TO STUDY THE PERFORMANCE PERFOR MANCE APPRAISAL OF THE EMPLOYEE’S WORKING IN SAINT GOBAIN’S GOBAI N’S GRINDWELL GRIN DWELL NORTON LTD. LTD. Dissertatio S!"#itte$ to t%e D. Y. PATIL UNI&ERSITY SCHOOL OF MANAGEMENT I 'artia( )!()i((#et o) t%e re*!ire#ets )or t%e a+ar$ o) t%e De,ree o) BACHELORS OF BUSSINESS ADMINISTRATION S!"#itte$ "- &ISHAL K. SHARMA /BBA0121314
S!"#itte$ to Mr. ASHISH CHA&AN D. Y. Pati( Ui5ersitS6%oo( o) Maa,e#et CBD Be(a'!r7 Na5i M!#"ai Mar6% 8013
1
TO STUDY THE PERFORMANCE PERFOR MANCE APPRAISAL OF THE EMPLOYEE’S WORKING IN SAINT’S GOBAIN’S GRIENDWELL NORTON LTD. Dissertatio S!"#itte$ to t%e D. Y. PATIL UNI&ERSITY SCHOOL OF MANAGEMENT I 'artia( )!()i((#et o) t%e re*!ire#ets )or t%e a+ar$ o) t%e De,ree o) BACHELORS OF BUSSINESS ADMINISTRATION S!"#itte$ "- &ISHAL K. SHARMA /BBA0121314
S!"#itte$ to Mr. ASHISH CHA&AN D. Y. Pati( Ui5ersitS6%oo( o) Maa,e#et CBD Be(a'!r7 Na5i M!#"ai Mar6% 8013
2
DECLARATION I hereby declare that the dissertation” To study the performance appraisal of the employee’s working in Saint Gobain’s Griendwell Norton T!"” submitted for the #ull time $$% !egree at !" &" 'atil (ni)ersity School of *anagement is my original work and the dissertation has not formed the basis for the award of any degree+ associate ship+ fellowship or any other similar titles
SIGN%T(,- .# T/- ST(!-NT
'%0- !%T-
CERTIFICATE
This is to certify that the dissertation entitled” To study the performance appraisal of the employee’s working in Saint Gobain’s Griendwell Norton T!"” is a bona fide research work carried carrie d out by 3ishal 4" Sharma+ the student of #ull time $$%+ at !" &" &" (ni)ersity School of *anagement during the year 251672518+ in partial fulfillment of the re9uirements for the award of the degree of $achelors of $usiness *anagement and and that that the the diss dissert ertat atio ion n has has not not form formed ed the the basi basiss for for the the award award of any any degr degree ee++ diploma+ associate ship+ fellowship or any other similar title"
*r" %shish 0ha)an
!r" ," Gopal
%ssistant 'rofessor
!irector : /.!
!" &" 'atil (ni)ersity
!" &" 'atil (ni)ersity
School of *anagement
School of *anagement
'lace *umbai
!ate
;
ACKNOWLEDGEMENT
In the first place+ I think the !" &" 'atil School of *anagement+ Na)i *umbai for gi)ing me an opportunity to work on this pro : *r" %shish 0ha)an and !esignation !r" !" &" 'atil (ni)ersity School of *anagement+ Na)i *umbai for ha)ing gi)en me 3ishal 4" Sharma )aluable guidance for the pro
SIGN%T(,- .# T/- ST(!-NT
'%0- *umbai
!%T-
6
TABLE OF CONTENTS CONT ENTS
S," N."
T.'I0
'G" N."
1
-@ecuti)e Summary
A78
2
Introduction
B711
.b
1271
;
iterature ,e)iew
1;71
6
,esearch *ethodology
27;
C
!ata %nalysis : Interpretation
67C5
C "1
'ersonal !ata
A7B
C "2
,esearch !ata
;57C5
A
ist of #indings
C17C
8
,e c omme nda t ions :i mi ta t i ons
C;7CC
B
0onclusion
CA7C8
15
Duestionnaire
CB7A1
15
$ibliography
A27A6
C
LIST OF TABLES
Table No"
Table -@planation
'age Number
1
'ersonal data
A
2
Gender
8
Dualification
8
;
!esignation
B
LIST LIS T OF O F ABBREA& ABBREA&AIONS AIO NS
'%
'erformance %ppraisal
/,
/uman ,esource
*$.
*anagement $y .b
$%,S
$eha)iorally %nchored ,ating Scaling
GN.
Grindwell Norton
A
E9CECUTI&E SUMMARY
8
'erformance %ppraisal ='%> is a tool to li)e the performance of associate worker" 'erfor 'erforman mance ce %pprais %ppraisal al ='%> ='%> is especi especially ally wont wont to confir confirm m the salary salary increas increase+ e+ promotions+ transfer and layoffs+ termination of ser)icesE the coaching and de)elopment to the staff in a corporation" It is a tool to see the long run of the organiFation and )isualiFe the career growth of the staff" 'erformance %ppraisal ='%> is generally done by senior e@ecuti)es and therefore the senio seniorr mana manage gerr with within in the the orga organi niFat Fatio ion n to appr apprai aise se the the work worker er for for his his or her her performance and also to search out difficulties whereas meeting their goals throughout this this era of conc conclu ludi ding ng the the meth method od the the appr apprai aiser ser faces faces the the matt matter er in rati rating ng the the subordinat subordinateempl eemployeep oyeepeer eer and someday someday they will rate their subordinate subordinate incorrectly incorrectly++ which can block the entire purpose of the appraisal system"
#rom user testing+ the standard appraisal system found to be economical within the problems like it facilitate to
The main focus of the study of this is often to spot the areas in 'erformance %ppraisal System that may facilitate within the structure de)elopment each organiFation has created it obligatory to possess this appraisal done once in an e@ceedingly year to li)e their worker performance" /ence+ there ought to be well7defined appraisal procedure that is correctly accustomed assess employee’s performance" This study report aims at co)ering all aspects associated with performance"
The ob+ their tenure with the organisation and total e@pertise"
The demographic characteristics of the respondent cluster were as follows theres 3ice 'resident who has e@pertise of labour since fifteen years within the organisation+ Senior C5 minutes consultants who work e@pertise of 176 years e@pertise+ $usiness de)elopment go)ernment who work e@pertise of 571 years"
Second part of the 9uestionnaire consisted of H9uantitati)e and 9ualitati)e statements”" In order to identify importance of the factors in determining"
15
INTRODUCTION
11
Griendwell Norton was established in 1B;1+ during a ;5@;5 space at *ora+ a fishing )illage across urban center harbor at (ran+ Grindwell pioneered the manufacture of Grinding ?heels in %sian nation" 'romoted by 2 'arsi entrepreneurs+ the corporate has big steady and+ o)er the years+ has established itself as a powerful leader in %brasi)es+ carbide+ /igh 'erformance ,efractories and 'erformance 'lastics" The twel)emonth =251;716> saw Grindwell Norton =GN.> reach income of ,s" 158;" crores+ %N operational profit of ,s" 16C"A crores and a profit of ,s" 15;"2 crores" In 1B8+ GN.+ that was by then a " ?ith its head9uarters in 'aris+ Saint7Gobain could be a massi)e+ international cluster =Sales of JB"C billion in 2516> with a presence in half7doFen countries" 'eople practices at Grindwell Norton =GN.> unit aligned with the globe practices of our parent+ 0ompaigne7de7Saint7Gobain and unit endlessly custom to create them trendy and rele)ant to the Indian conte@t and additionally the 0ompany’s dynamic business needs" ?e belie)e that GN. may well be a geographic point Kwith a difference’" It pro)ides you the ad)antages of a )aried multinational organiFation mi@ed with the plasticity+ lightness and Kfamily feeling’ of a small low company where all and )aried is )alued+ cared for and treated with respect" ?e at GN. unit committed to creating associate facultati)e surroundings that breeds #reedom+ ,esponsibility+ Sense of possession and 'ride+ Initiati)e and ,isk7taking+ .penness+ #airness and ethical 0orrectness" #rom anti9ue time+ man has unceasingly unceasingly e)aluated e)aluated their capability capability with others" others" This compulsion to try to higher has resulted in i n his unceasingly e)olution that is significant for the e@pansion of any business"
