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A PROJECT OF ORGANIZATIONAL DEVELOPMENT ON

ASKARI BANK

SUBMITTED BY FARIA SABEEN 13133


BISMAH SIDDIQUI 13021

SUBMITTED TO MA'AM SHANZA KHAN

DATE OF SUBMISSION 24TH MAY 2019

COURSE NAME PERFORMANCE


MANAGEMENT SYSTEM
HISTORY AND BACKGROUND

Pakistan Armed Forces has established several organizations such as Army Welfare
Trust (AWT),Fauji Foundation and Shaheen Foundation for running industrial and
commercial enterprises.These organizations have been established with the aim to
provide employment for ex-servicemen, besides creating job opportunities for
others.The story of AWT is that of perseverance, innovation, business acumen and
going beyond thefrontiers in agriculture, cement, pharmaceuticals, leasing,
insurance, banking, energy,information technology and many other diverse fields.
Being a subsidiary business unit, ABLLimited is powered by Army Welfare Trust
(AWT).
“21 years of banking”

ABL was incorporated in Pakistan on


October 9, 1991
, as a public limited company. Itcommenced operations on April 1, 1992, and is
principally engaged in the business of banking,as defined in the Banking Companies
Ordinance, 1962. The Bank is listed on
Karachi, Lahore and Islamabad
Stock Exchanges and its share is currently the highest quoted from among the
newprivate sector banks in Pakistan.ABL has expanded into a nationwide presence of
245 branches / sub-branches
, including 31dedicated Islamic banking branches, and a wholesale bank branch in
the Kingdom of Bahrain. Ashared network of
5,319 online ATMs
covering major cities of Pakistan, internet banking (i-net)and call centers operating
on 24/7 basis supports the alternate delivery channels for customerservice. As at
December 31, 2011 the Bank had equity of Rs. 17.8 billion and total assets of
Rs.343.8 billion, with 919,096 banking customers, serviced by our 5,994 employees.
AskariInvestment Management Limited and Askari Securities Limited are subsidiaries
of ABL primarilyengaged in managing mutual funds and share brokerage,
respectively.Askari Commercial Bank Limited was
the first bank in Pakistan to offer Internet bankingServices and B2B e-commerce
(Business to Business electronic Commerce) solutions formerchants looking to
purchase on credit. ABL is the only bank with its operational head office inthe twin
cities of
Rawalpindi-Islamabad
, which have relatively limited opportunities ascompared to Karachi and Lahore. This
created its own challenges and opportunities, and forcedas to evolve an outward-
looking strategy in terms of Askari market emphasis. As a result, Askarideveloped a
geographically diversified assets base instead of a concentration and heavyreliance
on business in the major commercial centers of Karachi and Lahore, where most
otherbanks have their operational Head offices.
Askari Bank Limited is one of the successful banks operating in Pakistan. The bank
was incorporated in Pakistan on October 9th, 1991, as a public limited company
according to Company’s Ordinance 1985 of Pakistan. It starts its operation on April
1st, 1992, and is majorly engaged in the business of banking, as defined in the
Banking Companies Ordinance, 1962. The Bank is listed with Karachi, Lahore and
Islamabad Stock Exchanges. The bank has concentrated on growth through
improving service quality and better customer services, investment in updated
technology and human resources, by utilizing its large branch network which
includes Islamic as well as Agricultural banking.

The agriculture unit is focusing on developing business, and also achieved further
refinement in back office processing including credit initiation, operations, risk
management, in line with the business dynamics and regulatory framework. On the
other side Islamic Banking unit opens the doors for Islamic banking solutions. With
the objective to put in place an efficient banking system supportive to economic
justice and welfare of society in line with Islamic standards (Corporate website of
Askri Bank, 2011).

The bank is serving for both consumer and corporate sectors of Pakistan. Consumer
Banking division is offering products and services mainly comprise personal finance,
mortgage finance, smart cash, Askari Credit Cards (Master Card), auto finance,
Corporate Credit Cards, Zarai Credit Cards and i-Net Banking (Internet Banking
Service). And corporate division is offering different services to meet the unique
business requirements and Investment Banking Group (CIBG) strives to meet their
expectations through provision of customized and relationship based banking
approach (Corporate website of Askri Bank, 2011).

Corporate Social Responsibility is an integral part of the way we do business. In order


to fulfill our CSR objectives, the bank attempt to promote public interest by
encouraging community growth and development through sponsoring social service
events, sports, supporting education and environment and also contribute in socio-
cultural activities (Corporate website of Askri Bank, 2011).

