“PERFORMANCE APPRAISAL AT

RELIANCE SECURITIES”

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 DECLARATION

I,SAMEENA KAZMI hereby declare that I have carried out my

project in title “PERFORMANCE APPRAISAL AT

RELIANCE SECURITIES”

I further declare that this is my original work and no part of this

report has been published or submitted to anybody or University
for award of Degree/Diploma

SAMEENA KAZMI
MBA (HR & IR) 3rd SEM.
ROLL NO: 180013170071

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 ACKNOWLEDGEMENT

A summer project is a golden opportunity for learning and self

development. I consider myself very lucky and honored to have so

many wonderful people lead me through in completion of this project.

I express my deepest thanks to Rahul Mishra (Reliance Securities),

Lucknow for taking part in useful decision & giving necessary advices

and guidance and arranged all facilities to make life easier. I choose this

moment to acknowledge their contribution gratefully.

I express my deepest thanks to faculty guide for their guidance and

support. He supported to us by showing different method of

information collection about the company. He helped all time when we

needed and he gave right direction toward completion of project.

Yours Faithfully

SAMEENA KAZMI
MBA (HR& IR) 3rd SEM.

ROLL NO: 180013170071

3
 PREFACE

RELIANCE SECURITIES is a subsidiary of RELIANCE SECURITIES. The

company is
dedicated to meet consumer expectations on one hand and making quality a p-
riority on the other. This is what made them worthy to the millions of consum-
ers. It is presently manufacturing 20” and 21”Colour Picture Tubes.

The part contents and theory of management endeavors to be scientific in natu-

re, while its application and presentation in the real business world remains a
target to be developed by the individual.

I hope that the reader will find this report useful to enhance their knowledge &
help them in various ways.

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 ACKNOWLEDGEMENT

It is plesure to record my thanks and gratitude to person and organizations whose

generous helps and support enabled me to complete this study within the stipulat-

ed time period . At the outset , I am grateful to Raj Kumar Goel Institute Of Tec-

hnology , Ghaziabad , for sponsoring this study to me. My special thanks are due

to Mr. Mithlesh Kumar Singh and host of other officials for their active help and

cooperation and help from various personals at different events , without which t-

he study could not have achieved its desired objectives . Lastly ,I greatly indebted

to all those people who have some how or the other helped me in the completion

of my project.

The talented faculties of my institute “Raj Kumar Goel Institute Of Technology “

dserve the praise for their role in shaping this report . I would like to acknowledge

Miss.Vibhuti (faculty of Human Resorce) for her valued suggestions and insights.

The repot of this nature is a prodct of ideas and experiences of several people , acc

umulated over years , though I am unable to mention them all ,my debt of gratitude

to them is no less . However I have the responsibility of all my shortcomings.

SANJAY SINGH

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 CONTENTS

Objectives of the project

Executive Summary

About the Topic

Standard of Performance

Guidelines of Performance Standards

Research Methodology

Questionnaire Analysis

Recommendations

Benchmarking

Annexure
Bibliography

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Company Profile

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 Company Profile
Reliance Group is among India's top private

sector business houses serving over 250

million customers across telecommunications, power, financial

services, infrastructure, media and entertainment, and

healthcare sectors. Founded by the late ShriDhirubhaiAmbani

(1932-2002), the Reliance Group positively influences the lives

of one in every 5 aspiring Indians across more than 25,000

cities and towns and 400,000 villages.

The Reliance Group strongly believes that it has a pivotal role

to play in shaping the destiny of our great nation. Through its

various consumer-facing businesses, the Group provides a

robust platform to every Indian to realize his/ her potential

through its state-of-the-art products and services.

Company Philosophy:

Vision

 To build a global enterprise for all our stakeholders, and

 A great future for our country,

 To give millions of young Indians the power to shape their

destiny.

Value of:

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Shareholder Interest: We value the trust of shareholders, and

keep their interests paramount in every business decision we

make, every choice we exercise

People Care: We possess no greater asset than the quality of

our human capital and no greater priority than the retention,

growth and well-being of our vast pool of human talent.

Consumer Focus:We rethink every business process,

product and service from the standpoint of the consumer –

to exceed expectations at every touch point.

Excellence in Execution: We believe in excellence of

execution – in large, complex projects as much as small

everyday tasks. If something is worth doing, it is worth

doing well.

Team Work:The whole is greater than the sum of its parts; in

our rapidly changing knowledge economy, organizations

can prosper only by mobilizing diverse competencies, skill

sets and expertise; by imbibing the spirit of “thinking

together” -- integration is the rule, escalation is an

exception.

Proactive Innovation:We nurture innovation by breaking

silos, encouraging cross-fertilization of ideas & flexibility of

roles and functions. We create an environment of

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 accountability, ownership and problem solving –based on

participative work ethic and leading-edge research.

Leadership by Empowerment:We believe leadership in the new

economy is about consensus building, about giving up control;

about enabling and empowering people down the line to take

decisions in their areas of operation.

Social Responsibility:We believe that organizations, like

individuals, depend on the support of the community for their

survival and sustenance, and must repay this generosity in the

best way as they can.

Respect for Competition:We respect competition – because

there is more than one-way of doing things right. We can learn as

much from the success of others as from our own failures.

Corporate Governance:Great corporations, like individuals,

are known for their unwavering commitment to ethical values

and principles. At Reliance Group, we remain steadfast in our

resolve to uphold the highest standards of integrity,

transparency and governance.For us, corporate governance is

not just about adhering to the formal letter of the law, but about

embracing the substantive spirit that lies underneath; to move

beyond the statutory obligations.

The key aspects of our corporate governance practice are:

o Monitoring of executive and director compensation

o Providing autonomy to the Board

o Implementing rigorous disclosure and transparency norms.

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Corporate Social Responsibility:Organizations, like

individuals, depend for their survival, sustenance and growth on

the support and goodwill of the communities of which they are

an integral part, and must pay back this generosity in every way

they can...

This ethical standpoint, derived from the vision of our founder,

lies at the heart of the CSR philosophy of the Reliance

Group.While we strongly believe that our primary obligation or

duty as corporate entities is to our shareholders – we are just as

mindful of the fact that this imperative does not exist in

isolation; it is part of a much larger compact which we have

with our entire body of

stakeholders: From employees, customers and vendors to

business partners, eco-system, local communities, and society at

large.

For us, being socially responsible is not an occasional act of

charity or that one-time token financial contribution to the local

school, hospital or environmental NGO. It is an on-going year-

round commitment, which is integrated into the very core of our

business objectives and strategy. Because we believe that there

is no contradiction between doing well and doing right. Indeed,

doing right is a necessary condition for doing well.

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Investor Relations – I.R. Principles:

Consistent with our commitment to the highest standard of

corporate governance, each listed company in the Reliance

Group maintains a proactive investor relations program. The

objective of these programs is to keep the investment

community well informed about our strategy, management

actions, and business development. This is achieved by keeping

regular contact with analysts, investors, current and future

shareholders, and the media.

The guiding principles of our investor relations programs are:

 Commitment and availability of top management

 Consistent and adequate information at all times

 Identical and simultaneous information for all investors

 Honesty, transparency, and service-minded

Glimpse at Reliance Group

In 1966 In 2016

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 Reliance Anil
Reliance Commercial
Reliance Industries Limited DhirubhaiAmbani Ventures
Corporation
Limited

Polyester Firm Public Company Private Company

Founder:- Chairman & Chairman:

MD:- Anil
Ambani

DhirubhaiAmbani MukeshAmbani

Headquarter:-
Started from Narsinatha Headquarter:- Mumbai, DirubhaiAmbani
Street in Masjid Bunder Maharashtra Knowledge Center, Navi
Mumbai, Maharashtra

Run with 85,000 strong Over 24,930 employed

Over 1,20,000 employees
workforce people

Reliance Anil DhirubhaiAmbani Group

Reliance Anil DhirubhaiAmbani Group (Anil

DhirubhaiAmbani Ventures Limited) is an

Indian conglomerate, headquartered in Navi Mumbai, India.

The company, which was formed after DhirubhaiAmbani's

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business was divided up, is headed by his younger son Anil

Ambani. It has a market capitalisation of ₹890

billion (US$13 billion) and net assets worth ₹1,800

billion (US$27 billion). The Reliance Group operates in over

20,000 towns and 450,000 villages in India, and abroad.

Reliance Group has four listed companies. Reliance

Power, Reliance Communications, Reliance Infrastructure,

and Reliance Capital, with a shareholder base of over 12

million. The group provides telecom, financial services,

construction, entertainment, power, health care, manufacturing,

defence, aviation, and transportation services.

Group Companies:

Reliance Communication
Reliance Capital
Reliance Infrastructure
Reliance Power
Reliance Mumbai Metro
Reliance Roads
Reliance Defence
Reliance Big Entertainment

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Reliance Capital:

Reliance Capital, a constituent of CNX Nifty

Junior and MSCI India, is a part of the Reliance

Group. It is one of India's leading and amongst most valuable

financial services companies in the private sector. Reliance

Capital has interests in asset management and mutual funds, life

and general insurance, commercial finance, equities and

commodities broking, wealth management services, distribution

of financial products, private equity, asset reconstruction,

proprietary investments and other activities in financial

services.

Reliance Mutual Fund is amongst top Mutual Funds in

India with over six million investor folios. Reliance Life

Insurance and Reliance General Insurance are amongst the

leading private sector insurers in India. Reliance Securities

is one of India’s leading retail broking houses. Reliance

Money is one of India’s leading distributors of financial

products and services.

Reliance Capital has a net worth of Rs. 15,390 crore (US$ 2.3

Billion) and total assets of Rs.67,112crore (US$ 10.2 Billion) as

on March 31, 2016.

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Reliance Capital Limited (Subsidiaries: as on March 31, 2016)

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Reliance Securities

Reliance Securities, the broking arm of Reliance

Capital, is one of the India’s leading retail

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broking houses, providing customers with access to equities,

derivatives, currency, IPOs, mutual funds, bonds, and corporate

F.D.s amongst others. The large array of financial offerings

helps customers fulfilling their investment objectives on one

platform.

Reliance Securities offers secure online trading platform &

investment activities in a cost effective and convenient manner.

To enable wider participation, it also provides the convenience

of trading offline through variety of means including Call and

Trade, Branch Dealing Desks and network of

affiliates.The company is a corporate member of both

the Bombay Stock Exchange (BSE) and the National Stock

Exchange (NSE).

Focus on timely & error-free execution represents its core

strength. Our best in class research offerings, high degree of

compliance with stock exchange regulations, ethical business

standards & strong risk management capabilities; Reliance

Securities positions itself amongst strong & innovative brands

in the financial services space.

Moreover, Reliance Securities has over 8 lakh customers;

having strong affiliate network with over 1000 offices across

India.

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 Reliance Securities Limited

Parent Company Reliance Capital

Category BFSI

Sector Consumer Financial Services

Slogan " Think Bigger, Think Better "

U.S.P. Huge Capital base and backing from Reliance group

Type Private Company (NBFC)

Foundation Year 2005

Headquarter Mumbai

Area Served Worldwide

Key People B. Gopkumar (Chief Executive Officer)

Market Analysis:

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 S.T.P.

Segment Brokerage

Target Group Urban and Rural Investors

Positioning Complete Investment and Stock trading Solutions

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 Competition with:
Sharekhan Ltd.
Indiabulls Financial Services Limited
Angel Broking
ICICI Securities Ltd.
MotilalOswal Securities
Reliance
Kotak Securities
Securities Vs Zerodha
India Info Line
Karvy Securities
Fortis Securities (Religare)
HDFC Securities

SWOT Analysis
1) Innovative range of financial services
2) Diversified risk with investments in upcoming sectors like
infrastructure
Strengths 3) Largest E-broking house in the country
Has over 10,000 outlets in India and over 8 lakh clients

Weakness Penetration limited to semi-urban areas

1) Growing rural market
2) Earning Urban Youth
Opportunities
3) Educating people about the benefits of investments to increase target
audience
1) Stringent Economic measures by Government, RBI and SEBI
Threats
2) Entry of foreign finance firms in Indian Market

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How Reliance Securities Scored Over Others?

1. Two Way Authentication:Reliance offers its

customers with a token (an electronic gadget) that

generates a password, which are a third level of security

in addition to the customer log in and a password

provided. The password generated by the token is valid

only for a period of 32 seconds. If the web page expires,

for the fresh login, a new password generated by the

token has to be keyed in by the customer.

2. Lowest Brokerage:Reliance offers the lowest

brokerage of 1 paisa which is very less with respect to the

other DPs in the market.

3. User friendly software:The portal offered is very easy to

understand and use.

4. Forex and offshore investment:Reliance provides the

offshore facility which no other AMC is providing in the

market.

5.Better research and news:Reliance offers news from

the DOW JONES and REUTERS. Seeking to bring share

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trading closer to consumers just like ATMs, Reliance

Capital's stock brokerage arm Reliance Securities

launched Internet trading services through web-enabled

retail kiosks.

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PRODUCTS OFFERED BY COMPANY:-

1) SMART TRADING PLATFORMS:

Our intuitive trading platforms offer browser-based as well as

desktop-based trading access for hassle-free trading across

multiple asset classes.Enjoy seamless trading experience on our

state-of-the-art trading platforms - Insta Plus and Insta Xpress.

Our exclusive integrated platform – Trade Express and Mobile

Trading platform – RMobile Xpress are developed keeping in

mind the trading needs of our esteemed customers.

Tick Pro:Big Data Analytics & Robot Insights Trading

Platform

Feature:

NEWS ANALYTICS: All the news & information is

available with relevant insights on a single screen

PEERS:Compare and analyse the most critical &

indicative information among peer stocks

PORTFOLIO HIGHLIGHTS:Evaluate portfolio's risk

tolerance, performance & exposure in real time & get insights

for informed decisions

SCREENERS:Spot the right stocks quickly by filtering &

validating the information

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TECHNICAL ALERTS & SIGNALS:Discover technical

breakouts at a glance in real time to identify & refine your

trades

TRADE ANALYTICS:Analyse your trading decisions &

behaviour to let your own trading data help you be a winner

WATCH LIST:View different asset classes with analytical

parameters to trade smart without switching screens

COMPANY FUNDAMENTALS:Know the historic financial

statements & ratios of companies for quick fundamental

snapshot

COMPANY HEALTHSCORE:Analyse insights about a

company's financial health by its score & ranking basis multiple

fundamentals; for value based trades.

Instaxpress:

 Insta Xpress provides superfast trading experience in

equity and derivatives.

 Multiple and customizable market watch

 Streaming quotes

 Low risk strategies

 Dynamic charts and indicators

 Online fund transfer and withdrawal facilities

 News and price analytics tool

 Facilitates basket trading

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  Get access to historical trade data

Insta Plus:

Insta Plus is the advanced online trading platform that provides

best-in-class internet trading features and delivers a seamless

and rich online trading experience to retail investors.

 Integrated market watch for Equities and Derivatives

 Live Streaming Quotes

 Real-time news and market coverage

 Know your margins before order entry

 Multiple payment gateways

 Integrated research with fundamental and technical

analysis

 Seamless investments in Mutual funds, IPOs, Bonds,

etc.

 Advanced charting tools.

RMobile Xpress

 Customer can trade on the go with the Reliance Mobile

Trading App.

This app can help you

 Place orders anytime & anywhere.

 Customizable and predefined watch list

 Get stock quotes & Live streaming Market Watch

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 Fund section will have option to instantly transfer and

withdraw funds.

 Instant access to real-time charts on BSE and NSE

 Portfolio Tracker – Track your portfolio

 View your order status & day/ net position real-time

 After market Order – You can now place orders after-market

hours

 Widget – Track your watch list from home screen

 Convert and square off your open positions

 View balances & holdings

Trade Express

 A Java-based online trading platform to provide world class

terminal-like trading experience to our customers.

 Stream quotes from stock exchanges.

 Single screen for cash and derivatives that make hassle free

trading and investing in stocks

 Create multiple 'market watch' profiles.

 View holdings, check limits on one screen

2) Competitive Brokerage:

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At Reliance Securities, customer get cutting-edge trading

services at the most competitive rates. Opt from a host of

brokerage plans that suit your stock trading pattern. Our

brokerage plans like RFixed, RMax, and RFlexi, amongst

others, offer a great value proposition to investors.

R Fixed

With R-Fixed plan, customer get the option to pay fixed cost for

all your trades with the ease of having access to our branch and

a relationship manager who can help you take informed

decisions based on fundamental and technical research reports

generated by our experienced analysts.

Intraday
Segment Delivery Futures Options
Cash
Brokerage Rs 100 per
0.50% 0.05% 0.05%
Rate Lot

Service tax, Securities Transaction Tax, Stamp Duty, Turnover

charges and other government / statutory levies will be charged

as applicable.

R Flexi:Trade more, save more

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R Flexi is a sliding scale brokerage plan in which brokerage

charge reduces with the increase in trade volume. This plan

offers you an opportunity to move from default slab to a lower

slab basis the turnover criteria; either in Delivery, Margin or

Option.

R Fixed Online

Reliance Securities, provide R-Fixed Online plan to our online

customers who themselves take charge of things and do not take

any dealer support. You pay a fixed brokerage, irrespective of

the size of the transaction with seamless trading experience on

our web platforms.

Intraday
Segment Delivery Futures Options
Cash
Brokerage Rs. 100per
0.40% 0.04% 0.04%
Rate Lot

Service tax, Securities Transaction Tax, Stamp Duty, Turnover

charges and other government / statutory levies will be charged

as applicable.

3) Research:

 Intensive research to get you the information you want.

 With a team of highly experienced analysts, we offer

strategies that aim to maximize profits as well as keep

your risks to a minimum, irrespective of market volatility.

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  It offer a host of services, ranging from investment

summaries, pre-market reports, to futures and options

(F&O) calls, to options strategies, and our proprietary

service, R-Model Portfolio.

 Boost the trading with research calls and reports.

RESEARCH CALLS:

Company provides pre market calls based on technical analysis

and support, intraday trading with live market calls and also

provides positional calls when a breakout or breakdown is

observed in long term charts of stocks.

Research Calls helps in maximise profits while keeping Risk

minimum.

Company is in depth analysis covers macro-economic research

reports, round- up of major corporate affecting stock markets.

R-Model Portfolio:

R-Model Portfolio provides an effective diversification through

a basket of stocks, which are closely analysed and monitored by

our research experts, equipping you to take the right investment

decisions at the right time.

Our portfolios, ranging from long term to short term, maintain

good returns by optimizing risk and protect you from sharp

volatility. The stocks have given decent return in the past and

outperformed the benchmark indices.

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Features:

 Hassle-free stock selection

 Timely review of portfolio

 Option to invest or re-align existing holdings

4) TRADING INSTRUMENTS:Diversify portfolio

It endeavours to help you take the right decisions and make

your investments profitable. Catering to both traders and

investors, we help you choose from an array of premium trading

instruments, including equities, derivatives, currency, IPOs,

mutual funds, bonds and corporate FDs. Choose the one that

suits investment needs.

EQUITIES:Invest in equities to enjoy good returns.

The equity market offers a range of investment opportunities for

client to take advantage of and enjoy high returns. Stay updated

with the latest equity market news, limit losses with Max

Multiplier and profit from delivery-based buying and selling

with Cash and Carry.

Benefit from Equities

 Delivery Cash: We offer delivery-based stock

recommendations for long-term investments to avoid daily

volatility in the stock market.

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 Trading Intraday: Based on market movement, we provide

intraday live calls to help you trade efficiently and make

profit.

 After Market Orders (AMO): We give you an option to

place orders even during non-trading hours.

 Shares as Collateral: We give you the opportunity to trade

using demat shares as collateral.

 Competitive Tariffs: Choose from our customized tariff

plans that are designed to suit your profile.

 R-Model Portfolio: Invest in a portfolio of stocks that are

hand-picked by our team of experts.

Initial Public Offering:(IPOs)A Safer Entry into Dalal

Street

Initial public offering (IPO) is beneficial for an early adopter, to

enter the market. IPOs are issued by companies to produce

additional capital in order to fund new projects or to carry out

expansion. They can also lead to increase in visibility and

enhance the company's image.

Offer for Sale:

Offer for Sale (OFS) facilitates promoters of listed companies

to dilute/offload their holding in listed companies in a

transparent manner with wider participation through an

exchange platform.OFS shall be as per the trading hours of the

secondary market and shall not exceed one trading day. The size
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of the offer shall be a minimum of Rs.25 crores with 100%

upfront margin.

Mutual Funds:Diversified and Affordable

Reliance Securities is empanelled with all leading fund houses

and also has a dedicated mutual fund desk, which, along with

our research team, ensures the growth of our client's

investments.

BENEFITS OF MUTUAL FUNDS

 Reduces Risks: Mutual Funds diversify your portfolio by

investing in various securities and thus minimize the risk.

 Liquidity: Mutual Funds can be bought and sold on any

dealing day as the issuer is bound by their agreement to

buy it back from you at the day's prevailing price no

matter how large the number of units you hold.

 Affordability: Mutual Funds allow even a small investor

to take the benefit of their investment strategy.

 Transparency: The investor gets regular information on

the value of his investment along with the fund manager's

investment strategy and outlook. Reliance Securities is

empanelled with all leading fund houses and also has a

dedicated mutual fund desk which, along with our research

team, ensures the growth of our client's investments.

Derivatives:Optimal combination of risk and returns

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A derivative is an instrument which derives its value from an

underlying asset i.e. Equity. Through the use of futures and

options, it is possible to partially or fully transfer price risks by

locking-in asset prices. However, by locking in asset prices,

derivative products minimize the impact of fluctuations in asset

prices on the profitability and cash flow situation of risk-averse

investors. Market participants are hedgers, speculators and

arbitrageurs.

REGULAR DERIVATIVES NEWS:

Want to trade on leverage? Then, derivatives are meant for you.

Take advantage of our reports to make maximum profits out of

market movements; use our unique products to take advantage

of intraday and long-term position benefits. Our team of experts

help make informed investment decisions.

Derivatives Expertise

Choose from our wide range of derivative products that offer

futures and options contracts based on Equities, Indian/Global

Indices and Volatility.

It also provides valuable information about the prices and

expected price fluctuations of the underlying assets.

 Technical and derivative analysis: Our team of experts

provides a combined analysis report to give excellent

results.

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  Smart Option Strategies: We help our customers to

realize good returns by optimizing risk and protect them

from sharp volatility.

 Market Trends: Understand market trend basis Open

interest and volume to cash-in the right opportunity.

 Heatmap: Track the performance of the market based on

built-up details and price movement.

Currency:Trade in Global Currencies

Horizon of currency market has broadened in the recent past.

The potential for profit in currency trading has proven the

perception of foreign exchange being a lucrative asset class.

Buying or selling currency futures simply involves putting in

the margin money.

Trade in Currencies

 Unique opportunity to diversify your portfolio due to its

high volatility

 Designed for hedging purposes thereby protecting risk

associated with uncertainties

 High volatility and liquidity

CORPORATE FDs:

Corporate Fixed Deposits (FDs) are fixed deposits in which

client can deposit his savings for a fixed period of time with a

company at a prescribed rate of interest. When the period of

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deposit elapses, he will be entitled to the interest on the

deposited amount. The rate of interest on Corporate FDs is

normally higher than that of normal bank FDs.

Corporate FDs are best suited for investors who want to earn

fixed returns on their investments, but do not want to take the

risk of vagaries of the stock market.

HOW TO CHOOSE CORPORATE FDs

Company have listed down four parameters that guide you in

choosing the right FD to invest in.

 Credit Rating: Higher the ratings, more secure will your

investment be. Hence, always choose FDs with a high rating.

 Company Details: Check the financial health of a company

before investing and try to find out why the company is

raising money and where it is going to be used.

 Repayment History: Verify if the company has paid regular

dividends or defaulted on payment to deposit holders in the

past.

 Taxation: Interest income from company FDs is taxable. Tax

deducted at source (TDS) will be deducted if the interest on a

company FD exceeds Rs.5, 000 in a financial year.

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STOCK LENDING AND BORROWING (SLB):

S.L.B is a medium for lending and borrowing securities at a

certain price. Investors who have ‘idle’ shares can earn good

returns by lending their stocks to borrowers. Similarly, traders

can borrow shares for short span of time from lender for doing

reverse arbitrage, plain short on stocks, etc.

Benefits from SLB:

 Lender can earn Lending fee on their existing holdings.

 Borrower can grab the reverse market trading opportunities.

 Unlike selling, Lending does not incur short-term capital

gain tax.

 Corporate actions like Dividends/Bonus are transferred to

Lender only.

HOW SLB WORKS

 Anyone who has securities on which derivatives are

available on the NSEFNO segment can lend it on exchange

platform.

 Price determination of Lending fee is based on

Lender/Borrower Bid/Ask prices.

 Lent stocks will be auto picked from the Demat account of

the lender and transfer back on the pre-decided expiry date.

 Borrower will receive the stocks in Demat account

and transfer back on the expiry date.

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 Auction Market Participation:

Exchange handles the shortages by conducting buying-in

auction, where exchange buys short quantity from fresh sellers.

The Exchange is obligated to buy short quantity at whatever

best price available and give delivery of these

shares to the member whose client has received short delivery.

Only sellers can participate in the auction and quote the price

within the range. The list of securities which are available for

auction are available on the exchange websites. The Auction

market is from 2:00 pm to 2:45 pm daily on market days.

BENEFITS OF Auction Market Participation:

 Generally, auction settlement happens at higher than the

prevailing market price.

 Sellers can offer the securities at higher prices to the exchange

rather than selling in the open market.

How can participate:

 Clients willing to participate in auction market can do through

by calling at Call and Trade or through mapped Branches

Dealer / Franchisee Dealer.

 The clients need to specify the quantity and Limit price to trade.

 There must be free/pledge holdings in the client demat account

of the quantity to be participated.

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5) Trading Products:Ithelp you make smart trading

decisions.

We make trading interesting with our innovative products and

rewarding experience. Our smart products and services enable

you to trade anytime, anywhere at the click of a button. We

offer various products ranging from delivery to intraday,

systematicinvestments, leveragedproducts and NRI services,

among others. With the help of these products, you can achieve

volume slabs faster and save on brokerage.

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ORGANIZATIONAL STRUCTURE

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 Organizational Hierarchy at different Level:

National Level National Head

Zonal Level Zonal Manager

Regional Level Regional Manager

Divisional level Cluster Head

Branch Level Centre Manager

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 Understanding the prospect’s needs and persuade him to buy a plan of
life insurance that suits his interests best.

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 Not to induce prospects to submit wrong information.

45
46
History of Performance Appraisal

The history of performance appraisal is quite brief. Its roots in the early 20th
century can be traced to Taylor’s pioneering Time and motion studies. As a
distinct and formal management procedure used in the evaluation of work pe-
rformance appraisal really dates from the tome of the second World War-not
more than 60 years ago.

Yet in a broader sense ,the practice of appraisal is a very ancient art.In the s-
cale of things historical ,it might well lay claim to being the World’s Second
oldest professional.

The human inclination to judge can create serious motivational ,ethical and
legal problems in the workplace .Without a structured appraisal system,there
is little chance of ensuring that the judgments made will be lawful, fair,defe-
nsible and accurate.

The observations and understanding of the performance appraisal process he-

lped reduce a monumental task into something much more manageable. Also
,performing performance appraisals on highly technical people is much more
difficult than doing them for employees that are performing routine or produ-
ction oriented tasks. For production employees, developmental aspects and
ex- pectations for job growth are typically not as great .This is not always the
rule. There are always a few employees who come along who want and need
developmental planning.

47
What is Performance Appraisal?

“Performance appraisal is a systematic and objective way of judging

the relative worth or ability of an employee in performing
the task. Performance appraisal helps to identify those who
are performing their assigned tasks and those who are
not and the reasons for such performance.”

Modern Appraisal :-

Performance appaisal may be defined as a structured formal interaction bet-

ween a subordinate and supervision , that usually takes the form of a periodic
interview (annual or semi annual), in which the work performance of the
subordinate is examined and discussed with a view to identifying weakness
and strengths as well as opportu- nities for improvement and skills develop-
ment.

In many organizations – but not all – appraisal results are used , either direct-
ly or in- directly ,to help determine reward outcomes . That is the appraisal
results are used to identify the better performing employees who should get
the majority of available merit pay increases , bonuses and promotions.

By the same token , appraisal results are used to identify the poorer perform-
ers who may require some form of counseling , or in extreme cases ,demotion
, dismissal or decreases in pay . ( Organisations need to be aware of laws in
their country that mi- ght restrict their capacity dismiss employees or decrea -
se pay ).

Whether this is an appropriate use of performance appraisal – the assignment

and justification of rewards and penalties – is very uncertain and contentious
matter.

48
Performance appraisal is used for :-
1. Identifying employees for salary increases , promotion , tran-
sfer and layoff or termination of services.

2. Determining training need for further improvement in peforma-

nce.

3. Motivating employees by indicating their performance levels.

4. Establishing a bsis for research and reference for personnel dec-

isions in future.

Goals of the Performance Appraisal System :-

For supervisors , the process of performance management is one of the most

import- ant leadership responsibilities. The performance appraisal syatem has
three primary goals :-

1. To provide a formal means of constructive , open and honest com-

munication between the employees and his/her supervisor.

2. To enhance employee development through performance feedback

and through the identification of future professional development
activities.

3. To measure and document job performance as a basis for making

prom- otion, compensation and other personnel management dici-
sion.

49
Who Should Conduct the Appraisal?

The individual who has the authority to make hiring recommend- ations and
to assign work to the employee should be the person responsible for
completing the appraisal. Supervsors who donot directly observe or othe-
rwise measure the outcomes of a given emp- loyee’s job performance should
seek input from individual s who do directly observe the employee (eg.A
crew leader,group leader, area co-ordinator , other workers). This may be
the case , especially in larger departments/units. It s the responsibility of
department/unit heads and superwisors to prepare written performance app-
raisal and to conduct timely appraisal meetings. If a given supervisor should
del- ay or neglect to conduct an appraisal, the affected employee is encour-
aged to initiate such or may contact the Department of Human resou- rces
for assistance.

50
The Performance Appraisal Process

The figure outlines the performance appraisal process. Each step in the
process is crucial and is arranged logically.

51
Performance Standard and Goals

Performance standards and goals are the basis from which employee perfo-
rmance is measured. The written performance appraisal shou- ld reflect how
well the employee performed against defined job respo- nsibilities and prev-
iously established goals and objectives. Effective goals and objectives must
be specified , measurable and reasonable and have a time frame.

 Specific :- Objective and precise language is essential when deve-

loping performance goals and objectives. Supervisors should use
terms and descriptions , which have the same me- aning to the sup-
ervisor and the employee. Detailed points rather tan vague descip-
tions are important for understandi-ng and documentation.

 Measurable :- Goals and objectives should be written so that acc-

omplishment or degrees of accomplishment can be objectively
measured.

 Reasonable:- Goals and objectives which are too high or rigid

may actually inhibited an employee`s performance. Individuals
may become discouraged and give up if perceive expectations to be
unattainable. Goals and objectives should be reasonable given time
frames , circumstances and depar- tmental/unit expectations.

 Time frame :- A specific period of time for accomplishment should

be identified with each goals and objectives.

52
METHODS OF PERFORMANCE APPRAISAL:-

Terms used to describe the various type of rating systems as well as a defi-
nition or performance appraisal is as follows:

 Behavioral Anchored Rating Scales :- The terms used to decribe a

performance rating that focused on specific behaviors or sets as
indicators of effective or ineffective performance , rather than on
broadly stated adjectives such as “ average , above average , or be-
low average”. Other variations were :

1. Behavioral observations scale.

2. Behavioral expectations scale.
3. Numerically anchored ating scales.

 Checklists :- The term used to define a set of adjectives or descrip-

tive statements. If the rather believed the emplotee possessed a
trait listed , the rather checked the item , if not the ather left the
item blank , rating score from the check- list equaled the number
of checks.

 Critical Incident Technique :- The term used to describe a

meth- od of performance appraisal that made list of statements of
very effective and very ineffective behavior foremploye. The lists
have been combined into categories , which vary with job .Once the
cat- egories had been developed and statements of effective and
ineffe- ctive behavior had been provided ,the evaluator prepared a
log for each employee. Doring the evaluation period , the evaluator
reco- rded examples of critical behaviors in each of the categories

53
 and the log has been used to evaluate the employee at the end of
the evaluation period.

 Forced Choice Method :- This appraisal method has beem deve-

loped to prevent evaluators from rating employees to high. Using
this method , the evaluator has to select from a set of descriptive
statements that apply to the employee. The statements have been
weighted and summed to at, effective- ness index.

 Forced Distribution :- The term used to describe an appraisal

system similar to grading on a curve. The evaluator had been
asked to rate employees in some fixed distribution of categories.
One way to do this has been to type the name of each employee
on a card and ask the evaluators so sort the cards into piles
corresponding to rating.

 Graphic Rating Scale :- The term used to define the oldest and
most widely used performance appraisal method. The evaluators
are given a graph and asked to rate the employees on each of the
characteristics can vary one to one hundred. The rating can be a
matrix of boxes for the evaluator to che- ck off or a bar graph wh-
ere the evaluator checked off a loca- tion relative to the evaluators
rating.

 Narrative or Essay Evaluation :- This appraisal method asked the

evaluator to describe strengths and weakness of an emplyee`s beh-
avior. Some companies still use this method exclu- sively , where-
as in others , the method has been combined with the graphic
rating scale.

54
 Management by Objective :- The management by objectives
perfo- rmance appraisal method has the supervisor and employee
get tog- ether to set objectives in quantifilable terms. The appraisal
method has worked to eliminate communication problem by the
establishm- ent of regular meeting process where new objectives
have been established and old objectives had been modified as
necessary in light of changed conditions.

 Paired Comparison :- The term used to describe an appraisal

method for taking employee. First the names of the employees to be
evalu- ated have been placed on separated sheets in a
predetermined order , so that each person has been compared with
all other employees to be evaluated. The evaluator then checks
the person he or she felt had been the better of the two on the
criterion for each comparison. Typically the criterion has been the
employees over all ability to do the present job. The number of
tines a person has been preferred is tallied and the tally developed
is index of the number being evaluat- ed.

 Ranking :- The term ranking has been used to describe an altern-

ative method of performance appraisal where the supervisor has
been asked to order his or her employees in terms of performance
from highest to lowest.

 Weighted Checklist :- The term used to describe a performance

appraisal method where supervisors or personnel specialists fam-
iliar with the jobs being evaluated prepared a large list of descrip-
tive statements about effective and ineffective behavior on jobs.

55
Purpose of Traditional Performance Appraisal

Performance appraisal for evaluation using the traditional approach has

served the following purposes:-

 Promotion , separation and transfer decision.

 Feedback to the employee regarding how the organization viewed the
employee`s performance.
 Evaluations of relative contributions made by individuals and entire
departments in achieving higher level organization goals.
 Criteria for evaluating the effectiveness of selection and placement
decisions including the relevance information used n the decision with
in the organization.
 Reward decisions , including merit increases , promotions and other
rewards.
 Ascertaining and diagnosing training and development decisions
 Criteria for evaluating the success of training and development decis-
ions.
 Information upon which work scheduling plans, budgeting and human
resources planning can be used.

Two serious flaws in the traditional approach in the performance appraisal

exist. The flaws are:

Organizational performance appraisal is typically primarily concerned with

the past rather than being forward looking through the use of setting objec-
tives or goals.

56
Performance appraisal is usually tied to the employees` salary reviewed.
Dealing with salary generally overwhelmed and block creative, meaningful
or comprehensive consideration of performance goals.

Developmental Performance Approach Purposes

The developmental approach to performance appraisal has been related to

employees as individuals. This approach has been concerned with the use of
performance appraisal as a contributor to employee motivation, development
and human resources planning. The development approach contained all of
the traditional overall organizational performance appraisal purposes and the
following additional purposes:

 Provided employees the opportunity to formally indicate the direction

and level of the employee`s ambition.

 Show organizational interest it employee development ,which was

cited to help the enterprise retain ambitious , capable employees ins-
tead of losing the employees to competitors.

 Provided a structure for communications between employees and

management to help clarify expectations of the employee by mana
-gement and the employe.

 Provide satisfaction and encouragement to the employee who has

been trying to perform well.

57
Expectation from a Manager doing a Performance Appraisal

The following is typically expected from company manager when doing

performance appraisal:

 Translate organizational goals into individual job objective.

 Communicate management`s expectations regarding employee
performance.
 Provide feedback to employee about job performance in light of
management`s objectives.
 Coach the employee on how to achieve job objectives/requirements.
 Diagnose the employee`s strengths and weaknesses.
 Determine what kind of development activities might help the
employee better utilize his or her skills improve performance on the
current job.

58
Problem of criterion

A brand definition of criterion is “that which is to be predicated”. This defin-

ition refers to the evaluative standards, which measures are easy if the job is
clearly defined but difficult if it is broad. At lower level of an organization
there are specific jobs and certain tangible and objective standards of perfo-
rmance can be identified. Further up in the hierarchy, jobs become more co-
mplex and clear-cut, tangible standards of performance are difficult to spec-
ify.

Irrespective of the level by and large most companies use eleven performance
measures:

1. Quantity of work
2. Quality of work
3. Waste and brokerage
4. Money earned
5. Job knowledge
6. Job tenure
7. Absenteeism
8. Rate of advancement
9. Self judgment
10. Judgment by peers
11. Judgment by supervisors.

59
Instructions for using performance appraisal system

Purpose:

The performance evaluation system is used to evaluate employees

past work performance, develop a work plan for the next review
period and determine what resources are needed for improving
performance to become more effective. Evaluations also develop
employees potential through training and counseling. The process
is designed to be interactive between the employee and the superv-
isor with the following objectives in mind :

 Use to recognize and reward employees for positive work beha-

vior. Use the results as a basis for appropriate personnel actions.
 Encourage employees to continuously improve, support team
endeavors, develop professionally and perform at their maximum
potential.
 Communicate and clarify the goals and objectives of the division,
department and the City in relation to the employees` work expec-
tation
 Involve employees in improving their effectiveness and perform-
ance.
 Provide an employee improvement plan where performance is
rated below standard.

60
Performance Evaluation System :

The performance evaluation form is used for all performance reviews.

This includes probationary evaluations ( expect Police and Fire have
their own process), annual evaluation and special evaluation for reg
-ular full time and regular part time employees. The evaluation
periods are generally twelve months, expect for special evaluations,
which may be for shorter periods of time. Merit step increases are
conducted on the employees` anniversary date (assuming satisfactory
performan- ce) and not during the annual performance review.

Supervisor Responsibility :

Each department will conduct employee evaluations for all employees

in the department during the same month. Human resources will
notify department heads 30 days prior to when evaluations are due.
Each supervisor completing the performance evaluation should
review the following instructions, the rating criteria definitions and
familiarize him or herself with the procedure prior to competing the
evaluations. Upon completion of the evaluation form by the supervi-
sor (rater) and the reviewer (one level above the rater), then the rater
will meet with the completed form for signatures. Supervisors should
provide written comments on the evaluation form for each performa-
nce criteria and list specific examples. Use N/A if the rating criteria
are not applicable. The supervisor is responsible for completing the
evaluation process at the beginning of the rating period and again at 6
month to monitor progress and adjust time lines if necessary. At that
time, a new 12-month work plan is established with the employee and
the process repeats itself. Supervisors shall coordinate the discussion
of performance evaluations with employees in a manner that allows

61
 privacy. The supervisor shall have the employee to complete the Self
Performance Evaluation Form as a discussion tool. However, the final

rating on the Performance Evaluation Form are those of the

supervisor after discussion with the employee.

Forms :

There are two performance evaluation forms which you will always
use:
 The actual performance evaluation form which includes the
cover page called the Summary Worksheet.
 The Employee Self-Evaluation form.

There are two other forms you may need to use:

 The Performance Improvement Plan form (used when a rating

is #1 Unacceptable or #2 Improvement needed), and attached
to Performance Evaluation form.
 Performance Goals form (used by department to follow up
mid-year on goals set in evaluation), optional and not returned
to Human Resources.

Rating Process And Criteria :

 5 = outstanding performance
 4 = exceed expectations
 3 = meet expectations
 2 = needs improvement
 1 = unacceptable

62
A rating of 1 or 2 requires the supervisor to complete a Performance
Improvement Plan form to document the problem, including specific

examples, guidance on improvement, a specific timetable for improvement,

and a follow up evaluation to monitor progress.

Signature On The Evaluation Form

After the supervisor completes the performance evaluation with the

employee, both the supervisor and employee sign the form. The next
level of review is the Reviewer, one level above the supervisor
performing the evaluation (the rater). Depending on the Department
structure, the reviewer could be the Department head, Deputy
Director, or a Division Manager. The mid-year review will only
involve the employee and his/her supervisor with their signatures and
the mid-year process does not go into the personnel file.

Evaluation When A New Supervisor is Appointed :

If the employee has an evaluation due and supervisor is appointed, the

new supervisor likely has not had the opportunity to properly evaluate
the employee`s performance. In this instant the new supervisor will
evaluate the employee after 90 days. If possible, the supervisor that is
leaving will do a close out evaluation for his/her employees prior to
leaving.

63
Steps to complete the annual performance evaluation
procedure:

Step 1: Notice to department heads : human resources will notify

department heads 30 days prior to when performance evaluations are due for
full time and part time regular employees in their department.
Managers/supervisors have 30 days to complete the performance evaluations,
obtain signature and provide the original the human resources office for
filling in the employees personnel file .The supervisor shall also retain a
computer copy/file copy for the midyear review process. Human resources
will remind supervisors to schedule probationary evaluations on their
calendar .
Step 2: Blank performance evaluation forms : managers/supervisors
obtain the performance evaluation forms.
Step3: Review job description.. review the employees job description to see
if any changes are necessary . If there are increased responsibilities /scope of
work or a change in qualifications forward your edits to human resources for
review. Minor differences in workload or added assignment that are industry
or technology changes do not require a change to the job description.
(Individual employees do not amend their job descriptions, this task is for
the manager)
Step 4: Self evaluation form: provide a copy of the self evaluation form to
the employee .

If the employee does not want to complete the form, he/she shall check the
box and sign at the bottom of the form and return it to the supervisors . this
completed form is used as a tool for discussion while the supervisors is
completing the employees’ evaluation .

64
Step 5: Complete the performance evaluation rating forms: The managers
/supervisors completes each section in performance evaluation forms (page
2-3plus). If a section does not apply note N/A for not applicable. Written
comments are required and should include examples that support the rating
the specific job element. Section 1to 3(Technical knowlwdge, customer
service and quality/quantity of work)apply to all positions. For section
4(Attendance),the supervisors should review the employees attendance
record , scheduled time away from the job and use of breaks. Section5(Safety
and Risk management)applies to all jobs and should include notice of any
accident, injuries, equipments usage or other safety related issues. Section6 is
only for department heads, managers , supervisors and lead workers. Next,
complete the section work plan for the next rating period completion date .
This list achievable goals and projects as well as areas to improve upon .
Next, complete the training and development section . The raters the
complete the summary worksheet cover page for the evaluation form . This
is done last and is and over all rating considering all the rating sectors .

The performance goal forms(optional based on department head discussion is

a departmental tool used during the midyear review o monitor progress,
completion date or makes comments concerning the goals. keep goals to a
realistic number (3 to 5) and ones that are achievable we all have a tendency
to put down more goals that we can reasonably achieve.

Also some employees in entry level job may have only 1 or 2 goals or a
training course to complete during the review period the supervisor should
used their judgment and discussion their employees to arrive at goals for the
work
Plan .

65
Step 6: “Unacceptable or Improvement Needed” Rating : If y rate an
employee with a “1” Unacceptable or “2” Improvement needed, you must

complete the performance improvement plan form. Have this completed form
reviewed by the department head and Human Resources prior to presenting it
to the employee. This form is used to document performance and behavior
problems that need corrective action. Documentation is critical for this type
of rating.

Note in the event the employee does not improve, the documentation is
important for corrective action. The notice of “Improvement Needed” or
“unacceptable” rating must include:

 The problem areas of performance that are determined to be

unacceptable.
 Identify performance standards that must be achieved to meet acceptable
standards.
 Provide a reasonable period of time demonstrate improved performance.
 Provide assistance to help them achieve the performance standards
(training, counseling and coaching, closer supervision, feedback).
 Communicate with employee of the consequences if their performance
does not improve and provide a deadline, such as 30-90 days for a follow
up review. However, this time line does not preclude immediate
disciplinary action at any time by department head if the employees`
performance worsens during the rating period.
 A rating of #1 shall be reviewed and approved by the department head
before being communicated to the employee.

Step 7: Mid-year Review : Mid-point through the 12-month rating period,

the manager or supervisor will meet with the employee to review his/her
progress. This does not require any new information to be prepared, merely

66
review their performance, goals and deadlines with the employee. At this
step, you may adjust the deadlines as necessary.

Standard of Performance

Standards of performance are written statement describing how well a job

should be performed. Performance standards are developed collaboratively
with employees, whenever possible and explained to new employees during
the first month on the job.

Job Description & Essential Functions

Strategic Plan & Annual Goals


Standards of Performance


Observation & Feedback


Performance Appraisal


Performance Development

The performance standard provides a benchmark against which to evaluate

work performance. While the job description describes the essential functions
and the tasks to be done, the performance standard defines how well each
function or task must be performed in order to meet or exceed expectations.
The University also establishes general criteria for evaluating work
performance.

67
Standards of performance are usually:

 Developed in collaboration with the employees who do the tasks or

functions.
 Explained to new employees within the first month on the job.

The rating describes the level of performance of the individual employee

compared to a job description and standard of performance.

E = Exceptional : Performance well exceeds expectations and is consistently

outstanding.

A = Above Expectation : Performance is consistently beyond expectations.

S = Solid Performance : Performance consistently fulfills expectations and at

times exceeds them.

I = Improvement Needed : Performance does not consistently meet

expectation.

U = Unsatisfactory : Performance is consistently below expectations.

Deficiencies should be addressed as noted in the performance appraisal.

As performance manager, you will use these criteria to rate the employees`
performance. At the beginning of the appraisal period, review these ratings
and the performance standards for each position, which reports to you so that
you can fairly evaluate the employees` performance.

68
 Performance Standards a answer the question, “How will the
employees and the performance manager know when the
employee is meeting or exceeding expectation for his or her
position?”

Guidelines for Performance Standards

Keep in mind the following guidelines when writing your performance standards:

 Performance standards should be related to the employees` assigned

work and job requirements.
 Your reporting system should be adequate to measure and report any
quantitative data you list.
 Quantifiable measures may not apply to all functions. Describe in
clear and specific terms the characteristics of performance quality that
are verifiable and that would meet or exceed expectations.
 Accomplishment of organizational objectives should be included
where appropriate, such as cost-control, improved efficiency,
productivity, project completion, process redesign or public service.

69
70
Checking Your Standards

After you have written your performance standards, check them against the
questions in the following list :

 Are the standards realistic? Standards should be attainable and

consistent with what is necessary to get the job done. Standards for
performance, which meets expectations, represent the minimum
acceptable level of performance for all employees in that position.

 Are standards specific? Standards should tell an employee exactly

which specific action and results he or she is expected to accomplish.

 Are the standards based on measurable data, observation, or verifiable

information? Performance can be measured in terms of timeliness,
cost, quality and quantity.

 Are the standards consistent with organizational goals? Standards link

individual (and team) performance to organizational goals and should
be consistent with these goals.

 Are the standards challenging? Standards may describe performance

that exceeds expectations. Recognizing performance that is above
expectation or outstanding is crucial to motivating employee.

 Are the standards clear and understandable? The employees whose

work is to be evaluated on the basis of the standards should
understand them. Standards should use the language of the job.

71
  Are the standards dynamic? As organizational goals, technologies,
operations or experiences change, standards should evolve.

Use of Books and Software for Performance Appraisals

There are number of low cost paperbacks that can b handed out to the
managerial staff to help them with their appraisals.
Since the advent o the use of computers, a number of educational
organizations are now using Performance Appraisal software.

Performance now Enterprise is a software tool for logging events, tracking

goals, providing effective feedback and writing employee reviews that
maximize the potential of your team. Flexible enough to adapt to your present
review system, Performance now helps you become a better manager and get
the best from your employees. For a little more upscale package Performance
Impact Workplace is easy to use to set goals for employees, but are having
trouble following up on those goals.

Other software such as The Administrative Observer for school systems is

one of the more configurable stand-alone database package, with an intuitive
graphic interface, geared towards the business environment is MINDSOLVE
(MVP). MVP is designed as an enterprise level performance management
software, incorporating appraisal, development resources, 360 degree
feedback, performance logging, etc. While the use of configurable software
based tools are certainty making life easier, the use of such tools are much
more valuable.

72
73
OBJECTIVES OF THE PROJECT:-

It is said that an objective well defined is half attained . Thus in order to make sure
that proper survey ensure defining clear cut objective and out line is a prerequisite.

Objectives serves as a torchlight It lays down a defined path between star and that is
gold Also an objective well defined is a prerequisite of all research studies.

The basic objective of this project is:

 To find out present performance appraisal system used in the com-

pany.

 To find about the employees views for the system adopted by the
company to appraise their performance.

 To know about the working scheme of the company.

 To learn to interact with various personals working in the company.

 To help the company to flourish more in future by the use of better

method to appraise the performance of the workers.

 To help the company to become the profit making company with

the mass of satisfied workers and the staff..

74
75
 RESEARCH METHODOLOGY

Research Design : Descriptive Study

Data Type : Primary Data/Secondary Data

Research Instrument : Questionnaire

Sample : Factory campus

Sample Size : 50

Sample Procedure : Judgment Sampling

Sample Method : Personal survey method through preparation of

questionnaire.

76
Preparation done for the Survey :

 The questionnaires prepared for the workers were very simple that too
in Hindi language so that they can easily understand the questions &
reply.

 The questionnaire provided to the executives were a lengthy one.

 The interview schedule prepared for the management people was a

short one with all open-ended questions so that their ideas can easily
be known.

 For filling of the questionnaires classrooms sessions were organized

for the workers, where 5 to 6 workers were called at a time. All the
questions were explained to them. If they were able to mark on their
own, so they were allowed to do so, else we asked for their responses
and marked them accordingly in the questionnaire, as many of the
workers were illiterate.

 Sometimes we also conducted on the job survey where we asked

questions to the workers while they were doing their job because there
were many workers who were busy all the time and they did not want
to leave their work. They also felt that such surveys are useless so
why should they leave their work for it.

77
 For getting the responses from the management we interviewed them
through a very small interview schedule after seeking their permission
and at time, which suited them.

 Then all these questionnaires & interviews were analyzed.

78
79
1.Are you aware of the objective of the performance appraisal system?

OPTIONS NO OF PERCENTAGE
RESPONDENT(Sample
size 50)

VERY MUCH 42 84%

SOME WHAT 7 14%

DONT KNOW 1 2%

90
80
70
60
50
40
30
20
10
0
Very much Some what Don't know

INTERPRITATION - 84% employees are aware of the object of the

performance appraisal system.

80
Performance appraisal helps the organization in achieving goal.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)

YES 38 76%

NO 10 20%

DONT KNOW 2 4%

90
80
70
60
50
40
30
20
10
0
Yes No Don't know

INTERPRITATION 76% employees say yes that performance appraisal

helps the organization in achieving goal.

81
 1) Hold meeting in the beginning of the year to explain & clarify
activity; task &goals to be achieved.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)

YES 39 78%

NO 11 22%

90
80
70
60
50
40
30
20
10
0
Yes No

INTERPRITATION 78% employees say that yes organized meetings

helps to achieve goal and task. While the other 22% employees say that is

not very much helpful.

82
 (3) Organization has to make a fixed duration for performance appraisal.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)

YES 40 80%

NO 10 20%

INTERPRITATION 80% employees agree with that statement that is

organization should have to make a fixed duration for performance appraisal.
While the other 20% employees do not agree with this statement.

83
 5) Satisfied for point allocation on the basis of KRA’s & managerial
dimension.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample size
50)

FULLY SATISFIED 20 40%

SATISFIED 26 52%

DISSATISFIED 2 4%

UNCERTAIN 2 4%

60

50

40

30

20

10

0
fully satisfied satisfied dissatisfied uncertain

INTERPRITATION 40% employees are fully satisfied for point

allocation on the basis of KRA’s and managerial dimension. While 4%

employees are dissatisfied.

84
 6) Performance appraisal affects the working efficiency of
employees.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)
YES 42 84%
NO 8 16%

INTERPRITATION 84% employees say that yes performance appraisal

system affect the working efficiency of employee. While the other 16%

employees do not agree with this statement.

85
 7) Appraisal system is able to develop high result orientation
approach.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)
YES 47 94%
NO 3 6%

INTERPRITATION 94% employees say that yes the appraisal system is

able to develop high result orientation approach. While the other 6%

employees do not agree with this.

86
 (8) The system will also contribution in potential appraisal.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)

YES 36 72%

NO 10 20%

DONT KNOW 4 8%

INTERPRITATION 72% employees think that the system will also

contribution in potential appraisal

87
 8) Promotion process in the organization is based on –

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)
PERFORMANCE 2 4%
EXPERIENCE 6 12%
BOTH 42 84%

INTERPRITATION 4% employees say that promotion process in the

organization is based on performance, 12% employees say that based on

experience and 84% say both.

88
 9) The present performance appraisal system is transparent & free

from bias.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)
YES 42 84%
NO 8 16%

INTERPRITATION 84% employees agree with this statement that the

present performance appraisal system is transparent and free from bias.

89
 10) Satisfied with the current performance appraisal system.

OPTIONS NOS OF PERCENTAGE

RESPONDENT(Sample
size 50)
HIGHLY SATISFIED 27 54%
SATISFIED 18 36%
DISSATISFIED 1 2%
JUST SATISFIED 4 8%

INTERPRITATION 54% employees are highly satisfied with the

current performance appraisal system .while 36% employees are

satisfied with the current performance appraisal system.

90
91
FINDINGS

 The PA system has been reviewing time to time to improvise the ways

to assess the effectiveness, potential, developmental needs and career

sketch of the individual for the management to formulate human

resource development programme and to meet organizational needs.

 Current Appraisal System Pursued there is transparent.

 Most of the employees are aware with the PA system.

 Appraisal and Appraise participate jointly in appraisal process.

 Productivity measures through output related to input.

 Most of the employees are satisfied with the current PA system

 In current Appraisal System weightage is given to each every aspect

according to its importance.

 There is very little chance for bias in current appraisal system.

 Great importance is given to team..

 The current performance appraisal process is very lenthy.

.Performance of the whole group varies on the basis of individual

performance.

 The employees are appraised only ones in a year.

92
93
SUGGESTIONS

 The performance appraisal should take place twice in year.

 The point awarded for the KAR’s and Managerial dimension should be

revised, in order to arouse the satisfaction level of employees.

 Employees must be given proper knowledge and made aware of PA

system in RELIANCE SECURITIES.

 The performance appraisal process should be shortened.

 It is also recommended that no poit awarded at the time of initial

appraisal should be changed so that it can lead to increase in

accountability at in initial appraisal.

 It is strongly recommended to impart training session on increasing the

executives behavioral and strategic competencies.

 The system should be made more clear & specific from the support of

Human Resource Department through continual improvement.

94
95
 CONCLUSION

Based on the vast study and analysis I have get this conclusion that most of

the employees are think that productivity can be raised through performance

appraisal. So I can say that the top management role needs a tremendous

change towards the role of appraiser.

Every manager in the organization hierarchy at his own position has the

same role of appraisers .This system is not only an appraisal tool but a strong

instrument of performance management.

Most of the executive of RELIANCE SECURITIES are satisfied with the

current appraisal system & they think that the current appraisal system is

transparent and free from bias. The current appraisal system is able to achieve

its laid objective efficiently and effectively.

Thus to increase productivity organization has to satisfy the employees need

for high levels of the job satisfaction and an overall improver quality of work

life consistence with the dignity of employees as a human being.

A hope that this project is of utmost value to all who are in this field and I

also feel that the knowledge gained during this training would be helpful to

me in future.

96
97
 LIMITATIONS

 The system covers only executive cadre, so it is limitation in scope.

 Scope of the study is confined to the areas of RELIANCE SECURITIES,

Lucknow & that too with limited sample size of 50.

 It was difficult for some executives to fill up the questionnaire

themselves. Thus the researcher has to clear all the doubt about the

questionnaire that consumed most of the time.

 Some executive might have not answered the questions currently because

of the busy schedule. They tend to hurry up the talk, which inhibits proper

collection of data.

 The higher level executives were unavailable for response as they have a

very busy schedule.

98
99
 BIBLIOGRAPHY

BOOKS:-

Parek.Udai & Rao T.V., 1997, 5TH edition HUMAN RESOURCE

MANAGEMENT (SULTAN CHAND AND SONS PUBLICATION)

………

Mamoria C.B & Gankar G.V., 1995 , 4th edition PERSONNEL

MANAGEMENT (Himalya publication)

……...

REPORT:-

AUDIT REPORT OF RELIANCE SECURITIES

MAGAZINE:-

TRAINING MAGAZINE OF RELIANCE SECURITIES

WEBSITE:-

WWW.RELIANCE SECURITIES. COM

WWW.PERFORMANCEAPPRAISAL.COM

100
APPENDIX

101
 QUESTIONNAIRE

(PERFORMANCE APPRAISAL SYSTEM AT RELIANCE

SECURITIES)

Name……………………………………………………………………….

Designation……………………………………………………………..

Department…………………………………………………………….

1) Are you aware of the objective of the performance appraisal system?

1) Very much

2) Some what

3) Don’t know

2) Performance appraisal helps the organization in achieving goal?

1) Yes

2) No

3) Can’t say

3) Do you hold meeting in the beginning of the year to explain & clarify

activity; task &goals to be achieved?

1) Yes

2) No

4) Should organization have to make a fixed duration for performance

appraisal?

1) Yes

2) No

102
5) To what extent are you satisfied for point allocation on the basis of

KRA’s & managerial dimension?

1) Fully satisfied

2) Satisfied

3) Dissatisfied

4) Uncertain

6) Do performance appraisal affect the working efficiency of employee?

1) Yes

2) No

7) Whether the appraisal system is able to develop high result orientation

approach?

1) Yes

2) No

8) Do you think that the system wills also contribution in potential

appraisal?

1) Yes

2) No

3) Can’t say

9) Promotion process in the organization is based on –

1) Performance

2) Experience

3) Both

10) Do you think that the present performance appraisal system is

transparent & free from bias?

1) Yes

103
 2) No

11) Are you satisfied with the current performance appraisal system?

1) Highly satisfied

2) Satisfied

3) Just satisfied

4) Dissatisfied

Give your Suggestion for the performance appraisal system in

RELIANCE SECURITIES

…………………………………………………………………………………

…………………………………………………………………………………

……………….

104