Performance Appraisal in Surya Up Gramin Bank Panjab National (Pnb)

8/10/2019 Performance Appraisal in Surya Up Gramin Bank Panjab National (Pnb)

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SHRI RAMSWAROOP MEMORIAL GROUP

OF PROFESSIONAL COLLEGES

LUCKNOW

PROJECT REPORT

ON

Performance AppraisalSUBMITED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR

TE A!ARD OF DE"REE OF

MASTER OF BUSINESS ADMINISTRATION

TO

UTTAR PRADES TE#NI#AL UNI$ERSIT%& LU#'NO!

FOR TE SESSION

()*+,*-

Under the Guidance o SU!MITTE" !#$

Mr% Sa&eer Ra'to(i Shraddha Sin(h

"e)art&ent o Mana(e&ent Ro** No%$ +,+--.//0,

SRMGPC1 LUCKNOW M!A IIIrd Se&%


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Certiicate

ii


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"ECLERATION

iii


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ACKNOWLE"GEMENT

Achievement is finding out what you would be then doing, what you have to do. The higher the

summit, the harder is the climb. The goal was fixed and we began with a determined resolved and

put in ceaseless sustained hard work. Greater challenge, greater was our effort to overcome it.

This project work, which is my first step in the field of professionalization, has been successfully

accomplished only because of my timely support of industry guide. would like to pay my sincere

regards and thanks to those, who directed me at every step in my project work.

take this opportunity to extend my sincere gratitude and profound obligation towards my !roject

report guide Mr% Sa&eer Ra'to(i for giving me valuable suggestions " guidance rendered to me

throughout the #ummer Training project without their encouragement and continuing support, this

#ummer Training project would not have been possible.

am highly thankful to other faculty members whose able guidance in this project make my way

simple " easy.

Name, S.ra//.a

Sin0.

MBA 1r/ Sem

Roll no2 *1*((3))41

iv


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PREFACE

The research project program is the integral part of $%A curriculum during the course of

management& the research is expected to use and apply their academic knowledge and gain a

valuable insight into corporate culture with all its environment operational complexities.The research offers a valuable opportunity to the researcher to meet their academic knowledge to

the real world situation. have undertaken commercial department to study about the various

activities Peror&ance A))rai'a*2

n this report have put my finest efforts to compile the data with utmost accuracy and hope this

report will give complete satisfaction regarding the various aspects of recruitment " selection

activity.

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TA!LE OF CONTENT

'. (ertificate ii

). *eclaration iii

+. Acknowledgement iv

. !reface v

-. ntroduction

. (ompany !rofile

/. 0esearch $ethodology

1. 2se and importance

3. *ata Analysis

'4. 5indings

''. 0ecommendations

'). (onclusion

'+. 6imitation

'. %ibliography

'-. Annexure

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vii


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1

INTRO"UCTION


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In5ro/6c5ion

"einition o )eror&ance a))rai'a*

3!erformance Appraisal is defined as the process of assessing the performance and

!rogress of an employee or a group of employees on a given job and his 7 their

potential

for future development. t consists of all formal procedures used in working

organizations

and potential of employees. According to 5lippo, 8!erformance Appraisal is the

systematic, periodic and an important rating of an employee9s excellence in matters

pertaining to his present job and his potential for a better job%2

According to Dulewicz (1989),

"... A basic human tendency to make judgements about those one is working with,

as well as about oneself."

Any system of determining how well an individual employee has performed

during a period of time, frequently used as a basis for determining merit

increases.

erformance appraisal is a systematic review of a person!s work and

achievements over a recent period, usually leading to plans for the future. 8

In its most basic form, performance appraisal :or review; activities include

documenting achieved results :hopefully, by also including use of examples to

clarify documentation; and indicating if standards were met or not. The appraisal

usually includes some form of a development plan to address insufficient

performance.

n many organizations < but not all < appraisal results are used, either directly or

indirectly, to help determine reward outcomes. That is, the appraisal results are

used to identify the better performing employees who should get the majority of

available merit pay increases, bonuses, and promotions.

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This concept have get the recognition the evaluation of work performance,

appraisal really dates from the time of the #econd =orld =ar < not more than 4

years ago, as a distinct and formal management procedure were used in the

evaluation of the work performance.