Set Performance Targets of Team to Meet Strategic


Objectives

Performance Management
Human is the major resource of any organization, and effective utilization of human
resource and increase the performance and productivity of any organization. So if
management wants to know about the growth and performance of the organization,
they can analyze the effective utilization of its human resources (Riverside, 2011).
And performance management is the method of analyzing the effectiveness of
human resource utilization, where management analyzes how effectively the
resources are allocated and utilized. And what will be future line of action to
improve the performance so that organization can achieve the objectives.

Importance
Through an effective performance management system an organization can measure
where it currently stand and if the goals and objectives of the organization are not
achieving as planned, then they can modify the strategies for better and improved
results. Weak areas can also be identified through performance management system
and by improving them organization can also achieve the level where it wants to be.
It also allow employees to know about their strengths and weaknesses, which leads
to motivate employees to know about what management expect from them and
what improvement should be made to achieve the desire level of satisfaction of
management.

Team Performance Target to Contribute to Meeting


Strategic Objectives

Engaging Employee
Employee engagement is new technique for driving high performance of teams and
has competitive advantages for organization for long term profitability and financial
results. An engaged team comparatively seeks more opportunities for individual and
team growth and generate more creative and productive ideas to improve the
performance level of team and organization as whole. For higher organizational
performance the line managers of every team should be clear and aligned with the
strategies of management, so that they can effectively utilize the human resource to
higher team and individual performances. This is one of the primary duties of ever
line manager to engaging each team member to the assigned project according to
their expertise.

If employees are aware with the key cultural and environmental issues of the
organization they act accordingly to insure to follow them while doing any task. If
management engage employees in different activities other then the routine jobs,
and allow them to work and brainstorm for cross-functional departments while
offering different incentive, training and development programs, this will allow and
motivate employees to keep more focus on work rather any other official or
unofficial activity. Another way of engaging employees is to empower them for their
day to day activities and decision, this will create a sense of ownership in employees
and they will take more interest in work, and will develop the skills of better decision
making to ensure the best output and productivity, on other hand management will
have some very good future managers for their organization.

There must be some formal career development programs for employee which
aligned with the development programs of the organization, this will develop sense
of satisfaction in employees that they have good career path and sense of self
assessment, parallel the organization fulfill its objectives through effective utilization
of employees. Secondly if management allows employees to take part in strategic
level decision, as well development of strategies, development of new products or
services, new action plans for improvements of products or services, or
implementation of new plans of product or services, this will also encourage the
engagement of employees in every area of organization from development to
implementation of product or service. Employee engagement can also be promoted
through some formal mediums where employees can share their feedback or
innovative ideas or improvement plans for better results of organization.

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My organization promotes all these ideas to ensure maximum employee


engagement in day to day activity or long term planning for improvement of
company. All employees have access to the management for suggestions and
improvement requirements through electronic and print mediums. Tasks teams are
build occasionally to deal with emergency or critical case with the purpose to resolve
the problem as well as to promote the better interdepartmental relationships so that
all functions of the organization operates smoothly and organization grows at higher
pace.

It is important for every organization that all teams working in the organization are
focused towards their work. Our management believes that the success of any
organization is majorly dependent on strong coordination between different levels
of departments, and for that our management had develop and maintain some
strategies to develop interpersonal skills in employees so that employees have
strong coordination at all level of departments and operations of organization runs
smoothly and effectively. There are some polices develop to resolve and avoid
conflict between different employee and different departments.

High Performance Team


For better organization growth and success it is equally important for the
organization that the teams working in different functional areas of organization are
clear about the goals, mission, vision and objectives of the organization and their
work and objective are linked with objectives of the organization and they contribute
equally to the successful run of the organization in both long and short term
prospective. It is the duty of management to insure while selecting the team that the
employees working in the teams are clear about the goals and they are ambitious
enough to complete them. Management also ensure that teams are updated with
the tools and technologies operating within the organization and they are flexible
enough to adobe the changes for betterment of the organization and they have
capabilities to adopt and face the different challenges with the passage of time. They
also required accepting the challenge of improvement on continuous bases; team
should understand the importance of tools and knowledge for improvement and
improvement should be for the team and organization as a whole.

One of the major aspect of a high performance team is that took the responsibility
collectively to ensure the best output of their skills and knowledge to achieve the
common objectives of the team, and all members focus on the performance of the
team as whole rather their own individual performance, and they support each other
on mutual grounds so that the team fulfill the task on timely and planned fashion.

