Está en la página 1de 81

TABLE OF CONTENTS

1 Introduction 1

2 Need of the study 2

3 Company Profile 18

4 Objectives of the study 35

5 Research Methodology 43

6 Data Analysis and Interpretation 48

7 Findings 49

8 Suggestions 50

9 Conclusion 68

10 Bibliography 69

11 Questionnaire 70

1
Chapter - I
Introduction

Banking can be defined in various ways as the definition of the bank


varies from country to country and keeps on changing on the basis of
the activities carried out by the banks. In present dynamic business
scenario, banking can be defined as the activities carried out with the
bank on individual or corporate level. We can understand the concept
of the banking by looking into the activities of the bank.

A bank is a well regularized and licensed financial institute to assist the


individual and corporate customer in their financial needs. Normally
banks provide the following services to its retail (individual) and
corporate clients:

 Transactional services,
 Services related to monetary transaction through current and
saving account,
 Investment services,
 Fixed deposit ,
 Letter of credit ,
 Treasury services ,
 Bill of exchange ,
 Foreign exchange ,
 Assisting in trade through Letter of credit,
 Letter of guarantee,
 Performance bond ,
 Project financing ,

2
 Personal loan ,
 Credit card ,
 Home loan etc.

Banking sector In India

Banking in India originated in the last decades of the 18th century.


The oldest bank in existence in India is the ‘State Bank of India’, a
government-owned bank that traces its origins back to June 1806 and
that is the largest commercial bank in the country. Central banking is
the responsibility of the Reserve Bank of India, which in 1935 formally
took over these responsibilities from the then Imperial Bank of India,
relegating it to commercial banking functions. After India's
independence in 1947, the Reserve Bank was nationalized and given
broader powers. In 1969 the government nationalized the 14 largest
commercial banks; the government nationalized the six next largest in
1980.
Currently, India has 88 scheduled commercial banks (SCBs) - 27
public sector banks (that is with the Government of India holding a
stake), 31 private banks (these do not have government stake; they
may be publicly listed and traded on stock exchanges) and 38 foreign
banks. They have a combined network of over 53,000 branches and
17,000 ATMs. According to a report by ICRA Limited, a rating agency,
the public sector banks hold over 75 percent of total assets of the
banking industry, with the private and foreign banks holding 18.2%
and 6.5% respectively.

The banking industry in India seems to be unaffected from the global


financial crises which started from U.S in the last quarter of 2008.

3
Despite the fallout and nationalization of banks across developed
economies, banks in India seems to be on the strong fundamental
base and seems to be well insulated from the financial turbulence
emerging from the western economies. The Indian banking industry is
well placed as compare to their banking industries western
counterparts which are depending upon government bailout and
stimulus packages.

The strong economic growth in the past, low defaulter ratio, absence
of complex financial products, regular intervention by central bank,
proactive adjustment of monetary policy and so called close banking
culture has favored the banking industry in India in recent global
financial turmoil.

Although there will be no impact on the Indian banking system similar


to that in west but the banks in India will adopt for more of defensive
approach in credit disbursal in coming period. In order to safe guard
their interest; banks will follow stringent norms for credit disbursal.
There will be more focus on analyzing borrower’s financial health
rather than capability.

The report “Indian Banking Sector Forecast to 2012” contains


comprehensive research and rational analysis on various segments,
like assets size, income level and number of cardholders, in the Indian
banking industry. It also analyzes the current performance and key
market trends, and helps clients to understand various products
available in the market and their future scope.

The forecast given in this report is not based on a complex economic

4
model but is intended as a rough guide to the direction in which the
market is likely to move. The future projection is done on the basis of
the current market scenario, past trends, and rules and regulations
laid by the regulator and supervisor of the financial system,
Reserve Bank of India (RBI).

The Economic Liberalization process has increasingly exposed the


Banking Sector to international competition. The role of Banking in the
process of financial intermediation has been undergoing a profound
transformation, owing to changes in the global financial system.
Consequently, the revolution in information technology has brought
about sea changes in the way banking transaction are carried out

Almost 80% of the businesses are still controlled by Public Sector


Banks (PSBs). PSBs are still dominating the commercial banking
system. Shares of the leading PSBs are already listed on the stock
exchanges.

The RBI has given licenses to new private sector banks as part of the
liberalization process. The RBI has also been granting licensees to
industrial houses. Many banks are successfully running in the retail
and consumer segments but are yet to deliver services to industrial
finance, retail trade, small business and agricultural finance.

The PSBs will play an important role in the industry due to its number
of branches and foreign banks facing the constraint of limited number
of branches. Hence, in order to achieve an efficient banking system,
the onus is on the Government to encourage the PSBs to be run on
professional lines.

5
To promote banking sector in India, Govt. has taken many steps and
formed several committee to review the banking needs and the
prospect the current scenario along with the safeguarding the interest
of the customers

Reserve bank of India

Economists and Planners consider monetary stability in an economy as


the most important function of a Central Bank. The Prime function of a
Central Bank is to ensure and secure monetary stability i.e. to ensure
that the growth rate of money supply is consistent with the growth
rate of output of goods and services. In an open economy framework
however the Central Banks is additionally entrusted with the
responsibility of managing the exchange rate. Since the inception of
the economic reforms when the Indian Economy embarked on a
programme of liberalization and exchange rate flexibility, the Reserve
Bank of India is managing its twin responsibilities of monetary stability
and exchange rate stability. The economy follows a managed float
system with RBI intervening in the event of violent fluctuations in
exchange rate. In an open economy framework with lesser restrictions
on capital flows, managing the monetary stability and exchange rate
stability pose a challenge for the Central Bank. Managing the twin
functions simultaneously is accompanied by trade-offs and conflicts.

The central bank of the country is the Reserve Bank of India (RBI). It
was established in April 1935 with a share capital of Rs. 5 crores on
the basis of the recommendations of the Hilton Young Commission.

6
The share capital was divided into shares of Rs. 100 each fully paid
which was entirely owned by private shareholders in the beginning.
The Government held shares of nominal value of Rs. 2, 20,000.

Reserve Bank of India was nationalized in the year 1949. The general
superintendence and direction of the Bank is entrusted to Central
Board of Directors of 20 members, the Governor and four Deputy
Governors, one Government official from the Ministry of Finance, ten
nominated Directors by the Government to give representation to
important elements in the economic life of the country, and four
nominated Directors by the Central Government to represent the four
local Boards with the headquarters at Mumbai, Kolkata, Chennai and
New Delhi. Local Boards consist of five members each Central
Government appointed for a term of four years to represent territorial
and economic interests and the interests of co-operative and
indigenous banks.

The Reserve Bank of India Act, 1934 was commenced on April 1,


1935. The Act, 1934 (II of 1934) provides the statutory basis of the
function of the bank.

The Bank was constituted for the need of following:


To regulate the issue of banknotes
To maintain reserves with a view to securing monetary stability and
To operate the credit and currency system of the country to its
advantage.