12
OB:ECTI&E OF THE PRO:ECT
1
The basic ob
To find find out out pres presen entt perfo perform rman ance ce appr apprai aisa sall syst system em used used in the the company"
To find about the employees )iews for the system adopted by the company to appraise their performance"
To know about the working scheme of the company"
To suggest some measures for impro)ing the methods to appraise the performance of the workers"
1;
LITERATURE LITERATURE RE&IEW
Per)or#a6e A''raisa( 16
Mo$er Mo$er A''rais A'' raisa( a( 7
'erfor 'erforman mance ce apprai appraisal sal could also be outlin outlined ed as a structu structured red formal formal
interac interactio tion n
between a subordinate and management+ that sometimes takes the shape of a periodic inter) inter)iew iew
=annua =annuall or semiannua semiannual>+ l>+ within within which which the work work performan performance ce of the
subordinate is e@amined and mentioned with a read to distinguishing weakness and strengths additionally as opportunities for impro)ement and skills de)elopment"
In se)eral organiFations howe)er not all appraisal results are used+ either directly or indirectly+ to assist )erify reward outcomes thats the appraisal results are accustomed determine the higher acting workers who ought to get the bulk of obtainable salary will increase+ bonuses and promotions"
$y an e9ui)a e9ui)alen lentt token+ token+ apprais appraisal al results results are accusto accustomed med determ determine ine the poorer poorer performers who could need some sort of content+ or in e@treme cases+ demotion+ dismissal dismissal or decreases in pay" pay" =.rganiFat =.rganiFations ions ought ought to remember of laws in their coun countr try y whic which h may may proh prohib ibit it thei theirr capa capabi bili lity ty dism dismis isss work worker erss or decr decrea ease se pay>"?hether this is often associate applicable use of performance appraisal L the assignm assignment ent and
Per)or#a6e a''raisa( is !se$ )or 7
1" !istinguishing staff for earnings will increase+ promotion+ transfer and closing or termination of ser)ices" 2" !eterminati)e coaching want for any impro)ement in performance" " *oti)ating staff by indicating their performance le)els" ;" -stablishing a basis for analysis and reference for personnel choices in future"
Goa(s o) t%e Per)or#a6e A''raisa( A''rais a( S-ste# S-st e# 7
1C
For s!'er5isors7 t%e #et%o$ o) 'er)or#a6e #aa,e#et is oe a#o,st t%e )ore#os )ore#ostt i#'ortat i#'ortat (ea$ers% (ea$ers%i' i' res'os res'osi"i(it i"i(ities. ies. T%e 'er) 'er)or#a or#a6e 6e a''raisa a''raisa(( s-ste# %as ; 'ri#ar- ,oa(s<
1. To prod produc ucee a prop roper mean eans that that of cons constr truc ucti ti)e )e++ open open and and hone honest st
communication between the staff and a nd hisher super)isor" de)elopmentt through through performance performance feedback and thru the 8. To boost worker de)elopmen identification of future skilled de)elopment acti)ities" ;. To li)e and document
W%o S%o!($ Co$!6t t%e A''raisa(= A''raisa(=
The indi)idual indi)idual =super)isor> =super)isor> who has the authority to create hiring recommendati recommendations ons and to assign work to the worker ought to be the person who wrote it for finishing the appraisal" Super)isors who directly obser)e or otherwise li)e the outcomes of a gi)en employee’s s> this this could could be the case+ case+ partic particula ularly rly in larger larger departm department entsu sunit nits" s" It’s It’s the resp respon onsib sibil ilit ity y of depa depart rtme ment ntu uni nitt head headss and and supe super) r)iso isors rs to orga organi niFe Fe writt written en performance appraisal and to conduct timely appraisal conferences" If a gi)en super)isor ought to delay or neglect to conduct an appraisal+ the affected worker is inspired to initiate such or could contact the !epartment of /uman resources for help"
T%e Per)or#a6e A''raisa( Pro6ess
The figure shows the performance appraisal process" -ach step is crucial in this process and is organiFed logically" logically"
1A
Per)or#a6e Sta$ar$ a$ Goa(s
'erformance standards and goals s9uare measure the premise from that worker performance is measured" The written performance appraisal ought to mirror howe)er well the worker performed against outlined
Time frame 7 a selected amount of your time for accomplishment ought to be known with e)ery goals and ob
METHODS OF PERFORMANCE APPRAISAL<
Terms won’t to describe the assorted )ariety of rating systems likewise as a definition or performance appraisal is as follows
$eha $eha)i )ior oral al %nch %nchor ored ed ,ati ,ating ng Scal Scales es 7 The The term termss wont wont to desc descri ribe be a performance rating that targeted on specific beha)iors or sets s ets as indicators of effecti)e effecti)e or ineff ineffecti)e ecti)e performance performance + rather rather than on loosely loosely e@presse e@pressed d ad
Ha)erag Ha)erage+ e+ on top of a)erage+ a)erage+ or below below a)erage” a)erage” differen differentt
)ariations were
%cti)ity obser)ations scale" %cti)ity e@pectations scale" Numerically anchored acting scales"
0hecklists 7 The term won’t to outline a group of ad
0rit 0ritic ical al Inci Incide dent nt Techn echni9 i9ue ue 7 The The term term won’ won’tt to desc describ ribee a meth method od of performance appraisal that created list of statements of terribly effecti)e and really ineffecti)e beha)ior stimulation" The lists are combined into classes+ which )ary with
#orced alternati)e *ethod 7 This appraisal methodology has been de)eloped to forestall e)aluators from rating staff to high mistreatment this methodology+ 1B
the
#orced !istribution 7 The term won’t to describe an appraisal system kind of like grading on a cur)e" The
Grap Graphi hicc ,ati ,ating ng Scal Scale e 7 The The term term won’ won’tt to outl outlin inee the the olde oldest st and and most most generally generally used performance performance appraisal appraisal methodolo methodology gy"" The e)aluators e)aluators s9uare meas measur uree gi)e gi)en n a grap graph h and and aske asked d to rate rate the the work worker erss on e)er e)ery y of the the characteristics will )ary one to 1 hundred" The rating will be a matri@ of bo@es for the
Narrati)e or -ssay -)aluation 7 This appraisal methodology asked the
*anage *anagemen mentt by .b
'aired 0omparison 0omparison 7 The term won’t won’t to describe %N appraisal methodology methodology for taking worker initial the names of the workers to be e)aluated are placed on separa separate ted d shee sheets ts in a )ery )ery prese presett orde orderr+ so all and and sund sundry ry has has been been compared with all different staff to be e)aluated" The
25
to this
,anking ,anking 7 The term ranking has been wont to describe describe another another methodology methodology of performance appraisal where)er the super)isor has been asked to order his or her staff in terms of performance from highest to lowest"
