HR Project

Submitted for the partial fulfillment for the
award of degree of:

MASTER IN BUSINES ADMINISTRATION (MBA)
BY
Sobiya Banday
(CARRIED OUT AT :)
BUSINESS CLUSTER-1, JAMMU

NORTH
(UDHAMPUR)
JAMMU AND KASHMIR

LTD.
PROJECT REPORT
ON
“PERFORMANCE
APPRAISAL SYSTEM IN THE J&K BANK”
SUBMITTED TO
UNIVERSITY OF JAMMU.
IN THE PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE AWARD OF MBA DEGREE
Submitted by Supervised by Mrs.

Sarika Mahajan
Miss… Sobiya banday

Roll No… 402
SET Business School, Bari Brahmana ,Jammu.
‘Theoretical knowledge without practical knowledge is of little value.’
MASTER IN BUSINESS ADMINISTRATION is a unique course giving students an
opportunity to combine practical knowledge with theory and provide an
opportunity to learn about the complexities and difficulties affecting any
office routine .Current project are an assignment for completion of MBA
program.
The objective of industries training in this course is to a perspective about

the organization and functioning of all the areas of management, in an
organization. Towards the accomplishment of this objective our training in a
organization for at least 8 weeks to get an extensive training in various
functional areas and to have a first experience in modern management. We
have a privilege to undergo our training in J&K Bank. We spent eight weeks
and got extensive exposure of training of advance and recovery section of
the bank.
The summer training at J&K Bank, Business Cluster-1, Jammu North,
(Udhampur) has given us an opportunity to gain great practical exposure to
the advances and recovery section of the bank and indeed been great
learning and enjoyable experiences.
We owe deep intellectual dept. to Mr.G.M Sathiq head cluster, Business

Cluster-1 , Jammu North, (Udhampur) who gave us an opportunity to work in
his esteemed organization.
We feel deeply indebted to our project Mr. S.S.Sumbria for providing us

valuable suggestion at various stages of the project report, despite of the
busy schedule.
Lastly, we would like to thanks all the employees of the J&K Bank, Business
cluster-1, Jammu North, (Udhampur) who gave us their full cooperation
during our stay their office.
Table Of Contents:
S No. Topic P.No.
 Company Profile
I History of J&K Bank 8
Ii Function & distributorof J&K Bank 9
Iii
 Industry Profile
I Various products of J&K Bank 10
Ii Schemes of J&K Bank 11
Executive summary 12
 Introduction Of HRM
I Introduction of HRM 13
Ii Different function of HRD used in J&K Bank 14

Iii Meaning-Performance appraisal system 16
Iv Function of performance appraisal system 17
V Purpose of performance appraisal 18
Vi Methods of performance appraisal 19
Vii Objectives of performance appraisal & Limitations of 24
performance appraisal
Appraisal policy of J&K Bank 25
 Research Methodology
I
Ii Objectives 26
Iii Data Collection 27
• Primary Data
• Secondary Data
Iv Sample Design
 Analysis
 Finding
 Recommendations
 limitations
 Annexure
 Bibliography
• To study the various performance appraisal technique adopted
in J&K Bank for employee satisfaction.
• To know about the shortcoming of performance appraisal

system.
Chapter 1- Introduction
1.1
The Jammu and Kashmir Bank Ltd. Incorporated on 1st October 1938 and
started its business on 4th July 1939 at Kashmir .The Jammu and Kashmir
Bank Ltd. Has been the first of its nature and composition as a state owned
bank in the country . The bank was established as a semi state bank with
participation in capital by State and the public under the control of State
Government.
The bank has to face serious problems at the time of independence when out
of its total of ten branches two branches of Muzzaffarabad and Mirpur fell to
the other side of the line of the control (now Pak occupied Kashmir) along
with cash and other assets. Following the extension of central laws to the
State of Jammu and Kashmir , the bank bank was defined as a Government
Company as per the provision of Indian Companies Act, 1956.
Today. Jammu ad Kashmir Bank is one of the fastest growing banks in India
with a network of more than 590 branches/offices spread across the country
offering world class banking products services to its customers. The bank
recently bagged three very prestigious awards for following fair business
practices and commitment to social obligations.
1.2 -Functions of J&K Bank :
The company’s principal activities are to provide banking and financial

services through a network of 590 branches spread all over the country. The
services include commercial and consumer banking cash management ,
deposits., loans , investments, internet banking and other financial services.
1.3- Distributor of J&K Bank

Life Insurance products of Met Life (India) Pvt. Ltd.
Non-Life Insurance Products of Bajaj Allianz General Insurance Corporation

Ltd.
CHAPTER-2
Industry profile
2.1 -Products of J&K Bank
To achieve the broad based objectives, the following new initiatives have
been under:
1. Innovative Financial Products like Apple Finance, Saffron

Finance, Sheep Rearing Finance, Artisans Loan Schemes, and School
Bus Finance etc.
2. Monetizing Bank: Branch Network by offering cash management

corridors to schools / colleges. Revenue/bill collection for various
agencies / departments.
3. Third Party Product Distribution: Mutual Find Schemes of

reliance, UTI and Kodak, Life insurance Products of Met Life India, Non-
Life Insurance Products of Bajaj Allianz etc.
4. Venture Capital Financing: For innovative viable ventures

conceived by entrepreneurs and for projects with high yield prospects
particularly for creation of infrastructure for development of Agriculture
/ Horticulture in the state.
5. Channel Financing: For factoring receivables off suppliers, Traders
of arts and crafts, commission and forwarding agents of fruits etc.
The bank has one unique source of strength which, if

cultivated carefully,
can be virtually impregnable – its roots are in the state, and as such it
shares with the people of J & K a kinship, and empathy for the cause of
the state’s progress, which no outside bank ever can. The therefore
strongly advocates that the bank focus its efforts primarily on the state
of Jammu and Kashmir, and become a provider of universal solutions to
all the people in the state.
The bank intends to tap the potential in the under financed

productive segments of the state economy , Horticulture has a
potential to absorb Rs. 12-15 economy of the state has the potential
for Rs.4-6 billion against the current exposure of Rs. 0.6 billion . The
formulated strategy is bound to affect a turnaround in these sectors
from sub optical cycle of low productivity to optical productivity and
cycle savings.
2.2 ---VARIOUS SCHEMES OF J&K BANK :
Deposit Scheme:
Saving Bank Deposit Scheme
Saving Ujal/No Frills Account
Current Deposit Accounts with five features;

