varnika final report

SYNOPSIS

A

RESEARCH REPORTON

Analysis of Performance Appraisal System of Employees in the Banking Sector(A comparative study of public and private sector banks)

Submitted to:

KURUKSHETRA UNIVERSITY KURUKSHETRA

In the partial fulfillment for the Degree of

MASTER OF BUSINESS ADMINISTRATION

(MBA)

Session (2011-13)Under the supervision of:

Submitted By:

Mr. Mukesh Goel Jasbir Lecturer

MBA (4th Sem)MBA, Deptt.

Univ. Roll.B.N.S. JANTA INSTITUTE OF MANAGEMENT & TECHNOLOGY, MUSTAFABAD YAMUNA NAGAR PREFACE

Practical knowledge is an important part of theoretical studies. Any professional degree remains incomplete without practical exposure. The students are required to develop deep into the intricacies of the human resource related activities.

It covers all that which remains uncovered in the classroom. It offers all that which remains an invaluable treasure of experience. It offers an exposure to practical of management of business organization. As we know well that practical knowledge plays an important role in future building of an individual. One can easily overcome the fear from that life in which he has to join as a member after sometime. Just theoretically knowledge is not sufficient for the success of an individual to one should have practical knowledge about theory of general life.

Learning is like eating food. It is not how much one eats that matters, what counts are how much you digest. Knowledge is potential power wisdom is real power. Knowledge becomes poor only when it is acted upon.

The research and methodology includes the research procedure, research, research design, sample design, data collection and finally limitations of study. The methods used for conducting survey are by preparing a structured questionnaire and then taking the views of respective respondents. The analysis of the research data is done with the help of tabulation and diagrammatic representation of data in respect to attitude of people towards respective facilities.

In last the findings and suggestions, which came out after going through the whole survey of the organization are mentioned.

Jasbir ACKNOWLEDGEMENT

My sincere thanks to Mr. Devinder Singh, Director for his valuable guidance and providing me an opportunity to do this project. Without his assistance this project would not have completed. This project was a great source of learning and as it has made me aware of the way in which various methods being used in the Indian Banking Industry.I am extremely grateful to Ms. Mukesh Goel my faculty guide for the project, who despite his busy schedule, was always there to guide me.

I am also obliged by my fellow friends who helped me and provided assistance with all relevant information and details required for smoothen functioning without which this project could not have been a success.Jasbir DECLARATIONThis is to certify that I Jasbir the student of S.P.S. Janta Institute of Management & Technology (Mustafabad), Yamuna Nagar studying in MBA (4th Sem.) here by declare that the Project titled Analysis of Performance Appraisal System of Employees in the Banking Sector (A comparative study of public and private sector banks) as assigned by the Institute for partial fulfillment of degree of Master of Business Administration (MBA) to KURUKSHETRA UNIVERSITY, KURKUKSHETRA. I solemnly declared that the work done by me is original and complete to the best of my knowledge and belief. No copy of it has been submitted to any other University for award of any other degree/diploma/fellowship or on similar title.

Jasbir EXECUTIVE SUMMARYPerformance Appraisal

Performance appraisal (or evaluation) is the HRM activity used to determine the extent on which the employees are performing the job effectively. Performance appraisal can be either

Informal, when supervisors think about how well the employees are doing and Formal, when there is a system set up by the organization to regularly and systematically evaluate employee performance. In the following we are referring to formal performance appraisal.

Objective of the Study:

To make a comparative study of the methods used in Public and Private Sector.

To find out the effective method used by both the sectors.

To find out on what basis Appraisal is done.

RESEARCH METHODOLOGY

RESEARCH TYPE: Descriptive

SAMPALE SIZE : 50

UNIVERSE : Kaithal, ChandigarhFINDINGS

Both the Public sector banks and Private sector Banks follows the Formal method of appraisal

The employees of both the sectors of banks are Satisfied with employers feedback provided to them regarding their Appraisal.

There is a provision of Self Appraisal Method for employees to judge their own performance.CONTENTSPARTICULARS

page no. Certificate from the internal guide`

Preface

2 Acknowledgement

3 Declaration

4 Executive Summary

5 Introduction to the Project

7 Literature Review

12 Company Profile

14 Objectives

42 Research Methodology

43 Data Analysis and Interpretation

44 Findings

61 Suggestions & Recommendations

62 Conclusion

64 Questionnaire

65 Annexure

67 Bibliography

72INTRODUCTIONINTRODUCTION TO THE TOPIC Performance Appraisal

Performance appraisal (or evaluation) is the HRM activity used to determine the extent on which the employees are performing the job effectively. Performance appraisal can be either

Informal, when supervisors think about how well the employees are doing and Formal, when there is a system set up by the organization to regularly and systematically evaluate employee performance. In the following we are referring to formal performance appraisal.Why using performance appraisal Developmental purposes: it helps to clarify the necessity and the effectiveness of the training programs; Reward purposes: helps in determining who should receive rewards and who should be laid off; Motivational purposes: stimulates effort to perform better; Legal compliance: it provides legally defensible reason for making promotion, transfer, reward and discharge decisions; Human resource and employee planning purposes: it serves as a valuable input to skills inventories and human resource planning; Compensation: helps to identify what to pay and what will serve as an equitable monetary package; Communication purposes: the rater and ratee get to know each other through communication;

HRM research purposes: it can be used to validate selection tools, such as a testing program.Performance appraisals are also effective and useful during the beginning period of employment at set intervals or when an employee changes job duties. Suggested time periods include three and six month appraisals during this time the employee is learning the expectations of the job and the company.Approaches to Performance Appraisals

There have been two prevalent approaches to performance appraisal. The first approach has been the traditional approach. This approach has also been known as the organizational or overall approach. The traditional approach has been primarily concerned with the overall organization and has been involved with past performance.

The second approach to performance appraisal has been the developmental approach. This approach viewed the employees as individuals and has been forward looking through the use of goal setting.

Models of feedback

A useful model in which to apply feedback is known as B.O.F.F or BOFFBehavior - describe the behavior you wish to provide feedback on Outcome - describe the result of the behavior in question Feeling - how the behavior / result made you feel Future - what you expect in the future.