6ater, the traditional emphasis on reward outcomes was progressively rejected as it

took only into consideration the material outcome but not the morale, enthusiasm,

attitude ability and self


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t is deemed as the critical tool for banking sector as for the banking sector the

performance indicators are uit different and the overall structure of the banking

sector is bit complex thus to use this concept effectively and efficiently is uit

difficult for this sector.

Thus, through this report the researcher had tried to find the problem emerging and

to provide them suggestion so as for effective working.

Techni4ue' o )eror&ance A))rai'a*+50ating scale

-5(heck list

,55orce distribution

655orced choice method

75(ritical incident method

05Bssay method

.5+4 degree performance appraisal method

Character'tic'

'. !erformance Appraisal is a process.

). t is the systematic examination of the strengths and weakness of an employee in

terms of his job.

+. t is scientific and objective study. 5ormal procedures are used in the study.

. t is an ongoing and continuous process wherein the evaluations are arranged

periodically according to a definite plan.

-. The main purpose of !erformance Appraisal is to secure information necessary

for making objective and correct decision of the employees.

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CONCEPT OF PERFORMANCE APPRAISAL

!erformance appraisal may be defined as a structured formal interaction between a

subordinate and supervisor, that usually takes the form of a periodic interview

:annual or semi


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!erformance appraisals data feeds into organizational annual pay and grading

reviews, and coincides with the business planning for the next trading year.

!erformance appraisals generally review each individual@s performance against

objectives and standards for the trading year, agreed at the previous appraisal

meeting. !erformance appraisals are also essential for career and succession

planning. !erformance appraisals are important for staff motivation, attitude and

behavior development, communicating organizational aims, and fostering positive

relationships between management and staff. !erformance appraisals provide a

formal, recorded, regular review of an individual@s performance, and a plan for

future development.

PERFORMANCE RE8IEW MEETING

Today, Peror&ance Re9ie: Meetin(' are regarded as conversation with a

purpose. They are considered extremely important for the development and health of the

organization. The purpose of the performance review meetings is to reach mutually agreed

conclusions about the development of the individual and his performance and if

applicable, any areas for improvement, including how such improvements are to be

achieved.

The purpose of Peror&ance and "e9e*o)&ent reviews is to enable the

employees to engage in a dialogue and get the support of the manager about the

individual9s performance and development. They should be more like free< flowing, open

meetings in which views are exchanged so that agreed conclusions can be reached. The

three key elements of performance review meetings areC

'. Feed;ac< 5!roviding information on how a person has been doing.

). Mea'ure&ent =assessing results against agreed targets and standards.

+. E>chan(e o 9ie:'< Bnsuring that the discussion involves a full, free and frank

exchange of views about what has been achieved, what needs to be done to

achieve more and what employees think about their work the way they are

managed and their aspirations.

!erformance Appraisal review is the meeting when the employee can be motivated to

perform better in future or reinforce his desirable behaviour. 0eview discussion meetings

ideally should include the followingC

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0eview of progress on tasks and activities in relation to the employee9s

performance plan,

The developmental initiatives taken by the employee himself and those planned by

the management for the employee.

dentification of variances in terms of delays, reuisite uality and shortfall in help

planned for the employee, if any

Analyzing the causes of the delay, the problems faced and the solutions adopted.

!reparation of action steps for solving identified problems and contingency plans

for anticipated problems.

!eriodic review meetings become meaningful only when they help pause, reflect, take

stock and strategize in an otherwise active relationship.

Ho: to Co&)*ete Peror&ance A))rai'a* For&

!erformance Appraisal form provides the basis for the performance review, providing

the feedback to the employees and the final rating of the employee. t also facilitates

various other D0 decisions and career development plans and decisions of the employees.

Therefore,)eror&ance a))rai'a*from should be filled with utmost care and objectivity.

The !erformance appraisal form should be filled by the immediate supervisor or manager

of the employee in order to ensure that the appraiser if fully acuainted with the

performance, responsibilities, targets and standards of the employee. All the instructions

and guidelines on the appraisal form should be read and followed carefully.

%e prepared with all the details of the performance, the standards, job description

and the past appraisals of the employee.

