PREFACE

Practical exposure in the field of management is extremely important as it gives a close view of the real business issues. It helps to cover all part that remained uncovered in the classroom. It helps to gain experience. Just theoretical knowledge is not sufficient for the success of any business student. So one should have practical knowledge about each aspect of life. I learnt lot of new things from this project, which could never have been learnt from theory classes.

If any findings & recommendations go in any way to prove some new ground in helping the commodity future sector, I shall deem my efforts have duly served the purpose. In the forthcoming pages an attempt has been made to present report covering different aspects of my project.

ACKNOWLEDGEMENT
It is my pleasure to be indebted to various people, most of which were experts in their respective fields, who influenced my thinking, behavior, and acts during the course of study. I am greatly thankful to of

GLAIBM Mathura for giving me a platform to have this wonderful opportunity and being able to get glimpses of corporate world. As a fresher for the corporate, I was not having any idea about corporate culture. But I would like to give special thanks to my project guide. Who on behalf of his opulent experience, told me about the basic of corporate and guided me which helped me to complete the project efficiently and showed me the right path to reach the final destination with minimum hiccups and was always there with a helping hand in times of need throughout my project. I am thankful to him for his support, cooperation, and motivation provided to me during the completion of project. Last but not the least; I would like to thank Top Management and all the respondents for giving their precious time, relevant information and experience. Lastly, I would like to be thankful my father for their moral and financial support and my friend with whom I shared my day-to-day experience and received lots of suggestions that improved my work quality.

POOJA JAIN

DECLARATION
I POOJA JAIN student of MBA in GLA University, Mathura hereby declare that all the information; facts and figures furnished in this report are based on my own findings and experience. This information has been used for purely academic purpose. I hereby declare the work was done by me and suitable information has been downloaded from websites and other related resources of the company. The project report is the result of my own hard work and self belief.

POOJA JAIN

INDEX
Chapter 1 Introduction to the topic. 05

Chapter 2

Introduction to the Organization/Industry.

19

Chapter 3

Literature Review.

30

Chapter 4 a. b. c.

Use & Importance of the Study.

52

Conceptual/ Theoretical Framework for analysis. Scope of the Study. Aims & Objectives.

Chapter 5 a. b. c. d. e. f.

Research Methodology.

54

Universe of the Study. Sample Size. Sampling Method. Research Design. [Hypothesis] Collection of Data [Primary Data & Secondary Data] Data Analysis & Interpretation.

Chapter 6

Data Analysis & Interpretation.

58

Chapter 7

Conclusion, Recommendations, Suggestions and Scope for 74

further research.

Chapter 1 Introduction to the topic Performance Appraisal

INTRODUCTION TO PERFORMANCE APPRAISAL
Performance appraisal is a systematic evaluation of the individuals with regard to his (or) her performance on the job and his potential for development. Performance appraisal is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed. For the purpose of administration including placement, selection for promotion, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally.

Appraisal should be future oriented activity that provides workers with useful feedback and coaches them to higher levels of performance. In other instances they are an informal and integral part of daily activities. Performance Appraisal is the most powerful and least expensive for directing, managing and developing the performance and potential of teams and individuals. Performance Appraisal is the systematic description of an employees job relevant strengths and weaknesses. Performance Appraisal is the method of evaluating the work allotted to the employee in the work area. Performance Appraisal is a process of summarizing, assessing and developing the work performance of an employ. The basic purpose is the find out how; well the employee is performing the job and establish a plan of improvement. Performance Appraisal can also provide data to

determine promotion transfer and even demotions of the employee. It has direct bearing an other personal decisions.

Performance Appraisal is a continuous process in every large scale organization. It may involve goal setting, employee selection, placement and compensation, training and development and carrier management. Performance Appraisal is creating a shared vision of the purpose and aims of the organization, helping each individual employee to understand and recognize their part in contributing to them there by managing and enhancing the performance of both individuals and the organization. A properly developed appraisal process can serve as contract between the team numbers and the team. It informs people about what expected and how performance will be appraised. During the appraisal period, an effective appraisal tool and process can help determine what the individual (or) team member must start doing, continue doing (or) stop to be more effective. This serves and important development function that may suggest training to improve the ability to perform. But suppose, an individual has the skills to do the job but is still not performing. The issue is likely motivation (or) lack of motivation. Since the elements of an effective motivation. Strategy includes feed back, goal setting, team problem solving and incentives. By using the techniques and apply the skills, individual and the team can construct a meaningful appraisal tools and use a process that serves the purposes, you want purposes like clarifying expected performance, focusing team work, reviewing progress and developing performance and the team can use the tool for continuous

improvement of performance and development of potential to perform more complex tasks. For ex. feedback given periodically help ensure that the team and individual know how he (or) she is doing. Goals are set that specify what the team member (or) individual should be doing. The team participates in problem solving barriers that impede productivity. Finally, decisions about how to equitability allocate incentives are made contingent on a fair appraisal of performance.

OBJECTIVES OF PERFORMANCE APPRAISAL:

Data relevant to performance assessment of employee are recorded, stored and used for several purposes. The main objectives of employees performance appraisal are: 1. To effect promotions based on performance and competence. 2. To confirm the services of probationary employees, upon their completing the probationary period satisfactorily. 3. To access the training and development need of the employees. 4. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have not been fixed. 5. To let the employees become aware about their performance level and to assist them with constructive criticism and guidance for the purpose of their development. 6. To improve communication, performance appraisal provides a format of dialog between superiors and the subordinates, there by bringing an understanding or personal goals and concerns.

IMPORTANCE OF PERFORMANCE APPRAISAL:

Performance appraisal is the systematic description of an employees job relevant strengths and weakness. The basic purpose is to find out how well the employee is performing the job and establish a plan of improvement. Appraisal is arranged periodically according to a definite plan. Performance appraisal is not job evaluation. Performance appraisal refers to how well; someone is doing the assigned job. Job evaluation determines how much a job is worth, to the organization and therefore, what range of pay should be assigned to the job.

PERFORMANCE APPRAISAL PROCESS:

Establishing the Performance appraisal standards

Communicating the standards to employee

Measuring the actual performance

Comparing the actual performance with standard performance

Discussing about appraisal

Taking corrective action

ESTABLISHING THE PERFORMANCE APPRAISAL STANDARDS:

The appraisal process begins with setting up of objective. To be used for appraising the performance of employee. The criteria are specified with the help of job analysis. The criteria should be clear objective and in written form.

COMMUNICATING THE STANDARDS TO EMPLOYEE:

The standard set for performance appraisal should be communicated to all the employees. That standard must be explained to all employees. When the standards are known to the employee they will try to put their affords for to achieve objectives without communicating.

MEASURING THE ACTUAL PERFORMANCE:

Once, the performance standards are specified and accepted the next step is evaluated the actual performance. The evaluation mainly depending upon some techniques and methods and internal and external factors.

COMPARING THE ACTUAL PERFORMANCE WITH STANDARD PERFORMANCE:

The actual performance compared with the pre determined performance standards. When, the actual performance is exceed than standard performance the result

10

is positive. The actual performance is less than standard performance the result is negative.

