TO STUDY THE PERFORMANCE APPRAISAL OF THE

EMPLOYEE’S WORKING IN

SAINT GOBAIN’S GRINDWELL NORTON LTD.

Dissertation Submitted to the

D. Y. PATIL UNIVERSITY SCHOOL OF MANAGEMENT

In partial fulfillment of the requirements for the award of the

Degree of

BACHELORS OF BUSSINESS ADMINISTRATION

Submitted by:

VISHAL K. SHARMA

(BBA015171)

Submitted to:

Mr. ASHISH CHAVAN

D. Y. Patil University

School of Management

CBD Belapur, Navi Mumbai

March 2017

1
TO STUDY THE PERFORMANCE APPRAISAL OF THE
EMPLOYEE’S WORKING IN

SAINT’S GOBAIN’S GRIENDWELL NORTON LTD.

Dissertation Submitted to the

D. Y. PATIL UNIVERSITY SCHOOL OF MANAGEMENT

In partial fulfillment of the requirements for the award of the

Degree of

BACHELORS OF BUSSINESS ADMINISTRATION

Submitted by:

VISHAL K. SHARMA

(BBA015171)

Submitted to:

Mr. ASHISH CHAVAN

D. Y. Patil University

School of Management

CBD Belapur, Navi Mumbai

March 2017

2
 DECLARATION

I hereby declare that the dissertation” To study the performance appraisal of the
employee’s working in Saint Gobain’s Griendwell Norton LTD.” submitted for the
Full time BBA Degree at D. Y. Patil University School of Management 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

SIGNATURE OF THE STUDENT

PLACE:

DATE:

3
 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 LTD.” is a bona fide
research work carried out by Vishal K. Sharma, the student of Full time BBA, at D. Y.
University School of Management during the year 2015-2018, in partial fulfillment of
the requirements for the award of the degree of Bachelors of Business Management
and that the dissertation has not formed the basis for the award of any degree,
diploma, associate ship, fellowship or any other similar title.

Mr. Ashish Chavan Dr. R. Gopal

Assistant Professor Director & HOD

D. Y. Patil University D. Y. Patil University

School of Management School of Management

Place: Mumbai

Date:

4
 ACKNOWLEDGEMENT

In the first place, I think the D. Y. Patil School of Management, Navi Mumbai for
giving me an opportunity to work on this project.
I would also like to thank Dr. R. Gopal (Director & HOD) & Mr. Ashish Chavan and
Designation Dr. D. Y. Patil University School of Management, Navi Mumbai for
having given me Vishal K. Sharma valuable guidance for the project. Without Mr.
Ashish Chavan help it would have been impossible for me to complete the project.
I would be failing in my duty if I do not acknowledge with a deep sense of gratitude
the sacrifices made by my parents and thus have helped me in completing the project
work successfully.

SIGNATURE OF THE STUDENT

PLACE: Mumbai

DATE:

5
 TABLE OF CONTENTS

SR. NO. TOPIC PG. NO.

1 Executive Summary 7-8

2 Introduction 9-11

3 Objective of the Project 12-13

4 Literature Review 14-31

5 Research Methodology 32-34

6 Data Analysis & Interpretation 35-60

6.1 Personal Data 37-39

6.2 Research Data 40-60
7 List of Findings 61-63

8 Recommendations &Limitations 64-66

9 Conclusion 67-68

10 Questionnaire 69-71

10 Bibliography 72-75

6
 LIST OF TABLES

Table No. Table Explanation Page Number

1 Personal data 37

2 Gender 38

3 Qualification 38

4 Designation 39

LIST OF ABBREAVAIONS

PA Performance Appraisal

HR Human Resource

MBO Management By Objective

BARS Behaviorally Anchored Rating Scaling

GNO Grindwell Norton

7
EXCECUTIVE
SUMMARY

8
Performance Appraisal (PA) is a tool to live the performance of associate worker.
Performance Appraisal (PA) is especially wont to confirm the salary increase,
promotions, transfer and layoffs, termination of services; the coaching and
development to the staff in a corporation. It is a tool to see the long run of the
organization and visualize the career growth of the staff.