A) Platinum
B) Gold
C) Premium plus
D) Premium
E) Basic
2.3 ---Executive Summary
Performance Appraisal means systematic evaluation of the

personality and performance of each employee by his supervisor
some other person trained in the technique of merit rating. It was
found that most of the people in the company are not aware about
the main objectives of Performance Appraisal i.e., the development
of employees. They just have information that it is somehow related
to their increments .Some employees don’t know this also. The top
management people are of the view that HRD is important but not
urgent .Developing an HRD system need commitment from all. The
other reason is that is only 4-5 years back that they have started
the HRD system. The other thing which I find the company is that
almost 70% people are ready to cooperate with HRD department,
provided they implement the system properly.
Chapter--3
3.1---Introduction of HRM
In the past, people working in the organization were given attention merely
in the terms of administrating the necessary conditions of work. The
traditional concept of personal management was based on a very narrow
view of human motivation. The basic assumption underlying the view was
that human beings are primarily motivated by comforts and salary and
necessary attentions may be given to rationalize these, so that people don’t
get dissatisfied. Most of the attention therefore was on administration of
salary and other benefits. It is being realized that people working in the
organization are human being. They have their own needs, motivation,
expectation and their contribution to the organization is much more than
that of other resources being used .Increasingly more importance is given to
people in organization is that human assets are the most important assets.
They can have “Man power” or “Human resources”. May be thought of as the
total knowledge, skills. Creative, abilities, talents and aptitudes of an
organization work force as well as the values; attitudes and benefits of an
individual involved. It is infecting an important employed economic resource,
covering all working at all levels-supervisors, executive. Government
employees, “blue” and “white” collars workers, managerial, scientific,
engineering, technical, skilled or unskilled productive and service enterprises
and other economic activities.
Human resources are utilized to the maximum possible extent in

order to achieve individual and organization goals. An organization
performance and resulting Productivity are directly proportional to the
quality and quantity of its human resources.
Hence the significance of human resource.
Professional significance: By providing healthy working environment it

promotes team work in the employees. This is done by:
 Maintaining the dignity of the employees as “Human being”.
 Providing Maximum opportunities for personnel development.
 Providing healthy relationship between different work groups

so that work is effectively performed.
a) Significance for the individual enterprise : It can help the organization

in accomplishing it goal by :
 Creating right attitude among the employees through

effective motivation
 Utilizing effectively the available human resources and
 Securing willing co-operation of the employees for

achieving goals of the enterprise and fulfilling their own
social and other psychological needs of recognition, love
affection, belongingness, esteem and self actualization.
b) Professional significance: By providing healthy working environment it

promotes team work in the employees. This is done by
 Maintaining the dignity of the employees as “Human being”.
 Providing Maximum opportunities for personnel development.
 Providing healthy relationship between different work groups

so that work is effectively performed.
c)Significance for individual enterprise : It can help the organization in

accomplishing it goal by
d) Creating right attitude among the employees through effective

motivation.
e) Utilizing effectively the available human resources.

HUMAN RESOURCE MANAGEMENT The main
objective of human resource manger is to know how to
deal with.
P--------------------PURPOSE
E--------------------EMPATHY
O--------------------ORIGINALITY
P--------------------PROACTIVE
L--------------------LEARNING
E--------------------EXCELLENCE
Effectively and how to make them effective.
3.2…Different function of HRD used in J&K Bank

Human Resource Planning:
Human Resource Planning is the process by which a management
determines how an organization should move from its current position to its
desired manpower position through planning; a management strives to have
the right number and the right number, the right kinds of people at the right
places at the right time to do things reports are prepared from time to time
as the need arises. The HRP report are sent to HRD department and they
frame the recruitment
Policy accordingly. The staff members in the organization (Jammu Unit) are
about 130.
Recruitment and Selection

Recruitment forms the first stage in the process which continues with
selection and ceases with the placement of the candidate. Recruitment has
been regarded as the most important function of personnel administration
because unless the right type of people are hired, even the best plans,
organization charts and control system would not do much good.
According to Fippo “it is a process of searching for prospective

employees and encouragement them to apply for jobs in an organization. It
is often termed positive in that it stimulates people to apply for jobs to
increase the hiring ratio i.e.; the number of application for a job selection, on
the other hand tends to be negative because it rejects a good member of
those who apply leaving only to be hired.”
Promotion: The employees are appointed to a position of greater

responsibility or authority.
This is on the basis of seniority and merit.
2) External Sources
Advertisement :
For employees and administration and management staff, the vacancies are
advertised in national and local newspaper.
Selection:
The process of Selection begins after the competition of recruitment process
after an adequate number of applications have been received through
different sources of recruitment. Selection involves a careful screening and
testing.
After selection induction is given to the employee’s .In which they get
brief ideas about different department and the working of organization. They
also get introduced to different employees in different departments. These
induction programs are for 2-3 weeks, 2-3 hours per day.
Training and development

