63JAMDec-2043.pdf
JAMR Publicationvisibility
…
description
7 pages
link
1 file
The primary function of human resource department is Performance Appraisal and the prior information received by the human resource department from the managers or team leaders about employee's performance. In the process of recruitment, placement, training, promotion and performance appraisal, Performance appraisal is one of the important key factor ia a banking sector or in an organization. Performance Appraisal also used to analyze employee's strengths, weaknesses, success and failures for further promotions. The aim of present study to know about the private banking sectors employee's opinion on the Performance Appraisal systems.
Related papers
Performance Appraisal System for Employees in Private Banking Sector
isara solutions, 2019
Performance refers to the accomplishment of the tasks that made up an individual's job. It is a systematic and objective way of evaluating both work related behavior and potential, it is a process that involves determining and communicating to an employee and indicates how well an individual is fulfilling the job demands. Performance measures also link information gathering and decision making processes which provide a basis for judging the effectiveness of personnel subdivisions such as recruiting, selection, training and compensation etc. The current study deals exploring the impact of employee's perceptions on performance appraisal system in Private banking sector of India and to identify the strengths and weaknesses of current performance appraisal system in the private banks. For this research primary data is collected from 100 employees of three 'HDFC, ICICI, AXIS' renowned banks using quota sampling methods by the interview method of data collection. In the end on the basis of the findings of this study, many suggestions are also made for the effective performance appraisal system.
A STUDY ON EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM
Int. J. of HRM & Org. Bev., , 2016
Human Resource Management is concerned with employing the people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements, human resources management may be defined as a set of policies, practices and programmers designed to maximize both personal and organizational goals. It is the process of binding people and organizations together so that the objectives of each are achieved. According to Flippo, personal management or human resources management is the planning, organizing, directing and controlling of the procurement, development, compensation, importance of HRM. The significance of HRM can be discussed at four levels-corporate, personal, social and national. HRM is the central subsystem of an organization overview of performance appraisal system. The history of performance appraisal is quite brief. Its roots in the early 20 th century can be traced to Taylor's pioneering time and motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern HRM. Performance Appraisal system began as simple methods of income justification. That is, Appraisal was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If and employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order.
Performance appraisal system of Mercantile bank limited: An evaluation
Journal of Business & Retail Management Research
Performance appraisal is very much essential for the HR managers to adopt administrative decisions regarding promotion, fringes, pay-offs, and merit pay increment of the employees. The article attempts to evaluate the existing performance appraisal system of Mercantile Bank Limited, one of the leading private commercial banks in Bangladesh. Efforts were made to reveal the problems and suggestions for the improvement of the performance appraisal system of the said bank. Both qualitative and quantitative techniques of gathering and interpreting data were applied. The key findings of the study suggest that there are some pragmatic gaps in the process of performance appraisal. The employees gave divided views on their satisfaction level about the performance appraisal procedure. The employees, in general, perceive the process of the appraisal system a tool of biased judgement for assessing their performances. The practical implication of the study is that it will facilitate the management of the bank to formulate time worthy performance appraisal policy so that the managers can conduct effective performance appraisal program ensuring satisfaction of the bank staffs.
Effectiveness of Performance Appraisal System in Select Public and Private Sector Banks -A Study
from ignorance on the part of the rate on how he is rated. The sample is designed on the basis of stratified random sampling with proportion in select public and private sector banks covering behavior related problems, performance appraisal method related problems, performance appraisal format related problems and performance appraisal end-use-related problems such as non-linkage performance with rewards, training and development and employee growth path.
A Review on Performance Appraisal System: An Ineffective and Destructive Practice?
This paper discusses the issues pertaining to the implementation of performance appraisal exercise in the organizations. This exercise is supposed to improve employees' competency and productivity. However, poor execution of performance appraisal exercise can be detrimental especially to the organizational performance. Performance appraisal also has been noticed to be one of the most problematic activities of human resource management and is considered as rather an unnecessary bureaucratic practice or and even a destructive effect on the relationship of employees and managers. Two main reasons of this problem are employee satisfaction and perceive fairness on the performance appraisal system.
The Impact of Performance Appraisal on Employee Performance in Banks Operating in the South of Jordan
International Journal of Human Resource Studies, 2019
This research was about performance appraisal and its effect on employees’ work performance. The major aim of the research was to investigate the effect of performance appraisal on employees’ work performance of banks in the South of Jordan. This study also aimed at investigating the major elements of performance appraisal which included: establishing performance standards, establishing communication standards, measuring actual performance with established standards, discussing the appraisal with employees and giving feedback. In conducting this study, the required data was collected through a closed ended structured questionnaire. The questionnaire was adopted and adapted from many related studies. The procedures used to determine the comprehensive sample from a total population of 260 employees was the following: First, the target population was identified; second, the researcher used a formula based-sample size determination. Basically, a total of 260 questionnaires were distribu...
AWARENESS TOWARDS THE PERFORMANCE APPRAISAL SYSTEMS IN HRH GROUP OF HOTELS – A CASE STUDY
Performance Appraisal systems helps the organization to accomplish their mission and vision by judging effectiveness of the employees i.e. recruitment, selection, training and development. The purpose of the study is to understand the awareness among the employees regarding the Performance Appraisal System adopted in HRH Groups of hotels. The performance appraisal system in HRH group of hotels, which is a leading chain of heritage and hotels preserving royal palaces, hotels & resorts in Rajasthan & India, does a proper assessment of the employee contribution. The performance appraisal system is very important for the efficient functioning of the organization. The research design adopted was descriptive in nature where a structured questionnaire are administered and 30 respondents were selected of the employees of the HRH Groups of hotels by using stratified random sampling method. The study concluded that the employees were very well aware of the performance appraisal methods adopted within the organization and proper training were conducted before employee induction. Introduction Performance appraisal means the systematic evaluation of performance of the employee in the organization and for the purpose of evaluation, the criteria selected should be in quantifiable or in measurable terms. It helps the employee to know where he stands in the organization and also to identify the problems in their work and to overcome them. It diagnoses the employee's strong and weak points, so that the organization can direct their efforts to upgrade their performance by providing them training, which would help them in getting promotion, transfer, financial rewards, and good placements in the organization. The significance of an appraisal system is that an individual get a feedback of their present performance in the job which gives them a clear sense of their responsibilities and the expectations which are to be fulfilled by them. It also helps the organization to accomplish their mission and vision by judging truly the effectiveness of the employee's i.e. recruitment, selection, training and development. The nature of performance appraisal and its effectiveness depends a great deal on how human resource are viewed and treated in the organization. The performance appraisal also gives a
Performance Appraisal System: Its' Impact on Performance of Employees at Kumasi Technical University
Performance appraisal is an important management practice that is conducted to assess skill-set, ability and commitment level of employees in any organization. Employees of tertiary institutions both academic and administrative like other employees in the public sector expect to be appraised and not to be evaluated. Over the last three decades, the effectiveness of performance appraisal (EPA) literature has grown, notably entailing empirical evidence about its measurement criteria. But little evidence exists on the reliability, validity, problems and effectiveness of performance appraisal on employee performance at the university. The study aims to fill this gap by focusing on the reliability, validity, problems and effectiveness of performance appraisal on employee performance at the Kumasi Technical University. The researcher adopted a descriptive study that is explanatory in nature. The total population for the study was three hundred and fifty-four (354). The study used all the population for the study. The data collection instrument was a questionnaire which was coded in Google Forms. Data collected from the respondents was analyzed based on the dependent variable and independent variables using factor analysis, descriptive statistics, and regression analysis. The study revealed that reliability and validity of performance appraisal system, quality of performance appraisal system, effectiveness of performance appraisal system, and problems of performance appraisal system has a significant effect on employee performance. The study found that all the independent variables were statistically significant to the dependent variable. the study conclude that reliability and validity of performance appraisal system, quality of performance appraisal system, effectiveness of performance appraisal system, and problems of performance appraisal system account for only 31.7% of the variation in the effect of employee performance.
PERFORMANCE APPRAISAL SYSTEM AND ITS IMPACT ON EMPLOYEES
Perfor¬mance appraisal is one of the most complex and controversial human resource techniques. In many organiza¬tions performance appraisal systems are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions Performance appraisal system is important to any organizational work performance; it determines the organization’s success or failure. Employees are the most valuable and dynamic assets of an organization. For achieving the strategic objective of sustained and speedy growth, managing human resource has been featured as a vital requirement in alln organizations. It is a challenge to monitor the entire cycle of defining the
Journal of Advance Management Research, ISSN: 2393-9664
Vol.05 Issue-05, (December 2017), Impact Factor: 4.598
Performance Appraisal Practices in Private Banking Sector in India
Ms. Ritambhra Goswami,
Research Scholar, Amity University, Gwalior
Abstract:
The primary function of human resource department is Performance Appraisal and the prior
information received by the human resource department from the managers or team leaders about
e ployee’s perfor a e. I the pro ess of re ruit e t, pla e e t, trai i g, promotion and
performance appraisal, Performance appraisal is one of the important key factor ia a banking sector
or i a orga izatio . Perfor a e Appraisal also used to a alyze e ployee’s stre gths, weak esses,
success and failures for further promotions. The aim of present study to know about the private
a ki g se tors e ployee’s opi io o the Perfor a e Appraisal syste s.
Keywords:
Importance of an effective performance, Practices & Methodologies in private sectors, Importance of
performance appraisal, Process of performance appraisal, Appraisal system in Indian banking system.
Introduction:
In relation to certain objectives of organization and pre-established criteria, the periodic and
systematic process that determine the job performance and productivity of an individual employee
called performance appraisal (P.A) (Muchinsky,2012)
Strengths, weaknesses, accomplishments and organizational citizenship behavior are also considered
as other aspects of an employee in an organization. (Broady-Preston & Steel, 2002).
Generally, the performance appraisal data are collected by the three main methods are:
1. Objective production
2. Personnel
3. Judgmental evaluation
With a large variety of method of evaluation, judgmental evaluation are used.
As p o idi g feed a k to e ployees , jo status, dis ipli a y de isio s, de elopi g e ployees a d
counselling could function as interview. (Cederblom, 1982)
Promotions, termination, test validation and performance improvement are few application of
performance appraisal. (De Misi & Pritchard, 2006)
Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories
Journal of Advance Management Research, ISSN: 2393-9664 (JAMR)
http://www.jamrpublication.com email id- [email protected]
Page 527
Journal of Advance Management Research, ISSN: 2393-9664
Vol.05 Issue-05, (December 2017), Impact Factor: 4.598
In the process of appraisal, the final step is performance appraisal interview. Which is held between
the subordinate and supervisor in an organization.
Reactions of an employee to performance appraisal
Most of the researchers stated that all the employees are not satisfied with the system of
Pe fo a e App aisal i a o ga izatio .
A o di g to so e esea he s, I the syste of pe fo a e app aisal, y aki g the
objective system, improving the process of feedback employees wanted to see changes.
oe
The importance of an effective performance
1.
2.
3.
Standards
Simple format and practical
Documentation
Standards: The set of standards should be understandable, achievable, measurable and
motivating.
Simple format and practical: The format of appraisal should be simple, clear, objective and
fair. Because the long formats are difficult to understand and time consuming.
Documentation: To documenting the performance of an individual employee and a
continuous noting called documentation.
Practices and methodologies in private sectors
1. T o ay o
u i atio s
2. Feed a k “yste s
3. I t odu tio to Te h ologies
4. Re uit e t a d “ele tio s
5. Pe ks a d Pa kages
6. O ga izatio al Eti uettes
7. Lea e Ma age e t syste
8. E ployee Be efits
9. Jo “e u ity
10. Re uit e t Pla s
11. pe sio Pla s
1. Two way communications: It is a form of transmission in which the communication is held
between the senior subordinate and the junior subordinate. In private organizations, all the
issues whether it is formal or informal are being immediately solved or receipt of the
messages, complaints and issues which is received from employees.
Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories
Journal of Advance Management Research, ISSN: 2393-9664 (JAMR)
http://www.jamrpublication.com email id- [email protected]
Page 528
Journal of Advance Management Research, ISSN: 2393-9664
Vol.05 Issue-05, (December 2017), Impact Factor: 4.598
2. Feedback System: In this system, the performance of an employee is evaluated by their
performance and also by their behavior and discipline. A private sector uses the 360 degree
appraisal feedback system. In which the feedback is given to top from senior management,
employees as well as customers.
3. Introduction to Technologies: In order to achieve maximum production to follow the methods
and practices of technologies. For every employee, technology is changing day to day in a
private sector.
4. Recruitment and Selection: On the basis of merit candidates, recruitment and selection is
carried out. And for the suitable designation an eligible candidates get selected. Four to five
rounds are carried out in the process of recruitment and selection.
5. Perks and Packages: Depending on the responsibilities and designations, perks and packages
are the compensation or an amount which is given to an individual employees of an
organizations for their performance.
6. Employee Benefits: To motivate employees as well as to develop Human Resource like
medical insurance, education and travel allowance etc. employee benefits are followed.
Importance of Performance Appraisal
In an organization, the most important element for information and control system is
performance appraisal. The applications of the performance appraisal are given below;
Fo pe so el de isio s valuable information provides by performance appraisal like
p o otio s, de otio s, pay i eases, te i atio s a d t a sfe s .
I a o ga izatio , it helps to judge the effe ti e ess of e uit e t, sele tio ,
pla e e t a d o ie tatio syste .
It also helps to a alyze de elop e t eeds a d t ai i g of a i di idual e ployee .
To i p o e pe fo a e th ough app op iate feed a k to e ployees, a
pe fo a e app aisal a e used .
A i di idual e ployees pe fo a e o jo ; su essio pla i g, hu a resource
pla i g a d a ee pla i g fa ilitates y pe fo a e app aisal .
Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories
Journal of Advance Management Research, ISSN: 2393-9664 (JAMR)
http://www.jamrpublication.com email id- [email protected]
Page 529
Journal of Advance Management Research, ISSN: 2393-9664
Vol.05 Issue-05, (December 2017), Impact Factor: 4.598
The process of performance appraisal:
“etti g Pe fo
Co
Measu i g Pe fo
Co pa i g ith “ta da ds
Dis ussi g Results
Taki g Co e ti e A tio s
a e “ta da ds
u i ati g “ta da ds
a e
Source: Performance Appraisal Process by C.B. Gupta, 2006
Performance Appraisal systems in Indian banking sector
Recently, a system has introduced by the Allahabad bank which aims to help employees to
identify their strengths, weaknesses. And also to improve performance by the encouragement
on the job. In great detail on customer services; internal administration, business growth and
training requirement in a system of Indian overseas bank, where a branch manager gives a
self-appraisal.
In an appraisal system of union bank of India, the reporting officer is necessary to determine
his officer on conceptual, human and technical skills.
The similar self-appraisal formers has also been introduced by the Dena bank and the Bank of
Baroda.
“ou e: D . “ha hu Nath Cho dhu y, De elopi g Pe fo a e App aisal “yste
Pe fo a e Leade ship i Ba ks , CAB CALLING, July “epte e , 2008
fo
For effective Performance Appraisal in Indian Banks, the following points should keep in
mind are as given under below:
1.
2.
3.
4.
5.
6.
“ele t hat pe fo a e data to olle t
Dete i e ho o du ts the app aisal
De ide o a ati g philosophy
O e o e ati g defi ie ies
C eate a ati g i st u e t
Deli e useful i fo atio to e ployees
Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories
Journal of Advance Management Research, ISSN: 2393-9664 (JAMR)
http://www.jamrpublication.com email id- [email protected]
Page 530
Journal of Advance Management Research, ISSN: 2393-9664
Vol.05 Issue-05, (December 2017), Impact Factor: 4.598
In the a k, fo the i di idual the Pe fo
performance.
a e App aisal is esse tially a oppo tu ity
ith thei
Conclusion:
To Refle ts the past pe fo a e, Pe fo a e App aisal usually p o ides a oppo tu ity a d past
behavior review. In future, what should be done to enhance the effectiveness of banks; for
improvement plans, making development and reaching agreement to be useful as a basis.
To keep e ployee’s oti atio high, fo pe fo
central pillar in the Indian banking sector.
a e
a age e t, Pe fo
a e App aisal is the
Bibliography:
Bach, S., (2000). Personnel Management, a comprehensive guide to theory and practice,
London, Blackwell.
Begum , S., Sarika, K., & Sumalatha, G. (2015). A Study on Performance Apparaisal Private
Sector Vs. Public Sector. Journal of Business & management, Volume 17, Issue 2. Ver II, 75-80.
Bhatia, Ekta (2010). Performance Appraisal in banking sector. www.scribd.com
Broady-Preston, J. & Steel, L. (2002). Employees, customers, and internal marketing strategies
in LIS. Library Management, 23, 384-393.
Caruth, D.L., & Humphreys, J. H., (2008). Performance Appraisal; essential characteristics for
strategic control, Measuring Business Excellence, Vol. 12(3), pp.24-32.
Cascio, W. F., (1998). Managing Human Resources. Boston. McGraw Hill Publishing Company.
Cederblom, D., (1982). The performance appraisal interview: A review, implications, and
suggestions. Academy of Management Review, 7(2), 219-227.
Cawley, B. D., Keeping, L. M. Levy, P. E., (1998). Participation in the performance appraisal
process and employee reactions: A meta-analytic review of field investigations, Journal of
Applied Psychology, 83, 615-633.
De Nisi, A., & Pritchard, R., (2006). Performance appraisal, performance management and
improving individual performance: A motivational framework. Management and Organization
Review, 2(2), 253-277.
Eichel, E., & Bender, H. E., (1984). Performance Appraisal A Study of Current Techniques. New
York. American Management Association.
Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories
Journal of Advance Management Research, ISSN: 2393-9664 (JAMR)
http://www.jamrpublication.com email id- [email protected]
Page 531
Journal of Advance Management Research, ISSN: 2393-9664
Vol.05 Issue-05, (December 2017), Impact Factor: 4.598
G.,Sankaranarayanan (2007). Performance
www.iibf.org.in/portal/documents.
Appraisal
System
in
Indian
banking.
Institute for Corporate Productivity, (2011). Pay for Performance, Survey report.
Manasa, K., & Reddy, N.,(2009). Role of Training in Improving Performance. The IUP Journal
of Soft Skills, 3, 72-80.
Leiva, P.I., and Jones, R.G., (2007). Perceived purposes of performance appraisal; Correlates
of Individual and position-focused purposes on attitudinal outcomes, Human Resources
Development Quarterly, Vol.18(3).
Migiro, S.O., Taderera M.M., (2011). Evaluating the Performance Appraisal System in the Bank
of Botswana. African Journal of Business Management, Vol.5 (10), 3765-3776.
Muchinsky, P. M., (2012). (Shrivastava & Rai, 2012) Psychology Applied to Work (10th ed.).
Summerfield, NC: Hypergraphic Press.
Muczyk, J. P. & Gable, M. (1987), Managing sales performance through a comprehensive
performance appraisal system. Journal of Personal Selling and Sales Management, 7, 41-52.
Rani, L., Kumar, N., & Kumar, S. (2014). Performance Appraisal Research: A Study of
Performance Appraisals Practices in Private Banks. Abhinav National Monthly refereed Journal
of Research in Commerce & Management, Volume-III.
Rees, W.D., & Porter, C.,(2003). Appraisal pitfalls and the training implications – part 1,
Industrial and Commercial Training, Vol. 35(7), pp.280-284.
Schraeder, M. Becton, J., & Portis, R. (2007). A critical examination of performance appraisals,
The Journal for Quality and Participation, 20-25.
Shrivastava, P., & Rai, U. K. (2012). Performance Appraisal Practices in Indian Banks. . Integral
Review - A Journal of Management, Vol. 5, No. 2, 46-52.
Simmons, J., (2002). An expert witness perspective on performance appraisal in universities
and colleges, Employee Relations, Vol.24 (1), Pp. 86 – 100.
Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories
Journal of Advance Management Research, ISSN: 2393-9664 (JAMR)
http://www.jamrpublication.com email id- [email protected]
Page 532
Journal of Advance Management Research, ISSN: 2393-9664
Vol.05 Issue-05, (December 2017), Impact Factor: 4.598
Sudarsan, A., (2009). Performance appraisal systems: A survey of organizational views. The
Icfai University Journal of Organizational Behaviour, 3(1), 54-69.
Shambhu Nath Chowdhury (2008). Developing Performance Appraisal System for
Pe fo a e Leade ship i Ba ks . docs.google.com.
Shrivastava, A., & Purang, P. (2011). Employee perceptions of performance appraisals: a
comparative study on Indian banks. The International Journal of Human Resource
Management , Volume 22, Issue 3, 632-647.
Showkat, S. (2013). Performance Appraisal in Banking Organizations. Journal of Arts, Science
& Commerce, Vol.-IV, Issue-3(1).
Watson Wyatt (2009). Perceptions of Canadian employees on performance, Survey report
Y. Zhang (2009). Performance appraisal for Chinese state-owned banking industry. volume 6,
189-200.http://www.atypon-link.com/INT/doi/abs/10.1386/jots.6.3.189/
Double-Blind Peer Reviewed Refereed International Journal - Included in the International Serial Directories
Journal of Advance Management Research, ISSN: 2393-9664 (JAMR)
http://www.jamrpublication.com email id- [email protected]
Page 533
Related papers
A Threshold Crossed: On Genocidal Intent and the Duty to Prevent Genocide in Palestine
Journal of Genocide Research, 2024
Caminos de agua en tierra firme y mar abierto. Reconstrucción del paisaje marítimo de Los Tuxtlas, Veracruz
Espacios marítimos y proyecciones culturales, 2019
EX-SITU-EVALUATION OF NEW MATERIALS SUCH AS COPPER COMPOUNDS FOR ZINC-AIR BATTERY WITH THE AIM OF GETTING A SECONDARY ZINC-AIR BATTERY
Granthaalayah Publications and Printers, 2024
Pengaruh Motivasi Intrinsik dan Motivasi Ekstrinsik terhadap Kepuasan Kerja
BISMA (Bisnis dan Manajemen), 2018
Atlas socioambiental do município de Osório
Turismo e Recursos Naturais , 2017
Microneedle‐Based Generation of Microbubbles in Cancer Tumors to Improve Ultrasound‐Assisted Drug Delivery
Advanced Healthcare Materials, 2019
Evaluating Harker and O’Leary’s distance approximation for ellipse fitting
Pattern Recognition Letters, 2007
Cenomanian-Turonian bivalves from eastern Sinai, Egypt
Palaeontographica Abteilung A, 2014
Calix[n]arenes in Action: Useful Host-Guest Catalysis in Organic Chemistry
Current Organic Chemistry, 2012
Makna I'jaz Ilmi Al-Qur'an: Kajian Pendekatan Analisis Teks
Zazkia Fara Dinda Rahayu, 2024
Evaluación de cinco métodos de muestreo para abejas en dos estados sucesionales del área de influencia del embalse Porce II (Antioquia)
Revista Facultad Nacional De Agronomia, 2011
Seed Protection of Solanum lycopersicum with Pythium oligandrum against Alternaria brassicicola and Verticillium albo-atrum
Microorganisms
Estimates of Body Composition in Drug Naïve Asymptomatic HIV‐infected Rural Kenyan Women
The FASEB Journal, 2010
P367Robotic and conventional ablation of atrial fibrillation: impact of biomarkers on recurrences
EP Europace, 2017
Characteristics of the Flight Arc in Horses Jumping Three Different Types of Fences in Olympic Competition
Journal of Equine Veterinary Science, 2021