7
Major Banks in India

Public sector banks

 State Bank of India


 State Bank of Bikaner & Jaipur
 State Bank of Hyderabad
 State Bank of Indore
 State Bank of Mysore
 State Bank of Patiala
 State Bank of Saurashtra
 State Bank of Travancore
 Dena Bank
 IDBI Bank
 Indian Bank
 Indian Overseas Bank
 Oriental Bank of Commerce
 Punjab & Sind Bank
 Punjab National Bank
 Syndicate Bank
 UCO Bank
 Union Bank of India
 United Bank of India
 Vijaya Bank

8
Private sector banks

 Bank of Rajasthan
 Bharat Overseas Bank
 Catholic Syrian Bank
 Centurion Bank of Punjab (Merged with HDFC bank)
 City Union Bank
 Development Credit Bank
 Dhanalakshmi Bank
 Federal Bank
 HDFC Bank
 ICICI Bank
 IndusInd Bank
 ING Vysya Bank
 Jammu & Kashmir Bank
 Karnataka Bank
 Kotak Mahindra Bank
 Lakshmi Vilas Bank
 Lord Krishna Bank ( now Centurion Bank of Punjab)
 Nainital Bank
 Nedungadi Bank (now Punjab National Bank)
 Ratnakar Bank
 Rupee Bank
 Saraswat Bank
 SBI Commercial and International Bank
 South Indian Bank
 Tamil Nadu Mercantile Bank
 Thane Janata Sahakari Bank
 United Western Bank ( now IDBI Bank)
 YES Bank

9
Foreign Banks

 ABN Amro bank


 Abu Dhabi Commercial Bank Ltd
 American Express Bank
 Antwerp Diamond Bank
 Bank International Indonesia
 Bank of America
 Bank of Bahrain & Kuwait
 Bank of Ceylon
 Bank of Nova Scotia
 Bank of Tokyo Mitsubishi UFJ
 Barclays Bank
 BNP Paribas
 Calyon Bank
 ChinaTrust Commercial Bank
 Citibank
 DBS Bank
 Deutsche Bank
 HSBC (Hongkong & Shanghai Banking Corporation)
 JPMorgan Chase Bank
 Krung Thai Bank
 Mashreq Bank
 Mizuho Corporate Bank
 Société Générale
 Sonali Bank
 Standard Chartered Bank
 State Bank of Mauritius

10
Banks with Representative Offices in India:

American Banks

 The Bank of New York


 Wachovia Bank

Australian Banks

 Commonwealth Bank
 National Bank Australia
 Westpac Banking Corporation

Austrian Banks

 Raiffeisen Zentral Bank Osterreich

Belgian Banks

 Fortis Bank
 K.B.C. Bank N.V.

Canadian Banks

 Royal bank of Canada

UAE Banks

 Emirates Bank International

French Banks

 Credit Industriel et Commercial


 Natixis

11
German Banks

 Bayerische Hypo und Vereinsbank


 Commerzbank
 Dresdner Bank
 DZ Bank AG Deutsche Zentral – Genossenschafts Bank
 HSH Nordbank
 Landesbank Baden – Wurttemberg

Irish Banks

 DEPFA Bank

Italian Banks

 Banc Intesa Banca Commerciale Italiana


 Banca di Roma
 Banca Populare Di Verona E Novara
 Banca Popolare di Vicenza
 BPU Banca –Banche Popolari Unite
 Monte Dei Paschi Di Sienna
 Sanpaolo IMI Bank
 Uni Credito Italiano

Nepalese Banks

 Everest Bank

Portuguese Banks

 Caixa Geral de Depositos

12
Russian Banks

 Vnesheconombank
 VTB India
 Promsvyazbank

South African Banks

 First Rand Bank

South Korean Banks

 Wori Bank

Spanish Banks

 Banco de Sabadell
 Banco Bilbao Vizcaya Argentaria

SriLankan Banks

 Hatton National Bank

Swiss Banks

 UBS
 Zurcher Kantonalbank

13
Rural Banks

 Adhiyaman Grama Bank


 Alaknanda Gramin Bank ( Now Uttranchal Gramin Bank)
 Andhra Pragathi Grameena Bank
 Avadh Gramin Bank
 Aryavart Gramin Bank
 Balasore Gramya Bank
 Ballia Kshetriya Gramin Bank
 Banaskantha Mehsana Gramin Bank
 Bangiya Grameen Vikash Bank
 Bareilly Kshetriya Gramin Bank
 Baroda Uttar Pradesh Gramin Bank
 Bijapur Grameena Bank
 Bilaspur-Raipur Kshetriya Gramin Bank
 Bolangir Anchalik Gramya Bank
 Bundelkhand Kshetriya Gramin Bank
 Bundi Chittorgarh Kshetriya Gramin Bank
 Cauvery Grameena Bank
 Chaitanya Godavari Grameena Bank
 Chambal Kshetriya Gramin Bank
 Champaran Kshetriya Gramin Bank
 Chhatrasal Gramin Bank
 Chhindwara Seoni Kshetriya Gramin Bank
 Chitradurga Gramin Bank
 Cuttack Gramya Bank
 Damoh Panna Sagar Kshetriya Gramin Bank
 Devipatan Kshetriya Gramin Bank
 Dhenkanal Gramya Bank
 Dungarpur Banswara Kshetriya Gramin Bank

14
 Ellaquai Dehati Bank
 Farrukhabad Gramin Bank
 Gaur Gramin Bank
 Gurgaon Gramin Bank
 Hadoti Kshetriya Gramin Bank
 Himachal Gramin Bank
 Hissar-Sirsa Kshetriya Gramin Bank
 Indore Ujjain Kshetriya Gramin Bank
 Jaipur Nagaur Aanchalik Gramin Bank
 Jamnagar Rajkot Gramin Bank
 Jamuna Gramin Bank
 Jhabua-Dhar Kshetriya Gramin Bank
 Jharkhand Gramin Bank
 Kakathiya Grameena Bank
 Kalpatharu Grameena Bank
 Kamraz Rural Bank
 Kanpur Kshetriya Gramin Bank
 Kapurthala Ferozpur Kshetriya Gramin Bank
 Kashi Gomti Samyut Gramin Bank
 Kisan Gramin Bank,Budaun
 Kolar Gramin Bank
 Krishna Grameena Bank
 Kshetriya Gramin Bank,Hoshangabad
 Kutch Grameen Bank
 Malaprabha Grameena Bank
 Mandla Balaghat Kshetriya Gramin Bank
 Manjira Grameena Bank
 Marwar Ganganagar Bikaner Gramin Bank (Previously : Marwar
Gramin Bank)

15
 Mewar Aanchalik Gramin Bank
 Nagarjuna Grameena Bank
 Netravati Grameena Bank
 Nimar Kshetriya Gramin Bank
 North Malabar Gramin Bank
 Panchmahal Vadodara Gramin Bank
 Pandyan Grama Bank
 Pinakini Grameena Bank (merged to form Andhra Pragathi
Grameena Bank)
 Pragjyotish Gaonlia Bank
 Prathama Bank
 Raigarh Kshetriya Gramin Bank
 Rani Lakshmi Bai Kshetriya Gramin Bank
 Ratlam Mandsaur Kshetriya Gramin Bank
 Rayalaseema Grameena Bank (merged to form Andhra Pragathi
Grameena Bank)
 Rewa-Sidhi Gramin Bank
 Sahyadri Gramin Bank
 Samyut Kshetriya Gramin Bank
 Sangameshwara Grameena Bank
 Shahjahanpur Kshetriya Gramin Bank
 Shreyas Gramin Bank (Aligarh,Etah,Agra,Mathura,Firozabad)
 Shivpuri Guna Kshetriya Gramin Bank
 South Malabar Gramin Bank
 Sree Anantha Grameena Bank (merged to form Andhra Pragathi
Grameena Bank)
 Sri Saraswati Grameena Bank
 Sri Visakha Grameena Bank
 Surat Bharuch Gramin Bank

16
 Thar Aanchalik Gramin Bank
 Tripura Gramin Bank
 Tungabhadra Gramin Bank
 Vidur Gramin Bank
 MCB
 Madhya Bharat Gramin Bank

17
Human Resources Management Approach (H.R M
Approach)

“Human resource management's objective is to maximize the return


on investment from the organization's human capital and minimize
financial risk. It is the responsibility of human resource managers in a
corporate context to conduct these activities in an effective, legal, fair,
and consistent manner”

The Human Resources (HR) function provides significant support and


advice to line management. The attraction, preservation and
development of high caliber people are a source of competitive
advantage for our business, and are the responsibility of HR.

