Final Project Performance Appraisal

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA
INTRODUCTION
The process of Human Resource Development (HRD) helps the employees
to acquire and develop technical, managerial and behavioral knowledge, skills &
abilities and the values , beliefs &attitudes necessary to perform present and future
roles. The process of Performance Appraisal helps the employees and management to
know the level of employees Performance compared to the standard or predetermined
level. Performance Appraisal is important to understand and improve the employees
performance through HRD. In fact, Performance Appraisal is the basis of HRD. It
was viewed that Performance Appraisal was useful decide employees promotion or
transfer, salary determination. But the recent developments in HRD indicate that
Performance Appraisal is the basis for employee development. Performance
Appraisal indicates the level of desired performance level and actual performance
and the gap between these two. This gap should be bridged through training,
counseling and motivation etc. In every organization, the process of HRD helps the
employees to acquire and development technical, managerial and behavioral
knowledge, skill, and abilities, belief and attitudes necessary exists to achieve goals;
the degree of success obtained by the individual employee in achieving individuals
goals directly determines the organizational effectiveness. The assessment of the
degree of success of an individual employee is an important part of HRM
that leads to the Performance Appraisal.
In American business, the Performance Appraisal is done to determine wage increase,
promotion, transfer, regarding the emphasis for the feedback to the employees and
assessing the need for their training is very less or we can say its little.
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T.Y.B.COM (BANKING & INSURANCE)
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In contrast, Indian companies use Performance Appraisal for training and
development, providing feedback to the employees and personal research. They also
use it in determining wages and transfers as they do it in the American companies.
The purpose of Performance Appraisal to make a distinction between performer and
non performer on the job. The aim of the project is to focus on the Performance
Appraisal system undergone in State Bank of India. This project aim to study the
need for Performance Appraisal; how it helps the employees of the Organization to
improve their abilities so as to meet both the personal and organizational present and
future requirements. Whether the organization is reaching its standards by
Performance Appraisal resulting in increase in quality and productivity of the
employees observed.
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SBI PROFILE
The State Bank of India, the countrys oldest Bank and a premier in terms of Balance
sheet size, number of branches, market capitalization and profits is today going
through a momentous phase of Change and Transformation the two hundred year old
Public sector behemoth is today stirring out of its Public Sector legacy and moving
with an ability to give the Private and Foreign Banks a run for their money. The bank
is entering into many new businesses with strategic tie ups
Pension Funds, General Insurance, Custodial Services, Private Equity, Mobile
Banking, Point of Sale Merchant Acquisition, Advisory Services, structured products
etc. each one of these initiatives having a huge potential for growth. The Bank is
forging ahead with cutting edge technology and innovative new banking models, to
expand its Rural Banking base, looking at the vast untapped potential in the
hinterland and proposes to cover 100,000 villages in the next two years. It is also
focusing at the top end of the market, on whole sale banking capabilities to provide
Indias growing mid large Corporate with a complete array Of products and services.
It is consolidating its global treasury operations and entering into structured products
and derivative instruments. Today, the Bank is the largest provider of infrastructure
debt and the largest arranger of external commercial borrowings in the country. It is
the only Indian bank to feature in the Fortune 500 list.
The Bank is changing outdated front and back end processes to modern customer
friendly processes to help improve the total customer experience. With about 8500 of
its own 10000 branches and another 5100 branches of its Associate Banks already
networked, today it offers the largest banking network to the Indian customer.
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The Bank is also in the process of providing complete payment solution to its
clientele with its over 21000 ATMs, and other electronic channels such as Internet
banking, debit cards, mobile banking, etc. With four national level Apex Training
Colleges and 54 learning Centre spread all over the country the Bank is continuously
engaged in skill enhancement of its employees. Some of the training programs are
attended by bankers from banks in other countries.
The bank is also looking at opportunities to grow in size in India as well as
