Chapter 1

INTRODUCTION
INTRODUCTION

Performance appraisal allows you to provide positive feedback as well as identifying

areas for improvement. An employee can discuss and even create a developmental
plan with the manager so they can improve their skill. It clarifies the employee’s
role and status in the organization. Some workers like to know where they stand
regarding their job performance and want to see what else they can do for the
company. It is by and large useful for not only for the different payments purpose
but also to make aware of once strengths and weaknesses. So that employees can
able to understand that in which area they are supposed to improve their performance.
Under this exercise evaluation is not only the performance of worker on the
job but also employee potential for development for future expecting job
roles. Moreover performance appraisals should focus on wok planning and
continuous review for development. They should also focus on quality to survive in
the current environment.

Performance Appraisal is the systematic evaluation of the performance of employees

and to understand the abilities of a person for further growth and development.
Performance appraisal is generally done in systematic ways which are as follows:

1. The supervisors measure the pay of employees and compare it with targets and
plans.
2. The supervisor analyses the factors behind work performances of employees.
3. The employers are in position to guide the employees for a better performance.

Objectives of Performance Appraisal

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage

structure, salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men on
right job.
3. To maintain and assess the potential present in a person for further growth and
development.
4. To provide a feedback to employees regarding their performance and related
status.
5. To provide a feedback to employees regarding their performance and related
status.
 6. It serves as a basis for influencing working habits of the employees.
7. To review and retain the promotional and other training programmes.

Advantages of Performance Appraisal

It is said that performance appraisal is an investment for the company which can be
justified by following advantages:

1. Promotion:

Performance Appraisal helps the supervisors to chalk out the promotion

programmes for efficient employees. In this regards, inefficient workers can
be dismissed or demoted in case.

2. Compensation:

Performance Appraisal helps in chalking out compensation packages for

employees. Merit rating is possible through performance appraisal.
Performance Appraisal tries to give worth to a performance. Compensation
packages which includes bonus, high salary rates, extra benefits, allowances
and pre-requisites are dependent on performance appraisal. The criteria should
be merit rather than seniority.

3. Employees Development:

The systematic procedure of performance appraisal helps the supervisors to

frame training policies and programmes. It helps to analyse strengths and
weaknesses of employees so that new jobs can be designed for efficient
employees. It also helps in framing future development programmes.

4. Selection Validation:

Performance Appraisal helps the supervisors to understand the validity and

importance of the selection procedure. The supervisors come to know the
validity and thereby the strengths and weaknesses of selection procedure.
Future changes in selection methods can be made in this regard.
 5. Communication:

For an organization, effective communication between employees and

employers is very important. Through performance appraisal, communication
can be sought for in the following ways:

a. Through performance appraisal, the employers can understand and

accept skills of subordinates.
b. The subordinates can also understand and create a trust and confidence
in superiors.
c. It also helps in maintaining cordial and congenial labour management
relationship.
d. It develops the spirit of work and boosts the morale of employees.

All the above factors ensure effective communication.

6. Motivation:

Performance appraisal serves as a motivation tool. Through evaluating

performance of employees, a person’s efficiency can be determined if the
targets are achieved. This very well motivates a person for better job and helps
him to improve his performance in the future.

Relationship of Performance Appraisal and Job Analysis

Performance Appraisal relates to job analysis, in the sense that job analysis
establishes job requirement, which converts the analysis into standard, on which
performance is judged, and results in defining the basis for performance appraisal.
Objectives of Performance Appraisal
 To promote the employees, on the basis of performance and competence.
 To identify the requirement for training and development of employees.
 To provide confirmation to those employees who are hired as probationary
employees, upon completion of the term.
 To take a decision regarding the hike in employees pay, incentives etc.
 To facilitate communication between superior and subordinate.
 To help employees in understanding where they stand in terms of performance.

Performance Appraisal Process

 The figure shown above is a standard performance appraisal process
that takes place in an organization, wherein each step is important and
arranged in a systematic manner. The process is conducted periodically,
usually twice a year, i.e. semi-annually and annually called as mid-term
review and annual review respectively.

Method of Performance Appraisal

In the process of designing performance appraisal process, it is important to identify

the best method for assessment. There are a number of methods introduced to gauge
the quantity and quality of work performed by an individual. These methods are
broadly classified into two categories:

 Past-oriented Methods (Also known as Traditional Methods of Performance

Appraisal)
 Rating Scales
 Checklists
 Forced Choice
 Forced Distribution
 Critical Incident
 Performance test and observation
 Field review
 Confidential Record
 Essay method
 Comparative Evaluation Approaches
 Cost Accounting Method
 Behaviorally Anchored Rating Scales

 Future Oriented Methods (Also known as Modern Methods of Performance

Appraisal)
 Management by objectives
 Psychological Appraisal
 Assessment Centres
 360-Degree Feedback
  720-Degree Feedback

Performance Appraisal is a part of performance management. It helps in gaining

the competitive edge, by improving the performance level of the employees working
in the organization, making rational decisions regarding hike in salaries, promotions,
transfers, discharge of the employees, reducing job dissatisfaction and employee
turnover.

Related Terms:

1. Traditional Methods of Performance Appraisal

2. Modern Methods of Performance Appraisal
3. Performance Management
4. Training Process
5. Job Evaluation Methods

CONCEPTUAL FRAMEWORK OF PERFORMANCE APPRAISAL

Performance appraisal is the process of assessing the performance and progress of

an employee or of a group of employees on a given job and his/her potential for
future development. It is an objective study. Its main purpose is to secure necessary
information for making objective and correct decisions on employees. Being the
process of determining the performance of the employees on the job it helps in
communicating to them the scope for improvement if any with a proper plan of
action which leads to enhancement of performance along with building good
relations amongst superior and subordinates. It also plays an important role in the
managers to take the administrative decisions effectively relating to promotions,
fringes, payoffs and merit pay. So, performance appraisal is a must for all
organizations.
IMPORTANCE OF PERFORMANCE APPRAISAL

 Performance appraisal provides valuable information for personnel

decisions such as pay Increases, promotions, demotions, transfers and
terminations. Thus, performance appraisal serves as the basis of suitable
personnel policies.
 It helps to judge the effectiveness of recruitment, selection, placement
and orientation systems of the organisation.
 It is useful in analysing training and development needs. These needs can
be assessed because performance appraisal reveals people who require
further training to remove their weaknesses. It also identifies individuals
with high potential who can be groomed up for higher positions.

 Performance appraisal facilitates human resource planning, career planning and

succession planning as it helps in documenting and evaluating an employee’s
performance on job and this process of systematic evaluation of the performance
of employees leads to the proper understanding of the abilities of a person for
further growth and development. It promotes a positive work
Performance Appraisal Process
1

Setting Performance Standards

6
2
Taking Corrective Actions
Communicating Standards

5 3
Discussing Results Measuring Performance

Comparing with Standards

COMPANY PROFILE

Ujjivan Financial Services Limited started operations as an NBFC in 2005 with the
mission of providing a full range of financial services to the economically active poor
who are not adequately served by financial institutions.

