Professional Documents
Culture Documents
ON
A Study on Performance
Appraisal System at HDFC BANK
Lucknow
Towards partial fulfilment of
Master of Business Administration (MBA)
(Affiliated to U. P. Technical University, Lucknow)
Industry Guide:
Mr. A. S. Yadav
(Manager)
HDFC, Lucknow
Faculty Guide:
Ms. Meetu Pandey
(Asst. Professor)
BBD NITM, Lucknow
Submitted by:
Jaya Rai
Roll no: 1505470023
M.B.A. 3rd Semester
SESSION 2016-2017
DEPARTMENT OF MANAGEMENT
ACKNOWLEDGEMENT
The present work is an effort to throw some light on A Study on Performance
Appraisal System at HDFC BANK Lucknow. The work would not have been
possible to come to the present shape without the able guidance, supervision and
help to me by number of people.
With deep sense of gratitude I acknowledge the encouragement and guidance
received by my Faculty Guide Ms. Meetu Pandey and other staff members.
I convey my heart full affection to all those people who helped and supported me
during the course, for completion of my Project Report.
(Jaya Rai)
Preface
The Training project program is the integral part of MBA curriculum during the
course of management; the research is expected to use and apply their academic
knowledge and gain a valuable insight into corporate culture with all its
environment operational complexities.
The summer training offers a valuable opportunity to the researcher to meet their
academic knowledge to the real world situation. I have undertaken commercial
department to study about the various activities done in this department in the
details, as the result of that I came out with the project title A Study on
Performance Appraisal System at HDFC BANK Lucknow.
In this report I have put my finest efforts to compile the data with utmost
accuracy and hope this report will give complete satisfaction regarding the
various aspects of HR.
(Jaya Rai)
Executive Summary
This project report is a review based on theory as well as the industry outlook of
performance appraisal system of the organization.
The report starts with the Introduction and Literature Review of performance
appraisal system that outlines its history, definitions, purposes, types, process,
methods, appraiser, parameters of evaluation and the essentials of an effective
appraisal system.
Further the performance appraisal system of HDFC Bank, collected through
various primary and secondary sources have been included in the report which
gives a fair idea of the kind of appraisal system being followed across various
corporate.
Last, the conclusions and references have been mentioned.
Table of Content
Training Certificate
ii
iii
Acknowledgement
iv
Preface
Executive Summary
vii
1.
2.
Company Profile
36-61
3.
Research Methodology
62-65
4.
Limitations
66-67
5.
68-90
6.
Findings
91-93
7.
SWOT Analysis
94-98
8.
9.
Conclusion
10. Bibliography
Annexure
1-35
99-100
101-102
103-104
105-109
Introduction to
the Topic
In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used
to identify the better performing employees who should get the majority of available
merit pay increases, bonuses, and promotions.
This concept have get the recognition the evaluation of work performance, appraisal
really dates from the time of the Second World War - not more than 60 years ago, as a
distinct and formal management procedure were used in the evaluation of the work
performance.
Yearly performance reviews are critical. Organizations are hard pressed to find good
reasons why they can't dedicate an hour-long meeting once a year to ensure the
mutual needs of the employee and organization are being met. Performance reviews
help supervisors feel more honest in their relationships with their subordinates and
feel better about themselves in their supervisorial roles. Subordinates are assured clear
understanding of what's expected from them, their own personal strengths and areas
3
for development and a solid sense of their relationship with their supervisor. Avoiding
performance issues ultimately decreases morale, decreases credibility of management,
decreases the organization's overall effectiveness and wastes more of management's
time to do what isn't being done properly.
Few issues in management stir up more controversy than performance appraisal.
There are many reputable sources - researchers, management commentators, and
psychometricians - who have expressed doubts about the validity and reliability of the
performance appraisal process. Some have even suggested that the process is so
inherently flawed that it may be impossible to perfect it.
It is deemed as the critical tool for banking sector as for the banking sector the
performance indicators are quit different and the overall structure of the banking
sector is bit complex thus to use this concept effectively and efficiently is quit
difficult for this sector.
