is one of the most widely used methods for measuring the
value of employee performance. The success of performance appraisal depends
on how effectively it is implemented. It also depends on how well the employees
have understood the performance appraisal system and how positively they are
oriented towards their system.
16 | P a g e
OBJECTIVES:
To study the performance appraisal method conducted by the Banks
To analyze the awareness and satisfaction level of the employees in the banks.
To identify how far organization succeeds in conducting performance
appraisal.
To study the relationship of financial indicators with the performance of Indian
commercial banks.
To measure the customer satisfaction and its relationship with performance of
banks.
To study and measure the corporate social responsibility and its relationship
with performance of banks.
To make a comparative study of overall performance of the public sector
banks, private sector banks and foreign banks in India.
17 | P a g e
Limitations of the Study:
1) The study was conducted on Banks.
2) Due to time constraint the study was not able to include more customers.
3) Study was restricted to 12 banks only hence the findings cannot be
generalized.
4) Sample size is limited.
5) The study is done under the assumption that respondents are true and honest
in expressing their views.
6) The delimitations of the questionnaire are equally applicable to the present
study as well.
RESEARCH METHODOLOGY
“Research is simply a systematic and refined technique of thinking, employing
specialized tools, instruments, and procedures in order to obtain a more
adequate solution of a problem that would be possible under ordinary means. It
starts with a problem, collects data or facts, analyses these critically and reaches
decisions based on the actual evidence. It evolves original work instead of mere
exercise of personal. It evolves from a genuine desire to know rather than a desire
to prove something. It is quantitative, seeking to know not only what but how
much, and measurement is therefore, a central feature of it.”
18 | P a g e
SAMPLE OF HYPOTHESIS
This study employed the ex-post-facto survey design. This design is suitable for
the study as it sought to examine the impact of performance appraisal on the
commitment of employees of public sector banks, private sector and co-operative
banks.
Research questions are the basic guidelines to carry out the study successfully.
Keeping in view the objectives of the study, following research questions have
been developed.
19 | P a g e
H06: There is no significant association between organizational communication
and an employee performance.
20 | P a g e
RESEARCH METHODOLOGY
“Research is simply a systematic and refined technique of thinking, employing
specialized tools, instruments, and procedures in order to obtain a more
adequate solution of a problem than would be possible under ordinary means. It
starts with a problem, collects data or facts, analysis these critically and reaches
decisions based on the actual evidence. It evolves original work instead of mere
exercise of personal. It evolves from a genuine desire to know rather than a desire
to prove something. It is quantitative, seeking to know not only what but how
much, and measurement is therefore, a central feature of it.”
PRIMARY DATA:
Those data that have been observed and recorded by the researcher for the first
time in their knowledge.
Sources:
Questionnaire Bank visit
SECONDARY DATA:
Those data that have been compiled by some agency other than user.
Sources:
Company profile Magazine
Internet
21 | P a g e
DATA ANALYSIS (Sample size 60)
21%
what do you expect
from a Performance
21% 58% Appraisal Salary
Administration &
Benefits
22 | P a g e
2] Do you know what exactly is expected from you at work?
YES 51 85%
NO 7 11%
23 | P a g e
3] Are you satisfied with the appraisal system?
1 3 5%
2 15 25%
3 21 35%
4 18 30%
5 2 3%
7% 1
33% 13%
2
20%
3
27% 4
5
24 | P a g e
4] Are you aware of performance ratings?
YES 49 81.67%
NO 7 11.67%
13%
Yes
87% No
25 | P a g e
5] Timing of Appraisal?
Monthly 3 5%
Quarterly 11 18.33%
Half Yearly 14 23.33%
Annual 26 48.33%
Anytime 1 1.67%
Appraisal Timing
2%
6%
20%
Monthly
47% Quartely
Half Yearly
25% Annual
Anytime
26 | P a g e
6] What are the functions being performed by performance management in
your banks?
27 | P a g e
7] Does the credibility of Appraiser affect performance appraisal system?
YES 43 71.67%
NO 13 21.67%
23%
Yes
77% No
28 | P a g e
8] Is there a complaint channel for the employees who are dissatisfied with the
performance appraisal system?
YES 43 71.67%
NO 19 31.67%
31%
Yes
69% No
29 | P a g e
9] How do you find the business environment for banking sector?
5%
Highly competitive
40%
55% Competitive
Low competitive
No Competition
30 | P a g e
10] Is 360 degree performance appraisal system undertaken in the
organisation?