Ujjivan is the largest MFI in the country in terms of geographical spread having our
operations was spread across 24 states and union territories, and 209 districts across
India. Ujjivan's erstwhile business was primarily based on the joint liability group
lending model for providing collateral free, small ticket-size loans to economically
active poor women. It had also offered individual loans to Micro & Small Enterprises
("MSEs"). Ujjivan had adopted an integrated approach to lending, which combines a
high customer touch-point typical of microfinance, with the technology infrastructure
and related back-end support functions similar to that of a retail bank.

On October 7, 2015, Ujjivan received an in-principle approval from the RBI to set up
a Small Finance Bank and floated its wholly owned subsidiary ‘Ujjivan Small Finance
Bank Limited’. The Company transferred its business to Ujjivan Small Finance Bank
which subsequent to the RBI licence commenced its banking operations from February
01, 2017. Ujjivan Small Finance Bank Ltd. is also included in the Second Schedule to
the Reserve Bank of India Act, 1934.

Subsequent to the transfer of business, as mandated by the RBI, Ujjivan Financial

Services Limited got itself registered as a Core Investment Company (NBFC-NDSI-
CIC). Its main objects are to carry on the business of making investments in group
company(ies) in the form of securities and providing guarantees etc. and to carry on
financial activities, whether in India or outside, in the nature of investment in bank
deposits, money market instruments (including money market mutual funds and liquid
mutual funds), government securities, and to carry on such other activities as may be
permitted and prescribed by the relevant statutory authorities for core investment
companies from time to time.

As a part of its on-going CSR initiatives, Ujjivan is partnered with Parinaam

Foundation which undertakes the community development programs, educational
programs and financial literacy programs across many places in India.

Ujjivan Small Finance Bank Limited (Wholly owned subsidiary of the Company)
serves over 37.13 lakh active customers through 441 branches and 10,881 employees
spread across 209 districts and 24 states in India. Its Gross Loan Book stands at
₹7,095.28 crore. It has over 121 full-service banking branches with a deposit base of
₹2,437 crore as of December 31, 2017.
Board of Directors

K.R Ramamoorthy

K.R Ramamoorthy is the Non-executive Chairman and Independent Director of our

Company. He holds a bachelor's degree in arts from Delhi University and bachelor's
degree in law from Madras University. He is also a fellow member of the Institute of
Company Secretaries of India. He is the former Chairman and Managing director,
Corporation Bank and former Chairman & Chief Executive Officer, ING Vysya Bank.
He has served as an advisor to CRISIL, a reputed credit rating agency in India and as
consultant to The World Bank. He serves as an independent director on the boards of
Subros Limited, Nilkamal Limited and Amrit Corp. Limited.
Abhijit Sen

Abhijit Sen is a Non-Executive, Independent Director of our Company. He retired

from Citibank N.A. India after serving for over 18 years, last position being Managing
Director - Chief Financial Officer. He was also a director of Citicorp Services India
Limited and other locally incorporated Citi entities. He currently serves on several
boards including Trent Limited, Kalyani Forge Limited and Indiafirst Life Insurance
Company Limited. In the past, he has served on the board of NSDL e-governance
Infrastructure Limited and IDFC First Bank Limited. He holds a bachelors honors
degree in engineering from Indian Institute of Technology, Kharagpur and a post-
graduate diploma in business management from Indian Institute of Management,
Calcutta.

Vandana Viswanathan

Vandana Viswanathan is a Non-Executive, Independent Director of our Company. She

is the co-founder of Cocoon Consulting, a management and human relationship
consulting firm. She holds a master's degree in Personnel Management and Industrial
Relations from the Tata Institute of Social Sciences and a bachelor's degree in science
from Bangalore University. She is also a Non-Executive Director in Ujjivan Small
Finance Bank Limited.
Ittira Davis

Mr. Ittira Davis is the Managing Director and Chief Executive of the Company. He is
an international banker with over 36 years of Corporate and Investment banking
experience having worked extensively in the Middle East and Europe. He was with
the Europe Arab Bank from July 2008 to October 2012 initially as the Managing
Director – Corporate and Institutional banking and then as an Executive Director of
the Europe Arab Bank. He has previously worked with Citi bank in India, the Arab
Bank Group in the Middle East and Europe and was the Chief Operating Officer of
Ujjivan Small Finance Bank Limited (the wholly owned subsidiary of the Company)
until June 30, 2018. Mr. Ittira Davis is a graduate from the Indian Institute of
Management, Ahmedabad (1976).

Jayanta Basu
Jayanta Basu is a Non-Executive Director of our Company. He holds a post graduate
diploma in management from the Indian Institute of Management, Ahmedabad and a
bachelor's degree in economics from University of Delhi. He has over 21 years of
experience in the fields of investments. He is currently the Managing Partner at CX
Advisors LLP. He has previously worked with Citibank India. He serves as a director
in many other companies including Ujjivan Small Finance Bank Limited, Transaction
Solutions International (India) Private Limited, Imperative Hospitality Private Limited
and CX Advisors LLP.
Anand Narayan
Mr. Anand Narayan is a Non-Executive Director of our Company. He currently serves
as Managing Partner of Creador India. He joined Creador in 2011. Prior to joining
Creador, he was a Partner and Director of Veda Corporate Advisors Private Limited,
where he was responsible for mergers and acquisitions, sponsor coverage of private
equity firms and raising structured debt for a number of mid-market corporates. He
had also served in Infrastructure Leasing & Financial Services as Vice President
between 1994 -2006 and served various corporate entities like Zuari Agrochemicals
and at Eicher Motors Ltd in the past in operational roles. Mr. Narayan holds an M.B.A.
from IIM, Bangalore and graduated with honors in Mechanical Engineering from the
National Institute of Technology, Jaipur. He is also a non-executive director in
Ashiana Housing Limited, Vectus Industries Limited, Paras Healthcare Private
Limited and Redrock (India) Offshore Consultants Private Limited.

Ujjivan Small Finance Bank Limited is a Public incorporated on 04 July 2016. It is

classified as Non-govt company and is registered at Registrar of Companies, Delhi.
Its authorized share capital is Rs. 24,999,999,500 and its paid up capital is Rs.
16,400,367,600. It is inolved in Monetary Intermediation [This group includes the
obtaining of funds in the form of deposits]

Ujjivan Small Finance Bank Limited's Annual General Meeting (AGM) was last held
on 12 July 2019 and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on 31 March 2019.

Directors of Ujjivan Small Finance Bank Limited are Sachin Bansal, Sunil Vinayak
Patel, Nandlal Laxminarayan Sarda, Prabal Kumar Sen, Luis Miranda, Biswamohan
Mahapatra, Samit Kumar Ghosh, Mahadev Lakshminarayanan, Jayanta Kumar Basu,
Mona Kachhwaha, Chitra Kartik Alai, Vandana Viswanathan, .

Ujjivan Small Finance Bank Limited's Corporate Identification Number is (CIN)

U65110DL2016PLC302481 and its registration number is 302481.Its Email address
is chanchal.kumar@ujjivan.com and its registered address is Plot No. 2364 / 8,
Khampur Raya Village Shadi Kampur, Main Patel Road New Delhi New Delhi DL
110008 IN , - , .