My organization are using the best practices and tools for ensure the better
customer satisfaction, and there are different actives and training programs are
planned to develop and promote the strong coordination between different
departments and usage of new and updated tools and technologies. Team managers
ensure that all members of teams are capable enough to adopt change and new
challenges for better performance of the organization, and all members are
contributing towards the success of team as well as the organization, and they
conduct informal session with team members to ensure that every member is
aligned with objectives of the teams and if any employee is under performing they
took suggestions form the team to took those employees to the level where the all
members contributes equally to the team success.

Influencing and Persuading Skills to the Dynamics and


Politics of Personal Interactions
Motivation is the internal driving force of human being which activates the sense of
doing or achieving to satisfy their different needs or goals, motivation also provide
directions to achieve them. Motivating factors can vary from individual to individual
and effective combination of these factors can lead an individual to achieve its goals.

Motivation Models
Motivated employees are the major driving force of any organization, the success
and failure of any organization is dependent of how effectively management utilize
the resources and these resources are motivated enough to drive the organization at
continues pace.
There are many theories and frameworks available to understand the importance of
motivation and through effective mixture of the theories management can identify
the motivating factors of different classes of employee and develop strategies
accordingly to ensure that employees are motivated.

One of the most commonly used frameworks to understand and identify the
motivating factors for employees is the Maslow Hierarchy of needs, which provide
bases to all motivation theories. Maslow defines five stages of needs for human and
according to him every human fall in to each need class one by one (Richard,2011).
Once the human fulfill its early level need it moves to next level and so on till human
reached to the highest level need.

The first stage is physiological need which in every human being to survive, like the
need of basic necessity of food, water, sleeps, shelter and sex. Until this primary
level need is not satisfied no other motivating factor can works. Once human have
fulfill this need satisfied it moves to next level which is security need, where human
seeks the safety and security from danger of losing the source of income and life.
The next level need is social need, where the human wants to have good
relationships with family, friends and belongings for so that human can satisfy the
need for affection and love. Now the next two level needs are consider to be the
higher level needs where he seeks high position in the society for healthily living and
the last level need is where human forget fulfill its own all material needs and now
moves to fulfill the spiritual need where he only think about other and help others to
fulfill their needs.

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In continuation of Maslow theory of need, Herzberg refined the theory of Maslow


and presents the motivation and hygienic two factor theory by modifying the factors
of Maslow’s hierarchy. According to him there are some internist and extrinsic
factors associated with the satisfaction and dissatisfaction of employees during their
work. According to him if employers remove the dissatisfaction factors for the job, it
is not nessarey that employees will be satisfied now. There certain factors if they
absent that can cause de-motivation which are called hygienic factor and on the
other hand the presence of certain factors can also case de-motivation.

Now it is the role of management of the organization to avoid the hygienic factors to
avoid the dissatisfaction of employees as well as ensure the provision of factors that
cause the motivation and satisfaction among employees. And also create the job
enough challenging so that all employees can make use of their all potential and
abilities.
It is not necessary that all needs are fully satisfied, so it is important for the
managers to understand the level of employee’s need so that he provide the
opportunities to fulfill their needs for maximum satisfaction of their needs for
maximum output and productivity for organization.

Monitor Actions and Activities defined to Improve Team


Performance

Performance Appraisal
Performance appraisal is a process where management analysis the current
performance of its resources to assure that the resources allocated are enough to
meets the objectives of organization and they are also competent enough that they
will continue to perform for the organization to help the organization to be where
the organization wants to be (King, 2011). A fair Performance appraisal process also
give the employees the equal chance to know what are the exactions of
management from them to meets the defined targets, and what are the areas which
required attention to improve for better results in future for the organization as well
as for their personal development and career ahead (Riverside, 2011).

On the other hand the process also includes rewarding employees according to their
performance level. Rewards include the monitory rewards in shape of increments or
bounces and also identify the employees who deserve the higher position and
responsibility in the organization. Performance appraisal would be more effective
when the management took major focus on positive aspects of performances, and
reward should be equivalent to the productivity or contribution made by the
employees.

Following are some major benefits an organization can take from an effective
implementation of performance appraisal system.

Through performance appraisal management can identify the major weakness of the
resources allocated and modify or planned some strategies for better output from
employees in future. Through performance appraisal management and employees
get changes to communicate with each other and get an idea that what is the
current level of return and what are the actual expectations. Strengths, weaknesses,
threats and opportunities can be identified through appraisal system (King, 2011).
And most important performance appraisal is a source of rewarding employees
according to their performance and contribution.

