Reemi,

1 | P a g e
Project Report On
Human Resource Management inBanking Sector
“PERFORMANCEAPPRISAL”
Submitted in the partial fulfillment
[MFM- Second Semester - 4th
March2016]
MASTER OF BUSINESS ADMINISTRATION
Submitted to: Submitted by:
Mrs. Rajashree Gujarathi Mrs. RubinaMomin (250)
Mrs. Prachi Malgundkar (245)
Ms. ReemaMaurya(247)
Ms. Harshada Kulkarni (241)
Ms. AkshataNar (253)
Ms. Aarti Bist (212)

2 | P a g e
DECLARATION
We hereby declare that this project report on “Study and Evaluation of
Performance Appraisal at Private and Public Sector banks” has been completely
prepared by us as a part of our MFM course. This report is the outcome of our
efforts and has not been submitted anywhere else. The contents of this report are
fully verified as per our knowledge.
Course: MFM - Sem. II (Part Time)
Date: 4th
March 2016.
Signature of the Center
Director: _______________________________________________
N. L. Dalmia Institute of Management Studies and Research
Mira Road, Mumbai

3 | 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 supportwhich led us to complete the project.
With Regards,
Group No. 4.

4 | P a g e
Performance Management System in Banks
Banks covered by us
1) Axis Bank
2) Bank of India
3) CorporationBank
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

5 | P a g e
PREFACE
A performance appraisal (PA) is a systematic and periodic process that assesses
an individual employee’s job performance and productivity in relation to certain
pre-established criteria and organizational objectives. Other aspects of individual
employees are considered as well, such as behavior, accomplishments, potential
for future improvement, strengths and weaknesses, etc.
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.

6 | P a g e
Executive Summary
• Most organizations have a performance appraisal (PA) program that has
evolved over time and is likely not meeting the needs of employees and
managers.
• Many competing PA theories and practices exist making development of an
effective program difficult. However, done well, a strong PA program
reinforces organizational culture and helps employees achieve high levels
of performance.
• An effective PA program can improve key business measures such as Return
on Assets, Return on Equity, profitmargins and earnings.
• Every strong PA program has three elements: performance tracking,
informal feedback, and formal appraisal.
• Build on these three elements to customize your program to your
organization’s goals and values:
• Informal coaching is the single most significant factor in easing
retention and developing talent.
• Forced ranking and forced distribution are techniques that work well
in competitive environments. Avoid them in team-based
departments.
360-degree evaluations help to improve people management abilities. Stay away
fromusing them for manager compensation or disciplinary purposes.

7 | P a g e
TABLE OF CONTENT
CONTENT PAGE NO.
 Acknowledgement 3
 Preface 5
 Executive summary 6
 Introduction 8
 Scope of performance appraisal 9
 Effects of Performance appraisal On Careers of Employee 9
 Types of Performance Appraisal 9
 Fundamentals of an appraisal system 12
 Benefits of Performance Appraisal 13
 Literature Review 16
 Objective 17
 Limitations of the Study 18
 Sample of Hypothesis 19
 Research Methodology 21
 Method Used for Data Collection 21
 Analysis & Interpretation 22
 Findings and Recommendation 32
 Conclusion 33
 Suggestions and Policy Implications 35
 Bibliography 38
 Questionnaire 39

8 | P a g e
Introduction
What is the purpose of performance appraisal?
• Professionaldevelopmentsuch as identifying strengths and weaknesses in
performance, implementing strategies for improvement
• Determining organizationaltraining and development needs
• Itis the process by which organization evaluate employee’s job performance.
• Making and validating administrative decisions like pay, promotion,
placement, and termination etc.
• Identifying systemic factors that are barriers to, or facilitators of, effective
performance.
Objectives of Performance appraisal:
• To review the performanceof the employees over a given period of time.
• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• To diagnosethe strengths and weaknesses of the individuals so as to identify
the training and development needs of the future.
• To providefeedback to the employees regarding their pastperformance.
• Provideclarity of the expectations and responsibilities of the functions to be
performed by the employees.
• To judge the effectiveness of the other human resourcefunctions of the
organization such as recruitment, selection, training and development.
• To reduce the grievances of the employees