Current status of Ujjivan Small Finance Bank Limited is - Active.

Company Details

CIN U65110DL2016PLC302481

Company UJJIVAN SMALL FINANCE BANK

Name LIMITED

Company Active
Status

RoC RoC-Delhi

Registration 302481
Number

Company Company limited by Shares

Category

Company Sub Non-govt company

Category

Class of Public
Company

Date of 04 July 2016

Incorporation

Age of 3 years, 1 month, 22 days

Company

Activity Monetary Intermediation [This group

includes the obtaining of funds in the
form of deposits]
History

Ujjivan Financial Services’ stock has remained under pressure due to lack of clarity
on listing of its small finance bank and loan book concentration to unsecured micro
finance, among others. The stock’s current valuation of around 2 times its FY20
estimated book value is 11-12 per cent below its historical average since its listing in
2016.

The valuation picture is unlikely to improve significantly in the near term, thanks to
increase in costs. The likely elevated costs would hurt earnings growth and return
ratios of the bank in the near term. Analysts at IIFL and Emkay ...

Business Performance

Overview

Ujjivan started our operations as an NBFC in 2005 with the mission of providing a full
range of financial services to the economically active poor who are not adequately
served by financial institutions. Ujjivan business is primarily based on the joint
liability group lending model for providing collateral free, small ticket-size loans to
economically active women. We also offer individual loans to Micro & Small
Enterprises ("MSEs"). On October 7, 2015, Ujjivan were one amongst 10 companies
in India, out of a total of 72 applicants, to receive in-principle approval from the RBI
to set up a small finance bank ("SFB"). (Source: RBI Press Release)

As of September 30, 2015, we served over 2.60 million active customers through 469
branches and 7,786 employees and our Gross AUM stood at ₹40.88 billion. Further,
as of September 30, 2015, we have approximately 11.15% of market share of the
NBFC-MFI business in India (Source: MFIN Micrometer Report, September 2015),
making one of the leading providers of microfinance in India. We expand our
operations in new territories strategically, with a focus on regions with limited
availability of financial services, thereby enhancing financial inclusion and providing
greater scope for business growth. Ujjivan evenly spread out operations offer
uadvantages of differentiation and customization, and de-risk our business by
mitigating political and state-specific risks.

Ujjivan consider customers the most significant stakeholders at the core of our
operations. In addition to constantly assessing our customers' requirements and
feedback for the introduction of new products, Ujjivan have also set up a dedicated
service quality department to focus on customer retention, customer protection and
grievance redressal. In 2013, in addition to the Code of Conduct and Client Protection
guidelines of the RBI and MFIN's Code of Conduct, we adopted Smart Campaign's
global standards of Client Protection Principles. Further, in 2014, we engaged
professional call centres to proactively seek feedback from our customers and to work
on improving our services and products.

Ujjivan leverage our community connect to ensure that our products and social welfare
initiatives are suited to the specific requirements of our customers and the community.
Our social development programs are formulated jointly by a representative from the
local community and our local branch team. As of September 30, 2015, it have
completed over 1,202 such programs across India.

As a result of customer centric approach and welfare initiatives, our customer

retention rates have improved from 73% in Financial Year 2010 to 89% as of
September 30, 2015.

Ujjivan digitized front end, consisting of android phones for group loans and tablets
for individual loans enables us to analyze the customer information, financial position
and credit bureau details of a potential customer in real time. An automated backend,
paperless processing of loan documents at our branches, supported by a robust core
banking system and secured document management system, has improved efficiencies
and minimized TAT. As a result of the efficiencies introduced by our technology
infrastructure, the average number of our borrowers per field staff (for Group Loan
products) has increased from 428 in Financial Year 2012 to 607 as of September 30,
2015 while our TAT reduced significantly from 7.94 days in Financial Year 2013 to
6.20 days as of September 30, 2015 for Group Loan products, and from 17.26 days in
Financial Year 2013 to 9.33 days as of September 30, 2015 for Individual Loan
products. Our employee productivity ratio (number of clients per loan officer), which
was 633 as of September 30, 2015, is higher than the industry average of 579 as of
September 30, 2015.

Ujjivan have a strong credit function, which is independent of our business and a key
controller of the overall portfolio quality. We have implemented credit management
models such as decentralized loan sanctioning and stringent credit history checks
which have enabled us to maintain a stable portfolio quality. Our effective credit risk
management is reflected in our portfolio quality indicators such as robust repayment
rates, stable portfolio at risk ("PAR") and low rates of GNPA and NNPA. The
following table reflects our key portfolio quality indicators:
 Particulars Mar-11 Mar-12 Mar-13 Mar-14 Mar-15 Sep-15
Cumulative Repayment Rate 98.91% 98.32% 99.73% 99.90% 99.89% 99.83%
GNPA 0.29% 0.91% 0.08% 0.07% 0.07% 0.13%
NNPA 0.26% 0.81% 0.08% 0.01% 0.02% 0.04%

PAR* 1.03% 1.20% 0.20% 0.10% 0.13%

O AWARDS

2019

Ranked #6 Amongst India Best Companies To Work 2019

We have been ranked No.6 amongst India Best Companies To Work For 2019 as per
a study conducted by Great Place to Work Institute and Economic Times across 20
industries. Ujjivan has consistently featured among the top 25 Companies to Work
For in India for nearly a decade now. We are also recognized as the Best in Banking,
Financial Services and Insurance Industry (BFSI) and Best among all organizations
with more than 10,000 employees for inspiring trust among our employees, for
instilling pride in them, for creating an environment within the workplace that
promotes camaraderie and for many other reasons that makes Ujjivan one of India
best companies to work for. We strongly believe this achievement was made possible
because of our employees who carry the passion with purpose to serve the unserved
and underserved.
2018

Ujjivan is Ranked 19 among India's Best Companies To Work For 2018

Ujjivan Small Finance Bank has featured among India's Best Companies To Work
For. Ranked 19th in the List of 100 Best Companies for 2018, Ujjivan also received
Recognition for being among the Best in the Industry (Best Workplaces in Small
Finance Bank) from Great Place To Work Institute to view listing The recognition &
ranking were announced at a grand Award Ceremony held in Mumbai on 28th June
2018, hosted by the Great Place To Work Institute, in partnership with The
Economic Times. We are both proud & humbled by the recognition & we believe
that this recognition received over the years has been possible only because of a great
team of people at Ujjivan.

Being among the Top 100 Best Companies To Work For means that Ujjivan has
excelled in the 5 dimensions of creating & sustaining a great workplace, viz.,
Credibility, Respect, Pride, Fairness & Camaraderie.

For the year 2018, Ujjivan is also Ranked No.18 in Asia's 25 Best Large Workplaces
& is also featured amongst India's Best Workplaces in BFSI (Banking, Financial
Services & Insurance) 2018.

