Hr Project

Submitted for the partial fulfillment for the award of degree of:

MASTER IN BUSINES ADMINISTRATION (MBA)

BY

Sobiya Banday

(CARRIED OUT AT :)

BUSINESS CLUSTER-1, JAMMU NORTH

(UDHAMPUR)

JAMMU AND KASHMIR LTD.

PROJECT REPORT

ON

“PERFORMANCE APPRAISAL SYSTEM IN THE J&K BANK”

SUBMITTED TO

UNIVERSITY OF JAMMU .

IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MBA DEGREE

Submitted by Supervised by Mrs. Sarika Mahajan

Miss… Sobiya banday

Roll No… 402

SET Business School, Bari Brahmana ,Jammu.

‘Theoretical knowledge without practical knowledge is of little value.’ MASTER IN BUSINESS ADMINISTRATION is a unique course giving students an opportunity to combine practical knowledge with theory and provide an opportunity to learn about the complexities and difficulties affecting any office routine .Current project are an assignment for completion of MBA program.

The objective of industries training in this course is to a perspective about the organization and functioning of all the areas of management, in an organization. Towards the accomplishment of this objective our training in a organization for at least 8 weeks to get an extensive training in various functional areas and to have a first experience in modern management. We have a privilege to undergo our training in J&K Bank. We spent eight weeks and got extensive exposure of training of advance and recovery section of the bank.

The summer training at J&K Bank, Business Cluster-1, Jammu North, (Udhampur) has given us an opportunity to gain great practical exposure to the advances and recovery section of the bank and indeed been great learning and enjoyable experiences.

We owe deep intellectual dept. to Mr.G.M Sathiq head cluster, Business Cluster-1 , Jammu North, (Udhampur) who gave us an opportunity to work in his esteemed organization.

We feel deeply indebted to our project Mr. S.S.Sumbria for providing us valuable suggestion at various stages of the project report, despite of the busy schedule.

Lastly, we would like to thanks all the employees of the J&K Bank, Business cluster-1, Jammu North, (Udhampur) who gave us their full cooperation during our stay their office.

Table Of Contents:

S No. Topic P.No.

Company Profile

I History of J&K Bank 8

Ii Function & distributorof J&K Bank 9

Iii

Industry ProfileI Various products of J&K Bank 10

Ii Schemes of J&K Bank 11

Executive summary 12

Introduction Of HRMI Introduction of HRM 13

Ii Different function of HRD used in J&K Bank 14

Iii Meaning-Performance appraisal system 16

Iv Function of performance appraisal system 17

V Purpose of performance appraisal 18

Vi Methods of performance appraisal 19

Vii Objectives of performance appraisal & Limitations of performance appraisal

24

Appraisal policy of J&K Bank 25

Research Methodology I

Ii Objectives 26

Iii Data Collection

Primary Data Secondary Data

27

Iv Sample Design

Analysis Finding

Recommendations limitations

Annexure Bibliography

To study the various performance appraisal technique adopted in J&K Bank

for employee satisfaction. To know about the shortcoming of performance appraisal system.

Chapter 1- Introduction

1.1

The Jammu and Kashmir Bank Ltd. Incorporated on 1st October 1938 and started its business on 4th July 1939 at Kashmir .The Jammu and Kashmir Bank Ltd. Has been the first of its nature and composition as a state owned bank in the country . The bank was established as a semi state bank with participation in capital by State and the public under the control of State Government.

The bank has to face serious problems at the time of independence when out of its total of ten branches two branches of Muzzaffarabad and Mirpur fell to the other side of the line of the control (now Pak occupied Kashmir) along with cash and other assets. Following the extension of central laws to the State of Jammu and Kashmir , the bank bank was defined as a Government Company as per the provision of Indian Companies Act, 1956.

Today. Jammu ad Kashmir Bank is one of the fastest growing banks in India with a network of more than 590 branches/offices spread across the country offering world class banking products services to its customers. The bank recently bagged three very prestigious awards for following fair business practices and commitment to social obligations.

1.2 -Functions of J&K Bank :

The company’s principal activities are to provide banking and financial services through a network of 590 branches spread all over the country. The services include commercial and consumer banking cash management , deposits., loans , investments, internet banking and other financial services.

1.3- Distributor of J&K BankLife Insurance products of Met Life (India) Pvt. Ltd.

Non-Life Insurance Products of Bajaj Allianz General Insurance Corporation Ltd.

CHAPTER-2

Industry profile

2.1 -Products of J&K Bank

To achieve the broad based objectives, the following new initiatives have been under:

1. Innovative Financial Products like Apple Finance, Saffron Finance, Sheep Rearing Finance, Artisans Loan Schemes, and School Bus Finance etc.

2. Monetizing Bank: Branch Network by offering cash management corridors to schools / colleges. Revenue/bill collection for various agencies / departments.

3. Third Party Product Distribution: Mutual Find Schemes of reliance, UTI and Kodak, Life insurance Products of Met Life India, Non-Life Insurance Products of Bajaj Allianz etc.

