A RESEARCH PROJECT

TO STUDY THE PERFORMANCE APPRAISAL OF EMPLOYEES AT Kcc BANK

SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Of

Chandigarh Business School of Administration,

Landran, Mohali

Session- 2017-19

By

Naresh Kumar

University Roll number 1723609

MBA IV SEMESTER

UNDER THE SUPERVISION OF

Ms.Sonam Sharma

Assistant Professor
 DECLARATION

I herebydeclare that the project report entitled “ To study the performance appraisal of
employees of HDFC Bank” submitted for the Degree of Master Of Business Administration,
is my original work and the project report has not formed the basis for the award of any
degree, diploma, associate ship, fellowship or similar other titles. It has not been submitted to
any other University or Institution for the award of any degree or diploma.

Naresh Kumar

Chandigarh Business School of Administration

Date:

Place:
 CERTIFIED BY GUIDE

I have the pleasure in certifying that MrNaresh Kumar is a student of Chandigarh Business
School Administration, Landran. His University Roll No.1723609.

He has completed his project work Title as” To study the performance appraisal of employees
at HDFC bank” under my guidance.

I certify that this is his original effort and has not been copied from any other source. This
project has also not been submitted in any other University for the purpose of award of any
degree.

This project fulfils the requirement of the curriculum prescribed by Chandigarh Business
School Administration, Landran for the said course.

I recommend this project work for evaluation & consideration for the award of Degree to the
student.

Supervisor’s Signature:

Supervisor’s Name:

Supervisor’s designation:
 ACKNOWLEDGEMENT

I express my sincere thanks to my project guide &supervisor, Ms. Sonam Sharma, Assistant
Professor, CBSA for guiding me right from the inception till the successful completion of the
project. I also record my indebtedness to my supervisor, for her counsel and guidance during
the preparation of this project report. I am grateful to Director,Head OfDepartment And all
other faculty of CBSA.

I wish to record my sincere thanks to my family members and friends for their help and
cooperation throughout our project. My thanks are due to those who have helped in collecting
data or analysis or typesetting etc.

( )

Naresh Kumar
 Table No. Title Of The Table

CHAPTER 1 INTRODUCTION

1.1 COMPANY PROFILE OF HDFC BANK

1.2 INTRODUCTION OF TOPIC

1.2.1 USES OF PERFORMANCE APPRAISAL

1.2.2 OBJECTIVES OF PERFORMANCE APPRAISAL

1.2.3 METHODS OF APPRAISAL

1.2.4 PROCESS

CHAPTER 2 OBJECTIVES

CHAPTER 3 REVIEW OF LITERATURE

CHAPTER 4 RESEARCH METHODOLOGY

4.1 RESEARCH DESIGN

4.2 RESEARCH TITLE

4.3 SAMPLING

4.4 RESEARCH INSTRUMENT

4.5 DATA COLLECTION METHOD

4.6 DATA ANALYSIS AND TECHNIQUE

CHAPTER 5 DATA ANALYSIS AND INTERPRETATION

CHAPTER 6 FINDING SUGGESTION AND CONCLUSION

6.1 FINDINGS

6.2 SUGGESTIONS

6.3 CONCLUSIONS

CHAPTER 7 QUESTIONNAIRE

REFERENCES
 CHAPTER 1

INTRODUCTION

COMPANY PROFILE HDFC BANK

Housing Development Finance Corporation Ltd. (HDFC), India’s premier housing finance
institution has assisted over a million families own a home, since an inception in 1977 across
cities and town through its network. It has international offices in Dubai, London and
Singapore service associates in Saudi Arabia, Qatar, Kuwait and Oman to assist NRI’s and
PIO’s to own a home back in India. Customer Service and Satisfaction has been the mainstay of
the organization. HDFC has set benchmarks for the Indian housing finance industry.
Recognition for the services to the sector has come from several national and international
entities including the World Bank that has lauded HDFC as a model housing finance company
for the developing countries. HDFC has undertaken a lot of consultancies abroad assisting
different countries including Egypt, Maldives and Bangladesh in the setting up of housing
finance companies.

