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(Comparative study of performance appraisal in National Bank of Pakistan and United bank limited)

Performance appraisal is often required by the organization to evaluate employee performance. It is must often used as the primary evaluation. It usually occurs at specified time periods, once or twice a year. The basic reason of this research is to provide the highest quality of information about the performance appraisal and motivation of employees based on practices of professionally trained, high quality, motivated workforce working as a team in an environment and to understand, what are the major factors that may increase the employee performance? Performance appraisal aims at determining who should be promoted, demoted, transferred or terminated through assessing individual strengths pointing towards areas that still need improvements and to determine who needs formal training and development opportunities. The point of focus that must be remained through out the whole process is to reward behavior that will produce the most positive benefits to the organization.

Statement of Problem:
Comparative study of performance appraisal in National Bank of Pakistan and United bank limited.

Significance of Study:
This study will not only highlight the actual practices of performance appraisal in National Bank of Pakistan and United Bank Limited but will also help me to find out that how much employees are willing to use their efforts, how much they want to perform and what are their hidden abilities both at the higher level & administration level.

Research objectives:
1 2 3 To get useful insight into the process of Performance appraisal as an overall measure of organizational effectiveness in the perspective of comparative study of two organizations. To unveil the role of HR manager as a catalyst or change agent in this process. To clearly define the purpose of performance appraisal program that what is it you want to achieve.

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How to monitor the program to check whether it is meeting organizations objectives. How to ensure the full understanding of and support for the program by the top management, employees and the union (if applicable) How to shock a subordinate back onto the higher performance track. How to teach a rebellious subordinate a lesson about who is in charge.

Chapter 1
Literature Review:
This project report will be based on the references from the policies and procedures of the HR Department of NBP and UBL and extractions from the book of Human Resource Management written by William P. Anthony, Pamela L. Perrewe & K. Michle Kacmar and also from the book titled as Management by Stephen P. Robins & Mary coulter. The references and extractions are also taken from the websites and the references of those sites will be given on the bibliography of the report.

Chapter 2
Research design and methodology:
The research will include the comprehensive information that the following instruments can result: 1 Interview 2 Questionnaire

Data Collection The sources of data will be based on Primary data 1 2 3 1 2 3 4 Structures Interviews Unstructured Interviews Questionnaire Books of Human resource management. Books of management Annual reports of National Bank of Pakistan. Newspaper

Secondary data

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Internet Booklet of overview of performance National Bank of Pakistan.

Sampling Method Convenience Sampling Method is used. Sample Size NBP




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Chapter 3
Analysis of Data The data will be gathered during the primary data collection will be analyzed in the verbal context that is qualitative framework and also in the numerical context that is qualitative.

Chapter 4
It is expected that through this research we will identify new facts. This research will help us to understand the role of performance appraisal in employee performance. And will guide us towards new ideas of great importance in future. This research will help us to know how much performance appraisal is effective in the organization and how it is important element in the employee effectiveness.

An examination of traditional Performance appraisal process in both organizations reveal that an emphasis on subjective criteria such as personality, loyalty, and initiative as opposed to objective criteria such as meeting targets, days absent per year, money value of sales and number of late arrivals at work. I found that subjectivity was one of the most common reported difficulties with performance appraisals. Similarly, large numbers of appraisals methods observed and studied were heavily based on opinion with little regard to the facts. Appraisal systems that are vague and subjective in nature are usually open to charges of discrimination. They create culture of (Yes) men and women that should be avoided. On other hand it is not uncommon to use mix of objective and subjective criteria. Like in UBL uses performance criteria relating to quality and quantity, job attitudes and behaviors, dependability and team work.

Finally, research shows that employees assessed by an appraisal system emphasizing objective performance criteria are significantly more satisfied with the way in which they were evaluated.

1 2 Appraisals are much easier, and especially more relaxed, if the boss meets each of the team members individually and regularly for one-to-one discussion throughout the year. Meaningful regular discussion about work, career, aims, progress, development, hopes and dreams, life, the universe, the TV, common interests, etc., whatever, makes appraisals so much easier because people then know and trust each other - which reduces all the stress and the uncertainty. So don't wait for the annual appraisal to sit down and talk. During the project assigned by MST, to update the addresses of the employees, it was observed that addresses of the employees were not updated. Many employees had two to three different addresses in their dossiers without a letter for change of address on record. Employee Information Forms of old employees are not refreshed for about ten years. It is suggested that Employee Information Forms should be filled and submitted by all employees after every two years. If you are an employee with a shy boss, then take the lead. If you are a boss who rarely sits down and talks with people - or whose people are not used to talking with their boss - then set about relaxing the atmosphere and improving relationships. Appraisals (and work) all tend to be easier when people communicate well and know each other. So sit down together and talk as often as you can, and then when the actual formal appraisals are due everyone will find the whole process to be far more natural, quick, and easy - and a lot more productive too.

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