Performance Appraisal (PA) is generally done by senior executives and therefore the
senior manager within the organization to appraise the worker for his or her
performance and also to search out difficulties whereas meeting their goals throughout
this era of concluding the method the appraiser faces the matter in rating the
subordinate/employee/peer and someday they will rate their subordinate incorrectly,
which can block the entire purpose of the appraisal system.

From user testing, the standard appraisal system found to be economical within the
problems like: it facilitate to judge actuality talents of workers, facilitate workers to
grasp structure goals, and to produce quick and effective feedback. The users found
the system simple to grasp and use and were a lot of happy with the effectiveness of
the system.

The main focus of the study of this is often to spot the areas in Performance Appraisal
System that may facilitate within the structure development each organization has
created it obligatory to possess this appraisal done once in an exceedingly year to live
their worker performance. Hence, there ought to be well-defined appraisal procedure
that is correctly accustomed assess employee’s performance. This study report aims at
covering all aspects associated with performance.

The objective of the questionnaire was to obtain employees’ outlook on performance

appraisal (PA) system in their organisation. The Structural questionnaire prepared for
HR survey comprised of two parts:

 First half regards the “demographic” of the respondents, asking their name,
designation, qualifications and department within the company (Vice

9
 President, Senior 60 minutes consultants, Business Development Executive),
their tenure with the organisation and total expertise.

The demographic characteristics of the respondent cluster were as follows

there's Vice President who has expertise of labour since fifteen years within
the organisation, Senior 60 minutes consultants who work expertise of 1-5
years expertise, Business development government who work expertise of 0-1
years.

 Second part of the questionnaire consisted of “quantitative and qualitative

statements”. In order to identify importance of the factors in determining.

10
INTRODUCTION

11
Griendwell Norton was established in 1941, during a 40'x40' space at Mora, a fishing
village across urban center harbor at Uran, Grindwell pioneered the manufacture of
Grinding Wheels in Asian nation. Promoted by 2 Parsi entrepreneurs, the corporate
has big steady and, over the years, has established itself as a powerful leader in
Abrasives, carbide, High Performance Refractories and Performance Plastics. The
twelvemonth (2014-15) saw Grindwell Norton (GNO) reach income of Rs. 1084.3
crores, AN operational profit of Rs. 156.7 crores and a profit of Rs. 104.2 crores.

In 1983, GNO, that was by then a junior varsity between Norton Company and also
the Indian Promoters, was listed on the urban center securities market. In 1996, GNO
became a majority-owned subsidiary of Compagnie Diamond State Saint-Gobain
(which had non heritable Norton a number of years earlier). With its headquarters in
Paris, Saint-Gobain could be a massive, international cluster (Sales of €39.6 billion in
2015) with a presence in half-dozen countries.

People practices at Grindwell Norton (GNO) unit aligned with the globe practices of
our parent, Compaigne-de-Saint-Gobain and unit endlessly custom to create them
trendy and relevant to the Indian context and additionally the Company’s dynamic
business needs.

We believe that GNO may well be a geographic point ‘with a difference’. It provides
you the advantages of a varied multinational organization mixed with the plasticity,
lightness and ‘family feeling’ of a small low company where all and varied is valued,
cared for and treated with respect.

We at GNO unit committed to creating associate facultative surroundings that breeds

Freedom, Responsibility, Sense of possession and Pride, Initiative and Risk-taking,
Openness, Fairness and ethical Correctness.

From antique time, man has unceasingly evaluated their capability with others. This
compulsion to try to higher has resulted in his unceasingly evolution that is significant
for the expansion of any business.

12
OBJECTIVE
OF THE
PROJECT

13
The basic objectives of this project is:

 To find out present performance appraisal system used in the

company.

 To find about the employees views 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 improving the methods to appraise

the performance of the workers.