In my organization the performance appraisal exercise is conducted at end of every


year. Where managers of every team do the appraisal of each member of the team
on pre-defined appraisal form and send the appraisal along with recommended
increment of salary to the management. Then management reviews the appraisal of
all teams and sends the approval to human resource department to further process.
If management disagrees with the appraisal of line managers they send back the
appraisal form to the line manager with recommendations, and managers will
resend after review the forms again.

In my organization, line managers do not share the performance appraisal and


recommended increments with employees, they treat this as a routine job which
needs to be changed. To make this exercise more effective if they share and discuss
the appraisal of employees with them, so that employee get chance to share their
limitations and requirement to improve the performance of individual as well as
team. This will also give employee motivation to make suggestion for improvement
and believe in that management considers their recommendations for improvement.
Moreover it also ensures the supervisory skills of managers how will they answer the
quarries of employees regarding the performance appraisal.

Secondly if performance appraisal system is used to develop, reward, promote and


punishment of employees it can increase the importance and value of system in the
minds of employees. Furthermore there must be some formal discussion session
with employees, where supervisors discuss the current performance and the
expectation of management from them so that employees motivate to develop the
skills to fulfill the requirements of management, and this should now be a onetime
activity, supervisors should also ensure the continuous monitoring to measure the
improvement and periodically suggests them the effective methods and tools for
improvements, and appreciate the improvement of employees to keep them
motivated.

KEY FEATURES OF AN IDEAL PERFORMANCE MANAGEMENT


SYSTEM

A performance management system includes various important HR functions like


goal-setting, feedback, rewards and performance review. An effective performance
management system helps HR managers establish clear performance expectations
through which employees can easily understand what is expected of their job. It
allows managers to reinforce individual accountability to meet their goals and
evaluate their own performance for employees.

Most organizations use performance management systems suitable to them based


on factors like the industry, the number of employees etc.

Is there an ideal performance management model, suitable for any kind of


organization? Yes, there are a few common characteristics of performance
management suitable to organizations of any industry. These features significantly
improve the quality of the performance management process.
Here’s the list of the key components of an ideal employee performance
management system.

Planning – Setting Clear Goals and Objectives

Setting proper goals for employees is one of the initial steps that leads to increased
employee productivity as well as organizational productivity.

It is important to define performance plans and objectives clearly. Having plans that
are open ended and unclear, creates a lack of interest in employees. At the
beginning of the year or at the beginning of the quarter, managers meet with their
employees and set clear goals and objectives for them. In this phase, managers plan
on ‘how’ their employees should fulfill their goals and accomplish results. These
goals should be SMART and challenging.

Implementation – Understanding The Bigger Picture

In this phase, managers align employee goals with organizational goals and motivate
employees to achieve them. Over the course of the year, employees focus on
achieving the goals that were set by their managers. They also should be able to
understand how their individual contributions help the organization.

It is easier and more motivating to work towards your goals when you know that
they contribute to a larger goal.

Assessment – Frequent Communication And Real-time Feedback

An effective performance management system helps you create a culture of ongoing


communication about your team goals, training etc. Communicating frequently with
direct reports and giving them real-time feedback not only keeps them motivated to
do their best but also gives them an opportunity to improve themselves constantly
without having to wait till the next performance review.

This also helps managers keep track of employee progress from time to time and
give them suggestions to improve their performance over the same quarter instead
of waiting till their annual performance review. Managers also fill in the employee
assessment form and evaluate the performance of their direct reports in this phase.
Review – Performance Review And Suggestions

An ideal performance management system aligns everyone in the organization with


the company’s mission and vision.

The manager and their direct report meet for their performance review where the
direct reports assess their own performance first. Then the manager reviews the
performance of their direct reports over a period and gives them suggestions on
where to improve and how.

Performance management system stages


Performance management systems can be divided into three stages. In the first
stage, managers establish a set of realistic expectations and communicate them to
the employees. In the second, they provide ongoing guidance and coaching to help
employees improve their job performance. In the third stage, they assess how well
employees have achieved the established goals, what improvements could be made
and any changes to the job expectations. Managers also use the assessment to
determine which employees should receive raises or promotions. An ideal
performance management system is one that allows managers to perform all of
these tasks fairly, accurately and effectively.

