MAJOR PROJECT REPORT
ON
"PERFORMANCE APPRAISAL IN ICICI BANK"
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF
THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION
SESSION 2018-21
SUBMITTED TO: SUBMITTED BY:
[Link] MATHUR SHUBHANI CHAWLA
ASSISTANT PROFESSOR BBA ( B & I) 1st SHIFT
DEPARTMENT OF BUSINESS ADMINISTRATION ROLL NO: 40414901818
MAHARAJA SURAJMAL INSTITUTE
Affiliated to Guru Gobind Singh Indraprastha University
Delhi C-4 Janakpuri, , New Delhi - 110058
CERTIFICATE
This is to certify that the project entitled, " MPR on Performance appraisal in ICICI bank"
submitted by "Shubhani Chawla" in partial fulfilment of the requirements for the award of BBA
( BANKING AND INSURANCE at the MAHARAJA SURAJMAL INSTITUTE) is an
authentic work carried out by her under my supervision and guidance.
To the best of my knowledge, the matter embodied in the project has not been submitted to any
other University/ Institute for the award of any Degree or diploma.
Ms. Neha Mathur
Assistant Professor
Department Of Business Administration
ACKNOWLEDGEMENT
“It is not possible to prepare a project report without the assistance and encouragement of other
people. This one is certainly no exception.”
The success of this final report is the outcome of the valuable suggestions provided by all the
concerned without whom the report could not be completed. I would like to express my sincere
gratitude towards my mentor Ms. Neha Mathur for giving me an opportunity to do this project
work and also providing me the valuable inputs for preparing the final report, and also for
providing me the necessary facilities.
TABLE OF CONTENTS
[Link] TITLE PAGENO.
1. CHAPTER 1 - INTRODUCTION 1-9
Introduction to banking industry and history
Research Methodology
Limitations of the study
2. CHAPTER 2- COMPANY PROFILE 10-13
3. CHAPTER 3- PERFORMANCE APPRAISAL IN 14-25
BANK
4. CHAPTER 4- DATA ANALYSIS AND 26-41
INTERPRETATION
5. CHAPTER 5- FINDINGS OF THE REPORT 42-43
6. CHAPTER 6- CONCLUSION AND 44-46
RECOMMENDATIONS
7. BIBLIOGRAPHY 47
8. ANNEXURE 48-52
CHAPTER - 1
INTRODUCTION
1
INTRODUCTION TO BANKING
A bank is a financial institution and a financial intermediary that accepts deposits and channels
those deposits into lending activities, either directly by loaning or indirectly through capital
markets.
A bank may be defined as an institution that accepts deposits, makes loans, pays checks and
provides financial services. A bank is a financial intermediary for the safeguarding, transferring,
exchanging, or lending of money. A primary role of banks is connecting those with funds, such
as investors and depositors, to those seeking funds, such as individuals or businesses needing
loans. A bank is a connection between customers that have capital deficits and customers with
capital surpluses.
Banks distribute the medium of exchange. Banking is a business. Banks sell their services to earn
money, and they must market and manage those services in a competitive field. Banks are
financial intermediaries that safeguard, transfer, exchange, and lend money and like other
businesses that must earn a profit to survive. Understanding this fundamental idea helps you to
understand how banking systems work and helps you understand many modern trends in banking
and finance.
The services banks offer to customers have to do almost entirely with handling money or
finances for other people. Banks are critical to our economy. The primary function of banks is to
put their account holders' money to use by lending it out to others who are in need of the same.
Money is a medium of exchange, an agreed-upon system for measuring the value of goods and
services. Once, and still in some places today, precious stones, animal products, or other goods
of value might be used as a medium of exchange. This system was used for centuries, before the
invention of money. People used to exchange goods or services for other goods or services in
return. This system is also known as “Barter System” and an age-old method that was adopted by
people to exchange their services and goods. Roman soldiers were sometimes paid in salt
because it was critical to life and was a scarce commodity at those times.
Anything with an agreed-upon value might be a medium of exchange. Today, many forms of
money are used. Money is any object or record that is generally accepted as payment for goods
and services and repayment of debts in a given socio-economic context or country. The main
2
functions of money are distinguished as a medium of exchange; a unit of account; a store of
value; and, occasionally in the past, a standard of deferred payment.
Any kind of object or secure verifiable record that fulfills these functions can be considered
money. Money simply shows how much something is worth, whether it is a new gadget that you
can purchase or two hours of your labor. When you have money, a bank can act as your agent for
using or protecting that money.
Benefits of Banking:
Safety: It’s risky to keep your money in cash as it could be lost, stolen, or destroyed. Financial
institutions keep your funds safe.