HDFC Bank was incorporated in August 1994, and as of June 30,2017 the Bank has a
distribution network of 4,727 Branches and 12,220 ATM’s in 2,666 Indian towns and cities.
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an ‘in principle’ approval from the Reserve Bank of India (RBI) to set up a bank in the
private sector, as part of the RBI’s liberalization of the Indian Banking Industry in 1994. The
bank was incorporated in August in 1994 in the name of ‘HDFC’s Bank Limited’ with its
registered office in Mumbai, India. HDFC Bank commenced operation as a Scheduled
Commercial Bank in January 1995. HDFC Bank’s ATM network can be accessed by all
domestic and international Visa / MasterCard, Visa Electron / Maestro, Plus / Cirrus and
American Express Credit / Charge cardholders.

MISSION

HDFC Bank’s mission is to be a World Class Indian Bank. The objective is to build sound
customer franchises across distinct businesses so as to be the preferred provider of banking
services for target retail and wholesale customer segments, and to achieve healthy growth in
profitability, consistent with the bank’s risk appetite. The bank is committed to maintain the
highest level of ethical standards, professional integrity, corporate governance and regulatory
compliance. HDFC Bank’s business philosophy is based on five core values: Operational,
Excellence, Customer Focus, Product Leadership, People and Sustainability.

CEO: AdityaPuri (Sep 1994–)

Headquarters: Mumbai

Founded: August 1994, India

Revenue: 743.7 billion INR (US$11 billion, 2016)

Number of employees: 84,325 (March 2017)

Services:

 Saving accounts.
 Current accounts.
 Fix deposits.
 DEMAT account.
 Safe deposits lockers.
 Loans
 Investment
 Insurance
 Foreign exchange
 Premier banking
AWARDS AND ACHIEVEMENTS
ORGANIZATION STRUCTURE
 1.2
INTRODUCTION OF TOPIC

CONCEPTUAL FRAMEWORK

Performance Appraisal is a method of evaluating the behavior of employees in the work spot,
normally including both the quantitative and qualitative aspects of hob performance. Performance
here refers to the degree of accomplishment of the tasks that make up an individual’s job. It
indicates how well an individual is fulfilling the job demands. Often the term is confused with
effort, but performance is always measured in terms of results and not efforts. Performance
Appraisal is the systematic description of an employee’s job relevant strengths and weaknesses.
The basic purpose of performance appraisal is to find out how well the employee is performing the
job and establish a plan of improvement. Appraisals are arranged periodically according to a
definite plan. Performance Appraisal is not job evaluation. Performance Appraisal refers to how
well someone is doing the assigned job. Job evaluation determines how much a job is worth to the
organization and therefore, what range of pay should be assigned to the job.

Appraising the performance of individuals, groups and organizations is a common practice of all
societies. While in some instances these appraisal process are structured and formally sanctioned,
in other instances they are informal and integral part of daily activities. Thus teachers evaluate the
performance of students, bankers evaluate the performance of creditors, etc. and all of us
consciously or unconsciously evaluate our own actions from time to time.

Performance Appraisal refers to all the formal procedures used to evaluate an individual, his
contributions and potential. In other words, it is to plan and measure the performance of an
individual in terms of the requirement of the job or it is a process of finding out how effective the
organization has been at hiring and placing an employee.
 1.2.1USES OF PERFORMANCE APPRAISAL

 Performance appraisal is helpful in assessing a firms human resources, data

must be available that describe the mobility and potential of all employees.
 Performance evaluation ratings may be helpful in predicting the performance
of job applicants.
 Performance appraisal can be used to determine whether HR programmes
such as selection, training, and transfers have been effective or not.
 Performance Appraisal will point out employee specific needs for training
and development.
 Performance appraisal results provide a basis for rational decisions regarding
compensation programmes.
 A well designed appraisal system provides a profile of the organization’s
human resource strengths and weaknesses to support this effort.

1.2.2 OBJECTIVE OF PERFRMANCE APPRAISAL

 Tohelp the superiors to have a proper understanding about their subordinates.

 To create and maintain a satisfactory level of performance.
 To provide information for making decisions regarding lay off, retrenchment
etc.
 To ensure organizational effectiveness through correcting employee for
standard and improved performance, and suggesting the change in employee behavior.
1.2.3 METHODS OF PERFORMANCE APPRAISAL

TRADITIONAL METHODS MODERN METHODS

1. Graphic Rating Scales Behaviorally Anchored Rating Scale

2. Ranking Method Assessment Centre

3. Paired Comparison Method Management By Objectives

4. Group Appraisal Psychological Appraisal

5. Critical Incident Method Human Resource Accounting

6. Forced Distribution Method 360 Degree Feedback

 1.2.4 PROCESS OF PERFORMANCE APPRAISAL

The six steps involved in process of performance appraisal are as follows:

1. Establish Performance Standards:

The appraisal process begins with the establishment of performance standards. The managers
must determine what outputs, accomplishments and skills will be evaluated. These standards
should have evolved out of job analysis and job descriptions.