INTRODUCTION ABOUT THE PROJECT

History of Performance Appraisal:

The history of performance appraisal is quite brief.Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management.

As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago.Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession!

There is, says Dulewicz (1989), "a basic human tendency to make judgements about those one is working with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily.

The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate.

Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified.

The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed.

For example, early motivational researchers were aware that different people with roughly equal work abilities could be paid the same amount of money and yet have quite different levels of motivation and performance.

As a result, the traditional emphasis on reward outcomes was progressively rejected. In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and development was gradually recognized. The general model of performance appraisal, as it is known today, began from that time.

Performance appraisal is a regular review of employee performance within organizations.

First, let's be sure about what we mean by performance appraisal. W.R. Tracey (1991) defines performance appraisal as a "systematic, periodic review and analysis of employees' performance. It's important to be clear about how performance appraisal differs from performance management, i.e., "a means of maintaining and improving work behaviour...daily, year-round..."Performance appraisals are used for many purposes, including:

deciding promotions

determining transfers

making termination decisions

identifying training needs

identifying skill and competency deficits

providing employee feedback

determining reward allocations

LITERATURE REVIEWREVIEW OF LITERATUREAfter an employee has been selected for a job, has been trained to do it and has worked on it for a period of time, his performance should be evaluated. Performance Evaluation or Appraisal is the process of deciding how employees do their jobs. Performance here refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job requirements. Often the term is confused with efforts, which means energy expended and used in a wrong sense. Performance is always measured in terms of results. A bank employee, for example, may exert a great deal of effort while preparing for the CAIIB examination but manages to get a poor grade. In this case the effort expended is high but performance is low.

An example of various appraisal factor used by various company in India:

Indian Tabacco CompanyA.C.C. Ltd.I.O.C. Ltd. Sandoz (India) Ltd.Union Carbide of India Ltd.

Ability to plan, delegate, control and coordinate

Ability to take decision Job Knowledge Quantity of work Job knowledge

Knowledge of job Leadership Quality and dependabilityAvailability of work Work output

Clarity about ObjectivesOrganising abilityQuantity of work Availability of work Work output

Cost consciousness and results Understanding and conformity with policy Planning, organizing and controlling Knowledge of work Ability of handle people

Power of expression, written & verbalJudgmentDeveloping peopleInitiative Judgment

Decision-making Employee relationship Cost consciousness Dependability Ability of communicate

Comprehension Delegation Intelligence and decision-making Personality Creativity

Introduction about the Banking Sector of India

History of Banking In IndiaWithout a sound and effective banking system in India it cannot have a healthy economy. The banking system of India should not only be hassle free but it should be able to meet new challenges posed by the technology and any other external and internal factors.For the past three decades India's banking system has several outstanding achievements to its credit. The most striking is its extensive reach. It is no longer confined to only metropolitans or cosmopolitans in India. In fact, Indian banking system has reached even to the remote corners of the country. This is one of the main reason of India's growth process.The government's regular policy for Indian bank since 1969 has paid rich dividends with the nationalization of 14 major private banks of India.Not long ago, an account holder had to wait for hours at the bank counters for getting a draft or for withdrawing his own money. Today, he has a choice. Gone are days when the most efficient bank transferred money from one branch to other in two days. Now it is simple as instant messaging or dial a pizza. Money have become the order of the day.The first bank in India, though conservative, was established in 1786. From 1786 till today, the journey of Indian Banking System can be segregated into three distinct phases. They are as mentioned below:

Early phase from 1786 to 1969 of Indian Banks

Nationalisation of Indian Banks and up to 1991 prior to Indian banking sector Reforms.

New phase of Indian Banking System with the advent of Indian Financial & Banking Sector Reforms after 1991.

To make this write-up more explanatory, I prefix the scenario as Phase I, Phase II and Phase III.

Phase IThe General Bank of India was set up in the year 1786. Next came Bank of Hindustan and Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of Bombay (1840) and Bank of Madras (1843) as independent units and called it Presidency Banks. These three banks were amalgamated in 1920 and Imperial Bank of India was established which started as private shareholders banks, mostly Europeans shareholders.In 1865 Allahabad Bank was established and first time exclusively by Indians, Punjab National Bank Ltd. was set up in 1894 with headquarters at Lahore. Between 1906 and 1913, Bank of India, Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank, and Bank of Mysore were set up. Reserve Bank of India came in 1935.

During the first phase the growth was very slow and banks also experienced periodic failures between 1913 and 1948. There were approximately 1100 banks, mostly small. To streamline the functioning and activities of commercial banks, the Government of India came up with The Banking Companies Act, 1949 which was later changed to Banking Regulation Act 1949 as per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of India was vested with extensive powers for the supervision of banking in india as the Central Banking Authority.Phase IIGovernment took major steps in this Indian Banking Sector Reform after independence. In 1955, it nationalized Imperial Bank of India with extensive banking facilities on a large scale specially in rural and semi-urban areas. It formed State Bank of india to act as the principal agent of RBI and to handle banking transactions of the Union and State Governments all over the country.

Seven banks forming subsidiary of State Bank of India was nationalized in 1960 on 19th July, 1969, major process of nationalisation was carried out. It was the effort of the then Prime Minister of India, Mrs. Indira Gandhi. 14 major commercial banks in the country was nationalized.Second phase of nationalization Indian Banking Sector Reform was carried out in 1980 with seven more banks. This step brought 80% of the banking segment in India under Government ownership. The following are the steps taken by the Government of India to Regulate Banking Institutions in the Country:

1949 : Enactment of Banking Regulation Act.

1955 : Nationalization of State Bank of India.

1959 : Nationalization of SBI subsidiaries.

1961 : Insurance cover extended to deposits.

1969 : Nationalization of 14 major banks.

1971 : Creation of credit guarantee corporation.

1975 : Creation of regional rural banks.

1980 : Nationalization of seven banks with deposits over 200 crore.

After the nationalization of banks, the branches of the public sector bank India rose to approximately 800% in deposits and advances took a huge jump by 11,000%.