Training is the corner of sound management for it makes employees more
effective, productive and adaptable to change .It is a process of learning a
sequence of programmed behavior. It improves the employee’s performance
on the current job or prepares him for an intended job. Development is a
border concept and it covers not only the job performance improvement
activities but also emphasis on the overall growth of the personality of the
employees. In J&K Bank (Business Cluster, Jammu North (udhampur) both on
the job training and off the job training is given.
PERFORMANCE APPRAISAL
3.3---Performance Appraisal
According to Dale Yoder, “Performance Appraisal includes
all formal procedures used to evaluate personalities and
contributions and potentials of the members in a working
organization. It is a continuous process to secure
information necessary for making corrects and objective
decisions on employees”. Appraisal and feedback can occur
informally, as when a supervisor notices and comments on a good or poor
performance, incident. A more formal method is the structured annual
performance review in which a supervisor assesses each employee’s
performance using some official appraisal producer. Larger organization tend
to use both formal and informal methods, where as many smaller
organization use only informal supervisory feedback.
Performance appraisal is the function around which all the activities of

human resources management resolve. Performance appraisal is a process
of evaluating an employee’s performances of a job in term of its
requirements .The performances Appraisal is conducted annually by the HRD
Department. The immediate superior of the person indicate the strong and
weak points of individual, his training needs and growth potential. The
Company follows an open kind of appraisal system where HOD has to discuss
all the contents of the appraisal from filled out by the superior, with the
appraise so that he can know what his performance has been in the previous
year and his shortcomings also come to his notice which he tries to
eliminate. The filled up form is sent to HRD Department which makes its own
assessment through the form.
Once the appraisal form is complete, then increment form is issued

and each department is asked to give its recommendations for increments.
Based on the appraisal form each individual is graded into following
categories:
A) Excellent
B) Very Good
C) Good
D) Satisfactory
E) Average
3.4---Functions of Performance Appraisal

Formal performances appraisal can be used for many purposes.
Developmental uses of appraisal focus on improving employee’s future
performance and career advancement. Administrative uses of appraisal
include decision making about merit raises and promotion is also use
administration for personnel research such as test validation or training
evaluation.
 Performance Appraisal as an Employee Development

Tool
Performance appraisal can be used in several ways to encourage
employee development. It plays a role in reinforcing and determining
career goals and training needs.
Reinforcing and Sustaining Performance

Using performance appraisal as an employee development tools can
place the supervisor in a supportive reinforcing role .By providing
feedback on past performance, a supervisor can encourage
employees to sustain good behavior. Praise can augment any financial
reward that the employee may receive.
 Improving Performance
The supervisor ca use performance appraisal data to suggest ways in

which employees might perform better in future. The supervisor can
point out strengths and weakness and help employees identify more
effective ways to accomplish important tasks.
 Determine career progression Goals

The performance appraisal session gives the supervisor and employee
an opportunity to discuss the employee’s long term career goals and
plans. The supervisor can advise the employee on the steps to take to
reach these goals. As a result, the employee may become more highly
motivated to perform well in his or her present position since it is seen
as a necessary step an ultimate goal.
Determining training needs

Performance appraisal can determine needs of individual employee. If
an employee is not performing up to expectation, training may enable him or
her to corrupt any skill or knowledge deficiencies.
 Performance Evaluation as an Administration Tool
Besides their use in employee development, performance appraisal

also plays a role in administration decision making. Performance
appraisal is used in linking rewards to performance and in evaluation
the effectiveness of human resource policies and practices.
 Evaluation of HRM Policies and Programs

Performance appraisal data can also be used to evaluate the
effectiveness of human resource management programs.
Requirements of Sound Appraisal System
 The appraisal should be simple to operate and easy to

understand.
 The performance appraisal system should be performance

bsed fair, just and equitable.
 The employees should be made aware of the performance

in terms of goals, targets and behavior.
 The appraisal plan should be designed in consultation with

the subordinates.
 The appraisal system should be opened and participative.
 The appraisal system should be valid and reliable.

3.5----Purpose of performance appraisal system
 It helps to achieve organization task through guided

efforts of individual.
 It provides data for evolving development plans for

individuals.
 It provides inputs for decision on transfer and

promotion.
 It enables clarification of expectations between

superior and subordinates.
• 3.6-----APPRAISAL METHODS
There are two different types of performance

appraisal methods:-
• Traditional Methods
1. Essay /Unstructured Appraisal.
2. Straight Ranking Method.
3. Paired Comparison.
4. Critical Incident Methods.
5. Field Review Method.
6. Checklist Method.
7. Graphic Rating Scale.
8. Forced Distribution.
• TRADITIONAL METHODS OF PERFORMANCE

APPRAISAL
• ESSAY APPRAISAL METHOD
This traditional form of appraisal also known as “FREE FORM

METHOD” involves a description of the performance of an
employee by his supervisor.
STRAIGHT RANKING METHOD

In this method, the appraiser ranks the employees from the
best to the poorest on the basis of their overall performance.
It is quite useful for a comparative evaluation.
PAIRED COMPARISON
This method compares each employee with all others in the
groups one ta a time. After all the comparisons on the overall
comparisons, the employees are given the final rankings.
CRITICAL INCIDENTS METHOD
In this method of performance appraisal, the evaluator rates
employees on the basis of critical events and how the
employee behaved during those incidents.
FIELD REVIEW
In this method, a senior member of the HR department or a
training officer discusses and interviews the supervisors to
evaluate and rate their respective subordinates.
CHECKLIST METHOD
This rater is given a checklist of the descriptions of the
behavior of the employees on job. The checklist contains a list
of statements on the basis of which the rater describes the
performance of the employees.
GRAPHIC RATING SCALE