DISCUSSING ABOUT APPRAISAL:

The results of the appraisals are communicated to the employees and discussed with the employee about performance such decisions enable the employee to know his weaknesses and strengths.

TAKING CORRECTIVE ACTION:

Appraisal process will be useful only when corrective action is taken on the basis of results. The corrective action may be the form of advice (or) warning. It may be in the form of additional training, refresher training, and management development programs, coaching, etc,

11

CHARACTERISTICS OF PERFORMANCE APPERAISAL:

(1). RELIABILITY AND VALIDITY:
Appraisal system should provide consistent reliable and valid information and data, which can be used to defend the organization even in large challenges.

(2). JOB RELATEDNESS:

The appraisal technique should measure the performance and information in job related areas.

(3). STANDARDIZATION:
Appraisal forms, procedures, administration of techniques, rating, etc., should be standardized as appraisal decisions affect all employees of the group.

(4). PRACTICAL VIABILITY:

The techniques should be practically viable to administrator, possible to implement and economical regarding cost aspect.

(5). LEGAL SANCTION:

It should have compliance with the legal provisions concerned of the counter.

(6). TRAINING AND APPRAISERS:

Appraisal is important and sometimes difficult. It would be useful to provide training to appraisers.

(7). OPEN COMMUNICATION:

A good appraisal system provides the needed feedback on a continuing basis.

12

(8). EMPLOYEE ASSESS TO RESULTS:

The employees should receive adequate feedback on their performance. If performance appraisal is meant for improving employees performance, then with holding appraisal results would not serve any purpose

CONTENTS OF PERFORMANCE APPRAISAL:

Every organization has to decide upon the content to be appraised before the programmer is approved. Content to be appraisal may be in the form of contribution to organizational objectives. Like, production, cost saving, return of capital, etc.

Other measures are based on Regularity of attendance. Self expression. Ability to work with others. Leadership styles and abilities. Initiative. Technical skills. Ability to insert. Originality and resourcefulness. Creative skills. Area of insert. Area of suitability.

13

Judgment skills. Honesty and sincerity. Organizational knowledge.

PURPOSE OF PERFORMANCE APPRAISAL:

In general these can be classified as either Administrative or developmental.

ADMINISTRATIVE:
From standpoint of administration, an appraisal program provides inputs that can be used for entire range of HRM activities. Performance Appraisal is also directly related to a member of other major HR functions: Such as promotion, transfer and lay off decisions.

PURPOSE

OF

PERFORMANCE

APPRAISAL

AT

ADMINISTRATION:
Document personnel decisions Determine promotion candidates Determine transfers and assignment Identify poor performance Decide retention or termination Decide on lay offs Validate selection criteria

14

Meet legal requirements Evaluate training programs/progress Personnel planning Make reward / compensation decisions.

DEVELOPMENTAL PURPOSE
From the standpoint of development, appraisal provides the feedback essential for discussing strengths weakness as well as improving performance. Regardless of the employees level of performance, the appraisal process provides an opportunity to identify issues for discussion, eliminate any potential problems, and set new goals for achieving high performance.

PURPOSE OF PERFORMANCE APPRAISAL AT DEVELOPMENT:

Provide performance feedback Identify individual strengths/ weaknesses Recognize individual performance Assist in goal identification Evaluate goal achievement Identify individual training needs Determine organizational training needs Reinforce authority structure Allow employees to discuss concerns
15

Improve communication Provide a forum for leaders to help

REASONS WHY APPRAISAL PROGRAMS FAILS SOMETIMES:

Employee is not given clear objectives at the beginning of performance period.

Manager may not be able to observe performance or have all the information.

Performance standards may not be clear.

Inconsistency in ratings among supervisors or other raters.

Rating personality rather than performance.

The halo effect, contrast effect, or some other perceptual bias.

Inappropriate time span (either too short or too long).

Overemphasis on uncharacteristic performance.

Inflated ratings because managers do not want to deal with bad news

Subjective or vague language in written appraisals.

16

Organizational politics or personal relationships cloud judgments.

No through discussion of causes of performance problems.

Manager may not be trained at evaluation or giving feedback.

No follow-up and coaching after the evaluation.

17

18

Chapter- 2 Introduction to the Organization/Industry. YES BANK

Type- Public (BSE: 532648) Industry- Banking & financial services Founded- 2003-04 Founder(s) - Ashok Kapur and Rana Kapoor

Headquarters- Mumbai, India Products - Corporate and Institutional Banking, Financial Markets, Investment Banking, Corporate Finance, Branch Banking, Business and Transaction Banking, and Wealth Management business lines Revenue - 4,665.01 crore (US$1.04 billion) (2010-11) [1] Operating income - 1,190.38 crore (US$265.45 million) (2010-11) Profit - 727.13 crore (US$162.15 million) (2010-11) Total assets - Rs. 363.8 billion at March 31, 2010 Total equity - Rs. 30.7 billion at March 31, 2010 Employees Website -3,034 www.yesbank.in

YES Bank Limited (BSE: 532648) is an Indian Bank, engaged in providing a range of banking and financial services. The Banks business segments include Treasury, Corporate/Wholesale Banking, Retail Banking, Corporate Finance, Transaction Banking
19

and a host of other Banking services. It was founded by Rana Kapoor and his partner (Late) Ashok Kapoor, with the duo holding a collective financial stake of 27.16% Yes Bank, Indias new age private sector Bank is the outcome of the professional commitment of its founder Mr. Rana Kapoor supported by his highly competent top management team to establish a high quality, customer centric, service driven, private Indian Bank catering to the Future Industries of India.

Yes Bank has adopted international best practices, the highest standards of service quality and operational excellence, and offers comprehensive banking and financial solutions to all its valued customers. A key strength and differentiating feature of Yes Bank is its knowledge driven approach to banking and an unprecedented customer experience for its retail and wealth management clients.

Yes Bank is steadily building corporate and institutional banking, financial markets, investment banking, corporate finance, business (Small &Medium Enterprises) and transaction banking, international banking, retail banking and wealth management business lines across the country. The Banks constant endeavour is to provide a delightful banking experience expressed with simplicity, empathy, and totality.

Yes Bank understands the financial needs of the Government of India, in its progress and development role of a Growing India through Yes Banks Knowledge Banking approach and the objective of being the Bank for an Emerging India. Yes Bank remains committed to serving this specialized segment. Yes Banks knowledge Bankers deliver

20

innovative, structured and comprehensive solutions through a Money Doctor approach focusing on diagnostic and prescriptive attention to detail. This is facilitated through Yes Banks Technology leadership delivering proven, easy-to-use solutions for Government Undertakings and agencies. Yes Bank has provided financial and advisory services to Ministries of the Union Government, State Governments, Central and State Public Sector Undertakings (PSUs) and Agencies. In a short span of over three and a half years the Government Relationship Management (GRM) team has developed robust relationships with over 100 entities. The GRM team is committed to the core values of client orientation, innovation and superior service experience that exemplify all Businesses at Yes Bank. GRM team is providing the Knowledge Advisory, Liquidity Management and Investment Products, Transaction Banking, trade finances, cash management services, Treasury services, Forex Remittances, debt capital markets, investment managements, corporate salary accounts, Advisory structured transactions, term loans, and cash credit limits to various government operations like IFFCO, SAIL, Airport Authority of India, IOCL, NDPL, HPCL, Bridge & Roof co. (India) ltd and many more

Business Strategy
Knowledge Banking: - One of the strengths and differentiating features of Yes Bank is its knowledge banking approach that is the essence of all offerings to its customers. Knowledge has been institutionalized as a key ingredient in all internal and external processes and utilized to create customized solutions for the clients specific requirements.