14
 LITERATURE REVIEW

Performance Appraisal

15
Modern Appraisal:-

Performance appraisal could also be outlined as a structured formal interaction

between a subordinate and management, that sometimes takes the shape of a periodic
interview (annual or semiannual), within which the work performance of the
subordinate is examined and mentioned with a read to distinguishing weakness and
strengths additionally as opportunities for improvement and skills development.

In several organizations however not all appraisal results are used, either directly or
indirectly, to assist verify reward outcomes that's the appraisal results are accustomed
determine the higher acting workers who ought to get the bulk of obtainable salary
will increase, bonuses and promotions.

By an equivalent token, appraisal results are accustomed determine the poorer

performers who could need some sort of content, or in extreme cases, demotion,
dismissal or decreases in pay. (Organizations ought to remember of laws in their
country which may prohibit their capability dismiss workers or decrease
pay).Whether this is often associate applicable use of performance appraisal – the
assignment and justification of rewards and penalties is incredibly unsure and
contentious matter.

Performance appraisal is used for:-

1. Distinguishing staff for earnings will increase, promotion, transfer and

closing or termination of services.
2. Determinative coaching want for any improvement in performance.
3. Motivating staff by indicating their performance levels.
4. Establishing a basis for analysis and reference for personnel choices in
future.

Goals of the Performance Appraisal System:-

16
For supervisors, the method of performance management is one amongst the
foremost important leadership responsibilities. The performance appraisal
system has 3 primary goals:-

1. To produce a proper means that of constructive, open and honest

communication between the staff and his/her supervisor.
2. To boost worker development through performance feedback and thru the
identification of future skilled development activities.
3. To live and document job performance as a basis for creating promotion,
compensation and alternative personnel management call.

Who Should Conduct the Appraisal?

The individual (supervisor) who has the authority to create hiring recommendations
and to assign work to the worker ought to be the person who wrote it for finishing the
appraisal. Supervisors who directly observe or otherwise live the outcomes of a given
employee’s job performance ought not to obtain input from people who do directly
observe the worker (e.g. a crew leader, cluster leader, space arranger, and different
workers) this could be the case, particularly in larger departments/units. It’s the
responsibility of department/unit heads and supervisors to organize written
performance appraisal and to conduct timely appraisal conferences. If a given
supervisor ought to delay or neglect to conduct an appraisal, the affected worker is
inspired to initiate such or could contact the Department of Human resources for help.

The Performance Appraisal Process

The figure shows the performance appraisal process. Each step is crucial in this
process and is organized logically.

17
Performance Standard and Goals

Performance standards and goals square measure the premise from that worker
performance is measured. The written performance appraisal ought to mirror
however well the worker performed against outlined job responsibilities and
antecedently established goals and objectives. Effective goals and objectives
should be specific, measurable and cheap and have a time-frame.

Specific: - Objective and precise language is important once developing

performance goals and objectives. Supervisors ought to use terms and
descriptions, which have a similar aspiring to the supervisor and also the
worker careful points instead of imprecise descriptions square measure vital
for understanding and documentation.

Measurable: - Goals and objectives ought to be written in order that

accomplishment or degrees of accomplishment are often objectively
measured.

Reasonable: - Goals associated objectives that square measure too high or

rigid may very well repressed an employee`s performance people could
become discouraged and provides up if understand expectations to be
unrealizable. Goals and objectives ought to be cheap given time frames,
circumstances and departmental/unit expectations.

18
 Time frame: - a selected amount of your time for accomplishment ought to be
known with every goals and objectives.

METHODS OF PERFORMANCE APPRAISAL:-

Terms won’t to describe the assorted variety of rating systems likewise as a definition
or performance appraisal is as follows:

 Behavioral Anchored Rating Scales :- The terms wont to describe a

performance rating that targeted on specific behaviors or sets as indicators
of effective or ineffective performance , rather than on loosely expressed
adjectives like “average, on top of average, or below average” different
variations were :

 Activity observations scale.

 Activity expectations scale.
 Numerically anchored acting scales.