These performance standards should also be clear and objective to be understood and measured.
Standards should not be expressed in an articulated or vague manner such as “a good job” or “a
full day’s work” as these vague phrases tells nothing.

2. Communicate Performance Expectations to Employees:

Once the performance standards are established, this need to be communicated to the respective
employees so that they come to know what is expected of them. Past experience indicates that not
communicating standards to the employees compounds the appraisal problem.

Here, it must be noted that mere transference of information (relating to performance standards,
for example) from the manager to the employees is not communication It becomes
communication only when the transference of information has taken place and has been received
and understood by the employees’.

The feedback from the employees on the standards communicated to them must be obtained. If
required, the standards may be modified or revised in the light of feedback obtained from the
employees. It is important to note that communication is a two-way street.

3. Measure Actual Performance:

This is the third step involved in the appraisal process. In this stage, the actual performance of the
employee is measured on the basis of information available from various sources such as personal
observation, statistical reports, oral reports, and written reports.

Needless to mention, the evaluator’s feelings should not influence the performance measurement
of the employee. Measurement must be objective based on facts and findings. This is because
what we measure is more critical and important to the evaluation process than how we measure.

4.Compare Actual Performance with Standards:

In this stage, the actual performance is compared with the predetermined standards. Such a
comparison may reveal the deviation between standard performance and actual performance and
will enable the evaluator to proceed to the fifth step in the process, i.e., the discussion of the
appraisal with the concerned employees.

5.Discuss the Appraisal with the Employee:

The fifth step in the appraisal process is to communicate to and discuss with the employees the
results of the appraisal. This is, in fact, one of the most challenging tasks the manager’s face to
present an accurate appraisal to the employees and then make them accept the appraisal in a
constructive manner.

A discussion on appraisal enables employees to know their strengths and weaknesses.

This has, in turn, impact on their future performance. Yes, the impact may be positive or
 negative depending upon how the appraisal is presented and discussed with the
employees.

6. Initiate Corrective Action:

The final step in the appraisal process is the initiation of corrective action when it is necessary.
The areas needing improvement are identified and then, the measures to correct or improve the
performance are identified and initiated.

The corrective action can be of two types. One is immediate and deals predominantly with
symptoms. This action is often called as “putting out fires.” The other is basic and delves into
causes of deviations and seeks to adjust the difference permanently.

This type of action involves time to analyse deviations. Hence, managers often opt for the
immediate action, or say, “put out fires”. Training, coaching, counselling, etc. is the common
examples of corrective actions that managers initiate to improve the employee performance.

 Rationale

Performance Appraisal is essential to understand and improve the employee’s performance

through HRD. In fact, performance appraisal is the basis for HRD. It was viewed performance
appraisal was used to decide upon employee promotion/ transfer, salary determination and the
like. But the recent developments in human resources management indicate that performance
appraisal is the basis for employee development. Performance appraisal indicates the level of
desired performance level, level of actual performance and the gap between these two. This gap
should be bridged through human resource development techniques like training and
development etc.

Performance Appraisal provides employees and managers with opportunities to discuss areas in
which employees excel and those in which employees need improvement. Performance
Appraisals should be conducted on a regular basis and they need to be directly attached to
promotion opportunities.
 CHAPTER 2
OBJECTIVES OF THE STUDY

 To study the need and importance of “Performance Appraisal”

 To study the implementation and effectiveness of the Performance Appraisal
Practice at HDFC Bank in tricity.
 To know the perception of employees regarding the process of performance
appraisal.
 CHAPTER 3
LITERATURE REVIEW

