Академический Документы
Профессиональный Документы
Культура Документы
SUBMITTED BY
Mr. Amey Jayprakash Vartak
ROLL NO. 340
UNIVERSITY OF MUMBAI
(2014-2017)
____________________
___________________
Prof. Dr. Gulab Mohite Prof. Ulhas
Deshpande
Director Incharge
ACKNOWLEDGEMENT
Signature of Student
____________________
RESEARCH METHODOLOGY...................................................11
PERFORMANCE APPRAISAL...................................................13
PERFORMANCE APPRAISAL BIASES.........................................22
COMMUNICATING PERFORMANCE APPRAISALS............................24
EMPLOYEE STRESS - STRATEGIES FOR MANAGING STRESS AT
WORKPLACE.....................................................................29
BANKING.........................................................................64
PERFORMANCE APPRAISAL AND PERFORMANCE MANAGEMENT IN
ICICI BANK.....................................................................69
CONCLUSION....................................................................75
SUGGESTION AND RECOMMENDATION......................................77
BIBLIOGRAPHY..................................................................78
About the study
A) Techniques,
B) Approach,
C) Forms,
D) Managerial approach,
E) Employees feedback,
F) Process and other real aspect of the Performance Appraisal
that provides the realistic view of the Performance Appraisal
process that is carried out by the bank in actual work
environment. 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.
Research Methodology
Secondary 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
Performance Appraisal
Performance Appraisal is the systematic evaluation of the
performance of employees and to understand the abilities of a
person for further growth and development. Performance
appraisal is generally done in systematic ways which are as
follows:
1. Ranking
2. Paired Comparison
3. Forced Distribution
4. Confidential Report
5. Essay Evaluation
6. Critical Incident
7. Checklists
9. BARS
11. MBO
12. Field Review Technique
1. Ranking Method
6. 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.
7. Paired Comparison:
The paired comparison method systematizes ranking and enables
better comparison among individuals to be rated. Every individual
in the group is compared with all others in the group. The
evaluations received by each person in the group are counted and
turned into percentage scores. The scores provide a fair idea as to
how each individual in the group is judged by the assessor.
9. 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.
Personnel Records
Stress is not always negative. It may also bring out the best in
individuals at times. It may induce an individual to discover
innovative and smarter way of doing things. This positive
dimension of stress is called as enstress. But usually, the term
stress has a negative implication and this negative aspect of
stress is termed as distress. For instance - When a subordinate is
harassed or warned by his superior, unhappiness of unsuitable
job, etc. We can say that Stress causes some people to break,
and other to break records.
Symptoms of Stress
Sources/Causes of Stress
c. Ineffective communication
d. Peer pressure
c. Lack of confidentiality
d. Crowding
5. Encourage decentralization.
Thus, while concluding we can say that whether stress can spoil
or increase performance is dependent on factors such as work
complication, the skills and expertise of the employee in
performing a task, personal traits of individuals/employees
involved, etc. Organizations which encourage an open and honest
communication develop an environment in which employees are
less likely to be stressed out, enabling the employees to best
utilize their abilities and skills and, thus, stimulating the
employees work performance.
The subordinates and the peer both should assess and analyze
the top-level managers and the top- level management should
be open to accept their feedback.
Misdirected Bonuses
High stress levels for both managers and employees also become
a factor. They both know they will be judged on the outcome of
the appraisal and the fallout is often destructive rather than
constructive. The reasoning behind this is that there are rarely
any pre-defined measures or objectives and the employee review
is not based on any considered evaluation criteria. The
employees' remuneration and future are at stake and the goodwill
of the managers future resources are also at stake. This leads to
high stress in the case of both individuals and this is a poor
emotional state in which to have a thorough discussion about
employee performance.
The RBI has given licenses to new private sector banks as part of
the liberalization process. The RBI has also been granting licenses
to industrial houses. Many banks are successfully running in the
retail and consumer segments but are yet to deliver services to
industrial finance, retail trade, small business and agricultural
finance. The PSBs will play an important role in the industry due
to its number of branches and foreign banks facing the constraint
of limited number of branches. Hence, in order to achieve an
efficient banking system, the onus is on the Government to
encourage the PSBs to be run on professional lines.
(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.
Overview
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 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.
Extra Mile for ICICI bank ICICI Bank NRI services win
the Excellence in Business
ICICI Bank bags the Best Model Innovation Award in
bank in SME financing the eighth Asian Banker
(Private Sector) at the Dun Excellence in Retail Financial
& Bradstreet Banking awards Services Awards Programme.
2009.
ICICI Bank's Rural Micro recently awarded ISO
Banking and Agri-Business 9001:2008 certification by
Group win WOW Event & TUV Nord. The scope of
Experiential Marketing certification comprised
Award in two categories - processes around consulting
Rural Marketing programme and capability building on
of the year and Small methods of quality &
Budget on Ground Promotion improvements.
of the Year. These awards
were given for Cattle Loan ICICI Bank has been awarded
'Kamdhenu Campaign' and the following titles under
'Talkies on the move The Asset Triple A Country
campaign' respectively. Awards for 2009:
Best Transaction Bank in
ICICI Bank's Germany India
Branch has been certified by Best Trade Finance Bank in
Stiftung Warrentest. ICICI India
Bank is ranked 2nd amongst Best Cash Management Bank
57 savings products across in India
19 banks ICICI Bank Best Domestic Custodian in
Germany won the yearly India
banking test of the investor
magazine uro in the call ICICI Bank has bagged the
money category. Best Cash Management
Bank in India award for the
The ICICI Bank was awarded second year in a row. The
the runner's up position in other awards have been
Gartner Business bagged for the third year in
Intelligence and Excellence a row.
Award for Asia Pacific for its
Business Intelligence ICICI Bank Canada received
functions. the prestigious Canadian
Helen Keller Award at the
ICICI Bank's Organizational Canadian Helen Keller
Excellence Group was Centre's Fifth Annual
Luncheon in Toronto. The support to this unique
award was given to ICICI training centre for people
Bank its long-standing who are deaf-blind.
Needs and Importance For Performance
Appraisal in Banking
Books
Human Resource Management (V S P Rao)
Performance Management (Herman Aguinis)
Internal report of banks
Internet (Wikipedia, Scribd) and banks website
Personal sources