Thus, through this report the researcher had tried to find the problem emerging and to
provide them suggestion so as for effective working.
In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used
to identify the better performing employees who should get the majority of available
merit pay increases, bonuses, and promotions.
By the same token, appraisal results are used to identify the poorer performers who
may require some form of counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in their country that might
restrict their capacity to dismiss employees or decrease pay.)
Performance appraisals are essential for the effective management and evaluation of
staff. Appraisals help develop individuals, improve organizational performance, and
feed into business planning. Formal performance appraisals are generally conducted
annually for all staff in the organization. Each staff member is appraised by his or her
line manager (Directors are appraised by the CEO, who is appraised by the chairman
or company owners, depending on the size and structure of the organization). Annual
People are our most valuable asset is a clich, which no member of any
senior management team would disagree with. Yet, the reality for many organizations
are that their people remain undervalued, under trained and underutilized.
The market place for talented, skilled people is competitive and expensive.
Taking on new staff can be disruptive to existing employees. Also, it takes time to
develop cultural awareness, product / process / organization knowledge and
experience for new staff members.
Recruitment
2.
Selection
3.
Induction
4.
Performance Appraisal
5.
RECRUITMENT
The process of recruitment begins after manpower requirements are determined in
terms of quality through job analysis and quantity through forecasting and planning.
SELECTION
The selection is the process of ascertaining whether or not candidates possess the
requisite qualifications, training and experience required.
INDUCTION
Induction is the technique by which a new employee is rehabilitated into the changed
surroundings and introduced to the practices, policies and purposes of the
organization.
10
11
MANAGEMENT BY OBJECTIVES
To avoid, or to deal with, the feeling that they are being judged by unfairly
high standards, employees in some organizations are being asked to set - or help set their own performance goals. Within the past five or six years, MBO has become
something of a fad and is so familiar to most managers that I will not dwell on it here.
RANKING METHODS
For comparative purposes, particularly when it is necessary to compare people
who work for different supervisors, individual statements, ratings, or appraisal forms
are not particularly useful. Instead, it is necessary to recognize that comparisons
involve an overall subjective judgment to which a host of additional facts and
impressions must somehow be added. There is no single form or way to do this.
The best approach appears to be a ranking technique involving pooled judgment.
The two most effective methods are alternation ranking and paired comparison
ranking.
12
1.
Alternation ranking:
Ranking of employees from best to worst on a trait or traits is another method for
evaluating employees. Since it is usually easier to distinguish between the worst and
the best employees than to rank them, an alternation ranking method is most popular.
Here subordinates to be rated are listed and the names of those not well enough to
rank are crossed. Then on a form as shown below, the employee who is highest on the
characteristic being measured and the one who is the lowest are indicated. Then chose
the next highest and the next lowest, alternating between highest and lowest until all
the employees to be rated have been ranked.
2.
Paired-comparison ranking:
This technique is probably just as accurate as alternation ranking and might be
more so. But with large numbers of employees it becomes extremely time consuming
and cumbersome.
Both ranking techniques, particularly when combined with multiple rankings
(i.e., when two or more people are asked to make independent rankings of the same
work group and their lists are averaged), are among the best available for generating
valid order-of-merit rankings for salary administration purposes.
ASSESSMENT CENTERS
So far, we have been talking about assessing past performance. What about the
assessment of future performance or potential? In any placement decision and even
more so in promotion decisions, some prediction of future performance is necessary.
How can this kind of prediction be made most validly and most fairly?
13
14
The guiding principle of the MBO approach is that direct results can be observed
easily. The MBO method recognizes the fact that it is difficult to neatly dissect all the
complex and varied elements that go to make up employee performance.
MBO advocates claim that the performance of employees cannot be broken up into so
many constituent parts, but to put all the parts together and the performance may be
directly
observed
and
measured.
DISADVANTAGES
This approach can lead to unrealistic expectations about what can and cannot
be reasonably accomplished. Supervisors and subordinates must have very good
"Reality Checking" skills to use MBO appraisal methods. They will need these
skills during the initial stage of objective setting, and for the purposes of self-auditing
and self-monitoring.