internationally. It presently has 82 foreign offices in 32 countries across the globe. It
has also 7 Subsidiaries in India.SBI Capital Markets, SBICAP Securities, SBIDFHI,
SBI Factors, SBI Life and SBI Cards - forming a formidable group in the Indian
banking scenario. It is in the process of raising capital for its growth and also
consolidating its various holdings. Throughout all this change, the Bank is also
attempting to change old mindsets, attitudes and take all employees together on this
exciting road to Transformation. In a recently concluded mass internal
communication programmed Termed Parivartan the Bank rolled out over 3300 two
day workshops across the Country and covered over 130,000 employees in a period
of 100 days using about400 Trainers, to drive home the message of Change and
inclusiveness. The workshops fired the imagination of the employees with some other
banks in India as well as other Public Sector Organizations seeking to emulate the
programmed.
The
CNN
IBN,
Network
18
recognized
this
momentous
transformation journey, the State Bank of India is undertaking, and has awarded the
prestigious Indian of the Year Business, to its Chairman, Mr. O. P. Bhatt in January
2008.The elephant has indeed started to dance.
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The origin of the State Bank of India Goes back to the first decade of the nineteenth
century with the establishment of the Bank of Calcutta in Calcutta on 2June 1806.
Three years later the bank received its charter and was re-designed as the Bank of
Bengal (2 January 1809). A unique institution, it was the first joint-stock bank of
British India sponsored by the Government of Bengal. The Bank of Bombay (15
April 1840) and the Bank of Madras (1 July 1843) followed the Bank of Bengal.
These three banks remained at the apex of modern banking in India till their
amalgamation as the Imperial Bank of India on 27 January 1921.Primarily AngloIndian creations, the three presidency banks came into existence either as a result of
the compulsions of imperial finance or by the felt needs of local European commerce
and were not imposed from outside in an arbitrary manner to modernize India's
economy. Their evolution was, however, shaped by ideas culled from similar
developments in Europe and England, and was influenced by changes occurring in
the structure of both the local trading environment and those in the relations of the
Indian economy to the economy of Europe and the global economic framework.
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HISTORY OF SBI
The roots of the State Bank of India lie in the first decade of 19th century, when the
Bank of Calcutta, later renamed the Bank of Bengal, was established on 2 June 1806.
The Bank of Bengal was one of three Presidency banks, the other two being the Bank
of Bombay (incorporated on 15 April 1840) and the Bank of Madras (incorporated on
1 July 1843). All three Presidency banks were incorporated as joint stock companies
and were the result of the royal charters. These three banks received the exclusive
right to issue paper currency till 1861 when with the Paper Currency Act; the right
was taken over by the Government of India. The Presidency banks amalgamated on
27 January 1921, and the re-organized banking entity took as its name Imperial Bank
of India. The Imperial Bank of India remained a joint stock company but without
Government participation.
Pursuant to the provisions of the State Bank of India Act of 1955, the Reserve Bank
of India, which is India's central bank, acquired a controlling interest in the Imperial
Bank of India. On 1 July 1955, the Imperial Bank of India became the State Bank of
India. The government of India recently acquired the Reserve Bank of India's stake in
SBI so as to remove any conflict of interest because the RBI is the country's banking
regulatory authority.
In 1959, the government passed the State Bank of India (Subsidiary Banks) Act,
which made eight state banks associates of SBI. A process of consolidation began on
13 September 2008, when the State Bank of Saurashtra merged with SBI.
SBI has acquired local banks in rescues. The first was the Bank of Behar (est. 1911),
which SBI acquired in 1969, together with its 28 branches. The next year SBI
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acquired National Bank of Lahore (est. 1942), which had 24 branches. Five years
later, in 1975, SBI acquired Krishna ram Baldeo Bank, which had been established in
1916 in Gwalior State, under the patronage of Maharaja Madho Rao Scindia. The
bank had been the Dukan Pichadi, a small moneylender, owned by the Maharaja. The
new banks first manager was Jall N. Broacha, a Parsi. In 1985, SBI acquired the
Bank of Cochin in Kerala, which had 120 branches. SBI was the acquirer as its
affiliate, the State Bank of Travancore, already had an extensive network in Kerala.
The State Bank of India and all its associate banks are identified by the same blue
keyhole logo. The State Bank of India word mark usually has one standard typeface,
but also utilizes other typefaces.
On October 7, 2013, Arundhati Bhattacharya became the first woman to be appointed
Chairperson of the bank.
IMPORTANCE OF PERFORMANCE APPRAISAL