Great Place To Work Institute is a global research, consulting & training firm that
helps organizations identify and sustain High Trust, High Performance CultureTM &
also has conducted pioneering research on the characteristics of great workplaces for
over 30 years, across 58 countries. Every year, the Institute partners with about
10,000 organizations around the world. This year, being the 11th year of the Study in
India, the Institute studied about 600 organizations throughout India. From the 600
organisations that are surveyed and studied under a robust assessment process, a list
of '100 Best Organisations To Work For', is published.
Ujjivan SFB wins 'Best IT Risk and Cyber Security Initiatives' by Indian Banking
Association at IBA Technology Award
Ujjivan Small Finance Bank was bestowed with IBA Technology Award, presented
by Indian Banking Association (IBA), on February 23, 2018 in Mumbai. Ujjivan
SFB was adjudged the winner in 'Best IT Risk and Cyber Security Initiatives'''
amongst all Small Banks. The award was for the steps undertaken by Ujjivan to
strengthen the Cyber risk framework as a part of enterprise risk management and
initiatives related to IT Risk and Cyber Security.

The IBA awards are renowned innovation excellence awards in the country. As the
focus on banks to constantly innovate and stay ahead of competition gets sharper,
there is a renewed search to acquire and deploy the most innovative people,
technologies, Cyber Security and Risk Management Practices.
The IBA Banking Technology Innovation Awards are most sought after, and have
set hitherto unmatched industry standards. These awards recognize anks who have
recorded noteworthy technology and business benefits in the previous year.

The Banking Technology Innovation Awards recognize and reward Banks

identifying themselves in technology segment of Banking Industry- whose
innovative ideas, initiative, risk leadership of qualities, implementation of various
initiatives have kept their organizations ahead of their competitors.
The Awards Committee consisted of an eminent jury of present and former Deputy
Governor of Reserve Bank of India, NPCI CEO and heads of other reputed
organizations. There were 6 separate categories of awards and Ujjivan SFB was
adjudged the Winner in 'Best IT Risk and Cyber Security Initiatives' amongst all
Small Banks.

2017

Ujjivan has once again been ranked as one of India's Best Companies To Work For!
Ranked 13 on India's Best Companies to Work For List, Ujjivan Small Finance
Bank, also received the recognition for 'Being the Best in the Industry - Small
 Finance Bank'.. The recognition & ranking were announced at a grand Award
Ceremony at Mumbai on 30th June 2017, hosted by the Great Place To Work
Institute & Economic Times.

We are both proud & humbled by the recognition & we believe that this recognition
received over the years has been possible because of our People-first-approach. We
believe that every Great Place To Work also has a Great Team behind it.

Ujjivan stands proudly at No. 10 in the Best Large Workplaces in Asia List!
We are both Proud and Humbled to be Ranked No.10 amongst Asia's Best
Workplaces.
Here are a few facts we take pride in:
 We feature in the category of “Best Large Workplaces in Asia”.
 We are the Highest Ranked Indian Organization on this list!
 This is what the Great Place To Work Institute says about this study:

“The Best Workplaces in Asia list recognises organisations in the Asia region that
are dedicated to sustaining high-trust cultures for their employees. These workplaces
are distinguished by their extraordinary levels of trust, pride, and camaraderie.
Putting their people first is a key priority for these companies and it is this
commitment to providing strong, caring, and innovative cultures that we celebrate
with our Best Workplaces in Asia list.”

Ujjivan continues to be a Great Place to Work!

Ujjivan Small Finance Bank is now certified as a Great Place to Work. Being Great
Place to Work-Certified,despite challenges such as our transition, demonetization
etc.is a great accomplishment!

 Ujjivan is listed among the top companies, in the exclusive section dedicated for
Great Place to Work-Certified organizations.
 We are one of the few Organizations in which 70% or more of employee respondents
rate us as a great workplace! In our case, we have gone ahead by a very good
margin 95% of Ujjivanites(surveyed) say we are a Great Place to Work!
 On a 5 point Scale, our people practices are rated above the regular standards - at
3.0. Ujjivan features in the top quadrant “Best Cultures”, in theassessment of
cultures.

In the following months, we will also be informed of our India-specific Ranking and
our Asia-specific ranking in the list of Great Places to Work.

Great Place to Work Institute has conducted pioneering research on the

characteristics of great workplaces for over 25 years and is considered the gold
standard for assessing & certifying great workplace cultures. Great Place To Work
partners with more than 8000 organizations every year around the world to help
create and sustain a High-Trust, High-Performance Culture.

As a part of the India's Best Companies to Work 2016 study, about 800 organizations
across industries, employee strengths and revenue brackets are assessed. Over
155,119 employees were surveyed in the country, making it the largest survey of
workplace cultures in corporate India. As a part of this program, organizations,
including Ujjivan, were studied under two dimensions. First being a unique
employee centric framework that measures the levels of Trust, Pride and
Camaraderie prevailing in an organization. Second being a People Practices
assessment through a questionnaire seeking to understand the people practices,
philosophy and values of an organization.

2016

SKOCH AWARD
The Platinum Award is the highest independent honor given for Inclusive Insurance
and was presented to Ujjivan after taking into consideration multiple factors,
including the company's financial inclusion initiatives, exceptional customer service,
insurance penetration and for covering the highest number of lives through
insurance. The award assumes strategic significance for Ujjivan since penetrating
into a segment (economically active poor women) hardly aware about insurance, its
benefits or affordability is never an easy task. Ujjivan 's focus on Education (through
its Common Group Training and Financial Literacy program, Assured Reach and
Access, backed by a 100 % claim settlement ratio were the key factors instrumental
for it winning this award.

Ujjivan was also awarded the SKOCH Order-of-Merit for qualifying amongst the
Top 100 Projects in India. The Order-of-Merit award is bestowed on the top private
and public organizations, recognizing them for their best practices and governance
models towards efficient implementation of social programs and service deliveries.

3rd Best Place to Work For in India and #1 in Microfinance

For the past seven years, Ujjivan has been consistently ranked among the Top 25
Companies to Work For in India. This year, Ujjivan has once again emerged as a top
Indian company across industries, among global giants including Google (1st Rank)
and Amex (2nd Rank) by becoming the 3rd Best Place to Work in India as per the
survey conducted by the Great Place to Work Institute in coordination with the
Economic Times.

Ujjivan continues its successful track record as the #1 company in the MFI domain
and excels as an organization, where employees perceive their work to be not just
career investments but also, as an opportunity that helps them contribute to the
society.

PR Council of India- Chanakya Awards 2016

Ujjivan received the PR Council of India- Chanakya Awards 2016 in the category-
Corporate Citizen of the Year 2016 - for Outstanding contribution to the Profession,
Industry and Society at the PRCI 10th Global Communication Conclave at Kolkata.

2015
Entrepreneur of the year
The Forbes India Leadership Awards (FILA) was held on the evening of September
30, 2015 at the Grand Hyatt hotel in Mumbai. The awards recognize and honor
outstanding business leaders from a wide spectrum of Indian entrepreneurs.