9 | 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 improveweaknesses.
• 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-appraisaland personalgoal setting.
Effects of Performance appraisal On Careers of Employee:
Performance appraisal helps to identify the hidden talents and potential of the
individuals. Identifying these potential talents can help in preparing the
individuals for higher responsibilities and positions in the future. The performance
appraisal process in itself is developmental in nature. It is also closely linked to
other processes like helps to identify the training and development needs,
promotions, demotions, changes in the compensation etc. A feedback
communicated in a positive manner goes a long way to motivate the employees
and helps to identify individual career developmental plans. Based on the
evaluation, employees can develop their career goals, achieve new levels of
competencies and enhance their career. Performance appraisal encourages
employees to reinforcetheir strengths and overcometheir weaknesses
Types of Performance Appraisal:
1. Critical Incident Method:
This format of performance appraisal is a method which is involved in
identifying and describing specific incidents where employees did something
really well or that need improvement during their performanceperiod.
2. WeightedChecklist method:
In this style, performance appraisal is made under a method where the
jobs are being evaluated based on descriptive statements about effective and
ineffective behavior on jobs

10 | 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 justsimply does checks on the performancelevels of their staff.
4. Essay Evaluation method:
In this style of performance appraisal, managers/ supervisors are
required to figure out the strong and weak points of staff’s behaviors. Essay
evaluation method is a non-quantitative technique.
5. Behaviorally anchoredrating scales:
This format of performance appraisal is based on making rates on
behaviors or sets of indicators to determine the effectiveness or ineffectiveness
of working performance. The form is a mix of the rating scale and critical incident
techniques to assess performanceof the staff.

11 | 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 somecertain standards.
7. Management By Objectives(MBO) method:
MBO is a method of performance appraisal in which managers or
employers set a list of objectives and make assessments on their performance on
a regular basis, and finally make rewards based on the results achieved. This
method mostly cares about the results achieved (goals) but not to the way how
employees can fulfill them.
8. 360 degree performance appraisal:
The style of 360 degree performance appraisal is a method that
employees will give confidential and anonymous assessments on their colleagues.
This also gives information that can be used as references for other methods of
performanceassessments such as 720, 540, 180…

12 | 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.
A systematic approach to performance appraisal can help us to ensure that
these two important criteria‘s are met.
Who conducts a performance appraisal?
How to conduct a performance appraisal?
The following five-step approach to conduct a systematic performance
appraisalis recommended:
1. Identify key performancecriteria
2. Develop appraisalmeasures
3. Collect performanceinformation fromdifferent sources
4. Conduct an appraisalinterview
5. Evaluate the appraisalprocess.

13 | P a g e
Benefits of Performance Appraisal
Step1: Identify key performance criteria
Perhaps one of the most challenging aspects of setting up a performance
appraisal is deciding what to assess. In essence, four key dimensions of
performanceshould be considered in a performanceappraisal.
Key Dimensions of Performance:
Competencies : Knowledge, skills, and abilities relevant to performance
Behaviors : Specific actions conducted and / or tasks performed
Results / outcomes : Outputs, quantifiable results, measurableoutcomes &
achievements.
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:
i. Base the performancecriteria on an up-to-datejob description
ii. Develop criteria in consultation with appraisers and workers

14 | P a g e
Step2: Developappraisal 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 chanceof 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.
Step3: Conduct an appraisal interview
The next step in a performance appraisal is to conduct the appraisal interview.
The two central purposes of the appraisal interview are to:
 Reflect on past performance to identify major achievements areas that require
further development and barriers / facilitators to effective performance
 Identify goals and strategies for future work practice.
Step4: Evaluate the appraisal process
As with any organizational system, the performance appraisal process should
undergo regular review and improvement.
Step5: Collect performance informationfromdifferent sources
A common trap is to begin noting observations of workers just before conducting
appraisals. This is likely to give an inaccurate picture of a worker’s performance.
Ideally, workers’ performance should be observed in a systematic way over time.
This method ensures the accuracy of information about their performances.
Traditionally, it has been the sole responsibility of managers / supervisors to
assess performance. However, other organizational members can be a valuable
source of information as they are likely to have exposure to different aspects of a
worker’s performance.
Five different sources of performanceappraisalinformation are considered here:
i. Manager / supervisor appraisals ii. Self-appraisals
iii. Coworker appraisals iv. Subordinateappraisals
v. Client appraisals.