21

Technology and Operations: - As a new generation Bank, Yes Bank has the advantage of accessing the latest available technology. The Bank has taken a calibrated decision to invest in the best IT system and practices in order to make its technology platform a strategic business tool for building a competitive advantage.

Responsible Banking: -Yes Bank has a vision to champion Responsible Banking in India, where the concepts of Corporate Social Responsibility (CSR) and sustainability are integrated in its Business focus.

Business Lines: -Yes Bank has four distinct business segments to effectively service the differentiated needs of its targeted customers. Corporate and Institutional Banking (C&IB): -To cater to the needs of large corporate & institutional clients, MNCs, government companies and PSUs. Bank targets C&IB customers through its multifunctional branches in the key metropolitican cities.

Emerging Corporate Banking (ECB): -It is dedicated to partner with growth-focused, fast-paced enterprises, which are emerging as a leader in their respective business areas.

Business Banking: -To cater to the needs of the small and medium enterprises (SME), Yes Bank has set up a dedicated business unit to focus on delivering superior banking solutions specially designed to meet the varying and dynamic needs of its SME clients.

22

Retail Banking and Wealth Management: -The Bank intends to develop Retail Banking into a key value driver. Yes Bank offers its customers choice & convenience, reflected in its branch layout & design, product feature /design, options of distribution channels and superior technology enabled service quality. Yes Bank predominantly offers value added retail liability and third party wealth management products as well as retail asset offerings through its sales and service network linked to its branches.

Private Banking: - Yes Bank is focusing on personalized relationship banking for its top end High Net worth customers, supported by structured financial solutions tailor-made to suit the needs of such customers.

Product lines: - Yes Bank offers a wide range of fee-based products to corporate and business banking customers to ensure a high degree of cross-sell to clients.

Financial Markets: -Yes Bank financial markets was ranked second in the Best for currency strategy and best for technical analysis categories at the Asia Money 2005 foreign exchange poll for India.

Transaction Banking: -Yes Bank Transaction banking group has adopted a consultative approach and focus on knowledge and relationship banking to enable customers to address strategic financial and operating needs in the domain of:

23

Working capital and liquidity management Asset management Treasury integration Exposure and risk management

Yes Bank proposes to apply industry knowledge and superior technology for offering innovative structured solutions integral to a companys financial supply chain.

Yes International Banking: - It offers a complete suite of international banking products and services, driven by state-of-the art technology, which includes Debt, Trade finance, corporate finance, Investment banking and business advisory services, treasury and global Indian banking. The Bank also plans to leverage its international presence, for its capital raising activities. These services will initially be through partnerships with international banks and financial institutions followed by the establishments of branches and representative offices, as per regulatory approvals.

Brand Creation: - The Bank believes that its differentiation begins with its service and trust mark YES. YES represents the bank true spirit of being service-oriented. The YES brand creation effort is supported by Triton Communications, the principal advertising agency and Ad factors PR, the Banks public relation consultant.

24

KEY Highlights & Milestones of Yes Bank.

Nov 2003 May 2003 Dec 2004 Mar 2005 Incorporation of YES BANK Limited RBI License to commence banking business Ranked No.3 in the Business World Survey of Indias Best listed Banks Ranked No.2 among New Private Sector Banks in the Financial Express survey Dec 2006 Dec 2007 Jan 2008 Mar 2009 Won Best CSR practice award 2007 Won IT people award 2007 60 operational branches across India Ranked No.3 among New Private Sector Banks in the Financial ExpressE&Y survey & overall #1 on credit quality & #2 on Growth Apr 2010 67 operational branches across India

25

26

INDUSTRY PROFILE
The oldest bank in Indian Banking industry is the State Bank of India being established as the Bank of Bengal in Calcutta in June 1806. The first fully Indian owned Bank was the Allahabad Bank, which was established in 1865. By the 1900s, the market expanded with the establishment of Banks such as Punjab National Bank, in 1895 in Lahore and Bank of India, in 1906, in Mumbai. The Reserve Bank of India formally took on the responsibility of regulating the Indian banking sector from 1935. After Indias independence in 1947, the Reserve Bank was nationalized and given broader powers. In the early 1990s the then Narsimha Rao government embarked on a policy of liberalization and gave licenses to a small number of private Banks, which came to be known as New Generation tech-savvy banks, which included banks such as Global Trust Bank (the first of such generation banks to be set up) which later amalgamated with Oriental Bank of Commerce, UTI Bank (Now re named as Axis Bank), ICICI Bank and HDFC Bank. This move, along with the rapid growth in the economy of India, kick started the Banking sector in India, which has seen rapid growth with strong contribution from all the three sectors of Banks, namely Government Banks, Private Banks, and Foreign Banks The next stage for the Indian Banking has been set up with the proposed relaxation in the norms for Foreign Direct Investment (F.D.I.), where all foreign investors in banks may be given voting rights which could exceed the present cap of 10%, at present it has gone up to 49% with some restrictions. The new policy shocks the banking sector in India completely. Bankers, till this time, were used to the 4-6-4 method (borrowing at 4%; lend at 6%; go home at 4) of functioning. The new wave ushered in a modern outlook and

27

tech-savvy methods of working for traditional Banks. All this led to boom in India. People just not demanded more from their Banks but also received more.

In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time an investor has been allowed to hold more than 5% in the private sector Bank since the RBI announced norms in 2005 that any stake exceeding 5% in the private sector banks would need to be vetted by them. In (2007), banking in India is generally fairly mature in terms of supply, product range and reach-even, though reach in rural India still remains a challenge for the private sector and foreign Banks. In terms of quality of assets and capital adequacy, Indian Banks are considered to have clean, strong and transparent balance sheets relative to other Banks in comparable economies in its region. The Reserve Bank of India is an autonomous body, with minimal pressure from the government. The stated policy of the Bank on the Indian Rupee is to manage volatility but without any fixed exchange rate and this has mostly been true.

With the growth in the Indian economy expected to be strong for quite some time especially in its service sector-the demand for banking services, especially retail banking, mortgages and investment services are expected to be strong. One may also expect M&As, takeovers, and asset sales. Currently, India has 88 scheduled commercial banks (SCBs) 28 public sector banks (that is with the government of India holding a stake), 29 private banks (these do not have government stake; they may be publicly listed and traded on stock exchanges)

28

And 31 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 75% of total assets of the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively. The annual growth in bank credit to the commercial sector is at 25.4% as on March 31, 2007 and was lower than 27.2% against previous year. Till 2010, retail banking is expected to grow at a CAGR (compounded average growth rate) of 28% to touch a figure of INR 9,700 billion. This requires expansion and diversification of retail product portfolio, better penetration and faster service mechanism.