Variable objectives may cause employee confusion. It is also possible that
fluid objectives may be distorted to disguise or justify failures in performance.
15
manager
and
also
helps
in
resolving
confusions
and
misunderstandings.
The rater may feel that anyone under his or her jurisdiction who is
rated unfavorably will reflect poorly on his or her own worthiness.
b)
He/She may feel that a derogatory rating will be revealed to the rate to
detriment the relations between the rater and the ratee.
16
c)
CENTRAL TENDENCY: - This occurs when employees are incorrectly rated near
the average or middle of the scale. The attitude of the rater is to play safe. This safe
playing attitude stems from certain doubts and anxieties, which the raters have been
assessing the rates.
HALO ERROR: - A halo error takes place when one aspect of an individual's
performance influences the evaluation of the entire performance of the individual. The
halo error occurs when an employee who works late constantly might be rated high on
productivity and quality of output as well ax on motivation. Similarly, an attractive or
popular personality might be given a high overall rating. Rating employees separately
on each of the performance measures and encouraging raters to guard against the halo
effect are the two ways to reduce the halo effect.
RATER EFFECT: -This includes favoritism, stereotyping, and hostility. Extensively
high or low score are given only to certain individuals or groups based on the rater's
attitude towards them and not on actual outcomes or behaviors; sex, age, race and
friendship biases are examples of this type of error.
contract/sale just before the completion of the appraisal, the timing of the incident
may inflate his or her standing, even though the overall performance of the sales
person may not have been encouraging. One way of guarding against such an error is
to ask the rater to consider the composite performance of the rate and not to be
influenced by one incident or an achievement.
18
Discuss with the reporting managers on the behavioral traits of all the
employees for whom he / she is the reviewer
c)
d) HR HEAD
e) NORMALIZATION COMMITTEE
Decides on the final bell curve for each function in the respective
Business Unit / Circle
19
20
of the behavior displayed by him. They play a very important role in the deciding the
final performance rating for an employee as is even capable of shifting the rating one
level upwards/downwards.
21
SIGNIFICANT
and (SC)
consistently
areas
areas
equal to 115%
Consistently
114%
delivers
on
stretch
targets
operation
Develops creative solutions and
Is proactive
Spots
CONTRIBUTOR
anticipates
problems,
implements solutions
ownership
of
own
development
Coaches others
Demonstrates business initiative
Is self motivated
Supportive team player
Leads own team very effectively
Demonstrate functional initiative
functions as well
Motivates others to solve problems
Develops others
Provides open and honest
22
People are our most valuable asset is a clich, which no member of any
senior management team would disagree with. Yet, the reality for many organizations
are that their people remain under valued, under trained and under utilized.
Following are the various functions of Human Resource Management that are
essential for the effective functioning of the organization:
1.
Recruitment
2.
Selection
3.
Induction
4.
Performance Appraisal
5.
23
Consulting:
Moving
Beyond Training
Appraisal Form
Performance Appraisal Training
Analysis for Improving Performance
How
Active
performance
appraisal
to
Measure
Employee
Performance
conversation
24
SELF APPRAISAL
Self appraisal is an important part of the Performance appraisal process where the
employee himself gives the feedback or his views and points regarding his
performance. Usually this is done with the help of a self appraisal form where the
employee rates himself on various parameters, tells about his training needs, if any,
talks about his accomplishments, strengths, weaknesses, problems faced etc.
TIPS FOR SELF APPRAISAL
BE HONEST
Always be truthful and honest while telling your accomplishments or failures.
Dont exaggerate your strengths and dont hide your weaknesses. Dont make
personal judgments for anybody.
DO THE PREPARATION
Its always better to prepare yourself before the meeting. Get all the lists in
place; prepare all the evidences and references.
BE OBJECTIVE
Objectivity is important in self appraisal. Dont exaggerate or downplay your
achievements or failures. Be specific and concise in your statements and if
possible support them with examples or references or evidences with dates. For
example: "I responded to all queries within 48 hours" is better than just saying
"My customer service was good."