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1. Performance Feedback:
Most employees are very interested in knowing how well they are doing at present
and how they can do better in a future. They want this information to improve their
performance in order to get promotions and merit pay. Proper performance feedback
can improve the employee's future performance. It also gives him satisfaction and
motivation.
2. Employee Training and Development Decisions:

Performance Appraisal information is used to find out whether an employee requires
additional training and development. Deficiencies in performance may be due to
inadequate knowledge or skills. For e.g. A professor may improve his efficiency by
attending workshops or seminars about his subject. Performance appraisal helps a
manager to find out whether he needs additional training for improving his current
job performance. Similarly, if the performance appraisal results show that he can
perform well in a higher position, then he is given training for the higher level
position.
3. Validation of Selection Process:

Performance appraisal is a means of validating both internal (promotions and
transfers) and external (hiring new employees from outside) sources. Organizations
spend a lot of time and money for recruiting and selecting employees.
Various tools used in the selection process are application blanks, interviews,
psychological tests, etc. These tools are used to predict (guess) the candidate's
performance on the job. A proper performance appraisal finds out the validity of the
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various selection tools and so the company can follow suitable steps for selecting
employees in future.
4. Promotions:
Performance appraisal is a way of finding out which employee should be given a
promotion. Past appraisals, together with other background data, will enable
management to select proper persons for promotion.
5. Transfers:
Performance appraisal is also useful for taking transfer decisions. Transfers often
involve changes in job responsibilities, and it is important to find out the employees
who can take these responsibilities. Such identification of employees who can be
transferred is possible through the performance appraisal.
6. Layoff Decisions:
Performance appraisal is a good way of taking layoff decisions. Employees may be
asked to lay off, if the need arises. The weakest performers are the first to be laid off.
If there is no performance appraisal, then there are chances that the best men in the
department may be laid off.
7. Compensation Decisions:
Performance appraisal can be used to compensate the employees by increasing their
pay and other incentives. This is truer in the case of managerial jobs and also in the
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case of employees in non-unionized organizations. The better performances are
rewarded with merit pay.
8. Human Resource Planning (HRP):

The appraisal process helps (HRP). Accurate and current appraisal data regarding
certain employees helps the management in talking decisions for future employment.
Without the knowledge of who is capable of being promoted, demoted, transferred,
laid off or terminated, management cannot make employment plans for the future.
9. Career Development:
Performance appraisal also enables managers to coach and counsel employees in
their career development.
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USES OF PERFORMANCE APPRAISAL

Performance appraisal is crucial tool in the hands of the management to
bring about greater agility and responsiveness in human resources of an organization.
Performance appraisal is the foundation of much human resource decision. Therefore,
it has multifarious uses as depicted below:
The above figure is explained in detail below:
1. PERFORMANCE IMPROVEMENT:
Performance feedback allows the employee, manager and personnel specialists to
intervene
with
appropriate
actions
to
improve
performance.
2. COMPENSATION ADJUSTMENTS:
Performance evaluations help decision-makers determine who should receive pay
raises. Many firms grant part or all pay increases and bonuses based upon merit,
which is determined mostly through performance appraisals.
3. PLACEMENT DECISIONS:
Promotions, transfers and demotions are usually based on past or anticipated
performance.
Often
promotions
are
reward
for
past
performance.
4. TRAINING AND DEVELOPMENT NEEDS:

Poor performance may indicate the need for retraining. Likewise, good performance
may indicate untapped potential that should be developed.
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5. CAREER PLANNING AND DEVELOPMENT:

Performance feedback guides career decisions about specific career paths one should
investigate.
6. STAFFING PROCESS DEFICIENCIES:
Good or bad performance implies strengths or weakness in the personnel
departments staffing procedures.
7. INFORMATIONAL INACCURACIES:
Poor performance may indicate errors in job analysis information, human resource
plans, or other parts of the personnel management information system. Reliance on
inaccurate information may have led to inappropriate hiring, training, or counseling
decisions.
8. JOB DESIGN ERRORS:

Poor performance may be a symptom of ill-conceived job designs. Appraisals help
diagnose these errors.
9. EQUAL EMPLOYMENT OPPURTUNITY:

Accurate performance appraisals that actually measure job related performance
ensure that internal placement decisions are not discriminatory
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10. EXTERNAL CHALLENGES:

Sometimes performance is influenced by factors outside the work environment such
as family, financial, health or other personal matters. If uncovered through appraisals,
the
human
resource
department
may
be
able
to
provide
assistance.
METHODS OF PERFORMANCE APPRAISAL
1. Critical Incident Method:

The critical incidents for performance appraisal are a method in which the
manager writes down positive and negative performance behavior of employees
throughout the performance period
2. Weighted Checklist:
This method describes a performance appraisal method where the rater is familiar
with the jobs being evaluated. He prepares a large list of descriptive statements
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about effective and ineffective behavior on jobs
3. Paired Comparison Analysis:
Paired comparison analysis is a good way of weighing up the relative importance
of options. A range of plausible options are listed. Each option is compared
against each of the other options. The results are tallied and the option with the
highest score is the preferred option.
4. Graphic Rating Scales:

The Rating Scale is a form on which the manager simply checks off the
employees level of performance. This is the oldest and most widely method used
for performance appraisal.
5. Essay Evaluation:
This method asked managers / supervisors to describe strengths and weaknesses
of an employees behavior. Essay evaluation is a non-quantitative technique. This
method usually use with the graphic rating scale method.
6. Behaviorally Anchored Rating Scales:

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This method used to describe a performance rating that focused on specific
behaviors or sets as indicators of effective or ineffective performance. It is a
combination of the rating scale and critical incident techniques of employee
performance evaluation.
7. Performance Ranking Method:

Ranking is a performance appraisal method that is used to evaluate employee
performance from best to worst. Manager will compare an employee to another
employee, rather than comparing each one to a standard measurement.
8. Management by Objectives (MBO):
MBO is a process in which managers / employees set objectives for the employee,
periodically evaluate the performance, and reward according to the result.
MBO focuses attention on what must be accomplished (goals) rather than how it
is to be accomplished (methods).
9. 360 degree Performance Appraisal:
360 Degree Feedback is a system or process in which employees receive
confidential, anonymous feedback from the people who work around them.
10. Forced Ranking (Forced Distribution):
Forced ranking is a method of performance appraisal to rank employee but in
order of forced distribution.
For example, the distribution requested with 10 or 20 percent in the top category,
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70 or 80 percent in the middle, and 10 percent in the bottom.
11. Behavioral Observation Scales:
Behavioral Observation Scales is frequency rating of critical incidents that worker
has performed.
Advantages of Performance Appraisal

1. It helps the supervisors to chalk out the promotion programs for efficient
employees. In this regards, inefficient workers can be dismissed or demoted in
case.
2. It helps in chalking out compensation packages for employees. Merit rating is
possible through performance appraisal. PA tries to give worth to a
performance. Compensation packages which include bonus, high salary rates,
extra benefits, allowances and pre-requisites are dependent on performance
appraisal. The criteria should be merit rather than seniority.
3. The systematic procedure of PA helps the supervisors to frame training policies
and programs. It helps to analyze strengths and weaknesses of employees so
that new jobs can be designed for efficient employees. It also helps in framing
future development programs.
4. It helps the supervisors to understand the validity and importance of the
selection procedure. The supervisors come to know the validity and thereby the
strengths and weaknesses of selection procedure. Future changes in selection
methods can be made in this regard.
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5. For an organization, effective communication between employees and
employers is very important.
6. It serves as a motivation tool. Through evaluating performance of employees, a
person's efficiency can be determined if the targets are achieved. This very well
motivates a person for better job and helps him to improve his performance in
the future.
Disadvantages of Performance Appraisal

1. If Performance appraisals are very time consuming and can be
overwhelming to managers with many employees.
2. They are based on human assessment and are subject to rater errors and
biases.
3. Can be a waste of time if not done appropriately.
4. They can create a very stressful environment for everyone involved.
5. Not done right, they can create a negative experience.
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OBJECTIVE OF THE STUDY
To examine why performance appraisal is required.