(lear and unambiguous description of the employee performance should be given

in terms of average, above average, good and excellent performance.

The focus should be on the employees9 behaviour throughout the year and not just

his recent performance.

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Euantify the ratings, wherever possible, to ensure easy comparability.

#ubstantiate and support your rating, and attach all the necessary documents :if

reuired;.

Apart from the defined performance objectives and results, discuss the related

issues as well covering all the aspects of the performance.

=hen filling the appraisal form, be honest and objective.

ANAL#SIS FOR IMPRO8ING PERFORMANCE

Any performance review process is incomplete without the feedback to the employees.

The feedback could be given in the review discussion. 0eview discussions are semi

formal, scheduled, periodic interactions F usually bimonthly or uarterly F between a

manager and his employee. The basic purpose of the review discussion is to analyze the

)eror&ance o the e&)*o?eein the past to improve the performance of the employee in

future.

A review discussion is an opportunity to coach, mentor, learn and understand. The

manager encourages his7her employees to critically reflect over progress made on the

!erformance appraisal plan and to develop creative, yet feasible alternatives for problem

areas.The manager uses this opportunity toC

0eview the performance of the each employee individually.

*iscuss the problems faced by the employees during the course of action.

The solutions tried, and the degree of success achieved in solving the problems

faced.

0evisit with the employee, his7 her annual plan for the remaining time period and

develop revised action plans, if necessary.

Re9ie: di'cu''ion'reassure the employees that each one of them has structured

opportunities for one to one interaction with the manager once every two or three months

during the year. These opportunities are important as they provide an important chance for

performance monitoring or development mentoring. The aim of the performance review

discussions is to share perceptions, solve the problem faced during the course of the

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action, decide on the new goals jointly and provide a feedback to the employee for the past

performance i.e. to look at his strengths and weaknesses and also help to chart out a career

plan for the employee. The focus of these )eror&ance re9ie:discussions should not bet

o judge the employees9 past performance& rather it should be to motivate the employee to

improve his future performance and reinforce his good behaviour.

Acti9e Peror&ance A))rai'a* Con9er'ation

'. Active conversationplays an important part in the performance review meeting.

The appraiser should ensure that the meeting has a two way conversation and

that the employee should get a fair chance

To speak. The manner of giving the feedback of the performance of theemployee is very important. The conversation should have an optimistic and

motivating tone.

#ome important points that should be taken care of in the active

Performance Appraisal onversationareC

$ake it a two


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performance review that turns into a gripe session misses the opportunity to

raise employee morale.

. !ositive reinforcement F emphasizing what has been done well so that it will be

done even better in the future and making only constructive criticisms :i.e. thosethat point the way to improvement;.

/. Bxchange of views < Bnsuring that the discussion involves a full, free and frank

exchange of views about what has been achieved, what needs to be done to

achieve more and what the appraiser think about their work the way they are

managed and their aspirations.

Agreement < jointly coming to an understanding about what has to be done by both parties

to improve performance, knowledge and skills and overcome any work problems raised

during the discussion

Peror&ance A))rai'a* Feed;ac


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o #hould take the feedback objectively.

o #hould not judge the appraiser as a person on the basis of the feedback.

?n the part of the appraiser or the manager 7 person giving the feedback, the following

points are to be taken care ofC

o The appraiser should make the receiver feel comfortable during the feedback

meeting.

o The appraiser should make it a two F way conversation i.e. let the employee

speak.

o 6isten to the employee and note his points, suggestions, problems etc.

o The appraiser should not adopt a confrontational approach towards the meeting.

The goal is not to criticize the employee.

o !rovide a constructive feedback to the employee i.e. in a way which will motivate

him to perform better.

o Dave a positive attitude towards the process

o Try to understand the reasons of his failure.

o %e fair and objective

!repare yourself for what to say and how to say.

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12

COMPAN# PROFILE


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COMPANY PROFILE

Sar9a UP Gra&in !an


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%udaun is Ancient Bducation center for historic @5our Keadas@ in Gurukul

#ystem which is present now at *ataganj 0oad in %udaun city, !reviously

Hnown as Kedamau established by $antri #urya *hawaz of 6ord %uddha

also known for Tapsthali of 6ord !arsuram at #ahaswan the Doly !ond

#arsota 5rom historic @0amayan Haal@.