In this method, an employee’s quantity of work is a graphic
scale indicating different degrees of a particular trait.
FORCED DISTRIBUTION
To climate the elements of bias from the rater rating, the
evaluator is asked to distribute the employees in some fixed
categories of rankings like on a normal distribution curve. The
rater chooses the appropriate fit for the categories on his own
discretion.
MODERN METHODS
1. Management by objective.
2. Assessment Centers.
3. 360 Degree performance Appraisal.
4. Human Assets accounting methods.
5. Score card.
MODERN APPRAISAL METHODS
A) MANAGEMENT BY OBJECTIVES METHODS

This method was evolved by Peter Drucker it seeks to
minimize external controls and maximize internal
motivation through joint goal settings how manager and
the subordinate and increasing the subordinates own
control of his work.MBO can be described as “a process
whereby the superior and subordinate manager of an
organization jointly identify its common goals define
each individuals major areas of responsibility in terms of
results expected of him and use these measures as
guidelines for operating the unit and accessing the
contribution of its members”. It consists of five basic
steps:
 Set organizational goals
 Joint goal
 Performance reviews
 Set check posts
 Feedback
OBJECTIVE OF MBO
The objectives of MBO are to change behavior attitudes towards getting
counts. It is management system and philosophy that stress goals rather
than methods. It provides responsibility and accountability recognizes that
employees have needs for achievement and self-fulfillment.
ASSESSMENT CENTRES METHOOD:
The assessment centre concept was initially applied to military situations by

Simonietin the German army in the 1930s and the war office board of the
British army in the 1960s .Under this method many evaluators join together
to judge employee performance in several situations with the use of variety
of criteria. Assessment is made to determine employee potential for the
purpose of promotion. The evaluators observe and evaluate participants as
they perform activities commonly found in these higher level jobs.
PURPOSE OF ASSESSMENT CENTRE
• To measure potential for the first level supervision, sales and upper
management positions and also for higher levels of management for
development purpose.
• To determine individual training and development needs of employees.
• To select recent college students for entry level positions.
• To provide more accurate human resource planning information.
• To assist in implementing affirmative action goals.
• To make an early determination of potential.
360 DEGREE PERFORMANCE APPRAISAL

360 degree feedback, also known as ‘multi-rater feedback’, is the most
comprehensive appraisal where the feedback about the employee’s
performance comes from all the sources that come in contact with the
employee on his job. 360 degree respondents for an employee can his/her
peers, managers (i.e superior), subordinates, team members, customers,
suppliers/vendors-anyone who comes into with the employ and can provide
valuable insights and information or feedback regarding the “on –job-job”
performance of the employee.
360 degree appraisal has four integral components:
1. Self appraisal
2. Superior’s appraisal.
3. Subordinate’s appraisal.
4. Peer appraisal.
Self appraisal gives a chance to the employee to look at his/her strengths
and weakness, his achievements, and judge his own performance. Superior’s
appraisal forms the traditional part of the 360 degree appraisal where the
employee’s responsibilities and actual performance is started by the
superior. Subordinates appraisal gives a chance to judge the employee on
the parameters like communication and motivating abilities, superior’s ability
to delegate the work, leadership qualities etc.Also known as internal
customers, the correct feedback given by peers can help to find employees’
abilities to work in a team .Cooperation and sensitivity towards others.
THE BALANCED SCORE CARD:

To evaluate the organizational and employee performance in Performance
appraisal processes, the conventional approach measures the performance
only on a few parameters like the action processes, results achieved or the
financial measures etc. The Balanced scorecard an approach given by Kaplan
and Norton- provides a framework of various measures to ensure the
complete and balanced view of the performance of the employees. Balanced
scorecard focuses on the measures that drive performance.
The balanced scorecard provides a list of measures that balance the

organizations internal and process measures with result, achievements and
financial measures.
The two basic features of the balanced scorecard are:
• A balanced set of measures based on the four perspectives of

balanced scorecard.
• Linking the measures to Employee Performance.
The four prospective recommended by Kaplan and Norton for the

management collect information are:
• The financial measures- The financial measures include the

results of profits, increase in the market share, return on investments
and other economic measures as a result of the actions taken.
• The customer’s measures- These measures help to get on
custom satisfaction, the customer’s perspective about the
organization, custom loyalty, acquiring new customers. The data can
be collected from the frequency and number of customer complaints.
The time taken to deliver the products and services, improvement in
quality etc.
• The internal business measures- These are the measures

related to the organization’s internal processes which help to achieve the
customer satisfaction .It includes the infrastructure. The long term and short
term goals and objectives, organizational processes and proceeding system
and the human resources.
• The innovation and learning prospective- The innovation

and learning cover the organization’s ability to learn, innovate and improve.
They can judged by employee skills matrix, key competencies value added
and revenue per employee.
POTENTIAL APPRAISAL :
The potential appraisal refers to the appraisal i.e, identification of the
hidden talents and skill of a person. The person might or might not be
aware of them. Potential appraisal is a future –orientated appraisal
whose main objective is to identify and evaluate the potential of the
employees to assume higher positions and responsibilities in the
organizational hierarchy .Many organizations consider and use
potential
Appraisal as a part of the performance appraisal processes.
Potential appraisal can serve the following purposes:
• To advise employees about their overall career development

and future prospects.
• Help the organizational to chalk out succession plans.
• To advise employees about their overall career development

and futre prospects.
• Help the organizational to chalk out succession plans.

