A Dissertation Work & Report on

A Statistical Analysis of Performance Appraisal Ratings to Detect Glass Ceiling Effects

at Peerless Financial Products Distribution Limited.

Submitted for partial fulfillment of –

Masters in Business Administration (Human Resource Management) [MBA
(HRM)] Awarded by University of Calcutta, India and Approved by AICTE
From –
Indian Institute of Social Welfare and Business Management (IISWBM, Kolkata)

Submitted By –
Name – ANISHA DHAR

University Roll No. – 107/MHR/221005

University Registration No. – 107-1211-0103-22

Under the Guidance of

Dr. Sritama Dasgupta,
Professor,

IISWBM, Kolkata
 INDIAN INSTITUTE OF SOCIAL WELFARE AND BUSINESS MANAGEMENT
College Square West, Behind, Calcutta University, College Square, Kolkata -
700073, West Bengal, India.
DEPARTMENT OF MBA (HRM)

CERTIFICATE
Certified that the Dissertation Work & Report entitled “A Statistical Analysis of
Performance Appraisal Ratings to Detect Glass Ceiling Effects at Peerless
Financial Products Distribution Limited.” is a Bonafide work carried out by –
ANISHA DHAR with UNIVERSITY ROLL NO.: 107/MHR/221005, & UNIVERSITY
REGISTRATION NO.: 107-1211-0103-22 in partial fulfillment of Masters in
Business Administration (Human Resource Management) during the year 2022-
2024 from Indian Institute of Social Welfare and Business Management. The
dissertation report has been approved as it satisfies the academic requirements in
respect of Dissertation prescribed for the said degree.

Signature of the Guide: -

Name –

Date –
 DECLARATION

I declare that this Dissertation Work & Report entitled “A Statistical Analysis of
Performance Appraisal Ratings to Detect Glass Ceiling Effects at Peerless Financial
Products Distribution Limited” is a Bonafide work carried out by me (ANISHA DHAR
with UNIVERSITY ROLL NO.: 107/MHR/221005 & UNIVERSITY REGISTRATION NO.:
107-1211-0103-22) under the supervision & guidance of Dr. SRITAMA DASGUPTA,
Professor, IISWBM-Kolkata. I further declare that this Dissertation Work has not
previously formed the basis for the award of any Degree, Diploma, and
Associateship, Fellowship or other similar title of recognition.
However, extracts of any literature which has been used for this dissertation
report has been acknowledged, providing details of such literature in the
reference.

Place – Kolkata. Name – ANISHA DHAR

Date – Signature –
 ACKNOWLEDGEMENT

I express my satisfaction & utter happiness on the completion of the Dissertation

Work and Dissertation Report submission as a part of the curriculum for the
degree of Masters in Business Administration (Human Resource Management).
I express my deepest gratitude & sincere thanks to my mentor Dr. SRITAMA
DASGUPTA (Professor, IISWBM-Kolkata) for his kind guidance during the entire
period of the Dissertation Work. His consistent support and advice have helped me
to complete this Dissertation Work & Report successfully.
I would like to thank Dr. Anindya Basu Roy (Visiting Professor, IISWBM-Kolkata)
for his support with HR Analytics Tools & Mr. Abhishek Rudra (Manager -HR, PFPDL,
Kolkata) for his support with Organizational Data which helped me to complete this
Dissertation Work & Report successfully.
I would also like to thank Dr. SARBANI MITRA (Head of the Department, MBA-
HRM) for her kind support duringthe entire period of this Dissertation Work. They
have always been a source of inspiration to me.
I would like to thank the almighty and my parents for the moral and spiritual
support and encouragement towards this golden opportunity.

Date: By -
Place:
 ABSTRACT

Women employed in the BFSI (Banking, Financial Services, and Insurance) sector are well
acquainted with the concept of the "glass ceiling," representing the invisible barriers
hindering their career advancement. Despite a shift in labor demographics towards greater
female representation in the traditionally male-dominated Indian BFSI industry, women
encounter significant obstacles impeding their professional progression. Rooted in
centuries-old gender discrimination prevalent in Indian society, biases persist in various
aspects of female employees' recruitment, treatment, and provision of financial and non-
financial benefits. This study sheds light on the perceptions of BFSI sector workers
regarding the "glass ceiling," identifies contributing bottlenecks, and offers
recommendations for its elimination. Through an exploration of workforce gender
segregation and the predominance of men in senior positions, the study highlights the stark
inequality faced by female employees in the BFSI sector. The findings of this research aim
to inform strategies for fostering gender equity and inclusivity within BFSI organizations,
ultimately contributing to a more equitable and empowering work environment for all
employees.

Keywords: Women, BFSI Sector, Glass Ceiling, Discrimination, Workforce.

 Table of Contents
CONTENTS
1. Introduction.
1.1. Background of the Study.
1.1.1. Gender Gap in Labor Force Participation Rate (India).
1.1.2. BFSI Sector's Contribution to India's GDP: Fueling Economic Growth Objective.
1.1.3. OVERVIEW.

2. Literature Review
3. Research Objective
4. Research Methodology
4.1. Definition.
4.2. Characteristics of Research.
4.3. Desirable Qualities of a research.
4.4. Objectives of a research.
4.5. Sampling Design.
4.5.1. Population vs. Sample.
4.5.2. Sampling frame.
4.5.3. Sample size.
4.5.4. Probability sampling methods.
4.5.5. Non-probability sampling methods.
4.6. Data Collection.
4.7. Methods of Data Collection.
4.8. Techniques of Data Collection.
4.9. Data Analysis.
4.9.1. What is data analysis?
4.9.2. Advantages of data analysis.
4.9.3. Uses of data analysis.
4.9.4. Techniques for Analysis.
4.9.5. Steps to Step Guide.
4.10. Result & Report.
4.10.1. Why Is Analytical Reporting Important?
4.10.2. How to Write an Analytical Report?
4.11. Research Design.
4.11.1. Research design definition.
4.11.2. Research design characteristics.
4.11.3. Research design classifications.
4.11.4. Research design steps.
4.12. My DISSERTATION related Research Design.
4.12.1. Phase 1: Situation analysis.
4.12.2. Phase 2: Design.
 4.12.3. Phase 3: Implementation.
4.12.4. Phase 4: Evaluation.
5. Data Analysis.
5.1. Data.
5.2. Data Analysis procedure followed.
6. Results & Findings.
6.1. Results obtained after Data Analysis.
7. Conclusion & Recommendation.
7.1. Conclusion.
7.2. Recommendation.
7.3. Limitations.
7.4. Future Scopes.
8. Bibliography / Reference
9. Annexures.
9.1. The Performance Appraisal form.
9.2. The snapshot of ZOHO Modules from where Data is collected for reference.
10. Plagiarism Certificate
 INTRODUCTION
OVERVIEW
India's female labor force participation rate, though rising (37% in 2022-23), is still low compared to
its potential for economic growth. Despite legal protections for women's equality, social norms and
gender bias often push women towards domestic responsibilities, limiting their opportunities. This
is reflected in lower literacy rates and higher unemployment among women. The Global Gender
Gap Index considers factors like labor participation, education, health, and political empowerment.
The COVID-19 pandemic's restrictions on movement disproportionately impacted women's work,
leading to a larger decline in female employment compared to men.

Gender Gap in Labor Force Participation Rate (India)-

Low female participation: Overall workforce participation rate in India is 20.3%, with
women only making up 32.8% (as of 2023). This is one of the lowest rates globally.

Declining trend: Female labor force participation rate has been declining since 2005,
reaching a low of 19% in 2020 (compared to 26% in 2005).

Urban-rural divide: Female participation is higher in rural areas (36.6%) compared to

urban areas (22.8%).

COVID-19 impact: The pandemic worsened the situation, with urban female participation
rate dropping to a record low of 15.5% during the first lockdown quarter.

Socio-economic factors: As households become wealthier, there's a tendency to

discourage women from working outside the home.

Global comparison: India ranks poorly compared to South Asian neighbors - Bangladesh
(65), Nepal (106), Sri Lanka (116). (World Economic Forum’s Gender Gap Report 2021)

Desire to work: Despite low participation, a significant number of women (over 65%)
expressed a desire to work during the pandemic.

Sectoral concentration: Women are more present in agricultural work than white-collar
jobs in urban areas.

BFSI Sector's Contribution to India's GDP: Fueling Economic Growth

Integral to India's economic growth, the Banking, Financial Services, and Insurance (BFSI) sector
stand as a cornerstone of the nation's financial landscape. In the fiscal year 2022, the BFSI sector's
share of the Indian GDP surged to approximately 12%, underscoring its pivotal role in driving
economic activity. As India's GDP continues its upward trajectory, the BFSI sector emerges as a vital
enabler, poised to flourish in tandem with the nation's overall economic expansion. Investing in the
BFSI sector not only offers lucrative opportunities but also aligns portfolios with the dynamic
trajectory of India's economic development.
The year 2023 marked a significant inflection point, highlighting the resilience and adaptability of
the BFSI sector in overcoming challenges and steering towards growth. Profits within the sector
surged by an impressive 38.4%, signaling a robust rebound and reaffirming its resilience. Notably,
public sector banks spearheaded this resurgence, nearly tripling their net profits, a testament to the
sector's remarkable turnaround and unwavering contribution to India's economic prosperity. (The
Economics Times Jan 19, 2024, 06:32:00 PM IST)

Literature Review

Literature Review on the Glass Ceiling and Women's Career Progression

This review explores the concept of the glass ceiling, a barrier hindering women's
advancement in the workplace, and its impact on career progression. It delves into various
terms used to describe the glass ceiling in different contexts, along with the effects on
women and potential reasons behind it.