 Checklists: - The term won’t to outline a group of adjectives or descriptive

statements. If the rather believed the worker possessed a attribute listed, the
rather checked the item , if not the opposite left the item blank, rating score
from the check- list equaled the quantity of checks.

 Critical Incident Technique: - The term won’t to describe a method of

performance appraisal that created list of statements of terribly effective and
really ineffective behavior stimulation. The lists are combined into classes,
which vary with job. Once the classes had been developed and statements of
effective and ineffective behavior had been provided, the judge ready a log for
every worker throughout the analysis amount, the judge recorded samples of
crucial behaviors in every of the classes and therefore the log has been wont to
judge the worker at the top of the analysis amount.

 Forced alternative Method: - This appraisal methodology has been developed

to forestall evaluators from rating staff to high mistreatment this methodology,

19
 the judge needs to choose from a group of descriptive statements that apply to
the worker. The statements are weighted and summed to at, effective- terra
firma index.

 Forced Distribution: - The term won’t to describe an appraisal system kind of

like grading on a curve. The judge had been asked to rate staff in some
fastened distribution of classes a way to try to this has been to kind the name
of every worker on a card and raise the evaluators thus type the cards into
piles like rating.

 Graphic Rating Scale: - The term won’t to outline the oldest and most
generally used performance appraisal methodology. The evaluators square
measure given a graph and asked to rate the workers on every of the
characteristics will vary one to 1 hundred. The rating will be a matrix of boxes
for the judge to envision off or a chart wherever the judge checked off a
location relative to the evaluators rating.

 Narrative or Essay Evaluation: - This appraisal methodology asked the judge

to explain strengths and weakness of an employee’s behavior. Some firms still
use this methodology solely, whereas in others, the tactic has been combined
with the graphic rating scale.

 Management by Objective: - The management by objectives performance

appraisal methodology has the supervisor and worker get tog- ether to line
objectives in quantitative terms.

 Paired Comparison: - The term won’t to describe AN appraisal methodology

for taking worker initial the names of the workers to be evaluated are placed
on separated sheets in a very preset order, so all and sundry has been
compared with all different staff to be evaluated. The judge then checks the
person he or she felt had been the higher of the 2 on the criterion for every
comparison generally the criterion has been the workers over all ability to try

20
 to this job the quantity of tines an individual has been most well-liked is tallied
and therefore the tally developed is index of the quantity being evaluated.

 Ranking: - The term ranking has been wont to describe another methodology
of performance appraisal wherever the supervisor has been asked to order his
or her staff in terms of performance from highest to lowest.

 Weighted Checklist: - The term used to explain a performance appraisal

methodology wherever supervisors or personnel specialists at home with the
roles being evaluated ready an outsized list of descriptive statements
concerning effective and ineffective behavior on jobs.

Purpose of Traditional Performance Appraisal

Performance appraisal for analysis exploitation the normal approach has served the
subsequent purposes:-

 Promotion, separation and transfer call.

 Feedback to the worker concerning however the organization viewed the
employee`s performance.
 Evaluations of relative contributions created by people and whole departments
in achieving higher level organization goals.
 Criteria for evaluating the effectiveness of choice and placement choices
together with the connectedness data utilized in the choice at intervals the
organization.
 Reward choices, together with advantage will increase, promotions and
alternative rewards.
 Ascertaining and diagnosis coaching and development choices.
 Criteria for evaluating the success of coaching and development choices.
 Information upon that work programing plans, budgeting and human resources
coming up with may be used.

There are two flaws in the traditional approach of the performance appraisal.
The flaws are:

21
  Organizational performance appraisal is usually primarily involved with the
past instead of being forward rummaging through the utilization of setting
objectives or goals.
 Performance appraisal is typically tied to the employees` wage reviewed
handling wage typically flooded and block artistic or comprehensive thought
of performance goals.