Convenience: With banks, there's no need to carry cash. If you need cash, you can easily access
your funds virtually anywhere.
Security: Banks follow stringent laws and regulations and at most banks, funds are insured.
Financial Future: As an individual, you'll have access to financial professionals to help you.
Knowledgeable advice of bankers is a valuable resource to help you build a better financial
future.
3
HISTORY
Banking in India originated in the last decades of the 18th century.
The first bank was The General Bank of India, which started in 1786.
Bank of Hindustan was the 2nd bank, which started in 1790; both are now defunct.
The oldest bank in existence in India is the State Bank of India, which originated in the Bank of
Calcutta in June 1806, which almost immediately became the Bank of Bengal.
The period between 1906 and 1911, saw the establishment of banks inspired by the Swadeshi
movement. A number of banks established then have survived to the present such as Bank of
India, Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of India.
During the First World War (1914–1918) through the end of the Second World War (1939–
1945), and two years thereafter until the independence of India were challenging for Indian
banking.
Post Independence - India observed the emergence of large number of institutions for providing
finance to different sectors of the economy.• The entry activities of private sector and foreign
banks were restricted through branch licensing and regulation norms. Steps taken by Indian
Govt. to regulate banking are: Reserve bank of India was nationalized on January 1, 1949 under
the terms of Reserve bank of India. In 1949; the Banking Regulation Act was enacted. The
Banking Regulation Act also provided that no new bank or branch of an existing bank could be
opened without a license from the RBI. No two banks could have common directors.
Nationalization- The nationalization of banks in India took place in 1969 by Mrs. Indira Gandhi.
It nationalized 14 banks. Before the steps of nationalization of Indian banks, only State Bank of
India (SBI) was nationalized. Nationalization of Seven State Banks of India (formed subsidiary)
took place on 19th July, [Link] second phase of nationalization of Indian banks took place in
the year 1980. Seven more banks were nationalized with deposits over200 corers. The stated
reason for the nationalization was to give the government more control of credit delivery.
4
VISION
To be the leading provider of financial services in India & a global player.
MISSION
We will leverage our people, technology, speed & financial capital to:
Be the banker of first choice for our customers by delivering high quality, world class
products & services.
Expand the frontiers of our business globally
Maintain high standards of governance & ethics.
Create value for our stake holders
MISSION STATEMENT:
The mission statement for ICICI Bank Limited is a public document that details the values and
strategic aims of ICICI Bank Limited. The mission statement of ICICI Bank Limited also
identifies the purpose of the organization existence, highlighting the services and the products it
offers. Further, the mission statement also identifies the organization’s operational goals for
ICICI Bank Limited, the processes the company uses to achieve those, the target customer
groups, and the region where the company operates.
5
RESEARCH METHODOLOGY
Research Methodology is the process, which guide the researcher
during thewhole course of research. It works as a device without
which an effective research cannot be done. Hence it is, very much
necessary for the researcher that he / she have to adopt the design
best suited to them.
If the due importance is not given to the research design it would
create impurities in the research process, thus the work would lose
the reliability. This is the reason that it is not desirable but also
important to construct a good research methodology.
Objective of Research
To study Performance Appraisal at ICICI Bank.
To survey the employees on their satisfaction levels on their
Performance Appraisal
To study their Annual goal setting process
To study the employees knowledge about the goals which are set for them.
To Understand the challenges he faces with his/her reporting
manager during thereview process
To study the feedback of employees towards their performance appraisal
system
6
TYPE OF RESEARCH:
Research Design
Research Design is the overall description of all the steps
though which the projects have preceded from the setting of
objectives to the writing of the project report. The success of
the project depends on the soundness of the research design,
which includes problem definition, specific method of data
collection and analysis and time required for the project.
Actually it is the blue print of research project.
While doing the research, questionnaire was prepared for
collecting the primary data. Questionnaire contained 17
questions. They were multiple choice questions.
SOURCES OF DATA
The Primary sources:
First hand collection of data with the help of questionnaire,
Direct personal contact.
The secondary sources
Reading of handbook of company
Going through books related to Performance Appraisal
Doing internal survey of the organization.
Searching on the internet for relevant information
7
Method of data collection:
Questionnaire:-
A questionnaire consists of a number of questions printed or typed in a
definite order on a form or set of forms.
For collecting Primary Data I have prepared a structured questionnaire
for the respondent. After meeting them I filled the questionnaire and
got the data. I prepared my questionnaire with having all the objective
of the study in my mind. My questionnaire has closed ended questions.