Types of Glass Ceiling

The concept of the glass ceiling is multifaceted, with various terms highlighting its nuanced
nature. Here are some key terms identified in the reviewed literature:

 Brass Ceiling: This term refers to the difficulty women face in rising through the
ranks in traditionally male-dominated fields like law enforcement and military (Schulz,
2004).
 Stained-Glass Ceiling: This sociological phenomenon describes the challenges
women encounter in attaining leadership roles within religious communities (Sullins,
2000).
 Bamboo Ceiling: This term highlights the exclusion of Asian Americans from senior
positions due to subjective factors like perceived lack of leadership potential, despite
possessing strong qualifications (Hyun, 2005).
  Concrete Ceiling: This term refers to the additional challenges faced by minority
women due to combined effects of sexism and racism, making it harder for them to
break through the glass ceiling (Catalyst, 2002).
 Glass Closet: This term describes the exclusion of LGBTQ+ individuals, particularly
gay men and lesbians, from certain professions due to homophobia (Browne, 2014).
 Glass Escalator: This term refers to the phenomenon where men in female-
dominated professions experience faster promotions compared to women in those
fields (Williams, 1992).
 Sticky Floor: This term describes the pattern where certain groups, often women in
low-wage or pink-collar jobs (secretaries, nurses), face limited opportunities for
advancement (Shambaugh, 2007).
 Sticky Ladder: This term suggests that women get stuck in middle management
positions and struggle to reach the top (Facchinetti, 2012).

PARTICIPATION OF WOMEN EMPLOYEES IN THE INDIAN BFSI SECTOR:

The participation of women in the Indian BFSI sector remains staggeringly low, reflecting broader
challenges in achieving gender equality in the workforce. Despite women constituting nearly half of
India's population, their representation in the BFSI industry lags significantly behind their male
counterparts.
India grapples with one of the world's lowest female labor force participation rates, a fact
underscored by its poor ranking in global gender equality indices. For instance, in the Global
Gender Gap Index of 2021, India placed 140th out of 156 countries, signaling a stark failure to
address gender disparities. Regionally, India ranks sixth out of eight South Asian countries in terms
of gender equality.
Within the BFSI sector specifically, women face persistent barriers to advancement, often
encountering a glass ceiling that impedes their career progression. While the industry offers
promising opportunities for growth and competitive remuneration, female representation remains
disproportionately low across various job roles.
Statistics reveal a concerning picture: as of March 2021, women accounted for only 24 percent of
total employment in scheduled commercial banks. Moreover, their presence is particularly scarce in
leadership roles, with women comprising only 22.6 percent of officers. Disparities persist across
different types of banks, with foreign sector banks showing relatively higher female representation
compared to small finance banks.
Over a sixteen-year period from 2005-06 to 2020-21, women's participation in the BFSI sector has
seen minimal growth, increasing by a mere 9.2 percent. This stagnant progress underscores the
urgent need for concerted efforts to address systemic barriers and promote gender inclusivity in the
industry.

Women in BFSI: Progress and Challenges in India

The global financial sector, from BFSI customers to boardroom executives, has traditionally been a
male-dominated field. This trend holds true across nations, with the balance of female
representation in leadership positions varying greatly. While some countries boast a significantly
higher percentage of women in banking leadership roles, others, like India, are still working towards
achieving greater gender parity.
India presents a unique case study. The country has seen a rise in women entering the BFSI
workforce, with some exceptional women reaching the highest echelons of the industry. Pioneering
figures like Tarjani Vakil, the first female CEO of the Export-Import Bank of India, and Arundhati
Bhattacharya, the first woman to lead the State Bank of India, have paved the way for future
generations. However, despite these inspiring examples, the overall number of women in senior
positions within Indian BFSI remains low. This calls for a closer look at the factors contributing to
this disparity and the ongoing efforts to create a more inclusive environment.
This introduction sets the stage for a deeper exploration of women's experiences in the Indian BFSI
sector. We will examine the historical context, the current state of female representation, and the
challenges and opportunities that lie ahead. By understanding these dynamics, we can gain
valuable insights into how India can unlock the full potential of its female workforce and achieve a
more balanced and equitable BFSI industry.

Glass Ceiling in Focus: A Comparative Study of the IT and BFSI Sectors

The IT industry in India faces a pronounced glass ceiling effect, particularly impacting women's
career advancement opportunities. This study delves into the various factors contributing to this
phenomenon, categorized into personal, organizational, and societal realms. With a sample of 57
female employees from middle and senior management levels across different IT companies in
India, the study aims to discern the primary hindrances to women's career progression.
Analysis of the collected data reveals that societal factors exert the most significant hindrance on
women's advancement in the IT industry. Additionally, women's self-perception and management's
perception of women's suitability for higher positions emerge as crucial determinants. This
underscores the urgent need for targeted interventions and policy measures to address systemic
biases and promote gender inclusivity within the IT sector.

OBJECTIVES OF THE STUDY

The primary objective of this study is to conduct a statistical analysis of performance appraisal
ratings at Peerless Financial Products Distribution Limited to detect potential glass ceiling effects.
Specifically, the study aims to:
1. To study whether there exists a ‘glass ceiling’ in workplace.
2. Identify any disparities in performance ratings between male and female employees.
4. Examine whether there is any association between gender and increment percentage.

Research Methodology
Definition;
Research methodology is the specific procedures or techniques used to identify, select, process, and
analyze information about a topic. In a research paper, the methodology section allows the reader to
critically evaluate a study’s overall validity and reliability. The methodology section answers two main
questions: How was the data collected or generated? How was it analyzed? Research is defined as
careful consideration of study regarding a particular concern or problem using specific & suitable
methods.

Research methodology simply refers to the practical “how” of any given piece of research. More
specifically, it’s about how a researcher systematically designs a study to ensure valid and reliable
results that address the research aims and objectives. For example, how did the researcher go about
deciding –

 What data to collect (and what data to ignore).

 Who to collect it from (in research, this is called “sampling design”).
 How to collect it (this is called “data collection methods”).
 How to analyze it (this is called “data analysis methods”).
Characteristics of Research;

Keeping this in mind that research in any field of inquiry is undertaken to provide information to
support decision-making in its respective area, we summarize some desirable characteristics of
research:

 The research should focus on priority problems.

 The research should be systematic. It emphasizes that a researcher should employ a structured
procedure.
 The research should be logical. Without manipulating ideas logically, the scientific researcher
cannot make much progress in any investigation.
 The research should be reductive. This means that the findings of one researcher should be
made available to other researchers to prevent them from repeating the same research.
 The research should be replicable. This asserts that there should be scope to confirm the
findings of previous research in a new environment and different settings with a new group of
subjects or at a different point in time.
 The research should be generative. This is one of the valuable characteristics of research
because answering one question leads to generating many other new questions.
 The research should be action-oriented. In other words, it should be aimed at reaching a
solution leading to the implementation of its findings.
 The research should follow an integrated multidisciplinary approach, i.e., research approaches
from more than one discipline are needed.
 The research should be participatory, involving all parties concerned (from policymakers down
to community members) at all stages of the study.
 The research must be relatively simple, timely, and time-bound, employing a comparatively
simple design.
 The research must be as much cost-effective as possible.
 The results of the research should be presented in formats most useful for administrators,
decision-makers, business managers, or the community members.

Desirable Qualities of a research;

Good research is one that generates dependable data. It is conducted by professionals and can be
used reliably for decision making. It is thus of crucial importance that research should be made
acceptable to the audience for which research should possess some desirable qualities in terms of
it’s;

 Purpose,
 Research process,
  Research design,
 Ethical issues,
 Limitations,
 Results or findings,
 Conclusions,
 Recommendations and
 The researcher’s experiences.

We enumerate below a few qualities that good research should possess.

 Purpose clearly defined - Good research must have its purposes clearly and unambiguously
defined. The problem involved or the decision to be made should be sharply delineated as
clearly as possible to demonstrate the credibility of the research.

 Research process detailed - The research procedures used should be described in sufficient
detail to permit other researchers to repeat the research at a later date. Failure to do so
makes it difficult or impossible to estimate the validity and reliability of the results. This
weakens the confidence of the readers. Any recommendations made from such research
justifiably get little attention from the policymakers and implementation.

 Research design planned - The procedural design of the research should be carefully
planned to yield results that are as objective as possible. In doing so, care must be taken so
that the representativeness of the sample is ensured, and relevant literature has been
thoroughly searched, experimental controls, whenever necessary, have been followed, the
personal bias in selecting and recording data have been minimized.

 Ethical issues considered - A research design should always safeguard against causing mental
and physical harm not only to the participants but also to those who belong to their
organizations. Careful consideration must also be given to research situations when there is
a possibility for exploitation, invasion of privacy, and loss of dignity of all those who are
involved in the study.

 Limitations revealed - The researcher should report with complete honesty and frankness
any flaws in procedural design; he followed and provided estimates of their effects on the
findings. This enhances the confidence of the readers and finally makes the report
acceptable to the audience. One can legitimately question the value of research where no
limitations are reported.

 Adequate analysis ensured - Adequate analysis reveals the significance of the data and helps
the researcher to check the reliability and validity of his estimates. Data should, therefore,
be analyzed with proper statistical rigor to assist the researcher in reaching firm conclusions.
 When statistical methods have been employed, the probability of error should be estimated,
and criteria of statistical significance applied.

 Findings unambiguously presented - The presentation of the results should be comprehensive,

easily understood by the readers, and organized so that the readers can readily locate the
critical and central findings.

 Conclusions and recommendations justified - Proper research always specifies the conditions
under which the research conclusions seem to be valid. It is therefore of importance that any
conclusions drawn and recommendations made should be solely based on the findings of the
study. No inferences or generalizations should be made beyond the data. If this were not
followed, the objectivity of the research would tend to decrease, resulting in confidence in the
findings.

 The researcher’s experiences reflected - The research report should contain information about
the qualification of the researchers. If the researcher is experienced, has a good reputation in
research, and is a person of integrity, his report is likely to be highly valued. The policymakers
feel confident in implementing the recommendation made in such reports.

Objectives of a research;

 Develops Better Insight Into Topic - Research methodology provides better familiarity with
the research topic by properly explaining each concept associated with it. It aims at the
proper analysis of every aspect and accurately portrays all findings of the project.
 Provides Systematic Structure - Research methodology eases the process of whole research
to be done. It clearly defines the tools and techniques to be used for collecting, analyzing
and interpreting the data to find out the solutions.
 Enhance The Research Quality - It determines the reliability and validity of the whole
research work. Research methodology tells accurate sources from where data should be
taken for studying purpose which thereby improves the quality of research done.
 Derive Better Solutions - Research methodology helps in deriving crucial findings for solving
business problems. It performs an in-depth study of various projects, develops a better
understanding and detects all problems.
 Aids In Decision Making - Decision making is another important role played by research
methodology. It supports management in organizing their efforts in generating a new idea.
Research methodology by providing direction for various activities of the project helps
managers for efficient decision making.
  Inculcates Logical & Systematic Thinking - It develops the logical thinking ability of individuals.
Research methodology evaluates every element of the project and highlights them in detail.
It represents every aspect in a simplified manner which improves logical thinking.