H.R can be well understood as a model of personnel management that


focuses on the individual rather than taking a collective approach.
Responsibility for human resource management is often devolved to
line management. It is characterized by an emphasis on strategic
integration, employee commitment, workforce flexibility, and quality of
goods and services.

Human resource is an increasingly prominent field that is taking shape


throughout industries and workplaces world wide. Recognizing the fact
that people are a company’s greatest asset, business leaders across
the globe are coming to rely more and more upon an effective
management policy that applies specifically to the area of human
resources.
With a rapid increase – a boom, in fact – of professionals, generalists
and specialists in the area of human relations, there has also been a

18
major rise in the amount of knowledge and innovation pertaining to
the most efficient and productive methods of streamlining workforce
management policy. When applied, there are already a great number
of proven techniques which result in the actual increases of profit
margins.

But what, exactly, is the definition of human resources? Essentially, HR


applies to the workforce managed by any employer. A business of any
size needs employees in order for it to run. As an important – the most
important – asset for any business leader, employees need to be
properly managed in order for optimal efficacy to be achieved.

Now, properly managing a workforce is a lot more complicated than,


say, the maintenance of a company’s material capital such as
machinery, computer systems, etc. Indeed, the mechanistic approach
to employee relations has often failed. Fortunately, this failure has
prompted close study into how to effectively see that human capital is
treated right and is able to reach its full potential.

That’s why the application of human resources management focuses


largely on a more sensitive and human analysis to determine what
really works with employees. One of the major aspects of HR
maintenance involves employee recruitment, training and development
as a function of human capital management.

Making sure that employees’ abilities are correctly and optimally


nurtured is essential to seeing a worthwhile return on investment
come from their contribution to the company, once their training
period is over. Along with employee training, human resources

19
departments also delve into the area of applicant tracking. How to find
the best talent available on the global labor market place is often a
problem that the human resources department will strive to tackle.

In addition, human resources departments take care of a variety of


concerns such as labor relations – the crucial and highly sensitive
negotiations between employees and management – the production of
job descriptions, the monitoring of interplay between workers in order
to design a more efficient employee management system, the
compilation of benefits packages as well as a variety of other vital
functions that relate directly to the employee workforce

Organizational Psychology holds that successful organizations do not


owe their success solely to market realities and sustainable
competitive advantages. Actually, there is a lot more. Successful
companies are those that consider their human capital as their most
important asset. Facts and figures are the quantitative elements of
successful management, yet the qualitative, i.e. the cognitive aspects,
are those that actually make or break an organization.

Human Resources Management (HRM) is the strategic management of


the employees, who individually and collectively contribute to the
achievement of the strategic objectives of the organization. Assuming
that the employees of an organization are individuals with own mental
maps and perceptions, own goals and own personalities and as such
they cannot be perceived as a whole, HRM holds that the organization
should be able to employ both individual and group psychology in
order to commit employees to the achievement of organizational
goals.

20
Aiming to enable the organization to achieve its strategic goals by
attracting, retaining and developing employees, HRM functions as the
link between the organization and the employees. A company should
first become aware of the needs of its employees, and at a later stage,
understand and evaluate these needs in order to make its employees
perceive their job as a part of their personal life, and not as a routine
obligation. To that end, HRM is very crucial for the whole function of
an organization because it assists the organization to create loyal
employees, who are ready to offer their best.

The HRM activities in modern organizations are typically performed in


communication with the General Management in an effort to provide a
variety of views when a decision must be taken. In that way, decision
making is not subject to the individual perceptions of the HR or the
General Manager, but it becomes the outcome of strategic consensus.

The main goals / responsibilities of HRM are:

• To retain low employee turnover rate by inspiring people to work for


the company
• To attract new employees
• To contribute to employee development

To achieve these goals, Human Resources Management trains and


motivates the employees by communicating ethical policies and
socially responsible behavior to them. In doing so, it plays a significant
role in clarifying the organization's problems and providing solutions,
while making employees working more efficiently.

21
On the other hand, challenges do not cease for the HRM. Modern
organizations can survive in the dynamic, competitive environment of
today only if they capitalize on the full potential of each employee.
Unfortunately, many companies have not understood the importance
of the human capital in successful operations. The recruitment and
selection of the best employees is a very difficult obligation. Even
companies that are voted in the top-ten places to work at, often
endure long periods of hard work to realize that human element is all
an organization should care about.

New challenges arise even now for the organization, and it is certain
that new challenges will never cease to emerge. Therefore, the use of
proper Human Resources techniques is a really powerful way for
organizations to overcome these challenges, and to improve not only
their quantitative goals but also their organizational culture, and their
qualitative, cognitive aspects.

Current trends in HR

Human resource management is a process of bringing people and


organizations together so that the goals of each other are met. The
role of HR manager is shifting from that of a protector and screener to
the role of a planner and change agent. Personnel directors are the
new corporate heroes. The name of the game today in business is
personnel. Nowadays it is not possible to show a good financial or
operating report unless your personnel relations are in order.

Over the years, highly skilled and knowledge based jobs are increasing
while low skilled jobs are decreasing. This calls for future skill mapping
through proper HRM initiatives.

22
Indian organizations are also witnessing a change in systems,
management cultures and philosophy due to the global alignment of
Indian organizations. There is a need for multi skill development. Role
of HRM is becoming all the more important.

Functions of H. R

1. Recruitment & Selection


2. Training and Development (People & Organization)
3. Performance Evaluation and Management
4. Promotions
5. Redundancy
6. Industrial and Employee Relations
7. Record keeping of all personal data.
8. Compensation, pensions, bonuses etc in liaison with Payroll
9. Confidential advice to internal 'customers' in relation to problems
at work

“Performance Appraisal” – A Systematic Approach

“Performance Appraisal”, also known as employee appraisal, is a


method by which the job performance of an employee is evaluated
(generally in terms of quality, quantity, cost and time).

“Performance Appraisal” is a part of career development.

“Performance Appraisal”s are regular reviews of employee


performance within organizations.

Generally, the aims of a “Performance Appraisal” are to:


1. Give feedback on performance to employees.

23
2. Identify employee training needs.
3. Document criteria used to allocate organizational rewards.
4. Form a basis for personnel decisions: salary increases, promotions,
disciplinary actions, etc.
5. Provide the opportunity for organizational diagnosis and
development.
6. Facilitate communication between employee and administration
7. Validate selection techniques and human resource policies to meet
federal Equal Employment Opportunity requirements.

