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ASSIGNMENT: Tarakee Bank is a medium-sized financial institution that has witnessed dramatic growth over the last five years. One of the areas that the bank has stressed is productive performance. The bank uses performance evaluation at the management level and now wants to take its performance evaluation process farther down the line and applying it to operating personnel. Specifically, the bank wants to develop an evaluation system for gauging the performance of bank tellers. Although there has been no formal decision regarding either the performance evaluation form to use or the specific criteria to evaluate, there are some general areas that the management feels should be evaluated: (a) The speed with which a customer is served (b) The number of daily mistakes that a teller makes in entering transactions into the computer (c) The accuracy with which the individual handles cash (d) The employees’ friendliness and general manners toward the customer These are only four of the criteria that the bank has in mind. Now the bank managers are more concerned about which method would be most accurate to evaluate their performance. Some of the bank managers believe that a graphic rating scale would be best; others feel that some form of paired comparison or behaviorally anchored rating scale would be preferable. The bank has formed a committee to look into this matter and hopes to have the situation resolved by early next month.


1. Could a graphic rating scale be used in carrying out this evaluation? Or could a paired comparison be used? 2. Would the number of tellers to be evaluated have any influence on the form of evaluation that will be used? Explain.

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2. Would the number of tellers to be evaluated have any influence on the form of evaluation that will be used? Explain.


Service Quality

 Service quality can be defined as a customers' perception of how well a service meets or exceeds their expectations. In most cases service quality is judged by customers, and not by organizations. This distinction is critical because it forces service marketers to examine their quality from the customers' viewpoint. For example, a bank may view service quality as having friendly and knowledgeable employees. However, the customers of this bank may be more concerned with waiting time, ATM access and security, as well as statement accuracy. Thus it is important for service organizations to determine what customers expect and then develop service products that meet or exceed those expectations.

The Importance of Service Quality

The biggest obstacle for customers in evaluating service quality is the intangible nature of the service. How can customers evaluate something that they cannot see, feel, taste, or hear? Most consumers lack the knowledge or the skills to evaluate the quality of many types of services. Consequently, they must place a great deal of faith in the integrity and competence of the service provider. Despite the difficulties in evaluating quality, service quality may be the only way customers can choose one service over another. For this reason, services marketers live or die by understanding how consumers judge service quality. The following table defines five dimensions that customers use when evaluating the importance of service quality. They are tangibles, reliability, responsiveness, assurance, and empathy.

Mathematics and Decision Making

Decisions shape our lives. Mathematics rationalizes the sifting of information and the balancing of alternatives inherent in any decision. Mathematical models underlie computer programs that support decision making, while bringing order and understanding to the overwhelming flow of data computers produce. Mathematics serves to evaluate and improve the quality of information in the face of uncertainty, to present and clarify options, to model available alternatives and their consequences, and even to control the smaller decisions necessary to reach a larger goal.

Mathematical areas like statistics, optimization, probability, queuing theory, control, game theory, modeling and operations research --- a field devoted entirely to the application of mathematics in decision making --- are essential for making difficult choices in public policy, health, business, manufacturing, finance, law and many other human endeavors. Mathematics is at the heart of a multitude of decisions, including those that generate electric power economically, make a profit in financial markets, approve effective new drugs, weigh legal evidence, fly aircraft safely, manage complex construction projects, and choose new business strategies.

Reward system:

Pay represents one of the most interesting and misunderstood aspects of organizational life. Many believe that pay is the single most important motivator of both organizational membership and performance. However, when surveyed or asked the majority of the people working in organizations claim that they are not motivated by pay and their pay system has little influence over the way they behave on a daily basis? Pay has become such an important aspect of human resource management that we have invented a new word to use in developing pay systems. In this module will examine the way which compensation and evaluation systems affect the attitudes, motivation, and behavior of organizational members


q2 just hint


A teller is an employee of a bank who deals directly with most customers. In some places, this employee is known as a cashier. Most teller jobs require cash handling experience and a high school diploma. Most banks provide on the job training.
Tellers are considered a "front line" in the banking business. This is because they are the first people that a customer sees at the bank and are also the people most likely to detect and stop fraudulent transactions in order to prevent losses at a bank (counterfeit currency and checks, identity theft, confidence tricks, etc.). The position also requires tellers to be friendly and interact with the customers, providing them with information about customers' accounts and bank services.
Tellers work from a station, usually located on a Teller Line. Most stations have: A teller system, which includes cash drawers, receipt validator/printers, proof work sorters, and paperwork used for completing bank transactions. These transactions include:
Check cashing, depositing, transfers, wire transfers
Savings deposits, withdrawals
Issuing negotiable items (cashier's checks, traveler's cheques, money orders, federal draft issuances, etc.)
Payment collecting
Promotion of the financial institution's products (loans, mortgages, etc.)
Business referrals (trust, insurance, lending, etc.)
Cash advances
Savings bond purchase or redemption
Resolving customer issues
Balancing the vault, cash drawers, ATMs, and TAUs
Batching and Processing Proof Work (On-Us/Not-On-Us Checks, Payment Coupons, Counter Slips, etc.)
May include ordering products for the customer (checks, deposit slips, etc.)