Samit Ghosh won the Entrepreneur with Social Impact. This award was for "setting
up an institution that provides financial access to approximately 2.6 million of India's
Urban and Semi-urban working poor, a majority of them women", and for providing
"financial services to the wither to unbanked population in rural areas

Ujjivan is consistently among the top 25 companies to work for in India and number
1 in microfinance.
Ujjivan has been ranked as one of the top 25 Best Companies to Work For, by Great
Place To Work in India. Further, ranked as no. 1 in the MFI domain, Ujjivan's people
practices create a sense of purpose in making a difference to the lives of their
customers. Employees take pride in the work they do for them, this is not just a job,
but they perceive it as a long-term career investment. They see this as an opportunity
to make a difference and contribute to the well being of the society.

Ujjivan Awarded Innovator in Responsible Business Award by Inc. India Magazine

Inc. India launched the Innovative100 last year to identify and recognize innovative
mid-sized companies in India. Much like last year, winning companies this year too
are those that have demonstrated a fresh and smart approach of looking at business
problems and providing fascinating case studies of managing and growing
companies in India. Ujjivan won it in responsible business category second year in a
row.

Ujjivan - 16th Best Place to Work in Asia

 Ujjivan has been ranked the 16th Great Place to work in Asia and is proudly
positioned 2ndamong the Indian companies. This for sure is another feather in the
cap of our being in the 9thposition 2014 in India's Best Companies to Work For.

This is indeed a great moment for all UJJIVANITES who have made this possible.
This achievement brings forth another great moment of rejoice as we accomplish yet
another Milestone of serving over 2 million borrowers and Rs.3000+ crore of
portfolio outstanding. This is only to reiterate the fact that in Ujjivan, winning is a
habit. Kudos to team Ujjivan for making this happen.We hope that the future brings
many more such accomplishments.

2014

Ujjivan recieves the Most Inspiring Workplace award in the NBFC sector
The Inspiring Work Places Awards 2014 in BFSI was organized by Banking
Frontiers a monthly magazine published by Glocal Infomart Pvt Ltd. Launched in
2002. The awards types were :

 Best HR and Talent Practice

 Star HR Practitioner
 HR Technology
 Inspiring Place to Work

These awards were conferred for achievements in Public sector banks, Private banks,
Insurance companies and NBFC's.
Ujjivan was awarded as the Most Inspiring Place to Work in the NBFC space.

Ujjivan ranked #9 in overall ,#2 in Financial Services Industry as Best Company to

Work For.
It is a matter of pride for Ujjivan to get this recognition 2 years in a row. This year
only 5 organizations managed to retain their position in Top 10(Underlined below)
and only two of them are Indian Companies, and Ujjivan is one of them. Along with
this Ujjivan has maintained its consistency in the financial services industry, as it
continues to retain its 2nd position.

2013

Ujjivan Awarded Innovator in Responsible Business Award by Inc. India Magazine

Inc India*, flagship publication of 9.9 Media, recently announced its first list
of India's 100 Most Innovative Mid-Sized Companies. There were total 10
categories: Innovation in Branding and Communication, Innovation in Technology,
Innovation in Responsible Business, Innovation in Product, Innovation in
Manufacturing, Innovation in Marketing, Innovation in People Practices, Innovation
in Corporate Governance, Innovation in Supply Chain and Innovation in Smart
Money. Ujjivan was adjudged winner under the "Innovation in Responsible
Business" category.

Ujjivan ranked #7 in overall ,#2 in Financial Services Industry as Best Company to

Work For, #2 in Rewards & Recognition Practice,#3in Engaging the Field Force
It was a Proud event for Ujjivan Team to be Ranked 7th this year, among the India's
Top 10 Best Employers to Work For in 2013. The CEO, Mr Samit Ghosh and the
HR Team were felicitated in the award event on Friday, June 21, 2013 in Mumbai in
the presence of over 60 CEOs and over 300 HR Chiefs.

Ujjivan Progress year-on-year:

Over the past 5 years, Ujjivan has progressed from the initial rank of being Best
Employer in Microfinance Industry to being among the India's Top 25 Best
Employers for the last 3 years consecutively.

Ujjivan vs the Top 50 Employers in India:

Ujjivan Trust Index Grand Mean has progressed from 80 in its first year of
participation to 90 in 2013. Corresponding Index of India's Top 50 remained in the
range of 82.
 There is no individual dimension where Ujjivan has shown a negative trend year on
year. Even in the lowest scores of Top 50 Best Employers, Ujjivan remained higher
by over 10 index points, confirming its belief in its people practices.

Recognition of Best Practices:

Ujjivan has been progressing each year from being at 100th Rank overall to 7th Rank
this year. Ujjivan also retained its position as 2nd Best in the Financial Services
Industry. Other Special Category Awards that we received were:

 2nd Best in Rewards and Recognition Practice (after Intel)

 3rd Best in Engaging the Field Force;

Overall, Ujjivan believes that Happy Employees lead to Happy Customers. The
repayment rate of 99.73% is a testimonial of its belief of building the right institution
with the "Employee First, Customer Second" approach. It is the 'U', 'I' and 'V' that
makes Ujjivan today.

2012

Ujjivan ranked 2nd in Financial Services industry among best companies to work for
Ranked #3 in the leadership development
Ujjivan continued to be ranked among India's Best 25 Companies to Work for,
across industry sectors. This year, it was also ranked #2 in the financial services
industry. As recognition of its talent management policies, Ujjivan was also ranked
3rd in Leadership Development this year.

The 2012 survey was conducted across companies in India spanning various sectors
and sizes, and including domestic players as well as MNCs. 514 companies met the
strict eligibility criteria for the survey, which is based on best practices and employee
feedback. A total of 80,000 employees across 21 sectors participated. The results
give a first-hand feel of workplace culture from an employee perspective. The most
essential measure of whether a company is a great workplace is whether employees
say it is.
Top ranked companies in the survey were chosen based on criteria such as flexible
working hours, fun at work, systematic career development, and work-life balance.

2011

Ujjivan wins Microfinance Organisation of the Year 2011 award

Ujjivan received the prestigious "Microfinance Organisation of the Year" award in
the alrge institutions category. The award was presented at a special function
organised at the Microfinance India Summit in Delhi.

The awards are an industry benchmark to recognise the contribution of notable

thought leaders, promoters and institutions which helped to translate the vision of
reaching the poorest in a sustainable manner into reality. It is based on evaluation of
MFIs on a variety of parameters such as governance, portfolio quality, product
innovation, credit plus services and social performance.

Ujjivan among India's top 25 best companies to work for Ranked #1 in the
microfinance industry
For the second time, Ujjivan ranked #1 in the Microfinance Industry as the Best
Company to Work for, in 2011. What's more, this year Ujjivan also ranked among
India's Best 25 Companies to Work for, across industry sectors.

The 2011 survey was conducted based on best practices and employee feedback by
the Great Place to Work Institute (India), in collaboration with The Economic Times,
across companies in India, spanning various sectors and sizes, and including
domestic players as well as MNCs. 67,000 employees in nearly 500 companies
 across 20 sectors were surveyed. The results give a first-hand feel of workplace
culture from an employee perspective.

