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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 Sarika

Supervised by Mrs. 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 Company Profile

P.No.

I Ii Iii

History of J&K Bank Function & distributorof J&K Bank

8 9

Industry Profile
I Ii
Executive summary Various products of J&K Bank Schemes of J&K Bank

10 11 12

Introduction Of HRM
I
Introduction of HRM

13 14 16 17 18 19

Ii Iii Iv V Vi

Different function of HRD used in J&K Bank Meaning-Performance appraisal system Function of performance appraisal system Purpose of performance appraisal Methods of performance appraisal

Vii

Objectives of performance appraisal & Limitations of performance appraisal

24

Appraisal policy of J&K Bank

25

I Ii Iii

Research Methodology
Objectives Data Collection Primary Data Secondary Data Sample Design

26 27

Iv

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 companys 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 Bank


Life 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, NonLife 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 states 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) Gold
C) Premium plus

D) Premium E) Basic

2.3 ---Executive Summary Performance 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 dont 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 dont 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 MANAGEMENT The 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.

3.2Different 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 responsibility or authority. are appointed to a position of greater

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 employees .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 employees 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 employees 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 employees 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) Excellent B) Very Good C) Good D) Satisfactory E) Average

3.4---Functions of Performance Appraisal

Formal performances appraisal can be used for many purposes. Developmental uses of appraisal focus on improving employees 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 Performance


Using 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 Goals


The performance appraisal session gives the supervisor and employee an opportunity to discuss the employees 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 Programs


Performance 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 promotion. inputs for decision on transfer and

It enables clarification of superior and subordinates.

expectations

between

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 APPRAISAL

METHODS

OF

PERFORMANCE

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 METHOD


In 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 COMPARISON
This 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 METHOD


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

FIELD REVIEW
In 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 SCALE


In this method, an employees quantity of work is a graphic scale indicating different degrees of a particular trait.

FORCED DISTRIBUTION
To 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 METHODS
1. 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 employees 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 appraisal 2. Superiors appraisal. 3. Subordinates 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. Superiors appraisal forms the traditional part of the 360 degree appraisal where the employees 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, superiors 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 customers measures- These measures help to get on


custom satisfaction, the customers 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 organizations 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 cover the organizations ability to learn, innovate and improve. They can judged by employee skills matrix, key competencies value added and revenue per employee.

The innovation and learning prospective-

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 Appraisal


1. 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.

3.9Designing 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 PERFORMANCE) FOR APPRAISING THE EMPLOYEES

a)CONFIDENTAL REPORTS /APPRAISAL FORM SYSTEM


Appraisal year: The appraisal period is 12 months of the financial year between 1st 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.

Chapter4 Research 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 organization

data

was

obtained

from

the

records

maintained

by

the

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 companys history and existing appraisal policy were collected from indirect data.

4.4METHODOLOGY 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.

4.2Nature 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 cant 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.

Chapter5

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

% of employees

8 0

25

Agree Disagree Partially Agree

44 23

Completely disagree Neither agree nor disagree

Response agree Disagree Partially Agree Completely disagree Neither agree nor disagree

% of employees 25 23 44 8 0

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


Response Agree Disagree % of employees 8 13

Partially agree Completely disagree Neither agree nor disagree


% of employes Agree Disagree 13 3 9 67 Partially agree Completely disagree Neither agree nor disagree

3 9 67

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


Response Agree Disagree Partially agree Completely disagree Neither agree nor disagree
% of employes Agree Disagree 20 Partially agree 50 21 90 Completely disagree Neither agree nor disagree

% of employees 20 21 0 9 50

4. Performance appraisal techniques are considered as a vital tool & source of motivation of employees.
Response Agree Disagree % of employees 4 13

Partially agree Completely disagree Neither agree nor disagree


% of employes 4 13 0 5 Agree Disagree Partially agree Completely disagree Neither agree nor disagree

0 5 83

83

5. Performance appraisal techniques used in the organization convey the message that men are valued.
Response Agree Disagree Partially agree Completely disagree Neither agree nor disagree
% of employes 0 14 19 64 3 Completely disagree Neither agree nor disagree Agree Disagree Partially agree

% of employees o 14 19 3 64

6. Performance appraisal techniques help in evaluating the effectiveness of HR policies & procedures.
Response Agree Disagree % of employes 17 6