 [Dobbins, Cardy&Platzvieno1990] told 5 outcomes i. e. use of evaluations

as feed back to improve performance, reduced employee turnover, increased motivation,
existence of feelings of equity among employees, linkage between performance and rewards.
 [Fedor et al. 1989] It is very important that employees recognize that
negative appraisal feedback is provided with a constructive intention, i.e., to help them
overcome present difficulties and to improve their future performance. Employees will be
less anxious about criticism, and more likely to find it useful, when they believe that the
appraiser’s intentions are helpful and constructive.
 [Renganayaki N,2013]It is found that performance appraisal in the
organization is very much associated with identifying the training and development needs,
which is beneficial not only for the organization but also for the employees. The concept of
Performance appraisal is considered to be old, yet a lot is to be done to make it valuable and
effective. Sea changes occur in organizations due to competitive forces. Therefore the focus
must be towards enhancing talent capabilities through T & D opportunities or appropriate
reward strategies.
 [D.B Bagul,2014]It is found that one of the factor that became very clear in
the course of gathering information is that majority of the employees were well aware of the
system of performance appraisal followed in the organization. The employees are well
acquainted with the subject and have knowledge about the need and purpose to have a good
performance appraisal system in place. Most of the employees in the organization are fairly
happy with the appraisal system in the organization. However the system should be modified
to do away with personal biases, likes and dislikes of the appraisers.
 [MUHAMMAD ZOHAIB ABBAS,2016]It has been concluded that
performance appraisal is linked to the performance of employees of the organization. In
addition to this, the results also reflect that all study variables are significant except
relationship among peers and supervisors regarding performance appraisal process. The
results of the study provide sound understanding about that employees have fair perception
about performance appraisal. This also reveals that respondents think that performance
appraisal outcomes are accurate and significant towards employee performance. In addition,
 the study outcomes also reflect that performance appraisal impacts performance level of
employees in organizations.

 [VASHISHT ANIL ET AL. 2017]The Performance appraisal mechanism is

influenced by so many factors, eg regulatory settings, new technologies etc. Hospital and
health care organizations are realizing that defining KPI (Key Performance Indicator) in
terms of economy and efficiency is important. An unbiased performance appraisal system can
give rise to job satisfaction amongst employees, which influence the efficiency and
effectiveness of organization
 [ADNAN AHMED,2017]The analysis indicates that lack of necessary
skills, knowledge, management support and personal priorities, and the discomfort most
employees experience when giving and receiving feedback, are the forces inhibiting this
critical process. Failure to set goals and provide ongoing feedback and summary evaluations
generally results in employees becoming dissatisfied and result reduced performance.
Effective PA systems stand to create a vision of success and a climate in which performers
want to give their best and strive for continuous improvement. A better PA system integrated
with better HR practices will enhance performance appraisal satisfaction and also increase
employee job satisfaction and reduce turnover intentions to bring effectiveness in the
organizations
 [ARNGRIM ET AL. 2018]It found a significant gender effect in perceived
performance appraisal, as men generally tend to report a larger gap between efforts and
rewards than women. We also find that the perceived gap between efforts and rewards to
increase with time of service, especially for people without leadership responsibilities.
Moreover, we find that various properties and characteristics of the local working
environment are decisive for perceptions of performance appraisal and career opportunities,
both for leaders and their employees. Parts of the organization with exposure to competitive
markets, agility and performance pressures report a somewhat higher alignment of efforts and
rewards than more sheltered parts of the organization. The same alignment is more prevalent
in organizational units characterizedcharacterized by a significant pace of change than in
stable and stagnant part of the organization.
 CHAPTER 4
RESEARCH METHODOLOGY

Research Methodology: Research methodology is way to systematically solve the research

problem. It deals with the objective of a research study. The method of defining the research
problem.Method used for data collection and analysing the data etc. The methodology includes
collection of primary and secondary data.

4.1 RESEARCH DESIGN:

Research Design used is exploratory, Descriptive as well as causal.

4.2SAMPLING:
Sample Size:A size of 100 employees has been selected.

Sample Area: Chandigarh

4.4 RESEARCH INSTRUMENT

Through questionnaire process.

4.5 DATA COLLECTION METHOD

Data will be collected through primary and secondary methods.

Primary Data

Primary data collected through questionnaire, calling and interviews.

Secondary Data Required data will be collected from various books, magazines, journals and
interne. It is collected to add value to the primary data.

4.6 DATA ANALYSIS TECHNIQUES:

Analysis of data would be done through following methods:

-Basic analytical tools, which include Graphical Analysis, Percentage Analysis.