Top ranked companies in the survey were chosen based on criteria such as flexible
working hours, fun at work, systematic career development, and work-life balance.

2010

Ujjivan wins Gold Social Performance Reporting Award for the second year
November 2010
Ujjivan was presented with the Gold Social Performance Reporting Award in 2010.
This is the second consecutive year that we have won the award.

The Social Performance Reporting award is launched by CGAP, together with

partners, Michael and Susan Dell Foundation, Ford Foundation, and the Social
Performance Task Force (SPTF). Social Performance Management the process of
ensuring that an MFI acts in a socially responsible manner is a critical factor in the
measurement of the overall performance of an MFI. This award is a result of
Ujjivan's continuing emphasis on social performance as part of its operations, despite
the financial crisis in late 2010 in India.

Ujjivan wins MFI Transparency Award October 2010

Ujjivan won the Srijan MFI Transparency Award 2010 in the Established MFI
category from among a host of other large MFIs from around the country.

The Srijan 2010 MFI Transparency Award, instituted by Intellecap and supported by
an eminent jury of experts, recognizes initiatives and practices within MFIs that
enable them to be transparent and eventually fairer to their clients. The award jury
comprising eminent industry experts from banking and investment, evaluated MFIs
on the following criteria:

 Transparency in pricing and product design

 Financial literacy initiatives promoting transparency with clients
 Effectiveness of communication and reporting mechanisms
 Organizational systems and innovative practices that promote transparency

2009

Ujjivan wins Social Performance Reporting Award October 2009

Ujjivan was presented with the 2009 Social Performance Reporting Award category
Gold. The social Performance Reporting awards were launched by CGAP, together
with its partners the Michael and Susan Dell Foundation, the Ford Foundation, and
the Social Performance Task Force (SPTF). The award, powered by MIX, is
designed to promote greater transparency in MFIs' social performance. The award
recognizes microfinance providers who provide reports on a set of social
performance indicators that were developed over three years through consensus
process involving industry leaders and led by SPTF. The awards were launched in
order to respond to the growing need to answer questions around social impact and
the follow through mission of MFIs.

The award was presented at the Microfinance India Summit, held in New Delhi on
October 26,2009 and was attended by members of the Ujjivan leadership team: CEO
Samit Ghosh, CFO Sudha Suresh, Head of Audit - Lalita Rao, COO (North) Vikram
Jetley and Head of Administration Prem Kumar. G

Ujjivan Ranked #1 in Microfinance Industry as Best Place to Work June 2009

Ujjivan was awarded the Microfinance Process Excellence Award (MPEA) for
excellence in process management among Micro Finance Institutions (MFIs). The
awards were sponsored by ABN AMRO and RBS in partnership with PlaNet
Finance India.

The six month long process, culminating in the award ceremony, involved an
extensive application and compliance process, training in Process Mapping and Risk
Analysis, and then performing this analysis on Ujjivan's own processes. Trainings
were attended by Brian Frazier and Sarmila Banerjee. Applications and Analysis
were led by Rajat Singh, Veeresh Noolvi, Bhargav Krishna, Mamatha BR, Lance
Baptiste, and Dhirendra Singh. The awards were classified into three categories
according to the size of competing MFIs Flint, Flame and Fire. Flint for young and
emerging institutions, Flame for mid sized established institutions preparing for rapid
growth phase, and Fire for the large and established institutions setting scorching
standards. Award ceremony was held at the Ashok Hotel in Delhi on 11th November
2008.
Ujjivan was awarded the Process Excellence Award for the South Region in the Fire
Category. Competitors included finalists SKS, Grameen Koota, and Equitas among
others.

2008

Ujjivan wins Microfinance Process Excellence Award (MPEA) for South Region
November 2008
Ujjivan was awarded the Microfinance Process Excellence Award (MPEA) for
excellence in process management among Micro Finance Institutions (MFIs). The
awards were sponsored by ABN AMRO and RBS in partnership with PlaNet
Finance India.

The six month long process, culminating in the award ceremony, involved an
extensive application and compliance process, training in Process Mapping and Risk
Analysis, and then performing this analysis on Ujjivan's own processes. Trainings
were attended by Brian Frazier and Sarmila Banerjee. Applications and Analysis
were led by Rajat Singh, Veeresh Noolvi, Bhargav Krishna, Mamatha BR, Lance
Baptiste, and Dhirendra Singh. The awards were classified into three categories
according to the size of competing MFIs Flint, Flame and Fire. Flint for young and
emerging institutions, Flame for mid sized established institutions preparing for rapid
growth phase, and Fire for the large and established institutions setting scorching
standards. Award ceremony was held at the Ashok Hotel in Delhi on 11th November
2008.

Ujjivan was awarded the Process Excellence Award for the South Region in the Fire
Category. Competitors included finalists SKS, Grameen Koota, and Equitas among
others.

2007
Ujjivan Is Awarded First Ever Unitus Accelerator Award November 2007
At the Unitus Leadership Summit held in Cebu, Philippines, Ujjivan was awarded
the Unitus Accelerator Award. The award recognized Ujjivan's role in accelerating
the microfinance industry, its innovative approach, and the positive impact it has on
the lives of its customers. Ujjivan, a partner of Unitus since 2006, was the first to
receive this prestigious award.

The award was presented to Ajit Grewal, Ujjivan's Executive Director by Geoff
Davis, Unitus' CEO, during the Leadership Summit's closing dinner. The award
ceremony concluded a dynamic three-day conference that brought together CEOs
and COOs from Unitus' global network of MFI partners. The conference was
sponsored by The Omidyar Network, and included session led by Pierre Omidyar,
founder of eBay and co-founder of the Omidyar Network, and Matt Bannick, former
head of eBay International and Managing Partner of Omidyar Network.
 CHAPTER 2
METHODOLOGY

RESEARCH METHODOLOGY
A research design is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose. Research design
stands for advance planning of the method to be adopted for collecting the relevant
data the techniques to be used in their analysis, keeping in view the objective of
research. The ideal research design is which minimizes the bias and maximizes the
reliability of the data collected and analyzed. A research design would act as a guide
and help the researcher move towards the right direction.

Research concerns itself with obtaining information through empirical observation

that can be used to systematically develop logically related proposition so as to attempt
to establish casual relationships among variables.

NEED FOR THE STUDY

To find out the impact of performance appraisal.

To understand the roles of employees in performance appraisal.
To study the working condition of the employees.
To improve employee work performance by helping them realize and
use their full potential in carrying out their firm’s mission.
This study helps to know the level of importance of appraisal system.
It considers both the job performance as well as the personal qualities of an
employee

STATEMENT OF THE PROBLEM

Much of literature dealing with Human Resource Management and its issues
recognize the importance of performance appraisal system which occurs in the
organization. Every evaluator has his own valuation procedure which is regarded as
their own standard for evaluation. Some elevators are strict in evaluation of
performance, whereas others are lenient. The lenient tendency is known as ‘Positive
Leniency Error’ whereas strict tendency is called as ‘Negative Leniency Error’. The
rating may be high or low depending upon the nature of evaluators. All organization
faces the problem of directing the energies of their staff to the task of achieving
business goals and objectives. The continuous evaluation of organization towards
the changes may sometimes create a negative impact on the minds of employees
.still, the business leaders are relied on the continuous evaluation on the capacity of
the people and their performance towards their job and roles in the organization.
However, there is a little attention given in enhancing the employee performance
appraisal system.