SAMPLE SIZE AND METHOD OF SELECTING SAMPLE
Population :--- 40 employee
Sample Size:--- 40 employee
Sample instrument:--- questionnaire
Sample technique :--- random sample
8
LIMITATIONS OF THE STUDY
40 samples do not reflect the opinion of employees as whole.
The data was collected only by conducting quantitative research method :
distributing questionnaires.
Due of time constraints it is impossible to find the true calculation & there may be
possibility of committing a general error.”
The study is only restricted to a particular location. So, it cannot be taken as a whole
representative of the banking industry.
Many respondents can be baised towards the questions asked and there can be a lot of
reasons for not responding at all.
Some respondents wanted to play safe which made it difficult to arrive at a right
conclusion.
9
CHAPTER - 2
COMPANY PROFILE
10
ICICI Bank Limited is a privately owned Indian development finance institution with its registered
office in Vadodara, Gujarat, and corporate office in Mumbai, Maharashtra.
It offers a wide range of banking products and financial services for corporate and retail
customers through a variety of delivery channels and specialised subsidiaries in the areas of investment
banking, life, non-life insurance, venture capital and asset management.
The bank has a network of 5,275 branches and 15,589 ATMs across India and has a presence in 17
countries.
ICICI Bank was established by the Industrial Credit and Investment Corporation of India (ICICI), an
Indian financial institution, as a wholly owned subsidiary in 1994 in Vadodara however the parent
company was formed in 1955 as a joint-venture of the World Bank, India's public-sector banks and
public-sector insurance companies to provide project financing to Indian industry.
The bank was founded as the Industrial Credit and Investment Corporation of India Bank, before it
changed its name to ICICI Bank.
The parent company was later merged with the bank.
ICICI Bank launched Internet Banking operations in 1998.
ICICI Bank offers products and services such as online money transfers, tracking services, current
accounts , savings accounts, time deposits, recurring deposits, mortgages, loans, automated lockers,
credit cards, prepaid cards, debit cards and digital wallets called ICICI pockets.
ICICI bank launched 'ICICI Stack' which provides online services such as payment options, digital
accounts, instant car loans, insurance, investments, loans etc.
11
HISTORY OF ICICI BANK LIMITED
ICICI (INDUSTRIAL CREDIT AND INVESTMENT CORPORATION OF INDIA)
Limited
was one of the largest financial corporation‟s formed in Independent India to
make the country self reliant in the financial sector. ICICI transformed its
business from a development 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( NEW YORK STOCK EXCHANGE).
ICICI Bank was originally promoted in 1994 by ICICI limited as 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 by
1 An equity offering in the form of ADRs listed on the NYSE in Fiscal 2000
2 ICICI Bank‟s acquisition of Bank of Madura Limited in an all-stock
amalgamation inFiscal 2001
3 Secondary market sales by ICICI to institutional investor in Fiscal 2001 and Fiscal 2002
Various corporate structuring alternatives were considered 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.
12
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.
The guiding philosophy behind the merger was that it would enhance value for
both ICICI and ICICI Bank shareholders. The merger enhanced 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 also enhanced 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.
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
(RBI) 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.
13
CHAPTER - 3
PERFORMANCE
APPRAISAL IN BANKS
14
Performance appraisal, also known as employee appraisal, is a method by which the job performance
of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance
appraisal is a part of career development. Performance appraisals are a regular review of employee
performance within organizations.
Performance Appraisal is the systematic evaluation of individual with respects to his/ her performance
on the job and his potential for development. The performance being measured against such factors as
job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability
co-operation, judgment, versatility, health and the like. Assessment should not be confined to past
performance alone. Potential of the employee for future performance must also be assessed.
Performance appraisal is the process of obtaining, analyzing and recording information about the
relative worth of an employee. The focus of the performance appraisal is measuring and improving the
actual performance of the employee and also the future potential of the employee. Its aim is to measure
what an employee does.
According to Flipped, a prominent personality in the field of Human resources, “performance appraisal
is the systematic, periodic and an impartial rating of an employee‟s excellence in the matters pertaining
to his present job and his potential for abetter job." Performance appraisal is a systematic way of
reviewing and assessing the performance of an employee during a given period of time and planning for
his futu
It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze
his achievements and evaluate his contribution towards theachievements of the overall organizational
goals.
By focusing the attention on performance, performance appraisal goes to the heart of personnel
management and reflects the management‟s interest in the progress of the employees.
15
Purpose of Performance Appraisal
Performance Appraisal is being practiced in 90% of the organizations worldwide. Self- appraisal and
potential appraisal also form a part of the performance appraisal processes. Typically, Performance
Appraisal is aimed at:
To review the performance of the employees over a given period of time.