Sampling Design;
When you conduct research about a group of people, it’s rarely possible to collect data from every
person in that group. Instead, you select a sample. The sample is the group of individuals who will
actually participate in the research.

To draw valid conclusions from your results, you have to carefully decide how you will select a sample
that is representative of the group as a whole. There are two types of sampling methods:

 Probability sampling involves random selection, allowing you to make strong statistical
inferences about the whole group.
 Non-probability sampling involves non-random selection based on convenience or other
criteria, allowing you to easily collect data.

You should clearly explain how you selected your sample in the methodology section of your paper
or thesis.

Population vs. Sample –

First, you need to understand the difference between a population and a sample, and identify the
target population of your research.

 The population is the entire group that you want to draw conclusions about.

 The sample is the specific group of individuals that you will collect data from.

The population can be defined in terms of geographical location, age, income, and many other
characteristics.

It can be very broad or quite narrow: maybe you want to make inferences about the whole adult
population of your country; maybe your research focuses on customers of a certain company,
patients with a specific health condition, or students in a single school.

It is important to carefully define your target population according to the purpose and practicalities
of your project.

If the population is very large, demographically mixed, and geographically dispersed, it might be
difficult to gain access to a representative sample.
Sampling frame –
The sampling frame is the actual list of individuals that the sample will be drawn from. Ideally, it
should include the entire target population (and nobody who is not part of that population). Example
- You are doing research on working conditions at Company X. Your population is all 1000 employees
of the company. Your sampling frame is the company’s HR database which lists the names and
contact details of every employee.

Sample size –
The number of individuals you should include in your sample depends on various factors, including
the size and variability of the population and your research design. There are different sample size
calculators and formulas depending on what you want to achieve with statistical analysis.

Probability sampling methods –

Probability sampling means that every member of the population has a chance of being selected. It
is mainly used in quantitative research. If you want to produce results that are representative of the
whole population, probability sampling techniques are the most valid choice.

There are four main types of probability sample –

 Simple random sampling – In a simple random sample, every member of the population has
an equal chance of being selected. Your sampling frame should include the whole population.
To conduct this type of sampling, you can use tools like random number generators or other
techniques that are based entirely on chance. Example – You want to select a simple random
sample of 100 employees of Company X. You assign a number to every employee in the
company database from 1 to 1000, and use a random number generator to select 100
numbers.
 Systematic sampling – Systematic sampling is similar to simple random sampling, but it is
usually slightly easier to conduct. Every member of the population is listed with a number, but
instead of randomly generating numbers, individuals are chosen at regular intervals. Example
– All employees of the company are listed in alphabetical order. From the first 10 numbers,
you randomly select a starting point: number 6. From number 6 onwards, every 10th person
on the list is selected (6, 16, 26, 36, and so on), and you end up with a sample of 100 people.
If you use this technique, it is important to make sure that there is no hidden pattern in the
list that might skew the sample. For example, if the HR database groups’ employees by team,
and team members are listed in order of seniority, there is a risk that your interval might skip
over people in junior roles, resulting in a sample that is skewed towards senior employees.
 Stratified sampling – Stratified sampling involves dividing the population into subpopulations
that may differ in important ways. It allows you draw more precise conclusions by ensuring
 that every subgroup is properly represented in the sample. To use this sampling method, you
divide the population into subgroups (called strata) based on the relevant characteristic (e.g.
gender, age range, income bracket, job role). Based on the overall proportions of the
population, you calculate how many people should be sampled from each subgroup. Then
you use random or systematic sampling to select a sample from each subgroup. Example –
The Company has 800 female employees and 200 male employees. You want to ensure that
the sample reflects the gender balance of the company, so you sort the population into two
strata based on gender. Then you use random sampling on each group, selecting 80 women
and 20 men, which give you a representative sample of 100 people.
 Cluster sampling – Cluster sampling also involves dividing the population into subgroups, but
each subgroup should have similar characteristics to the whole sample. Instead of sampling
individuals from each subgroup, you randomly select entire subgroups. If it is practically
possible, you might include every individual from each sampled cluster. If the clusters
themselves are large, you can also sample individuals from within each cluster using one of
the techniques above. This is called multistage sampling. This method is good for dealing with
large and dispersed populations, but there is more risk of error in the sample, as there could
be substantial differences between clusters. It’s difficult to guarantee that the sampled
clusters are really representative of the whole population. Example – The Company has offices
in 10 cities across the country (all with roughly the same number of employees in similar roles).
You don’t have the capacity to travel to every office to collect your data, so you use random
sampling to select 3 offices – these are your clusters.

Non-probability sampling methods –

In a non-probability sample, individuals are selected based on non-random criteria, and not every
individual has a chance of being included.

This type of sample is easier and cheaper to access, but it has a higher risk of sampling bias. That
means the inferences you can make about the population are weaker than with probability samples,
and your conclusions may be more limited. If you use a non-probability sample, you should still aim
to make it as representative of the population as possible.

Non-probability sampling techniques are often used in exploratory and qualitative research. In these
types of research, the aim is not to test a hypothesis about a broad population, but to develop an
initial understanding of a small or under-researched population.

 Convenience sampling – A convenience sample simply includes the individuals who happen
to be most accessible to the researcher. This is an easy and inexpensive way to gather initial
data, but there is no way to tell if the sample is representative of the population, so it can’t
produce generalizable results. Example – You are researching opinions about student support
services in your university, so after each of your classes, you ask your fellow students to
 complete a survey on the topic. This is a convenient way to gather data, but as you only
surveyed students taking the same classes as you at the same level, the sample is not
representative of all the students at your university.
 Voluntary response sampling – Similar to a convenience sample, a voluntary response sample
is mainly based on ease of access. Instead of the researcher choosing participants and directly
contacting them, people volunteer themselves (e.g., by responding to a public online survey).
Voluntary response samples are always at least somewhat biased, as some people will
inherently be more likely to volunteer than others. Example – You send out the survey to all
students at your university and a lot of students decide to complete it. This can certainly give
you some insight into the topic, but the people who responded are more likely to be those
who have strong opinions about the student support services, so you can’t be sure that their
opinions are representative of all students.
 Purposive sampling – This type of sampling, also known as judgments sampling, involves the
researcher using their expertise to select a sample that is most useful to the purposes of the
research. It is often used in qualitative research, where the researcher wants to gain detailed
knowledge about a specific phenomenon rather than make statistical inferences, or where
the population is very small and specific. An effective purposive sample must have clear
criteria and rationale for inclusion. Example – You want to know more about the opinions and
experiences of disabled students at your university, so you purposefully select a number of
students with different support needs in order to gather a varied range of data on their
experiences with student services.
 Snowball sampling – If the population is hard to access, snowball sampling can be used to
recruit participants via other participants. The number of people you have access to
“snowballs” as you get in contact with more people. Example – You are researching
experiences of homelessness in your city. Since there is no list of all homeless people in the
city, probability sampling isn’t possible. You meet one person who agrees to participate in the
research, and she puts you in contact with other homeless people that she knows in the area.

Data Collection;
Data collection is defined as the procedure of collecting, measuring and analyzing accurate insights
for research using standard validated techniques. A researcher can evaluate their hypothesis on the
basis of collected data. In most cases, data collection is the primary and most important step for
research, irrespective of the field of research. The approach of data collection is different for different
fields of study, depending on the required information.
Methods of Data Collection;
The two methods are:

 Primary - As the name implies, this is original, first-hand data collected by the data
researchers. This process is the initial information gathering step, performed before anyone
 carries out any further or related research. Primary data results are highly accurate provided
the researcher collects the information. However, there’s a downside, as first-hand research
is potentially time-consuming and expensive.

 Secondary - Secondary data is second-hand data collected by other parties and already having
undergone statistical analysis. This data is either information that the researcher has tasked
other people to collect or information the researcher has looked up. Simply put, it’s second-
hand information. Although it’s easier and cheaper to obtain than primary information,
secondary information raises concerns regarding accuracy and authenticity. Quantitative data
makes up a majority of secondary data.

Techniques of Data Collection;

 Primary Data Collection Techniques –
 Interviews.
 Projective Technique.
 Delphi Technique.
 Focus Groups.
 Questionnaires.

 Secondary Data Collection Techniques –

 Financial Statements.
 Sales Reports.
 Retailer/Distributor/Deal Feedback.
 Customer Personal Information (e.g., name, address, age, contact info)
 Business Journals.
 Government Records (e.g., census, tax records, Social Security info).
 Trade/Business Magazines.
 The internet.

Data Analysis

What is data analysis?

Data analysis is the science of examining data to draw conclusions about the information to make
decisions or expand knowledge on various subjects.

It consists of subjecting data to operations. This process happens to obtain precise conclusions to
help us achieve our goals, such as operations that cannot be previously defined since data collection
may reveal specific difficulties.
Advantages of data analysis –

Currently, many industries use data to draw conclusions and decide on actions to implement. It is
worth mentioning that science also uses data analysis to test or discard existing theories or models.
There’s more than one advantage to data analysis done right. Here are some examples –

 Make faster and more informed business decisions backed by facts.

 Identify performance issues that require action.
 Gain a deeper understanding of customer requirements, which creates better business
relationships.
 Increase awareness of risks to implement preventive measures.
 Visualize different dimensions of the data.
 Gain competitive advantage.
 Better understand the financial performance of the business.
 Identify ways to reduce costs and thus increase profits.

Uses of data analysis –

It is used in many industries regardless of the branch. It gives us the basis to make decisions or
confirm if a hypothesis is true.

 Marketing: Mainly, researchers perform data analysis to predict consumer behavior and help
companies place their products and services in the market accordingly. For instance, sales
data analysis can help you identify the product range not-so-popular in a specific demographic
group. It can give you insights into tweaking your current marketing campaign to better
connect with the target audience and address their needs.
 Human Resources: Organizations can use data analysis to offer a great experience to their
employees and ensure an excellent work environment. They can also utilize the data at hand
to find out the best resources whose skill set matches the organizational goals.
 Academics: Universities and academic institutions can perform data analysis to measure
student performance and gather insights on how certain behaviors can further improve
education.

