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PERFORMANCE APPRAISAL
IN ICICI BANK
In partial fulfilment of requirement for the
Award of Degree of M.Com
Subject:
HUMAN RESOURCES MANAGEMENT
Submitted By:
Miss. SEEMA TALREJA
Roll No. 36
M.Com. Part I, Semester
Under the Guidance of:
Prof. MANISHA.GUR
Department of Commerce
Certificate
Thisistocertifythat,Ms.SEEMA.M.TALREJAofM.Com.I,Sem.I(Roll
No.36), has successfully completed the project titled PERFORMANCE
APPRAISALINICICIBANKundermyguidancefortheAcademicYear
201516.Theinformationsubmittedistrueandoriginalaspermyknowledge.
Prof.MANISHA.GUR
(ProjectGuide)
Prof.GopiShamnani Dr.PadmaV.Deshmukh
(Coordinator,M.ComCourse)
(I/CPrincipal)
ExternalExaminer
DECLARATION
I Seema.M.Talreja, studying in Smt. Chandibai Himatmal Mansukhani college of
Arts,science, Commerce, Ulhasnanagr 421003, Student of M.Com Part 1, Hereby declare
that I have completed my project on PERFORMANCE APPRAISAL IN ICICI BANK
in the academic year 2015-2016.
The information submitted by me is true and original to the best of my knowledge.
_____________
Seema.M.Talreja
ACKNOWLEGEMENT
To list who all have helped me is difficult because they are so
numerous and the depth is so enormous.
I would like to acknowledge the following as being idealistic channels
and fresh dimensions in the completion of this project
I take this opportunity to thank the University of Mumbai forgiving
me chance to do this project.
I would like thank my Principal, Dr.Padma.V.Deshmukh for
providing the necessary facilities required for completion of this
project.
I would also like to express my sincere gratitude towards my project
guide Prof. Mrs. MANISHA.GUR whose guidance and care made
the project successful.
I would like to thank my college library, for having provided various
reference books and magazines related to my project.
Last but not the least, I would like to thank almighty God, my
parents, and my friends who helped me gather these data and
have sat with me for hours discussing about the project.
Methodology of study
Data for the project is obtained in two ways primary source and secondary
source
.
Primary sourceThe primary data by preparing questionnaire and interviewed manager,
staff and customer of ICICI bank Ulhasnagar.
Secondary sourceSecondary data was used for this study as the research design is
descriptive in nature so we tried to collect the data available through
other sources on the subject. Sometimes, primary data is also collected
through observation method to facilitate the research work.
Sources of data
The following sources are used for collecting the data for this study:
Books
internet
Journals
News papers
Personal sources
SR.N
O
TOPICS
PG.N
O
INTRODUCTION-PERFORMANCE APPRASAIL
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Conclusion
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Bibliography
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EXECUTIVE SUMMARY
The study, Performance Appraisal in Banking Sector, highlights the importance of
Performance Appraisal in special reference of banking industry. As we know the banking
sector is one of the fastest growing sectors of our country, the study highlights the perspective
of HR in banking sector.
In this study I strive to find out the need of Performance Appraisal for banks, and try to
understand how the Performance Appraisal is done in banking sector. In this study we take
the case of one of the leading bank, ICICI bank, as our sample and try to find out their
techniques used for Performance Appraisal.
This study refers to the need of Performance Appraisal for banking industry, importance
and emerging trends in the field of Performance Appraisal. For easy understanding of the
study we have divided the entire study in to several chapters that gives the specific nature of
the subject in question.