To judge the gap between the actual and the desired performance.
To help the management in exercising organizational control.
To diagnose the training and development needs of the future.
Provide information to assist in the HR decisions like promotions, transfers etc.
Provide clarity of the expectations and responsibilities of the functions to be performedby the
employees.
To judge the effectiveness of the other human resource functions of the organizationsuch as
recruitment, selection, training and development.
To reduce the grievances of the employee
16
According to a recent survey, the percentage of organizations (out of the totalorganizations surveyed
i.e. 50) using performance appraisal for the various purposes.
The most significant reasons of using Performance appraisal are:
Making payroll and compensation decisions – 80%
Training and development needs – 71%
Identifying the gaps in desired and actual performance and its cause – 76%
Deciding future goals and course of action – 42%
Promotions, demotions and transfers – 49%
Other purposes – 6% (including job analysis and providing superior support, assistanceand counseling)
IMPORTANCE OF PERFORMANCE APPRAISAL
Performance appraisal is considered to be most significant and indispensable tool for anorganization for
the information it provides is highly useful in making decision:
Regarding various personal aspects such as promotions, salary increase, transfers,demotion and
termination.
They are means of telling a subordinate hoe he is doing, suggesting needed changes inhis behavior,
attitudes, skills or job knowledge.
The superior uses them as a base for coaching and counseling the individual.
17
OBJECTIVES OF PERFORMANCE APPRAISAL-
To help each employee to understand more and more about his role and become clear about his
functions.
To help each employee to understand his own strengths and weaknesses with respect to his role and
functions in the company.
To identify the developmental needs of each employee with respect his role and functions.
To increase mutually between each employee and his supervising officer so that every employee feels
happy to work with his supervisor and thereby contributes his maximum to the organization.
To increase communication between the employee and his supervising officer so that each
employee gets to know the expectations of his boss from him and each boss also gets to know the
difficulties of his subordinates and attempts to solve them and thusthey together accomplish the
tasks.
To provide an opportunity for the employee for self-reflection and individual goal setting so that
individually planned and monitored development takes place.
To help every employee internalize the culture norms and values of the organization so that an
organizational identity and commitment is developed throughout the organizations.
To prepare employee for performing higher-level jobs by continuously reinforcing the development of
behaviors and qualities registered for higher-level position in the organization.
To create positive and healthy climate in the organization that drives people to givetheir best
and enjoy doing so.
In addition to assist in a variety of personal decisions by generating data about each employee
periodically
18
PROCESS OF PERFORMANCE APPRAISAL
ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the setting up of the standards which will be
used to as the base to compare the actual performance of the employees. This step requires setting the
criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their
contribution to the organizational goals and objectives. The standards set should be clear, easily
understandable and in measurable terms. In case the performance of the employee cannot be measured,
greatcare should be taken to describe the standards.
COMMUNICATING THE STANDARDS
Once set, it is the responsibility of the management to communicate the standards to all the employees
of the organization.
The employees should be informed and the standards should be clearly explained to them. This will help
them to understand their roles and to know what exactly is expected from them. The standards should
also be communicated to the appraisers or the evaluators and if required, the standards can also be
modified at this stage itself according to the relevant feedback from the employees or the evaluators.
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the Performance appraisal process is measuring the actual performance of the
employees that is the work done by the employees during the specified period of time. It is a continuous
process which involves monitoring the performance throughout the year. This stage requires the careful
selection of the appropriate techniques of measurement, taking care that personal bias does not affect the
outcome of the process and providing.
19
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
The actual performance is compared with the desired or the standard performance. The comparison tells
the deviations in the performance of the employees from the standards set. The result can show the
actual performance being more than the desired performance or, the actual performance being less than
the desired performance depicting a negative deviation in the organizational performance. It includes
recalling, evaluating and analysis of data related to the employees‟ performance.
DISCUSSING RESULTS
the result of the appraisal is communicated and discussed with the employees on one- to-one basis. The
focus of this discussion is on communication and listening. Theresults, the problems and the possible
solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be
given with a positive attitude as this can have an effect on the employees‟ future performance. The
purpose of the meeting should be to solve the problems faced and motivate the employees to perform
better.
DECISIONMAKING
The last step of the process is to take decisions, which can be taken either to improve the performance of
the employees, take the required corrective actions, or the related HR decisions like rewards,
promotions, demotions, transfers etc.