Expectations
Both employees and supervisors sometimes believe that they do not have enough
input in the company's performance management system and that the process is not
objective or relevant. To prevent this problem, encourage managers and employees
to define the job expectations themselves within the overall framework of company
needs. Job expectations always should be as specific and clear as possible. For
example, a salesperson might be asked to exceed the minimum quota by 10 percent
each month, or a receptionist might be asked to answer every phone call with a
friendly, professional greeting. In an ideal system, every employee knows exactly
what her job is and what standards must be maintained.
Feedback
Ideal performance management systems include continuous feedback from
management. If a supervisor sets clear expectations but provides no further
guidance until the next scheduled performance review, employees may fall behind
without knowing how to improve. Supervisors must check how employees are doing
on a frequent basis and offer suggestions for improvement based on accurate
information and realistic goals. For example, if a salesperson falls below quota for
the month, the supervisor should check on factors that may be limiting his sales
performance, such as not using the script consistently or not attempting to
overcome objections. Feedback should be geared toward improving performance
rather than criticizing the employee.

Assessment
The performance assessment should include objective and measurable factors but
should not be limited to the numbers. For instance, a customer service professional
should be assessed on factors such as percentage of calls resolved, length of average
call and other metrics. However, these measurable criteria may not capture
everything the employee does for the company. Other factors such as positive
attitude, helpfulness toward coworkers or willingness to work late during busy times
also should be taken into consideration. An ideal performance management system
assesses not only the tangible contributions of the employees, but also the
intangible personal characteristics that may make a less-than-perfect employee a
valued member of the team.

Performance appraisal methods at Askari bank

1. Management by objectives

This approach is used to compare expected performance with actual performance


the goals are established at the beginning of the appraisal period and measured at
the end of the appraisal period.

2. Behaviorally anchored rating scale


BARS use the constituents of critical incidents and graphic rating scales. BARS
involve identifying the range of relevant job behaviors and a design of the
appropriate performance dimensions.
3. Graphic rating scales
To use a numerical or scalar rating system whereby managers are asked to
score an individual against a number of objectives.

4. 360 degree appraisals


Employees recieve assessment from their managers,peers,subordinates and
customers as well while performing a self assessment.
Performance appraisal forms of ASKARI BANK

Askari bank uses 2 types of appraisal methods


1.forced distribution in which the raters are forced to distribute ratings for the
individuals being evaluated into a prespacified performance distribution.
Small number of ratees are placed towards the extremes of the performance
distribution.
2. graphic rating scales is used for high executive level

BASES OF ASSESSMENT

PRODUCTIVITY:

In this head employer checks how much the employee is committed with the
achievement if organizational goals and objectives.following factors come under the
head of productivity :
 Job knowledge
 Follow return unpaid cheques
 Noting stop payment instructions
 Volume of work handled
 Timely clearing
 Accuracy and attention to detail
 Willingness and ability to work with team
 Ability to write effectively
 Adaptability of new assignments
 Deposit mobilization
 Number of fresh accounts arranged
 Handling customer feedback
 Balancing account books
 Zero theft
 Quality of work
 Speed of work
 Filing and record keeping
 Accuracy in cash handling

AMBITION / INITIATIVE

- Does employee demonstrate ambition in the position and take initiative to improve
the process, product, or overall work environment?
ATTENDANCE

- Has the employee's attendance had a negative impact on the department


productivity or morale? Has the employee's attendance been exemplary?

ATTITUDE / COOPERATION

- What is the employee's attitude towards you, towards colleagues, towards the
work in general? Is he or she a pleasure or a chore to work with? Is the employee
reasonably flexible when asked to perform a job function outside his or her normal
duties, or to work outside his or her normal hours for a special project?

COMMUNICATION SKILLS –

Does the employee have the ability to adequately communicate with colleagues,
managers, and customers? Have there been any issues created, or solved, due to the
employee's communication skills?

DEPARTMENT AND COMPANY ORIENTED –

Does the employee have a broader view and deeper understanding than simply his
or her own duties? Does he or she speak of the department or company with pride?

FOCUS –

Is the employee able to maintain focus on the task at hand? Does he or she have
difficulty prioritizing job duties above personal business or socializing with other
employees?

IMPROVEMENT FROM PREVIOUS EVALUATION

- Has the employee demonstrated marked improvement from the previous


performance evaluation?

INTEGRITY

- Does the employee demonstrate ethical behavior in the workplace? Does he or she
respect the privacy of other employees and of customers?

KNOWS WHEN TO ASK

- Is the employee able to differentiate between independence and arrogance in the


performance of job duties? Does he or she know when to ask a question rather than
simply making a guess and moving on?
LEVEL OF (TECHNICAL) KNOWLEDGE

- Does the employee have and demonstrate an acceptable level of technical


knowledge to perform his or her job duties?