Banking in the sunshine of Government ownership gave the public implicit faith and immense confidence about the sustainability of these institutions.Phase IIIThis phase has introduced many more products and facilities in the banking sector in its reforms measure. In 1991, under the chairmanship of M Narasimham, a committee was set up by his name which worked for the liberalisation of banking practices.

The financial system of India has shown a great deal of resilience. It is sheltered from any crisis triggered by any external macroeconomics shock as other East Asian Countries suffered. This is all due to a flexible exchange rate regime, the foreign reserves are high, the capital account is not yet fully convertible, and banks and their customers have limited foreign exchange exposure.

Banking Industry as of now

The use of technology has placed Indian banks at par with their global peers. It has also changed the way banking is done in India. Anywhere banking and Anytime banking have become a reality. The financial sector now operates in a more competitive environment than before and intermediates relatively large volume of international financial flows and so giving rise to new trends n growth.New Trends

The Indian banking industry is currently in a transition phase. On the one hand, the public sector banks, which are the mainstay of the Indian banking system, are in the process of consolidating their position by capitalising on the strength of their huge networks and customer bases. On the other, the private sector banks are venturing into a whole new game of mergers and acquisitions to expand their bases.

The system is slowly moving from a regime of large number of small banks to small number of large banks. The new era will be one of consolidation around identified core competencies.

In India, one of the largest financial institutions, ICICI, took the lead towards universal banking with its reverse merger with ICICI Bank a couple of years ago. Another mega financial institution, IDBI, has also adopted the same strategy and has already transformed itself into a universal bank. This trend may lead to promoting the concept of a financial super market chain, making available all types of credit and non-fund facilities under one roof or specialised subsidiaries under one umbrella organization.

Growth statistics

Scheduled Commercial Banks (SCBs) in India are categorised into five different groups according to their ownership and / or nature of operation. These bank groups are (i) State Bank of India and its associates (ii) other nationalised banks (iii) regional rural banks(iv) foreign banks and (v) other Indian SCBs (in the private sector).

The banking sector witnessed strong growth in deposits and advances during the year 2004-05. As of March 2005, the number of commercial banks stood at 289. The aggregate deposits of SCBs increased from US$ 331 billion in March 2004 to US$ 374 billion in March 2005; credit increased from US$ 185 billion to US$ 242 billion; and investments swelled from US$ 149 billion to US$ 162 billion.

Net domestic credit in the banking system has witnessed a steady increase of 17.5 per cent from US$ 445 billion on January 21, 2005 to US$ 523 billion on January 20, 2006. The growth in net domestic credit during the current financial year up to January 20, 2006 was 14.4 per cent.

Nationalised banks were the largest contributors to total bank credit at 47.8 per cent as of September 2005. While foreign banks' contribution to total bank credit was low at 6.7 per cent, the contribution of State Bank of India and its associates accounted for 23.8 per cent of the total bank credit. Credit extended by other SCBs stood at 18.9 per cent.

Banks and consumer finance Indian banks, particularly private banks, are riding high on the retail business. ICICI Bank and HDFC Bank have witnessed over 70 per cent year-on-year growth in retail loan assets in the second quarter of 2005-06. Annual revenues in the domestic retail banking market are expected to more than double to US$ 16.5 billion by 2010 from about US$ 6.4 billion at present, says a McKinsey study.

Foreign banks are working on expanding their bases in the country. The Ministry of Finance and Reserve Bank of India have agreed to allow foreign banks to open 20 branches a year as against 12 now. At present, 40 odd foreign banks have over 225 branches in India. At the end of 2004-05, the total assets of foreign banks aggregated US$ 30 billion or 6.9 per cent of the assets of all scheduled commercial banks. They will also be allowed 74 per cent stake in private banks. After 2009, the local subsidiaries of foreign banks will be treated on par with domestic banks.

The Indian Banking industry, which is governed by the Banking Regulation Act of India, 1949 can be broadly classified into two major categories, non-scheduled banks and scheduled banks. Scheduled banks comprise commercial banks and the co-operative banks. In terms of ownership, commercial banks can be further grouped into nationalized banks, the State Bank of India and its group banks, regional rural banks and private sector banks (the old/ new domestic and foreign). These banks have over 67,000 branches spread across the country. This report covers the industry.According to an analysis on Banking Industry in India,report provides there are 27 Public sector banks, 31 Private banks and 29 Foreign banks. The Indian banking sector is headed for consolidation. The presence of many regional players will see few banks emerging as global competitors.

Many banks have also taken steps to provide specialised training and knowledge sharing programmes, incentives for better performance evaluated on certain parameters, efficient performance appraisal, better promotion opportunities to deserving employees and creating an enabling working environment. Some banks are giving to young and deserving employees preference in promotion unlike earlier when everybody used to get a time-bound promotion irrespective of their performancePublic Sector Bank:

Among the Public Sector Banks in India, United Bank of India is one of the 14 major banks which were nationalised on July 19, 1969. Its predecessor, in the Public Sector Banks, the United Bank of India Ltd., was formed in 1950 with the amalgamation of four banks viz. Comilla Banking Corporation Ltd. (1914), Bengal Central Bank Ltd. (1918), Comilla Union Bank Ltd. (1922) and Hooghly Bank Ltd. (1932).Oriental Bank of Commerce (OBC), a Governmet of India Undertaking offers Domestic, NRI and Commercial banking services. OBC is implementing a GRAMEEN PROJECT in Dehradun District (UP) and Hanumangarh District (Raiasthan) disbursing small loans. This Public Secotor Bank India has implemented 14 point action plan for strengthening of credit delivery to women and has designated 5 branches as specialized branches for women entrepreneurs

The following are the list of Public Sector Banks in India

Allahabad Bank

Union Bank of India

Andhra Bank

Bank of Baroda

Bank of India

Bank of Maharastra

Canara Bank

Central Bank of India

Corporation Bank

Dena Bank

Indian Bank

Indian Overseas Bank

Oriental Bank of Commerce

Punjab & Sind Bank

Private sector bank

Top of Form

Bottom of Form

Private banking in India was practiced since the begining of banking system in India. The first private bank in India to be set up in Private Sector Banks in India was IndusInd Bank. It is one of the fastest growing Bank Private Sector Banks in India. IDBI ranks the tength largest development bank in the world as Private Banks in India and has promoted a world class institutions in India.The first Private Bank in India to receive an in principle approval from the Reserve Bank of India was Housing Development Finance Corporation Limited, to set up a bank in the private sector banks in India as part of the RBI's liberalisation of the Indian Banking Industry. It was incorporated in August 1994 as HDFC Bank Limited with registered office in Mumbai and commenced operations as Scheduled Commercial Bank in January 1995.