OBJECTIVES OF THE STUDY

1. To study the performance appraisal implementation

2. To understand the techniques of performance appraisal

3. To study the effectives of performance appraisal

4. To create and maintain a satisfactory level of performance.

5. To identify the awareness level of performance appraisal

technique among the employees.

6. To maintain records in order to determine compensation packages wage

structure,

salaries raises etc.

Research Methodology:
Sample Size:-

A sample size is 100 employees whose services are employee by UJJIVAN SMALL
FINANCE BANK was considered.

Stastical Tools for Data analysis:-

Tangent Population

The target population of UJJIVAN SMALL FINANCE BANK is the employee of

across various departments.

• Sampling Method

Random Sampling METHOD

SOURCES OF DATA

PRIMARY DATA

Primary data will be collected through survey by means of questionnaire, personal

interview and observations.

SECONDARY DATA

The major source of secondary data is through

Internet

Journals
Books
Websites
Brochures
Articles
PLAN OF ANALYSIS

A study will help the organization by the survey of 100 employees in the bank
by the questionnaire, which leads to measure the employee’s performance at
the organization. Statistical tools used for the research which helps in analyzing
and interpreting the data collected. Percentage Analysis used to understand the
percentage of certain number of respondents respected to different questions. Bar
graph & Pie Chart have been used to showcase the graphical representation of the
analyzed data. Hence, by this study organization can easily understand the data and make
the interpretation.

Data Collection:-

There are two types of data viz. primary data and secondary data. Primary data are those,
which are collected fresh and for the first time, and thus happened to be original in
character and the secondary data, on the other data are those which have already been
collected by someone else and which already have passed through statistical process.

Primary data for the project is collected by using different methods like questionnaires,
interview, informal talks and observation, primary data is collected.

Sources of Data:-

There are different sources used to collect data. The data for this project is collected by
conducting a survey within the organization, through questionnaire, discussions, library
books and websites.
Secondary data for the project is collected by using library books, websites, and
organization’s report etc.

The data was collected through questionnaire survey, which was given to various
respondents.
CHAPTER 3
SWOT ANALYSIS
SWOT ANALYSIS
SWOT Analysis

It is one thing to discern attractive opportunities in the environment; it is another to

have the necessary competencies to succeed in these opportunities. Each business needs
to evaluate strengths and weaknesses periodically. In examining its pattern of strengths
and weaknesses, clearly the business does not have to correct all of its weakness nor gloat
about all of its strengths. The big question is whether the business should limits itself to
those opportunities where it now possesses the required strengths or should consider better
opportunities where it might have to acquire or develop certain strengths.

A market opportunity is an area of need in which a company can perform profitably.

Opportunities can be listed and classified according to their attractiveness and the success
probability. The company’s success probability depends on whether its business strengths
not only match the key success requirements for operating in the target market but also
exceed those of its competitors. Mere competence does not constitute the competitive
advantage. The best performing company will be one of that can generate the greatest
customer value and sustain it over time.
Some development in the external environment represents threats. An environmental
threat is a challenge posed by an unfavorable trend or development that would lead, in
the absence of defensive marketing action, to sales or profit deterioration
SWOT:
Analysis is important technology by the company can reap its position future and can over
comes its negative aspects. Therefore, swot analysis plays an important role of formulating
the business strategies for any company, which is obvious best on its strength, weakness,
opportunity and threat.

Strengths and weaknesses

Strengths and weaknesses internal to the organization. Strengths represent positive
attributes or characteristics, factors that provide an advantage. Weaknesses are attributes
or characteristics that place the business at a disadvantage relative to others.

Opportunities and threats

Opportunities and threats are external to the organization. Opportunities represent
external trends and chances to improve performance - something happening in the
outside environment that presents positive potential. Threats are elements or trends in
the outside environment that could cause trouble for the business, place it at risk.

Strength of the organization

1. Respected management and reasonable competitive advantages

2. Strong position in the segment of its business

3. Emerging businesses and companies staging a turnaround etc

4. Vast customer base.

5. Extensive distribution network

6. Government support
Weakness of the organization

1. Reduction in quality of the product.

2. Dissatisfaction among customer due to lack of service.
3. No after sales service

Opportunity for the organization

1. Rising level of urbanization and education creates opportunity.

2. Increasing awareness in safe and packed milk among people.
3. Growing market of health conscious people in urban .
4. Increasing demand of milk products among all segments.

Threat for the organization

1. Economic environment.
2. Government policies
3. Political environment
4. Social environment
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATIONS

 DATA analysis

Question no 1: Are you aware about the modern techniques used in performance
appraisal?

(a) Yes (b) No

Question Yes No

Sample Size 100 60 40

Employees

Interpretation:

Near about 60% of the employees had not aware about modern performance appraisal
technique
Question no 2: Performance appraisal techniques make you better eligible for promotion,
demotion, & transfer.

(a) Agreed (b) Not Agreed

Agreed Not agreed

Question
Sample Size 100 80 20
Employees

Interpretation:

The 80% of the respondent’s shows that PARs as a good strategy to go ahead with
promotion while 40% of respondents do not agree with it.
Question 3 : Are you aware about your performance appraisal or any evaluation done by
your superior

(a) Yes (b) No

Yes No
Question
Sample Size 100 80 20
Employees

Interpretation: 80 % the employees had responded in favor of that they were

aware about performance appraisal.
Question no 4: Performance appraisal techniques make you better eligible for promotion,
demotion, & transfer.

(a) Agreed ( 80 ) (b) Not Agreed (20 )

Agreed Not agreed

Question
Sample Size 100 80 20
Employees

Interpretation:

The 80% of the respondent’s shows that P.A. as a good strategy to go ahead with
promotion while 40% of respondents do not agree with it.

Question no 5: Do you think performance appraisal is useful or just a waste of time?

(a) Useful ( 92 ) (b) Waste of time ( 08 )

 Question
Useful Waste of
time

Sample Size 100 92 8

Employees

Interpretation:

More than 90% of the employees say that performance appraisal is useful for their
self-assessment and promotions. Thus, they cannot ignore it. And rest of the employees
thinks it as a waste of time.

Question no 6: Proper and adequate performance appraisal plays a crucial role in your
career development.

(a) Agreed ( ) (b) Not Agreed ( )

Yes No
Question
Sample Size 100 92 8
Employees
Interpretation:

92% of the responses show that Performance Appraisal Report helps a lot in the
promotional activities.

Question no 7: Does performance appraisal report is helpful in identifying Training and

Development need or it lay development plan for you? )

(a)To a large extent (b) To some extent (c) Not at all

Question To a large extent To some extent Not at all

Sample Size 100 60 30 10

Employees

Interpretation:

50% of the respondents are satisfied by the performance appraisal report as it helps
them to understand the job profile and helps in training need identification.
Question no 8: Performance appraisal is most of the time fair and unbiased.