?eighted eighted 0heckl 0hecklist ist 7 The The term term used used to e@plain e@plain a perform performanc ancee apprais appraisal al methodology where)er super)isors or personnel specialists at home with the role roless bein being g e)alu e)aluat ated ed ready ready an outsi outsiFe Fed d list list of desc descrip ripti ti)e )e stat statem emen ents ts concerning effecti)e and ineffecti)e beha)ior on
P!r'ose o) Tra$itioa( Per)or#a6e A''raisa(
'erformance appraisal for analysis e@ploitation the normal approach has ser)ed the subse9uent purposes7
'romotion+ separation and transfer call" #eedba #eedback ck to the worker worker concern concerning ing howe)e howe)err the organ organiFat iFation ion )iewed )iewed the
employeeMs performance" -)aluations of relati)e contributions created by people and whole departments
in achie)ing higher le)el organiFation goals" 0riter 0riteria ia for e)alua e)aluatin ting g the effect effecti)e i)eness ness of choice choice and placeme placement nt choice choicess
together with the connectedness data utiliFed in the choice at inter)als the
organiFation" ,eward ,eward choice choices+ s+ togeth together er with with ad)ant ad)antage age will will increa increase+ se+ promot promotion ionss and alternati)e rewards" %scertaining and diagnosis coaching and de)elopment choices" 0riteria for e)aluating the success of coaching and de)elopment choices" Information upon that work programing plans+ budgeting and human resources coming up with may be used"
T%ere are t+o )(a+s i t%e tra$itioa( a''roa6% o) t%e 'er)or#a6e a''raisa(. T%e )(a+s are
21
.rganiFational performance appraisal is usually primarily in)ol)ed with the past instead of being forward rummaging through the utiliFation of setting
ob
De5e(o'#eta( Per)or#a6e A''roa6% P!r'oses
The biological process approach to performance appraisal has been associated with work worker erss as peop people le"" This This appr approa oach ch has has been been in)o in)ol) l)ed ed with with the the empl employ oyme ment nt of performance appraisal as a contributor to worker moti)ation+ de)elopment and human resources coming up with the e)ent approach contained all of the standard o)erall stru struct ctur uree perfo perform rman ance ce appr apprai aisal sal func functi tion onss and and there therefo fore re the the foll follow owin ing g furth further er purposes
'ro)ided workers the chance to formally indicate the direction and le)el of the
employeeMs ambition" Show structure interest it worker de)elopment+ that was cited to assist the enter enterpr pris isee retai retain n bold bold++ capab capable le work worker erss rath rather er than than losi losing ng the the staf stafff to
competitors" 'ro)ided a structure for communications between workers and management to assist clarify e@pectations of the worker by management and therefore the
employee" 'ro)ide satisfaction and encouragement to the worker who has been making an attempt to perform well"
E>'e6tatio )ro# a Maa,er $oi, a Per)or#a6e A''raisa(
The following is usually e@pected from company manager once doing performance appraisal
Translate structure goals into indi)idual
22
'ro)id 'ro)idee feedbac feedback k to worker worker regard regarding ing
managementMs ob
the
way
to
bring
home
the
bacon
ob
Pro"(e# o) 6riterio
% whole definition of criterion is Hthat that is to be predicated”" This definition refers to the appraising standards+ that measures are simple if the task is clearly outlined howe)er tough if its broad" %t lower le)el of a company there are specific
Irrespecti)e of the e@tent by and huge most firms use ele)en performance measures
1" Duan Duanti tity ty of work work 2" Dual Dualit ity y of work work " ?aste aste and and brok brokera erage ge ;" *oney ear earn ned 6" ob ob kno knowl wled edg ge C" ob te tenure A" %bsen senteei eeism 8" ,ate ,ate of of ad)a ad)anc ncem emen entt B" Self7 elf7
2
Istr!6tios )or !si, 'er)or#a6e a''raisa( s-ste#
P!r'ose
The performance performance analysis analysis system is employed employed to
(se to acknowledge and reward staff for positi)e work beha)ior" (se the
results as a basis for acceptable personnel actions" -ncour -ncourage age staff staff to incessa incessantl ntly y impro) impro)e+ e+ suppor supportt team team endea) endea)ors ors++ de)elo de)elop p
professionally and perform at their most potential" 0ommunicate and clarify the goals and ob
and also the town in regard to the employeesM work e@pectation In)ol)e staff in up their effecti)eness and performance" 'ro)ide associate degree worker impro)ement set up where)er performance is rated below normal"
Per)or#a6e E5a(!atio S-ste#
The perfor performan mance ce analys analysis is kind kind is employ employed ed for all perfor performan mance ce re)iews re)iews"" This This includ includes es tentati tentati)e )e e)alua e)aluatio tions ns =e@pec =e@pectt 'olice 'olice and hearth hearth ha)e ha)e their their own own process process>+ >+ annual annual analysi analysiss and special special analys analysis is for normal normal full full time time and regular regular half half time time work worker ers" s" The The analy analysis sis peri period odss are usua usuall lly y twel twel)e )e mont months hs++ e@pe e@pect ct for for speci special al e)alua e)aluation tions+ s+ which which can be for shorter shorter periods periods of your your time time ad)ant ad)antage age step will increa increase se are conduc conducted ted on the employ employeesM eesM day of rememb remembran rance ce date date =assumi =assuming ng satisfactory performance> and not throughout the annual performance re)iew" re)iew"
S!'er5isor Res'osi"i(it-
-ach -ach departm department ent can conduc conductt worker worker e)alua e)aluatio tions ns for all worker workerss within within the department throughout a similar month" /uman resources can ad)ise department 2;
heads thirty days before once e)aluations s9uare measure due e)ery super)isor finishing the performance analysis ought to re)iew the subse9uent directions+ the rating criteria definitions and familiariFe him or herself with the procedure before compet competiti) iti)ee
the e)aluat e)aluation ions" s" (pon completi completion on of the analysis analysis kind kind by the
super)isor =rater> and also the re)iewer =one le)el on top of the rater>+ then the rater can meet with the finished kind for signatures" Super)isors ought to offer written comments on the analysis kind for e)ery performance criteria and list specific e@amples" (se N% if the rating criteria arent applicable" The super)isor is liable for finishing the analysis method at the start of the rating amount and once more at si@th month to watch progress and change time lines if necessary" %t that point+ a brand new 127month work arrange is established with the worker and also the method method repeats repeats itself" itself" Super) Super)isor isorss shall shall coordi coordinat natee the discuss discussion ion of performance e)aluations with workers in a )ery manner that permits pri)acy" pri)acy" The super)isor shall ha)e the worker to finish the Self 'erformance analysis kind as a discussion tool"
For#s
There s9uare measure 2 performance analysis forms that youll perpetually use 7
The actual performance analysis kind which has the du)et page known as
the outline ?orksheet" The worker Self7-)aluation kind"