ING Vysya, yet another Private Bank of India was incorporated in the year 1930. Bangalore has a pride of place for having the first branch inception in the year 1934. With successive years of patronage and constantly setting new standards in banking, ING Vysya Bank has many credits to its account.

List of Private Banks in India

Centurion Bank

City Union Bank

Development Credit Bank

Federal Bank

HDFC Bank

ICICI Bank

ING Vyas Bank Jammu & Kashmir Bank

Karnataka Bank

South Indian Bank

United Western Bank

AXIS BankNeed of the Performance Appraisal:

Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feedback into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Each staff member is appraised by their line manager. (Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization). Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals data feeds into organizational annual pay and grading reviews, and coincides with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning. Performance appraisals are important for staff motivation, attitude and behaviour development, communicating organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. In short, performance and job appraisals are vital for managing the performance of people and organizations.

Effective performance appraisal

Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment.

The formal annual performance appraisal is generally the over-riding instrument which gathers and reviews all other performance data for the previous year.

Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('bollocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.

PERFORMANCE APPRAISAL PROCESS

Establishing performance Standards:

The appraisal process begins with the setting up of criteria to be used for appraising the performance of employees. The criteria is specified with the help of job analysis which reveals the contents a job.Communicating the Standards:

The performance standards specified in the first step are communicated and explained to the employees so that they come to know what is expected of them. The standards should be conveyed to the evaluator.

Measuring Performance:

Once the performance standard are specified and accepted, the next stage is the measurement of actual performance. This requires choosing the right technique of measurement, identifying the internal and external factors influening performance and collecting information on results achieved.

Comparing the Actual with the Standards

Actual performance is compared with the predetermined performance standards. Such comparison will reveal the deviations which may be positive or negative.

Discussing the Appraisal:

The results of the appraisal are communicated to and discussed with the employees. Along with the deviations te reasons behind them are also analysed and discussed. Such discussion will enable an employee to know his weaknesses and strengths.

Taking corrective Actions:Through mutual discussions with employees, the steps required to improve performance are identified and initiated .Training , coaching, counseling, etc. are examples of corrective actions that help to improve performance.Methods of Performance Appraisal

There are mainly two methods of appraising the performance of the employees. They are

I Traditional Method

II Modern method

Types of Traditional Method:

1) Global essay and rating system

This method has two variations.

1.) The first variation of this method involves a manager writing an essay about what they consider to be an overall assessment of an employee's performance. It is important to note that nothing obligates the manager to justify anything within their assessment.

2.) The second variation has the manager rating the employee using a list of terms such as "above average; fair; or poor." 2) Trait RatingAt the center of this method is a list of personality/ disposition traits to which the appraiser must assign a numerical rating or a descriptive rating of adjectives. Traits may include items such as cooperation, motivation, flexibility, and attitude.

3)Peer ranking

In the peer ranking approach, the manager is typically asked to assess the overall performance of an employee by ranking them in relation to other employees.

Some attempted to deal with the inherent subjectivity of this method by usinga forced-ranking method, which meant distributing ratings so they conformed to a normal distribution curve. But as T. Peters (1987) points out, this means creating a statistical imperative to evaluate a pre-determined portion of employees as losers. 4) Critical Incidents ApproachCritical incidents focus the evaluator's attention on those behaviors that are key in making the difference between executing a job effectively and executing it ineffectively.

The manager documents the employee's on-the-job behaviours; separates each behaviour or incident as either unsatisfactory or satisfactory (or some analogous classification scheme), and essentially compares the two categories of incidents, concerned mostly with the higher pile.

Types of Modern Method:

1) Behaviorally based scales and behaviorally anchored rating scales (BARS)BARS use the constituents of critical incidents and graphic rating scales (similar to trait rating except it measures performance factors rather than personality factors).

BARS use careful job analysis to determine the behaviors required for a particular job. The required behavior patterns become "anchors" for a rating scale. Concrete job behavior is displayed from best to worst. For any particular job, BARS involve identifying the complete range of relevant job behaviors, and a design of the appropriate performance dimensions.

2) Objectives and goal-setting procedures (MBO)The principle behind this approach is to compare expected performance with actual performance. This approach was devised as a method of incorporating performance planning into performance appraisal. In essence, the manager, or manager and employee decide which goals must be achieved by the employee. The goals are connected to a time schedule, are specific and measurable, and become the measure of the employee's performance. Typically, the goals are established at the beginning of the appraisal period and measured at the end of the appraisal period.

3) 360 Degree AppraisalTypically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development, and

customer service, the emphasis has shifted to employee feedback from the full circle of sources depicted in the diagram below. This multiple-input approach to performance feedback is sometimes called 360-degree assessment to connote that full circle.

Peer, Internal customer, Subordinate

Self

Peer, External Customer, SuperiorThe circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and ones self.

It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and mission must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a supervisors performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the teams or agencys results. The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate.SOURCES:

SUPERIORS

Evaluations by superiors are the most traditional source of employee feedback.

This form of evaluation includes both the ratings of individuals by supervisors

on elements in an employees performance plan and the evaluation of programs and teams by senior managers.

SELF-ASSESSMENTThis form of performance information is actually quite common but usually

used only as an informal part of the supervisor-employee appraisal feedback

session. Supervisors frequently open the discussion with: How do you feel

you have performed? In a somewhat more formal approach, supervisors ask employees to identify the key accomplishments they feel best represent their performance in critical and non-critical performance elements.