4. Venture Capital Financing: For innovative viable ventures conceived by entrepreneurs and for projects with high yield prospects particularly for creation of infrastructure for development of Agriculture / Horticulture in the state.

5. Channel Financing: For factoring receivables off suppliers, Traders of arts and crafts, commission and forwarding agents of fruits etc. The bank has one unique source of strength which, if cultivated carefully,can be virtually impregnable – its roots are in the state, and as such it shares with the people of J & K a kinship, and empathy for the cause of the state’s progress, which no outside bank ever can. The therefore strongly advocates that the bank focus its efforts primarily on the state of Jammu and Kashmir, and become a provider of universal solutions to all the people in the state. The bank intends to tap the potential in the under financed productive segments of the state economy , Horticulture has a potential to absorb Rs. 12-15 economy of the state has the potential for Rs.4-6 billion against the current exposure of Rs. 0.6 billion . The formulated strategy is bound to affect a turnaround in these sectors from sub optical cycle of low productivity to optical productivity and cycle savings.

2.2 ---VARIOUS SCHEMES OF J&K BANK :

Deposit Scheme: Saving Bank Deposit Scheme Saving Ujal/No Frills Account Current Deposit Accounts with five features;A) Platinum

B) GoldC) Premium plusD) PremiumE) Basic

2.3 ---Executive SummaryPerformance Appraisal means systematic evaluation of the personality and performance of each employee by his supervisor some other person trained in the technique of merit rating. It was found that most of the people in the company are not aware about the main objectives of Performance Appraisal i.e., the development of employees. They just have information that it is somehow related to their increments .Some employees don’t know this also. The top management people are of the view that HRD is important but not urgent .Developing an HRD system need commitment from all. The other reason is that is only 4-5 years back that they have started the HRD system. The other thing which I find the company is that almost 70% people are ready to cooperate with HRD department, provided they implement the system properly.

Chapter--3 3.1---Introduction of HRM

In the past, people working in the organization were given attention merely in the terms of administrating the necessary conditions of work. The traditional concept of personal management was based on a very narrow view of human motivation. The basic assumption underlying the view was that human beings are primarily motivated by comforts and salary and necessary attentions may be given to rationalize these, so that people don’t get dissatisfied. Most of the attention therefore was on administration of salary and other benefits. It is being realized that people working in the organization are human being. They have their own needs,

motivation, expectation and their contribution to the organization is much more than that of other resources being used .Increasingly more importance is given to people in organization is that human assets are the most important assets. They can have “Man power” or “Human resources”. May be thought of as the total knowledge, skills. Creative, abilities, talents and aptitudes of an organization work force as well as the values; attitudes and benefits of an individual involved. It is infecting an important employed economic resource, covering all working at all levels-supervisors, executive. Government employees, “blue” and “white” collars workers, managerial, scientific, engineering, technical, skilled or unskilled productive and service enterprises and other economic activities.

Human resources are utilized to the maximum possible extent in order to achieve individual and organization goals. An organization performance and resulting Productivity are directly proportional to the quality and quantity of its human resources.

Hence the significance of human resource.

Professional significance: By providing healthy working environment it promotes team work in the employees. This is done by:

Maintaining the dignity of the employees as “Human being”. Providing Maximum opportunities for personnel development. Providing healthy relationship between different work groups so that work is

effectively performed.a) Significance for the individual enterprise : It can help the organization in accomplishing

it goal by :

Creating right attitude among the employees through effective motivation

Utilizing effectively the available human resources and Securing willing co-operation of the employees for achieving goals of the

enterprise and fulfilling their own social and other psychological needs of recognition, love affection, belongingness, esteem and self actualization.

b) Professional significance: By providing healthy working environment it promotes team work in the employees. This is done by

Maintaining the dignity of the employees as “Human being”. Providing Maximum opportunities for personnel development.

Providing healthy relationship between different work groups so that work is effectively performed.

c) Significance for individual enterprise : It can help the organization in accomplishing it goal by

d) Creating right attitude among the employees through effective motivation.e) Utilizing effectively the available human resources.

HUMAN RESOURCE MANAGEMENTThe main objective of human resource manger is to know how to deal with.

P--------------------PURPOSE

E--------------------EMPATHY

O--------------------ORIGINALITY

P--------------------PROACTIVE

L--------------------LEARNING

E--------------------EXCELLENCE

Effectively and how to make them effective.

3.2…Different function of HRD used in J&K Bank

Human Resource Planning:

Human Resource Planning is the process by which a management determines how an organization should move from its current position to its desired manpower position through planning; a management strives to have the right number and the right number, the right kinds of people at the right places at the right time to do things reports are prepared from time to time as the need arises. The HRP report are sent to HRD department and they frame the recruitment

Policy accordingly. The staff members in the organization (Jammu Unit) are about 130.

Recruitment and Selection

Recruitment forms the first stage in the process which continues with selection and ceases with the placement of the candidate. Recruitment has been regarded as the most important function of personnel administration because unless the right type of people are hired, even the best plans, organization charts and control system would not do much good.

According to Fippo “it is a process of searching for prospective employees and encouragement them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio i.e.; the number of application for a job selection, on the other hand tends to be negative because it rejects a good member of those who apply leaving only to be hired.”