Developmental Performance Approach Purposes

The biological process approach to performance appraisal has been associated with
workers as people. This approach has been involved with the employment of
performance appraisal as a contributor to worker motivation, development and human
resources coming up with the event approach contained all of the standard overall
structure performance appraisal functions and therefore the following further
purposes:

 Provided workers the chance to formally indicate the direction and level of the
employee`s ambition.
 Show structure interest it worker development, that was cited to assist the
enterprise retain bold, capable workers rather than losing the staff to
competitors.
 Provided a structure for communications between workers and management to
assist clarify expectations of the worker by management and therefore the
employee.
 Provide satisfaction and encouragement to the worker who has been making
an attempt to perform well.

Expectation from a Manager doing a Performance Appraisal

The following is usually expected from company manager once doing performance
appraisal:

 Translate structure goals into individual job objective.

 Communicate management`s expectations concerning worker performance.

22
  Provide feedback to worker regarding job performance in lightweight of
management`s objectives.
 Coach the worker on the way to bring home the bacon job
objectives/requirements.
 Diagnose the employee`s strengths and weaknesses.
 Determine what quite development activities may facilitate the worker higher
utilize his or her skills improve performance on this job.

Problem of criterion

A whole definition of criterion is “that that is to be predicated”. This definition refers

to the appraising standards, that measures are simple if the task is clearly outlined
however tough if it's broad. At lower level of a company there are specific jobs and
bound tangible and objective standards of performance are often known any up within
the hierarchy, jobs become a lot of complicated and clear-cut, tangible standards of
performance are tough to specify.

Irrespective of the extent by and huge most firms use eleven performance measures:

1. Quantity of work
2. Quality of work
3. Waste and brokerage
4. Money earned
5. Job knowledge
6. Job tenure
7. Absenteeism
8. Rate of advancement
9. Self-judgment
10. Judgment by peers
11. Judgment by supervisors.

23
Instructions for using performance appraisal system

Purpose:

The performance analysis system is employed to judge staff past work performance,
develop a piece set up for subsequent review amount and confirm what resources are
required for up performance to become simpler. Evaluations conjointly develop
employee’s potential through coaching and counselling the method is intended to be
interactive between the worker and also the supervisor with the subsequent objectives
in mind:

 Use to acknowledge and reward staff for positive work behavior. Use the
results as a basis for acceptable personnel actions.
 Encourage staff to incessantly improve, support team endeavors, develop
professionally and perform at their most potential.
 Communicate and clarify the goals and objectives of the division, department
and also the town in regard to the employees` work expectation
 Involve staff in up their effectiveness and performance.
 Provide associate degree worker improvement set up wherever performance is
rated below normal.

Performance Evaluation System:

The performance analysis kind is employed for all performance reviews. This
includes tentative evaluations (expect Police and hearth have their own process),
annual analysis and special analysis for normal full time and regular half time
workers. The analysis periods are usually twelve months, expect for special
evaluations, which can be for shorter periods of your time advantage step will
increase are conducted on the employees` day of remembrance date (assuming
satisfactory performance) and not throughout the annual performance review.

Supervisor Responsibility:

Each department can conduct worker evaluations for all workers within the
department throughout a similar month. Human resources can advise department

24
 heads thirty days before once evaluations square measure due every supervisor
finishing the performance analysis ought to review the subsequent directions, the
rating criteria definitions and familiarize him or herself with the procedure before
competitive the evaluations. Upon completion of the analysis kind by the
supervisor (rater) and also the reviewer (one level on top of the rater), then the
rater can meet with the finished kind for signatures. Supervisors ought to offer
written comments on the analysis kind for every performance criteria and list
specific examples. Use N/A if the rating criteria aren't applicable. The supervisor
is liable for finishing the analysis method at the start of the rating amount and
once more at sixth month to watch progress and change time lines if necessary. At
that point, a brand new 12-month work arrange is established with the worker and
also the method repeats itself. Supervisors shall coordinate the discussion of
performance evaluations with workers in a very manner that permits privacy. The
supervisor shall have the worker to finish the Self Performance analysis kind as a
discussion tool.

Forms:

There square measure 2 performance analysis forms that you'll perpetually use: -

 The actual performance analysis kind which has the duvet page known as
the outline Worksheet.
 The worker Self-Evaluation kind.