The study is manly conducted on the basis of secondary data rather than the primary data. We
managed to collect the secondary data from ICICI bank and got the information about the HR
policy and process of the bank. In MY study we highlighted the process of ICICI bank
Performance Appraisal mechanism and the manner in which Performance Appraisal
takes place in ICICI bank
In special cases like the practical example of ICICI bank, the study highlights:
a) Techniques,
b) Approach,
c) Forms,
d) Managerial approach,
e) Employees feedback,
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The study is conducted is a simple manner and most of the data is collected through various
sources. This study refers the Performance Appraisal technique as an effective managerial
tool to enhance the efficiency and effectiveness to achieve the organizational and individual
goals. This study provides the theoretical knowledge about the Performance Appraisals on
the issue like a)need , b)importance , c)features , d)techniques , e)approaches , f)model ,
g)trends and other issues related to the banking industry . This study refers to the role of
Performance Appraisal in a wide and in a systematic manner that takes place in a sequential
way and covers almost all the aspect of the appraisal from employees to organization under
the universal approach called Performance Management
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Chapter 1
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INTRODUCTION
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- Linking
rewards
with
achievements,
- generating information for the growth of the employee as well as of the organization,
- and suggesting appropriate person-task matching and career plans.
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.
Performance appraisals are probably the most misused and abused management tool in
history. When asked, the majority of human resource managers will swear blind that it is their
most important device for reviewing members of the team. The reality is that, on the whole,
managers, supervisors, and employees hate the thoughts of them and they rarely get done.
Human resource professionals spend a lot of time whipping people into doing them, while
managers look for a variety of reasons to delay the process.
The reason for this is that it's often an uncomfortable practice to carry out, people undertake
performance appraisal for the wrong reasons and from the wrong perspective. This can end
up putting the manager and the employee on different "sides". Appraisals are used for
determining pay increases, who gets let go, who gets promoted. Most commonly, they are
used to focus on what people have done wrong.
So what is the real point of performance appraisals? Generally, the aim of the practice is to:
Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements
The most important purpose or goal of the appraisal is to improve performance in the future,
in both employees and team leaders. Managers can get valuable information from staff to
help them make their jobs more productive. Through feedback given in performance
appraisals work units can identify problems that interfere with everyone's, and take steps to
rectify them. If there is a shift from affixing blame to identifying barriers to performance the
fear and dread associated with appraisals will be removed.
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When managers put away the "blaming stick" in appraisals and move to a cooperative,
dialogue approach, the whole process can become more comfortable and effective. Because,
it puts the manager and employee on the same side, and working towards the same goals,
getting better and better.
Performance appraisals are always awkward for everyone. While managers make an effort to
be as objective as possible, there are always concerns about specific performance appraisals,
and their accuracy. When you're evaluating your staff it's wise to be aware of factors that may
affect your assessments. Here are a few factors you should be aware of, so that you can
examine your own assessment processes to ensure that they are as free from bias as possible.
help each employee understand more about their role and become clear about their
functions;
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help in identifying the developmental needs of employees, given their role and
function;
increase mutuality between employees and their supervisors so that every employee
feels happy to work with their supervisor and thereby contributes their maximum to
the organization;
help employees internalize the culture, norms and values of the organization, thus
developing an identity and commitment throughout the organization;
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They provide a structure where a manager can meet and discuss performance with an
employee.
They allow a manager the opportunity to provide the employee with feedback about
their performance and discuss how well the employee goals were accomplished.
They provide a structured process for an employee to clarify expectations and discuss
issues with their manager.
They provide a structure for thinking through and planning the upcoming year and
developing employee goals.
They can motivate employees if supported by a good merit increase and compensation
system.
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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:
There are various methods available for assessing results, behaviour and personal
characteristics of an employee. These methods can be used according to the particular
circumstances and requirements.
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(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.
(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.
(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.
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APPRAISAL METHODS
Essay appraisal method:
The assessor writes a brief essay providing an assessment of the strengths, weaknesses
and potential of the subject. In order to do so objectively, it is necessary that the assessor
knows the subject well and should have interacted with them. Since the length and
contents of the essay vary between assessors, essay ratings are difficult to compare.
A graphic scale 'assesses a person on the quality of his or her work (average; above average;
outstanding; or unsatisfactory).' Assessment could also be trait centred and cover observable
traits, such as reliability, adaptability, communication skills, etc. Although graphic scales
seem simplistic in construction, they have application in a wide variety of job responsibilities
and are more consistent and reliable in comparison with essay appraisal. The utility of this
technique can be enhanced by using it in conjunction with the essay appraisal technique.