Techniques for Analysis –

IT is essential to analyze raw data in order to understand it. We must resort to various techniques
that depend on the type of information collected, so it is crucial to define the method before
implementing it.

 Qualitative data analysis: Researchers collect qualitative data from the underlying emotions,
body language, and expressions. Its foundation is the interpretation of verbal responses. The
 most common ways of obtaining this information are through open-ended interviews, focus
groups, and observation groups, where researchers generally analyze patterns in observations
throughout the data collection phase.
 Quantitative data analysis: Quantitative data presents itself in numerical form. It focuses on
tangible results.

Data analysis focuses on reaching a conclusion based solely on the researcher’s current knowledge.
How you collect your data should relate to how you plan to analyze and use it. You also need to
collect accurate and trustworthy information.

Steps to Step Guide –

With these five steps in your data analysis process, you will make better decisions for your business
because data that has been well collected and analyzed support your choices.

Step 1: Define your questions – Start by selecting the right questions. Questions should be
measurable, clear, and concise. Design your questions to qualify or disqualify possible solutions to
your specific problem.

Step 2: Establish measurement priorities – This step divides into two sub-steps:

 Decide what to measure: Analyze what kind of data you need.

 Decide how to measure it: Thinking about how to measure your data is just as important,
especially before the data collection phase, because your measurement process supports or
discredits your analysis later on.

Step 3: Collect data – With the question clearly defined and your measurement priorities
established, now it’s time to collect your data. As you manage and organize your data, remember to
keep these essential points in mind:

Before collecting new data, determine what information you could gather from existing databases
or sources.

Determine storage and file naming system to help all team members collaborate in advance. This
process saves time and prevents team members from collecting the same information twice.

If you need to collect data through surveys, observation, or interviews, develops a questionnaire in
advance to ensure consistency and save time.
Keep the collected data organized with a log of collection dates and add any source notes as you go
along.

You may want to read: What is primary and secondary research?

Step 4: Analyze the data – Once you’ve collected the correct data to answer your Step 1 question,
it’s time to conduct a deeper analysis. Find relationships, identify trends, sort and filter your data
according to variables. As you analyze the data, you will find the exact data you need.

Step 5: Interpret the results - After analyzing the data and possibly conducting further research, it is
finally time to interpret the results. Ask yourself these key questions:

 Does the data answer your original question? How?

 Does the data help you defend any objections? How?
 Are there any limitations to the conclusions, any angles you haven’t considered?

If the interpretation of data holds up under these questions and considerations, you have reached a
productive conclusion. The only remaining step is to use the results of the data analysis process to
decide how you are going to act.

Make the right decisions by analyzing data the right way.

Result & Report;

An analytical report is a type of business report that uses qualitative and quantitative company data
to analyze as well as evaluate a business strategy or process while empowering employees to make
data-driven decisions based on evidence and analytics.

Why Is Analytical Reporting Important? –

To put the importance of analytical reports into perspective, here is a rundown of the key benefits
of effective report analysis:

 Communication & collaboration: By investing in effective analytical BI reporting tools and

processes, you can give everyone in the business access to valuable visual insights from one
central location. This will empower them with the information they need to perform better in
their roles while preventing any interdepartmental friction due to poor or inaccurate data.
Armed with powerful data analytics report metrics, everyone in the company will be on the
same page, creating a culture of open collaboration and communication in the process.
  Productivity: In addition to better communication, report analysis will also give you a
panoramic view of your internal processes. By gaining this level of shared insight, you can
streamline inefficient processes across the board while motivating your team to focus on
more strategic activities to grow the business. The result? A more engaged, more productive
business that is not only more adaptable but also more profitable.
 Innovation: A modern business analysis report offers a wealth of valuable key performance
indicators (KPIs) all in one place. With the help of a dashboard creator, you also get dynamic
data visualizations designed to provide deep-dive insights into your business’s most vital
functions or processes. Thanks to report analysis, you will be able to identify weaknesses,
capitalize on trends, uncover insights or patterns you never knew existed, and make accurate
predictions. From an accessible dashboard, you can create data-driven narratives and share
information that will make your sales, marketing, customer service, financial, HR, and
fulfillment activities all the more innovative. When you do that, you will stand out in your
niche and, ultimately, grow the business.
 Evolution: The digital world is in a state of constant motion. What works today may be
obsolete tomorrow, so keeping up with the changes is essential to not only survive but thrive.
Report analysis provides 24/7 access to historical data, real-time data thanks to reporting
automation, and predictive features that will empower you to respond to continual change,
refining your business models or processes according to the landscape around you while
keeping down operational costs and maintaining staff engagement. As every noteworthy data
analysis report is interactive and customizable, you can easily make continual tweaks or
adjustments and stay ahead in your field as you and your industry grow.

How to Write an Analytical Report? –

Now that we’ve managed to define analytical reporting, and stated some key benefits of report
analysis, we’ll consider how to write an analytics-style report to enhance business intelligence across
the board with the help of modern and professional tools.

 Use digital dashboards – When considering the question “what is an analytical report,” it’s
important to think about the best medium in terms of usability and presentation. It’s possible
to write an analytical report using a spreadsheet, whitepaper, or a simple Word document or
file. But these more traditional report-writing methods are usually clunky and time-
consuming. It is possible to structure data across a broad range of spreadsheets, but the final
result can be more confusing than productive. By using an online dashboard, you will be able
to gain access to dynamic metrics and data in a way that’s digestible, actionable, and accurate.
No more sifting through droves of spreadsheets, no more patchwork data analysis, and
reporting methods. With digital analytical reporting, you will see the insights unfolding before
your very eyes.
 Be dynamic – Traditional reports have a standard structure that doesn’t facilitate editing. And
static reports have their limitations. Traditional types of analytical reports typically consist of
 a title page, table of contents, introduction, methodology, body section, conclusions,
recommendations, and a bibliography. But with dynamic, interactive dashboard reporting
software, your structure will be far simpler and more holistic. As such, you can retain all the
conventional information you require, but the dynamism will provide information you can use
in real-time and dig deeper while drilling down into pockets of information with the swipe of
a screen or the click of a button.
 Choose the right chart types – What is the most important aspect of analytical reporting?
Choosing the right chart type, perhaps. Once you’ve made a conscious commitment to work
with dynamic analytical reports, the next phase of the “how to write an analysis report”
operation comes in the form of choosing the right chart type. A modern data report offers a
host of interactive data charts and visualizations you can use to your advantage. If you choose
the right types - those that represent the information you’re looking to convey with your data
analysis report - you will enhance communication and productivity. Common analytics report
chart types include interactive bar charts, line charts, bubble plots, area charts, and maps. To
help you pick visualizations for your report, here is a guide to choosing the best types of data
visualization for your business.
 Follow design best practices – When you’re considering the preparation of analytical reports,
presentation is everything. Regardless of how powerful your dashboard software is, without
following data analysis and reporting best practices, you will dilute your most vital
organizational information, making it far less effective. When it comes to the design aspect of
how to write an analysis report, a clear, concise layout with a balanced mix of visuals is the
way forward. For powerful analytical reporting, you must make sure your dashboard provides
clear-cut answers to the questions linked to key aspects of your business’s performance. You
should avoid packing too many charts and widgets into any data analytics reports as it will
only detract from your analytical information. Also, for maximum data analytics reporting
success, focus on following a logical format that will help you and your users extract actionable
insights at a glance. Adding tables at the bottom of the dashboard will help you achieve a
logical analytical report format as they usually provide more value than charts, graphs, or
similar metrics.
 Work with the right KPIs – As well as the many different types of analytical reports that exist
in the digital age, there are also many types of dynamic key performance indicators you can
use. The visually rich and interactive nature of these KPIs means that you can gain access to a
wealth of invaluable information, both past, predictive, and in real-time. For an analytical-
style report format to work at its optimum capacity, selecting the right KPI template to build
up your performance and business goals - is vital. When you’re creating or developing a
business analytics report, you should consider which trends you are looking to uncover or
benchmark and choose your KPIs accordingly.
 Make your analysis report accessible – Expanding on our previous point, your business
analytics report must always be accessible. In addition to developing a visually accessible,
logical design and format, your analytical information should always be available to the right
people in your organization whenever and wherever they need it. By working with a modern
 analytical report template, you will be able to provide 24/7 access to your company’s most
important KPI dashboards as employees will be able to log in and extract insights from a
multitude of devices, including smartphones and tablets. The primary aim of an analytical
report template is to improve internal business intelligence while empowering everyone with
the information they need to perform better - this limitless level of accessibility will do just
that.
 Tell a tale – You’ve probably noticed that we’ve already mentioned the importance of “telling
a tale or story” a couple of times - and for good reasons. The human brain favors strong
narratives or a plot it can follow, so if your analysis report format is developed with
storytelling in mind, you will make your business analysis report efforts far more powerful. To
learn more about how to improve your analysis efforts, you can read our comprehensive guide
on data analysis methods and techniques. Next, we will take a closer look at real-life scenarios
where you can utilize analytical reports to generate business value.

Research Design;
Research design definition –
Research design is the framework of research methods and techniques chosen by a researcher. The
design allows researchers to hone in on research methods that are suitable for the subject matter
and set up their studies up for success.

 Accurate purpose statement.

 Data Collection & Sampling.
 Data Analysis.
 Type of research methodology.
 Probable objections for research.
 Timeline.
 Measurement of analysis.

Research design characteristics –

Proper research design sets your study up for success. Successful research studies provide insights
that are accurate and unbiased. You’ll need to create a survey that meets all of the main
characteristics of a design. There are four key characteristics:

 Neutrality: When you set up your study, you may have to make assumptions about the data
you expect to collect. The results projected in the research should be free from bias and
neutral. Understand opinions about the final evaluated scores and conclusions from multiple
individuals and consider those who agree with the derived results.
 Reliability: With regularly conducted research, the researcher involved expects similar results
every time. Your design should indicate how to form research questions to ensure the
standard of results. You’ll only be able to reach the expected results if your design is reliable.
  Validity: There are multiple measuring tools available. However, the only correct measuring
tools are those which help a researcher in gauging results according to the objective of the
research. The questionnaire developed from this design will then be valid.
 Generalization: The outcome of your design should apply to a population and not just a
restricted sample. A generalized design implies that your survey can be conducted on any part
of a population with similar accuracy.