To know the performance of SBI bank employee.
To assess the training and development of employee.
To effect promotion based on competence need of employee.
SCOPE OF THE STUDY
The project entitled A Study on the performance appraisal of SBI based

questionnaire method will enable from the investors point of view to refer
the performance of the Employee, their relative growth and thereby decide on to buy
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or sell the particular slab. This study will also help to identify the employee that is
lagging behind in its performance.
LIMITATION OF THE STUDY
The study is limited to State bank of India of virar &vasai branch.

Study is limited to selected group from the main stream of the
organization.
Sample size is limited to 50 respondents, Problems with confidential
information.
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RESEARCH METHODOLOGY
Methodology is said to be the procedure or way in which the project work has been
done. In the project work, the methodology adopted i s data collection and sample
plan.
Source of data:
The data for the study has been collected from various primary and secondary
sources.
Primary data:
Primary data is collected of facts on the subject of the study by the researcher. It can
be collected through questionnaires.
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Questionnaire:
It is formalized set of question, with are logically and systematically arranged to
collect the information useful for the proposed study. The questionnaire in this study
is structured containing a limited number of questions which are easy and to
understand. The layout of their questionnaire is farmed in such a way that confusing
and rerecording error are minimized.
Secondary data:
Secondary data reface to the use of information already collected and published or
unpublished. The sources are books, journals, reports etc.
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DATA ANALYSIS & INTERPRETATION

1. Are you aware about the organization performance appraisal system?
a)
YES
B) NO
OPINION
YES
NO
TOTAL
NO.OF RESPOND
50
0
50
PERCENTAGE
100
0
100
NO. OF RESPOND
YES
NO
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From the above it is evident that 100% of the employees feel that performance
appraisal is quit essential for any organization.
2. Do you think that performance appraisal is essential?

a)
YES
B) NO
OPINION
YES
NO
TOTAL
NO.OF RESPOND
48
2
50
PERCENTAGE
96
4
100
NO.OF RESPOND
YES
NO
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SEM: 5

From the above data it is evident that 96% of the respondents feel that performance
appraisal is very essential in the organization, where as 4 5 employees feel it is not
essential in organization.
3. Which performance appraisal method does SBI use?

A) Ranking B) grading scale C) critical incident D) Essay evaluation
OPINION
A
B
C
D
TOTAL
NO.OF RESPOND
50
0
0
0
50
PERCENTAGE
100
0
0
0
100
Performance appraisal Method

Ranking
Grading scale
Critical incident
Eassy Evaluation
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4. Does appraisal system of your organization facilities career growth

&learning?
a)
YES
B) NO
OPINION
YES
NO
TOTAL
NO.OF RESPOND
42
8
50
PERCENTAGE
84
16
100
NO.OF RESPOND
YES
NO
From the above data it shows that 84% of employees feel that organization facilitate
growth & learning due to performance appraisal, where as 16% of employees feel
that organization does not provides growth & learning of employees.
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5. Performance appraisal system really assesses the quality of an employee. Do
you agree?
a)
YES
B) NO
OPINION
YES
NO
TOTAL
NO.OF RESPOND
46
4
50
PERCENTAGE
92
8
100
NO.OF RESPOND
1st Qtr
2nd Qtr
From the above data it is evident that 92% of the employees feel that
the performance appraisal system really assesses the quality of an employee, where
as 85 feel that it does not assesses the quality of an employee.
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6. Periodicity of performance appraisal should be on.
a) Quarterly basis
b) Half-yearly basis
c) Annual basis
OPINION
A
B
C
TOTAL
NO.OF RESPOND
8
12
30
50
PERCENTAGE
8
12
60
100
NO.OF RESPOND
A
B
C
From the above data it is evident that 60%of the employees feel that performance ap
praisal should be done on annual basis & 24% of the employees feel should be in
done on half yearly basis 8 % of the employees feel should be done in quarterly basis.
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7. The present performance appraisal of your organization
distinguishes the performers & non performers.
a) Strongly agree
b) Agree
c) Disagree
d) Strongly disagree
OPINION
A
B
C
D
TOTAL
NO.OF RESPOND
5
37
8
0
50
PERCENTAGE
10
74
16
0
100
NO.OF RESPOND
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
From the above data it is evident that 74% of the employees agree
that performance appraisal system of the organization distinguishes performs & n o n
performers, where as 105 strongly agree and 16% disagree doesnt distinguishes
performers & non-performers.
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8. Are you aware of the basis or attributes on which your performance