A bank couldn't run without bank tellers. They are the first person the customer sees and has the most interactions with. If the customer has a bad experience with a teller, it leaves a bad impression of the bank. Tellers also influence how much a bank can make through referrals or loose by cashing a bad check or giving the customer the wrong amount of cash.

1. Identify KRAs of Bank teller

“Key Result Areas” or KRAs refer to general areas of outputs or outcomes for which the department’s role is responsible. You also need to understand some definitions: Key performance areas, Key performance indicators.
2. Identify job objectives
Do you set up objectives for Bank teller?
• 1 month.
• 3 months.
• 6 months.
• 12 months.
3. Identify job description of Bank teller
You can use some tasks of Bank teller as follows:
• Perform as a team member in allocating and coordinating the work flow.
• May train new employees and answer co-worker questions.
• Opens new accounts and admits customers to safe deposit boxes.
• Open and Close Vault.
• Promotes the bank’s products and services; consistently cross-sells bank products at every opportunity.
4. Job standards/procedures
It is very difficult to appraise Bank teller if you have not job standards, job procedures for thispositions.
Try it now:
• How to do each task?
• How to measure performance of each task?
• How to control/monitor each step of a process?
5. Bank teller evaluation forms
You can you types of performance evaluation as follows:
• Peer form.
• Self appraisal form.
• Customer/Other department appraisal form.
• Superior appraisal form.
• Subordinate appraisal form.
6. Related docs to Bank teller evaluation
• All Bank job descriptions
• Bank interview questions
• Performance evaluation handbook
• Performance evaluation examples
• Performance evaluation methods
• Performance evaluation process
• 360 degree performance evaluation
• Performance appraisal programs

tariq bhi plz stop confusing students.. u r posting too much lenghty material this materail can be serched by every one from google. 

thankuu so much for material

Graphic Rating is the term used to define the oldest and most widely used performance appraisal method. The evaluators are given a graph and asked to rate the employees on each of the characteristics. The number of characteristics can vary from one to one hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to the evaluators rating.
What Are the Disadvantages of Using a Graphic Rating Scale When Evaluating Performance?
A graphic rating scale lists the traits each employee should have and rates workers on a numbered scale for each trait. The scores are meant to separate employees into tiers of performers, which can play a role in determining promotions and salary adjustments. However, the scale has disadvantages that make it difficult to use as an effective management tool.

If a company uses 15 people to evaluate personnel, the effect may be 15 different rating scales. Even with intense training, some evaluators will be too strict. Some will be too lenient, and others may find it hard to screen out their personal agendas. Rating scales work best when managers and employees agree on the definition and degree of factors included in the evaluation, and that's difficult to achieve.
No matter how the rungs on the rating scale are labeled, what is meant as a compliment by the evaluator -- "you sometimes exceed my 'high' expectations" -- may sound like a C+ to the person being evaluated. And C+ sounds way too average to most employees.
Feedback Block
Workers may not hear the positive feedback in any essay part of the evaluation because they're fuming at a rating-scale grade they perceive to be too low. They may also miss the suggestions for improvement because they're basking in a grade that suggests their work is already superior. A rating scale becomes an obstacle to substantive give-and-take about an employee's work.

Graphic rating scale

Is most widely used technique
Rater indicates degree to which ratee possesses each specific characteristic or trait found on the rating form
Forms use three methods:
Descriptive phrases
Descriptive words
Numerical scales
Traits used must be measurable
All traits are of equal importance unless they are weighted.
Subject to certain errors.
Rates past performance after it is too late to change.
May not give employees incentive to overcome their weaknesses.
Some forms contain too many traits; others, too few.
Paired comparison appraisal

Technique involves comparing one individual with each of the other individuals in a work group.
Evaluation can be based on specific traits or overall performance.
Uses a grid in evaluation process.
Is limited as to number of employees who can be effectively rated.

