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Performance Appraisal of Mahindra & Mahindra

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Performance Appraisal of Mahindra & Mahindra

Page 1 of 11
Performance Management and Appraisal in Mahindra & Mahindra Finance Submitted by- Choudhuri Milan Mohapatra, roll no-04 Kimi Rout, roll no-05 Loveleena Lenka, roll no-06



Company Profile Performance management in Mahindra & Mahindra Performance appraisal in Mahindra & Mahindra Findings


Company profile
 Mahindra & Mahindra Financial Services Limited (M&M FSL), a subsidiary of Mahindra & Mahindra Limited was incorporated on 1st January 1991 as Maxi Motors Financial Services Limited.  One of India's leading non-banking finance companies, focused on the rural and semi-urban sector,  The company's product portfolio includes right from finance for two wheelers, tractors, farm equipment, cars and utility vehicles to commercial vehicles and construction equipment also have a group of experts providing investment advice, surveying available market products and choosing the most suitable to customers' needs.  M&M FSL had received certificate of commencement of business on 19th February of the year 1991.  The company's name was changed from Maxi Motors Financial Services Limited to Mahindra & Mahindra Financial Services Limited on November 3, 1992.  During the year 1993, the company had commenced financing of M&M Utility Vehicles as part of its work. M&M FSL had opened its first branch outside Mumbai, at Jaipur in the year 1995.

 Regional office – Mahindra and Mahindra finance services limited , Mahindra tower , rasulgarh, Bhubaneswar, was established in 1998.  Controls the entire activity of the organisation through its 14 branches and 200 manpower  In India 565 branches and more than 10,000 manpower  Company is having asset base of 18,000crores and having headquarter at Mumbai, Mahindra tower, 4th floor.

 To be leading financial services provider in semi-urban and urban area. MISSION  We do not have a group wide statement . Our core purpose is to make all of us want to get up and come to work in the...

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