There s9uare measure 2 alternati)e forms you will ha)e to be compelled to use 7
The The 'erf 'erfor orma manc ncee Impr Impro) o)em emen entt arra arrang ngee kind kind =use =used d once once a rati rating ng is O1 (nacceptable or O2 Impro)ement needed>+ and hooked up to 'erformance analysis kind"
'erformance Goals from =used by department to follow up mid7year on goals set in e)aluation>+ electi)e and not came to /uman ,esources"
Rati, Pro6ess a$ Criteria
26
6 P outstanding performance
; P e@ceed e@pectations
P meet e@pectations
2 P needs impro)ement
1 P unacceptable
% rating of 1 or 2 re9uires the super)isor to complete a 'erformance Impro)ement 'lan form to manuscript the problem+ including specific e@amples+ super)ision on impro)ement+ a specific timetable for impro)ement+ and a follow up e)aluation to obser)e progress"
Si,at!re o t%e E5a(!atio For#
%fter the super)isor completes the performance analysis with the worker+ each the super)isor and worker sign the shape subse9uent le)el of re)iew is that the ,e)iewer+ one one le)e le)ell on top top of the the supe super) r)is isor or play playac acti ting ng the the anal analys ysis is reck reckon onin ing g on the the !epartment structure+ the re)iewer can be the head+ !eputy !irector+ or a !i)ision *anager *anager"" The mid7year mid7year re)iew can solely in)ol)e in)ol)e the worker and hisher hisher super)isor super)isor with their signatures and therefore the mid7year method doesnt get into the personnel file"
E5a(!atio o6e a "ra$ e+ S!'er5isor is a''oite$
If the worker has associate degree analysis due and super)isor is appointed+ the new super)isor seemingly has not had the chance to properly measure the employeeMs performance during this instant the new super)isor can measure the worker once ninety days" If potential+ the super)isor thats effort can do a detailed out analysis for hisher workers before effort"
2C
Ste's to )iis% t%e a!a( 'er)or#a6e aa(-sis 'ro6e$!re
Step 1 Notice to department heads human resources can send word department heads thirty days before once performance e)aluations s9uare measure due for full time and half time regular workers in their department" *anagerssuper)isors ha)e thirty days to finish the performance performance e)aluations e)aluations++ get signature and supply the initial initial the human resources workplace for filling within the workers personnel file" The super)isor shall additi additiona onally lly retain retain a pc copyf copyfile ile copy copy for the midyea midyearr re)iew re)iew method method"" /uman /uman resources can cue super)isors to schedule conditional e)aluations on their calendar"
Step 2 $lank performance analysis forms managerssuper)isors get the performance analysis forms"
Step ,e)iew descriptionE re)iew the employee’s
Step ; Self7e)aluation kind offer a replica of the self7e)aluation form to the worker" If the worker doesnt wish to finish the shape+ heshe shall check the bo@ and sign at )ery cheap of the shape and come it to the super)isors" This completed kind is employed as a tool for discussion whereas the super)isors is finishing the employees’ analysis"
2A
Step 6 0omplete the performance analysis rating forms The managerssuper)isors complete complete e)ery section section in performance performance analysis forms forms =page 27plus>" 27plus>" If a district doesnt apply note N% for not applicable" ?ritten comments s9uare measure needed and will embrace e@amples that support the rating the particular apply to any or all positions" #or section ;=%ttendance>+ the super)isors ought to re)iew the workers attending record+ regular time aloof from the task and use of breaks" Section6 =Safety and ,isk management> applies to any or all
date"
This list possible goals and comes also as areas to enhance upon" Ne@t+ complete the coaching and de)elopment section" The raters the entire the outline worksheet cowl pages for the analysis kind this is often done last las t and is and o)erall rating considering all the rating sectors" The performance goal forms =optional supported head discussion may be a di)ision tool used throughout the midyear re)iew of monitor progress+ completion date or makes comments regarding the goals" keep goals to a sensible )ariety = to 6> and ones that s9uare measure possible we tend to all ha)e a bent to place down a lot of goals that we are able to fairly deli)er the goods" %lso some workers in entry le)el
Step C H(nacceptable or Impro)ement Needed” ,ating If I rate associate worker with a H1” (nacceptable or H2” Impro)ement re9uired+ you want to complete the performance impro)ement arrange kind" /a)e this completed kind re)iewed by the head and /uman ,esources before presenting it to the worker this kind is employed to docu docume ment nt perf perfor orma manc ncee
and and beha beha)i )ior or issu issues es that that re9u re9uir iree corr correc ecti ti)e )e acti action on""
!ocumentation is crucial for this sort of rating"
28
Note within the e)ent the worker doesnt impro)e+ the documentation is )ital for correct correcti)e i)e action" action" The notice notice of HImpro HImpro)em )ement ent needed needed”” or Hunacce Hunaccepta ptable” ble” rating rating should include
The drawba drawback ck s9uare s9uare measur measures es of perfor performan mance ce that that are determ determine ined d to be
unacceptable" Identify performance standards that has to be achie)ed to fulfill acceptable
standards" 'ro) 'ro)id idee an ine@ ine@pe pens nsi) i)ee amou amount nt of your your time time demo demons nstr trat atee impr impro) o)ed ed
performance" 'ro)id 'ro)idee help help to assist assist them them deli)e deli)err the goods goods the perfor performan mance ce standar standards ds
=training+ message and training+ nearer superintendence+ feedback>" 0ommunicate with worker of the results if their performance doesnt impro)e and supply a point in time+ like 57B5 days for a follow up re)iew" /owe)er+ now line doesnt preclude immediate disciplinary action at any time by head if
the employeesM performance worsens throughout the rating amount" % rating of the first shall be re)iewed and appro)ed by the head before being communicated to the worker" worker"
Step Step A *id7ye *id7year ar ,e)iew ,e)iew *id7po *id7point int throug through h the 127mon 127month th rating rating amount amount++ the manager or super)isor can meet with the worker to re)iew hisher progress" This doesnt need any new info to be ready+
2B
Sta$ar$ o) Per)or#a6e
Standards of performance are written statement describing howe)er well employment ought to be performed" 'erformance standards are de)eloped collaborati)ely with workers+ whene)er potential and e@plained to new workers throughout the primary month on the task"
ob !escription : -ssential #unctions Strategic 'lan : %nnual Goals
Standards of 'erformance
.bser)ation : #eedback
'erformance %ppraisal
'erformance !e)elopment
The The perfo perform rman ance ce cust custom omary ary pro) pro)id ides es a benc benchm hmark ark agai agains nstt that that to
Sta$ar$s o) 'er)or#a6e are !s!a((-
!e)eloped together with the staff who do the tasks or functionsQ -@plained to new workers at inter)als the primary month on the duty"