POSITIVE ATTITUDE
Self appraisal should ideally include the accomplishments, the goals achieved,
the failures, and the personal growth (i.e. new skills acquired, preparation for the
future etc.), the obstacles faced during the period, the efforts for removing them, the
suggestions, and the areas of training and development felt by the employee.
PERFORMANCE APPRAISAL FEEDBACK
The employee should have a positive attitude towards the feedback process
Should not judge the appraiser as a person on the basis of the feedback.
On the part of the appraiser or the manager / person giving the feedback, the
following points are to be taken care of:
The appraiser should make the receiver feel comfortable during the feedback
meeting.
The appraiser should make it a two way conversation i.e. let the employee
speak.
Listen to the employee and note his points, suggestions, problems etc.
27
The appraiser should not adopt a confrontational approach towards the meeting.
The goal is not to criticize the employee.
Make the appraisal feedback meeting useful and productive for the organization and
the employee.
3. Exchange of views - Ensuring that the discussion involves a full, free and
frank exchange of views about what has been achieved, what needs to be done
to achieve more and what employees think about their work the way they are
managed and their aspirations.
Performance Appraisal review is the meeting when the employee can be
motivated to perform better in future or reinforce his desirable behaviour. Review
discussion meetings ideally should include the following:
Analyzing the causes of the delay, the problems faced and the solutions
adopted.
Periodic review meetings become meaningful only when they help pause, reflect, take
stock and strategize in an otherwise active relationship.
29
Performance Appraisal form provides the basis for the performance review,
providing the feedback to the employees and the final rating of the employee. It also
facilitates various other HR decisions and career development plans and decisions of
the employees. Therefore, performance appraisal from should be filled with utmost
care
and
objectivity.
Be prepared with all the details of the performance, the standards, job
description and the past appraisals of the employee.
The focus should be on the employees behaviour throughout the year and not
just his recent performance.
Substantiate and support your rating, and attach all the necessary documents
(if required).
30
Apart from the defined performance objectives and results, discuss the related
issues as well covering all the aspects of the performance.
Discuss the problems faced by the employees during the course of action.
The solutions tried, and the degree of success achieved in solving the
problems faced.
Revisit with the employee, his/ her annual plan for the remaining time period
and develop revised action plans, if necessary.
Review discussions reassure the employees that each one of them has
structured opportunities for one to one interaction with the manager once every two or
31
three months during the year. These opportunities are important as they provide an
important chance for performance monitoring or development mentoring. The aim of
the performance review discussions is to share perceptions, solve the problem faced
during the course of the action, decide on the new goals jointly and provide a
feedback to the employee for the past performance i.e. to look at his strengths and
weaknesses and also help to chart out a career plan for the employee. The focus of
these performance review discussions should not bet o judge the employees past
performance; rather it should be to motivate the employee to improve his future
performance and reinforce his good behaviour.
Therefore, On the part of the person receiving the feedback, the following points are
important to be taken care of:
The employee should have a positive attitude towards the feedback process
Should not judge the appraiser as a person on the basis of the feedback.
On the part of the appraiser or the manager / person giving the feedback, the
following points are to be taken care of:
34
The appraiser should make the receiver feel comfortable during the feedback
meeting.
The appraiser should make it a two way conversation i.e. let the employee
speak.
Listen to the employee and note his points, suggestions, problems etc.
35
Company
Profile
36
Company Profile
HDFC Bank
Type
Public
BSE: 500180
NSE: HDFCBANK
Traded as
NYSE: HDB
BSE SENSEX Constituent
CNX Nifty Constituent
Industry
Founded
August 1994
Headquarters
Area served
Worldwide
Key people
Products
Wealth Management
Private Banking
Corporate Banking
Private Equity
37
Revenue
Profit
Total assets
Total equity
Number of employees
Website
38
PROMOTER
HDFC is India's premier housing finance company and enjoys an impeccable track
record in India as well as in international markets. Since its inception in 1977, the
Corporation has maintained a consistent and healthy growth in its operations to
remain the market leader in mortgages. Its outstanding loan portfolio covers well over
a million dwelling units. HDFC has developed significant expertise in retail mortgage
loans to different market segments and also has a large corporate client base for its
housing related credit facilities. With its experience in the financial markets, a strong
market reputation, large shareholder base and unique consumer franchise, HDFC was
ideally positioned to promote a bank in the Indian environment.