$eerut is also known for historic @0amayan Haal@,being the parental home of

Eueen @$andodari@,and was named after her father @$aya *anav@.

meerut is also related to historic $ahabharat Haal.t was karmabhoomi of

!andavas and 6ord Hrishna at Dastinapur:$eerut; being the capital of

!andavas.%ijnor is famous for Kidur Huti,the residence of $ahatma Kidur.

Gonda is related to historic #wami Jarayan $andir of 6ord Kishnu situated

in (hhapia Killage. #aharanpur is related to historic -' #idha !eeth of

goddess *urga.?ne of them #hakumbari *evi situated near %ehat

Tehsil:#aharanpur;.

%alrampur is related to historic -' #idha !eeth of goddess *urga. ?ne of

them situated in a village named as *evipatan:Tulsipur;.

%aghpat is also related to historic !ura $ahadev Temple of 6ord #DKA situated in

!ura Killage. %almiki 0ishi Ashram in %aleni Killage 0atoul $angoes are world

5amous $ango cultivated in 0atoul Killage :%aghpat;

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?20 G?A6 To cater the !an


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Ghaziabad,$eerut, Gautam %udh Jagar, #hamli , Dapur

%ijnor,Gonda,%alrampur,%him Jagar,%udaun Doly *istt of

Daridwar,%agpat,#haranpur,Ihansi,6alitpur and $uzaffaranagar.The %ank has

+- %ranches. %ank is going to open its %ranches in $eerut,%aghpat,#haranpur

*istrict very soon. %ank@s Total %usiness as on the date of amalgamation was

0s ))'.'+ (rore .

.

Our Worth? Chair&an Sh% "%S% !aino*a Introducin( !an< Ru)a? "e;it

Card%

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Our Worth? Chair&an Sh% "%S% !aino*a We*co&in( PN! CM" Sh%

K%R%KAMATH %

PN! CM" Sh% K%R%KAMATH :hi*e addre''in( our ;an< Sta%

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The %ank9s operational area spreads in '/ *istricts viz.%ulandshahar,

Ghaziabad, $eerut, Gautam %udh Jagar, #hamli , Dapur

%ijnor,Gonda,%alrampur,%him Jagar,%udaun Doly *istt of

Daridwar,%agpat,#haranpur,Ihansi,6alitpur and $uzaffaranagar.

The %ank has +- %ranches.

%ank is going to open its %ranches in $eerut,%aghpat,#haranpur *istrict

very soon.

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Re(iona* Rura* !an


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Dowever from August '33 the 00%s have been granted freedom to fix rates of

interest, which is usually in the range of '


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Government. An Action !lan will be prepared by JA%A0* in this regard

and sent to Government for approval.

Additional amount of 0s. /44 crore as contingency fund to meet the

reuirement of the weak 00%s, particularly those in the Jorth Bastern. and

Bastern 0egion, the necessary provision will be made in the %udget as and

when the need arises.

Or(aniationa* Structure

The ?rganizational #tructure for 00%@s varies from branch to branch and depends

upon the nature and size of business done by the branch. The Dead ?ffice of an

00% normally had three to seven departments.

The following is the decision making hierarchy of officials in a 0egional 0ural

%ank.

%oard of *irectors

(hairman " $anaging *irector

General $anager

(hief $anager70egional $anagers

#enior $anager

$anager

?fficer 7 Assistant $anager

Assistants

A&a*(a&ation

(urrently, 00%@s are going through a process of amalgamation and consolidation.

)- 00%s have been amalgamated in Ianuary )4'+ into '4 00%s. This counts /

00%s till 'st week of Iune )4'+. ?n +' $arch )44, there were '++ 00%s :postecution o

an? ;u'ine'' 'trate(?% An engaged workforce is your only true competitive

advantage. t is almost impossible to copy and, without it, execution of most

corporate initiatives becomes difficult, if not impossible.

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). Peror&ance A))rai'a* i' not a 'hort5ter& initiati9e% %ecause !erformance

Appraisal is simple in concept but difficult in execution, it is never achieved or

finishedVonly improved. t might take years of steady progress to build high

levels of employee !erformance Appraisal, and without the proper care and

feeding, these gains can wither and fall away surprisingly uickly.

