RESEARCH PROJECT REPORT

ON

“A STUDY ON PERFORMANCE APPRAISAL OF

EMPLOYEES AT KOTAK MAHINDRA BANK LTD IN
LUCKNOW”

Towards partial fulfilment of

Master of Business Administration (MBA)
School of Management, Babu Banarasi Das University, Lucknow

Presented By:
PRASANSHA
Roll No- 1220672240
MBA-IVth Semester
 INTRODUCTION

Performance appraisal is a method of evaluating the behaviour of employees in the

work spot, normally including both the quantitative and qualitative aspects of job
performance. It is a systematic and objective way of evaluating both work related
behaviour and potential of employees. It is a process that involves determining and
communicating to an employee how he or she is performing the job and ideally,
establishing a plan of improvement.
Performance appraisal has two over arching goals:
To encourage high levels of worker motivation and performance.
To provide accurate information to be used in managerial decision making.
These goals are interrelated because one of the principal ways that managers motivate
workers is by making decisions about how to distribute outcomes to match different
levels of performance.
 COMPANY PROFILE

Kotak Mahindra Bank is an Indian private sector bank headquartered in

Mumbai, Maharashtra, India. In February 2003, Reserve Bank of India
(RBI) gave the licence to Kotak Mahindra Finance Ltd., the group's
flagship company, to carry on banking business.It offers a wide range
of banking products and financial services for corporate and retail
customers through a variety of delivery channels and specialized
subsidiaries in the areas of personal finance, investment banking,
general insurance, life insurance, and wealth management.Kotak
Mahindra Bank has a network of 1,369 branches across 689 locations
and 2,163 ATMs in the country (as of 31 March 2017).In 2016, it was the
fourth largest private bank in India by market capitalization.
 OBJECTIVE OF STUDY

• To study the existing appraisal system in the organization.

• To find whether the existing appraisal system in the organization exactly measures the

employee’s performance

• To find whether the feedback from the appraisal system assists in the employee’s training

and development.

• To study that there is any opportunities provided for the employees to improve their

performance.
 RESEARCH METHODOLOGY

SAMPLING DESIGN
The following factors have been decided within the scope of sample design:
Descriptive Research Design
SAMPLE SIZE: A sample of minimum respondents was selected from Kotak Mahindra Bank. An effort was
made to select respondents evenly. The survey was carried out on 100 respondents.
SAMPLE UNIT: In this project sampling unit consisted of the employees of Kotak Mahindra Bank, Lucknow.
SAMPLING TECHNIQUE: For the purpose of research convenient sampling technique was used.
SAMPLING FRAME: It consisted of various sources from where information about the respondent is
extracted. Mainly personal links and employees of Kotak Mahindra Bank are used for getting information
about the respondents.
DATA COLLECTION SOURCE: Two methods have been used to collect the relevant data, which are essential
for the study, they are:
Primary Data: data is collected to obtain desired information through structured questionnaire.
Secondary Data: it is compiled through books, magazines, newspapers and internet etc…
TOOLS OF PRESENTATION:
STATISTICAL TOOLS TO BE USED: A structured questionnaires is used to collect the data and data will be
analyzed with the help of percentage table, respective graph, bar graph and pie charts.
 LІMІTАTІONS OF STUDY

 Time and resource were the major constraints during the execution of the
project. Therefore only a limited number of employees were included in the
project.
 The respondents were selected inside the organization only. So it cannot be
generalized as a whole.
 Some of the respondents were not even ready to spare time with the
researcher.
 There are many respondents who hesitated to answer the questionnaire.
 The human behaviour is dynamic and hence the results may not hold good for a
long time.
 The results of the survey are totally dependent on the accuracy and authenticity
of the information provided by the respondents.
 DАTА АNАLYSІS АND ІNTERPRETАTІON

Which type of performance appraisal do you prefer?

Type of appraisal

76
80

Percentage
60
40 Types of appraisal

20 12 12
0
e e th
c tiv tiv o
e c b
bj je
su ob

Factors

ІNTERPRETАTІON –
The above table shows that 76% of the respondents prefer both subjective and objective
factors, 12% of the respondents prefer subjective alone and 12% of the respondents prefer
objective alone.
2. Based on the gender, performance appraisal varies

based on gender any discrimination

40
35 34

30
25
Based on gender, any
discrimination
20
16
15
10
5
0
yes no

ІNTERPRETАTІON
The above table shows that 68% of the respondents said that there is no gender
discrimination and the remaining 32% said there is gender discrimination.
 FINDINGS
88% of the respondents were male.
Majority of the respondents (28%) are between the age of 24-28 and the low level (10%) was
between the age of 19-23.
68% of the respondents are joined in the year of 2001-07 and the low level 2% were joined in the
year of 1971-80.
65% of the respondents prefer supervisors for their appraisal and the low level 10% prefer peers
for their appraisal.
80% of the respondents prefer both the quality and target for their basis of performance
appraisal and low level 8% prefer target for their basis of performance appraisal.
50% of the respondents prefer the frequency of appraisal as annual and the low level 4% prefer
360 degree.
 SUGGESTION AND RECOMMENDATION

The company should conduct effective training after the performance appraisal for their employees to
improve their performance and also CFR ratings should be discussed with the employees at the time of
performance appraisal review.

The company should give combination of both (subjective and objective) appraisal and it should be of half
yearly.

The appraiser should keep on contact with the employees and motivate them for their growth and also to
achieve the organizational goals.

When an employee is newly joined in an organisation, he/she should be given proper information about
performance appraisal system and its impact towards his/her job.
 CONCLUSION
In this study, Performance Appraisal System followed at KOTAK MAHINDRA BANK was
evaluated and found to be good. This project work also reveals the gaps in the existing system.
By providing suitable training and development programmes, the concern organisation can
improve the existing performance appraisal system.

Overall, this project work helps to understand every aspects of performance appraisal system.