39
BUSINESS FOCUS
CAPITAL STRUCTURE
As on 31st March, 2009 the authorised share capital of HDFC Bank is Rs. 550 crore.
The paid-up capital as on the said date is Rs. 425,38,41,090/- ( 42,53,84,109 equity
shares of Rs 10/- each). The HDFC Group holds 19.38% of the Bank's equity and
about 17.70 % of the equity is held by the ADS Depository (in respect of the bank's
American Depository Shares (ADS) Issue). 27.69 % of the equity is held by Foreign
Institutional Investors (FIIs) and the Bank has about 5,48,774 shareholders.
The shares are listed on the Bombay Stock Exchange Limited and The National Stock
Exchange of India Limited. The Bank's American Depository Shares ( ADS ) are
listed on the New York Stock Exchange (NYSE) under the symbol 'HDB' and the
Bank's Global Depository Receipts (GDRs) are listed on Luxembourg Stock
Exchange under ISIN No US40415F2002.
40
DISTRIBUTION NETWORK
HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable
network of over 1229 branches spread over 444 cities across India. All branches are
linked on an online real-time basis. Customers in over 120 locations are also serviced
through Telephone Banking. The Bank's expansion plans take into account the need to
have a presence in all major industrial and commercial centers where its corporate
customers are located as well as the need to build a strong retail customer base for
both deposits and loan products. Being a clearing/settlement bank to various leading
stock exchanges, the Bank has branches in the centers where the NSE/BSE has a
strong and active member base. The Bank also has a network of about over 2526
networked ATMs across these cities. Moreover, HDFC Bank's ATM network can be
accessed by all domestic and international Visa/MasterCard, Visa Electron/Maestro,
Plus/Cirrus and American Express Credit/Charge cardholders.
41
BOARD OF DIRECTORS
The Composition of the Board of Directors of the Bank is governed by the Companies
Act, 1956, the Banking Regulation Act, 1949 and the listing requirements of the
Indian Stock Exchanges where securities issued by the Bank are listed. The Board has
strength of 12 Directors as on March 31, 2008. All Directors other than Mr. Aditya
Puri, Mr. Harish Engineer and Mr. Paresh Sukthankar are non-executive directors.
The Bank has five independent directors and six non-independent directors. The
Board consists of eminent persons with considerable professional expertise and
experience in banking, finance, agriculture, small scale industries and other related
fields.
None of the Directors on the Board is a member of more than 10 Committees and
Chairman of more than 5 Committees across all the companies in which he/she is a
Director. All the Directors have made necessary disclosures regarding Committee
positions occupied by them in other companies.
Mr. Jagdish Capoor, Mr. Keki Mistry, Mrs. Renu Karnad, Mr. Aditya Puri, Mr.
Harish Engineer and Mr. Paresh Sukthankar are non-independent Directors on the
Board.
Mr. Arvind Pande, Mr. Ashim Samanta, Mr. Gautam Divan, Mr. C. M. Vasudev
and Dr. Pandit Palande are independent directors on the Board.
Mr. Keki Mistry and Mrs. Renu Karnad represent HDFC Limited on the Board of
the Bank.
42
The Bank has not entered into any materially significant transactions during the
year, which could have a potential conflict of interest between the Bank and its
promoters, directors, management and/or their relatives, etc. other than the
transactions entered into in the normal course of business. The Senior Management
have made disclosures to the Board confirming that there are no material, financial
and/or commercial transactions between them and the Bank which could have
potential conflict of interest with the Bank at large.
TECHNOLOGY
HDFC Bank operates in a highly automated environment in terms of information
technology and communication systems. All the bank's branches have online
connectivity, which enables the bank to offer speedy funds transfer facilities to its
customers. Multi-branch access is also provided to retail customers through the
branch network and Automated Teller Machines (ATMs).
The Bank has made substantial efforts and investments in acquiring the best
technology available internationally, to build the infrastructure for a world class bank.