The rating rating describ describes es the e@tent e@tent of perfor performan mance ce of the indi)i indi)idua duall worker worker compared to employment description and normal of performance"
5
- P -@ceptional 'erformance well e@ceeds e@pectations and is systematically outstanding" % P on top of -@pectation 'erformance is systematically on the far side e@pectations" S P Solid 'erformance 'erformance systematically fulfills e@pectations and from time to time e@ceeds them" I
P Impr Impro) o)em emen entt
Need Needed ed
'erf 'erfor orma manc ncee
does doesn ntt
syst system emat atic ical ally ly meet meet
e@pectation" ( P (nsat (nsatisf isfac acto tory ry 'erf 'erfor orma manc ncee is syste systema mati tical cally ly belo below w e@pe e@pect ctat atio ions ns"" !eficie !eficienci ncies es ought ought to be self7add self7address ressed ed as noted noted within within the perform performanc ancee appraisal"
%s performance manager+ you may use these criteria to rate the employeesM performance" %t the start of the appraisal amount+ re)iew these ratings and therefore the performance standards for e)ery position that reports to you in order that youll fairly measure the employeesM performance"
G!i$e(ies )or Per)or#a6e Sta$ar$s
4eep in mind the subse9uent pointers once writing your performance standards 'erformance standards ought to be associated with the employeesM appointed work and
1
RESEARCH METHODOLOGY
2
A4 State#et o) t%e #atter <
-)ery concern giant or tiny pay large 9uantity of cash on /uman ,esource its necessary necessary so to seek out howe)er theyre playing playing so as to style their way forward for the organiFation it should be to de)elop the staff or to correct the staff or to utiliFe employee’s employee’s strength" This study is directed towards in9uisitor 'erformance %ppraisal system as tool for workers at SAINT GOBAIN’S GRINDWELL NORTON Lt$" B4 Ki$s o) Resear6% <
There is social analysis in a )ery hour Sur)ey with e@plicit regard to 'erformance %ppraisal as a System for workers at S%INT G.$%IN’S G,IN!?- N.,T.N td" Sa#'(e Desi, <
It is sampling techni9ues where)er the samples were designed supported the character of labor+ 9ualification+ e@perience+ etc" Sa#'(e Si?e <
25 staff ,espondents Met%o$ o) a,,re,atio Data <
The 9uestionnaires were floated to respondents through man of science where)er the information was collected and came by hour (nit" Met%o$ o) Aa(-sis <
1" The collected information were tabulated 2" Share of respond was disco)ered " %nalysis is predicated on share fre9uency ;" ?eightage ?eightage is gi)en to high share in response issue
6" %nalysis is formed supported the analysis and also the presumptions inherences s9uare measure used+ where)er each information is ambiguous" !efiniti)e analysis is formed each information is e)ident"
;
DATA ANA ANALYSIS @ INTERPRETATION
6
Preset A''raisa( S-ste# Fee$"a6
In this system+ workers and managers set e@pectations and prepare plans for work and de)elopmen de)elopmentt at the start of the year" year" The key responsibilities responsibilities and results dimensions dimensions and beha)ioral e@pectations+ and therefore the criteriastandards for the performance mensuration s9uare measure prescribed and processed though they will be e@pressed otherwise for )arious
%lth %lthou ough gh a case case stud study y with with a restr restric icte ted d )ari )ariety ety of respo respond nden ents ts canno cannott be wide wide generaliFed+ the results ought to be 9uite attention7grabbing to mangers who would really like to suppose critically and get ways that to boost performance appraisal systems in organiFations
C
Part A Persoa( Data
1" To hold out out any 'ro
thei theirr
info inform rmat atio ion+ n+ ment mental al stan standi ding ng and and matu maturi rity ty inst instru ruct ctio iona nall
background to know the sub
Age Group
No. of Respondents Respondents
Percentage
2175
2
15
17;5
1;
A5
;1765
;
25
Total
25
155
#rom the abo)e data indicates that 15R of respondents are of 2175 age group+ 1A5R of respondents are of 17;5 age group and 25R of respondents are of ;1765 age group"
A
Ge$er<
Gender
No. of Respondents
Percentage
*ale
8
;5
#emale
12
C5
Total
25
155
The abo)e data indicates that ;5R of respondents respondents are male+ rest C5R of respondents respondents are female"
!a(i)i6atio <
Qualification
No. of Respondents
Percentage
!iploma
2
15
Graduate
C
5
'ost Graduate
12
C5
Total
25
155
In the abo)e data+ it is seen that 15R of respondents are diploma in 9ualifications+ 5R of respondents are graduates and rest C5R of respondents are post graduates"
8
Desi,atio <
Designation
No. of Respondents Respondents
Percentage
*anager
;
25
.fficer
;
25
unior .fficer
15
65
3'
2
15
Total
25
155
#rom the abo)e data+ it is seen that 25R of respondents are *anagerial post+ 25R of respondents are at officer post+ 65R of respondents are
Part B Resear6% Data
B
1. Is t%e Per)o Per)or#a r#a6e 6e A''raisa( A''raisa( 'ro6es 'ro6esss !ser )rie$(-= )rie$(-=
A. Yes
B. No
No.
Options
No. of Respondents Respondents
Percentage
1
&es
1;
A5
2
No
C
5
25
155
Total
Res'o$ets a$ Res'oses
30 o) t%e res'o$et’s s*!are #eas!re !ite$ to t%e %i,%er t%a state#et
It is easy and simply accessible at inter)als the organiFation" It con
;5
It captures %ssociate in Nursing indi)idual’s strengths+ impro)ement areas and con
It pro)ides a chance to the worker to simply accept or decline"
It is incredibly )ersatile"
;0 o) t%e res'o$et’s s*!are #eas!re $isa,ree$ to t%e state#et
It may be a terribly easier tool+ where)er worker will fill briefly time"
%s %ssociate in nursing worker got to understand whats needed of them so as to figure effecti)ely by this"
8. Is Per)or Per)or#a6 #a6ee A''raisa A''raisa(( 6o$!6te 6o$!6te$ $ o ti#e= ti#e=
A. Yes
No.
B. No
Options
No.
1
&es
Respondents 1C
85
2
No
;
25
25
155
Total
of Percentage
;1
Res'o$ets @ Res'oses
0 o) t%e res'o$ets i a,ree#et to t%e o to' o) state#et
'erformance %ppraisal method can begin on time"
There may be a fastened schedule to fulfill listed well at the start of the method"
'rocess are going to be conducted as per the per the appraisal amount"
80 o) t%e res'o$ets $isa,ree$ to t%e state#et
'rocess finish can take long7standing and accidentally but mensuration 9uality problems do cause delays.
'rocess 0ycle should be condensed because there is always interruption due to the respecti)e owners of the employee"
The steps in)ol)ed in the process are )ery long lasting"
;2
;. Does Per)o Per)or#a r#a6e 6e A''ra A''raisa( isa( 'ro6es 'ro6esss assess assess )air(-= )air(-=
A. Yes
No.
B. No
Options
No.
1
&es
Respondents Respondents 16
A6
2
No
6
26
25
155
Total
of Percentage
Res'o$ets @ Res'oses <
32 o) t%e res'o$ets i a,ree#et to %i,%er t%a state#et
The method assessment is truthful and e)en with business units"
It is ob
*easuring a personal is truthful" ;
The metrics are ade9uate"
82 o) t%e res'o$ets $isa,ree$ to t%e state#et
%cross $usiness units doesnt yield right results"
There are some problems with acting staff not obtaining correct results of the appraisal"
C5 feedback systems ought to be there"
There is a part of sub
. Is Per)or# Per)or#a6e a6e A''raisa A''raisa(( 'ro6ess 'ro6ess si#'(e si#'(e to !$ersta !$ersta$= $=
A. Yes
B. No
No.