Promotion: The employees are appointed to a position of greater responsibility or authority.

This is on the basis of seniority and merit.

2) External Sources

Advertisement :

For employees and administration and management staff, the vacancies are advertised in national and local newspaper.

Selection:

The process of Selection begins after the competition of recruitment process after an adequate number of applications have been received through different sources of recruitment. Selection involves a careful screening and testing.

After selection induction is given to the employee’s .In which they get brief ideas about different department and the working of organization. They also get introduced to different employees in different departments. These induction programs are for 2-3 weeks, 2-3 hours per day.

Training and development

Training is the corner of sound management for it makes employees more effective, productive and adaptable to change .It is a process of learning a sequence of programmed behavior. It improves the employee’s performance on the current job or prepares him for an intended job. Development is a border concept and it covers not only the job performance improvement activities but also emphasis on the overall growth of the personality of the employees. In J&K Bank (Business Cluster, Jammu North (udhampur) both on the job training and off the job training is given.

PERFORMANCE APPRAISAL

3.3---Performance Appraisal

According to Dale Yoder, “Performance Appraisal includes all formal procedures used to evaluate personalities and contributions and potentials of the members in a working organization. It is a continuous process to secure information necessary for making corrects and objective decisions on

employees”. Appraisal and feedback can occur informally, as when a supervisor notices and comments on a good or poor performance, incident. A more formal method is the structured annual performance review in which a supervisor assesses each employee’s performance using some official appraisal producer. Larger organization tend to use both formal and informal methods, where as many smaller organization use only informal supervisory feedback.

Performance appraisal is the function around which all the activities of human resources management resolve. Performance appraisal is a process of evaluating an employee’s performances of a job in term of its requirements .The performances Appraisal is conducted annually by the HRD Department. The immediate superior of the person indicate the strong and weak points of individual, his training needs and growth potential. The Company follows an open kind of appraisal system where HOD has to discuss all the contents of the appraisal from filled out by the superior, with the appraise so that he can know what his performance has been in the previous year and his shortcomings also come to his notice which he tries to eliminate. The filled up form is sent to HRD Department which makes its own assessment through the form.

Once the appraisal form is complete, then increment form is issued and each department is asked to give its recommendations for increments. Based on the appraisal form each individual is graded into following categories:

A) ExcellentB) Very GoodC) GoodD) SatisfactoryE) Average

3.4---Functions of Performance AppraisalFormal performances appraisal can be used for many purposes. Developmental uses of appraisal focus on improving employee’s future performance and career advancement. Administrative uses of appraisal include decision making about merit raises and promotion is also use administration for personnel research such as test validation or training evaluation. Performance Appraisal as an Employee Development

Tool

Performance appraisal can be used in several ways to encourage employee development. It plays a role in reinforcing and determining career goals and training needs.

Reinforcing and Sustaining PerformanceUsing performance appraisal as an employee development tools can place the supervisor in a supportive reinforcing role .By providing feedback on past performance, a supervisor can encourage employees to sustain good behavior. Praise can augment any financial reward that the employee may receive.

Improving Performance The supervisor ca use performance appraisal data to suggest ways in which employees might perform better in future. The supervisor can point out strengths and weakness and help employees identify more effective ways to accomplish important tasks.

Determine career progression GoalsThe performance appraisal session gives the supervisor and employee an opportunity to discuss the employee’s long term career goals and plans. The supervisor can advise the employee on the steps to take to reach these goals. As a result, the employee may become more highly motivated to perform well in his or her present position since it is seen as a necessary step an ultimate goal.

Determining training needs

Performance appraisal can determine needs of individual employee. If an employee is not performing up to expectation, training may enable him or her to corrupt any skill or knowledge deficiencies.

Performance Evaluation as an Administration Tool Besides their use in employee development, performance appraisal also plays a role in administration decision making. Performance appraisal is used in linking rewards to performance and in evaluation the effectiveness of human resource policies and practices.

Evaluation of HRM Policies and ProgramsPerformance appraisal data can also be used to evaluate the effectiveness of human resource management programs.

Requirements of Sound Appraisal System The appraisal should be simple to operate and easy to understand. The performance appraisal system should be performance bsed fair, just

and equitable. The employees should be made aware of the performance in terms of

goals, targets and behavior. The appraisal plan should be designed in consultation with the

subordinates. The appraisal system should be opened and participative. The appraisal system should be valid and reliable.

3.5----Purpose of performance appraisal system

It helps to achieve organization task through guided efforts of individual.

It provides data for evolving development plans for individuals. It provides inputs for decision on transfer and promotion. It enables clarification of expectations between superior and

subordinates.

3.6-----APPRAISAL METHODS

There are two different types of performance appraisal methods:-

Traditional Methods

1. Essay /Unstructured Appraisal.

2. Straight Ranking Method.

3. Paired Comparison.

4. Critical Incident Methods.

5. Field Review Method.

6. Checklist Method.

7. Graphic Rating Scale.

8. Forced Distribution.

TRADITIONAL METHODS OF PERFORMANCE APPRAISAL

ESSAY APPRAISAL METHOD

This traditional form of appraisal also known as “FREE FORM METHOD” involves a description of the performance of an employee by his supervisor.STRAIGHT RANKING METHODIn this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.