The Bank's business is supported by scalable and robust systems which ensure that
our clients always get the finest services we offer.
The Bank has prioritized its engagement in technology and the internet as one of its
key goals and has already made significant progress in web-enabling its core
businesses. In each of its businesses, the Bank has succeeded in leveraging its market
position, expertise and technology to create a competitive advantage and build market
share.
43
RATING
Credit rating
The Bank has its deposit programs rated by two rating agencies - Credit Analysis &
Research Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed
Deposit programme has been rated 'CARE AAA (FD)' [Triple A] by CARE, which
represents instruments considered to be "of the best quality, carrying negligible
investment risk". CARE has also rated the bank's Certificate of Deposit (CD)
programme "PR 1+" which represents "superior capacity for repayment of short term
promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.)
has assigned the "tAAA ( ind )" rating to the Bank's deposit programme, with the
outlook on the rating as "stable". This rating indicates "highest credit quality" where
"protection factors are very high".
The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by
CARE and Fitch Ratings India Private Limited and its Tier I perpetual Bonds and
Upper Tier II Bonds rated by CARE and CRISIL Ltd. CARE has assigned the rating
of "CARE AAA" for the subordinated Tier II Bonds while Fitch Ratings India Pvt.
Ltd. has assigned the rating "AAA (ind)" with the outlook on the rating as "stable".
CARE has also assigned "CARE AAA [Triple A]" for the Banks Perpetual bond and
Upper Tier II bond issues. CRISIL has assigned the rating "AAAStable" for the
Bank's Perpetual Debt programme and Upper Tier II Bond issue. In each of the cases
referred to above, the ratings awarded were the highest assigned by the rating agency
for those instruments?
44
PRODUCT SCOPE
HDFC Bank offers a bunch of products and services to meet the every need of the
people. The company cares for both, individuals as well as corporate and small and
medium enterprises. For individuals, the company has a range accounts, investment,
and pension scheme, different types of loans and cards that assist the customers. The
customers can choose the suitable one from a range of products which will suit their
life-stage and needs.
For organizations the company has a host of customized solutions that range from
Funded services, Non-funded services, Value addition services, Mutual fund etc.
These affordable plans apart from providing long term value to the employees help in
enhancing goodwill of the company.
45
The products of the company are categorized into various sections which are as
follows:
Loans.
Cards.
Customer center.
BUSINESS SEGMENTS
HDFC Bank offers a wide range of commercial and transactional banking services
and treasury products to wholesale and retail customers. The bank has three key
business segments:
(i) Wholesale Banking Services
The Bank's target market ranges from large, blue-chip manufacturing companies in
the Indian corporate to small & mid-sized corporate and agro-based businesses. For
these customers, the Bank provides a wide range of commercial and transactional
banking services, including working capital finance, trade services, transactional
services, cash management, etc. The bank is also a leading provider of structured
solutions, which combine cash management services with vendor and distributor
finance for facilitating superior supply chain management for its corporate customers.
Based on its superior product delivery / service levels and strong customer
46
orientation, the Bank has made significant inroads into the banking consortia of a
number of leading Indian corporates including multinationals, companies from the
domestic business houses and prime public sector companies. It is recognized as a
leading provider of cash management and transactional banking solutions to corporate
customers, mutual funds, stock exchange members and banks.
The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank
Plus and the Investment Advisory Services programs have been designed keeping in
mind needs of customers who seek distinct financial solutions, information and advice
on various investment avenues. The Bank also has a wide array of retail loan products
including Auto Loans, Loans against marketable securities, Personal Loans and Loans
for Two-wheelers. It is also a leading provider of Depository Participant (DP) services
for retail customers, providing customers the facility to hold their investments in
electronic form.
47
HDFC Bank was the first bank in India to launch an International Debit Card in
association with VISA (VISA Electron) and issues the MasterCard Maestro debit card
as well. The Bank launched its credit card business in late 2001. By September 30,
2005, the bank had a total card base (debit and credit cards) of 5.2 million cards. The
Bank is also one of the leading players in the "merchant acquiring" business with over
50,000 Point-of-sale (POS) terminals for debit / credit cards acceptance at merchant
establishments.