The report on Retail Banking industry in India covers industry segments like housing loan, auto loan, personal loan, education loan, consumer durable loan, credit card and regulatory frame work for retail Banks is also discussed. The report gives retail banking industrys current performance and future outlook. Total 22 major retail Banks in India are covered in terms of their performance, strategy and outlook. In absolute terms, Indias banking sector enjoyed reasonable growth through the year to December 31 2007. In local currency terms, total assets, total loans and total deposits increased by 23%, 21%, and 26%, respectively. The loan/deposit, loan/asset ratio fell while the loan/GDP ratio rose.

29

Chapter- 3 REVIEW OF LITERATURE

MEANING:
Performance appraisal may be understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge, quality of output, initiative, leadership abilities, potential dependability, co-operative, judgment versatility and health. Assessment should not be conformed to past performance alone. Potentials of employees for future performance must also be assessed. Performance appraisal or merit rating or performance evaluation is one of the most important functions of personnel management that area of management deals with human beings and their behavior. The need of performance appraisal also arises due to the fact that every person has a different personality-situational, social and psychological. Once the employees are hired, they are inducted trained and developed with the help of various development programs.

DEFINITION:
Performance appraisal is a systematic judgment of the subordinate by the superior authority to access the standard of work and overall performance. Performance appraisal is a formal structured system of measuring and evaluating an employees job related behaviors and outcomes to discover how and why

30

employee is presently performing on the job and how the employee can perform more effectively in the future so that employee, organization and society all benefit

Performance appraisal may be understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervisors, dependability, co-operation, judgment, versatility, health etc.

BENEFITS OF A SYSTEMATIC APPROACH TO PERFORMANCE APPRAISAL:

1. Help to establish the current level of performance in the job and seek ways of improving it. 2. Helps to identify potential for the development and to aid manpower planning Right man for the right job at right time can be aimed. 3. Helps to ink salary realistically to performance. 4. Helps to maintain good employee-employer relationship for promoting motivation, communication and equality. 5. Helps in promoting group cohesiveness and establish fair relationship with in the work groups.

31

METHODS OF APPRAISAL
Broadly all the approaches to appraisal can be classified in to following:

1.

Past-oriented methods

2. Future oriented method.

1. PAST ORIENTED
Rating Scale Check Lists Forced Choice Method Forced Distribution Method Critical Incident Method Behaviorally Anchored Scale Field Review Method Performance Tests And Observations Annual Confidential Report Essay Method Cost Accounting Approach Comparative Evaluation

32

2. FUTURE ORIENTED
Management By Objectives 360 Degree Appraisal Psychological Appraisal Assessment Centers

PAST-ORIENTED METHODS: RATING SCALE:

This is the simplest and most popular technique of appraising employees performance. The typical rating scale system consists of several numerical scales, each representing a job related performance criterion such as dependability, initiation, output, attendance, attitude, co-operation and the like. Each scale ranges from excellent to poor. The rater checks the appropriate performance level on each criterion, and then computes the employees to total numerical score. The number of points scored may be linked salary increases, where by so many points equal a rise of some percentage. Rating scaled offers the advantages of adaptability, relatively easy use and low cost.

The disadvantages of this method are several. The raters biases are likely to influence evaluation, and the biases are particularly pronounced on subjective criteria such as co-operation, attitude and initiative.

33

CHECK LIST METHOD

Under this method, a check list of statements on the traits of the employee and his /her job is prepared in 2 columns-vise, a Yes column and a No column. All that the rater should do is to tick the Yes column if the answer to the statement is positive and in the column No if the answer is negative.

FORCED CHOICE METHOD:

In this the rate is given a series of statements about an employee. These statements are arranged in a block of two or more, and rather indicate, which statement is more or least descriptive of the employee.

FORCED DISTRIBUTION METHOD:

The forced distribution method seeks to overcome the problems by compelling the rates on all points on the rating scale. The method operates under an assumption that employee performance level conforms to a normal statistical distribution. Generally it is assumed that the employee performance levels conform to a bell shaped curve.

CRITICAL INCIDENTS METHOD:

The critical incident method of employee assessment has generated a lot of interest these days. The approach focuses on behavior of employees that makes all the difference between effective and non-effective performance of job. Such incidences are recorded by superiors as and when they occur.

BEHAVIOURALLY ANCHORED RATING SCALE (BAR):

34

Behaviorally anchored scales, sometimes called behavioral expectation scales, are rating scales whose scale points are determined by statements of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scale represent a range of descriptive statements of behavior varying from least to most effective. BAR has following features:

1. Areas of performance to be evaluated are identified and defined by the people who will use the scale.

2. The scales are anchored by descriptions of actual job behavior that, supervisors agree, represent specific level of performance. The result is a set of rating scale in which both dimensions and anchors are precisely defined.

3. All dimensions of performance to be evaluated are based on observable behaviors and are relevant to the job being evaluated since BARS are tailor-made for the job.

4. Since the raters who will actually scale are actively involved in the development process, they are more likely to be committed to final product.

FIELD REVIEW METHOD:

35

This is an appraisal by someone outside the accesss own department, usually someone from the corporate office or the HR department. The outsider reviews

employee records and holds interviews with the rate and his or her superior. The method is primarily used for making promotional decision at the managerial level; field reviews are also useful when comparable information is needed from employees in different units or locations.

PERFORMANCE TEST AND OBSERVATIONS:

With a limited number of jobs, employee assessment may be based upon a test of knowledge or skills. The test may be of the paper and pencil variety or an actual demonstration of skills. The test must be reliable and validated to be useful.

COFIDENTIAL RECORDS:
Confidential records are maintained only in government departments, though its application in the industry is not ruled out. The system is highly secretive and confidential. Feedback to the assesses was given only in case of an adverse entry.

ESSAY METHOD:
In the essay method, the rater must describe the employee within a number of board categories such as The raters overall impression of the employees performance, The promo ability of the employee,

36

The jobs that the employee is now able or qualified to perform, The strengths and weakness of employee and the development assistance required by the employee. Although this method is being used independently, it is most frequently found is combination with others. It is extremely useful for filling information gaps about the employees that often occur in the best structured checklist method.

This is the traditional method in which appraises the rate in an open-ended manner and uses a free-form in his own words and puts down his impressions about the employee. They take note about these factors: a) Job knowledge and potentials. b) Employees characteristics and attitude. c) General organization and planning attitude. d) Production or quantity, quality and cost control. e) Physical conditions. f) Development needs of future.

COST ACCOUNTING METHOD:

This method evaluates performance from the monitory returns the employee yields to his or her organization. A relationship established between the cost included in keeping the employees and the benefits the organization derives from him or her.

37

Performance of the employee is then evaluated based on the established relationship between the cost and the benefits.