20
Challenges involved in the performance appraisal process
In order to make a performance appraisal system effective and successful, an organization comes across
various challenges and problems. The main challengesinvolved in the performance appraisal process
are:
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems faced by the top management. The
performance data to be considered for evaluation should be carefully selected. For the purpose of
evaluation, the criteria selected should be in quantifiable or measurable terms.
Create a rating instrument
The purpose of the Performance appraisal process is to judge the performance of the employees rather
than the employee. The focus of the system should be on the development of the employees of the
organization.
Lack of competence
Top management should choose the raters or the evaluators carefully. They shouldhave the
required expertise and the knowledge to decide the criteria accurately. They should have the experience
and the necessary training to carry out the appraisal process objectively.
Errors in rating and evaluation
Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the
evaluator‟s rating for all other traits) etc. may creep in the appraisal process. Therefore the rater should
exercise objectivity and fairness in evaluating and rating the performance of the employees
21
Performance Appraisal System in ICICI Bank
The facilitation of high achievement by employees. Performance management involves
enabling people to perform their work to the best of their ability, meeting and perhaps
exceeding targets and standards. Performance management can be coordinated by an interrelated
framework between manager and employee.
Key of the framework to be agreed is objectives, human resource management, standards and
performance indicators, and means of reward. For successful performance management in
ICICI , a culture of collective and individual responsibility for the continuing improvement of
business process needs to be established, and individual skills and contribution need to be
encouraged and nurtured as the bank deals in service sector where the employees are the
main factor of making the difference. For the bank, performance management is usually known
as company performance and is monitored through business appraisal.
Reasons for “Performance Appraisal” in ICICI
Increase motivation to perform effectively
Increase staff self-esteem
Gain new insight into staff and supervisors
Better clarify and define job functions and responsibilities
Develop valuable communication among appraisal participants
Encourage increased self-understanding among staff as well as insight into thekind of
development activities that are of value
Distribute rewards on a fair and credible basis
Clarify organizational goals so they can be more readily accepted
Improve institutional/departmental manpower planning, test validation, anddevelopment of
training programs.
22
How to measure employee performance
The most difficult part of the performance appraisal process is to accurately and objectively measure the
employee performance. Measuring the performance covers the evaluation of the main tasks completed
and the accomplishments of the employee in a given time period in comparison with the goals set at the
beginning of the period. Measuring also encompasses the quality of the accomplishments, the
compliance with the desired standards, the costs involved and the time taken in achieving the results.
Measuring employee performance is the basis of the Performance appraisal processes and performance
management. Accurate and efficient performance measurement not only forms the basis of an accurate
performance review but also gives way to judging and measuring employee potential.
For the purpose of measuring employee performance, different input forms can be used for taking the
feedback from the various sources like the superior, peers, customers, vendors and the employee
himself. All the perspectives thus received should be combined in the appropriate manner and to get an
overall, complete view of the employees‟ performance. Observation can also be exercised by the
superior to obtain information. Some suggestions and tips for measuring employee performance are:
Select a good time, minimize interruptions.
Start with something positive, Ask open ended questions to encourage discussion.
Clearly define and develop the employee plans of action (performance) with their role,duties and
responsibilities.
Also take note of the skills, knowledge and competencies and behaviors of theemployees that help
the organization to achieve its goals.
Focus on accomplishments and results rather than on activities.
Set mutually agreeable goals for improvement.
If possible, collect the feedback about the performance of the employees through multi-point feedback
and self-assessments
23
Financial measures like the return on investment, the market share, the profit generated by the
performance of the team should also be considered.
For an organization to be an effective organization and to achieve its goals, it is veryimportant to
monitor or measure its‟ and its employee performance on a regular basis.
Effective monitoring and measuring also includes providing timely feedback and reviewsto employees
for their work and performance according to the pre-determined goals and standards and solving the
problems faced. Timely recognition of the accomplishments also motivates the employees and help to
improve the performance.
Measuring the performance of the employees based only on one or some factors can provide with
inaccurate results and leave a bad impression on the employees as well as the organization. For example:
By measuring only the activities in employee‟s performance, an organization might rate most of its
employees as outstanding, even when the organization as a whole might have failed to meet its goals and
objectives. Therefore, a balanced set of measures (commonly known as balanced scorecard) should be
used for measuring the performance of the employee.
There is a provision period in every company for confirmation. Usually it is of 6 month. After
completing the confirmation period the employee is confirmed as a permanent employee of a company.
So before completing 6 month in a company, the employee is not appraised. He gets only a rank
according to his/her performance. It means he will beconsidered as a superior for next appraisal with his
ranking.