(iii) Treasury
Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the
liberalization of the financial markets in India, corporates need more sophisticated
risk management information, advice and product structures. These and fine pricing
on various treasury products are provided through the bank's Treasury team. To
comply with statutory reserve requirements, the bank is required to hold 25% of its
deposits in government securities. The Treasury business is responsible for managing
the returns and market risk on this investment portfolio.
48
The following tables summarizes the products and services and customer segments
offered by HDFC Bank:.
Table 1: Personal banking
Loan Product
Investment &
Deposit Product
Insurance
Auto Loan
Saving a/c
Mutual Fund
Current a/c
Bonds
Fixed deposit
Knowledge Centre
Personal loan
Demat a/c
Insurance
Credit card
2-wheeler loan
Home loans
Tractor loan
Education Loan
Gold Loan
Insurance
49
Cards
Payment Services
Access To Bank
Credit Card
NetSafe
NetBanking
Debit Card
Merchant
OneView
Prepaid Card
Prepaid Refill
InstaAlert
Billpay
Visa Billpay
ATM
InstaPay
Phone Banking
DirectPay
Email Statements
VisaMoney Transfer
Branch Network
eMonies Electronic
-------------------------------Forex Services
MobileBanking
Funds Transfer
-------------------------------
Trade Services
RBI Guidelines
Online Payment of
Direct Tax
Source: http://www.hdfcbank.com/personal/prd_glance.htm
50
Corporate
Large Corporates
Funded Services
Non
Services
Value
Services
Government
Financial Institutions
Enterprises
Sector
and Trusts
Funded Services
Non
Internet Banking
Financial Institutions
Mutual Funds
Booking of L/Cs
Stock Brokers
Funded
E- Ticketing
Services
Funded
Specialized Services
Value
Added
services
Tax Collection
Collection
of
Insurance
Internet Banking
Disbursement
Companies
of
Commodities
Pension
Electronic
Business
Trusts
Collection of fees
Supply
Chain
Collection
of
property tax
Partners
Dealer Financing
Vendor Financing
Agricultural
Lending
Source : http://www.hdfcbank.com/wholesale/prd_glance.htm
51
Accounts
&
Deposits
Remittances
North America
UK
Europe
Middle East
Indians
Africa
Others
Quick remit
IndiaLink
Cheque LockBox
Telegraphic/ Wire Transfer
Funds Transfer Cheques/DDs/TCs
Loans
Mutual Funds
Home Loans
Private Banking
52
Payment Services
Access To Bank
NetSafe
NetBanking
BillPay
OneView
InstaPay
InstaAlert
DirectPay
ATM
Visa Money
PhoneBanking
Online Donation
Email Statements
Branch Network
Source: http://www.hdfcbank.com/nri/prd_glance.htm
BUSINESS STRATEGY
HDFC BANK
themselves against
offerings, technology, service levels, risk management and audit & compliance. The
objective is to build sound customer franchises across distinct businesses so as to be a
preferred provider of banking services for target retail and wholesale customer
segments, and to achieve a healthy growth in profitability, consistent with the Bank's
risk appetite. Bank is committed to do this while ensuring the highest levels of ethical
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Increase market share in Indias expanding banking and financial services industry by
following a disciplined growth strategy focusing on quality and not on quantity and
delivering high quality customer service.
Leverage our technology platform and open scaleable systems to deliver more
products to more customers and to control operating costs.
Maintain current high standards for asset quality through disciplined credit risk
management.
Develop innovative products and services that attract the targeted customers and
address inefficiencies in the Indian financial sector.
Continue to develop products and services that reduce banks cost of funds.
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RECENT DEVELOPMENT
The Reserve Bank of India had approved the scheme of amalgamation of Centurion
Bank of Punjab Ltd. with HDFC Bank Ltd. with effect from May 23, 2008. All the
branches of Centurion Bank of Punjab will function as branches of HDFC Bank with
effect from May 23, 2008. With RBIs approval, all requisite statutory and regulatory
approvals for the merger have been obtained.