Since individual assessors differ in their standards, they inadvertently introduce bias in their
ratings. To overcome this assessor-related bias, essay and graphic rating techniques can be
combined in a systematic review process. In the field review method, 'a member of the HRM
staff meets a small group of assessors from the supervisory units to discuss each rating,
systematically identifying areas of inter-assessor disagreement.' It can then be a mechanism
to help each assessor to perceive the standards uniformly and thus match the other assessors.
Although field review assessment is considered valid and reliable, it is very time consuming.
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In this method, a supervisor describes critical incidents, giving details of both positive and
negative behaviour of the employee. These are then discussed with the employee. The
discussion focuses on actual behaviour rather than on traits. While this technique is well
suited for performance review interviews, it has the drawback that the supervisor has to note
down the critical incidents as and when they occur. That may be impractical, and may delay
feedback to employees. It makes little sense to wait six months or a year to discuss a
misdeed, a mistake or good display of initiative.
Unlike the field review method, the forced-choice rating method does not involve discussion
with supervisors. Although this technique has several variations, the most common method is
to force the assessor to choose the best and worst fit statements from a group of statements.
These statements are weighted or scored in advance to assess the employee. The scores or
weights assigned to the individual statements are not revealed to the assessor so that she or he
cannot favour any individual. In this way, the assessor bias is largely eliminated and
comparable standards of performance evolved for an objective. However, this technique is of
little value wherever performance appraisal interviews are conducted.
Management by objectives
The employees are asked to set or help set their own performance goals. This avoids the
feeling among employees that they are being judged by unfairly high standards. This method
is currently widely used, but not always in its true spirit. Even though the employees are
consulted, in many cases management ends up by imposing its standards and objectives. In
some cases employees may not like 'self-direction or authority.' To avoid such problems, the
work standard approach is used.
In this technique, management establishes the goals openly and sets targets against realistic
output standards. These standards are incorporated into the organizational performance
appraisal system. Thus each employee has a clear understanding of their duties and knows
well what is expected of them. Performance appraisal and interview comments are related to
these duties. This makes the appraisal process objective and more accurate. However, it is
difficult to compare individual ratings because standards for work may differ from job to job
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and from employee to employee. This limitation can be overcome by some form of ranking
using pooled judgment.
Ranking methods:
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(d) Checklist method: The assessor is furnished with a checklist of pre-scaled descriptions
of behavior, which are then used to evaluate the personnel being rated (Monga, 1983). The
scale values of the behavior items are unknown to the assessor, who has to check as many
items as she or he believes describe the worker being assessed. A final rating is obtained by
averaging the scale values of the items that have been marked.
(e) Behaviorally anchored rating scales (BARS): This is a relatively new technique. It
consists of sets of behavioral statements describing good or bad performance with respect to
important qualities. These qualities may refer to inter-personal relationships, planning and
organizing abilities, adaptability and reliability. These statements are developed from critical
incidents collected both from the assessor and the subject.
(f) Assessment centers: This technique is used to predict future performance of employees
were they to be promoted. The individual whose potential is to be assessed has to work on
individual as well as group assignments similar to those they would be required to handle
were they promoted. The judgment of observers is pooled, and paired comparison or
alteration ranking is sometimes used to arrive at a final assessment. The final assessment
helps in making an order-of-merit ranking for each employee. It also involves subjective
judgment by observers
A performance appraisal system could be designed based on intuition, self-analysis,
personality traits, behavioral methods and result-based techniques. Different approaches and
techniques could be blended, depending on the goals of performance appraisal in the
organization and the type of review. For example, management by objectives, goal-setting
and work standard methods are effective for objective coaching, counseling and motivational
purposes. Critical incident appraisal is best suited when supervisor's personal assessment and
criticism are essential. A carefully developed and validated forced-choice rating can provide
valuable analysis of the individual when considering possible promotion to supervisory
positions. Combined graphic and essay form is simple, effective in identifying training and
development needs, and facilitates other management decisions.
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Given that all appraisals entail judgments and given that judgment may not always be fair, a
variety of techniques to make appraisal more objective have been introduced. For an
appraisal system to be effective it should possess the following essential characteristics
Appraisal system should provide consistent, reliable and valid information and data, which
can be used to defend the organisation even in legal challenges.