• Motivate the employees to further develop their skills and
competencies.
• To identify the training needs.
HUMAN ASSET ACCOUNTING METHOD:

Human assets accounting or human resource accounting may be defined as
the measurement and reporting of the cost and value of people as
organizational resources. It involves accounting for investment in people and
their replacement costs, as well as accounting for economic value of people
to an organization. The concept of “investment” in employees, the human
capital of the organization, push forward a view that one is looking for a
profit to be gained from the investment and therefore the focus is on the
development of employees for a specific purpose to gain monetary benefits.
Optimizing of profits would result only if the organization develops clear and
comphrensive strategic HRA Refers to Examination & Evaluation of Policies,
Practices & Procedures to detect Effectiveness & Efficiency of HRM and verify
if Mission, Objectives, Policies, Procedures ,Programs are chased and
expected result achieved HRA also suggest future improvements based on
past activities measurement.
3.7--OBJECTIVES:
1. Effectiveness: To review performance of Human resource

Deptt. and its activities to determine effectiveness.
2. Implementation: To locate gaps, lapses, failing in applying

Policies, Procedures, Practices & HR-directives .Also to see areas
of wrong/non-implementation that hindered the planned
programs & activities
3. Rectification: To take corrective steps to rectify mistakes,

shortcomings conesting effective work –performance of HR
Deptt.
4. Evaluation : To evaluate HR Staff & employees, to evaluate

the extent to which Line Managers Applied Policies Programmes
& Directives initiated by Top Management & HR Deptt.
5. Modify: To review HR System and modify to meet challenges
in comparison with other organizations.
6. Questioning: To seek answers to ‘What happened’? . ‘Why

did it happen? ‘Why did it not happen ‘?.While implementing
Policies, Practices & Directives in managing HRs
3.8--Limitations of Performance Appraisal

1. There is often a tendency to rate not only the employee
but also the job.
2. Errors are introduced in the appraisal because of a defect

or bias in the Person conducting the appraisal.
3. There is often lack of communication where by the

employee does not know how he is rated.
4. Different qualities to be rated may not be given proper

weight age in certain cases.
5. Some of factors are highly subjective like initiative and

personality of Employees. So the actual rating may not be
on scientific lines.
3.9…Designing of an Appraisal Program:

To design an effective appraisal program following points
should be considered:
a) Determining the objectives of performance appraisal.
b) Establishing standards of performance.
c) Frequency of appraisal.
d) Deigning of forms.
THE APPRAISER
It is possible for the appraisal to be done by one or a
combination of the following:
• The immediate manager in Corporate HQs.
• Other managers familiar with the employees work.
• Respective department specialist.
• Personnel department specialist.
• The employee himself.
3.9---APPRAISAL POLICY OF J & K BANK

(TECHNIQUE USED FOR APPRAISING THE EMPLOYEES
PERFORMANCE)
a)CONFIDENTAL REPORTS /APPRAISAL FORM SYSTEM

Appraisal year: The appraisal period is 12 months of the financial year
between 1st April of a year 200…..to 31ist March of succeeding year. The
employees are appraised after 12 months or annually.
Appraisal criteria: The employees are divided into 2 cadre:
---The Clerical cadre
---The Officer cadre
There are two different formats of appraisal forms which are called as
confidential reports for officer cadre & clerical cadre.
Appraiser or appraisee
Appraiser:
Appraiser is the ultimate departmental head or the immediate superiors. The
confidential reports (CR) of performance appraisal are then given to the
Zonal DGM Mr. Madan Lal Gupta . After the evaluation of (CRs) these are
sent to corporate head quarter to final assessment.
Appraisee:
Appraise is the employee or subordinate to be appraised by an appraiser and
are presently working in an organization under their respective departmental
heads.
Appellate authority:
The entries of reviewing and reporting officers can be charged by the higher
authority. The sample form of the confidential reports is enclosed in the
Annexure.
Chapter…4
Research methodology:
OBJECTIVE OF THE
STUDY:
• System in the organization as a regard to the present working
Environment.
• To know about the shortcoming of performance appraisal

system.
 Data collection PRIMARY DATA :
The Primary Data are those, which are collected afresh and for the first
time,
And thus happen to be original in character. There are several methods of
collecting Primary
Data, particularly in surveys and descriptive researches. Important ones
are:
(1) Observation method, (2) Interview method (3) Through
questionnaires,
Questionnaire method of data collection is quite popular, particularly in case
of big enquiries.
In this Questionnaire is given to all the persons concerned with a request to
answer the
questions and return the questionnaire. Questionnaire can be either
structured or unstructured.
Structured questionnaire are those questionnaires in which there are definite,
concrete and
Predetermined questions. The form of question can be either closed (i.e., of
the type ‘yes’ or ‘no’)
or open (i.e., inviting free response).
Primary data was collected by getting the questionnaires filled by the
employees of
the organization. According to which the analysis was done to know what
were the
skill gaps with the comparison of the skills they had and the skills they
required for
the completion of their jobs.
 SECONDARY DATA :
The secondary data are those which have already been collected by someone
else and
which have already been passed through the statistical process. In case of
secondary
data the nature of data collection work is merely that of compilation.
Secondary data was obtained from the records maintained by the
organization
i.e. the HR policies, which the employee had already given during
their working years
Data Source
Both direct and indirect data sources are used at different stages for the
research purpose, secondary data was basically used at the time of
formulation of the questionnaire to develop a sound background of the
subject matter. Information about the company’s history and existing
appraisal policy were collected from indirect data.
4.4—METHODOLOGY OF THE PROJECT:

a) Direct investigation method
Interaction with the bank employees
b) Indirect investigation method
Collection of secondary data from published and unpublished

methods like reports records like O.S.M.(office service manual)
4.1---DESCRIPTION OF RESEARCH DESIGN
MEANING OF RESEARCH DESIGN:
It is a logical and systematic plan for directing a research study, the
methodology and techniques to be adopted for achieving the objectives.
4.2…Nature of research design:

“A research design is indispensable for a research product. Unlike the
building plan, which is precise and specific, research is designed for a
tentative plan with a series of guide posts to keep one going on its right
direction.”
Besides a research study can’t extensive and intensive, as the

researchers may like it to be it has to be geared to the availability of date
and the cooperation of the informants thus a research design represents a
compromise dictated by many practical considerations.
4.3---RESEARCH INSTRUMENT:
Questionnaire: Collection of the information and data is done with

the help of a questionnaire. A questionnaire consists of multiple choice of
questions.
Chapter—5
1. Performance appraisal techniques employed in J&K bank are fair & equitable.
% of employees
8 0
Agree
25
Disagree
Partially Agree
44 Completely
disagree
23 Neither agree nor
disagree
Response % of employees
agree 25
Disagree 23
Partially Agree 44
Completely disagree 8
Neither agree nor

disagree 0
2. Performance appraisal techniques employed in J&K bank should be more

elaborative.
Agree 8
Disagree 13
Partially agree 3
Neither agree nor disagree 67
% of employes Agree
Disagree
8
13
Partially agree
3
9
67 Completely
disagree
Neither agree
nor disagree
3. Performance appraisal technique should be conducted half yearly rather

annually.
Agree 20
Disagree 21
Partially agree 0
% of employes Agree
Disagree
20
Partially agree
50
21 Completely
disagree
90
Neither agree
nor disagree
4. Performance appraisal techniques are considered as a vital tool & source of

motivation of employees.
Agree 4
Disagree 13
Partially agree 0
% of employes Agree
Disagree
4 13
0 Partially agree
5
Completely
disagree
83
Neither agree
nor disagree
5. Performance appraisal techniques used in the organization convey the message

that men are valued.
Agree o
Disagree 14
Partially agree 19
% of employes Agree
Disagree
0 14
Partially agree
19
64 Completely
3 disagree
Neither agree
nor disagree
6. Performance appraisal techniques help in evaluating the effectiveness of HR

policies & procedures.
Response % of employes
Agree 17
Disagree 6
Partially agree 13
% of employes Agree
Disagree
20 17
Partially agree
6
13 Completely
disagree
44
Neither agree
nor disagree
7. Performance appraisal techniques help in making better superior to discuss long

term career goals and plans with superiors..
Agree 37
Disagree 30
Partially agree 17
% of employes Agree
Disagree
5
11
37 Partially agree
17
Completely
disagree
30 Neither agree
nor disagree
9. Performance appraisal techniques increases the effectiveness with which the

individual performs the job..
Response % of employes
Agree 37
Disagree 30
Partially agree 17
% of employes Agree
Disagree
5
11
37 Partially agree
17
Completely
disagree
30 Neither agree
nor disagree
10. Performance appraisal techniques increases the chances of

promotion/improvement in the quality of work..
Agree 0
Disagree 19
Partially agree 5
% of employes Agree
Disagree
0 19
Partially agree
5
Completely
75 disagree
Neither agree
nor disagree
11. Performance appraisal techniques should be employed only at the time of

promotion..
response % of employees
Agree 12
Disagree 15
partially agree 2
completely disagree 16
neither 55
12
Agree
Disagree
15
partially agree
55 2
completely
disagree
16 neither
12. The result of Performance appraisal techniques must be used for taking
important personnel decision such as trainings, transfers etc.
Agree 4
Disagree 15
Partially agree 13

% of employees
Agree
Disagree
partially agree
completely
disagree
neither
13. An open discussion should be conducted between the superiors & subordinates
after the performance appraisals..
Agree 3
Disagree 3
partially agree 7
neither 79
3 3
7 Agree
8 Disagree
partially agree
completely
disagree
neither
79
14. Interpersonal relations lead to biased performance appraisals..
Agree 6
Disagree 16
partially agree 2
neither 62
6
Agree
16
Disagree
2 partially agree
14 completely
62
disagree
neither
15. The Performance appraisal techniques employed in J&k bank are..
excellent 55
very good 7
satisfactory 14
average 24
% of employees
24
excellent
very good
55 satisfactory
14 average
Chapter—6
FINDINGS:
a) A circular containing the information about the performance appraisal
technique weren’t circulated among the employees.
b) Majority of the employees in the bank anted the Performance Appraisal
form to be biased performance appraisal.
c) Performance appraisal procedure increases the effectiveness with

which an individual performs the job.
d) An open discussion/ feedback session wasn’t conducted b/w the

superiors and subordinates after the performance appraisal.
Chapter---7
Recommendations:
1) Top management commitment is necessary. They should circulate
brief descriptions of performance Appraisal to all employees.
2) From the direct interaction. I found that more than half of the
people in the Organizations are not fully about the benefits of
appraisal. So I suggest training (seminars) for all employee which
will made them familiar about the benefits of appraisal System.
3) The performance appraisal should be a continuous system. It should

be mentioned and evaluate quarterly or half- yearly rather than
once in a year. So that the respective Superiors can keep a constant
check on the weakness/ strengths.
4) A regular Feedback or Counseling session should be conducted after

grading of the Confidential Reports.
5) The Performance Appraisal forms/ Confidential Reports should be
more elaborative.
LIMITATIONS:
1) The study has been completed during a short period of less than two
months which is not enough to gain all the practical knowledge and
awareness about organization and itz management.
2) Lack of time was one of the limitations. Because of which all the
employees weren’t able to fill the questionnaires.
3) Some of the employees were not giving their views openly. So.
Personal biasness may prevail.
Chapter ---8
QUESTIONAIRE:
Name………………………………..
Age…………………………………..
Designation……………………….
1. Performance appraisal techniques employed in J & K Bank are a fair

and equitable
a) Agree b)Disagree
c) Partially agree d) completely disagree
e] Neither agrees nor disagrees