The specific reasons for doing employee performance reviews vary among small businesses. Objectives should help build a commitment to do the reviews, build enthusiasm for the reviews within the management team, and gain support from employees. Possible objectives include:

  1. Help employees improve their performance.
  2. Help employees with their career planning.
  3. Take advantage of employee insights for improving the business.
  4. Identify training and retraining needs.
  5. Encourage and motivate employees.
  6. Promote teamwork and employee cohesiveness.
  7. Provide information for compensation decisions.
  8. Increase supervisor satisfaction with their human resource accomplishments.
  9. Identify needed changes in human resource management practices.
  10. Provide information for the redesign of jobs.
  11. Eliminate legally indefensible personnel actions.

Such a list can be a starting point for discussion in the management team and with key employees. Their support will be critical to success with employee reviews. Facing misunderstanding, skepticism, fear, and outright rejection comes most easy early in the planning process. Consensus building on objectives can be used to promote honest discussion.


Performance appraisals (PAs) are conducted at least annually,[22] and annual employee performance reviews appear to be the standard in most American organizations.[8] However, “it has been acknowledged that appraisals conducted more frequently (more than once a year) may have positive implications for both the organization and employee.”[11] It is suggested that regular performance feedback provided to employees may quell any unexpected and/or surprising feedback to year-end discussions.[12] In a recent research study concerning the timeliness of PAs, “one of the respondents even suggested that the performance review should be done formally and more frequently, perhaps once a month, and recorded twice a year.”[12]
Other researchers propose that the purpose of PAs and the frequency of their feedback are contingent upon the nature of the job and characteristics of the employee.[30] For example, employees of routine jobs where performance maintenance is the goal would benefit sufficiently from annual PA feedback. On the other hand, employees of more discretionary and non-routine jobs, where goal-setting is appropriate and there is room for development, would benefit from more frequent PA feedback.

The performance of the employee can be marked on a continuum with the help of a rater, based on the particular characteristics of the individual, indicating whether the person has had a low level performance or a high level performance, and this entire process is allowed by the graphic rating scale. The process of the evaluation of performance can be carried out continuously with the help of the graphic rating scale, and also because the process is very straightforward. The following illustration shows a combination ofgraphic rating scale with essays in the form of a sample appraisal form. The graphic rating scale is used to appraise three aspects of the appraisal of the performance of the individual. These are the descriptive category which includes dependability, attendance and quantity of work performed by the individual next is the behavioural dimensions, these include processes such as decision making, development of employee, and the effectiveness of communication.
Graphic Rating Scale
For the purpose of different jobs each of these types are used. Either numerically or verbally the performance standard met by the employees are expressed. This can be explained with the help of an example, numerically the performance standards are expressed as 5,4,3,2,1 and verbally it is expressed as ‘outstanding’, ‘meets standards’ and ‘below standards’. If the standard evaluation of the employee performance is carried out by two people then it is quite possible that both of them will not be able to agree upon the similar ratings for measuring the level of performance achieved by the individual. There is expectation and particular performance standard at the different levels of measurement, so that when the standards are interpreted by the different employees and superiors in the organisation, the variation in the evaluation can be reduced.

Graphic Rating Scale And The Various Concerns
In order to evaluate the job performance of several employees in the organisation, the graphic rating scale is used as it has a uniform set of criteria and it is also easy to use in theevaluation of performance of the employees. However, there can be instances of rater error while using the scale, as the importance of certain job character cannot be indicated in the form, along with this there are certain factors in the form which needs to be deleted and some factors needs to be added in order to calculate the actual rating. The scales work well if the form suits both the person and the job. However, in certain cases when the form doesn’t fit the work and the employee the managers and the employees must complain about the pattern of rating available in the form.
one very important point which needs to be discussed in here. The concentration must be on the duties and the responsibilities of the job that is identified in the job description, rather than on the scale that is being used. If the people are able to perform the functions as mentioned in the job description then the link will be close to the scale and between the rating and the job there will be a strong relationship, which will be witnessed by both the employees and the managers.

aoa dear plx make a sinlge file of both questions plzzzz

yes plz make a single file, becoz its creat confusion

yes sara material sirf methods k bary me btata ha , is scenario me kon sa method use ho ga ye har ak ka apna point of view ha sab log samjen or to the point apna argument den jo method ap ko theak lagy.

tariq bhae ap ka bhe koe hal nhe pta nhe kia kia bhejty rehty ho google sy utha k ic trha tou koe bhe utha ly proper way mei file bna kb share kro jic sy sb ki help ho


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