However, a single foolproof evaluation method is not available. Inequities in evaluation often
destroy the usefulness of the performance system resulting in inaccurate, invalid appraisals,
which are unfair too.
If two appraisers are equally qualified and competent to appraise an employee with the help
of same appraisal technique, their ratings should agree with each other. Then the technique
satisfies the conditions of inter-rater reliability.
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The appraisal programme should be less time-consuming and economical. Appraisal forms,
procedures, administration of techniques, ratings etc., should be standardised. An appraisal
programme should bring maximum benefit.
Open Communication:
The results of the appraisal, particularly when they are negative, should be immediately
communicated to the employees, so that they may try to improve their performance.
A good appraisal system provides the needed feedback on a continuing basis. The appraisal
interviews should permit both parties to learn about the gaps and prepare themselves for
future.
Job Relatedness:
Suggestions for improvement should be directed towards the objective facts of the job. Plans
for the future must be developed after consultation with subordinates. The individual as a
person should never be criticized.
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Create a culture of excellence that inspires every employee to improve and lend
himself or herself to be assessed
Provide new challenges to rejuvenate careers that have reached the plateau stage
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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 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.
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PERFORMANCE APPRAISAL IN
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History
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
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1999, ICICI become the first Indian company and the first bank or financial institution from
non-Japan Asia to be listed on the NYSE.
After consideration of various corporate structuring alternatives in the context of the
emerging competitive scenario in the Indian banking industry, and the move towards
universal banking, the managements of ICICI and ICICI Bank formed the view that the
merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities,
and would create the optimal legal structure for the ICICI group's universal banking strategy.
The merger would enhance value for ICICI shareholders through the merged entity's access to
low-cost deposits, greater opportunities for earning fee-based income and the ability to
participate in the payments system and provide transaction-banking services. The merger
would enhance value for ICICI Bank shareholders through a large capital base and scale of
operations, seamless access to ICICI's strong corporate relationships built up over five
decades, entry into new business segments, higher market share in various business segments,
particularly fee-based services, and access to the vast talent pool of ICICI and its subsidiaries.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of
ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial
Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was
approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of
Gujarat at Ahmadabad in March 2002, and by the High Court of Judicature at Mumbai and
the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's
financing and banking operations, both wholesale and retail, have been integrated in a single
entity.
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The bank is using the Management by Objectives (MBO) method. In this method the
subordinate in consultation with the supervisor chalks out short term objectives followed by
specific actions that he has to carry out. The goals are finally set and are action oriented. The
goals set are specific, measurable, achievable, review able and time bound and most
importantly they use to be aligned with the goal of the organization. At the end of a specified
time period, the activities are jointly reviewed by both the subordinate and his supervisor.
Depending on the performance of the subordinate, the goals are modified or redesigned for
the next period of time.
The MBO is thus a performance oriented system. A well thought out MBO system provides
multiple benefits. It establishes a link between the performance of the individual and the bank
It is easy to implement because those who carry out the plan also participates in setting it up.
Each employee becomes aware of the task he has to perform in the bank. This leads to better
utilization of capacity and talent. It promotes better communication and information sharing.
It provides guidelines for self evaluation as well as evaluation by the superior against set
tasks and goals. It facilitates guidance and counseling.
What
task
the
individual
is
expected
b)
How
well
the
individual
has
done
c)
How
can
his
performance
be
to
the
further
do?
task?
improved?
related attributes through such factors as increased job satisfaction and recognition (with the
use of promotional aids such as better equipment, duties, and salaries). The purpose of any
such system, is not only to measure the performance of human resources but also to find
areas of skill deficit for further development (through employee feedback), identify excess
potential that could be better utilized, and communicate objectives more accurately to
workers . By doing so, businesses move one step closer to the achievement of their set goals
and objectives. Included here is also one other factor that is not a direct objective of
appraisals, but becomes a valuable asset within itself. This simply is the provision for
maintaining records of workers that are legally viable, that can protect the business when
dealing in cases of dismissals and demotions. This is especially important in todays society
because of the "increasing legislation and regulation dealing with victimization and
discrimination" making bank liable for all their actions.