“Performance Appraisal” is a management tool which is helpful in


motivating and effectively utilizing human resources. Assessment of
human potential is difficult, no matter how well designed and
appropriates the performance planning and appraisal system is, the
“Performance Appraisal” system should:
be correlated with the organizational mission, philosophies and
value system;
cover assessment of performance as well as potential for
development;
take care of organizational as well as individual needs; and
help in creating a clean environment by
- Linking rewards with achievements,
- generating information for the growth of the employee as well as of
the organization,
- suggesting appropriate person-task matching and career plans.

24
Feedback is an important component of “Performance Appraisal”.
While positive feedback is easily accepted, negative feedback often
meets with resistance unless it is objective, based on a credible source
and given in a skilful manner.

25
THE PROCESS OF PERFORMANCE APPRAISAL

26
(a) “Performance Appraisal” System: The Process

“Performance Appraisal” involves an evaluation of actual against


desired performance. It also helps in reviewing various factors which
influence performance. Managers should plan performance
development strategies in a structured manner for each employee. In
doing so, they should keep the goals of the organization in mind and
aim at optimal utilization of all available resources, including financial.
“Performance Appraisal” is a multistage process in which
communication plays an important role.

Craig, Beatty and Baird (1986) suggested an eight-stage “Performance


Appraisal” process:

(i) Establishing Standards and Measures


The first step is to identify and establish measures which would
differentiate between successful and unsuccessful performances. These
measures should be under the control of the employees being
appraised. The methods for assessing performance should be decided
next. Basically, management wants to:
know the behavior and personal characteristics of each employee;
and
assess their performance and achievement in the job.

There are various methods available for assessing results, behavior


and personal characteristics of an employee. These methods can be
used according to the particular circumstances and requirements.

27
(ii) Communicating Job Expectations

The second step in the appraisal process is communicating to


employees the measures and standards which will be used in the
appraisal process. Such communication should clarify expectations and
create a feeling of involvement.

(iii) Planning

In this stage, the manager plans for the realization of performance


expectations, arranging for the resources to be available which are
required for attaining the goals set. This is an enabling role.

(iv) Monitoring Performance

“Performance Appraisal” is a continuous process, involving ongoing


feedback. Even though performance is appraised annually, it has to be
managed 'each day, all year long.' Monitoring is a key part of the
“Performance Appraisal” process. It should involve providing
assistance as necessary and removing obstacles rather than
interfering. The best way to effectively monitor is to walk around, thus
creating continuous contacts, providing first-hand information, and
identifying problems, which can then be solved promptly.

(v) Appraising

This stage involves documenting performance through observing,


recalling, evaluating, written communication, judgment and analysis of
data. This is like putting together an appraisal record.

28
(vi) Feedback

After the formal appraisal stage, a feedback session is desirable. This


session should involve verbal communication, listening, problem
solving, negotiating, compromising, conflict resolution and reaching
consensus.

(vii) Decision Making

On the basis of appraisal and feedback results, various decisions can


be made about giving rewards (e.g., promotion, incentives, etc.) and
punishments (e.g., demotion). The outcome of an appraisal system
should also be used for career development.

(viii) Development of performance

The last stage of “Performance Appraisal” is 'development of


performance,' or professional development, by providing opportunities
for upgrading skills and professional interactions. This can be done by
supporting participation in professional conferences or by providing
opportunities for further study. Such opportunities can also act as
incentives or rewards to employees.

29
The ESSENTIALS of an effective performance system are as
follows:

 Documentation – means continuous noting and documenting the


performance. It also helps the evaluators to give a proof and the basis
of their ratings.

 Standards / Goals – the standards set should be clear, easy to


understand, achievable, motivating, time bound and measurable.

 Practical and simple format - The appraisal format should be


simple, clear, fair and objective. Long and complicated formats are
time consuming, difficult to understand, and do not elicit much useful
information.

WHAT SHOULD A PERFORMANCE SYSTEM BE?

 Correlated with the organization's philosophies and mission


 Cover assessment of performance as well as potential for
development
 Look after the needs of both the individual and the organization
 Help create a clean environment
 Rewards linked to achievements
 Generate information for personnel development and career
planning
 suggesting appropriate person-task matching

30
HOW CAN THE “PERFORMANCE APPRAISAL” SYSTEM
HELP?

 Promote better understanding of an employee's role and clarity


about his or her functions
 Give a better understanding of personal strengths and
weaknesses in relation to expected roles and functions
 Identify development needs of an employee
 Establish common ground between the employee and the
supervisor
 Increase communication
 Provide an employee with the opportunity for self-reflection and
individual goal setting
 Help an employee internalize the culture, norms and values of
the organization. This helps develop an identity with and
commitment to the organization and prepares an employee for
higher-level positions in the hierarchy
 Assist in a variety of personnel decisions

APPROACHES IN “PERFORMANCE APPRAISAL”

 Intuitive
 Self-appraisal
 Group
 Trait
 Achievement of results

31
TECHNIQUES OF “PERFORMANCE APPRAISAL”

 Easy appraisal method


 Graphic rating scales
 Field review method
 Forced choice rating method
 Critical incident appraisal method
 Management by objectives
 Work standard approach
 Ranking methods
 methods
 Alteration ranking
- Paired comparison
- Person-to-person rating
- Checklist
- Behaviorally anchored rating scales
- Assessment centers

32
“PERFORMANCE APPRAISAL” SYSTEMS

PROBLEMS

Measurement Judgement Policy Organization

Deciding what to Appraising Using the results Recognizing how


evaluate performance of the appraisal managers work
and the
organization
culture

SYMPTOMS

Ambiguity in Disagreement Top Appraisal


roles and on ratings management forms not
responsibilities of fails to reward completed
Official review
each job managers who
changes ratings Managers com
are excellent in
Job plain about time
staff assessment
Appeals,
performance is needed
and development
grievances,
difficult to
accusations of System seen
quantify Marginal
bias, as belonging to
performers
No clear discrimination the designers,
receive
statement of not the users
promotions or
overall objectives
salary increases
Personnel/HR
of units or the
specialists take
organization
enforcer not
Appraisal adviser role
contains only
system
numerical indices
revised

33
frequently

POTENTIAL CURES

Job analysis Observable, Top Implement


and credible job behaviorally management “Performance
description based criteria actually uses Appraisal” using
“Performance the Performance
Outcomes of Performance
Appraisal” itself Management
each job documented
(PM)
identified over time Polices for
“Performance
Overall goals rater training
Appraisal”
set for units and and practice
consistently
the organization
applied
Effective
Train communication
performance-
managers to of performance
contingent
make expectations
reward system
documented
operates
judgements

34
Chapter – II
Need of the study

The butt of many a corporate joke, these hard working professionals


are often relegated to small back offices where their activities, viewed
as little more than administrative functions, are carried out without
much recognition. But in an increasingly aggressive corporate world,
where every competitive edge counts, leading organisations would do
well to recognise the human potential that can be unleashed by
adopting effective human resource management strategies that realise
the potential of employees and earn their respect and loyalty.

