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5 Internet

6 Booklet of overview of performance National Bank of Pakistan.

Sampling Method

Convenience Sampling Method is used.

Sample Size

NBP UBLHEADS SUBORDINATES HEADS SUBORDINATES

HR 1 2 1 2

RECOVERY 1 3 1 3

COLLECTION 1 3 1 3

TOTAL 3 8 3 8

Chapter 3Analysis of Data

The data will be gathered during the primary data collection will be analyzed in the verbal contextthat is qualitative framework and also in the numerical context that is qualitative.

Chapter 4

EXPECTED FINDINGS:It is expected that through this research we will identify new facts. This research will help us tounderstand the role of performance appraisal in employee performance. And will guide us towards

new ideas of great importance in future.

This research will help us to know how much performance appraisal is effective in the organizationand how it is important element in the employee effectiveness.

CONCLUSION:An examination of traditional Performance appraisal process in both organizations reveal that an

emphasis on subjective criteria such as personality, loyalty, and initiative as opposed to objective

criteria such as meeting targets, days absent per year, money value of sales and number of latearrivals at work. I found that subjectivity was one of the most common reported difficulties with

performance appraisals.

Similarly, large numbers of appraisals methods observed and studied were heavily based on

opinion with little regard to the facts. Appraisal systems that are vague and subjective in nature are

usually open to charges of discrimination. They create culture of (Yes) men and women thatshould be avoided. On other hand it is not uncommon to use mix of objective and subjective

criteria. Like in UBL uses performance criteria relating to quality and quantity, job attitudes and

behaviors, dependability and team work.

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Finally, research shows that employees assessed by an appraisal system emphasizing objective

performance criteria are significantly more satisfied with the way in which they were evaluated.

SUGGESTIONS:

1 Appraisals are much easier, and especially more relaxed, if the boss meets each of the teammembers individually and regularly for one-to-one discussion throughout the year.

2 Meaningful regular discussion about work, career, aims, progress, development, hopes anddreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much

easier because people then know and trust each other - which reduces all the stress and the

uncertainty.

3 So don't wait for the annual appraisal to sit down and talk.

4 During the project assigned by MST, to update the addresses of the employees, it was observed

that addresses of the employees were not updated. Many employees had two to three differentaddresses in their dossiers without a letter for change of address on record. Employee

Information Forms of old employees are not refreshed for about ten years. It is suggested that

Employee Information Forms should be filled and submitted by all employees after every twoyears.

5 If you are an employee with a shy boss, then take the lead.

6 If you are a boss who rarely sits down and talks with people - or whose people are not used totalking with their boss - then set about relaxing the atmosphere and improving relationships.

Appraisals (and work) all tend to be easier when people communicate well and know each

other.

7 So sit down together and talk as often as you can, and then when the actual formal appraisals

are due everyone will find the whole process to be far more natural, quick, and easy - and a lotmore productive too.