+. Peror&ance A))rai'a* &u't ;e dri9en ro& the to)% !erformance Appraisal

is a business imperative, not an D0 initiative, though D0 should be a key player in

driving higher levels of !erformance Appraisal. #upport from the top also means

senior leaders must be highly engaged themselves. %elieve it or not, only one in

four senior leadersVand only one in six frontline leadersVis highly engaged. t9s

hard to imagine highly engaged employees without highly engaged leaders.

. !ne of t"e best wa#s to "ave "ig"l# engaged emplo#ees is to "ire t"em (ertain

people have a set of characteristics or attributes that increase their propensity for

!erformance Appraisal:for example, some employees are more likely to have

higher levels of !erformance Appraisal than others, regardless of the jobs they

choose or assignmentsthey receive;. (ompanies should pay close attention to these

characteristics in their hiring process.

. Performance Appraisal is all about fit$!eople are more likely to be engaged if

their jobs and the culture of the organization match both their abilities and skills,

and their motivation and values. $ost organizations hire or promote only for the

ability and skill match, ignoring the motivation and value match.

#.%o one impacts t"e state of Performance Appraisal more t"an an emplo#ee&s

immediate leader% =hile this might be a slight exaggeration, we believe most

people do not leave their jobs& they leave their bosses. #how us a highly engaged

team, and there9s a strong likelihood we can show you a leader who is coaching for

success, setting clear goals, empowering others, providing open and honest

feedback, and making the winners feel valued.

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$. 'easuring Performance Appraisal and demonstrating its business impact is

crucial, but it&s onl# a small part of winning t"e battle$ 5ar too many

organizations pour hundreds of thousands of dollars into measuring and measuring

!erformance Appraisal, leaving little energy or budget for actually improving

!erformance Appraisal levels. Heep your !erformance Appraisal measures simple

and cost


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55

"ATA ANAL#SIS

AN"

INTERPRETATION


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"ATA ANAL#SIS AN" INTERPRETATION

56


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57

FINDIN"S


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FINDIN"S

.

The superior knows and understands the problems faced by the employees.

The superiors show confidence and trust in employees.

The superiors show supportive behavior towards employees.

The superiors share information with the employees to high extent.

The superiors seek information and inputs from employees towards

achieving organization9s objectives.

The employees have confidence and trust in the superior.

The %anking organization makes an effort to communicate about the

organizational policies and practices.

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59

SUGGESTIONS AN"

RECOMMEN"ATIONS


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SUGGESTIONS AN" RECOMMEN"ATIONS

The main implication of this research is that the management should involve

manager appraisees " appraisers and non


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CONCLUSION

This study suggests that +4 degree appraisal system including multiple appraisal

and developmental value based appraisal system can overcome the threat of

personal bias. The developmental oriented !A# is expected more likely to

produce positive and less likely to produce negative outcomes than the existing

!A# in both the sample study organizations that are used for control and

administration purposes. This developmental


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63

LIMITATIONS


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LIMITATIONS OF STU"#

o

The sample size was confined to -4 employees so this study cannot beregarded as full proof one.

o#ome respondents hesitated to give to give actual responses& they feared that it

won9t be kept confidential " management may take any action againstthem.

o5ew employees were not taking interest in filling the uestionnaires.

oAs seen few of them do not take part in !erformance Appraisal activities.

oThe findings and conclusions are based on knowledge and experience of the

respondents sometime may subject to bias.

Acce''


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reviewing how you have stated a problem, selected the data to be studied, what

may have been omitted, the manner in which you have ordered events, people, or

places and how you have chosen to represent a person, place, or thing, to name a

phenomenon, or to use possible words with a positive or negative connotation.

Jote that if you detect bias in prior research, it must be acknowledged and you

should explain what measures were taken to avoid perpetuating bias.

F*uenc? in a *an(ua(e


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Lac< o )rior re'earch 'tudie' on the to)ic


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67

!I!LIOGRAPH#


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!I!LIOGRAPH#

BOOKS:-

Parek.Udai & Rao T.V., 1997, 5THedition HUMAN RESOURCE MANAGEMENT

(SULTAN CHAND AND SONS PUL!CAT!ON"

###

$a%oria C. & ankar .V., 1995 , 't edition PERSONNEL MANAGEMENT

(Hi%a)*a +-)iation"

##...