In a 360-degree approach, if self-ratings are going to be included, structured forms and formal procedures are recommended.

PEERS

With downsizing and reduced hierarchies in organizations, as well as the increasing use of teams and group accountability, peers are often the most relevant evaluators of their Colleagues performance. Peers have a unique perspective on a co-workers job performance and employees are generally very receptive to the concept of rating each other. Peer ratings can be used when the employees expertise is known or the performance and results can be observed. There are both significant contributions and serious pitfalls that must be carefully considered before including this type of feedback in a multifaceted appraisal program.SUBORDINATESAn upward-appraisal process or feedback survey (sometimes referred to as a SAM,

for Subordinates Appraising Managers) is among the most significant and yet controversial features of a full circle performance evaluation program. Both managers being appraised and their own superiors agree that subordinates have a unique, often essential, perspective. The subordinate ratings provide particularly valuable data on performance elements concerning managerial and supervisory behaviors. However, there is usually great reluctance, even fear, concerning implementation of this rating dimension. On balance, the contributions can outweigh the concerns if the precautions noted below are addressed.

CUSTOMERS

Internal customers are defined as users of products or services supplied by another employee or group within the agency or organization. External customers are outside the organization and include, but are not limited to, the general public.

Other Informal Method of appraising Performance:

Direct Interview:

Holding regular informal one-to-one review meetings greatly reduces the pressure and time required for the annual formal appraisal meeting. Holding informal reviews every month is ideal all staff.

There are several benefits of reviewing frequently and informally:

The manager is better informed and more up-to-date with his or her people's activities (and more in touch with what lies beyond, e.g., customers, suppliers, competitors, markets, etc)

Difficult issues can be identified, discussed and resolved quickly, before they become more serious.

Help can be given more readily - people rarely ask unless they see a good opportunity to do so - the regular informal review provides just this.

Assignments, tasks and objectives can be agreed completed and reviewed quickly - leaving actions more than a few weeks reduces completion rates significantly for all but the most senior and experienced people.

Objectives, direction, and purpose is more up-to-date - modern organizations demand more flexibility than a single annual review allows - priorities often change through the year, so people need to be re-directed and re-focused.

Training and development actions can be broken down into smaller more digestible chunks, increasing success rates and motivational effect as a result.

The 'fear factor', often associated by many with formal appraisals, is greatly reduced because people become more comfortable with the review process.

Relationships and mutual understanding develops more quickly with greater frequency of meetings between manager and staff member.

Staff members can be better prepared for the formal appraisal, giving better results, and saving management time.

OTHER GUIDELINES FOR ORGANIZATIONAL APPRAISALS PLANNING

Other than for directors, complex or difficult appraisals, appraisal meetings should not be 3 hour marathon sessions - this daft situation happens when boss and subordinate never sit down together one-to-one other than for the annual appraisal. If you only talk properly with someone once a year no wonder it takes all afternoon...

Boss and subordinate should ideally sit down one-to-one monthly (or at worse, quarterly, for the more mature, self-sufficient people), to review activity, ideas, performance, progress, etc., which makes the annual appraisal really easy when it comes around, and manageable in an hour or 90 minutes maximum.

Use of a good appraisal form including self-assessment elements is essential for well organized appraisals.

Ensure that appraisers and appraises understand that they must prepare in advance or you're looking at 3 hour marathons again.

Training for appraisers and appraises on how to use the appraisals process properly is very helpful obviously, especially taking a more modern view of what makes people effective and valuable to employers, and how to encourage this development, which relates to developing the whole person, in the direction they want to go, not just job skills, as explained earlier in this section.

Individuals can then receive an additional increase on top of this according to criteria agreed before the start of the year (at their last appraisal) based on performance, achievement of targets, job-grade advancement, qualifications attained, training aims achieved, and any other performance levers that it is sensible, fair and practicable to incentives.

The rationale for these individual awards must be established and budgeted for by the board, circulated, and explained to all staff via managers.

Whilst not always easy or practicable to design and implement, arguably the best collective annual pay increase mechanism is one that effectively rewards everyone directly and transparently for corporate performance, ie, 'profit share' in spirit, based on the whole organization and a business unit/department to which they relate, plus an individual performance-linked award based on the sort of levers mentioned above. It's about people believing that they are all part of the group effort, pulling together, and all enjoying a share of the success. Profit share deals just for directors are rightly regarded by most staff as elitist, exclusive, and divisive. If you want your people to give you 100%, include them in as many reward schemes as you can.

Appraisals and training planning

Where appraisals coincide with year-end, training department must not rely exclusively on appraisals data for training planning (the data arrives too late to be used for training planning for the next year quarter 1 and probably quarter 2).

Training planning must work from data (based on audits, analyses, manager inputs, questionnaires, market and legislative drivers, etc) gathered/received earlier during the year.

Training planning by its nature is a rolling activity and thought needs to be given to how best to manage the data-gathering and analysis (including the vital details from staff appraisals), training planning activity, and integrating the costs and budgeting within the corporate trading planning process.

A COMPARITIVE STUDY

Private sector Banks Vs Public sector Banks

Public Sector Banks:

i) PUNJAB NATIONAL BANK

ii) BANK OF INDIA

Private Sector Banks:

i) ICICI BANK

ii) AXIS BANK

Punjab National Bank In India (PNB)With its presence virtually in all the important centres of the country, Punjab National Bank offers a wide variety of banking services which include corporate and personal banking, industrial finance, agricultural finance, financing of trade and international banking. Among the clients of the Bank are Indian conglomerates, medium and small industrial units, exporters, non-resident Indians and multinational companies. The large presence and vast resource base have helped the Bank to build strong links with trade and industry.Punjab National Bank is serving over 3.5 crore customers through 4525

At the same time, the bank has been conscious of its social responsibilities by financing agriculture and allied activities and small scale industries (SSI). Considering the importance of small scale industries bank has established 31 specialized branches to finance exclusively such industries.

Strong correspondent banking relationship which Punjab National Bank maintains with over 200 leading international banks all over the world.