is appraised?
A)
YES
B) NO
OPINION
YES
NO
TOTAL
NO.OF RESPOND
48
2
50
PERCENTAGE
96
4
100
NO.OF RESPOND
YES
NO
From them above data it shows that 82% of the employees are aware on which their
performance is appraised but 16% of the respondents feel that they are not
aware of the basis on which their performance is appraised.
9. Performance appraisal is useful to the contributor to encourage people

to perform better on their jobs?
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A) YES
B) NO
OPINION
YES
NO
TOTAL
NO.OF RESPOND
46
4
50
PERCENTAGE
92
8
100
NO.OF RESPOND
YES
NO
From the above data it shows that 92%of the employees feel that performance appraisal
is contributor to encourage better job, but 8% of the employees feel that it is not
a contributor for job.
10. Training & development programs improve the quality of the employees.
a) Strongly agree
b) Agree
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c) Disagree
d) Strongly disagree
OPINION
A
B
C
D
TOTAL
NO.OF RESPOND
25
0
25
0
50
PERCENTAGE
50
0
50
0
100
NO.OF RESPOND
A
B
C
D
From the above data its evident that 50% of the employees are
stronglyagree and 50% agree that training & development the quality of the
employees in the organization.
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11. What kind of counseling should occur in an organization?

A) FORMAL
B) INFORMAL
OPINION
YES
NO
TOTAL
NO.OF RESPOND
29
21
50
PERCENTAGE
58
42
100
NO. OF RESPOND
FORMAL
INFORMAL
From the above data its evident that 58% feel of the employees feel that
counseling in an organization should be of formal kind and 42% of employees feel
counseling should of informal kind.
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12. How often did you speak, or discuss about your performance with
your superiors?
a) Frequently
b) Sometimes
c) Rarely
d) Never
OPINION
A
B
C
D
TOTAL
NO.OF RESPOND
16
19
9
6
50
PERCENTAGE
32
38
18
12
100
NO. OF RESPOND
FREQUENTLY
SOMETIMES
RARELY
NEVER
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From the above data its evident that 38% of the employees said that they
sometimes and 32% frequently speak with their superiors about performance.
13. How do you want tour performance to be communicated to you?
a) Written Form
b) Oral Form
c) Open Communication
d) No Need
OPINION
A
B
C
D
TOTAL
NO.OF RESPOND
30
10
4
6
50
PERCENTAGE
60
20
8
12
100
NO. OF RESPOND
WRITTEN FORM
ORAL FORM
OPEN COMMUNICATION
NO NEED
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From the above data it is evident that most of the employees feel that
their performance should be communicated to them in a written form.
14. Has your performance increased as a result of performance

appraisal system?
a) To a large extent
b) Moderate extent
c) Less extent
d) Not at all
OPINION
A
B
C
D
TOTAL
NO.OF RESPOND
16
32
1
1
50
35
SEM: 5
PERCENTAGE
32
64
2
2
100
NO. OF RESPOND
TO A LARGE EXTENT
MODERATE EXTENT
LESS EXTENT
NOT AT ALL
From the above data its evident that 64% of the employees are feel that to
moderate extent and 32% to large extent think that performance increased as a result
of performance appraisal system.
FINDING
1. It has been found that most of the employees think that the performance
appraisal is essential and they think it is used as a tool to improve
performance, to determine organization needs, and to basis for pay
increase, promotions, and transfer.
2. The appraisal system facilitates growth & learning of employees and it
is used to distinguish performers.
3. The
existing
appraisal
system
helps
the
management
to
identify potentiality of employees as well as useful for maintainingeffi