Dealing with the mundane personal matters of corporate life has


traditionally been seen as the sole purpose of the HR department.
From hiring workers and providing transportation and meals services,
to processing housing, medical and insurance benefits, the functions of
HR professionals have been recognised as essential, but have not
always inspired respect for those involved in executing them.
Essentially, people remain the strongest and most competitive
assets of a business.
This should, and is, changing. In a region where business growth is
rapid, and organisations are competing to secure talent from the same
pool, investing in and revering effective HR departments to find, train
and help retain this talent is increasingly important. Testament to the
fact many banks in the region are now recognising the value of
developing their human resources, Abu Dhabi recently hosted the
Middle East Human Resource Summit - the annual conference and

35
exhibition for industry professionals. But can everyone be persuaded
to take real action in developing their HR departments

Banking industry is facing a cut throat completion in present banking


scenario where the motivation of the employee can be a competitive
advantage to retain its customer.

“Performance Appraisal” In Banking Sector

“Performance Appraisal” is a vehicle to (1) validate and refine


organizational actions (e.g. selection, training); and (2) provide
feedback to employees with an eye on improving future performance.
Validating and refining organizational action or banks action
Employee selection, training and just about any cultural or
management practice—such as the introduction of a new pruning
method or an incentive pay program—may be evaluated in part by
obtaining worker performance data.
The evaluation may provide ideas for refining established practices or
instituting new ones. For instance, appraisal data may show that a
farm supervisor has had a number of interpersonal conflicts with other
managers and employees. Some options include
(1) Paying more attention to interpersonal skills when
selecting new supervisors,

(2) Encouraging present supervisors to attend communication


or conflict management
Classes at the local community college, or

(3) Providing the supervisor one-on-one counseling.

36
(1) Plan for long-term staffing and worker development,

(2) give pay raises or other rewards,

(3) Set up an employee counseling session, or

(4) Institute discipline or discharge procedures.

For validation purposes, it is easier to evaluate performance data when


large numbers of workers are involved such as in banks. Useful
performance data may still be collected when employees are evaluated
singly, but it may take years to obtain significant data trends.

37
Employee need for feedback
Although employees vary in their desire for improvement, generally
workers want to know how well they are performing. A successful
farmer recalled with sadness how as a youth he had worked very hard,
along with his immigrant family, for a farmer who never seemed to
notice the effort. Years later he met the former employer and asked
why he had never made any positive comments about their work. The
response from the former boss was, "I feared you would stop working
as hard."

People need positive feedback and validation on a regular basis. Once


an employee has been selected, few management actions can have as
positive an effect on worker performance as encouraging affirmation.
These are, in effect, good-will deposits, without which withdrawals
cannot be made. This does not mean you should gloss over areas
needing improvement. When presented in a constructive fashion,
workers will often be grateful for information on how to improve
shortcomings. Such constructive feedback, however, "can happen only
within the context of listening to and caring about the person." In
general, supervisors who tend to look for worker’s positive behaviors—
and do so in a sincere, non-manipulative way—will have less difficulty
giving constructive feedback or suggestions. Furthermore, in the
negotiated approach, the burden for performance analysis does not fall
on the supervisor alone, but requires introspection on the part of the
individual being evaluated.

38
Feedback may be qualitative or quantitative. Qualitative comments are
descriptive, such as telling the shop mechanic you appreciate the
timeliness and quality of her repairs. In contrast, quantitative feedback
is based on numerical figures, such as the percentage of plant grafts
that have taken. Some researchers feel feedback is particularly useful
when workers have an achievement objective

By focusing the attention on performance, performance appraisal goes


to the heart of personnel management and reflects the
management's interest in the progress of the employees.

“Performance Appraisal” And Performance Management In


ICICI Bank

 The facilitation of high achievement by employees. Performance


management involves enabling people to perform their work to
the best of their ability, meeting and perhaps exceeding targets
and standards. Performance management can be coordinated by
an interrelated framework between manager and employee. Key
areas of the framework to be agreed are objectives, human
resource management, standards and performance indicators,
and means of reward. For successful performance management
in ICICI , a culture of collective and individual responsibility for
the continuing improvement of business processes needs to be
established, and individual skills and contributions need to be
encouraged and nurtured as the bank deals in service sector

39
where the employees are the main factor of making the
difference . One tool for monitoring performance management is
“Performance Appraisal” that the banks use for rewarding its
employees. For the bank, performance management is usually
known as company performance and is monitored through
business appraisal.

Reasons for “Performance Appraisal” in ICICI

 Increase motivation to perform effectively


 Increase staff self-esteem
 Gain new insight into staff and supervisors
 Better clarify and define job functions and responsibilities

40
 Develop valuable communication among appraisal participants
 Encourage increased self-understanding among staff as well as
insight into the kind of development activities that are of value
 Distribute rewards on a fair and credible basis
 Clarify organizational goals so they can be more readily accepted
 Improve institutional/departmental manpower planning, test
validation, and development of training programs

Modern Trends In Banks for P.A

A growing number of front running banks like ICICI, and others have
adopted a “Performance Appraisal” model in which best-to-worst
ranking methods are used to identify poor performers. The identified
poor performers are then given a time period during which they have
to show an improvement in their performance.

In cases where the employee fails to improve his performance he is


asked to leave the organization gracefully and a severance package is
offered to him. If the employee refuses to leave then his service is
terminated and no compensation is offered. This system is called “rank
and yank strategy”. Advocates of this system feel that it continually
motivates employees to better their performance since nobody would
like to be included in the poor performance band. But the flip side of
this strategy is that employees become too competitive and team spirit
is not nurtured.

Effective banks are not build merely on investment and returns but
more on the quality of the workforce, its commitment to the
organizational goals and investments made to attract train and retain

41
superior human capital. An integrated Performance Management
system is essential to get the best out of its people. Employee
performance is linked to the bank’s performance. This helps in
achieving the organizational goal and creates a performance culture in
the bank. Invention, creativity, diversity of perspectives is fostered.
Employees act as one bank one brand.

42
Chapter - III
COMPANY PROFILE

OVERVIEW

ICICI Bank is India's second-largest bank with total assets of Rs.


3,997.95 billion (US$ 100 billion) at March 31, 2008 and profit after
tax of Rs. 41.58 billion for the year ended March 31, 2008. ICICI Bank
is second amongst all the companies listed on the Indian stock
exchanges in terms of free float market capitalisation*. The Bank has
a network of about 1,308 branches and 3,950 ATMs in India and
presence in 18 countries. ICICI Bank offers a wide range of banking
products and financial services to corporate and retail customers
through a variety of delivery channels and through its specialised
subsidiaries and affiliates in the areas of investment banking, life and
non-life insurance, venture capital and asset management. The Bank
currently has subsidiaries in the United Kingdom, Russia and Canada,
branches in Unites States, Singapore, Bahrain, Hong Kong, Sri Lanka,
Qatar and Dubai International Finance Centre and representative
offices in United Arab Emirates, China, South Africa, Bangladesh,

43
Thailand, Malaysia and Indonesia. Our UK subsidiary has establihed
branches in Belgium and Germany. ICICI Bank's equity shares are
listed in India on Bombay Stock Exchange and the National Stock
Exchange of India Limited and its American Depositary Receipts
(ADRs) are listed on the New York Stock Exchange (NYSE).