Options
No. of Respondents Respondents
Percentage
1
&es
1C
85
2
No
;
25
25
155
Total
;;
Res'o$ets @ Res'oses
0 o) t%e res'o$ets i a,ree#et to t%e %i,%er t%a state#et
It is easy to know and follow pre7process"
It clears to specific as indi)idual his strength and capability"
It offers a chance to point out case his accomplishment"
It helps to know the desired capability to satisfy necessities"
80 o) t%e res'o$ets $isa,ree$ to t%e state#ets
% 'erforman 'erformance ce %ppraisal %ppraisal tool tool ought ought to be unbrok unbroken en as easy as potent potential ial whereas meeting ob
% 'erformance %ppraisal tools ought to be supported assessment of labour amount+ 9uality+ 9uality+ and data of
'rocess cycle time needs to be reduced"
;6
2. Do -o! re6e re6ei5e i5e a orietat orietatio io o %o+ to 6o$!6 6o$!6tt a''raisa( a''raisa( 'ro6es 'ro6ess= s=
A. Yes
No.
Options
B. No
No.
of Percentage
Respondents
1
&es
16
A6
2
No
6
26
25
155
Total
;C
Res'o$ets @ Res'oses
32 o) t%e res'o$ets i a,ree#et to t%e o to' o) state#et
!etailed orientation is gi)en to any or all le)els at the start of the method"
3arious arious coachi coaching ng progra programs ms s9uare s9uare measur measuree out there there and mentio mentioned ned with with superiors"
82 o) t%e res'o$ets $isa,ree$ to t%e state#et
Sometimes Sometimes method are going going to be unsuccessful unsuccessful attributable attributable to some internal issues once obtaining oriented on the 'erformance %ppraisal system
.
Ho+ #!6% ti#e is s'et i 're'ari, )or )ee$"a6 sessio=
A. 1 %o!r %o!r
B. 8 %o!r %o!r
No.
Options
No. of Respondents Respondents
Percentage
1
1 hour
12
C5
2
2 hour
8
;5
25
155
Total
;A
Res'o$ets a$ Res'oses<
0 o) t%e res'o$ets !ite$ to oe %o!r state#et
*ore time are going to be spent if one worker worked beneath totally different managers for )arious assignments"
It is critical to understand the sooner manager’s feedback on the worker to assess properly" properly"
In the the 'erf 'erfor orma manc ncee %ppr %pprai aisa sall syst system em no reco record rds sda data ta are are offe offere red d of confirmation appraisal and pro
0 o) t%e res'o$ets !ite$ to t+o %o!rs state#et
%ppro@imately two hours+ one hour for aggregation feedback and group action and one hour for filling ,e)iew" ,e)iew" ;8
.ne hour hour ought ought to ha)e ha)e things things docume documente nted d on howe) howe)er er associa associate te in nursin nursing g worker has been appraised"
There totally different method and ha)e their strengths or impro)ement plans throughout the year"
3.
I -o!r o'iio %o+ is o5era(( Per)or#a6e Per)or#a6e A''raisa( s-ste# i SAINT GOBAIN’S GRINDWELL NORTON LTD.=
A. E>6e((et E>6e((et
B. Goo$
C. A5era,e 5era,e
D. Poor
No.
Options
No. of Respondents Respondents
Percentage
1
-@cellent
2
15
2
Good
8
;5
%)erage
15
65
;
'oor
7
7
25
155
Total
;B
The on top of knowledge predicts that this appraisal system standing within the company where)er fi)e hundredth of the workers capable be wonderful+ half7hour respondent to be smart+ and two hundredth responded as a)erage i"e" simply glad" Thus the bulk of respondents ha)e )iewed their opinion that this appraisal system is nice"
.
A4 Are -o! satis)ie$ +it% t%e 6!rret A''raisa( s-ste#=
A. Yes
No.
B. No
Options
No.
1
&es
Respondents 12
C5
2
No
8
;5
25
155
Total
of Percentage
Res'o$ets a$ Res'oses <
65
0 o) t%e res'o$ets !ite$ to t%e %i,%er t%a state#et
It is easy to grasp and follow pre method"
It is ob)ious to precise as indi)idual his strength and capability"
It pro)ides a chance to point out case his accomplishment"
It helps us to grasp the specified capability to fulfil necessities"
0 o) t%e res'o$ets $isa,ree$ to t%e state#et
Suggested by some managers to own 5"6 yearly appraisal system"
'rom 'romot otio ion+ n+ regu regula larr paym paymen entt re)isi re)ision onss will will be deal dealtt thro throug ugho hout ut annu annual al appraisal"
/alf /alf yearly yearly apprais appraisal al can facili facilitate tate in moti)a moti)atin ting+ g+ keepin keeping g worke workers rs better better77 known of peer strength and impro)ement areas"
0onf 0onfir irma mati tion on appr apprai aisa sall and and pro< pro
In this method of performance appraisal cross business unit appraisal process ought to be ironed"
. B4 I) ot t%e +%at are t%e areas ee$ to "e i#'ro5e$=
A. Ti#e
B. Pro6ess
No.
Options
No. of Respondents Respondents
Percentage
1
Time
8
;5
2
'rocess
12
C5
25
155
Total
61
The higher higher than than inform informatio ation n predic predicts ts that that thirty thirty fifth fifth of the respon responden dentt ought ought to modification the length of '"%" system and remainder of the thirteen respondents i"e" si@ty fifth ought to modification the method of performance appraisal"
62
.
Do -o! )ee( a- $i))i6!(t- i %a$(i, t%e#=
A. Yes
B. No
No.
Options
No. of Respondents Respondents
Percentage
1
&es
2
15
2
No
18
B5
25
155
Total
The on top of knowledge indicates that eightieth of the respondents feels no issue whereas handling performance appraisal system whereas the remainder of the two hundredth of the respondent feels )ery little issue"
6
10. W%at ot%er 'ro6ess 6a "e i6(!$e$ #ai, t%e a''raisa( 'ro6ess #!6% "etter=
A. Criti6a( I6i$et #et%o$
B. Maa,e#et "- o"Je6ti5es /MBO4
C. We" "ase$ a''raisa( s-ste#
No.
Options
No. of Respondents Respondents
Percentage
1
0ritical Incident *ethod
2
15
2
*$.