 -MS Excel

CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

1. In your opinion performance appraisal is?

Particulars Percentage %

70%
a) Evaluation of employees

Promotion of employees 5%

Job Satisfaction of employees 5%

Motivation 20%

20.00%

a)     Evaluation of employees

a)     Promotion of employees
5.00%
a)     Job Satisfaction of employees
5.00%
a)     Motivation
70.00%
2. How often is performance appraisal done in the organization?

Particulars Percentage%
After a month 5%

Quarterly 25%

After 6 months 50%

Annually 20%

5.00%

20.00%

25.00%
after a month
quarterly
after 6 months
annually

50.00%
 3. Does performance appraisal helps in the assessment of individual potential

Particulars Percentage%

Strongly Agree 25%

Agree 17%

Neutral 45%

Disagree 13%

13.00% 25.00%

Strongly Agree
Agree
Neutral
Disagree
17.00%
45.00%
4. The employees are aware of the tools and techniques used by the
organization for the performance appraisal

Particulars Percentage

Strongly Agree 25%

Agree 15%

Neutral 55%

Disagree 5%

Strongly Disagree Nil

5.00%

25.00% 15.00%

strongly agree
agree
neutral
disagree
strongly disagree

55.00%
5. Do you think performance appraisal help to provide an atmosphere where all
are encouraged to share one another burden

Particulars Percentage

Strongly Agree 45%

Agree 25%

Neutral 15%

Disagree 15%

Strongly Disagree Nil

60%

50%

40%

30%
 

20%

10%

0%
strongly agree agree neutral disagree strongly disagree
6. Does the employees are appraised fairly according to the company policies

Particulars Percentage

Strongly Agree 5%

Agree 25%

Neutral 45%

Disagree 15%

Strongly Disagree 10%

10.00%

5.00%
15.00% 25.00%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

45.00%
7. Do you have any job expectations before/after the performance appraisal?

Particulars Percentage

Strongly Agree 45%

Agree 25%

Neutral 25%

Disagree 5%

Strongly Disagree 0%

45%

40%

35%

30%

25%
 
20%

15%

10%

5%

0%
Strongly Agree Agree Neutral Disagree Strongly Disagree
8. Performance Appraisal followed in the organization helps to the training and
development needs of the employee

Particulars Percentage

Strongly Agree 5%

Agree 25%

Neutral 45%

Disagree 15%

Strongly Disagree 10%

Strongly Disagree

Disagree

Neutral
 

Agree

Strongly Agree

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

9. Who appraises the performance of the employees?

Particulars Percentage

Superiors 52%

Subordinate 27%

HOD 15%

Peer Group 3%

All the above 3%

15.00% 3.00% 3.00%

a)     Superiors
b)     Subordinate
c)     HOD
52.00%
d)     Peer group
e)     All of the above
27.00%
10. There is change in the performance of the employees after the process

Particulars Percentage

Strongly Agree 45%

Agree 25%

Neutral 15%

Disagree 15%

Strongly Disagree Nil

Chart Title

15.00%
Strongly Agree
Agree
Neutral
15.00% 45.00% Disagree
Strongly Disagree

25.00%
11. Performance appraisal helpful in improving the personnel skills

Particulars Percentage

Strongly Agree 25%

Agree 15%

Neutral 55%

Disagree 5%

Strongly Disagree Nil

5.00%
25.00% 15.00%

strongly agree
agree
neutral
disagree
strongly disagree

55.00%
12. Performance appraisal is helpful in increasing the output of the organization

Particulars Percentage
Strongly Agree 35%
Agree 25%
Neutral 25%
Disagree 5%
Strongly Disagree 10%

60%

50%

40%

30%
 

20%

10%

0%
strongly agree agree neutral disagree strongly disagree
13. Performance appraisal is sufficient for improving the performance of the
employees