PAIRED COMPARISONThis method compares each employee with all others in the groups one ta a time. After all the comparisons on the overall comparisons, the employees are given the final rankings.

CRITICAL INCIDENTS METHODIn this method of performance appraisal, the evaluator rates employees on the basis of critical events and how the employee behaved during those incidents.

FIELD REVIEWIn this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates.

CHECKLIST METHOD

This rater is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the performance of the employees.GRAPHIC RATING SCALEIn this method, an employee’s quantity of work is a graphic scale indicating different degrees of a particular trait.FORCED DISTRIBUTIONTo climate the elements of bias from the rater rating, the evaluator is asked to distribute the employees in some fixed categories of rankings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.MODERN METHODS1. Management by objective.2. Assessment Centers.3. 360 Degree performance Appraisal.4. Human Assets accounting methods.5. Score card.

MODERN APPRAISAL METHODS

A) MANAGEMENT BY OBJECTIVES METHODS This method was evolved by Peter Drucker it seeks to minimize external controls and maximize internal motivation through joint goal settings how manager and the subordinate and increasing the subordinates own control of his work.MBO can be described as “a process whereby the superior and subordinate manager of an organization jointly identify its common goals define each individuals major areas of responsibility in terms of results expected of him and use these measures as guidelines for operating the unit and accessing the contribution of its members”. It consists of five basic steps:

Set organizational goals Joint goal Performance reviews Set check posts Feedback

OBJECTIVE OF MBO

The objectives of MBO are to change behavior attitudes towards getting counts. It is management system and philosophy that stress goals rather than methods. It provides responsibility and accountability recognizes that employees have needs for achievement and self-fulfillment.

ASSESSMENT CENTRES METHOOD:

The assessment centre concept was initially applied to military situations by Simonietin the German army in the 1930s and the war office board of the British army in the 1960s .Under this method many evaluators join together to judge employee performance in several situations with the use of variety of criteria. Assessment is made to determine employee potential for the purpose of promotion. The evaluators observe and evaluate participants as they perform activities commonly found in these higher level jobs.

PURPOSE OF ASSESSMENT CENTRE To measure potential for the first level supervision, sales and upper management

positions and also for higher levels of management for development purpose. To determine individual training and development needs of employees. To select recent college students for entry level positions. To provide more accurate human resource planning information. To assist in implementing affirmative action goals. To make an early determination of potential.

360 DEGREE PERFORMANCE APPRAISAL

360 degree feedback, also known as ‘multi-rater feedback’, is the most comprehensive appraisal where the feedback about the employee’s performance comes from all the sources that come in contact with the employee on his job. 360 degree respondents for an employee can his/her peers, managers (i.e superior), subordinates, team members, customers, suppliers/vendors-anyone who comes into with the employ and can provide valuable insights and information or feedback regarding the “on –job-job” performance of the employee.

360 degree appraisal has four integral components:

1. Self appraisal2. Superior’s appraisal.3. Subordinate’s appraisal.4. Peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and weakness, his achievements, and judge his own performance. Superior’s appraisal forms the traditional part of the 360 degree appraisal where the employee’s responsibilities and actual performance is started by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superior’s ability to delegate the work, leadership qualities etc.Also known as internal customers, the correct feedback given by peers can help to find employees’ abilities to work in a team .Cooperation and sensitivity towards others.

THE BALANCED SCORE CARD:

To evaluate the organizational and employee performance in Performance appraisal processes, the conventional approach measures the performance only on a few parameters like the action processes, results achieved or the financial measures etc. The Balanced scorecard an approach given by Kaplan and Norton- provides a framework of various measures to ensure the complete and balanced view of the performance of the employees. Balanced scorecard focuses on the measures that drive performance.

The balanced scorecard provides a list of measures that balance the organizations internal and process measures with result, achievements and financial measures.

The two basic features of the balanced scorecard are:

A balanced set of measures based on the four perspectives of balanced scorecard. Linking the measures to Employee Performance.

The four prospective recommended by Kaplan and Norton for the management collect information are:

The financial measures- The financial measures include the results of profits, increase in the market share, return on investments and other economic measures as a result of the actions taken.

The customer’s measures- These measures help to get on custom satisfaction, the customer’s perspective about the organization, custom loyalty, acquiring new customers. The data can be collected from the frequency and number of customer complaints. The time taken to deliver the products and services, improvement in quality etc.

The internal business measures- These are the measures related to the organization’s internal processes which help to achieve the customer satisfaction .It includes the infrastructure. The long term and short term goals and objectives, organizational processes and proceeding system and the human resources.

The innovation and learning prospective- The innovation and learning cover the organization’s ability to learn, innovate and improve. They can judged by employee skills matrix, key competencies value added and revenue per employee.