15
65
?eb
ba b ased
ap a ppraisal 8
;5
system Total
25
155
6;
The on top of information indicates that e9ual proportion of respondent got to add *anagement by obas well as internet based mostly appraisal system in their organiFation i"e" four7hundredth and also the rest two hundredth of different has to embrace important incident methodology" Preset A''raisa( S-ste# Satis)a6tio Le5e(
Particulars
Respondents
Percentage
Good
15
65
Satisfactory
8
;5
'oor
2
15
Total
25
155
66
The on top of informatio information n indicates indicates the current current appraisal appraisal system standing standing within the company where)er /, of the staff older sensible+ half7hour older satisfactory i"e" simply glad and also the remaining 155 percent arent glad and who responded as poor" poor"
Thus+ the bulk of the respondents ha)e )iewed their opinion that the current appraisal system is nice"
E))i6ie6- o) t%e 'reset a''raisa( s-ste# i e#'(o-ee $e5e(o'#et
Particulars
Respondents Respondents
Percentage
&es
1C
85
No
;
25
Total
25
155
6C
The on top of information shows that eightieth respondent’s s9uare measure accepted that 'erformance %ppraisal has aimed toward de)elopment of the worker+ and solely two hundredth of them disagreed to the current system"
/ence+ most of the respondent’s s9uare measure agree that 'erformance %ppraisal is getting to the career caree r de)elopment of the worker" worker"
Preset A''raisa( s-ste# s-st e# i setti, +or +o r tar,et s
Particulars
Respondents
Percentage
&es
1;
A5
No
C
5
Total
25
155
6A
The on top of knowledge re)eals that chance of setting targets for totally different
The target for the work they are doing e)en if each
68
A6tios tae a)ter Per)or#a6e A''raisa(
Particulars
Respondents
Percentage
(seful discussions
11
66
No discussions
;
25
.nly failure are discussed
2
15
Genius #eedback is gi)en
16
Total
25
155
The higher than knowledg knowledgee shows actions taken once the 'erformance 'erformance %ppraisal %ppraisal by the appraiser the management fifty fifth respondents of them according they take up helpful discussions on the analysis and results+ four of them i"e" two hundredth ha)e denied and says no discussion+ 155R aforementioned solely failures are mentioned+ no discussion is formed on action+ in agreement they get genius feedback on analysis" Thus+ ma
6B
A5ai(a"i(it- o) )ee$"a6 i Per)or#a6e A''raisa( s-ste#
Particulars
Respondents
Percentage
&es
1A
86
No
16
Total
25
155
The on top of information distributes whether or not this appraisal system is employed in obtaining the feedback from the staff+ eighty fifth respondents told this appraisal system helps in gi)ing the feedback from the staff that the present appraisal system isnt ser)ing to in obtaining correct feedback from the staff" Therefo Therefore+ re+ ma
C5
LIST OF FINDINGS
C1
T%e )o((o+i, e- )i$i,s are )o!$ +%i(e 'er)or#i, HR s!r5e- )or i$eti)-i, t%e i#'a6t o) Per)or#a6e A''raisa( /PA4 s-ste#
S%INT S%INT G.$%IN G.$%IN’S ’S G,IN!? G,IN!?- - N.,T. N.,T.N N td follow followss two types types of %ppraisal process 7 Graphic ,ating Scales and $eha)iorally %nchored ,ating Scalin Scaling g =$%,S> =$%,S> which which is user7f user7frie riendl ndly y and easily easily accessib accessible le within within the organiFation"
#eedback is gi)en to the employees about their performance"
'romotions schemes e@ist in the organiFation according to the employees’ performance"
It captur captures es an indi)i indi)idua dual’ l’ss strengt strengths+ hs+ impro) impro)eme ement nt areas areas : also captur captures es training courses recommended"
'erf 'erfor orma manc ncee %ppr %pprai aisal sal proc process ess will will start start on time time and and proc proces esss will will be conducted as per the appraisal period"
There is a fi@ed schedule to meet listed in detail at beginning of the process"
The process assessment is fair and
It is ob
%cross business units does not yield right results"
There are some issues with performing employees not getting proper result of the appraisal"
'rocess is clear to e@press as an indi)idual his strengths and capacity"
It gi)es an opportunity to show case his achie)ement"
It helps to understand the re9uired capacity to meet re9uirements"
% 'erformance %ppraisal system tools should be based on assessment of work performance not personality" personality"
% 'erformance %ppraisal system tools should be kept as simple as possible while meeting ob
!etailed orientation will be gi)en at all le)el at beginning of the performance appraisal process"
3arious training programs are a)ailable and discussed with superiors"
Sometimes process will be failed due to some internal problem after getting orientated on the performance appraisal system" C2
#eedback session in)ol)ed re)isions of indi)idual’s accomplishments during the appraisal period" /isher strengths+ impro)ement areas and training and de)elopment"
*ore time will be spent if one employee worked under different managers for assignments"
It is necessary to now the earlier manager’s feedback on the employee to assess properly" properly"
In 'erformance %ppraisal includes Duantitati)e and 9ualitati)e measures"
It will clarify organiFational goals and e@pectations"
It pro)ides pro)ides a mechanism mechanism for impro)ing impro)ing communicatio communication n between between workers workers and superiors"
It will decide upon future work re9uirements and ob
$y this employee can discuss ideas+ comments and suggestions"
!e)elop an action plan for indentifying strategies which will make it possible for the employees to achie)e the ob
'erformance %ppraisal should be de)eloped and implemented in consultation with employees and superiors"
'erformance %ppraisal should operate e9uitable throughout the organiFation"
'romotions+ salary re)isions can be dealt during annual appraisal"
Group work and team work e@ist in an organiFation"
*a
,e)iew and reset of the task is not made uniformly"
C
RECOMMENDATIONS @ SUGGESTIONS
C;
Re6o##e$atios
Though workers feels that the corporate is honest in its appraisal method howe)er still has heap to in terms of creating the appraisal method effecti)e so it ends ends up in increas increased ed employ employee ee satisfac satisfactio tion n and helps in retenti retenti)e )e key workers of the corporate"
The pro
The *anagement *anagement ought ought to style coaching and de)elopment de)elopment programs+ career plans for his or her employees’ on the premise of skills+ data desires"
%ppreciate employees’ on the premise of employees’ work performance by 'romotion or increment within the salaries"
The performance culture of the corporate is another space where)er must be done to boost the coaching program so in)ol)ement of the staff is increased that finally would build the morale and producti)ity would be increased"
-mployees ha)e doubts regarding the rewards and feel that the system isnt too clear" This within the long7term unattended would cut back the morale and should result in attrition"
C6
S!,,estios o) t%e St!$-
%ny analysis study are going to be restricted in scope by bound inherent limitations that s9uare measure participated by the selection of the analysis style" This study has the subse9uent limitations
-)en although the sur)ey was conducted for the worker performance re)iew the study doesnt match with the whole population within the company" company"
$ecause of your time constraints+ the sample siFe is restricted to twenty+ which cannot mirror the opinion of the whole population within the company"
Sinc Sincee study study was was restr restric icte ted d to sampl samples" es" Samp Sample le migh mightt beha beha)e )e or offe offer r comple completel tely y opinio opinions ns at differe different nt times times attrib attributa utable ble to their their psycho psycholog logical ical temperament this can ha)e an effect on the study"
!ata may well be collected from solely twenty respondents as they were busy and will not respond thus well to the 9uestionnaires"
*ost of the organiFation hesitates to present confidential C5 minutes data that is re9uir re9uired ed for the study study like like e@pect e@pectati ation on in pay+ pay+ period periodical ical progre progressi) ssi)ee proportion"
CC
CONCLUSION
CA
*ost *ost of the the time time 'erfo 'erform rman ance ce %ppr %pprai aisal sal ='%> ='%> for for deter determi mini ning ng comp compen ensat satio ion n increases+ training need identification and for promotions" The 'erformance %ppraisal has delink delinked ed itself itself from from being being an instru instrumen mentt of e)alua e)aluatin ting g perfor performan mance ce in the organiFati organiFation" on" %pplication %pplication of performance performance and bringing bringing about better performance performance management practices that enables organiFation to impro)e their presentation and bring in a performance focused culture is the need of the hour rather performance appraisal only" No !oubt without the commitment of the top management it would
C8
UESTIONNAIRE
CB
Part A
Name of the ,espondent
%ge
Gender
Dualification
!esignation
Part B
1"
Is the 'erformance %ppraisal process user friendlyQ a" &es
2"
b" No
Is 'erformance %ppraisal conducted on timeQ a" &es
"
b" No
!oes 'erformance %ppraisal process assess fairlyQ a" &es
;"
b" No
Is 'erformance %ppraisal process is simple to understandQ a" &es
6"
b" No
!o you recei)e an orientation on how to conduct appraisal processQ a" &es
C"
b" No
/ow much time is spent in preparing for feedback sessionQ a" 1 hour
A"
b" 2 hour
In your opinion how is o)erall performance appraisal system in HS%INT G.$%IN’S G,IN!?- G,IN!?- N.,T.N N.,T.N td”Q a" -@cellent
8"
b" Good
c" %)erage
d" 'oor
%> %re you satisfied with the current appraisal systemQ a" &es
b" No
$> If not then what are the areas need to be impro)edQ a" Time B"
b" 'rocess
!o you feel any difficulty in handling themQ A5
a" &es
b" No
15" ?hat other process can be be included making the appraisal process much betterQ
a" 0ritical Incident *ethod
b" *$.