Particulars Percentage

Strongly Agree 5%

Agree 15%

Neutral 55%

Disagree 25%

Strongly Disagree 0%

Chart Title

25.00% 5.00% 15.00% Strongly Agree

Agree
Neutral
Disagree
Strongly Disagree

55.00%
 CHAPTER 6

FINDINGS,SUGGESTIONS & CONCLUSION

1.1 FINDINGS
1. Mostly employees consider performance appraisal as evaluation of their
performance.
2. Majority of the employees say that the process of performance appraisal
takes place after 6 months.
3. Employees gave a neutral response that the performance appraisal helps in
the assessment of individual potential of the employees.
4. There is a neutral response for the awareness of tools and techniques used in
the process among the employees.
5. The employees positively say that the performance appraisal provides an
atmosphere where all are encouraged to share the burden of each other.
6. The employees gave neutral response that they are fairly judged by this
process.
7. The employees have job expectations before/after the performance appraisal
process.
8. Performance appraisal helps the training and development needs of the
employees.
9. The employees are majorly appraised by their superiors and HOD.
10. Employees strongly agree to the statement that there is a change in the
performance after the process.
11. Employees feel that the process helps in improving the personnel skills of
the individuals.
12. Performance appraisal is helpful in increasing the output of the organization.
13. Employees feel that performance appraisal is sufficient for improving the
performance of the employees.
6.3 SUGGESTION
 There should be transparency in the process of performance appraisal.
 Employees should be more aware of the methods.
 The employees should be appraised more frequently so that they are
motivated on timely basis.

6.4 CONCLUSION

From the study we conclude that the process of performance appraisal helps the employees to
work more efficiently and effectively. The employees are aware about the process and the
methods and techniques used in the process. The employees consider the process as a method of
evaluating the performance.
 QUESTIONNAIRE

NAME:
GENDER:
AGE:
MARITAL STATUS:
YEAR OF SERVICE:

1. In your opinion performance appraisal is?

b) Evaluation of employees
c) Promotion of employees
d) Job Satisfaction of employees
e) Motivation

2. How often is performance appraisal done in the organization?

a) After a month
b) Quarterly
c) After 6 months
d) Annually

3. Does performance appraisal helps in the assessment of individual

potential
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

4. The employees are aware of the tools and techniques used by the
organization for the performance appraisal
a) Strongly Agree
 b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

5. Do you think performance appraisal help to provide an atmosphere

where all are encouraged to share one another burden
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

6. Does the employees are appraised fairly according to the company policies
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

7. Do you have any job expectations before/after the performance appraisal?

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

8. Performance Appraisal followed in the organization helps to the training and

development needs of the employee
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree
9. Who appraises the performance of the employees?
a) Superiors
b) Subordinate
c) HOD
d) Peer group
e) All of the above

10. There is change in the performance of the employees after the process
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

11. Performance appraisal helpful in improving the personnel skills

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

12. Performance appraisal is helpful in increasing the output of the organization

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

13. Performance appraisal is sufficient for improving the performance of the employees
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
 e) Strongly Disagree

References

 Bagul D.B, Feb- March,2014, A RESEARCH PAPER ON “STUDY OF

EMPLOYEE’S PERFORMANCE APPRAISAL SYSTEM”, Scholarly Research Journal For
Humanity Science and English Language.
 Ahmed Adnan, HussainIftikhar, Ahmed Shakeel, October 2010, Performance
Appraisals Impact on Attitudinal Outcomes and Organizational Performance, International
Journal of Business and Management, Vol. 5, No. 10;
 HunnesArngrim, Kvaløy Ola, Mohn Klaus, January 2008, Performance
appraisal and career opportunities: A case study, Norwegian School of Economics and
Business Administration 5035 Bergen-Sandviken, Norway b University of Stavanger, 4036
Stavanger, Norway.
 N Renganayaki, February 2013, A Study on the Effectiveness of
Performance Appraisal in G. B. Engineering Enterprises [P] Ltd. Thuvakudi, Trichy, Tamil
Nadu, India, International Journal of Science and Research (IJSR), India Online ISSN: 2319‐
7064
 Abbas Muhammad Zohaib, June 2014, Effectiveness of performance
appraisal on performance of employees, IOSR Journal of Business and Management (IOSR-
JBM)

 www.hdfcbank.com
 www.srjis.com
 www.ijsr.net
 www.ijariie.com
 www.ccsenet.org/ijbm

 Ashwathappa, K , Human Resource Management Text and Cases.( Tata

McGraw Hill Publishing Company Limited, New Delhi)
 Dobbins, G. H., Cardy, R. L., &Platz-Vieno, S. J. (1990). A contingency
approach to appraisal satisfaction: aninitial investigation of the joint effects of organizational
variables and appraisal characteristics. Journal ofManagement, 16 (3), 619-632.