Keeping in tune with changing times and to provide its customers more efficient and speedy service, the Bank has taken major initiative in the field of computerization. All the Branches of the Bank have been computerized. The Bank has also launched aggressively the concept of "Any Time, Any Where Banking" through the introduction of Centralized Banking Solution (CBS) and over 2409 offices.

Punjab National Bank with 4497 offices and the largest nationalised bank is serving its 3.5 crore customers Punjab National Bank has been ranked 38th amongst top 500 companies by the Economic Times. PNB has earned 9th position among top 50 trusted brands in India. Bank of India

Bank of India, founded on 7th September in the year 1906 was nationalised along with 13 other banks in July 1969. Then its paid-up capital was Rs.50 lakh with only 50 employees and the only office in Mumbai.Today Bank of India has been spread with 2594 branches including 93 specialised branches controlled by 48 Zonal Offices.Bank of India came up with its maiden public issue in the year 1997 and the total number of shareholders stands to 3,17,890 as on 30/06/2004.

Bank of India abroadBank of India was the first Bank in India to open branch office outside the country, at London, in 1946, and even it is the first to open a branch office in Europe, Paris in 1974. The Bank has sizable presence abroad, with a network of 21 branches (including three representative office ) at key banking and financial centres viz.

London

New York

Paris

Tokyo

Hong-Kong

Singapore

The international business accounts for around 20.10% of Bank's total business. Our Mission"to provide superior, proactive banking services to niche markets globally, while providing cost-effective, responsive services to others in our role as a development bank, and in so doing, meet the requirements of our stakeholders".

Our Vision"to become the bank of choice for corporate, medium businesses and up market retail customers and to provide cost effective developmental banking for small business, mass market and rural markets".

ICICI BANK

ICICI Limited, was established in 1955 by the World Bank, the Government of India and the Indian Industry, for the promotion of industrial development in India by giving project and corporate finance to the industries in India.

ICICI Bank has grown from a development bank to a financial conglomerate and has become one of the largest public financial institutions in India. ICICI Bank has financed all the major sectors of the economy, covering 6,848 companies and 16,851 projects. As of March 31, 2000, ICICI had disbursed a total of Rs. 1,13,070 crores, since inception.ICICI Bank Fact Files Total assets : Rs.146,214 crore (December 31, 2004)Network : 530 branchesATMs : Over 1,880Abaroad Subsidiaries : United Kingdom and CanadaAbroad branches : Singapore and BahrainRepresentative offices : United States, China, United Arab Emirates, Bangladesh and South Africa.

OVERVIEW

ICICI Bank is India's second-largest bank with total assets of about Rs. 2,513.89 bn (US$ 56.3 bn) at March 31, 2006 and profit after tax of Rs. 25.40 bn (US$ 569 mn) for the year ended March 31, 2006 (Rs. 20.05 bn (US$ 449 mn) for the year ended March 31, 2005). ICICI Bank has a network of about 614 branches and extension counters and over 2,200 ATMs. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. ICICI Bank set up its international banking group in fiscal 2002 to cater to the cross border needs of clients and leverage on its domestic banking strengths to offer products internationally. ICICI Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in Singapore, Bahrain, Hong Kong, Sri Lanka and Dubai International Finance Centre and representative offices in the United States, United Arab Emirates, China etc

At June 5, 2006, ICICI Bank, with free float market capitalization* of about Rs. 480.00 billion (US$ 10.8 billion) ranked third amongst all the companies listed on the Indian stock exchanges.ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998.

After consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the ICICI group's universal banking strategy. The merger would enhance value for ICICI shareholders through the merged entity's access to low-cost deposits, greater opportunities for earning fee-based income and the ability to participate in the payments system and provide transaction-banking services. In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking operations, both wholesale and retail, have been integrated in a single entity.

AXIS BANK

AXIS Bank was the first of the new private banks to have begun operations in 1994, after the Government of India allowed new private banks to be established. The Bank was promoted jointly by the Administrator of the specified undertaking of the Unit Trust of India (AXIS - I), Life Insurance Corporation of India (LIC) and General Insurance Corporation Ltd. and other four PSU companies, i.e. National Insurance Company Ltd., The New India Assurance Company, The Oriental Insurance Corporation and United Insurance Company Ltd. The Bank today is capitalized to the extent of Rs. 281.46 Crores with the public holding (other than promoters) at 56.86 %.

The Bank's Registered Office is at Ahmedabad and its Central Office is located at Mumbai. Presently the Bank has a very wide network of more than 510 branch offices and Extension Counters. The Bank has a network of over 2200 ATMs providing 24hrs a day banking convenience to its customers. This is one of the largest ATM networks in the country.Objective of the Study:

1. To make a comparative study of the methods used in Public and Private Sector.

2. To find out the effective method of performance Appraisal used by both the sectors.

3. To find out different Method of measuring performance Appraisal.Research Methodology

Type of Research:

Descriptive Research

Type of Data:

Primary Data:

Structured Questionnaire

Personal Interview

Secondary Data:

Internet

Magazines

Books

Sample Design:

Target Population : Senior and Middle level Executives at Punjab National Bank, Bank Of India, ICICI Bank, AXIS Bank Roorkee.Sample Unit

: 4

Sample Size

: 50

Sampling Technique : Random Sampaling Technique

ANALYSIS OF THE DATANOTE: Analysis of questionnaire is taken place on the basis of 50 respondents.

1. Time gap after which the appraisal is being done in the Organization.

No. of RespondentsAnswers in months

04

106

1512

No. of

RespondentsAnswers in months

04

06

2512

In Public Sector the time gap for the appraisal is between 6 to 12 months while in Private sector appraisal is being done after every 12 months.

2.Whether using Online Appraisal system in the organizationResponsesNo. of Respondents

Yes25

No0

ResponsesNo. of Respondents

Yes5

No20

In a poll conducted among senior level executives the Public sector does not use Online appraisal system while in Private sector the use of Online system can be seen.