2. Performance appraisal techniques employed in J& K Bank should be
more elaborative
a) Agree b) Disagree
c) Partially d) completely disagree
e) Neither agrees nor disagrees
3. Performance appraisal techniques should be conducted half yearly rather

than annually-
4. Performance appraisal techniques are considered as a vital tool and

source of motivation of employees-
d) Partially agree d) completely disagree
5. Performance appraisal techniques used in the organization convey the

message the men are valued-
c) Partially agree d) completely Disagree
6. Performance appraisal techniques help in evaluating the effectiveness of

HR policies and procedures-
e) Neither agree or nor disagree
7. Performance appraisal techniques help in making superior subordinates

relationship-
C) Partially agree d) completely disagree
e) Neither agree nor disagrees
8. Performance appraisal techniques gives the employees an opportunity to

discuss long term career goals and plans with the superiors-
E) Neither agrees nor disagrees
9. Performance appraisal techniques increases the effectiveness with which

the individual performs the job-
c) Partially d) completely disagree
11. Performance appraisal techniques should be employed only at the time

of promotion-
12. The result of Performance appraisal techniques must be used for taking
important personnel decisions such as trainings, transfers, etc.
13. An open discussion should be conducted between the superiors &

subordinates after the performance appraisals-

14. Interpersonal relations lead to biased performance appraisals-
15. T he performance appraisal techniques employed in J &K Bank are-
a) Excellent b) very good
c) Satisfactory e) Average
THE JAMMU & KASHNIR BANK LTD. (Officer cadre)

ANNUAL PERFORMANCE APPRAISAL REPORT
(For the year ended 31, march 200….)
A: BIODATA
1. Name of the officer ……….code no……………
2. Qualification…………………
3. Training(s), if any, undergone during the reporting year:
Sno Name of the Duration Name of the

progamme institute
B: SERVICE DETAILS YEAR

MONTHS
1) Total service in the bank ……………

…………………..
2) In the present cadre ……………..

……………………
3) In the present branch / office ..………………

……………………..
4) Under the present appraise …………………

……………………..
5) Details of the last three assignments held prior to present posting:
sno Branch/ office Position hold Duration Scale
ANNUAL PERFORMANCE REPORT

Name………………………………… code ……………………………… Period
…………………………….
C: BUSINESS DIMENSIONS
Job performance Last year Current year Actual % age

target growth
a)Deposits
less by Govt/
banks/financial
b)Advances(total)
b) Profits/
loss
c) RECOVERY PERFORMANCE OF NON PERFORMING
ASSETS
Balance Target of Actual %Recover %Age Balance

of the recovery recovery y to total recovery outstandin
beginning year during NPA’S to target g at the
of the the year shown in for end of the
year column 1 recovery year
shown in
column2
Reconciliation of books
……………………………………………………………………………………………………
…………………………………..
……………………………………………………………………………………………………
……………………………………
……………………………………………………………………………………………………
……………………………….....

Name……………………………………………………………..code…………………………
……period………………….
TO BE FILLED IN BY APPRAISER
A) Qualitative aspects of business dimensions
1) Housekeeping…………………………………………………………………
…………………..
2) Customer
Service…………………………………………………………………………
……….
3) Inspection / audit and rectification of

irregularities……………………………….
4) Submission of deficit
performance………………………………………………………….
D) Explanation / memos served if any

……………………………………………………………………………………
……………………….
Status of disciplinary action, if any , initiated during the period under

review:
…………………………………………………………..
Signature
(Appraising
Authority)
Annual Performance Report

Name……………………………………………..code
No……………………………………….Period……………………….
SELF APPRAISAL
1. Highlights of my performance during the year
………………………………………………………………………………………
……..
………………………………………………………………………………………
…………
………………………………………………………………………………………
…………….
2. Areas in which I feel I have not come up to the expected level

……………………………………………………………………………………………
………
……………………………………………………………………………………………
…………
……………………………………………………………………………………………
………….
3. Constraints faced
……………………………………………………………………………………………
…………..
……………………………………………………………………………………………
……………
……………………………………………………………………………………………
……………..
4. What according to me would enable me to perform better
……………………………………………………………………………………………
…………….
……………………………………………………………………………………………
……………..
……………………………………………………………………………………………
……………..
……………………………………………………………………………………………
………………
……………………………………………………………………………………………
………………
……………………………………………………………………………………………
……………..

Name………………………….Code
No…………………………..Period………………………
MANAGERIAL DIMENSIONS
1. Job knowledge
…………………………………………………………………
…………………………….
2. Leadership / Team building
…………………………………………………………………
……………………………….
3. Decision Making / Problem solving
…………………………………………………………………
………………………………
4. Administration skill planning and organizing ability
…………………………………………………………………
………………………………
5. Public Relation
.................................................................................
.....................
6. Integrity and Honesty
…………………………………………………………………
………………………………
7. Communication Skills
…………………………………………………………………
……………………………….
8. Innovativeness and creativity
…………………………………………………………………
……………………………….
9. Commitment and Involvement
…………………………………………………………………
……………………………….
10. Discipline
…………………………………………………………………
………………………………
11. Comments on
a) Comments abilities
………………………………………………………………
……………………………
b)Emotional Strength
………………………………………………………………
…………………………
c) Responsiveness to Corporate Concerns
………………………………………………………………
…………………………..
d)Willingness to assume responsibilities
.............................................................................
.....................
KEY RESPOANSIBILITY AREAS FOR NON OPERATIONAL
ASSIGNMENTS (BY APPRAISER)
S no. RESPONSIBILITY COMMENTS OF
AREAS APPRAISER
Key responsibility areas-
These are the roles and responsibilities of particular job / position

holder
KRA of officers in audit a) Use of man days in completing
inspection/submission of
Reports
Inspection department
b) Nature, type & extent of

detection of Irregularities in
Various areas of Breach functioning &

getting them corre-
cted. During the inspection.
C) Detection of income leakage.
d) Safeguarding the banks interest

frauds.