HISTORY OF THE BANK

ICICI Bank was originally promoted in 1994 by ICICI Limited, an


Indian financial institution, and was its wholly-owned subsidiary.
ICICI's shareholding in ICICI Bank was reduced to 46% through a
public offering of shares in India in fiscal 1998, an equity offering in
the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's
acquisition of Bank of Madura Limited in an all-stock amalgamation in
fiscal 2001, and secondary market sales by ICICI to institutional
investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at
the initiative of the World Bank, the Government of India and
representatives of Indian industry. The principal objective was to
create a development financial institution for providing medium-term
and long-term project financing to Indian businesses. In the 1990s,
ICICI transformed its business from a development financial institution
offering only project finance to a diversified financial services group
offering a wide variety of products and services, both directly and
through a number of subsidiaries and affiliates like ICICI Bank. In
1999, ICICI become the first Indian company and the first bank or
financial institution from non-Japan Asia to be listed on the NYSE.

44
Basic Things:

 To act in accordance with high professional and ethical


standards.

 Accountable for compliance with the law.

 High level of ethical conduct.

 Avoid the appearance of improper behaviour.

 Key guidance and principles that represent ICICI Group’s policy.

ICICI GROUP

45
SERVICES PROVIDED BY BANK

A B C D E

PERSONAL Deposits Loans Cards Investmen Demat


t/Insuranc service/Onl-
BANKING e ine service

NRI Money Bank Investment Property Insurance/Lo


transfer Accounts Solutions an
BANKING

BUSINESS Corporate Cash Trade Online SME


net Management services taxes services
BANKING banking

Workplace Responsibilities

Fair Employment Practices and Diversity:

Fair Competition:

Drug free workplace.

46
BOARD OF DIRECTOR

Chanda Kochhar
Managing Director & CEO

N.S. Kannan Vijay Chandok Vishakha Mulye Anup Bagchi


Executive Executive Director Executive Director Executive Director
Director

47
Chapter – IV
0bjective of the Study

 To understand the concept of HR in special reference of


“Performance Appraisal”

 To understand the application of “Performance Appraisal” in


ICICI Bank.

 To understand the practical aspect of “Performance Appraisal” in


banking scenario.

 To understand the modern trends emerging in “Performance


Appraisal”

 To understand the management approach towards “Performance


Appraisal” at ICICI Bank.

 To view the aspect of “Performance Appraisal” from managerial


perspective.

 To highlight the effectiveness of “Performance Appraisal” in


banking sector.

 To understand the need of “Performance Appraisal” for banking


industry.

48
Chapter – V
RESEARCH METHODOLOGY
Research Methodology & Research Design
Sample Design
Research Design is purely and simply they frame work or plan for a study that
guides the collection and analysis of the data , It is concerned with describing the
characteristic of particular individual or a group. The main purpose of this research is to
describe the situation as it exist. Research design selected for this project is Descriptive
Sample size
The sample size is typically denoted by n and it is always a positive integer. No
exact sample size can be mentioned here and it can vary in different research settings.
However, all else being equal, large sized sample leads to increased precision in
estimates of various properties of the population. sample wise taken in this project was
50.
Sampling method
Convenience sampling (also known as availability sampling) is a specific type of non-
probability sampling method that relies on data collection from population members who
are conveniently available to participate in study. Facebook polls or questions can be
mentioned as a popular example for convenience sampling. Convenience sampling is a
type of sampling where the first available primary data source will be used for the
research without additional requirements.
In business studies this method can be applied in order to gain initial primary data
regarding specific issues such as perception of image of a particular brand or collecting
opinions of perspective customers in relation to a new design of a product.

Data Collection Method: The data was collected from different sources and of
different types. Self administered questionnaire containing both close an open ended
questions was used for data collection. The initial study of the project was done online
and the data was collected from the company’s website “www.icicibank.com“. Some
secondary data was collected from web site.

49
Chapter – VI
DATA ANALYSIS AND INTERPRETATION
1. Are you aware about the organization performance appraisal system?
OPINION NO. OF PERCENTAGE
RESPONDENTS
50 100
YES
0 0
NO
50 100
TOTAL

a) YES b) NO

YES
NO

From the above it is evident that 100% of the employees feel that
performance appraisal is quit essential for any organization.

50
2. Do you think that performance appraisal is essential?

a) YES b) NO

OPINION NO.OF PERCENTAGE


RESPONDENTS

YES 48 96
NO 2 4
TOTAL 50 100

YES

NO

51
From the above data it is evident that 96% of the respondents feel that
performance appraisal is very essential in the organization, where as 45
employees feel it is not essential in organization.

3. Does appraisal system of your organization facilities career growth &


learning?

a) YES b) NO

OPINION NO.OF PERCENTAGE


RESPONDENT

YES 42 84
NO 8 16
TOTAL 50 100

YES
NO

52
From the above data it shows that 84% of employees feel that organization
facilitate growth & learning due to performance appraisal, where as 16% of
employees feel that organization does not provides growth & learning of

OPINION NO.OF PERCENTAGE


RESPONDENTS

YES 46 92
NO 4 8
TOTAL 50 100
em
ployees.

4. Performance appraisal system really assesses the quality of an employee.


Do you agree?

a) YES b) NO

53
YES
NO

From the above data it is evident that 92% of the employees feel that the
performance appraisal system really assesses the quality of an employee,
where as 85 feel that it does not assesses the quality of an employee.

54
5. Periodicity of performance appraisal should be on

a) Quarterly basis b) Half-yearly basis

c) Annual basis

OPINION NO.OF PERCENTAGE


RESPONNDENTS

A 8 16

B 12 24
C 30 60
TOTAL 50 100

A
B
C

From the above data it is evident that 60%of the employees feel that
performance appraisal should be done on annual basis & 24% of the
employees feel should be in done on half yearly basis 165 of the employees
feel should be done in quarterly basis.

55
5. The present performance appraisal of your organization distinguishes
the performers & non performers?

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 5 10
B 37 74
C 8 16
D 0 0
TOTAL 50 100

A
B
C
D

From the above data it is evident that 74% of the employees ‘agree’ that
performance appraisal system of the organization distinguishes performers
& non performers, where as 5 strongly agree and 16% disagree doesn’t
distinguishes performers & non-performers.

56
6. The periodical performance appraisal of employee is required for
maintaining efficiency of individual organization?

a) YES b) NO

OPINION NO.OF PERCENTAGE


RESPONDENTS
YES 48 96
NO 2 4
TOTAL 50 100

YES
NO

From the above it shows that 96% of the employees feel that periodic
performance appraisal of the employee is required for maintaining efficiency
of individual and organization and above 4% of the employees feel that it is
not required to maintained.

57
8. Are you aware of the basis or attributes on which your performance is
appraised?

a) YES b) NO

OPINION NO.OF PERCENTAGE


RESPONDENTS
YES 41 82
NO 9 16
TOTAL 50 100

YES
NO

From them above data it shows that 82% of the employees are aware on
which their performance is appraised but 16% of the respondents feel that
they are not aware of the basis on which their performance is appraised.

58
9. Performance appraisal is based upon

a) Seniority b) Performance c) Recommendations & Trade Union


influence d) Both a & b

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 2 4
B 27 54
C 3 6
D 18 36
TOTAL 50 100

A
B
C
D

From the above data it shows that 54% of the employees feel that
performance appraisal in bank is based upon performance 36% feel that it
based on both performance and recommendation 7 trade union.