15 | P a g e
Performance Appraisal”InBanking Sector:
“PerformanceAppraisal” is a vehicle to
1. Validate and refine organizational actions (e.g. selection, training)
2. Providefeedback to employees with an eye on improving futureperformance.
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 performanceof the banks.

16 | 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
Financial Aspect Human Aspect
Liquidity
Profitability Customer Employee Corporate
Efficiency Satisfaction Satisfaction 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.

17 | P a g e
OBJECTIVES:
 To study the performanceappraisalmethod 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 performanceof banks.
 To make a comparative study of overall performance of the public sector
banks, privatesector banks and foreign banks in India.

18 | P a g e
Limitations of the Study:
1) The study was conducted on Banks.
2) Due to time constraintthe 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.”
The data source: Primary as well as Secondary.
The researchapproach: Survey Method.
The researchinstrument: Questionnaire.
The respondents: The Managers & Employees of various organizations. The
primary data was collected with the help of survey information. A concise
questionnairewas prepared keeping in mind the information specifications.

19 | P a g e
SAMPLEOF 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.
To study the relationship of financial indicators, employee satisfaction and
customer satisfaction and corporate social responsibility with the performance of
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.
 What are the perceptions of employee towards the existing performance
Appraisalsystem?
 What are the factors that influence the performanceof employee?
Basically the following hypothesis will be tested:
H01: There is no significant association between demographic factors (age,
gender and education) and employee performance.
H02: There is no significant relationship between job knowledge and employee
performance.
H03: There is no significant association between training and employee
performance.
H04: There is no significant association between teamwork and an employee
performance.
H05: There is no significant association between attendance and an employee
performance.

20 | P a g e
H06: There is no significant association between organizational communication
and an employee performance.
H07: There is no significant relationship between working environment and an
employee performance
H08: There is no significant association between compensation package and an
employee performance.

21 | 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.”
POPULATION AND SAMPLING
The secondary data has been collected on financial indicators of commercial
banks, hence all the commercial banks operating in India during the above period
are the population of the study. Regarding the primary data, the objective of the
study is to measure the customer satisfaction and employee satisfaction; hence
all the employees of commercial banks arethe population of the study.
METHOD USED FOR DATA COLLECTION
The task of data collection begins after a research problem has been defined and
research design chalked out. While deciding about the method of data collection
to be used for the study, the researcher should keep in mind two types of data-:
1. Primary Data 2. Secondary Data
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

22 | P a g e
DATA ANALYSIS (Sample size 60)
1] What do you expect froma Performance Appraisal?
OPTIONS NO OF RESPONDENT PERCENTAGE
Salary Administration & Benefits 38 64%
Guideline for Training plan 14 23%
An insight into your strength & Weakness 14 23%
58%21%
21%
Expectation from Appraisal
system
what do you expect
from a Performance
Appraisal Salary
Administration &
Benefits

23 | P a g e
2] Do you know what exactly is expectedfromyou at work?
YES 51 85%
NO 7 11%
88%
12%
Employess awarenessabout
work
Do you know what
excatly is expected
from you at work Yes
Do you know what
excatly is expected
from you at work No

24 | P a g e
3] Are yousatisfiedwiththe appraisal system?
1 3 5%
2 15 25%
3 21 35%
4 18 30%
5 2 3%
7% 13%
20%
27%
33%
Satisfaction level of employees with
appraisal system
1
2
3
4
5

25 | P a g e
4] Are youaware of performance ratings?
YES 49 81.67%
NO 7 11.67%
87%
13%
Employees awarenessabout
performanceratings
Yes
No

26 | 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%
6%
20%
25%
47%
2%
Appraisal Timing
Monthly
Quartely
Half Yearly
Annual
Anytime

27 | P a g e
6] What are the functions being performedby performance management in
your banks?
36%
14%
30%
20%
Performancemanagement functions
performedby the banks
Setting goals &
performance standards
Communication, coaching
, feedback
Performance appraisal
Development planning for
future
Setting goals & performance standards 25 41.67%
Communication, coaching , feedback 10 16.67%
Performance appraisal 21 35%
Development planning for future 14 23.33%

28 | P a g e
7] Does the credibility of Appraiser affect performance appraisal system?
YES 43 71.67%
NO 13 21.67%
77%
23%
Effect of Appraiser'scredibilityon
performancemanagement system
Yes
No