COMPARITIVE EVALUATION APPROACHS:

This method evaluates performance from the monetary returns the employee yields to his or her organization. A relationship is established between the cost included in keeping the employee and the benefit the organization derives from his or her. Performance of the employee is then evaluated based on the established relationship between the cost and the benefit.

FUTURE ORIENTED APPRAISAL:

The commonly used future oriented technique is MBO, psychological appraisal &assessment centers.

MANAGEMENT BY OBJECTIVES:
Management by objectives is a technique used by managers in some organizations to motivate employees to perform well by using the goal-setting technique.

OBJECTIVES OF MBO: 1). to identify the problems and opportunities in the business.
2). to convert identified opportunities in to clear goals. 3). to set up a system to convert these goals into achievements. 4). to set a standard of performance.

38

5). to raise a standard of performance 6). to set a new target where the existing ones have proved unrealistic.

. PSYCHOLOGICAL APPRAISAL:
Large organizations employ full time industrial psychologist, when

psychologists are used for evaluations; they assess an individuals future potential and not performance. The appraisal normally consists of in depth interviews, psychological tests, discussions with supervisors and a review of other evaluations. The psychologist may be for a specific job opening for which the person is being considered, or it may be a global assessment of his or her future potential.

ASSESSMENT CENTER:
Mainly used for executive hiring, assessment centers are now beginning used for evaluating executive or supervisory potential. An Assessment centers are a central location where managers may come together to have their participation in job-related exercises evaluated by trained observers. The principal idea is to evaluate managers over a period of time, say one to three days, by observing(and later evaluating) their behavior across a series of select exercises or work samples.

39

360-DEGREE FEEDBACK:
The performance evaluation technique by multiple raters is called 360-degree appraisal. The 360-degree technique is understood as systematic collection of performance data on an individual or group, derived from a number of stakeholders- the stakeholders being the immediate supervisors, team members, customers, peers, and self. In fact, anyone who has useful information on how an employee does the job may be one of the appraisers. The 360-degree appraisal provides a broader perspective about an employees performance. In addition, the technique facilitates greater self-development of the employees.

40

PERFORMANCE APPRASIAL AT YES BANK BY:

Superior Peers Customers Subordinates Self Team members

MANAGER / SUPERIOR APPRAISAL

Performance Appraisal done by an employees manager and often reviewed by a manager one level higher. Manager and/or Superior appraisal has been the traditional approach to evaluating an employees performance. In most instances supervisors are in the best position to perform this function, although it may not always be possible for them to do so. Managers often complain that they do not have the time to fully observe the performance of employees. These managers must then rely on performance records to evaluate an employees performance. If reliable and valid measures are not available, the appraisal May be less than accurate.

SELF-APPRAISAL
Performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview.

41

Sometimes employees are asked to evaluate themselves on a self-appraisal form. The self-appraisal is beneficial when managers seek to increase an employees involvement in the review process. A self-appraisal system requires an employee to complete the appraisal from prior to the performance interview. At a minimum, this gets the employee thinking about his or her strengths and weaknesses and may lead to discussions about barriers to effective performance. During the performance interview, the manager and the employee discuss job performance and agree on a final appraisal. Critics of self-appraisal argue that self-raters are more lenient than managers in their assessments and tend to present themselves in a highly favorable light.

SUBORDINATE APPRAISAL
Performance appraisal of a superior by an employee, which is more appropriate for developmental than for administrative purposes. Subordinate appraisal has been used by both large organizations (such as Xerox and Honeywell) and small organizations (such as Hyde Manufacturing and Alliance funding) to give managers feedback on how their subordinates view them. Subordinates are I in a good position to evaluate their managers since they are in frequent contact with their superiors and occupy a unique position from which to observe many performance related behaviors. Those performance dimensions judged most appropriate for subordinate appraisals include leadership, oral communication, delegation of authority, coordination of team efforts, and interest in subordinates.

42

PEER APPRAISAL
Performance appraisal done by ones fellow employees, generally on forms that are compiled into a single profile for use in the performance interview conducted by the employees manager. Individuals of equal rank who work together are increasingly asked to evaluate each other. A peer appraisal provides information that differs to some degree from ratings by a superior, since peers often see different dimensions of performance. Peers can readily identity leadership and interpersonal skills along with other strengths and weakness of their co-workers. A superior asked to rate a patrol officer on a dimension such as dealing with the public may not have had much opportunity to observe it. Fellow officers on the other hand, have the opportunity to observe their behavior regularly. One advantage of peer appraisals is the belief that they furnish more accurate and valid information than appraisals by superiors. The supervisor often sees employees putting their best foot forward, while those who work with their fellow employees on a regular basis may see a more realistic picture. With peer appraisals, co-workers complete an evaluation on the employee. Despite the evidence that peer appraisals are possibly the most accurate method of judging employee behavior, there are reasons why they have not been used more frequently. The reasons commonly cited include the following: 1. Peer ratings are simply a popularity contest. 2. Managers are reluctant to give up control over the appraisal process.

43

3. Those receiving low ratings might retaliate against their peers 4. Peers rely on stereotypes in ratings

TEAM APPRAISAL
Performance appraisal, based on TQM concepts, that recognizes team accomplishment rather than individual performance. An extension of the peer appraisal is the team appraisal. While peers are on equal standing with one another, they may not work closely together. In a team setting, it may be nearly impossible to separate out an individuals contribution. Advocates of team appraisal argue that, in such cases, individual appraisal can be dysfunctional since it detracts from the critical issues of the team. A companys interest in team appraisals is frequently driven by its commitment to TQM principles and practices. At its root, TQM is a control system that involves settings standards (based on customer requirements), measuring performance against those standards and identifying opportunities for continuous improvement.

CUSTOMER APPRAISAL
Performance appraisal, which, like team appraisal, is based on TQM concepts and seeks evaluation from both internal and external customers. Also driven by TQM concerns, an increasing number of organizations use internal and external customer appraisal as a source of performance appraisal information. External customers evaluations, of course, have been used for some time to appraise restaurant personal.

44

Managers establish customer service measure (CSMs) and set goals for employees (linked to company goals).Often the CSM goals are linked to employee pay through incentive programs. Customer survey data are then incorporated into the performance evaluation. By including CSMs in their performance reviews, managers hope to produce more objective evaluations, more effective employees, more satisfied customers, and better business performance.

PERFORMANCE MANAGEMENT AT YES BANK:

The Performance Management System assesses performance based on targets set in sync with the Annual Business Plan. An extensive database housing the performance of every manager in the country provides a ready tracking system for employee performance.

The Performance Management System is linked to compensation, development and career moves. Also in a super-charged work environment, the key to success is delivery- incentive schemes that add significantly to the overall compensation packages are a seasonal feature.

Summer Thunder is one such performance incentive, which rewards team performance and is directly linked to delivery of business results. The competition is tough, the targets challenging, but the adrenaline charge is definitely worth it! With lakes on the line and the whole country competing one can feel the energy.