WEBSITE:-

1. http!!""".r#i.or$.in!scripts!%&'&peeches(ie".asp)*

Id+820

2. http!!""".r#i.or$.in!scripts!,#outUs-ispay.asp)*

p$+/e$iona/ura%ans.htm

3. http!!time4education.com!#ane)ams!ist'of'//%s.asp)

/eserve %an of

Indiahttp!!""".r#i.or$.in!scripts!,#outUs-ispay.asp)*

p$+/e$iona/ura%ans.htm

,%,/- e#site

http!!""".na#ard.or$!pdf!report'nancia!hap'(.pdf

,,, http!!aapt$yan.com!re$iona:rura:#ans:conception:

present:

68
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scenario;/e$iona'/ura'%ans'

I&


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$cHirchy, H. :'331;. !owerful performance appraisalsC Dow to set expectations

and work together to improve performance. Jational !ress !ublicationsC 5ranklin

6akes, JI.

!ulakos, B.*. :)44+;. 0atings of job performance. (hapter '' in Appliedmeasurement methods in industrial psychology. *avies


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72

ANNEURE


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ANNEURE

*ear 0espondent,

As part of the partial fulfillment of the reuirement for awarding the

*egree of !ost graduation in $%A, a study is been carried out on the topic

8Bmployee !erformance Appraisal at A0(B6Q. #o, in that concern, need your

kind co


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).Dow do u find fun and serious !erformance Appraisal activities euilibrium

at A0TB6U

Bxcellent

Average

Good

#atisfactory

+.Dow long you are with A0TB6U

. ..........

ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ

ZZZZZZZZZZZZZZZZZZZZZZZZZZZ

. Dow do you feel is 0 " 0 at A0TB6U

!erfect..

Average

#atisfactory

Any suggestion

ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ

ZZZZZZZZZZZZZZZZZZZZZZZZ....................

ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ

ZZZZZZZZZZZZZZZZZZZZZZZZ..

-.Are you clear about your roles and responsibilitiesU

>es

2pdated

Aware

Jo

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.Dow do you rate !erformance Appraisal activities at A0TB6 out of '4U

/.what should be the freuency of evaluation of your performance U

+ months

months

3 months

' year

1. Dave your boss ever appreciated you,if yes what is the freuencyUif no whyU

ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ

ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ..

3.f you have any shortcoming or problem,how many times your immediate

supervisor helped youU


ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ

'4.=hat are the most popular !erformance Appraisal activities at A0TB6U

#kip


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ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ


'). =hich is your favourite fun activity in A0TB6.=hyU

Anniversary " %irthday celebration

?utdoor #ports *ay

>oga health secrets

Euiz

5un 5riday

'+. *o you think job rotation helps an employee to learn about different

department and help gain confidence and skills in the (ompanyU

>es

Jo

'.Dow often do you think Iob rotation is reasonable as an employeeU



'-.Dave you ever undergone Iob enrichment processUf yes do you think that job

enrichment has a good effect on skill improvement of employeeU

>es, majorly

>es,uite a bit

Jot really

Jot at all

77


85/88


86/88

)4.*o feel like coming to office regularlyU

A. #trongly *isagree

%. *isagree

(. #lightly *isagree

*. Agree

B. #trongly Agree

5. Jo ?pinion

)'.*o get sufficient opportunities to improve my skillsU


%. *isagree

(. #lightly *isagree*. Agree

B. #trongly Agree

5. Jo ?pinion

)).*o receive any recognition for my contributions in last + monthsU


%. *isagree


*. Agree

B. #trongly Agree

5. Jo ?pinion

)+.Are my thoughts and feelings given due respect at work placeU

79


87/88


88/88

).*o enjoy my workU


%. *isagree


*. Agree

B. #trongly Agree

5. Jo ?pinion

)/.Am aware of the career opportunities that are available to me at my

companyU


%. *isagree


*. Agree

B. #trongly Agree5. Jo ?pinion

Performance Appraisal in Surya Up Gramin Bank Panjab National (Pnb)

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