The above factors affect the way respondents answer the research questions and so all the above
characteristics should be balanced in a good design.

Research design classifications –

A researcher must have a clear understanding of the various types of research design to select which
model to implement for a study. Like research itself, the design of your study can be broadly classified
into quantitative and qualitative.

 Qualitative: Qualitative research determines relationships between collected data and

observations based on mathematical calculations. Theories related to a naturally existing
phenomenon can be proved or disproved using statistical methods. Researchers rely on
qualitative research methods that conclude “why” a particular theory exists along with “what”
respondents have to say about it.
 Quantitative: Quantitative research is for cases where statistical conclusions to collect
actionable insights are essential. Numbers provide a better perspective to make critical
business decisions. Quantitative research methods are necessary for the growth of any
organization. Insights drawn from hard numerical data and analysis prove to be highly
effective when making decisions related to the future of the business.

Research design steps –

 Phase 1: Situation analysis.
 Phase 2: Design.
 Phase 3: Implementation.
 Phase 4: Evaluation.

My SIP related Research Design; (To check whether, there exists a discernible association
between gender and performance appraisal ratings at Peerless Financial Products
Distribution Limited.)
Phase 1: Situation analysis.

Peerless Financial Products Distribution Limited is a company that distributes and sells financial
products in India and I want to check whether the increments and bonuses given to employees of
PFPDL across all departments during the 2022-2023 performance appraisal cycle has any
association with the gender of the employees.
Specifically, I want to know if there are any association between the gender and the
increments/bonuses

Selection of people for the appraisal process

 Evaluation of performance

Sales-
 Monthly targets are short-term goals that are set for each month. They are typically used to
track progress towards larger quarterly or yearly goals. Monthly targets can be set for a
variety of metrics, such as sales, leads, or customer satisfaction.
 Quarterly targets are intermediate goals that are set for each quarter. They are typically
used to track progress towards larger yearly goals. Quarterly targets can be set for a variety
of metrics, such as sales, leads, or customer satisfaction.
 Yearly targets are long-term goals that are set for each year. They are typically used to track
progress towards the overall vision or mission of the company. Yearly targets can be set for
a variety of metrics, such as sales, revenue, or market share.

Customer service-
Providing service to new customers in its full life cycle.
In the insurance industry, this means providing excellent customer service to new customers from
the moment they first contact you to the moment their policy expires. This includes:
 Answering their questions in a timely and accurate manner
 Helping them to understand their policy and their coverage options
 Processing their payments quickly and efficiently
 Handling any claims promptly and fairly
  By providing excellent customer service throughout the customer lifecycle, and building
trust and loyalty with new customers, which will increase the chances of them renewing
their policies with you in the future.

Business renewal
In the insurance industry, business renewal refers to the process of renewing a customer's
insurance policy when it expires. This is an important part of the customer lifecycle, as it ensures
that your customers continue to have the coverage they need.

HR-
Recruitment and onboarding: HR can help attract and hire the best candidates for open positions.
They can also provide new employees with the resources they need to get up to speed quickly and
effectively.
Performance management: HR can help employees set goals, track their progress, and receive
feedback. They can also help resolve performance issues in a fair and objective manner.
Career development: HR can help employees identify their career goals and develop a plan to
achieve them. They can also provide training and development opportunities that help employees
build their skills and knowledge.
Offboarding: HR can help employees transition out of the organization in a smooth and professional
manner. They can also provide severance packages and other benefits to help employees during
this time.

Finance-
Managing the financial affairs of an organization in accordance with the applicable laws and
regulations, including those of the Reserve Bank of India (RBI) and the Insurance Regulatory and
Development Authority of India (IRDA).
Internal Audit-
1. Reviewing the organization's financial statements for compliance with accounting standards
and regulations.
2. Evaluating the organization's internal controls to ensure that they are designed to prevent
and detect fraud and errors.
3. Conducting compliance reviews to ensure that the organization is in compliance with all
applicable laws and regulations.
4. Providing consulting services to help the organization improve its risk management, control,
and governance processes.

Legal and admin-

1. Managing employee grievances and administrative tasks.

2. This includes ensuring that all employee grievances are promptly investigated and resolved,
and that all administrative tasks are completed in a timely and efficient manner.
3. It also involves developing and implementing policies and procedures that promote a fair
and equitable workplace, and that ensure that all employees are treated with respect and
dignity.

IT-
1. Hardware, software, and server maintenance for insurance systems.
2. This includes ensuring that the hardware, software, and servers that are used to support
insurance systems are properly maintained and updated.
3. It also involves developing and implementing policies and procedures that ensure that the
integrity of insurance data is protected.

Training and development-

1. Conducting training sessions for sales and customer service employees on a regular basis
using the Peerless Excellence Academy and Performance Acceleration Program platforms.
2. This includes developing and delivering training content that is relevant to the needs of the
sales and customer service teams, and that is aligned with the organization's overall goals
and objectives.
  Steps taken after - Situation analysis;

 ALL THE DEPARTMENTS OF THE ORGANIZATION TAKEN INTO CONSIDERATION.

 PERFORMANCE OF YEAR 2022-2023 WAS TAKEN INTO CONSIDERATION (1ST APRIL 2022 –
31ST MARCH 2023)
 SELF REVIEW
 IMMIDIATE SUPERVISOR – REVIEW & REMARK
 REPORTING HEAD –REMARKS, APPRAISAL & INCREMENT
 APPRAISAL EFFICTIVE – 1ST APRIL 2023

Phase 2: Design.

a) Accurate purpose statement –To check whether, the Increment and bonus
given to the employees during performance appraisal cycle 2022-2023 has
association with the gender of the employees or not across the organization
 Null Hypothesis – Association
 Alternate Hypothesis – NO Association

b) Data Collection & Sampling –

 The data I have is Quantitative data –
i. PERFORMANCE APPRAISAL DATA AND FILE. (NAMES AND DETAILS KEPT
DUMMY FOR PRIVACY PURPOSE)
c) Data Analysis –
 I have done Quantitative data analysis as my data presents itself in numerical
form & it focuses on tangible results.
 PDP result of 2022-2023 of PFPDL.
 After that I have done it with the help of Excel to find out whether the training
was effective or not.

d) Type of research methodology – I have done Quantitative research as my case has

numbers and statistical conclusions. Numbers provide a better perspective to make
critical business decisions.

e) Probable objections for research -

1. Gathering the whole data - It is important to protect the security of employee data,
especially if it includes sensitive information. Data breaches can have a significant
impact on employees, including financial loss, identity theft, and emotional distress.
2. Confidentiality of employee details- Gathering employee data and maintaining
confidentiality is challenging.
 f) Timeline –
 1st April 2022- 31st march 2023.

g) Measurement of analysis –
1) Eligibility (Out of 130, 114 is selected)
2) Rating (As per prescribed format employees are rated in 5 rating scale)
3) % of appraisal is received from company database directly.

Phase 3: Implementation.

 The appraisal was implemented from 1st April 2023 onwards.

Phase 4: Evaluation.

 This part consists of evaluating the performances based on pre-set targets.

 There are 3 main categories –
 Promoted & Increase in Pay scale –
a. Employees with Ex-gratia only.
b. Employees with Increment only.
c. Employees with Increment & Ex-gratia both.
 Not Promoted but Increase in Pay scale –
a. Employees with Ex-gratia only.
b. Employees with Increment only.
c. Employees with Increment & Ex-gratia both.
 Not Promoted and Not Increase in Pay scale.
 Evaluation will be done by respective departmental heads, HR department and top
management.
 Then the HR department would complete the appraisal process during April’2023 by
awarding promotions and increments to successful employees.