ciency of the individual & organization.
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4. Some employees that they do not know which basis their performance
is appraised and most of the employees feel that it help them discover
their potential and enables to know their shortcoming.
5. Organization provides training & development programs to overcome the short
comings identified in performance appraisal.
6. The employees that their promotions match their contributions and n e w
performance appraisal technique should be adopted in the organization and the
short comings are informed to them.
7. The performance appraisal supports to experiment with new ideas as basis for
promotion.
RECOMMONDATION
1. The short coming of employees should be informed to them after performance
appraisal.
2. Performance appraisal should be appraised by granting awards/ merit
certificate.
3. New performance appraisal techniques such as 360 degree performance
appraisal system should be used.
4. The performance appraisal should not be assessed by biased mind and personal
grudge.
5. Feedback should not be given to the employees more frequently.
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CONCLUSION
Performance appraisals are one of the most effective supervisory tools to
communicate expectations, provide feedback, plan work, acknowledge
contributions, and help employees gain the skills to be successful. As SIBL is
committed to do away with disparity and establish justice in the economy, trade,
commerce and industry, build socio economic infrastructure and create
employment opportunities. So SIBL should do justice with the employees while
appraising them perfectly on the basis of their performance. The appraisal system
has to be reliable and consistent, and should include both objective and subjective
ratings. The appraisal format should be practical and simple. The process should be
participatory and open. It should be linked with rewards. Feedback is an important
part of appraisal, and has to be timely, impersonal and noticeable. It should be
noted that an appraisal system can be effective only if it is accepted by employees
and if management is fully committed.
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BIBLIOGRAPHY
WEBLINK
http://www.scribd.com/doc/99520995/Performance-Appraisal-of-Sbi
http://www.investopedia.com/articles/08/performance-measure.asp#axzz2NiaesRaZ
http://www.indianmba.com/Faculty_Column/FC1431/FC1431a/fc1431a.html
http://www.SBI.com/
http://www.investopedia.com/university/performance apprisal/
http://www.youtube.com/watch?v=S4Z0KJJ2UfE
http://www.managementparadise.com/forums/human-resources-management-hr/206357-uses-performance-appraisal.html.
http://www.jethr.com/magazine/human-resource-management/performance-appraisaladvantages-and-disadvantages/article.html.
39
SEM: 5

REFERENCE BOOKS
ORGANISATION BEHAVIOUR-BY STEPHAN ROBBIN.
PERFORMANCE APPRAISAL PHRASE BOOK-BY COREY SANDLER
40
SEM: 5

Final Project Performance Appraisal

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PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

IMPORTANCE OF PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

2. Employee Training and Development Decisions:

3. Validation of Selection Process:

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

8. Human Resource Planning (HRP):

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

USES OF PERFORMANCE APPRAISAL

4. TRAINING AND DEVELOPMENT NEEDS:

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

5. CAREER PLANNING AND DEVELOPMENT:

8. JOB DESIGN ERRORS:

9. EQUAL EMPLOYMENT OPPURTUNITY:

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

10. EXTERNAL CHALLENGES:

METHODS OF PERFORMANCE APPRAISAL

1. Critical Incident Method:

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

4. Graphic Rating Scales:

6. Behaviorally Anchored Rating Scales:

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

7. Performance Ranking Method:

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

Advantages of Performance Appraisal

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

Disadvantages of Performance Appraisal

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

OBJECTIVE OF THE STUDY

To examine why performance appraisal is required.

SCOPE OF THE STUDY

The project entitled A Study on the performance appraisal of SBI based

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

LIMITATION OF THE STUDY

The study is limited to State bank of India of virar &vasai branch.

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

DATA ANALYSIS & INTERPRETATION

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

2. Do you think that performance appraisal is essential?

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

3. Which performance appraisal method does SBI use?

Performance appraisal Method

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

4. Does appraisal system of your organization facilities career growth

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

8. Are you aware of the basis or attributes on which your performance

9. Performance appraisal is useful to the contributor to encourage people

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

PERFORMANCE APPRAISAL OF STATE BANK OF INDIA

11. What kind of counseling should occur in an organization?