24
In Performance Management System, there are some reviews as employee‟s self review, R1 & R2
review. In Self Review, a form is given to employee. He/She gives rank for himself according his views.
The form is based on his KRA‟s. After it R1 checks that employee ranked himself right or wrong. If
anything is not correct according to him/her, he/she can make changes in it and can rank according to
him/her after it. The form is sent to R2. He checks it. But he can‟t make any change in it. He can
recommend only toHR Dept. After all this, the form is sent to HR Dept.
The next step is employee‟s performance rating normalization. Employee‟s performancerank makes a
curve. For performance appraisal, there should be a bell shaped curve. If it is not in a bell shaped curve,
then it is made. For normalize any curve, HR dept. consult with R1 and R2. After this, they rank the
employees once again and make the curve in bell shape.
Last step is to appraise the employee. For appraising an employee at first, HR dept. consider all things as
employee‟s performance, company‟s profit, Business report,vacancies for higher post etc. After keeping
all these in mind, they promote the employee to higher post, enrich the job, give incentives etc.
ICICI HR Philosophy on Performance Appraisal
“Performance Appraisal” is one such method that allows for the optimization
of employee. In a broad sense , it is a formal structure that allows for
the continued measuring and evaluation of individual behavior and
performance, whilst influencing an employee‟s job related attributes though
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.
25
CHAPTER - 4
DATA ANALYSIS
AND
INTERPRETATION
26
[Link] you know about the performance appraisal system?
Interpretation
66 % of the employees substantially know about performance appraisal system.
10% of the employees marginally know about performance appraisal system.
18% of the employees to certain extent know about performance appraisalsystem.
6% of the employees not know about performance appraisal system.
27
[Link] you satisfied by the performance appraisal system of the company?
Interpretation
56% of the employees are substantially satisfied by the performance appraisal system of the
company.
31% of the employees are marginally satisfied by the performance appraisalsystem of the company.
9% of the employees are certain extent satisfied by the performance appraisal system of the
company.
4% of the employees are not satisfied by the performance appraisal system of the company.
28
[Link] you think that performance appraisal system of the company is helpful forbetter performance ?
Interpretation
41% of the employees certain extent agree that performance appraisal system ofthe company are helpful
for the better performance.
19% of the employees substantially agree that performance appraisal system ofthe company is helpful
for the better performance.
19% of the employees marginally agree that performance appraisal system of thecompany is helpful for
the better performance.
15% of the employees less extent that performance appraisal system of thecompany is helpful for
the better performance.
6% of the employees not agree that performance appraisal system of thecompany is helpful for the
better performance
29
[Link] you know about future goal of the company in the beginning of every
year?
66%
70%
60%
50%
Substaintally
40%
To Certain Extent
18%
20%
10% To Less Extent
6%
10%
0% Not At All
0%
Interpretation
66 % of the employees substantially know about the goal in the beginning ofyear.
10% of the employees marginally know about the goal in the beginning of year.
18% of the employees to certain extent know about the goal in the beginning ofcurrent goal.
6% of the employees don‟t know about the goal in the beginning of current year.
30
[Link] the clarity of future goal helps you in doing your work better?
66%
70%
60%
50% Substaintally
31%
30% To Certain Extent
Marginally
20% To Less Extent
0% 0%
0%
Interpretation
66 % of the employees substantially agree that clarity of future goal substantially help them in doing in
work better.
31% of the employees agree that to certain extent clarity of future goal help themin doing their work
better.
3% of employees marginally agree that clarity of future goal marginally help themin doing work better.
31
[Link] a regular review of your goals is helpful for the better results?
Interpretation
51% of the employees substantially agree that regular review of their goal substantially helpful for the
better results.
30% of the employees agree that to certain extent review of their goal is helpfulfor the better results.
13% of the employees marginally agree that review of their goal is helpful for thebetter results.
3% of the employees agree that to less extent review of their goal is helpful forthe better results.
3% of employees not agree that review of their goal not at all is helpful for thebetter results.
32
Q7. Are you able to understand the relationship between goal and activities?
60% 54%
50%
28% Substaintally
30%
To Certain Extent
Marginally
10% 8%
10% To Less Extent
0%
0%
Interpretation
54% of the employees are to certain extend able to understand the relationship between goal and
activities.
28% of the employees are substantially able to understand the relationshipbetween goal and activities.
10% of the employees are marginally able to understand the relationshipbetween goal and activities.
8% of the employees are to less extend able to understand the relationship between goal and
activities.
33
Q8. Does your department do the regular performance appraisal of his all employees?
Interpretation
54% of the employees are certain extend agree that his department do the regular performance appraisal
of his all employees.