45

A program called Pegasus (The word Pegasus is derived from the winged horse from Greek mythology and symbolizes characteristics such as action-orientation, goal-driving, speed and power) is a 4-day off-site program built over a series of outbound activities, indoor games, classroom discussions and business group-work where the companys key contributors participate.

THE PROGRAM HAS BEEN CONCEPTUALIZED TO PROVIDE:

Recognition for the identified key performers in the company An opportunity to these key contributors to fraternize /bond and have fun A forum to focus on 2 or 3 organizational challenges leveraging the collective knowledge, experience and expertise of the group to find solutions which are better - faster - cheaper Personal recognition and first hand rapport with the Division President The business themes identified are in the nature of problems, issues, systems or processes that may be posing challenges to the business. As part of the supergroup, employees should present recommendations to the Division President to resolve the system or process challenge and develop a blue print for implementation. The team with the best presentation is given an opportunity to present its findings and recommendations to the entire Leadership council and relevant aspects are then adopted for execution.

46

PERFORMANCE APPRAISAL

It accounts lot to the performance of the organization. The performance of employees is measured on the basis of their work accomplishment and skill. Each and every individual performance is observed. By the end of the year if the employees performance does not meet the standards required for the work to be done appropriate training is given to the employee in the field he is not doing good. During these training programs all employees are not subjected to training programs at same time. Half the people are sent for training and others are sent afterwards so that work doesnt get hampered.

SUPERIOR-SUBORDINATE RELATIONSHIPS

This is one of the major aspects an organization must concentrate on. Without employee healthy relations organization development cannot be possible. YES BANK concentrates in peer relationships i.e. among superiors and subordinates. Company organizes weekly meetings, individual meets with employees so that superior and subordinates communicate well to improve their relations. Superiors are free to allow employees suggestions and advices and if the advice really fit the situation to solve problem superiors implement the advice for better results.

47

PPERFORMANCE APPERAISAL AT ATMAKURU UNIT:

PURPOSE OF PERFORMANCE APPRAISAL

To provide employees and manager with an opportunity to discuss and establish objectives and expectations, measure results and accomplishments and evaluate overall performance.

To communicate the importance of individuals and team contributions to the department and the divisions business plan and objectives.

To facilitate employee development.

To provide an objective basis for compensation progression recommendation.

GUIDELINES FOR PERFORMANCE APPRAISAL:

Key result area is a combination of WHAT AND HOW

Identify 5 to 8 major components of your job, i.e. KRA and detail each of them.

Identify a HOW for achieving an each WHAT by referring to the compensation director for performance management.

48

 Identify the HOW based on critically for success of WHAT and development need of the associate.

Detail each HOW with key actions to be demonized/carried out by the associate.

Ideally identify only one HOW for each WHAT

Each of the objectives of a KRA and key actions of HOW must necessarily have defined tracking sources.

Employee performance development process includes 3 stages

Performance planningwhat and how Development plan Performance review (continuous feedback both formal and informal

PERFORMANCE PLANNING
What and how process includes the set up of

Key result areas, Setting up of objectives Test the competence .skills and knowledge
49

THE PERFORMANCE APPRAISAL PROCESS: KRA IDENTIFICATION

KRAs should number between 5 to 7 A KRA should be within the scope of Ur job and be similar for similar jobs.

GOAL SETTING
Set smart goals Arrive at performance standards for the set goals Discuss the ratings for the goals with the correspondent standards of performance.

MID-YEAR REVIEW
Share your thoughts and feelings with your superior Use data to support your performance and mutual draw up the action plan for the balance of the year. Identify training needs for the balance of the year.

FEEDBACK
Be specific Keep accurate data Check expectations
50

Look for missed opportunities Clarify expectations.

ANNUAL REVIEW
Share your thoughts and feelings with your superior Use data to support your performance and mutual draw up the action plan for the balance of the year. Identify areas for training and development and provide these for HR Once the performance is reviewed the employees are given performance rating as bellow. CE - Consistently Exceeds ME - Meets and Exceeds SM - Successfully Meets MS - Meets Some FM - Fails to Meet

After the rating is given to the employee performance based on this rating salary increment is given to the employee.

Only when the employee is recommended for promotion by the department head the employee is eligible for promotion along with salary increment based on his performance.

51

Chapter 4 Use & Importance of the Study. OBJECTIVES OF THE STUDY

Appraisal System of YES BANK. The Proposed study of the Performance Appraisal System and practices followed in Hindustan YES BANK Beverage Private Limited has various objectives such as..,

1. To study the present appraisal systems followed in YES BANK. 2. To identify any gaps, loopholes in the performance appraisal. 3. To identify feasibilities of improving existing system of performance appraisal system of YES BANK 4. To assess the perception of employees and of existing Performance Appraisal system

SCOPE OF THE STUDY

Performance is the product of ones attitude, skill and knowledge. Hence it requires periodical evaluation with continuity and time. The proposed this study is primarily concerned with the performance appraisal system, this enables employees to have a sense of fulfillment and help in achieving the goals of the organizations by improving their knowledge, skills and competency and provide opportunities for occupying higher positions etc., and will also hope in assessing the effective utilization of manpower.
52

LIMITATIONS OF THE STUDY

The first and foremost limitation of the study is the sample size. The study is restricted to. YES BANK. Time had also been a major limitation as the period of project work in only three months. The data given by the employee are based on the individual perception, so matter is not reliable. The data collected from the questionnaire is limited.

NEED FOR THE STUDY:

The efficiency and effectiveness of performance depend to a great extent on how human resources are viewed and treated in the organization. If the organization believes that the people do not work unless they are closely supervised and controlled, it may tend to have a confidential report form instead of appraisal. If the organization believes that every individual has potential and strengths and that human capabilities can be honed, developed and utilized better by providing a healthy climate, then the organization would have appraisal system that attempts to identify, hone, develop and utilize the potential capabilities of employees.

53

Chapter 5 Research Methodology.

RESEARCH METHODOLOGY
Research Methodology is a systematic and objective process of identifying and formulating the problem by setting objective and methods and the methods for collecting, editing, tabulating, evaluating, analyzing, interpreting and presenting data in order to find justified solution.

RESEARCH DESIGN
A Research Design is a purely and simply the framework or plan for a study that guides the collection and analysis of data. It is a blue print that is followed in completing a study. The research design undertaken by the researcher is descriptive research design. The methodology involved in this design is mostly qualitative in nature. Descriptive research design is concerned with the research studies with a focus on the portrayal of the characteristics of a group or individual or a situation. The main objective of such studies is to acquire knowledge. Similarly, such studies are used to examine the characteristics of the corporate sector or consumer behavior etc., the descriptive study is typically concerned with determining frequency with which something occurs or how two variables vary together.

54

SOURCES OF DATA COLLECTION

Data refers to the information or facts. Often researchers understand by data only numerical figures. It also includes descriptive facts, non-numerical information, qualitative and qualitative information. The source of data can be from primary and secondary.