59
10. Performance appraisal is useful to the contributor to encourage people to
perform better on their jobs?

a) YES b) NO

OPINION NO.OF PERCENTAGE


RESPONDENTS
YES 46 92
NO 4 8
TOTAL 50 100

YES
NO

From the above data it shows that 92%of the employees feel that
performance appraisal is contributor to encourage better job, but 8% of the
employees feel that it is not a contributor for job.

60
11. The appraisal system is helping each employee to discover his/her
potential & mark their short comings?

a) Agree b) Disagree c) Strongly Agree

c) Strongly Disagree

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 38 76
B 6 12
C 5 10
D 1 2
TOTAL 50 100

A
B
C
D

From the above data it shows that 76% of the employees feel that appraisal
system discovers potential and mark their short comings and 125 employees
feel that it does not discover potential.

61
12. The present performance appraisal of your organization assesses
individual behavior, discipline, integration, communication skill, leadership
qualities & growth?

a) Agree b) Disagree c) Strongly Agree

d) Strongly Disagree

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 39 78
C 5 19
C 4 8
D 2 4
TOTAL 50 100

A
B
C
D

From the above data it shows that 78% of the employees agrees with the
above statement and 10% disagree.

62
13. How do you want your performance to be communicated to you?

a) Written Form b) Oral Form c) Open Communication

d) No Need

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 30 60
B 10 20
C 4 8
D 6 12
TOTAL 50 100

A
B
C
D

From the above data it is evident that most of the employees feel that their
performance should be communicated to them in a written form.

63
14. What kind of counseling should occur in an organization?

a) Formal b) Informal

OIPINION NO.OF PERCENTAGE


RESPONDENTS
YES 29 58
NO 21 42
TOTAL 50 100

YES
NO

From the above data it’s evident that 58% feel of the employees feel that
counseling in an organization should be of formal kind and 42% of
employees feel counseling should of informal kind.

64
15. According to you, Counseling is a

a) Formality b) Identifies Strength & Weakness of the employee

c) To know the areas of need for development

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 12 24
B 10 20
C 28 56
TOTAL 50 100

A
B
C

From the above data it’s evident that 56% of the employees feel that
counseling is used to know the areas of development and 24% feel that it is
just a formality and 20% feel that it identifies the strength & weakness of the
employees.

65
16. How often did you speak, or discuss about your performance with your
superiors?

a) Frequently b) Sometimes c) Rarely

d) Never

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 16 32
B 19 38
C 9 18
D 6 12
TOTAL 50 100

a
b
c
d

From the above data it’s evident that 38% of the employees said that they
sometimes and 32% frequently speak with their superiors about
performance.

66
17. Training & development programs improve the quality of the
employees?

a) Agree b) Disagree c) Strongly agree

d) Strongly disagree

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 25 50
B 0 0
C 25 50
D 0 0
TOTAL 50 100

Agree
Disagree
Strongly Agree
Strongly Disagree

From the above data it’s evident that 50% of the employees are strongly
agree and 50% agree that training & development improves the quality of
the employees in the organization.

67
18. Has your performance increased as a result of performance appraisal
system.?

a) To a large extent b) Moderate extent c) Less extent


d) Not at all

OPINION NO.OF PERCENTAGE


RESPONDENTS
A 16 32
B 32 64
C 1 2
D 1 2
TOTAL 50 100

Large extent
Moderate extent
Less extent
Not at all

From the above data it’s evident that 64% of the employees feel that to
moderate extent and 32% to large extent think that performance has
increased as a result of performance appraisal system.

68
Chapter - VII
FINDINGS

 It has been found that most of the employees think that the
performance appraisal is essential and they think it is used as a tool
to improve performance, to determine organization needs, and
basis for pay increase, promotions, and transfer.
 The appraisal system facilitates growth & learning of employees
and it is used to distinguish performers.
 The existing appraisal system helps the management to identify
potentiality of employees as well as useful for maintaining
efficiency of the individual & organization.
 Some employees are not aware of basis on which performance is
appraised and most of the employees feel that it help them discover
their potential and enables to know their short coming.
 Organization provides training & development programs to
overcome the short comings identified in performance appraisal.
 The employees feel that their promotions match their contributions
and new performance appraisal technique should be adopted in the
organization and the short comings are informed to them.
 The performance appraisal supports to experimenting with new
ideas as basis for promotion.

69
Chapter – VIII
Suggestions

 The performance appraisal system should facilitate career growth &


learning of employees.
 The short coming of employees should be informed to them after
performance appraisal.
 Promotion should be based on performance rather than seniority or any
other factors.
 Performance appraisal should be appraised by granting awards/ merit
certificate.
 New performance appraisal techniques such as 360 degree performance
appraisal system should be used.
 The performance appraisal should not be assessed by biased mind and
personal grudge.
 Feedback should not be given to the employees more frequently.
 Basis of performance appraisal should be informed to the
employees.
 The extent of communication with the top & middle level management
should be cleared.
 The feedback of performance appraisal shouldn’t only be given to those
employees who are rated ‘below average’ but to all the employees
as it would motivate them to perform even better.
 Gauge the potential for performance of each employee.

70
Chapter – IX
Conclusion
The analysis and interpretation of data on study of performance appraisal
and its effectiveness in an organization led to the following conclusions:

The promotion rule though defined need to be communicated to every


employee before appraisal process is done and also justify the promotion as
a result of the appraisal. That the promotion policy followed differs at
different position and category. A uniformity has to be there in the
implementation of promotion policy at all levels

The process of performance appraisal followed in ICICI Bank. at the


supervisory and above level is to say not good but of satisfactory level the
employees do not rate it very good.

The appraisal outcome has to be used frequently for the purpose of reward
on performing well together with the feedback on the performance. Also
when performance goes down employee has to be given feedback and
motivated to do better.

The organization at present doesn't lay career planning and career suggestion
plans.

In ICICI Bank feedback is being provided to the employees though on few


occasion. Performance appraisal ICICI Bank is done on an annual basis.

71
More emphasis should be given on training and job rotation as remedial
measures.

The mechanism of counseling pre-performance and post performance is not


in practice at the organization in strict term. During the course of study
suggestion came from the employee side for the need of counseling.

72
Bibliography:

 Davis, Keith. “Human Behavior at Work”, Singapore. Hill


International Book co; 1989.

 Essential of HRM and Industrial Relations- P. Subba Rao.

 HRM- C.B. Mamoria and S.V Gankar- Himalaya Publishing


House.

 “CH. Paramananda”, Article on Performance Management.

 “ABC Manager’s Primer”, “An Executive Guide”, Activity Based


Cost Management”, by “Gary Cokins”.

 Robert Bascal “Performance Management” to help Companies,


Improve their Performance Management Systems.

73
Questionnaire

1. Are you aware about the organization Performance Appraisal?

a) Yes b) No

2. Do you think that Performance Appraisal is essential?

a) Yes b) No

3. Does Appraisal System of your organization facilities career


Growth & Learning of employees?

4. Performance Appraisal System really assesses the quality of an


employee. Do you agree?

a) Yes b) No

5. Periodicity of Performance Appraisal should be on

a) Quarterly b) Half-yearly basis

c) Annual basis

6. The present Performance Appraisal of your organization


distinguishes the performer & non performers?