The combined entity would have a nationwide network of 1167 branches; a strong
deposit base of around Rs.1,22,000 crores and net advances of around Rs.89,000
crores. The balance sheet size of the combined entity would be over Rs.1, 63,000
crores.
On March 27, 2008, the shareholders of the Bank accorded their consent to a scheme
of amalgamation of Centurion Bank of Punjab Limited with HDFC Bank Limited.
The shareholders of the Bank approved the issuance of one equity share of Rs.10/each of HDFC Bank Limited for every 29 equity shares of Re. 1/- each held in
Centurion Bank of Punjab Limited. This is subject to receipt of Approvals from the
Reserve Bank of India, stock exchanges and other requisite statutory and regulatory
authorities. The shareholders also accorded their consent to issue equity shares
and/or warrants convertible into equity shares at the rate of Rs.1,530.13 each to
HDFC Limited and/or other promoter group companies on preferential basis, subject
to final regulatory approvals in this regard. The Shareholders of the Bank have also
approved an increase
crores.
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target
(133177 crore).
Leading Indian and international Publications have recognized the bank for its
performance and quality.
Centurion Bank of Punjab is one of the leading new generation private sector banks in
India. The bank serves individual consumers, small and medium businesses and large
corporations with a full range of financial products and services for investing, lending
and advice on financial planning. The bank offers its customers an array of wealth
management products such as mutual funds, life and general insurance and has
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established a
exchange services, personal loans, mortgages and agricultural loans. Additionally the
bank offers a full suite of NRI banking products to Overseas Indians. On 29th August
2007, Centurion Bank of Punjab merged with Lord Krishna Bank (LKB), post
obtaining all requisite statutory and regulator approvals. This merger has further
strengthened the geographical reach of the Bank in major towns and cities across the
country, especially in the State of Kerala, in addition to its existing dominance in
the northern part of the country. Centurion Bank of Punjab now operates on a
strong nationwide franchise of 404 branches and 452 ATMs in 190 locations across
the country, supported by employee base of over 7,500 employees. In addition
to being listed on the major Indian stock exchanges, the Banks shares are also
listed on the Luxembourg Stock Exchange.
AWARDS AND ACHIEVEMENTS
HDFC Bank began operations in 1995 with a simple mission: to be a "World-class
Indian Bank". We realized that only a single-minded focus on product quality and
service excellence would help us get there. Today, we are proud to say that we are
well on our way towards that goal.
It is extremely gratifying that our efforts towards providing customer convenience
have been appreciated both nationally and internationally.
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Awards In 2009
Table 4: Awards in 2009
Financial Services
Source: http://www.hdfcbank.com/aboutus/awards/default.htm
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Awards In 2008
Table 5: Awards in 2008
2008
CNN-IBN
Business India
Forbes Asia
of honour
trade services.
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Business Today-Monitor
One of India's "Most Innovative Companies"
Group survey
Young Award
category
Global HR Excellence
'Employer Brand of the Year 2007 -2008'
Awards - Asia Pacific HRM
Award - First Runner up, & many more
Congress:
Business Today
Source: http://www.hdfcbank.com/aboutus/awards/default.htm
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Research
Methodology
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Research Objectives
To study the existing appraisal system in the organization.
To Study existing appraisal system in the organization exactly measures the
employees performance
To study that there is any opportunities provided for the employees to improve
their performance.
To Study the appraisal system assists in the employees training and
development.
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RESEARCH METHODOLOGY
Research Design
SAMPLING DESIGN
Descriptive Research Design
SAMPLE SIZE: A sample of minimum respondents was selected from HDFC Bank,
Lucknow. An effort was made to select respondents evenly. The survey was carried
out on 40 respondents.
SAMPLE UNIT: In this project sampling unit consisted of the employees of HDFC
Bank, Lucknow.
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DATA COLLECTION SOURCE: Two methods have been used to collect the
relevant data, which are essential for the study, they are:
TOOLS OF PRESENTATION:
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Limitations
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LIMITATIONS 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.
Some of the respondents were not even ready to spare time with the
researcher.
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.
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