DATA COLLECTION
Data can be collected by using two well known methods: Primary & Secondary. In primary data collection, you collect the data yourself using methods such as interviews and questionnaires. The key point here is that the data you collect is unique to you and your research and, until you publish, no one else has access to it. There are many methods of collecting primary data and the main methods include: Questionnaires One-to-one interviews Group interviews Observation Case-studies Diaries Critical incidents Portfolios

Secondary data is data that has already been collected by someone else for a different purpose to yours. For example, this could mean using:
55

Data collected by a hotel on its customers through its guest history system Data supplied by a marketing organization Annual company reports Government statistics.

PRIMARY DATA
Primary data are those data, which are collected as fresh and for the just time and thus happen to be original primary data for this study was collected by preparing a well-structured questionnaire.

SECONDARY DATA
Secondary data are those data, which are collected from the already existing information through reference. The secondary data collected by analyzing various materials like Company profiles, Magazines, Journals, Past records and reports and Websites, etc.,

The Sample constituted of 60 employees from different department of the organization.

Method of Sampling
There are many sample methods to collect data. The sampling method used is simple random sampling.

56

Sample Size:
The Sample constituted of 60 workers from different department of the organizations.

Survey Design:
The survey is based on the primary source of data. Three methods of primary data were selected to conduct the study i.e., Questionnaire, Observation and Personal Interviews methods. Since the statements in the Questionnaire and Schedule were qualitative, they are quantified on a five-point Scale using Linker type technique. Respondents are asked to tick mark the appropriate scope on a five-point continuum.

57

Chapter 6 Data Analysis & Interpretation.

Q1. COMPANY HAVING PERFORMANCE APPRAISAL SYSTEM

TABLE 4.1
TABLE SHOWINGTHE COMPANY HAVING PERFORMANCE APPRAISAL SYSTEM ATTRIBUTES YES NO TOTAL NO OF RESPONDENTS 48 12 60 % OF RESPONDENTS 80 20 100

20% Yes No 80%

INFERENCE: From the above table, 80% of respondent felt that company should have a performance appraisal system and 20% felt that no need of performance appraisal system.
58

TABLE 4.2
THE TABLE SHOWING THAT EMPLOYEES SATISFACTION AND

DISSATISFACTION LEVEL OF PERFORMANCE APPRAISAL

ATTRIBUTES

NO

OF %

OF

RESPONDENTS SATISFIED DISSATISFIED CANNOT TOTAL 32 28 0 60

RESPONDENTS 53 47 0 100

GRAPH
60 50 40 30 20 10 0 SATISFIED DISSATISFIED CANNOT Series1 Series2

INFERENCE: The above table shows that, most of the people satisfied with current performance appraisal system53% and 47% people dissatisfied.
59

TABLE 4.3
THE TABLE SHOWING THAT WHO IS APPRAISE EMPLOYEE PERFORMANCE ATTRIBUTES NO RESPONDENTS SUPERVISOR SUBORDINATES OTHERS TOTAL 32 28 0 60 OF %OF RESPNDENTS 53 47 0 100

GRAPH
60 50 40 30 20 10 0 0 SUPERIORS SUBORDINATES OTHERS

53 47

%OF RESPONDENTS

INFERENCE: From the above table shows that 53% of the people agree that superiors and 47% with subordinates and 0% with others.

60

TABLE 4.4
TABLE SHOWING THE BENEFIT OF PERFORMANCE APPRAISAL SYSTEM ATTRIBUTES GROWTH REWARDS MOTIVATION NO OF RESPONDENTS 24 0 28 %OF RESPONDENTS 40 0 47 13 100

MISTAKES ARE CORRECTED 8 TOTAL 60

GRAPH

13% 40%

GROWTH REWARDS MOTIVATION MISTAKES ARE CORRECTED

47%

0%

INFERENCE: The above table shows that, 47% of the employees feel that motivation is the only benefit of performance appraisal and 40% of employees feel growth and 13% with mistakes

61

TABLE 4.5
THE TABLE SHOWING THATPROMOTIONS ARE GIVEN BASED ON

PERFORMANCE ATTRIBUTES YES NO TOTAL NO OF RESPONDENTS 32 28 60 % OF RESPONDENTS 53 47 100

GRAPH

47% 53%

Yes No

INFERENCE: From the above table shows that 53% of respondents are agreed with promotions made on performance and remaining 47% is not needed

62

TABLE 4.6
TABLE SHOWING THE PURPOSE OF PERFORMANCE APPRAISAL ATTRIBUTES NO RESPONDENTS ORGANIZATIONAL PERSONAL T&D REWARDS TOTAL 24 16 16 4 60 OF %OF RESPONDENTS 40 27 27 6 100

GRAPH

6% 27% 40%

Organizational Personal T&D Rewards

27%

INFERENCE: From the above table shows that, 40% respondents says that performance appraisal means to improve organizational effectiveness where as 27% of the respondents says that performance appraisal is to improve personal effectiveness and recommended for training and development needs and 6% says help in pay adjustments/rewards.

63

TABLE 4.7
TABLE SHOWING OBJECTIVE OF PERFORMANCE APPRAISAL SYSTEM ATTRIBUTES NEEDS ROTATION PROMOTIONA; PUNISHMENT TOTAL NO OF %OF RESPONDENTS RESPONDENTS 24 40 16 20 0 60 27 33 0 100

GRAPH

40 35 30 25 20 15 10 5 0

Series1 Series2

INFERENCE: The above table shows that, majority of respondents i.e.; 40% feels objective of performance appraisal system is to identify the training needs and 33% of respondents says to determine promotional opportunity and 27% says that the objectives is to be effect job rotation

64

TABLE 4.8
ETABLE SHOWING PERFORMANCE APPRAISAL TO CHANGE THE BEHAVIOR OF EMPLOYEE ATTRIBUTES YES NO TOTAL NO OF %OF RESPONDENTS RESPONDENTS 48 80 12 60 20 100

GRAPH

20% Yes No 80%

INFERENCE: From the above table shows that, 80% of respondents said that current appraisal system is Yes.20% of respondents said no.

65

TABLE 4.9
TABLE SHOWING THAT APPRAISAL SYSTEM USEFUL TO IDENTIFYING EMPLOYEE ABILITIES ATTRIBUTES YES NO TOTAL NO OF %OF RESPONDENTS RESPONDENTS 36 60 24 60 40 100

40% Yes 60% No

INFERENCE: From the above table shows that, 60% of the respondents said yes because the company is providing constructive feedback to the employees. By this employees can identify their abilities. And 40% of employees are said no.

66

TABLE 4.10
TABLE SHOWING WHAT BASIS COCA COLA EVALUATING PERFORMANCE APPRAISAL ATTRIBUTES NO OF %OF RESPONDENTS

RESPONDENTS BASED ON WORK 28 47 53

BASED ON QUALITY OF 32 WORK TOTAL 60

100

GRAPH

47% 53%

Yes No

INFERENCE: From the above table shows that, 53% respondents feels based on work, 47% respondents feels based on quality of work

67

TABLE 4.11
TABLE SHOWING WHAT EMPLOYEE THINKS NEED WHILE WORKING ATTREBUTES CLOSE ALONE TOTAL NO OF %OF RESPONDENTS RESPONDENTS 24 40 36 60 60 100

GRAPH

Chart Title
100 80 60 40 20 0 1 2 ALONE

INFERENCE: From the above table shows that, 60% of respondents prefer to work alone to do work while 40% respondents requires close supervision while doing work.