POTENTIAL APPRAISAL :The potential appraisal refers to the appraisal i.e, identification of the hidden talents and skill of a person. The person might or might not be aware of them. Potential appraisal is a future –orientated appraisal whose main objective is to identify and evaluate the potential of the employees to assume higher positions and responsibilities in the organizational hierarchy .Many organizations consider and use potential

Appraisal as a part of the performance appraisal processes.

Potential appraisal can serve the following purposes: To advise employees about their overall career development and future

prospects. Help the organizational to chalk out succession plans. To advise employees about their overall career development and futre

prospects. Help the organizational to chalk out succession plans. Motivate the employees to further develop their skills and competencies. To identify the training needs.

HUMAN ASSET ACCOUNTING METHOD:

Human assets accounting or human resource accounting may be defined as the measurement and reporting of the cost and value of people as organizational resources. It involves accounting for investment in people and their replacement costs, as well as accounting for economic value of people to an organization. The concept of “investment” in employees, the human capital of the organization, push forward a view that one is looking for a profit to be gained from the investment and therefore the focus is on the development of employees for a specific purpose to gain monetary benefits. Optimizing of profits would result only if the organization develops clear and comphrensive strategic HRA Refers to Examination & Evaluation of Policies, Practices & Procedures to detect Effectiveness & Efficiency of HRM and verify if Mission, Objectives, Policies, Procedures ,Programs are chased and expected result achieved HRA also suggest future improvements based on past activities measurement.

3.7--OBJECTIVES:1. Effectiveness: To review performance of Human resource Deptt. and its

activities to determine effectiveness.

2. Implementation: To locate gaps, lapses, failing in applying Policies, Procedures, Practices & HR-directives .Also to see areas of wrong/non-implementation that hindered the planned programs & activities

3. Rectification: To take corrective steps to rectify mistakes, shortcomings conesting effective work –performance of HR Deptt.

4. Evaluation : To evaluate HR Staff & employees, to evaluate the extent to which Line Managers Applied Policies Programmes & Directives initiated by Top Management & HR Deptt.

5. Modify: To review HR System and modify to meet challenges in comparison with other organizations.

6. Questioning: To seek answers to ‘What happened’? . ‘Why did it happen? ‘Why did it not happen ‘?.While implementing Policies, Practices & Directives in managing HRs

3.8--Limitations of Performance Appraisal1. There is often a tendency to rate not only the employee but also the job.2. Errors are introduced in the appraisal because of a defect or bias in the

Person conducting the appraisal.3. There is often lack of communication where by the employee does not

know how he is rated.4. Different qualities to be rated may not be given proper weight age in

certain cases.5. Some of factors are highly subjective like initiative and personality of

Employees. So the actual rating may not be on scientific lines.

3.9…Designing of an Appraisal Program:To design an effective appraisal program following points should be considered:a) Determining the objectives of performance appraisal.b) Establishing standards of performance.c) Frequency of appraisal.d) Deigning of forms.

THE APPRAISER

It is possible for the appraisal to be done by one or a combination of the following:

The immediate manager in Corporate HQs. Other managers familiar with the employees work. Respective department specialist. Personnel department specialist. The employee himself.

3.9---APPRAISAL POLICY OF J & K BANK

(TECHNIQUE USED FOR APPRAISING THE EMPLOYEES PERFORMANCE)

a)CONFIDENTAL REPORTS /APPRAISAL FORM SYSTEM

Appraisal year: The appraisal period is 12 months of the financial year between 1 st April of a year 200…..to 31ist March of succeeding year. The employees are appraised after 12 months or annually.

Appraisal criteria: The employees are divided into 2 cadre:

---The Clerical cadre

---The Officer cadre

There are two different formats of appraisal forms which are called as confidential reports for officer cadre & clerical cadre.

Appraiser or appraisee

Appraiser:

Appraiser is the ultimate departmental head or the immediate superiors. The confidential reports (CR) of performance appraisal are then given to the Zonal DGM Mr. Madan Lal Gupta . After the evaluation of (CRs) these are sent to corporate head quarter to final assessment.

Appraisee:

Appraise is the employee or subordinate to be appraised by an appraiser and are presently working in an organization under their respective departmental heads.

Appellate authority:

The entries of reviewing and reporting officers can be charged by the higher authority. The sample form of the confidential reports is enclosed in the Annexure.

Chapter…4Research methodology:

OBJECTIVE OF THE STUDY: System in the organization as a regard to the present working Environment. To know about the shortcoming of performance appraisal system.

Data collection PRIMARY DATA :

The Primary Data are those, which are collected afresh and for the first

time,

And thus happen to be original in character. There are several methods of

collecting Primary

Data, particularly in surveys and descriptive researches. Important ones

are:

(1) Observation method, (2) Interview method (3) Through questionnaires,

Questionnaire method of data collection is quite popular, particularly in case

of big enquiries.

In this Questionnaire is given to all the persons concerned with a request to

answer the

questions and return the questionnaire. Questionnaire can be either

structured or unstructured.

Structured questionnaire are those questionnaires in which there are definite,

concrete and

Predetermined questions. The form of question can be either closed (i.e., of

the type ‘yes’ or ‘no’)

or open (i.e., inviting free response).