The annual Performance Appraisal is usually done in two steps. First, the employees and
their manager complete the Performance Appraisal form - doing a self assessment. Often
the bank also uses a 60 degree feedback process, asking for input from peers. Secondly, the
bank employees and manager participate in a formal Performance Appraisal interview. The
appraisal form, used in the first step, consists of performance standards and criteria that are
used to judge evaluate your performance. The items comprising your job description are
usually the performance standards that are used in employees annual appraisal .The
performance standards are derived from a job analysis, which is a detailed list of all of the
skills involved in performing a task. For example, what are the skills necessary to perform a
complete blood count? The criteria are used to determine the level of performance, which can
be excellent, average, or poor (or alternatively meets, exceeds or does not meet standards).
Once appraisal is complete, score is averaged and merit raise (if applicable)
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period; b) current job duties (which are customizable), and c) organization core values (e.g.,
maturity, vision).
2. General Performance Appraisal Form II
Four-page form has three sections: a) overall performance, b) communication skills, and c)
people/self development skills.
3. General Performance Appraisal Form III
Two-page "short form" has numerical rankings for two sections: a) general work attributes
and b) managerial attributes. Includes a weighted average calculation.
4. 360-Degree Performance Appraisal Form I
Two-page form for peers, outside suppliers and customers to fill out. Also can be used for
"upwards feedback about managers.
5. 360-Degree Performance Appraisal Form II
Two-page form for peers and outsiders - all open-ended questions, without numerical
rankings.
6. Manager Performance Appraisal Form
Six-page form with all sections related to managerial skills. Also includes a section for listing
future objectives.
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Banks should use a well communicative method of Performance Appraisal to avoid any
resistance from the employees
The outcome of the Performance Appraisal should be shared with the concerned employees
and corrective action should be taken in the light of the outcome
Performance Appraisal should be treated as an integral part of the organizational
development not just the formality
If the external agency is hired for Performance Appraisal , it will be appreciated to remove
the possibility of biasness
Performance Appraisal should be done on both basis qualitative an quantitative
There should be a cost and benefit study of Performance Appraisal process
Conclusion
To summarize our discussion we can say that the Performance Appraisal is an integral part
of performance management and has become the important component of the HRM.
Performance management includes activities to ensure that goals are consistently being met
in an effective and efficient manner. Performance management can focus on performance of
the organization, banks, a department, processes to build a product or service, employees, etc
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Performance management reminds us that being busy is not the same as producing results. It
reminds us that training, strong commitment and lots of hard works alone are not results. The
major contribution of performance management is its focus on achieving results -- useful
products and services for customers inside and outside the bank and organization.
Performance management redirects our efforts away from busyness toward effectiveness.
Recently, organizations have been faced with challenges like never before. Increasing
competition from businesses across the world has meant that all businesses must be much
more careful about the choice of strategies to remain competitive. Everyone (and everything)
in the organization must be doing what they're supposed to be doing to ensure strategies are
implemented effectively.
This situation has put more focus on effectiveness, that systems and processes in the
organization be applied in the right way to the right things: to achieve results. All of the
results across the organization must continue to be aligned to achieve the overall results
desired by the organization for it to survive and thrive. Only then it be said that the
organization and its various parts are really performing.
We can say that
Performance management should be:
Strategic - it is about broader issues and longer-term goals
Integrated - it should link various aspects of the business, people management, and
individuals and teams.
are supported by the organization to develop the capacity to meet these expectations
are given feedback on their performance
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have the opportunity to discuss and contribute to individual and team aims and
objectives.
On going banking scenario has changed the scope of the performance management system
as the competition is extensive and to retain the employees has become the challenging
task for the management. With the help of Performance Appraisal the bank can
recognize its true personnel inventory and formulate the strategy for man power planning
and career development. Performance Appraisal directly affects the other sub system of
HRM such as manpower planning, selection, career development, potential development,
recruitment, compensation etc.
To wind up our discussion we can say that Performance Appraisal is an integrated and
widen approach to guide the employees in the right direction to achieve organizational as
well as individual objectives mainly in banking sector because of the dominancy of
personal skill and service level to interact with the customers
Bibliography
Books and journals
Internal report of bank
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