68

TABLE 4.12
TABLE SHOWING COMPANY SHOULD CONDUCTED APPRAISAL IN

PRACTICE ATTREBUTES NO OF %OF RESPONDENTS RESPONDENTS 3MONTHS 0 0 6MONTHS 12MONTHS TOTAL 4 56 60 7 93 100

GRAPH

100 90 80 70 60 50 40 30 20 10 0 3MONTHS 6MONTHS 12MONTHS

Series1 Series2

INFERENCE: From the above table shows that, 93% of the respondents feel that the appraisal should be conducted for every 12 months and 7% of the respondents feel that it should be conducted for every 6months.

69

TABLE 4.13
TABLE SHOWING EMPLOYEE FEELING ABOUT PRESENT JOB ATTREBUTES HOBBY INTERESTING SATISFIED TOTAL NO OF % OF RESPONDENTS RESPONDENTS 4 7 12 44 60 20 73 100

GRAPH

Chart Title

HOBBY 7% INTERESTING 20%

SATISFIED 73%

INFERENCE: From the above table shows that, 73% of employees are satisfied with their present job and 20% feel that their job is interesting and rest of the employees feel their job as hobby.

70

TABLE 4.14
TABLE SHOWING EMPLOYEES RECEIVE ANY INCREMENT-REWARDS BASED ON APPRAISAL ATTRIBUTES YES NO TOTAL NO OF %OF RESPONDENTS RESPONDENTS 48 80 12 60 20 100

GRAPH

YES
1 37% 2 63%

INFERENCE: From the above table shows that, 80% of employees are said yes 20% said that no.

71

TABLE 4.15
TABLE SHOWING THAT HOW TO APPRECIATE THE CURRENT APPRAISAL SYSTEM ATTREBUTES BETTER BETTERWAY CLEAR NO OF RESPONDENTS % OF RESPONDENTS 20 0 12 33 0 20 47 100

SATISFACTION 28 TOTAL 60

Chart Title
BETTER 33%

SATISFACTION 47%

CLEAR 20%

BETTERWAY 0%

INFERENCE: From the above table shows that, 47% of respondents appreciate the current appraisal system by increasing job satisfaction. Whereas 20% of respondents appreciate it provides a clear communication of employees expectation.

72

FINDINGS
It is found that employees are satisfied with the organizations performance appraisal system. Observed that employees in the organization receive correct information about their work to perform well. Observed that complaints of employees are handled immediately up to maximum extent. The study reveals that the training programs are conducted on the basis of performance appraisal. Monetary rewards and responsibilities are the most motivating factor for the employees in the organization. Observed that employees are satisfies with motivational techniques followed by the organization. Observed that employees here work with team spirit and helpful to each other. From the study it is clear that management inform to their employees about the change, which are planned. Observed that creative new ideas are been invited and given preference. Also the performance appraisal system is helpful in generating new ideas. It is found that employees in the organization definitely get an opportunity to develop their skills. Observed that healthy relationships among employees are been maintained in the organization.

73

Chapter 7 SUGGESTIONS
The employees feel that even after the appraisal growth to the higher-grade employees is not taken into consideration. Some employees feel that practical discussions should be there in order to make the appraisal process more effective. The company should quickly respond to the complaints and problems of employees to improve its relationships and provide confidence among employees. More training programs should be conducted to produce trained associates for better performance. For motivating programs, a balance should be maintained between financial incentives and non-financial incentives. Arranging individual meetings, cultural programs frequently may lead employees to communicate well within themselves that helps them to work as a team spirit. The main problem faced by employees is that they sometimes get bored with their routine work. It is recommended to make them busy with creative and challenging work. In official meetings or formal meetings superiors should give employees chance to express their views, ideas and suggestions for better performance.

74

CONCLUSION
The performance appraisal in YES BANK is to be done for determining the promotion, identifying areas of non performance and for improving the performance of an employee. The system is effective and the appraisal system is satisfied by most of the employees. There is no training session is conducted in YES BANK employees want to that before the evaluating process. And they also want performance appraisal should be done quarterly. The management has to inform and well communicate to the employees regarding various factors which are used for their performance evaluation .And feedback has to be given to the employee regarding their performance. The superiors has to be identify employees non performance areas regularly Then they have the chance to improve their skills and knowledge.

The superiors has to be identify employees non performance areas regularly Then they have the chance to improve their skills and knowledge

75

QUESTIONNAIRE
1. Whether the company should have a performance appraisal system? a. Yes b. No 2. Are you satisfied with current performance appraisal system? a. Satisfied b. Dissatisfied c. Can not 3. According to you who should appraise employee performance? a. Supervisor b. Subordinates c. Others 4. What is the main benefit of performance appraisal system? a. Growth b. Rewards c. Motivation d. Mistakes are corrected 5. Do you feel that promotions are given based on performance? a. Yes b. No 6. According to you, what is the purpose of performance appraisal? a. To improve organizational effectiveness. b. To improve personal effectiveness.

76

c. Recommended for training and development needs. d. Helps in pay adjustments/rewards. 7. What is the objective of performance appraisal system? a. To identify training needs. b. To effect job rotation. c. To determine promotional opportunity. d. To evolve reward and punishment system. 8. Whether performance appraisal will change the behavior of the employee? a. b. Yes No

9. Is performance appraisal system useful in identifying your abilities? a. b. Yes No

10. on what basis YES BANK evaluating performance appraisal? a. Based on work b. Based on quality of work 11. What do you think you need while working? a. b. Require close supervisor Prefer to work alone

12. How often appraisal should be conducted in practice? a. 3 months b. 6 months C. 12 months

77

13. How do you feel about present job? a. My job is like a hobby to me. b. My job is interesting to me c. I am satisfied with my present job 14. Have you receive any increment / rewards based on appraisal? a. Yes b. No 15. How do you appreciate the current appraisal system? a. b. c. d. Opportunities to perform better Task setting will induce people in better way It provides a clear communication of employees expectation. It increases job satisfaction

78

BIOBLOGRAPHY

1. KOTLER, PHILIP; Marketing Management, 11th Edition New Delhi, Prentice Hall of India, 2002. 2. RAMASWAMY, VS & NAMAKUMARI, S; Marketing Management: Planning, Implementation & Control, 3rd Edition New Delhi, Macmillan. 3. ZIKMUND, G WILLIAM, Marketing, 7th Edition, Thomson learning, Mumbai. 4. COOPER & SCHINDLER, Research Methodology Method, TMH,6th Edition. 5. KOTHARI, C.R; Research Methodology, Wishawa Parkashan, 2nd Edition. 6. SALKIND, NEIL, Exploring Research, 3rd Edition, Prentice Hall, NJ, 1997. 7. RAJMOHAN, R; Image Retail, 2nd Edition, 2007. 8. www.yesbank.in 9. www.mha.nic.in

79