Data Analysis

Data- NEXT PAGE

 PDP RESULT 2022-23
SERIAL NO. EMPLOYEE CODE EMPLOYEE NAME Gender EMPLOYEE EMAIL ID CONFIRMATION STATUS GRADE WORK LEVEL RATING CTC TO BE CONSIDERED FOR % of increment - REVISED CTC post
PDP FY 2022-23 (FY 2022-23) PDP RESULT Increment Amount BONUS TOTAL Promotion New Grade/ Designation
1 100001 PERSON 1 Male PERSON.PEERLESS.CO.IN@1 Permanent MNGR. GRADE II 1A 5.00 933018 8 1007659.44 74641.44 74641.44 Yes Manager Grade I
2 100002 PERSON 2 Male PERSON.PEERLESS.CO.IN@2 Permanent MNGR. GRADE II 1A 3.00 791930 8 855284.4 63354.4
3 100003 PERSON 3 Male PERSON.PEERLESS.CO.IN@3 Permanent MNGR. GRADE II 1A 3.00 730670 8 789123.6 58453.6
4 100004 PERSON 4 Male PERSON.PEERLESS.CO.IN@4 Permanent SR. MNGR. 2B 1.00 1228180 3 1265025.4 36845.4
5 100005 PERSON 5 Male PERSON.PEERLESS.CO.IN@5 Permanent MNGR. GRADE II 1A 3.00 649871 8 701860.68 51989.68
6 100006 PERSON 6 Male PERSON.PEERLESS.CO.IN@6 Permanent DEPUTY MNGR. 1AA 4.00 571585 8 617311.8 45726.8
7 100007 PERSON 7 Male PERSON.PEERLESS.CO.IN@7 Permanent CHIEF MNGR. 2A 4.00 1085418 7 1161397.26 75979.26 100000 175979.26
8 100008 PERSON 8 Male PERSON.PEERLESS.CO.IN@8 Permanent SR. MNGR. 2B 3.00 1096942 10 1206636.2 109694.2 80000 189694.2 Yes Chief Manager
9 100009 PERSON 9 Male PERSON.PEERLESS.CO.IN@9 Permanent MNGR. GRADE I 2C 2.00 890916 5 935461.8 44545.8
10 100010 PERSON 10 Male PERSON.PEERLESS.CO.IN@10 Permanent CHIEF MNGR. 2A 4.00 1154353 15 1327505.95 173152.95
11 100011 PERSON 11 Male PERSON.PEERLESS.CO.IN@11 Permanent DEPUTY MNGR. 1AA 2.00 523028 8 564870.24 41842.24
12 100012 PERSON 12 Male PERSON.PEERLESS.CO.IN@12 Permanent MNGR. GRADE II 1A 3.00 547000 7 585290 38290
13 100013 PERSON 13 Male PERSON.PEERLESS.CO.IN@13 Permanent MNGR. GRADE II 1A 5.00 978811 8 1057115.88 78304.88 78304.88 Yes Manager Grade I
14 100014 PERSON 14 Male PERSON.PEERLESS.CO.IN@14 Permanent MNGR. GRADE I 2C 4.00 1022031 8 1103793.48 81762.48 81762.48
15 100015 PERSON 15 Male PERSON.PEERLESS.CO.IN@15 Permanent MNGR. GRADE II 1A 2.00 720127 4 748932.08 28805.08
16 100016 PERSON 16 Male PERSON.PEERLESS.CO.IN@16 Permanent DEPUTY MNGR. 1AA 2.00 615099 7 658155.93 43056.93 Yes Manager Grade II
17 100017 PERSON 17 Male PERSON.PEERLESS.CO.IN@17 Permanent DEPUTY MNGR. 1AA 2.00 670821 10 737903.1 67082.1 Yes Manager Grade II
18 100018 PERSON 18 Male PERSON.PEERLESS.CO.IN@18 Permanent SR. MNGR. 2B 4.00 927180 8 1001354.4 74174.4 74174.4 Yes Chief Manager
19 100019 PERSON 19 Male PERSON.PEERLESS.CO.IN@19 Permanent MNGR. GRADE I 2C 4.00 950288 8 1026311.04 76023.04 76023.04
20 100020 PERSON 20 Male PERSON.PEERLESS.CO.IN@20 Permanent MNGR. GRADE II 1A 4.00 521233 11 578568.63 57335.63
21 100021 PERSON 21 Male PERSON.PEERLESS.CO.IN@21 Permanent MNGR. GRADE II 1A 3.00 657732 4 684041.28 26309.28
22 100022 PERSON 22 Male PERSON.PEERLESS.CO.IN@22 Permanent SR. MNGR. 2B 5.00 1003783 12.0 1124236.96 120453.96 30000 150453.96
23 100023 PERSON 23 Male PERSON.PEERLESS.CO.IN@23 Permanent ASSISTANT MNGR. 1B 1.00 475348 2 484854.96 9506.96 9506.96
24 100024 PERSON 24 Male PERSON.PEERLESS.CO.IN@24 Permanent MNGR. GRADE I 2C 3.00 790146 11 877062.06 86916.06 86916.06 Yes Senior Manager
25 100025 PERSON 25 Male PERSON.PEERLESS.CO.IN@25 Permanent MNGR. GRADE I 2C 4.00 883396 8 954067.68 70671.68 70671.68
26 100026 PERSON 26 Male PERSON.PEERLESS.CO.IN@26 Permanent MNGR. GRADE I 2C 3.00 861236 6 912910.16 51674.16 51674.16
27 100027 PERSON 27 Male PERSON.PEERLESS.CO.IN@27 Permanent SR. EXECUTIVE 1C 3.00 629238 8 679577.04 50339.04 50339.04 Yes Asst Manager
28 100028 PERSON 28 Male PERSON.PEERLESS.CO.IN@28 Permanent DEPUTY MNGR. 1AA 3.00 733482 7 784825.74 51343.74 51343.74
29 100029 PERSON 29 Male PERSON.PEERLESS.CO.IN@29 Permanent EXECUTIVE 1D 1.00 244212 0 244212 0 0
30 100030 PERSON 30 Male PERSON.PEERLESS.CO.IN@30 Permanent MNGR. GRADE II 1A 2.00 565300 7 604871 39571 39571
31 100031 PERSON 31 Male PERSON.PEERLESS.CO.IN@31 Permanent MNGR. GRADE I 2C 3.00 871735 7 932756.45 61021.45 61021.45
32 100032 PERSON 32 Male PERSON.PEERLESS.CO.IN@32 Permanent MNGR. GRADE II 1A 1.00 597869 6 633741.14 35872.14 35872.14
33 100033 PERSON 33 Male PERSON.PEERLESS.CO.IN@33 Permanent ASSISTANT MNGR. 1B 2.00 411833 8 444779.64 32946.64 32946.64
34 100034 PERSON 34 Male PERSON.PEERLESS.CO.IN@34 Permanent MNGR. GRADE II 1A 3.00 630063 7 674167.41 44104.41 44104.41
35 100035 PERSON 35 Male PERSON.PEERLESS.CO.IN@35 Permanent SR. MNGR. 2B 2.00 984073 5 1033276.65 49203.65 49203.65
36 100036 PERSON 36 Female PERSON.PEERLESS.CO.IN@36 Permanent SR. EXECUTIVE 1C 2.00 512596 18 604863.28 92267.28 92267.28 Yes Assistant Manager
37 100037 PERSON 37 Male PERSON.PEERLESS.CO.IN@37 Permanent ASSISTANT MNGR. 1B 2.00 423205 0 423205 0 0
38 100038 PERSON 38 Female PERSON.PEERLESS.CO.IN@38 Permanent MNGR. GRADE II 1A 3.00 674600 7 721822 47222 47222
39 100039 PERSON 39 Male PERSON.PEERLESS.CO.IN@39 Permanent MNGR. GRADE II 1A 3.00 636245 10 699869.5 63624.5 63624.5
40 100040 PERSON 40 Male PERSON.PEERLESS.CO.IN@40 Permanent MNGR. GRADE II 1A 4.00 590908 9 644089.72 53181.72 53181.72
41 100041 PERSON 41 Male PERSON.PEERLESS.CO.IN@41 Permanent GENERAL MNGR. 3B 4.00 1888212 12 2114797.44 226585.44 150000 376585.44
42 100042 PERSON 42 Male PERSON.PEERLESS.CO.IN@42 Permanent SR. MNGR. 2B 3.00 1469743 5 1543230.15 73487.15 73487.15 Yes Chief Manager
43 100043 PERSON 43 Male PERSON.PEERLESS.CO.IN@43 Permanent ASSISTANT MNGR. 1B 4.00 396420 10 436062 39642 39642 Yes Deputy Manager
44 100044 PERSON 44 Male PERSON.PEERLESS.CO.IN@44 Permanent SR. EXECUTIVE 1C 4.00 332059 10 365264.9 33205.9 33205.9
45 100045 PERSON 45 Male PERSON.PEERLESS.CO.IN@45 Permanent SR. EXECUTIVE 1C 1.00 261520 25 326900 65380 65380
46 100046 PERSON 46 Male PERSON.PEERLESS.CO.IN@46 Permanent EXECUTIVE 1D 3.00 343803 0 343803 0 0
47 100047 PERSON 47 Female PERSON.PEERLESS.CO.IN@47 Permanent ASSISTANT MNGR. 1B 2.00 404158 12 452656.96 48498.96 48498.96
48 100048 PERSON 48 Male PERSON.PEERLESS.CO.IN@48 Permanent SR. EXECUTIVE 1C 4.00 302422 8 326615.76 24193.76 24193.76 Yes Assistant Manager
49 100049 PERSON 49 Female PERSON.PEERLESS.CO.IN@49 Permanent ASSISTANT MNGR. 1B 1.00 393107 8 432417.7 39310.7 39310.7
50 100050 PERSON 50 Male PERSON.PEERLESS.CO.IN@50 Permanent SR. EXECUTIVE 1C 5.00 418971 10 460868.1 41897.1 41897.1 Yes Assistant Manager
51 100051 PERSON 51 Female PERSON.PEERLESS.CO.IN@51 Permanent MNGR. GRADE II 1A 4.00 635989 10 699587.9 63598.9 63598.9
52 100052 PERSON 52 Female PERSON.PEERLESS.CO.IN@52 Permanent SR. EXECUTIVE 1C 4.00 284161 10 312577.1 28416.1 28416.1 Yes Assistant Manager
53 100053 PERSON 53 Female PERSON.PEERLESS.CO.IN@53 Permanent SR. EXECUTIVE 1C 4.00 271421 10 298563.1 27142.1 27142.1 Yes Assistant Manager
54 100054 PERSON 54 Male PERSON.PEERLESS.CO.IN@54 Permanent SR. EXECUTIVE 1C 3.00 229185 8 247519.8 18334.8 18334.8
55 100055 PERSON 55 Male PERSON.PEERLESS.CO.IN@55 Permanent SR. EXECUTIVE 1C 4.00 257567 10 283323.7 25756.7 25756.7
56 100056 PERSON 56 Male PERSON.PEERLESS.CO.IN@56 Permanent SR. EXECUTIVE 1C 3.00 336800 6 357008 20208 20208