c" ?eb based *ethod"
BIBLIOGRAPHY
A1
%rminio+ "+ : 0reamer+ !"G" =2551>" ?hat 9uality super)isors say about 9uality super)isionQ 0ollege Student %ffairs ournal+ 21=1>+ 67;;" $arr $arr++ *"" *""++ and and %sso %ssoci ciat ates es =1BB =1BB> >"" The The hand handbo book ok of stud studen entt affa affair irss administration" San #rancisco ossey7$ass 'ublishers" $rown+ ,"!" =1B88>" 'erformance appraisal as a tool for staff de)elopment" New !irections !irections for Student Ser)ices Ser)ices No" No" ;" San #rancisco #rancisco ossey7$ass" ossey7$ass" 0reamer 0reamer++ !"G"+ !"G"+ : ?inston+ inston+ ,"$"+ ,"$"+ r" r" =1BBB>" =1BBB>" The performa performance nce appraisa appraisall parado@ %n essential essential but neglected neglected student student affairs affairs staffing staffing function" N%S' N%S'% % ournal+ C+ 2;872C" 0ummings+ ""+ : Schwab+ !"'" =1BA>" 'erformance in organiFations !eterminants and appraisal" Glen)iew+ I Scott+ #oresman" !aug !aught htre rey y+ %"S" %"S"++ : ,ick ,icks+ s+ $"," $"," =1B8 =1B88> 8>"" 0ont 0ontem empo pora rary ry supe super) r)is isio ion n *anaging people and technology" New &ork *cGraw7 /ill" Gote+ !"+ =1BBC>" The complete guide to performance appraisal" New &ork %merican *anagement %ssociation" /enderso /enderson+ n+ ,"I" =1B8;>" =1B8;>" 'erformanc 'erformancee %ppraisa %ppraisall =2nd ed">" ed">" ,eston+ ,eston+ 3% ,eston 'ublishing" anosik+ S"*"+ 0reamer+ !"G"+ /irt+ "$"+ ?inston+ ,"$"+ Saunders+ S"%+ : 0ooper+ !"" =255>" Super)ising new professionals in student affairs % guide for practioners" New &ork+ &ork+ N& N& $runner7,outledge" $runner7,outl edge" A2
ones+ %"'"+ and ames+ "," =1BAB>" 'sychological climate !imensions and relat relation ionss of indi) indi)idu idual al and and aggre aggrega gated ted work work en)ir en)iron onmen mentt perce percept ption ions" s" .rganiFational beha)ior and human performance+ 2+ 2517265" 4essler+ /" ?" =255>" *oti)ate and reward 'erformance appraisal and incenti)e systems for business success" Great $ritian 0urran 'ublishing Ser)ices" ondon+ *" =255>" ob feedback Gi)ing+ seeking+ and using feedback for performance impro)ement" impro)ement" Second -dition" ondon+ -ngland -ngland awrence -rlbaum %ssociates" *c!a *c!ade+ de+ S"%" S"%" =1B8A =1B8A>" >" /ighe /igherr educa educatio tion n leader leadersh ship ip -nhan -nhancin cing g skills skills through professional de)elopment programs" %S/-7-,I0 /igher -ducation ,epor ,eport+ t+ no" no" 6+ ?ashing ashingto ton n !"0" !"0" %ssoci %ssociati ation on for the the Study Study of /igh /igher er -ducation" /odgkinson+ /odgkinson+ /"" =1BA;+ #all>" %dult !e)elopment !e)elopment Implications Implications for faculty and administrators" -ducational ,ecord" 66 =;>+ 2C72A;" andy+ #"+ edeck+ S"+ and 0le)eland+ "=1B8>" 'erformance measurement and theory" New ersey awrence -rlbaum %ssociates+ Inc" ondon+ *" =255>" ob #eedback Gi)ing+ seeking+ and using feedback for performance impro)ement+ impro)ement+ 2nd -dition" -dition" New ersey awrence -rlbaum %ssociates 'ublishers" opeF+ #"*" =1BC8>" -)aluating employee performance" 0hicago+ Illinois 'ublic 'ersonnel %ssociation" *addu@+ *addu@+ ,"$" =1BB>" =1BB>" -ffecti -ffecti)e )e performa performance nce appraisa appraisals ls Third Third edition" edition" *enlo 'ark+ 0alifornia 0risp 'ublications Inc"
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*c4i *c4irc rchy hy++ 4" =1BB =1BB8> 8>"" 'owe 'owerf rful ul perf perfor orma manc ncee appr apprai aisa sals ls /ow /ow to set set e@pecta e@pectation tionss and work togethe togetherr to impro)e impro)e performan performance" ce" Nationa Nationall 'ress 'ublications #ranklin akes+ N" 'ulakos+ -"!" =255>" ,atings of " The worksmart series 'roducti)e performance appraisals" %*%0.*+ a di)ision of %merican *anagement %ssociation New &ork" Schneider+ 0"-"+ : $eatty+ ,"?" =1B82>" ?hat is performance appraisalQ In " $aird+ ,"?" $eatty+ : 0"-" Scneider =eds"> The performance appraisal sourcebook =pp" ;715>" %mherst+ *% /uman ,esource !e)elopment 'ress" Sims+ Sims+ "*"+ "*"+ : #o@le #o@ley y+ 0"/" 0"/" =1B85 =1B85>" >" ob analy analysis sis++ + %pplying management management techni9 techni9ues ues =pp" ;176>" New !irectio !irections ns for Student Student Ser)ices Ser)ices No"B" San #rancisco ossey7 $ass" Swanso Swanson+ n+ ,"%" ,"%" =1BB; =1BB;>" >" %naly %nalysis sis for for impro) impro)in ing g perfo performa rmanc nce e Tools ools for diag diagnos nosin ing g organ organiFa iFatio tions ns and and docum documen entin ting g workp workpla lace ce e@pert e@pertise ise"" San #rancisco+ 0alifornia $errett74oehler 'ublishers" (ni) (ni)er ersi sity ty of 0%7 0%7 $erk $erkel eley ey =255 =255;+ ;+ anu anuar ary> y>"" 0ond 0onduc ucti ting ng effe effect cti) i)ee performance appraisals appraisals Tips for super)isors" super)isors" %dministrator %dministrator"" $erkeley $erkeley 0alifornia *agna 'ublications+ Inc" ?hetFel+ !"" : .ppler+ S"/" =255>" 3alidation of selection Instruments" 0hapter 1 in %pplied %pplied measurement methods in industrial industrial psychology psychology"" 'alo %lto+ 0alifornia !a)ies7$lack 'ublishing"
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