Primary data was collected by getting the questionnaires filled by the

employees of

the organization. According to which the analysis was done to know what

were the

skill gaps with the comparison of the skills they had and the skills they

required for

the completion of their jobs.

SECONDARY DATA :

The secondary data are those which have already been collected by someone

else and

which have already been passed through the statistical process. In case of

secondary

data the nature of data collection work is merely that of compilation.

Secondary data was obtained from the records maintained by the

organization

i.e. the HR policies, which the employee had already given during their working years

Data Source

Both direct and indirect data sources are used at different stages for the research purpose, secondary data was basically used at the time of formulation of the questionnaire to develop a sound background of the subject matter. Information about the company’s history and existing appraisal policy were collected from indirect data.

4.4—METHODOLOGY OF THE PROJECT:

a) Direct investigation method Interaction with the bank employees

b) Indirect investigation method

Collection of secondary data from published and unpublished methods like reports records like O.S.M.(office service manual)

4.1---DESCRIPTION OF RESEARCH DESIGN

MEANING OF RESEARCH DESIGN:

It is a logical and systematic plan for directing a research study, the methodology and techniques to be adopted for achieving the objectives.

4.2…Nature of research design:

“A research design is indispensable for a research product. Unlike the building plan, which is precise and specific, research is designed for a tentative plan with a series of guide posts to keep one going on its right direction.”

Besides a research study can’t extensive and intensive, as the researchers may like it to be it has to be geared to the availability of date and the cooperation of the informants thus a research design represents a compromise dictated by many practical considerations.

4.3---RESEARCH INSTRUMENT:

Questionnaire: Collection of the information and data is done with the help of a questionnaire. A questionnaire consists of multiple choice of questions.

Chapter—5

1. Performance appraisal techniques employed in J&K bank are fair & equitable.

% of employees

25

23

8 0

44

Agree

Disagree

Partially Agree

Completelydisagree

Neither agree nordisagree

Response % of employees

agree 25

Disagree 23

Partially Agree 44

Completely disagree 8

Neither agree nor disagree 0

2. Performance appraisal techniques employed in J&K bank should be more elaborative.


Agree 8

Disagree 13

Partially agree 3



% of employes

813

39

67

Agree

Disagree

Partially agree

Completelydisagree

Neither agreenor disagree

3. Performance appraisal technique should be conducted half yearly rather annually.


Agree 20

Disagree 21

Partially agree 0



% of employes

20

21

09

50

Agree

Disagree

Partially agree

Completelydisagree


4. Performance appraisal techniques are considered as a vital tool & source of motivation of employees.


Agree 4

Disagree 13

Partially agree 0



% of employes

4 1305

83

Agree

Disagree

Partially agree

Completelydisagree


5. Performance appraisal techniques used in the organization convey the message that men are valued.


Agree o

Disagree 14

Partially agree 19



% of employes

0 14

19

364

Agree

Disagree

Partially agree

Completelydisagree


6. Performance appraisal techniques help in evaluating the effectiveness of HR policies & procedures.

Response % of employes

Agree 17

Disagree 6

Partially agree 13



% of employes

17

6

13

44

20

Agree

Disagree

Partially agree

Completelydisagree


7. Performance appraisal techniques help in making better superior to discuss long term career goals and plans with superiors..


Agree 37

Disagree 30

Partially agree 17



% of employes

37

30

17

11 5

Agree

Disagree

Partially agree

Completelydisagree


9. Performance appraisal techniques increases the effectiveness with which the individual performs the job..

Response % of employes

Agree 37

Disagree 30

Partially agree 17



% of employes

37

30

17

11 5

Agree

Disagree

Partially agree

Completelydisagree


10. Performance appraisal techniques increases the chances of promotion/improvement in the quality of work..


Agree 0

Disagree 19

Partially agree 5



% of employes

0 19

5

75

Agree

Disagree

Partially agree

Completelydisagree


11. Performance appraisal techniques should be employed only at the time of promotion..

response % of employees

Agree 12

Disagree 15

partially agree 2

completely disagree 16

neither 55

12

15

2

16

55

Agree

Disagree

partially agree

completelydisagree

neither

12. The result of Performance appraisal techniques must be used for taking important personnel decision such as trainings, transfers etc.


Agree 4

Disagree 15

Partially agree 13



% of employees

Agree

Disagree

partially agree

completelydisagree

neither

13. An open discussion should be conducted between the superiors & subordinates after the performance appraisals..


Agree 3

Disagree 3

partially agree 7


neither 79

3 37

8

79

Agree

Disagree

partially agree

completelydisagree

neither

14. Interpersonal relations lead to biased performance appraisals..


Agree 6

Disagree 16

partially agree 2


neither 62

6

16

2

1462

Agree

Disagree

partially agree

completelydisagree

neither

15. The Performance appraisal techniques employed in J&k bank are..


excellent 55

very good 7

satisfactory 14

average 24

% of employees

55

7

14

24

excellent

very good

satisfactory

average

Chapter—6

FINDINGS:

a) A circular containing the information about the performance appraisal technique weren’t circulated among the employees.

b) Majority of the employees in the bank anted the Performance Appraisal form to be biased performance appraisal.

c) Performance appraisal procedure increases the effectiveness with which an individual performs the job.

d) An open discussion/ feedback session wasn’t conducted b/w the superiors and subordinates after the performance appraisal.