57 100057 PERSON 57 Male PERSON.PEERLESS.CO.IN@57 Permanent ASSISTANT MNGR. 1B 4.00 301956 10 332151.6 30195.6 30195.6 Yes Deputy Manager
58 100058 PERSON 58 Male PERSON.PEERLESS.CO.IN@58 Permanent DEPUTY MNGR. 1AA 4.00 393250 14.5 450271.25 57021.25 57021.25
59 100059 PERSON 59 Male PERSON.PEERLESS.CO.IN@59 Permanent SR. EXECUTIVE 1C 4.00 234181 22 285700.82 51519.82 51519.82
60 100060 PERSON 60 Male PERSON.PEERLESS.CO.IN@60 Permanent SR. EXECUTIVE 1C 4.00 416328 8 449634.24 33306.24 33306.24
61 100061 PERSON 61 Male PERSON.PEERLESS.CO.IN@61 Permanent ASSISTANT MNGR. 1B 5.00 407735 14.5 466856.575 59121.575 59121.575 Deputy Manager
62 100062 PERSON 62 Male PERSON.PEERLESS.CO.IN@62 Permanent SR. EXECUTIVE 1C 5.00 380796 12 426491.52 45695.52 45695.52 Yes Assistant Manager
63 100063 PERSON 63 Female PERSON.PEERLESS.CO.IN@63 Permanent SR. EXECUTIVE 1C 4.00 314147 12 351844.64 37697.64 37697.64
64 100064 PERSON 64 Male PERSON.PEERLESS.CO.IN@64 Permanent SR. EXECUTIVE 1C 4.00 323294 8 349157.52 25863.52 25863.52
65 100065 PERSON 65 Male PERSON.PEERLESS.CO.IN@65 Permanent SR. EXECUTIVE 1C 4.00 425025 0 425025 0 0
66 100066 PERSON 66 Female PERSON.PEERLESS.CO.IN@66 Permanent ASSISTANT MNGR. 1B 5.00 398987 14.5 456840.115 57853.115 57853.115 yes Deputy Manager
67 100067 PERSON 67 Male PERSON.PEERLESS.CO.IN@67 Permanent PRESIDENT 4A 3.00 5292500 8 5715900 423400 423400
68 100068 PERSON 68 Male PERSON.PEERLESS.CO.IN@68 Permanent SR. EXECUTIVE 1C 5.00 258478 10 284325.8 25847.8 25847.8
69 100069 PERSON 69 Male PERSON.PEERLESS.CO.IN@69 Permanent MNGR. GRADE II 1A 2.00 546833 10 601516.3 54683.3 54683.3
70 100070 PERSON 70 Male PERSON.PEERLESS.CO.IN@70 Permanent MNGR. GRADE II 1A 3.00 657953 7 704009.71 46056.71 46056.71
71 100071 PERSON 71 Male PERSON.PEERLESS.CO.IN@71 Permanent SR. EXECUTIVE 1C 4.00 324000 10 356400 32400 32400
72 100072 PERSON 72 Male PERSON.PEERLESS.CO.IN@72 Permanent SR. EXECUTIVE 1C 3.00 285205 12 319429.6 34224.6 34224.6
73 100073 PERSON 73 Male PERSON.PEERLESS.CO.IN@73 Permanent EXECUTIVE 1D 2.00 252265 0 252265 0 0
74 100074 PERSON 74 Male PERSON.PEERLESS.CO.IN@74 Permanent SR. EXECUTIVE 1C 4.00 450360 8 486388.8 36028.8 36028.8
75 100075 PERSON 75 Female PERSON.PEERLESS.CO.IN@75 Permanent EXECUTIVE 1D 2.00 313248 4 325777.92 12529.92 12529.92
76 100076 PERSON 76 Male PERSON.PEERLESS.CO.IN@76 Permanent EXECUTIVE 1D 4.00 284698 10 313167.8 28469.8 28469.8
77 100077 PERSON 77 Male PERSON.PEERLESS.CO.IN@77 Permanent EXECUTIVE 1D 4.00 292842 8 316269.36 23427.36 23427.36
78 100078 PERSON 78 Male PERSON.PEERLESS.CO.IN@78 Permanent DEPUTY MNGR. 1AA 2.00 430395 15 494954.25 64559.25 30000 94559.25
79 100079 PERSON 79 Male PERSON.PEERLESS.CO.IN@79 Permanent SR. MNGR. 2B 2.00 682369 12 764253.28 81884.28 75000 156884.28
80 100080 PERSON 80 Male PERSON.PEERLESS.CO.IN@80 Permanent DEPUTY MNGR. 1AA 2.00 563870 15 648450.5 84580.5 84580.5 Yes Manager Grade !!
81 100081 PERSON 81 Male PERSON.PEERLESS.CO.IN@81 Permanent ASSISTANT MNGR. 1B 2.00 353160 10 388476 35316 35316
82 100082 PERSON 82 Male PERSON.PEERLESS.CO.IN@82 Permanent ASSISTANT MNGR. 1B 1.00 393750 11 437062.5 43312.5 43312.5 Yes Deputy Manager
83 100083 PERSON 83 Male PERSON.PEERLESS.CO.IN@83 Permanent EXECUTIVE 1D 3.00 232420 8 251013.6 18593.6 18593.6
84 100084 PERSON 84 Male PERSON.PEERLESS.CO.IN@84 Permanent EXECUTIVE 1D 4.00 339204 6 359556.24 20352.24 20352.24
85 100085 PERSON 85 Male PERSON.PEERLESS.CO.IN@85 Permanent DEPUTY MNGR. 1AA 1.00 520004 6 551204.24 31200.24 31200.24
86 100086 PERSON 86 Male PERSON.PEERLESS.CO.IN@86 Permanent DEPUTY MNGR. 1AA 3.00 800004 8 864004.32 64000.32 64000.32
87 100087 PERSON 87 Male PERSON.PEERLESS.CO.IN@87 Permanent EXECUTIVE 1D 5.00 267204 12 299268.48 32064.48 32064.48
88 100088 PERSON 88 Male PERSON.PEERLESS.CO.IN@88 Probation DEPUTY MNGR. 1AA 3.00 432480 0 432480 0 0
89 100089 PERSON 89 Male PERSON.PEERLESS.CO.IN@89 Permanent EXECUTIVE 1D 3.00 234720 10 258192 23472 23472
90 100090 PERSON 90 Male PERSON.PEERLESS.CO.IN@90 Probation EXECUTIVE 1D 3.00 320004 8 345604.32 25600.32 25600.32
91 100091 PERSON 91 Male PERSON.PEERLESS.CO.IN@91 Permanent EXECUTIVE 1D 4.00 219732 10 241705.2 21973.2 21973.2
92 100092 PERSON 92 Male PERSON.PEERLESS.CO.IN@92 Permanent EXECUTIVE 1D 4.00 284760 10 313236 28476 28476
93 100093 PERSON 93 Male PERSON.PEERLESS.CO.IN@93 Permanent MNGR. GRADE I 2C 3.00 760008 8 820808.64 60800.64 60800.64
94 100094 PERSON 94 Male PERSON.PEERLESS.CO.IN@94 Permanent EXECUTIVE 1D 4.00 262572 10 288829.2 26257.2 26257.2
95 100095 PERSON 95 Female PERSON.PEERLESS.CO.IN@95 Permanent SR. EXECUTIVE 1C 4.00 400020 8 432021.6 32001.6 32001.6
96 100096 PERSON 96 Male PERSON.PEERLESS.CO.IN@96 Permanent ASSISTANT MNGR. 1B 3.00 320760 20 384912 64152 64152
97 100097 PERSON 97 Male PERSON.PEERLESS.CO.IN@97 Permanent EXECUTIVE 1D 1.00 300000 6 318000 18000 18000
98 100098 PERSON 98 Male PERSON.PEERLESS.CO.IN@98 Permanent EXECUTIVE 1D 4.00 250020 8 270021.6 20001.6 20001.6
99 100099 PERSON 99 Male PERSON.PEERLESS.CO.IN@99 Permanent EXECUTIVE 1D 2.00 300000 12 336000 36000 36000
100 100100 PERSON 100 Male PERSON.PEERLESS.CO.IN@100 Permanent EXECUTIVE 1D 3.00 262572 4 273074.88 10502.88 10502.88
101 100101 PERSON 101 Male PERSON.PEERLESS.CO.IN@101 Permanent EXECUTIVE 1D 3.00 247416 6 262260.96 14844.96 14844.96
102 100102 PERSON 102 Male PERSON.PEERLESS.CO.IN@102 Permanent EXECUTIVE 1D 1.00 219924 8 237517.92 17593.92 17593.92
103 100103 PERSON 103 Male PERSON.PEERLESS.CO.IN@103 Permanent EXECUTIVE 1D 3.00 260004 10 286004.4 26000.4 26000.4
104 100104 PERSON 104 Male PERSON.PEERLESS.CO.IN@104 Permanent DEPUTY MNGR. 1AA 1.00 500004 4 520004.16 20000.16 20000.16
105 100105 PERSON 105 Male PERSON.PEERLESS.CO.IN@105 Probation EXECUTIVE 1D 4.00 247440 4 257337.6 9897.6 9897.6
106 100106 PERSON 106 Male PERSON.PEERLESS.CO.IN@106 Permanent (OSD) MNGR. GRADE I 2C 3.00 915216 10 1006737.6 91521.6 91521.6
107 100107 PERSON 107 Male PERSON.PEERLESS.CO.IN@107 Permanent MNGR. GRADE II 1A 5.00 681277 14.5 780062.165 98785.165 98785.165 Manager Grade I
108 100108 PERSON 108 Male PERSON.PEERLESS.CO.IN@108 Permanent MNGR. GRADE II 1A 3.00 712188 8 769163.04 56975.04 56975.04
109 100109 PERSON 109 Male PERSON.PEERLESS.CO.IN@109 Permanent DEPUTY MNGR. 1AA 3.00 282761 10 311037.1 28276.1 28276.1 Yes Manager Grade II
110 100110 PERSON 110 Female PERSON.PEERLESS.CO.IN@110 Permanent ASSISTANT MNGR. 1B 3.00 398525 10 438377.5 39852.5 39852.5
111 100111 PERSON 111 Male PERSON.PEERLESS.CO.IN@111 Permanent SR. GENERAL MNGR. 3A 3.00 2405272 5 2525535.6 120263.6 120263.6
112 100112 PERSON 112 Male PERSON.PEERLESS.CO.IN@112 Permanent ASSISTANT MNGR. 1B 4.00 340172 20 408206.4 68034.4 68034.4 Yes Deputy Manager
113 100113 PERSON 113 Male PERSON.PEERLESS.CO.IN@113 Permanent MNGR. GRADE II 1A 1.00 598697 5 628631.85 29934.85 29934.85
114 100114 PERSON 114 Male PERSON.PEERLESS.CO.IN@114 Permanent (OSD) GENERAL MNGR. 3B 4.00 1591193 10 1750312.3 159119.3 150000 309119.3
EMPLOYEES BY GENDER IN TOP MANAGEMENT-