3. Which data is included in Performance sheet of employees during feedback?


Only Relevant Data0

Data with facts5

Data with facts and Comments15

As per the requirement5


Only Relevant Data10

Data with facts10

Data with facts and Comments5

As per the requirement0

Feedback process in Public sector organizations are based on only relevant elements of performance and data while in Private sector organizations feedback process are based on hardcore facts and data.

4. Which is the most important factor which is considered during appraisal?ResponsesNo. of Respondents

Behavioral5

Job/Target15

Situational0

All the above5


Behavioral10

Job/Target10

Situational0

All the above5

During performance appraisal of an employee maximum emphasis is given purely to target achievements skills in Public sector organizations and in Private sector organizations it is given to achievement of target as well as his behaviors.

5. Performance Appraisal method being used in the organizationMethods AdoptedNo. of Respondents

Rating5

Ranking 0

Paired Comparison 0

Self Appraisal22

360 Degree10

M.B.O10

Methods AdoptedNo. of Respondents

Rating15

Ranking 5

Paired Comparison 0

Self Appraisal20

360 Degree5

M.B.O0

It was found that in Public Sector the most commonly used method is Rating along with 360 Degree Appraisal and also Self Appraisal Technique is the complimentary part of the appraisal system, while in Private Sector 360 Degree Appraisal and M.B.O Method along with Self Appraisal is used.

Note: Dual answers of the same question were also given.

6. Involvement of the peer group of employees, in appraising the employees PerformanceResponsesNo. of Respondents

Yes0

No25


Yes22

No3

Peer Group Rating is not being used in Public Sector while it is one of the main characteristic of Private Sector Organization.

7. Whether conducting the personal interviews after filling up the performance sheets.


Yes5

No20


Yes25

No0

There is no provision of conducting Personal Interview after Performance Appraisal while the Personal Interview is being conducted in Private Sector.

1.Provision of Self Appraisal System in the Organization


Yes20

No5


Yes22

No5

Both the Private and Public Sector Organizations provides the facility of Self Appraisal method.

2.Find any biasness in the appraisal system of the organization.ResponsesNo. of Respondents

Yes13

No12


Yes15

No10

Both the Public and Private Sector Organizations employees feels biasness from the side of Senior Executives in case of Performance Appraisal System in their Organization.

3. How much fair the appraisal system of your organization is?ResponsesNo. of Respondents

Poor5

Average5

Good5

Excellent10


Poor0

Average10

Good10

Excellent5

Public Sector organizations are excellent in fairness regarding the appraisal system while Private Sector organizations lie between average and good appraisal System.

4. Purpose of organization for conducting Performance AppraisalObjectives of AppraisalNo. of Respondents

Improvement in Individual Skills5

Help in Organizational planning5

Promotions10

Training5

Any other0

Objectives of AppraisalNo. of Respondents

Improvement in Individual Skills5

Help in Organizational planning4

Promotions14

Training2

Any other0

Employees of both the Public Sector and Private Sector Banks stated that the main objective of Appraisal in their organization is giving Promotions

5. Satisfaction regarding the appraisal system? ResponseNo. of Respondents

Yes 20

No5

ResponseNo. of Respondents

Yes 15

No10

Public Sector employees are more satisfied with their appraisal system as compared to the employees of Private Sector organizations.

6.Regular feedback for the improvement of appraisal system by the HR Department?ResponsesNo. of Respondents

Yes12

No13


Yes5

No20

In Public Sector organizations HR Department do not take good care of providing feedback to the employees for the improvement of their performance while employees of Private Sector organization feels that proper feedback is being provided to them by their HR Department for the improvement of their performance.

7.Satisfaction of employees regarding the employers feedback.


Yes20

No5


Yes20

No5

Both the employees of Private and Public Sector Banks are equally satisfied with the feedback provided to them by their superiors.

8. Your involvement in your own performance appraisal


Very low Involvement10

Average Involvement15

Full Involvement0


Very low Involvement0

Average Involvement20

Full Involvement5

Public Sector Executives contribute their average involvement in their own appraisal while the involvement of Private Sector Executives ranges between average and high in their own appraisal.

FINDINGS OF THE STUDYThe data based on which appraisal is done includes only relevant data in case of Public Sector Banks while various other facts and comments on the performance are also included in addition with the relevant data in case of Private Sector Banks.

The main Objective of doing the Performance Appraisal is giving the Promotions in case of Private sector Banks while Performance Appraisal System is used for various purposes like Promotions, Help in organization Planning, Individual Development, Imparting Training etc.

Private sector banks use Online Appraisal system while there is absence of online system appraisal system in Public sector Banks.

Peer group rating is being used in Private sector Banks but not in Public sector Banks for appraising the employees.

For providing feedback Public Sector uses Rating Methods and Private Sector uses 360 Degree Method.

Emphasis is given to the Targets Achieved in case of Public Sector whereas Behavioral Factors are also included with the Targets Achieved in case of Private sector Banks for the purpose of Performance Appraisal.

Both the Public sector banks and Private sector Banks follows the Formal method of appraisal

The employees of both the sectors of banks are Satisfied with employers feedback provided to them regarding their Appraisal.

There is a provision of Self Appraisal Method for employees to judge their own performance. RECOMMENDATIONS MADE BY THE BANK EXECUTIVES

Recommendations Made

There should be a single window system.

Proper training procedures should be followed.

Face to face feedbacks should be provided.

Employees should have the right to appeal to higher authorities, in case they are not satisfied.

Professionals from outside should be hired to appraise the strong points and improve upon the weak ones.

LIMITATIONS

Problems Faced

Old methods are still being practiced for doing the performance appraisal of the employees. There is less staff in banks as compare to requirements. No provision of out-sourcing.

Frequent transfers are being made without prior notices it creates problem for the employees who is not willing to move. Shortage of time and resources. Difficulty faced in getting the responses because of their busyness. Lack of knowledge of the respondents and behaviour.CONCLUSION

Performance appraisal has been most discussed topic in relation to management practices for several years. It has generated wide variety of ideas. Performance Appraisal schemes serves many objectives. It is mainly focused on motivational and promotional strategies that permits an employee to learn how well he/she is performing goals and objectives, that specifies what the person should be doing .Team building that allows the participate along with peers and superiors in solving the problems that obstruct his productivity and financial incentives that reward good working . Overall development of the employee takes place during performance appraisal system. And now the methods like 360 degree appraisal and M.B.O(Management By Objective) has come up to provide a better system to appraise the performance of employees.