29 | P a g e
8] Is there a complaint channel for the employees whoare dissatisfiedwiththe
performance appraisal system?
YES 43 71.67%
NO 19 31.67%
69%
31%
Availibilty of complaint channel to
employees for feedback
Yes
No

30 | P a g e
9] How do you find the business environmentfor banking sector?
55%
40%
5%
0%
Competitiveness of banking sector
Highly competitive
Competitive
Low competitive
No Competition
Highly competitive 31 51.67%
Competitive 23 38.33%
Low competitive 03 5%
No Competition 00 NIL

31 | P a g e
10]Is 360 degree performance appraisal systemundertakeninthe
organisation?
YES 22 36.67%
NO 32 53.33%
41%
59%
Use of 360 degree performance
appraisal system
Yes
No

32 | P a g e
FINDINGS AND RECOMMENDATION
Performance appraisal is the most important functions of HR management
engaging in gauging employee performance and based on which employees
become eligible for promotion.
Though literally performance appraisal includes a large no of methods, but in
reality appraisal procedures of most of the organizations are limited to bank.
Research found that the organization is practicing a feeble appraisal system and
most of the time it losses to achieve employees’ trust.
This research found a large number of shortcomings in performance appraisal
system. The superior or the branch manager has the only right to evaluate an
employee, which can be one of the view’ which will be helpful to gather feedback
of evaluated employees about the whole process.
If done correctly performance appraisal can give greater benefits both to
employees and organizations, otherwise it will be only valuable for very good or
very poor employees.
However, as we know performance appraisal is the combination of both human
and organizational activities; to get the effectiveness from this performance
activities should be aligned with organizationalculture, process and procedure.

33 | P a g e
Conclusion:
Performance appraisal in most banks is not directly linked to rewards, training or
promotions due to which the approach towards the whole process remains
unprofessional.
There is a lack of the appropriate atmosphere and professional approach towards
the performance appraisal system and the objective of the whole exercise is
defeated.
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
1. The knowledge on performance appraisal to the employee is good and some
of them are having justknowledgeon the technique.
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.
3. Majority of the employee satisfaction is 47.5% average on the technique used
within the organization.
4. Employees are feeling the performance appraisal technique will gives the
good resultif 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.

34 | 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.
8. Exemplary rewards should be given for unique achievements of the
employees.
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.

35 | 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.
1. Awareness is to be created at all levels that HRM is everybody’s business and
systems for creating such awareness areto be developed.
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.
3. All efforts must be continuously mode by banks to develop an overall HRM
culture and climate at all levels. It is very important that line managers and
other functionaries take appraisals of employees as an important part of their
portfolio and do not consider it to be the job of either personnel or HRM
alone at the corporate level.
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.
5. Scope of employee suggestion schemes needs to be expanded to make it
more participative and effective practical and useful suggestions should be
encouraged.

36 | 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.
7. Tasks/assignments/paper presentation to individuals/group of participants
should be made as a regular feature experience sharing among participants to
facilitate meaningful interaction should be provided for. To the extent
feasible, structured and unstructured role plays in training sessions should be
introduced.
8. Welfare measures particularly relation to hospitalization scheme, canteen
facilities at branches, scholarships for children of staff holiday homes and
library facilities at branches need reexamination and whenever feasible, these
and other such welfare measures may be suitably modified for the benefit of
staff.
9. More important personnel policies like transfer and promotion are to be
viewed periodically transfer placement policy should be implemented in
fairness with minimum ad hocism and undue favouritism from either side.
This will instill confidence amongstall.
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 serveas 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 righttype of training.

37 | 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.

38 | P a g e
BIBLIOGRAPHY
BOOKS:
PERSONNAL MANAGEMENT/HRM - BHATIA S.K.
HRM: Contemporary Prospective - BREADWELL, IAN, HOLDEN, LEN
HRM &INDUSTRIAL RELATIONS - SUBBA RAO
PERSONNEL MANAGEMENT - MAMORIA, C.B.
WEBSITE :
www.google.co.in
www.personnel.online.com
www.humanmatrics.com

39 | 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?
12. What do you like most about your job?
13. How do you want to be rewarded?

Reemi,

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (7)

Similar a Reemi,

Similar a Reemi, (20)

Último

Último (20)

Reemi,