NAME………………………………
CODE……………………………..PERIOD…………………………
RATING OF OVERALL ASSEMENT/ PERFORMANCE BY

APPRAISING AUTHORITY & REVIEVING AUTHORITY
FOR Marks out Appraising Reviewing

OPERATIONAL authority authority
ASSIGNMENT
Business 30
dimensions
Qualitative 20
aspects of
business
Managerial 40
dimensions
Outstanding 10
performance
Total marks 100
awarded
c) For non –operation assignment
Key 50
responsibility
areas
Managerial 40
dimensions
Outstanding 10
performance
Total marks 100
awarded
d) Description comments on:

Self appraisals xxxxx
Potentials xxxxx
Training needs S (xxxxx)

Signature
Name
Designation
Branch / office
Date
By Accepting Authority
Final marks awarded …………….final rating

………………………………………
Remarks……………………………………………………………………………
…………….
Name………………………
Designation………………..Signature……………………
Rating Matrix:
91-100% - outstanding 81-90% -

Excellent
71-80% - Very good 61-70% -

Good
41-60% - Average 40& below

-Below average
Career Development Wing (Clerical Cadre)

(Human Resource Development Division)
Special Performance report for Banking Associate
a) BIODATA
1. Name ………………………………………code
no………………………………………………
2. Qualification
……………………………………………………………………………
…………..
3. Training undergone
4. Previous postings with duration
training duration College/centre
b) SERVICE DETAILS
In the present cadre
Under the present appraiser
Present assignment
c) SELF APPRAISAL
Highlights of my performance
………………………………………………………………………………
………
………………………………………………………………………………
……….
………………………………………………………………………………
…………
TO BE FILLED IN BY APPRAISING/REVIEWING AUTHORITY
RATING OF OVERALL ASSESSMENT/ PERFORMANCE BY

APPRASING AUTHORITY & REVIEWING AUTHORITY.
For Marks out of Appraising Reviewing Remarks (To
Operational Authority(Bra Authority be filled in by
Assignment nch (Zonal head) CD
head/Section C
al Head) WI
ng
a)Job 10
knowledge
b) Decision – 10
making
problem
c)Capacity to 10
shoulder
higher
responsibilitie
s
d)Emotional 10
strength
e)Marketing 10
skills
f)Disciplin 10
e/
punctualit
y/ dress
g)Commitme 10
nt &
involvement
h)Behavior 10
with superiors
i)Behavior 10
with
customer/
peers
j)outstanding 10
performance
Total 100
Signature
Name
Designation
Branch/ office
Rating Matrix
91-100% - outstanding 81-90% - excellent
71-80% - very good 61-70% - good
41-60% - average 40&below - below

average
BIBLIOGRAPHY
1.BOOKS:
PERFORMANCE APPRAISAL BY T.N CHABBRA
PERFORMANCE APPRAISAL BYASHWANI THAPA
PERFORMANCE APPRAISAL BY GARRY DESSLER
PERFORMANCE APPRAISAL BY C.B MEMORIA
2.WEBSITES:
WWW. JAMMU & KASHMIR. COM

WWW.J&K.NET
WWW.GOOGLE.COM

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Submitted for the partial fulfillment for the

award of degree of:

BUSINESS CLUSTER-1, JAMMU

JAMMU AND KASHMIR

IN THE PARTIAL FULFILLMENT OF THE

Submitted by Supervised by Mrs.

Miss… Sobiya banday

The objective of industries training in this course is to a perspective about

We owe deep intellectual dept. to Mr.G.M Sathiq head cluster, Business

We feel deeply indebted to our project Mr. S.S.Sumbria for providing us

S No. Topic P.No.

Ii Different function of HRD used in J&K Bank 14

Appraisal policy of J&K Bank 25

• To know about the shortcoming of performance appraisal

1.2 -Functions of J&K Bank :

The company’s principal activities are to provide banking and financial

1.3- Distributor of J&K Bank

Non-Life Insurance Products of Bajaj Allianz General Insurance Corporation

1. Innovative Financial Products like Apple Finance, Saffron

2. Monetizing Bank: Branch Network by offering cash management

3. Third Party Product Distribution: Mutual Find Schemes of

4. Venture Capital Financing: For innovative viable ventures

The bank has one unique source of strength which, if

The bank intends to tap the potential in the under financed

2.2 ---VARIOUS SCHEMES OF J&K BANK :

Saving Bank Deposit Scheme

Saving Ujal/No Frills Account

Current Deposit Accounts with five features;

2.3 ---Executive Summary

Performance Appraisal means systematic evaluation of the

Human resources are utilized to the maximum possible extent in

Hence the significance of human resource.

Professional significance: By providing healthy working environment it

 Providing Maximum opportunities for personnel development.

 Providing healthy relationship between different work groups

a) Significance for the individual enterprise : It can help the organization

 Creating right attitude among the employees through

 Utilizing effectively the available human resources and

 Securing willing co-operation of the employees for

b) Professional significance: By providing healthy working environment it

 Maintaining the dignity of the employees as “Human being”.

 Providing Maximum opportunities for personnel development.

 Providing healthy relationship between different work groups

c)Significance for individual enterprise : It can help the organization in

d) Creating right attitude among the employees through effective

e) Utilizing effectively the available human resources.

3.2…Different function of HRD used in J&K Bank

Recruitment and Selection

According to Fippo “it is a process of searching for prospective

Promotion: The employees are appointed to a position of greater

This is on the basis of seniority and merit.

Training and development

Performance appraisal is the function around which all the activities of

Once the appraisal form is complete, then increment form is issued

3.4---Functions of Performance Appraisal

 Performance Appraisal as an Employee Development

Reinforcing and Sustaining Performance

The supervisor ca use performance appraisal data to suggest ways in

 Determine career progression Goals