YES 22 36.67%
NO 32 53.33%
41%
Yes
59%
No
31 | P a g e
FINDINGS AND RECOMMENDATION
32 | P a g e
Conclusion:
Hence we can again say that the public sector’s hierarchical structure gives
preference to seniority over performance. Performance appraisal in Government
Organizations is not directly linked to rewards and on the other hand it is very
beneficial in improving employee’s motivation, their satisfaction level and further
performance which will finally lead to customer satisfaction and overall bank’s
performance
2. Most of the employees know who will conduct the appraisal and when it will
be conducted, but reaching the knowledge of appraisal system to every
employee is required.
4. Employees are feeling the performance appraisal technique will gives the
good result if the utilization is implemented perfectly.
5. The chance for improving the self-appraisal should be more because 45% of
the employee feels there is no chance for self-appraisal; it will increase
potential to the organization.
6. Proper feedback should be given to the management cadre staff at fixed time
periods, so that the employee increase the performance based on their
remarks.
33 | P a g e
7. Training and counseling classes are less in according to the data; it should be
improved for the befit of the organization goals and effective training and
development programs should be held.
9. Employees are facing some problem with decision making in the work culture
and free hand in decision making.
10. Performance appraisal system should be extensively used in job rotation and
up gradation of basic qualification of all workers to be taken in future based
on their performance.
11. Uniform growth is required in the salaries and promotions, because it will
gives the employee satisfaction in high level which is for the achievement of
the organization.
34 | P a g e
SUGGESTIONS AND POLICY IMPLICATIONS:
Based on findings emerged from the analysis of the data collected through
questionnaires and interacting with the management officials of the public and
private sector banks, the following suggestions are offered to improve the HRM as
prevalent in banks.
2. Banks should establish a high power HRM Committee at the corporate level.
Alternatives, the form and the scope of the Training Advisory Committee will
meet at least once in 3 months. HRM task force at various levels may also be
set up to implement various HRM measures as are initiated and approved by
the HRM Committee.
4. The HRM surveys should be carried out in the banks every 3 years and findings
of these surveys should be interpreted and suitable HRM interventions should
be made. The suggestions emerging from these surveys need to be examined
and followed up seriously.
35 | P a g e
6. Visiting faculty(with some behavioural science background) should be made
to visit all the branches over a period of time, by giving advance notice to the
branches and inviting questions and suggestions about the day-to-day
problems. These could be discussed in a brainstorming session at the
branches with a view to letting out pent up feelings if not for immediately
solving them. This should be followed up suitable communication from
controllers.
10. The system of reward and punishment should be made more clear and
transparent while there should be an institutionalized system for calling
periodical information, good work done by staff for prompt appreciations of
their deeds and punishment to the erring employees should be quick and
proper to serve as a deterrent to others.
11. A thorough and scientific screening of the participants should be done before
selecting employees for training so that the right types of personnel are
selected for the right type of training.
36 | P a g e
12. The development oriented PAS should be integrated with the entire HRM
system of the organization. The appraisal data should be used not only for
promotion decisions but also identification of staff training needs, job
placements, job enrichment and enlargement, talent spotting and career
planning.
13. A basic commitment and willingness on the part of the management and
employees along with sustained planning efforts are required for the entry of
computer in Indian banks. Bank managers should be prepared to manage the
people so that right type of data can be used in the computer at the right
time.
37 | P a g e
BIBLIOGRAPHY
BOOKS:
WEBSITE :
www.google.co.in
www.personnel.online.com
www.humanmatrics.com
38 | P a g e
Questionnaire
Name: Bank:
1. What do you expect from a Performance Appraisal?
Salary Administration and Benefits Guideline for Training Plan
An insight into your strengths and weakness
2. Do you know what exactly is expected from you at work?
a. Yes b. No
3. Are you satisfied with the appraisal system? (1 = Least satisfied; 5 = Most satisfied)
1 2 3 4 5
4. Are you aware of performance ratings?
a. Yes b. No
5. Timing of Appraisals
a. Monthly b. Quarterly c. Half Yearly
d. Annual e. Anytime
6. What are the functions being performed by performance management in your bank?
Setting Goals &Performance Standards Communication, Coaching, Feedback
Performance Appraisal Development Planning for Future
7. Does the credibility of Appraiser affect the Performance Appraisal System?
a. Yes b. No
8. Is there a complaint channel for the employees who are dissatisfied with the performance
appraisal system?
a. Yes b. No
9. How do you find the business environment for banking sector?
a. Highly Competitive b. Competitive
c. Low Competitive c. No Competition
10. Is 360 degree performance appraisal system undertaken in the organisation?
a. Yes b. No
11. What pleased you most about the evaluation?
39 | P a g e