28% of the employees are substantially agreed that his department do theregular performance appraisal
of his all employees.
10% of the employees are marginally agreed that his department do the regularperformance appraisal
of his all employees.
8% of the employees are less extend that his department do the regularperformance appraisal of his
all employees.
34
Q9. Does your company give the proper feed back after the performanceappraisal?
60%
56%
50%
34%
Substaintally
30%
To Certain Extent
Marginally
7%
20% 3%
0% To Less Extent
0%
Interpretation
56% of the employees are substantially agreed that the company give the proper feed back after the
performance appraisal.
34% of the employees are certain extend agree that the company give the proper feed back after the
performance appraisal.
7% of the employees are less extend that the company give the proper feed backafter the performance
appraisal.
3% of the employees are marginally agreed that the company give the proper feed back after the
performance appraisal.
Conclusion:
56% of the employees agree that the company give the proper feed back after the performance
appraisal.
35
[Link] the same quality rates used in the appraisal form managed for the future reference and
clarification?
50% 46%
45%
38%
40%
35% Substaintally
30% To Certain Extent
10% Marginally
25%
20%
3% 3% To Less Extent
Interpretation
46% of the employees are certain extend agree that to certain extent same quality rates are used
in the appraisal form managed for the future reference
38% of the employees agree that substantially same quality rates are used in theappraisal form managed
for the future reference and clarification
10% of the employees agree that not same quality rates are used in the appraisalform managed for the
future reference and clarification
3% of the employees agree that to less extent same quality rates are used in theappraisal form managed
for the future reference and clarification
3% of the employees are marginally agree that same quality rates are marginallyused in the appraisal
form managed for the future reference and clarification
36
[Link] you understand each customer is different and you handle each of them in different ways?
70%
65%
60%
50%
Substaintally
31%
30% To Certain Extent
Marginally
20%
0% To Less Extent
0%
Interpretation
65% of the employees substantially understand that each customer is differentand they handle each
of them in different ways
31% of the employees agree that to certain extent they understand that eachcustomer is different
and they handle each of them in different ways
2% of the employees agree that marginally they understand that each customer is different and they
handle each of them in different ways.
2% of the employees agree that to less extent they understand that eachcustomer is different and they
handle each of them in different ways.
37
[Link] maintaining unity in your teamwork improves efficiency and able tofinish task within a
period?
70% 65%
60%
50% Substaintally
31%
30% To Certain Extent
Marginally
10% 4% Not At All
0% 0%
0%
Interpretation
65% of the employees are substantially agree that maintaining unity in their teamwork
substantially improves efficiency and able to finish task within a period.
31% of the employees are certain extend that maintaining unity in their teamwork to less extent
improves efficiency and able to finish task within a period.
4% of the employees are marginally agree that maintaining unity in their teamwork marginally
improves efficiency and able to finish task within a period.
Conclusion:
65% of the employees agree that maintaining unity in their teamwork
substantially improves efficiency and able to finish task within a period.
38
[Link] equal sharing of information in a team and unity; helps you to improve Group Corporation?
70%
60%
60%
50%
36% Substaintally
30% To Certain Extent
Marginally
20% 4% To Less Extent
0% 0%
0%
Interpretation
60% of the employees are substantially agree that equal sharing of information in a team and unity;
substantially helps them to improve Group Corporation.
36% of the employees are certain extend that equal sharing of information in ateam and unity; to less
extent helps them to improve Group Corporation.
4% of the employees are marginally agree that equal sharing of information in a team and unity;
marginally helps them to improve Group Corporation
39
Q14. Does your manager do regular one on one talk with you and discuss your strength and
weakness?
44%
45%
40%
35%
25%
Substaintally
30%
To Certain Extent
25% 12% 13%
Marginally
20% 6%
To Less Extent
15%
Interpretation
44% of the employees agree that to certain extent their manager do regular oneon one talk with them
and discuss their strength and weakness
25% of the employees agree that their manager substantially does one on one talk with them and
discuss their strength and weakness
13%of the employees not at all agree that their manager does regular one onone talk with them and
discuss their strength and weakness
12% of the employees agree that to less extent their manager does regular oneon one talk with them
and discuss their strength and weakness
6% of the employees agree that their manager marginally does regular on one talk with them &
discuss their strength & weakness
40
[Link] your manager give you regular feedback on how you need to improvemore ahead in your
career?