DEADLINES

- Is the employee able to consistently meet productivity requirements and project


deadlines?

QUALITY OF WORK

- Has there been positive or negative feedback from customers regarding the quality
of the employee's work? What have you observed regarding the employee's work
quality?

RELIABILITY / GO-TO PERSON

- Is the employee reliable? Does he or she consistently demonstrate competence


and dependability? Is he or she your "go-to" person?

STRESS MANAGEMENT

- How does the employee deal with changes in the work environment? Is he or she
able to sift through the "noise" and focus on breaking down the task at hand in order
to complete it on time? How does the employee interact with other members of the
department when tensions are high?

TEAMWORK / PITCHING IN

- If the department is short-handed, does the employee willingly pitch in to finish


tasks assigned to others in the department as appropriate? Does the employee
volunteer to assist?

Scopes for employee’s performance assessment


Here some scopes for employees performance assessment

* Objectives achievements ( Quantity & Quality)

* Adherence to working procedures

* Nearly no absenteeism
* Nearly no disciplinary measures

* Involvement & added value within the improvement process

* Motivation with positive attitude within brainstorming sessions & meetings

SWOT ANALYSIS
SWOT analysis is one of the
most expedient technique or tool
used in the StrategicManagement process for conducting the situation analysis of an
organization. The properanalysis of the firm is given in the form of
Strengths, Weaknesses, Opportunities and Threats(SWOT)
the company presently facing or can be forecasted for the future. It is a
commonapproach to make assessments in terms of internal and external
environment of theorganization, and to formulate strategies analyzing its internal
strengths and weakness,external opportunities and threats, coming up is the SWOT
analysis for the ABL.

Such ananalysis is very important for the management in retaining the strength,
overcoming theweaknesses, capitalizing over the emerging market opportunities,
and carving ways tosuccessfully tackle with the threats and ultimately converting
them in the strengths for theorganization.

 STRENGTHS
First we analyze the strengths of ABL that are as follows:

 computerization
 well-knitted branch network
 largest private bank
 customer’s feedback
 international markets
 the abl atm switch-net
 information system
 leadership in atm’s
 worldwide master card
 strong repute
 easy access
 transpirancy of accounts
 incorporating new it practices
 phone banking service
 social responsibility
 personalized services
 customer oriented banking
 internet banking
 mobile atm bus service
 WEAKNESSES
The weaknesses of ABL are listed as:

 irrevocable debts
 traditional ways of recording transactions
 individual differences
 lack of proper equipment and procedures
 poor marketing campaign
 job rototation
 centralized management practices
 lack of training programs
 low job satisfaction
 OPPORTUNITIES
These are positive external environmental factors affectingthe ABL:

 expansion oppurtunities
 new modes of banking services
 opportunities in loan business
 foreign remittamces and trade
 recruiting professionals
 targetting the computer literate segment
 growing demand in leasing busness
 technological advancements
 foreign investment
 branches in remote areas
 offering islamic banking in all branches
 increasing customer deposits
 use of atm as a credit card
 e-banking
 targetting illiterate segment
 THREATS
 political instability
 inflation
 .competition by foregn banks

 changing trends in it
 promtional activities of competitors
 competition by local banks
 low attraction for investors
 high employees turnover
 recruitment procedures
 high charges
 expense base
 legal regulation

CONCLUSION
The ideal PA system is a format, not a form. It is a process that involves setting
expectations (of the supervisor and subordinate), having the subordinate perform to
achieve the expectations, of appraising and feeding back the results, and applying
the results of the assessment in ways that benefit the organization, the supervisor,
and the subordinate involved. Remember that the ideal PA system has two separate
purposes (administrative and developmental)—which must be separated and not
attempted to be achieved simultaneously. It appraises both standards applied to
many as well as goals applied uniquely to each individual. Administrative decisions,
based on standards and objective results, should be made first and quickly;
Developmental aspects, based on individual goals, are made later and take more
time. Both assess objective and subjective aspects of the employee’s job
performance. The appraisal considers the appraisee’s skills and motivation within
the context of a changing job situation to judge the appraisee’s job performance.
The process and techniques applied are based on evidence-based management that
applies valid and reliable approaches. Implementation of the ideal performance
appraisal may not be feasible, or possible, for all organizations. But for those who
can and do use the PA system proposed herein, it should be an improvement.