Count of Gender Gender

ASSESMENT
Grand
LEVEL
GRADE Female Male Total
PRESIDENT 1 1
SR. GENERAL TOP
MNGR. MANAGMENT 1 1
GENERAL MNGR. 2 2
LEADERSHIP 1
CHIEF MNGR. 2 2
SR. MNGR. LEADERSHIP2 7 7
MNGR. GRADE I 9 9
MNGR. GRADE II 2 19 21
MIDDLE
DEPUTY MNGR. 13 13
ASSISTANT MNGR. 4 10 14
SR. EXECUTIVE 5 17 22
JUNIOR
EXECUTIVE 1 21 22
Grand Total 12 102 114

GENDER DISTRIBUTION IN THE ORGANIZATION-

Count of
Gender
Gender Total
Female 12
Male 102
Grand Total 114
 Total

Female
Male

A. Data Analysis as per increment;

Checking weather, whether there exists a discernible association between gender and
performance appraisal increment percentage at Peerless Financial Products Distribution
Limited.
 Null Hypothesis- There is no association with the gender & the increment.
 Alternate Hypothesis- There is association with the gender & the increment.

CHI SQ TEST-

OBSERVED DATA TABLE

Gender VS Increment category
GENDER/INCREMENT 0-5% 6-10% 11-15% 16-20% 21-25% TOTAL

FEMALE 1 7 3 4 0 15
MALE 18 64 16 18 2 118
TOTAL 19 71 19 22 2 133
 EXPECTED DATA TABLE
Gender VS Increment category
GENDER/INCREMENT 0-5% 6-10% 11-15% 16-20% 21-25% TOTAL

FEMALE 2.14285714 8.007519 2.1428571 2.4812030 0.2255639 15

MALE 16.9 63.0 16.9 20 2 118
TOTAL 19 71 19 22 2 133

Data analysis of PDP (Performance Development Plan) data for increment–

Null Hypothesis: There is no association with the gender & the increment.
Alternate Hypothesis: There is association with the gender & the increment.
Steps Steps to be followed for Chi square Test P-VALUE approach for the above secondary data.
Step 1 Go to formulas
Step 2 Go to More function
Step 3 Choose Statistical
Step 4 Choose Chi sq. test
Step 5 Choose Array for observed
Step 6 Choose Array for expected
Step 7 Note the value of p computed
Step 8 Checking the association.

Interpretation –

If the p-value is less than your significance level, the difference between means is
statistically significant. Again, Excel provides p-values and critical value approach for CHI SQ.
TEST—and we’ll stick with the p-value approach.

For our results, we’ll use excel chi sq. test formula, by which we’ll get p-value for the Chi sq.-
test where our p-value is 1 which is more than the standard significance level of 0.05, so we
can accept the null hypothesis.

Therefore, there is no association between the gender and the increment.

No association between the gender and the increment is important because it shows that the
employees are not treated in a biased way because of gender.
 B. Data Analysis as per rating-

Checking weather, whether there exists a discernible association between gender

and performance appraisal ratings at Peerless Financial Products Distribution
Limited.

 Null Hypothesis- There is association with the gender & the rating.
 Alternate Hypothesis- There is no association with the gender & the rating.

CHI SQ TEST-

OBSERVATION TABLE
GENDER VS APPRAISAL RATING
Gender\Rating 1 2 3 4 5 GRAND TOTAL
FEMALE 1 3 2 5 1 12
MALE 11 16 34 32 9 102
GRAND TOTAL 12 19 36 37 10 114

EXPECTED TABLE
GENDER VS APPRAISAL RATING
GENDER \ RATING 1 2 3 4 5 GRAND TOTAL
FEMALE 1 3 2 5 1 12
MALE 11.0 16 34 32 9.0 102
GRAND TOTAL 12 19 36 37 10 114
Data analysis of PDP (Performance Development Plan) data for rating–

Null Hypothesis: There is no association between the gender and the rating in every department of PFPDL
Alternate Hypothesis: There is no association between the gender and the rating in every department of PFPDL
Steps Steps to be followed for Chi square Test P-VALUE approach for the above secondary data.
Step 1 Go to formulas
Step 2 Go to More function
Step 3 Choose Statistical
Step 4 Choose Chi sq. test
Step 5 Choose Array for observed
Step 6 Choose Array for expected
Step 7 Note the value of p computed
Step 8 Checking the association.

Interpretation –

If the p-value is less than your significance level, the difference between means is
statistically significant. Again, Excel provides p-values and critical value approach for
CHI SQ. TEST—and we’ll stick with the p-value approach.

For our results, we’ll use excel chi sq. test formula, by which we’ll get p-value for the
Chi sq.-test where our p-value is 1 which is more than the standard significance level
of 0.05, so we can accept the null hypothesis.

Therefore, there is no association between the gender and the rating.

No association between the gender and the rating is important because it shows that the
employees are not treated in a biased way because of gender.
 Results and Findings:

The examination of the glass ceiling effect in the BFSI sector reveals persistent challenges hindering
gender equity despite diversity and inclusion efforts. Analysis of performance appraisal ratings
indicates potential biases, with consistent lower ratings for marginalized groups, particularly
women. Regular review of ratings across diverse dimensions is crucial to address systemic barriers.
Proactive measures like diversity training and fostering inclusivity are imperative to ensure a fair
and meritocratic appraisal system, promoting equal opportunities for all employees.
However, when examining Peerless Financial Products Distribution Limited specifically, the findings
presented a contrasting scenario. Despite the prevalent awareness of glass ceiling effects within the
BFSI sector, no significant association was found between gender and performance appraisal within
Peerless Financial Products Distribution Limited. Nevertheless, a notable observation emerged from
secondary data analysis, revealing a significantly low proportion of female employees within the
organization and has no women representation in the top management. This disparity in gender
representation highlights broader systemic challenges that may contribute to gender-related issues
in career advancement, warranting further investigation and targeted interventions to address
underlying barriers to gender equity within the organization.

Conclusion:

The study highlights the pervasive presence of glass ceiling effects in performance appraisal ratings
within the Banking, Financial Services, and Insurance (BFSI) sector in India. Despite efforts to
promote diversity and inclusion, gender disparities persist, hindering the career progression of
women and underrepresented groups into senior leadership roles. Biases such as the halo effect
contribute to unfair appraisals, perpetuating inequality and hindering organizational growth.
Additionally, the perception of performance appraisal politics and its impact on counterproductive
work behavior underscore the need for fair and unbiased assessments in fostering a positive work
environment.
 Recommendations:

To address these challenges, organizations in the BFSI sector must implement proactive measures:

 Review and revise HR policies and practices to mitigate biases in performance

evaluations.
 Provide training on unconscious bias and diversity awareness to decision-
makers involved in the appraisal process.
 Foster a culture of transparency and accountability in performance
assessment, ensuring all employees have equal opportunities for
advancement.
 Encourage mentorship and sponsorship programs to support the career
development of women and underrepresented groups.
 Continuously monitor and evaluate the effectiveness of diversity and inclusion
initiatives, making adjustments as needed.

Limitations:

 The study primarily focuses on the BFSI sector in India, limiting generalizability to
other industries or geographic regions.
 Data collection may be subject to biases or inaccuracies, impacting the validity of
findings.
 The study may not capture all dimensions of the glass ceiling phenomenon or other
forms of discrimination present in the BFSI sector.
 Future Scope:

Future research could explore:

1. Longitudinal Studies:
 Track promotions, salary changes, and attrition rates for men and women over several
years. This would reveal if the glass ceiling weakens, strengthens, or stays stagnant.
 Identify critical career junctures where women face the most significant disparity in
advancement.
2. Comparative Analyses:
 Compare BFSI sectors across different countries with varying gender equality legislation
and social norms. This could identify best practices for dismantling the glass ceiling.
 Analyze industries with contrasting gender ratios in leadership positions. This might reveal
industry-specific factors contributing to the glass ceiling.
3. Qualitative Research:
 Conduct in-depth interviews with women in the BFSI sector, focusing on their experiences
with performance appraisals, promotion processes, and mentorship opportunities.
 Explore the perspectives of men in leadership roles to understand their perceptions of
gender bias and their support for diversity initiatives.
4. Intervention Studies:
 Design and test different diversity and inclusion training programs, measuring their impact
on reducing implicit bias in performance evaluations.
 Evaluate mentoring programs specifically aimed at supporting women in leadership
development within the BFSI sector.
 Implement anonymized performance appraisal processes and analyze if it leads to fairer
ratings for women.

These research avenues can provide valuable insights to dismantle the glass ceiling and achieve
true gender equity in the BFSI sector and beyond.
 Bibliography / Reference

 SECONDARY PDP DATA FROM PFPDL

 https://shodhganga.inflibnet.ac.in:8443/jspui/bitstream/10603/192465/4/chapter%201.pdf
 https://ijrpr.com/uploads/V3ISSUE6/IJRPR5266.pdf
 file:///C:/Users/ADMIN/Downloads/GLASSCEILINGISSUESINTHEINDIANBANKINGSECTOR.pdf
 https://upsctree.com/society-glass-ceiling-effect-in-india/
 https://economictimes.indiatimes.com/mf/bfsi-is-it-the-right-time-to-invest-in-one-of-the-key-drivers-of-
economic-growth/articleshow/106991014.cms?from=mdr
 https://www.researchgate.net/publication/326692849_Glass_ceiling_factors_affecting_women_career_a
dvancement_in_IT_industry_in_India#:~:text=Women%20in%20IT%20industry%20is%20concentrated%20
more,is%20a%20hindrance%20as%20they%20climb%20up
 https://vvgnli.gov.in/sites/default/files/159-2023%20Shashi%20Bala.pdf
 https://mospi.gov.in/sites/default/files/reports_and_publication/statistical_publication/social_statistics/
Chapter_4.pdf
 https://core.ac.uk/download/pdf/228460351.pdf
 https://www.linkedin.com/company/pfpdl/mycompany/
 http://www.peerlessfpd.com/
 https://one.zoho.in/zohoone/peerless/home/myapps/
 https://people.zoho.in/peerless/home/dashboard/
 https://payroll.zoho.in/app/home/dashboard/
 https://meeting.zoho.in/meeting/meeting-main/home/
 https://people.zoho.in/peerless/ onboarding/
 https://people.zoho.in/peerless/ organization/
 https://payroll.zoho.in/app/employees/
 https://payroll.zoho.in/app/reports/
 https://people.zoho.in/app/reports/
 https://people.zoho.in/peerless/expenses-crm/
 https://recruit.zoho.in/app/home/dashboard/
 https://services.zoho.in/app/home/dashboard/
 Annexures

The Performance Appraisal form;

The following chart depicts the concept of Glass Ceiling-

The snapshot of ZOHO Modules From where Data is collected for reference;

 ZOHO ONE;
 ZOHO PEOPLE;

 ZOHO PAYROLL;
  ZOHO RECRUIT;

• ZOHO ORGANIZATION;
• ZOHO REPORTS – PEOPLE;

• ZOHO REPORTS – PAYROLL;

• ZOHO EXPENSES & CRM;

• ZOHO ONBOARDING;
 ZOHO MEETING;

 ZOHO SERVICES;
COMPARING SOUTH-ASIAN COUNTRIES-