Partially agree Completely disagree Neither agree nor disagree


% of employes Agree Disagree 20 17 6 13 44 Partially agree Completely disagree Neither agree nor disagree

13 44 20

7. Performance appraisal techniques help in making better superior to discuss long term career goals and plans with superiors..
Response Agree Disagree Partially agree Completely disagree Neither agree nor disagree
% of employes 5 37 17 Completely disagree 30 Neither agree nor disagree Agree Disagree Partially agree

% of employees 37 30 17 11 5

11

9. Performance appraisal techniques increases the effectiveness with which the individual performs the job..
Response Agree % of employes 37

Disagree Partially agree Completely disagree Neither agree nor disagree


% of employes 5 37 17 Completely disagree 30 Neither agree nor disagree Agree Disagree Partially agree

30 17 11 5

11

10. Performance appraisal techniques increases the chances of promotion/improvement in the quality of work..
Response Agree Disagree Partially agree Completely disagree Neither agree nor disagree
% of employes 0

% of employees 0 19 5 75 0
Agree Disagree 19 5 Partially agree Completely disagree Neither agree nor disagree

75

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

Agree Disagree partially agree completely disagree neither

12 15 2 16 55

12

Agree Disagree partially agree

15

55

completely disagree neither

16

12. The result of Performance appraisal techniques must be used for taking important personnel decision such as trainings, transfers etc.
Response Agree Disagree Partially agree Completely disagree Neither agree nor disagree % of employees 4 15 13 4 64

% of employees

Agree Disagree partially agree completely disagree neither

13. An open discussion should be conducted between the superiors & subordinates after the performance appraisals..
response Agree Disagree partially agree completely disagree neither % of employees 3 3 7 8 79

7 8

Agree Disagree partially agree completely disagree

79

neither

14. Interpersonal relations lead to biased performance appraisals..

response Agree Disagree partially agree completely disagree neither

% of employees 6 16 2 14 62

6 Agree 16 Disagree 2 14 partially agree completely disagree neither

62

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


response excellent very good satisfactory average % of employees 55 7 14 24

% of employees

24 excellent very good 55 14 7 satisfactory average

Chapter6

FINDINGS:
a) A circular containing the information about the performance appraisal

technique werent 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 wasnt 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 werent 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 equitable a) Agree c) Partially agree b)Disagree d) completely disagree

e] Neither agrees nor disagrees

2. Performance appraisal techniques employed in J& K Bank should be more elaborative a) Agree c) Partially b) Disagree d) completely disagree

e) Neither agrees nor disagrees 3. Performance appraisal techniques should be conducted half yearly rather than annuallya) Agree c) Partially agree b) Disagree d) completely disagree

e) Neither agrees nor disagrees 4. Performance appraisal techniques are considered as a vital tool and source of motivation of employeesa) Agree d) Partially agree b) Disagree d) completely disagree

e) Neither agrees nor disagrees 5. Performance appraisal techniques used in the organization convey the message the men are valueda) Agree c) Partially agree b) Disagree d) completely Disagree

e) Neither agrees nor disagrees 6. Performance appraisal techniques help in evaluating the effectiveness of HR policies and proceduresa) Agree c) Partially agree b) Disagree d) completely disagree

e) Neither agree or nor disagree 7. Performance appraisal techniques help in making superior subordinates relationship-

a) Agree C) Partially agree

b) Disagree 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 superiorsa) Agree c) Partially agree b) Disagree d) completely disagree

E) Neither agrees nor disagrees 9. Performance appraisal techniques increases the effectiveness with which the individual performs the joba) Agree c) Partially e) Neither agrees nor disagrees 11. Performance appraisal techniques should be employed only at the time of promotiona) Agree c) Partially agree e) Neither agrees nor disagrees 12. The result of Performance appraisal techniques must be used for taking important personnel decisions such as trainings, transfers, etc. a) Agree c) Partially agree e) Neither agrees nor disagrees 13. An open discussion should be conducted between the superiors & subordinates after the performance appraisalsa) Agree c) Partially agree b) Disagree d) completely disagree b) Disagree d) completely disagree b) Disagree d) completely disagree b) Disagree d) completely disagree

e) Neither agrees nor disagrees 14. Interpersonal relations lead to biased performance appraisalsa) Agree c) Partially agree e) Neither agrees nor disagrees 15. T he performance appraisal techniques employed in J &K Bank area) Excellent c) Satisfactory b) very good e) Average b) Disagree d) completely disagree

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 progamme the Duration Name of institute the

B: SERVICE DETAILS MONTHS 1) Total service in the bank .. 2) In the present cadre 3) In the present branch / office .. 4) Under the present appraise ..