QUESTIONNAIRE

NAME :

DESIGNATION :

Length of Service:

Q1. State the time gap after which the appraisal is being done?

(a) 4 months (b) 6 months (c) 12 months

Q2. Do you have Online Appraisal system in your organisation?

(a) Yes (b) No

Q3. Which kind of data you include in performance sheet of employees during feedback?

Only relevant data

Data with facts

Data with facts and comments

As per the requirement

Q4. On which attributes of an employee you emphasis the most during appraisal?

Behavioral

Job/target related

Situational

All of the above

Q5. Which Performance Appraisal method is being used in the organization?

Ranking Method

Rating Method

Paired Comparison Method

Self Appraisal Method

MBO Method (Management By Objective)

360 Degree Appraisal

Q6. Do you also involve the peer group of employees, in appraising the employee?

(a) Yes

(b) No

Q7. Do you also conduct the personal interviews after filling up the performance sheets?

Yes

No

Name:

Designation:

Department:

Q1.Do you have provision of Self Appraisal in your organisation?

Yes

No

Q2. Do you feel biasness prevails in the appraisal system of your organization?

Yes

No

Q3. How much fair you feel the appraisal system is in your organization?

(Give points between 1 to 10)

1-3 (poor)

3-5(average)

5-7(good)

7-10(excellent)

Q4. For what purpose your organization conducts performance appraisal?

For giving promotions

For individual development

For improving organizational performance

To get feedback for organizational planning.

For providing Training.

Q5. Are you satisfied with the procedure followed by the organization for appraisal?

Yes

No

Q6. Does the HR deptt. take regular feedback for the improvement of appraisal system?

Yes

No

Q7. Are you satisfied with your employers Feedback?

(a) Yes (b) No

Q8. How much you see yourself involved in your own performance appraisal?

(Rate between 1 to 10)

1-3(very less involved)

4-7(average involvement)

8-10(full involvement).

Performance Appraisal Form

EMPLOYEE PERFORMANCE

APPRAISAL REPORT

This form is used to evaluate the performance of staff employees. Examples of well-written evaluations and summaries of accomplishments are on the Web at http://www.hr.ucdavis.edu/Forms/All/Perf_Eval.

Period covered (month/day/year): from ________ to ________

Employee nameEmployee number

Title code and payroll title

Percent appointment

Personnel program or bargaining unitDepartment

Working title (optional)Length of time in this position

Yes FORMCHECKBOX No FORMCHECKBOX (months:

Supervisor nameSupervised for entire review period?

JOB-RELATED PERFORMANCE: Describe performance during the review period. The evaluation must be based on clearly-defined job functions or performance expectations. The rating in the Supervisor's Recommendation must be supported by the narrative. Use additional sheets if needed.

SUPERVISORS RECOMMENDATION:

I rate s performance for this review period as:

FORMCHECKBOX Meets or Exceeds Expectations

FORMCHECKBOX Does Not Meet Expectations

EMPLOYEE PERFORMANCE APPRAISAL REPORT

2

Employee Name

Page

JOB FUNCTIONS SUPPLEMENT: This section is used to rate each function listed in the employees position description. The percentages must add up to 100% regardless of the percent of time of the appointment. This section is required for employees in the Clerical and Allied Services unit (CX), but optional for other employees unless required by the dean or vice chancellor.

JOB FUNCTION: Percent of Time:

PERFORMANCE EVALUATION: JOB FUNCTION: Percent of Time:



PERFORMANCE EVALUATION: EMPLOYEE PERFORMANCE APPRAISAL REPORT

3

Employee Name

Page

SUPERVISORS AND MANAGERS: Each supervisor and manager must be evaluated on supervisory performance, support of the Principles of Community (including equal employment opportunity and affirmative action performance), and the safety record of the unit supervised.

FUTURE GOALS OR PERFORMANCE EXPECTATIONS: SIGNATURES

Employee: I have read and received a copy of this evaluation.Date

Supervisor: This is my evaluation of the employee's performance during the review period. DateDepartment Head: I concur with this evaluation.Date

DEPARTMENT HEAD COMMENTS: (optional)

EMPLOYEE COMMENTS: (optional)


MERIT RATING PAGE


Employee NameDepartment

INSTRUCTIONS: The dean or vice chancellor, or other authorized person or group, completes this page. The dean or vice chancellor's call for appraisals will specify who is authorized to complete this page.

AUTHORIZED MERIT RATING (See instructions)

Signature

Date

( Outstanding( Very Good( Satisfactory( Less than satisfactory


EMPLOYEE SUMMARY OF ACCOMPLISHMENTS


Employee NameDepartment

This provides an opportunity to reflect upon actual work and ensure good communication between employee and supervisor. Use of this form is optional, but may be required by a dean, vice chancellor, or department.

accomplishments related to each job function

1. accomplishments related to established goals and/or performance expectations

2. future goals and/or performance expectations

3. training and development needs, if any

4. support of the Principles of Community (including equal employment opportunity and affirmative action performance and job-related commitment to good interpersonal relations).

Employee Signature

DateBIBLIOGRAPHY

Books:

C.B.Gupta

V.S.P.Rao

Websites:

www.google.com www.businessballs.com www.citehr.com www.search.com www.ibef.org www.icicibank.com www.AXISbank.com www.punjabnationalbank.com www.bankofindia.comTAKING CORRECTIVE ACTION, IF NECESSARY

DISCUSSING THE APPRAISAL RESULTS

COMPAIRING ACTUAL PERFORMANCE WITH STANDARDS

MEASURING ACTIVE PERFORMANCE

COMMUNICATING THE STANDARDS

SETTING PERFORMACE APPRAISAL

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varnika final report

Documents

research data

research design

practical of management

research procedure

practical exposure

jasbir acknowledgement

jasbir declarationthis

private sector banks