Chapter---7

Recommendations:1) Top management commitment is necessary. They should circulate brief descriptions

of performance Appraisal to all employees.2) From the direct interaction. I found that more than half of the people in the

Organizations are not fully about the benefits of appraisal. So I suggest training (seminars) for all employee which will made them familiar about the benefits of appraisal System.

3) The performance appraisal should be a continuous system. It should be mentioned and evaluate quarterly or half- yearly rather than once in a year. So that the respective Superiors can keep a constant check on the weakness/ strengths.

4) A regular Feedback or Counseling session should be conducted after grading of the Confidential Reports.

5) The Performance Appraisal forms/ Confidential Reports should be more elaborative.

LIMITATIONS:

1) The study has been completed during a short period of less than two months which is not enough to gain all the practical knowledge and awareness about organization and itz management.

2) Lack of time was one of the limitations. Because of which all the employees weren’t able to fill the questionnaires.

3) Some of the employees were not giving their views openly. So. Personal biasness may prevail.

Chapter ---8

QUESTIONAIRE:Name………………………………..Age…………………………………..Designation……………………….

1. Performance appraisal techniques employed in J & K Bank are a fair and equitablea) Agree b)Disagree

c) Partially agree d) completely disagree

e] Neither agrees nor disagrees

2. Performance appraisal techniques employed in J& K Bank should be more elaborative

a) Agree b) Disagree

c) Partially d) completely disagree

e) Neither agrees nor disagrees

3. Performance appraisal techniques should be conducted half yearly rather than annually-




4. Performance appraisal techniques are considered as a vital tool and source of motivation of employees-


d) Partially agree d) completely disagree


5. Performance appraisal techniques used in the organization convey the message the men are valued-


c) Partially agree d) completely Disagree


6. Performance appraisal techniques help in evaluating the effectiveness of HR policies and procedures-



e) Neither agree or nor disagree

7. Performance appraisal techniques help in making superior subordinates relationship-


C) Partially agree d) completely disagree

e) Neither agree nor disagrees

8. Performance appraisal techniques gives the employees an opportunity to discuss long term career goals and plans with the superiors-



E) Neither agrees nor disagrees

9. Performance appraisal techniques increases the effectiveness with which the individual performs the job-


c) Partially d) completely disagree


11. Performance appraisal techniques should be employed only at the time of promotion-




12. The result of Performance appraisal techniques must be used for taking important personnel decisions such as trainings, transfers, etc.




13. An open discussion should be conducted between the superiors & subordinates after the performance appraisals-




14. Interpersonal relations lead to biased performance appraisals-




15. T he performance appraisal techniques employed in J &K Bank are-

a) Excellent b) very good

c) Satisfactory e) Average

THE JAMMU & KASHNIR BANK LTD. (Officer cadre)

ANNUAL PERFORMANCE APPRAISAL REPORT

(For the year ended 31, march 200….)

A: BIODATA

1. Name of the officer ……….code no……………2. Qualification…………………3. Training(s), if any, undergone during the reporting year:

Sno Name of the progamme

Duration Name of the institute

B: SERVICE DETAILS YEAR MONTHS

1) Total service in the bank …………… …………………..

2) In the present cadre …………….. ……………………

3) In the present branch / office ..……………… ……………………..

4) Under the present appraise ………………… ……………………..

5) Details of the last three assignments held prior to present posting:

sno Branch/ office Position hold Duration Scale

ANNUAL PERFORMANCE REPORT

Name………………………………… code ……………………………… Period …………………………….

C: BUSINESS DIMENSIONS

Job performance Last year Current year target

Actual % age growth

a)Deposits less by Govt/ banks/financialb)Advances(total)

b) Profits/ loss

c) RECOVERY PERFORMANCE OF NON PERFORMING ASSETS

Balance of the beginning of the year

Target of recovery year

Actual recovery during the year

%Recovery to total NPA’S shown in column 1

%Age recovery to target for recovery shown in column2

Balance outstanding at the end of the year

Reconciliation of books

………………………………………………………………………………………………………………………………………..

…………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………….....


Name……………………………………………………………..code………………………………period………………….

TO BE FILLED IN BY APPRAISER

A) Qualitative aspects of business dimensions1) Housekeeping……………………………………………………………………………………..2) Customer Service………………………………………………………………………………….3) Inspection / audit and rectification of irregularities……………………………….4) Submission of deficit performance………………………………………………………….

D) Explanation / memos served if any

…………………………………………………………………………………………………………….

Status of disciplinary action, if any , initiated during the period under review:

…………………………………………………………..

Signature

(Appraising Authority)

Annual Performance Report

Name……………………………………………..code No……………………………………….Period……………………….

SELF APPRAISAL

1. Highlights of my performance during the year

……………………………………………………………………………………………..