(a) Agreed ( 85 ) (b) Not Agreed ( 15 )

Agreed Not agreed

Question
Sample Size 100 85 15
Employees

Interpretation:

85 % of the respondents show that Performance Appraisal report is time fair &
unbiased.

Question no 9: Have you understood clearly, as to what is expecting from you?

(a) Yes (b) No (c) Cant’ say

YES No Cant’ say

Question
Sample Size 100 40 22 38
Employees
 .

Interpretation:

There is a close response from the respondents on Performance appraisal report where on
one hand (near about 40%) say that it makes feel refreshed & know there better
responsibility. On the other hand some say that it has helped them in improving their skills
not to define their future responsibility and performanc

Question no 10 :What are the various sources of recruitment in your

organization?

OPTION SOURCE PERCENTAGE

INTERNAL 26 26%
EXTERNAL 16 16%

BOTH 58 58%
TOTAL 100 100%

INTERPRETATION

About 58% of recruitment through both internal and external source and 26%
of recruitment through internal source and 16% of recruitment through external
source
Question no 11:Whether the employees are satisfied with the health, safety,
welfare facilities provided by the Company?

OPTION NO OF RESPONDENT PERCENTAGE

SATISFIED 76 76%

DISSATISFIE 24 24%
D
TOTAL 100 100%

Interpretation

It shows that 76% are satisfied and 24% give a negative reply. After further interviewing
the respondent that there has to be the further health check-up like cancer and other test
health policy.

Question no 11:Does the present performance appraisal meet your career

advancement?

H0: The present performance of an employee is not being appraised through

 career advancement.
H1: The present performance of an employee is being appraised through career

OPTION NO.OF PERCENTAG

RESPONDENT E
YES 67 67%
NO 6 6%
CAN'T SAY 27 27%
TOTAL 100 100%

Interpretation

About 67% of employee says ‘yes’, 6% of employee says ‘no’ and 27% of
employee says can’t say. So that present performance appraisal is used in the
organization for charting their career planning and so alternative hypothesis is
accepted.
 Question no 12:Are you satisfied with promotion activities in the
organization?

H0: The promotion activities are not satisfied in the organization.

H1: The promotion activities are satisfied in the organization.

OPTION NO.OF PERCENTAG

RESPONDENT E
YES 76.64 76.64%

NO 23.36 23.36%

TOTAL 100 100%

Interpretation

About 76.64% of employees are satisfied with the promotion activities in the
organization because the ranking method is used in the organization for the
promotion activities and 23.36% of employees are not satisfied with the promotion
activities in the organization. According to that ranking method is used for
appraising the performance and there is no individual initiated which can focus on
development. So alternative hypothesis is accepted.
 CHAPTER 5

FINDINGS AND SUGGESTIONS

 FINDINGS

• For employees its one of the major hindrance is delivering job performance & so
it’s the prime responsibility of the company to provide every necessary
infrastructure.
• Performance appraisal in UJJIVAN is done on an annual basis. This should be done
quarterly to make it more effective.
• It is also observed that basic infrastructure facilities like P.C, Printer are not up to
the mark.
• Relation of the employees with the superiors is supportive.
• Maximum support is given to the employees for their innovative ideas for process
improvement.
• Maximum employees are favorable with the internal environment of the
organization.
• Majority of the employees are satisfied with their increment through monetary
motivation.
• Proper training programs on safety from hazardous & inflammable material are
conducted to avoid accidents.
• Majority of the employees are satisfied with the medical support given by the
organization through this their performance can increase.
• Maximum employees are satisfied with the recreational activities provided by the
organization.
• Feedback is provided to the employees though in a very few occasion.
 SUGGESTIONS

As in the competitive world where the need for every organization to prove itself the
best and make an outstanding and remarkable progress is the need, no fact could be
left ignored. Every organization must know the shortcomings and must try to go for
building up the shortcomings. An ethical practice in any organization could only be
achieved if the organization works for the well being of its employees. Every
organization must possess a basic structure and the organization must be capable
enough to reward its outstanding performers and must appreciate the initiative
works.

● Performance Appraisal should be experience, work skill, labourism sincerity.

● Evaluation should be as per performance and shall not be biased.

● Valuation of performance should be done in each quarter.

● Appraisal should not be Bell Curve. It should be based on department/ individual either
1005 or 0%.

● Employee is the key resource of the organization. Hence employee satisfaction is the
key to success for the organizational growth. For employee satisfaction there should be
good incremental and promotional policies.

● Things carried out on paper should be followed/ implemented or at least can be tried.

● Performance Appraisal should be done by MBO (Management by Objective) /M&M

method of appraisal.

● Every employee should have a right of justification for his own roles, responsibilities
and designation.
 ● Organization must use 360 degree appraisal method because this method not only
includes the performance of an employee but his interpersonal skills also

RECOMMENDATIONS

For all the programs the organization must follow feedback method to understand
the effectiveness of any practice in a better way.

Holistic views of induction should out show both positive and negative aspects
of the organization. This ultimately let the employee know about both the phases
of the policies adopted by the organization.

Practice of providing a brief presentation of the company and a booklet for rules
and regulations of company must be maintained so that the employee could go
through it whenever required.

Individual should concentrate more while training. When an organization invests

on training of an employee, the purpose of training serves the mutual benefit of
both organization and the employee. Thus, the employee should be more oriented
towards drawing as much benefits as he can. Employees are supposed to
understand their role for particular training program.

Company must maintain training manuals or training charts and training report
submitted by the trainee. This, practice not only keeps a maintained record of the
programs been conducted but also keep the employee known of the knowledge
gained by him which could later be utilized.

A pre- evaluation and post evaluation practice should be followed to understand

the success of training and the training could be then effectively used to fill gaps
later.

Continuous training module should be conducted, personality development

training should be provided.

To motivate the employees

Performance awards could be given every year.

Incentives could be paid.

Salary saving schemes could be provided.

Extra activities such as games and sports, community meetings, recreational

activities, picnics, tours and outings should be planned to improve the
interpersonal relationships.

External welfare activities could also be taken up by the organization

such as
o Blood donation camps
o Safety week
o Free eye camps
o Free books for children
o Poster and quotes competition could be organized.

Devotion, belongingness and good team member spirit should be

rewarded. Employees should be encouraged for group efforts and team
work.

To avoid worker union for better employee welfare and give suitable
welfare activities from time to time to the employees in house work
committee should be developed to handle the grievance.
Limitations of study

1. Lack of expertise trainer handed in the prosecution of Performance Appraisal

programme.

2. Lack of feeling in people of against the awareness for the Performance

Appraisal programme.

3. Search for the exact Appraisal was also difficult to define.

BIBLIOGRAPHY

 Books

1. The performance appraisal – Richard C Grote

2. Effective performance – Paul Falcone
3. Performance phrase book – Adams Media

 News papper
 Business Models
 Company websites

• WWW.UjjivanSmallfinancebank.com
• www.zumbacorp.com
• www.linkedin.com