43%
45%
37%
40%
35%
Substaintally
30%
To Certain Extent
25% Marginally
9% 8%
20% 3% To Less Extent
15%
Interpretation
43% of the employees agree that their manager substantially give regular feedback on how they need
to improve more ahead in your career
37% of the employees agree that to certain extent their manager give regularfeedback on how they
need to improve more ahead in your career
9% of the employees agree that to less extent their manager give regularfeedback on how they need to
improve more ahead in your career
8% of the employees agree that their manager not at all give regular feedback on how they need to
improve more ahead in your career
3% of the employees agree that their manager marginally give regular feedbackon how they need to
improve more ahead in your career.
41
CHAPTER - 5
FINDINGS OF THE
REPORT
42
FINDINGS OF THE REPORT
Most of the employees know about the performance appraisal system. Some are aware about it to
a certain extent. Only some of the people do not know about the performance appraisal system of
the organisation.
Half of the sample size is satisfied by the ongoing performance appraisal process. About 30% are
marginally satisfied.
About 40% of the sample size think that the performance appraisal system is helpful for better
performance.
More than half the people know about the goal in the beginning of the year.
Future goals helps in doing the work and perform better.
Half of the people are able to understand the relationship between goals and activities of the
organisation to a certain extent.
Company gives the proper feedback at the time of appraisal.
Employees agree that maintaining teamwork and working in unity helps them to improve
efficiency and perform better.
43
CHAPTER - 6
CONCLUSION
AND
RECOMMENDATIONS
44
As per response given by employees we conclude that
Employees are happy with Performance Appraisal of the company.
Employees understand very well about their goal set by the company.
Employees are satisfied with their reporting manager that they
do regulartalk on feedback of their performance evaluation.
Employees are very much comfortable with their manager during
the reviewprocess.
Performance appraisal system program is a linking activity as it
brings togetherthose is related with the company.
Performance appraisal system program differ from one organization to another.
ICICI bank has planned to Performance appraisal system for the
employee's evaluation.
Before arranging Performance appraisal system, proper goals have
been set inthe company which made it successful
Performance appraisal system program really needs an eagle's view for
getting acompetent person for the organization's continuous growth.
45
Some Suggestions to increase the usefulness of the study:
Employees should be motivated & encourage having a positive view
about the performance appraisal held for them.
Training program must be designed & conducted scientifically & with a
good spirit& intention according to the feedback generated out off
performance appraisal.
Performance Appraisal should be done at regular interval that is on a
financial year basis so that a perfect comparison of skill could be done.
It should be done after 2 months for new employees.
In case of transfer of employees from one department to another
department appraisal should be done again and training should be given
specifically so that organization is able to achieve the goals.
Organization should provide performance appraisal to cover the gap
between thedesired & the present level in order to develop the
competencies of people, consequently the competencies of the
organizations.
The techniques and processes of a performance appraisal should be
related directly to the needs and objectives of an organization.
Along with the technical, attitudinal based program, behavioral
program etc. should also be arranged for workers and staff members.
Performance appraisal should be conducted in the actual job
environment to the maximum possible extent.
46
BIBLIOGRAPHY
1. Books & References
1. Kothari C.R: Research methodology
2. Pannerselvan R: Research Methodology
3. Research Methods & Techniques: G. C. Beri, C.R. Kothari
2. Websites
[Link]
[Link]
[Link]
[Link]
47
ANNEXURE
QUESTIONNAIRE
Q1. EMPLOYEE PROFILE
A. Employee‟s name :- ……………………………………………………
B. Age :- ……………………………………………………
D. Education :- ……………………………………………………
Q2. Are you working?
o Part Time
o Full Time
[Link] you know about the performance appraisal system?
A. substantially
B. marginally
C. certain extent
D. less extend
E. not at all
48
[Link] you satisfied by the performance appraisal system of the company?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
[Link] you think that performance appraisal system of the company
is helpful for thebetter performance?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
[Link] you know about future goal of the company in the beginning of every year?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
49
[Link] the clarity of future goal helps you in doing your work better?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
[Link] a regular review of your goals is helpful for the better results?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
Q9. Are you able to understand the relationship between goal and activities?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
50
Q10. Does your department do the regular performance appraisal of his all employees?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
Q11. Does your company give the proper feed back after the performance appraisal?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
[Link] the same quality rates used in the appraisal form managed for the future
reference and clarification?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
51
[Link] you understand each customer is different and you handle each of them in
different ways?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
[Link] maintaining unity in your teamwork improves efficiency and able to finish task
within a period?
A. Substantially
B. marginally
C. certain extent
D. less extend
E. not at all
Q15..Does equal sharing of information in a team and unity; helps you to improve
GroupCorporation?
A. Substantially
B. Marginally
C. certain extent
D. less extend
E. not at all
52