Professional Documents
Culture Documents
PROJECT REPORT ON
IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MBA DEGREE
Submitted by Sarika
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.
P.No.
I Ii Iii
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
24
25
I Ii Iii
Research Methodology
Objectives Data Collection Primary Data Secondary Data Sample Design
26 27
Iv
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.
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.
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
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.
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
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 :
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.
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.
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
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 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
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 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.
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.
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
expectations
between
3.6-----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
This traditional form of appraisal also known as FREE FORM METHOD involves a description of the performance of an employee by his supervisor.
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.
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.
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.
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.
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.
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.
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:
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.
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
Motivate the employees to further develop their skills and competencies. To identify the training needs.
3.7--OBJECTIVES:
1.
2.
3.
4.
5.
6.
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.
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.
And thus happen to be original in character. There are several methods of collecting Primary
(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)
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
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
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.
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)
4.3---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
44 23
Response agree Disagree Partially Agree Completely disagree Neither agree nor disagree
% of employees 25 23 44 8 0
3 9 67
% 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
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
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
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
12 15 2 16 55
12
15
55
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
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
79
neither
% of employees 6 16 2 14 62
62
% of employees
Chapter6
FINDINGS:
a) A circular containing the information about the performance appraisal
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.
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
So.
Chapter ---8
QUESTIONAIRE:
Name.. Age.. Designation.
1. Performance appraisal techniques employed in J & K Bank are a fair
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-
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
Reconciliation of books
.. .....
..
. 3. Constraints faced
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.
. 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
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
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
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
Marks out of
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
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: