The Report is Generated by DrillBit Plagiarism Detection Software

Submission Information

Author Name Anisha Dhar

Title A Statistical Analysis of Performance Appraisal Ratings to Detect Glass Ceiling
Effects at Peerless Financial Products Distribution Limited
Paper/Submission ID 1630204
Submitted by sarbani_iiswbm@yahoo.co.in
Submission Date 2024-04-12 11:58:11
Total Pages 23
Document type Dissertation

Result Information

Similarity 5%
1 10 20 30 40 50 60 70 80 90

Sources Type Report Content Quotes

0.15%

Internet
Journal/ 2.25%
Publicatio
n 2.75%
Words <
14,
7.58%

Exclude Information Database Selection

Quotes Excluded Language English

References/Bibliography Excluded Student Papers Yes
Sources: Less than 14 Words % Excluded Journals & publishers Yes
Excluded Source 0% Internet or Web Yes
Excluded Phrases Not Excluded Institution Repository Yes

A Unique QR Code use to View/Download/Share Pdf File

DrillBit Similarity Report

A-Satisfactory (0-10%)
B-Upgrade (11-40%)

5 10 A C-Poor (41-60%)
D-Unacceptable (61-100%)
SIMILARITY % MATCHED SOURCES GRADE

LOCATION MATCHED DOMAIN % SOURCE TYPE

1 www.simplilearn.com Internet Data

1

2 scholar.uoc.ac.in Publication
1

3 docobook.com Internet Data

1

4 www.iosrjournals.org Publication
<1

5 nature.forestry.oregonstate.edu Publication
<1

6 www.culturemonkey.io Internet Data

<1

7 fastercapital.com Internet Data

<1

8 article.applchem.org Publication
<1

9 eprints.lse.ac.uk Publication
<1

10 www.unitedbreweries.com Publication
<1
 INTRODUCTION
OVERVIEW
8
India's female labor force participation rate, though rising (37% in 2022-23), is still low compared to
its potential for economic growth. Despite legal protections for women's equality, social norms and
gender bias often push women towards domestic responsibilities, limiting their opportunities. This
is reflected in lower literacy rates and higher unemployment among women. The Global Gender
Gap Index considers factors like labor participation, education, health, and political empowerment.
The COVID-19 pandemic's restrictions on movement disproportionately impacted women's work,
leading to a larger decline in female employment compared to men.

Gender Gap in Labor Force Participation Rate (India)-

Low female participation: Overall workforce participation rate in India is 20.3%, with
women only making up 32.8% (as of 2023). This is one of the lowest rates globally.
8
Declining trend: Female labor force participation rate has been declining since 2005,
reaching a low of 19% in 2020 (compared to 26% in 2005).

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

urban areas (22.8%).

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

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

discourage women from working outside the home.

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

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

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

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

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

Literature Review

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

The idea of the "glass ceiling," a barrier that prevents women from advancing in the
workplace, is examined in this review along with how it affects professional success.It
delves into various terms used to describe the glass ceiling in different contexts, along with
the effects on women and potential reasons behind it.

Types of Glass Ceiling

The concept of the glass ceiling is multifaceted, with various terms highlighting its nuanced
nature. Here are some key terms identified in the reviewed literature:
2
 Brass Ceiling: This term refers to the difficulty women face in rising through the
ranks in traditionally male-dominated fields like law enforcement and military (Schulz,
2004).
 Stained-Glass Ceiling: This sociological phenomenon describes the challenges
women encounter in attaining leadership roles within religious communities (Sullins,
2000).
  Bamboo Ceiling: This term highlights the exclusion of Asian Americans from senior
positions due to subjective factors like perceived lack of leadership potential, despite
possessing strong qualifications (Hyun, 2005).
 Concrete Ceiling: This term refers to the additional challenges faced by minority
women due to combined effects of sexism and racism, making it harder for them to
break through the glass ceiling (Catalyst, 2002).
 Glass Closet: This term describes the exclusion of LGBTQ+ individuals, particularly
gay men and lesbians, from certain professions due to homophobia (Browne, 2014).
 Glass Escalator: This term refers to the phenomenon where men in female-
dominated professions experience faster promotions compared to women in those
fields (Williams, 1992).
 Sticky Floor: This term describes the pattern where certain groups, often women in
low-wage or pink-collar jobs (secretaries, nurses), face limited opportunities for
advancement (Shambaugh, 2007).
 Sticky Ladder: This term suggests that women get stuck in middle management
positions and struggle to reach the top (Facchinetti, 2012).

PARTICIPATION OF WOMEN EMPLOYEES IN THE INDIAN BFSI SECTOR:

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

Women in BFSI: Progress and Challenges in India

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

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

There is a noticeable "glass ceiling" effect in the Indian IT sector, which mostly affects women's
chances for career advancement. This study delves into the various factors contributing to this
phenomenon, categorized into personal, organizational, and societal realms. With a sample of 57
female employees from middle and senior management levels across different IT companies in
India, the study aims to discern the primary hindrances to women's career progression.
An examination of the gathered information indicates that the biggest obstacle to women's career
advancement in the IT sector is society. Additionally, women's self-perception and management's
perception of women's suitability for higher positions emerge as crucial determinants. This
underscores the urgent need for targeted interventions and policy measures to address systemic
biases and promote gender inclusivity within the IT sector.

OBJECTIVES OF THE STUDY

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

Research Methodology
Definition;
The term "research methodology" describes specific approaches or strategies for finding, analyzing,
processing, and assessing relevant data on a subject. The research's methodological section gives the
reader the option to evaluate the study's dependability and integrity. It responds to two key queries:
How were the data generated or gathered? How was the analysis carried out? Research is
characterized as an in-depth analysis of the available data that employs relevant and targeted
methodologies to delve into a certain issue or subject. The practical "how" of a certain research
study is known as research methodology, and it guarantees accurate and reliable results that satisfy
the investigation's aims and objectives.Features of the Study:The following are desired
characteristics of research to aid in decision-making across a range of fields:Priority issues ought to
be at the core of the

Characteristics of Research;
Desired qualities of research are listed to support decision-making in various fields:
  Priority problems should be the center of the research.
4
 The study needs to be methodical, highlighting the need for an organized process.
 Rationality is essential for logical manipulation of concepts.
 Reductive research is recommended to avoid duplication and ensure replicability.
 Productivity is crucial, leading to the creation of new questions and actionable solutions.
 An integrated interdisciplinary approach is necessary, involving various research methods.
 The study must have a relatively simple design, be timely, limited in scope, and cost-
effective.
 Formats that will be helpful to stakeholders should be used to deliver research findings.
Desirable Qualities of a research;
Good research yields reliable data and is conducted professionally, possessing several key qualities:
 Clearly defined purpose: A well-conducted study has definite, well-defined goals.
 Thorough research process: Methods employed should enable future replication and ensure
confidence in results.
 Planned research design: Procedural design should minimize bias and ensure objectivity.
 Ethical considerations: Research designs must prevent harm to participants and respect their
dignity.
 Identified limitations: Any defects in the procedural design should be reported by the
researcher.
 Adequate analysis: Statistical rigor is crucial for verifying accuracy and dependability.
 Clearly presented results: Results should be comprehensive and easily understandable.
 Justified conclusions and recommendations: Inferences should be solely based on the
study's findings.
 Reflection of researchers' experiences: Details about researchers' qualifications should be
included in the report.

Objectives of a research;
Research methodology aims to:
 Enhance familiarity with the research topic.
 Establish a structured approach for problem-solving.
 Improve research quality by assessing reliability and validity.
 Generate effective solutions for addressing business challenges.
 Facilitate decision-making processes.
 Foster logical and systematic thinking.
Sampling Design:
Good research yields reliable data and is conducted professionally, possessing several key qualities:
 Clearly defined purpose: A well-conducted study has definite, well-defined goals.
 Thorough research process: Methods employed should enable future replication and ensure
confidence in results.
 Planned research design: Procedural design should minimize bias and ensure objectivity.
 Ethical considerations: Research designs must prevent harm to participants and respect
their dignity.
 Identified limitations: Any defects in the procedural design should be reported by the
researcher.
 Adequate analysis: Statistical rigor is crucial for verifying accuracy and dependability.
 Clearly presented results: Results should be comprehensive and easily understandable.
 Justified conclusions and recommendations: Inferences should be solely based on the
study's findings.
 Reflection of researchers' experiences: Details about researchers' qualifications should be
included in the report.
Explanation of Population vs. Sample:
Understanding the disparity between a population and a sample is crucial:
 The population encompasses the entire group that conclusions are drawn about.
 The sample represents the specific group of individuals from whom data is collected.
Sampling Frame:
The sampling frame comprises the actual list of individuals from which the sample is drawn, ideally
including the entire target population.
Sample Size:
The sample size depends on various factors and can be determined using different calculators and
formulas based on the research design and population characteristics.
Probability Sampling Methods:
5
Probability sampling ensures that every member of the population has an equal chance of being
selected. Four main types include:
 Simple random sampling
 Systematic sampling
 Stratified sampling
 Cluster sampling
Non-Probability Sampling Methods:
Non-probability sampling involves selecting individuals based on non-random criteria. Techniques
include:
 Convenience sampling
 Voluntary response sampling
 Purposive sampling
 Snowball sampling
Data Collection:
Data collection involves collecting, measuring, and analyzing accurate insights using standard
validated techniques, crucial for research across various fields. It is divided into two methods:
Primary data collection involves gathering original, first-hand data.
1
Secondary data collection involves using second-hand data collected by other parties and already
subjected to statistical analysis.
Techniques of Data Collection;
 Primary Data Collection Techniques –
. Interviews.
. Projective Technique.
. Delphi Technique.
. Focus Groups.
. Questionnaires.

 Secondary Data Collection Techniques –

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

Data Analysis: Analyzing data entails examining it closely in order to derive conclusions,
make choices, or advance understanding on a range of topics. It includes running
operations on data to provide exact results that help achieve objectives. This procedure is
5
flexible and adaptable to problems that arise during data collecting.
Advantages of Data Analysis:

Numerous industries and scientific fields utilize data analysis for decision-making and
hypothesis testing. Key benefits include faster decision-making, improved understanding of
customer needs, and enhanced risk awareness.
Uses of Data Analysis:

Data analysis finds applications across industries, providing the foundation for decision-
making and hypothesis validation.
 Marketing: Predicts consumer behavior and informs market strategies.
 Human Resources: Optimizes employee experiences and skill alignment.
 Academics: Evaluates student performance and enhances educational strategies.

Techniques for Analysis:

Various analysis techniques cater to different data types, emphasizing the importance of
defining the method beforehand.
 Qualitative Data Analysis: Interpretation of verbal responses and observation
patterns.
 Quantitative Data Analysis: Focuses on numerical results for tangible insights.

Steps to Guide Data Analysis:

A systematic approach to data analysis ensures quality outcomes and informed decisions.
1. Define clear, measurable questions.
2. Establish measurement priorities for data collection.
3. Collect data efficiently, considering existing sources.
4. Analyze data for relationships, trends, and relevant variables.
5. Interpret results to validate hypotheses and inform decisions.

Result & Report:

Analytical reporting empowers decision-making through qualitative and quantitative
analysis of business data.
 Communication & Collaboration: Centralizes insights for better interdepartmental
collaboration.
 Productivity: Streamlines processes and focuses on strategic activities.
 Innovation: Identifies trends, patterns, and predictive insights for growth.
 Evolution: Adapts to changing environments while maintaining operational efficiency.

How to Write an Analytical Report:

Crafting an effective analytical report involves leveraging modern tools and best practices.
 Utilize digital dashboards for dynamic data presentation.
 Choose appropriate chart types to enhance communication.
 Follow design best practices for clarity and effectiveness.
 Work with relevant KPIs to measure performance accurately.
 Ensure accessibility for timely access to insights.
 Incorporate storytelling elements for engaging narratives.

Research Design Overview:

Research design encompasses the framework of methods and techniques chosen by a

researcher to ensure study success.
 Neutrality: Results should be unbiased and free from researcher bias.
 Reliability: Consistency in results over multiple repetitions of the study.
 Validity: Measurement tools should accurately gauge research objectives.
 Generalization: Findings should apply to the broader population, not just the sample.

Research Design Classifications:

There are two types of research designs: qualitative and quantitative, each with a
different function.
  Qualitative: Examines hypotheses and relationships with an emphasis on "why."
 Quantitative: Emphasizes numerical data analysis and uses statistical techniques to
provide insights that are actionable.

Research design steps –

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

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

Phase 1: Situation analysis.

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

Selection of people for the appraisal process

 Evaluation of performance
Sales-
9
 Monthly targets are short-term goals that are set for each month. They are typically used to
track progress towards larger quarterly or yearly goals. Monthly targets can be set for a
variety of metrics, such as sales, leads, or customer satisfaction.
 Quarterly targets are intermediate goals that are set for each quarter. They are typically
used to track progress towards larger yearly goals. Quarterly targets can be set for a variety
of metrics, such as sales, leads, or customer satisfaction.
 Yearly targets are long-term goals that are set for each year. They are typically used to track
progress towards the overall vision or mission of the company. Yearly targets can be set for
a variety of metrics, such as sales, revenue, or market share.

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

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

HR-
Recruitment and onboarding: HR can help attract and hire the best candidates for open positions.
They can also provide new employees with the resources they need to get up to speed quickly and
effectively.
Performance management: HR can help employees set goals, track their progress, and receive
feedback. They can also help resolve performance issues in a fair and objective manner.
Career development: HR can help employees identify their career goals and develop a plan to
7
achieve them. They can also provide training and development opportunities that help employees
build their skills and knowledge.
Offboarding: HR can help employees transition out of the organization in a smooth and
professional manner. They can also provide severance packages and other benefits to help
employees during this time.

Finance-
10
Managing the financial affairs of an organization in accordance with the applicable laws and
regulations, including those of the Reserve Bank of India (RBI) and the Insurance Regulatory and
Development Authority of India (IRDA).

Internal Audit-
1. Reviewing the organization's financial statements for compliance with accounting standards
and regulations.
2. Evaluating the organization's internal controls to ensure that they are designed to prevent
and detect fraud and errors.
3. Conducting compliance reviews to ensure that the organization is in compliance with all
applicable laws and regulations.
4. Providing consulting services to help the organization improve its risk management, control,
and governance processes.

Legal and admin-

1. Managing employee grievances and administrative tasks.

2. This includes ensuring that all employee grievances are promptly investigated and resolved,
and that all administrative tasks are completed in a timely and efficient manner.
3. It also involves developing and implementing policies and procedures that promote a fair
and equitable workplace, and that ensure that all employees are treated with respect and
dignity.
IT-
1. Hardware, software, and server maintenance for insurance systems.
7
2. This includes ensuring that the hardware, software, and servers that are used to support
insurance systems are properly maintained and updated.
3. It also involves developing and implementing policies and procedures that ensure that the
integrity of insurance data is protected.

Training and development-

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

. Steps taken after - Situation analysis;

 ALL THE DEPARTMENTS OF THE ORGANIZATION TAKEN INTO CONSIDERATION.

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

Phase 2: Design.

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

b) Data Collection & Sampling –

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

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

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

e) Probable objections for research -

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

f) Timeline –
. 1st April 2022- 31st march 2023.

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

Phase 3: Implementation.

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

Phase 4: Evaluation.

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

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

Data Analysis

Data- NEXT PAGE

EMPLOYEES BY GENDER IN TOP MANAGEMENT-

Count of Gender Gender

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

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

Total

Female
Male

A. Data Analysis as per increment;

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

CHI SQ TEST-
 OBSERVED DATA TABLE
Gender VS Increment category
GENDER/INCREMENT 0-5% 6-10% 11-15% 16-20% 21-25% TOTAL

FEMALE 1 7 3 4 0 15
MALE 18 64 16 18 2 118
TOTAL 19 71 19 22 2 133

EXPECTED DATA TABLE

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

FEMALE 2.14285714 8.007519 2.1428571 2.4812030 0.2255639 15

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

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

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

Interpretation –
3
If the p-value is less than your significance level, the difference between means is
statistically significant. Again, Excel provides p-values and critical value approach for CHI SQ.
TEST—and we’ll stick with the p-value approach.
 For our results, we’ll use excel chi sq. test formula, by which we’ll get p-value for the Chi sq.-
test where our p-value is 1 which is more than the standard significance level of 0.05, so we
can accept the null hypothesis.

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

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

B. Data Analysis as per rating-

Checking weather, whether there exists a discernible association between gender

and performance appraisal ratings at Peerless Financial Products Distribution
Limited.

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

CHI SQ TEST-

OBSERVATION TABLE
GENDER VS APPRAISAL RATING
Gender\Rating 1 2 3 4 5 GRAND TOTAL
FEMALE 1 3 2 5 1 12
MALE 11 16 34 32 9 102
GRAND TOTAL 12 19 36 37 10 114
 EXPECTED TABLE
GENDER VS APPRAISAL RATING
GENDER \ RATING 1 2 3 4 5 GRAND TOTAL
FEMALE 1 3 2 5 1 12
MALE 11.0 16 34 32 9.0 102
GRAND TOTAL 12 19 36 37 10 114

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

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

Interpretation –

If the p-value is less than your significance level, the difference between means is
statistically significant. Again, Excel provides p-values and critical value approach for
CHI SQ. TEST—and we’ll stick with the p-value approach.
 For our results, we’ll use excel chi sq. test formula, by which we’ll get p-value for the
Chi sq.-test where our p-value is 1 which is more than the standard significance level
of 0.05, so we can accept the null hypothesis.

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

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

Results and Findings:

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

The study highlights the pervasive presence of glass ceiling effects in performance appraisal ratings
within the Banking, Financial Services, and Insurance (BFSI) sector in India. Despite efforts to
promote diversity and inclusion, gender disparities persist, hindering the career progression of
women and underrepresented groups into senior leadership roles. Biases such as the halo effect
contribute to unfair appraisals, perpetuating inequality and hindering organizational growth.
Additionally, the perception of performance appraisal politics and its impact on counterproductive
6
work behavior underscore the need for fair and unbiased assessments in fostering a positive work
environment.

Recommendations:

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

 Examine and update HR procedures and policies to reduce prejudice in performance reviews.
 Train those in charge of making decisions during the appraisal process on unconscious bias
and diversity awareness.
 Encourage a culture of accountability and openness in performance reviews, making sure that
every worker has an equal chance to progress.
 Promote sponsorship and mentoring initiatives to aid in the professional advancement of
women and other underrepresented groups.
 Keep a close eye on the success of diversity and inclusion programs and make necessary
adjustments.

Limitations:

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

Future research could explore:

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

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