YEAR .. ..

5) Details of the last three assignments held prior to present posting: sno Branch/ office Position hold Duration Scale

ANNUAL PERFORMANCE REPORT


Name . C: BUSINESS DIMENSIONS Job performance a)Deposits less by Govt/ banks/financial b)Advances(total) b) Profits/ loss Last year Current year Actual target % growth age code Period

c) RECOVERY PERFORMANCE OF NON PERFORMING ASSETS

Balance Target of of the recovery beginning year of the year

Actual recovery during the year

%Recover y to total NPAS shown in column 1

%Age recovery to target for recovery shown in column2

Balance outstandin g at the end of the year

Reconciliation of books
.. .....

ANNUAL PERFORMANCE REPORT


Name..code period. TO BE FILLED IN BY APPRAISER A) Qualitative aspects of business dimensions
1) Housekeeping

..

2) Customer Service . 3) Inspection / audit and irregularities. rectification of

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 REPORT

Name.Code No..Period

MANAGERIAL DIMENSIONS 1. 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 on a) 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 APPRAISER OF

Key responsibility areasThese are the roles and responsibilities of particular job / position holder
KRA of officers in audit inspection/submission of a) Use of man days in completing Reports Inspection department b) detection of Irregularities in Various areas of Breach functioning & getting them corrected. During the inspection. C) frauds. Detection of income leakage. d) Safeguarding the banks interest Nature, type & extent of

ANNUAL PERFORMANCE REPORT

NAME CODE..PERIOD RATING OF OVERALL ASSEMENT/ PERFORMANCE APPRAISING AUTHORITY & REVIEVING AUTHORITY FOR OPERATIONAL ASSIGNMENT Business dimensions Qualitative aspects of business Managerial dimensions Outstanding performance Total marks awarded Marks out 30 20 40 10 100 Appraising authority Reviewing authority BY

c) For non operation assignment Key responsibility areas Managerial dimensions Outstanding performance Total marks awarded 50 40 10 100

d) Description comments on: Self appraisals xxxxx Potentials xxxxx


Training needs S (xxxxx)

Signature Name Designation Branch / office Date

By Accepting Authority Final marks awarded .final rating

Remarks . Name Designation..Signature Rating Matrix: 91-100% Excellent 71-80% Good 41-60% -Below average outstanding Very good Average 81-90% 61-70% 40& below

Career Development Wing (Clerical Cadre) (Human Resource Development Division)


Special Performance report for Banking Associate a) BIODATA 1. Name code no

2. Qualification .. 3. Training undergone 4. Previous postings with duration training duration College/centre

b) SERVICE DETAILS In the present cadre Under the present appraiser Present assignment c) SELF APPRAISAL Highlights of my performance . TO BE FILLED IN BY APPRAISING/REVIEWING AUTHORITY RATING OF OVERALL ASSESSMENT/ PERFORMANCE APPRASING AUTHORITY & REVIEWING AUTHORITY. BY

For Operational Assignment

Marks out of

Appraising Authority(Bra nch head/Section al Head)

Reviewing Authority (Zonal head)

Remarks (To be filled in by CD C WI ng

a)Job knowledge b) Decision making problem c)Capacity to shoulder higher responsibilitie s d)Emotional strength e)Marketing skills f)Disciplin e/ punctualit y/ dress g)Commitme nt & involvement h)Behavior with superiors i)Behavior with customer/ peers j)outstanding performance Total Signature Name

10 10 10

10 10 10

10 10 10

10 100

Designation Branch/ office

Rating Matrix 91-100% 71-80% 41-60% average - outstanding - very good - average 81-90% 61-70% 40&below - excellent - good - below

BIBLIOGRAPHY 1.BOOKS: PERFORMANCE APPRAISAL BY T.N CHABBRA PERFORMANCE APPRAISAL BYASHWANI THAPA PERFORMANCE APPRAISAL BY GARRY DESSLER PERFORMANCE APPRAISAL BY C.B MEMORIA 2.WEBSITES:

WWW. JAMMU & KASHMIR. COM WWW.J&K.NET WWW.GOOGLE.COM