…………………………………………………………………………………………………

…………………………………………………………………………………………………….

2. Areas in which I feel I have not come up to the expected level

……………………………………………………………………………………………………

………………………………………………………………………………………………………

……………………………………………………………………………………………………….

3. Constraints faced

………………………………………………………………………………………………………..……………………………………………………………………………………………………………………………………………………………………………………………………………………..

4. What according to me would enable me to perform better………………………………………………………………………………………………………….…………………………………………………………………………………………………………..…………………………………………………………………………………………………………..……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..

ANNUAL PERFORMANCE REPORTName………………………….Code No…………………………..Period………………………

MANAGERIAL DIMENSIONS1. Job knowledge

……………………………………………………………………………………………….

2. Leadership / Team building………………………………………………………………………………………………….

3. Decision Making / Problem solving…………………………………………………………………………………………………

4. Administration skill planning and organizing ability…………………………………………………………………………………………………

5. Public Relation......................................................................................................

6. Integrity and Honesty…………………………………………………………………………………………………

7. Communication Skills………………………………………………………………………………………………….

8. Innovativeness and creativity………………………………………………………………………………………………….

9. Commitment and Involvement………………………………………………………………………………………………….

10. Discipline…………………………………………………………………………………………………ANNUAL PERFORMANCE REPORT

11. Comments ona) Comments abilities

……………………………………………………………………………………………b) Emotional Strength

…………………………………………………………………………………………c) Responsiveness to Corporate Concerns

…………………………………………………………………………………………..d) Willingness to assume responsibilities

.................................................................................................

.

KEY RESPOANSIBILITY AREAS FOR NON OPERATIONAL ASSIGNMENTS (BY APPRAISER)

S no. RESPONSIBILITY AREAS

COMMENTS OF APPRAISER

Key responsibility areas-

These are the roles and responsibilities of particular job / position holder

KRA of officers in audit a) Use of man days in completing inspection/submission of

Reports

Inspection department

b) Nature, type & extent of detection of Irregularities in

Various areas of Breach functioning & getting them corre-

cted. During the inspection.

C) Detection of income leakage. d) Safeguarding the banks interest frauds.


NAME………………………………CODE……………………………..PERIOD…………………………

RATING OF OVERALL ASSEMENT/ PERFORMANCE BY APPRAISING AUTHORITY & REVIEVING AUTHORITY

FOR OPERATIONAL ASSIGNMENT

Marks out Appraising authority

Reviewing authority

Business dimensions

30

Qualitative aspects of business

20

Managerial dimensions

40

Outstanding 10

performanceTotal marks awarded

100

c) For non –operation assignment

Key responsibility areas

50

Managerial dimensions

40

Outstanding performance

10

Total marks awarded 100

d) Description comments on:Self appraisals xxxxxPotentials xxxxx

Training needs S (xxxxx)SignatureNameDesignationBranch / officeDate

By Accepting Authority

Final marks awarded …………….final rating ………………………………………

Remarks………………………………………………………………………………………….

Name………………………Designation………………..Signature……………………

Rating Matrix:

91-100% - outstanding 81-90% - Excellent

71-80% - Very good 61-70% - Good

41-60% - Average 40& below -Below average

Career Development Wing (Clerical Cadre)

(Human Resource Development Division)

Special Performance report for Banking Associate

a) BIODATA1. Name ………………………………………code no………………………………………………2. Qualification ………………………………………………………………………………………..3. Training undergone4. Previous postings with duration

training duration College/centre

b) SERVICE DETAILS

In the present cadre

Under the present appraiser

Present assignment

c) SELF APPRAISALHighlights of my performance……………………………………………………………………………………………………………………………………………………………………………….…………………………………………………………………………………………TO BE FILLED IN BY APPRAISING/REVIEWING AUTHORITYRATING OF OVERALL ASSESSMENT/ PERFORMANCE BY APPRASING AUTHORITY & REVIEWING AUTHORITY.

For Operational Assignment

Marks out of Appraising Authority(Branch head/Sectional Head)

Reviewing Authority (Zonal head)

Remarks (To be filled in byCDCWIng

a)Job knowledge 10b) Decision –making problem

10

c)Capacity to shoulder higher responsibilities

10

d)Emotional strength

10

e)Marketing skills

10

f)Discipline/ punctuality/ dress

10

g)Commitment & involvement

10

h)Behavior with superiors

10

i)Behavior with customer/ peers

10

j)outstanding performance

10

Total 100Signature NameDesignationBranch/ office

Rating Matrix

91-100% - outstanding 81-90% - excellent

71-80% - very good 61-70% - good

41-60% - average 40&below - below average

BIBLIOGRAPHY

1.BOOKS:PERFORMANCE APPRAISAL BY T.N CHABBRAPERFORMANCE APPRAISAL BYASHWANI THAPAPERFORMANCE APPRAISAL BY GARRY DESSLERPERFORMANCE APPRAISAL BY C.B MEMORIA

2.WEBSITES: WWW. JAMMU & KASHMIR. COMWWW.J&K.NETWWW.GOOGLE.COM

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