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

74
7. The Periodical Performance Appraisal of employee is required for
maintaining efficiency of individual & organization?

a) Yes b) No

8. Performance Appraisal in Railways is based upon

a) Seniority b) Performance

c) Recommendation & Trade Union influence d) Both a & b

9. The Performance Appraisal of your organization assesses Individual


Behavior, Discipline, integration, Communication Skill, Leadership
Qualities & Growth?

a) Agree b) Disagree c) Strongly Agree

d) Strongly Disagree

10. Hope do you want your performance to be communicated to you?

a) Written Form b) Oral From

c) Open Communication d) No Need

11. Does the organization provide training & development programs?

a) Yes b) No

12. Training & Development programs improve the quality of the


employees?

a) Yes b) No

75
Dr.Chitranshi Verma
245,Napier Town,Nr.Naveen Vidya Bhawan School,Jabalpur- 482002
Ph: 0761- 4048825 Cell: 8989828758
Email: chitranshi.verma@gmail.com

Professional Experience

 Working as a visiting faculty in Faculty of Management Studies, College of


Materials Management, Jabalpur since Dec’2010
 Worked as a visiting faculty in Centre of Management Studies, G.S.College of
Commerce & Economics, Jabalpur July 2009 – Sept. 2013
 Worked as a visiting faculty in PTU, IGNOU, Mata Gujri College, Jabalpur
Sept 2008 – Oct 2012
 Worked as Operations Executive with Indusind Bank Ltd., Jbp March ’05-
Sept’07
 Worked with HDFC Bank, Gwalior from Nov’02 – Nov’04

Educational Qualifications

 Ph.D. in Applied Economics on “An Analysis of Human Resource Practises in


Financial Sector in M.P.” from RDVV,Jabalpur, Dec 2014
 MBA in Marketing from IPS Academy, DAVV,Indore in 2002
 BBA from Institute of Management, Jiwaji University, Gwalior in 2000
 XII from CBSE Board in Kendriya Vidyalya No. 1 ,CBSE Board in1996
 X from Carmel Convent School, CBSE Board in 1994

Certifications

 NCFM-AMFI (Advisors Module) Certified with 84.75% in Oct’05

Publications

Research Papers (National)

 Global Recession & its impact on India” in National Seminar in 26th Nov’10 in G.S.
College of Commerce & Economics, Jabalpur

76
 “Globalization and its impact on Business Development in Current Scenario” in
National Seminar in April 2011 in Dept. Of Business Administration, Hitkarini
College of Engineering & Technology, Jabalpur

 “Service Sector Growth in India & China: Strategic differences” in National


Seminar in April 2012 in G.S. College of Commerce & Economics, Jabalpur

 “Emerging Role of Knowledge Management with special reference to educational


sector” in National Conference in May 2012 in Shri Vaishnav Institute of
Management , Indore

 “Gender Discrimination in the workplace : An HR Issue” in National Seminar in


Dec 2012 in Mata Gujri Mahavidyalya (Autonomous) Jabalpur

 “Role of HRM in creating successful Entrepreneurs” in National Conference in Sept


2013 in Prestige Institute of Management & Research, Indore

 “Role of Foreign Direct Investment in Indian Service Sector” in National


Conference in March 2014 in St. Aloysius College, Jabalpur

 “Role of Action Research in Education” in National Seminar in March 2015 in St.


Aloysius College, Jabalpur

 “ Global business citizenship: A model of social responsibility and ethical


behaviour in the 21st century” in National Conference in Dec’16 in Excel
Research Management Association, Gwalior

Research Papers (International)

 “Mobile Banking in India” in International Conference on Global Business


Research , Sept 2012 in University College of Commerce & Management Studies,
Udaipur, Rajasthan

 “Role of Strategic Human Resource Management in today’s corporate world” in


International conference on Dynamics of Innovative Practices in Management
Dec 2012 in Maharaja Ranjit Singh College of Professional Sciences, Indore

 “Role of Advertising in shaping Consumer Psychology” in International Conference


on Global Advances and Innovations in IT and Management in Dec 2012
organized by Prestige Institute of Management, Gwalior

 “Stress Management in Indian Organizations” in International Conference on


Mapping Business Excellence through Vision, Values and Vibrant Practices Jan
2012 in Prestige Institute of Management and Research, Indore

77
Articles

 “Human Resource Accounting in India” published in Book”Human Resouce


Accounting:Concept , Objectives and Practical approaches, YKing Books Jaipur
ISBN: 978-93-85528-33-0

Workshops attended

 3 day workshop on New Dimensions of Economic and Social Research organized


by G.S. College of Commerce & Economics, Jabalpur in Dec,2012.
 2 day workshop on Professional Development for teachers organized by Shiksha
Mandal Madhya Pradesh Shakha, G.S.College of Commerce & Economics,
Jabalpur in Feb 2015

Projects undertaken

 “Causes of Absenteeism among workers of Godrej Soaps Private Ltd.”, Malanpur,


Gwalior in 1999.
 “ Power Project Financing in India” in Alstom Power India Pvt. Ltd. New Delhi in
2001.
 “Invoking the need of call centres in various business segments” in Modi Korea
Telecommunications Pvt. Ltd., Indore

Achievements & Extra Curricular Activities

 Active Member of Organizing Committee in National Conference on


India Incorporation – The Future Challenges at IBMR ,IPS Academy,
Indore 2001
 Won 2nd runner up position in National Management Students and Young
Manager’s contest, IBMR,IPS Academy , Indore
 Worked as E.C. member & Joint Secretary of Snatak Prabhand Parishad,
Jiwaji University ,Gwalior
 Actively participated for the Cause of social services, Help Age India at
School level
 Appreciated for social causes by Manav Pragati Sansthan, Gwalior, M.P.
 Passed the Senior General Knowledge & Intelligence Test held by Central
Institute of General Knowledge learning ,New Delhi in 1992
 Played Basketball at School level
 Actively participated & won accolades in debates & quizzes

78
 Awarded the Certificate of Outstanding Social Service and Best Anchor of
the Club by Inner wheel Club Jabalpur, Midtown for year 2014-2015

Associations

 Active member of Inner wheel Club of Jabalpur Midtown since June 2014
 Member of Editorial board of Jabalpur Public College
 Lifetime member of Excel Research Management Association, India,
Gwalior

Personal Details

Marital Status : Married


Husband’s Name: Pravesh Verma
Permanent Add. : 245, Napier Town,Jabalpur
Languages known: English & Hindi
Date of Birth : 17/10/1978

I hereby declare that the above information is true to the best of my knowledge.

Date : Dr. Chitranshi Verma

79
Executive Summary

This study is done for fulfillment of the requirement of IGNOU to obtain


the degree of Master of business management. In this study, we strive
to find out the implication of “Performance Appraisal” in banking
sector.

Banking sector is one of the emerging sectors of India; we strive to


find out what is the importance of HR in banking industry in specific
with “Performance Appraisal”.

In this report we discuss the banking industry, HR overview, need of


“Performance Appraisal” in banks, Indian banking scenario, techniques
and approaches of “Performance Appraisal” pertaining to the banking
industry. As we know that in present scenario of cut throat competition
in banking industry only the service is the factor that can make sense
in banking industry, we try to explore the importance of the
“Performance Appraisal” in banking to uplift the standard of
organization, individual and both as a mutual entity

80
81