There square measure 2 alternative forms you will have to be compelled to use: -

The Performance Improvement arrange kind (used once a rating is #1

Unacceptable or #2 Improvement needed), and hooked up to Performance analysis
kind.

 Performance Goals from (used by department to follow up mid-year on

goals set in evaluation), elective and not came to Human Resources.

Rating Process and Criteria:

25
  5 = outstanding performance
 4 = exceed expectations
 3 = meet expectations
 2 = needs improvement
 1 = unacceptable

A rating of 1 or 2 requires the supervisor to complete a Performance Improvement

Plan form to manuscript the problem, including specific examples, supervision on
improvement, a specific timetable for improvement, and a follow up evaluation to
observe progress.

Signature on the Evaluation Form

After the supervisor completes the performance analysis with the worker, each the
supervisor and worker sign the shape subsequent level of review is that the Reviewer,
one level on top of the supervisor playacting the analysis reckoning on the
Department structure, the reviewer can be the head, Deputy Director, or a Division
Manager. The mid-year review can solely involve the worker and his/her supervisor
with their signatures and therefore the mid-year method doesn't get into the personnel
file.

Evaluation once a brand new Supervisor is appointed:

If the worker has associate degree analysis due and supervisor is appointed, the new
supervisor seemingly has not had the chance to properly measure the employee`s
performance during this instant the new supervisor can measure the worker once
ninety days. If potential, the supervisor that's effort can do a detailed out analysis for
his/her workers before effort.

26
Steps to finish the annual performance analysis procedure:

Step 1: Notice to department heads: human resources can send word department heads
thirty days before once performance evaluations square measure due for full time and
half time regular workers in their department. Managers/supervisors have thirty days
to finish the performance evaluations, get signature and supply the initial the human
resources workplace for filling within the workers personnel file. The supervisor shall
additionally retain a pc copy/file copy for the midyear review method. Human
resources can cue supervisors to schedule conditional evaluations on their calendar.

Step 2: Blank performance analysis forms: managers/supervisors get the performance

analysis forms.

Step3: Review description; review the employee’s job description to check if any
changes square measure necessary. If there square measure enlarged responsibilities
/scope of labor or a modification in qualifications forward your edits to human
resources for review. Minor variations in employment or added assignment that
square measure business or technology modifications don't need a change to the task
description. (Individual workers don't amend their job descriptions; this task is for the
manager)

Step 4: Self-evaluation kind: offer a replica of the self-evaluation form to the worker.
If the worker doesn't wish to finish the shape, he/she shall check the box and sign at
very cheap of the shape and come it to the supervisors. This completed kind is
employed as a tool for discussion whereas the supervisors is finishing the employees’
analysis.

27
Step 5: Complete the performance analysis rating forms: The managers/supervisors
complete every section in performance analysis forms (page 2-3plus). If a district
doesn't apply note N/A for not applicable. Written comments square measure needed
and will embrace examples that support the rating the particular job part. Section 1to
3(Technical information, client service and quality/quantity of work) apply to any or
all positions. For section 4(Attendance), the supervisors ought to review the workers
attending record, regular time aloof from the task and use of breaks. Section5 (Safety
and Risk management) applies to any or all jobs and will embrace notice of any
accident, injuries, equipment’s usage or different safety connected problems. Section6
is just for department heads, managers, supervisors and lead employees. Next,
complete the section work arrange for succeeding rating amount completion date.
This list possible goals and comes also as areas to enhance upon. Next, complete the
coaching and development section. The raters the entire the outline worksheet cowl
pages for the analysis kind this is often done last and is and overall rating considering
all the rating sectors.
The performance goal forms (optional supported head discussion may be a division
tool used throughout the midyear review of monitor progress, completion date or
makes comments regarding the goals. keep goals to a sensible variety (3 to 5) and
ones that square measure possible we tend to all have a bent to place down a lot of
goals that we are able to fairly deliver the goods.
Also some workers in entry level job could have just one or two goals or a coaching
course to finish throughout the review amount the supervisor ought to use their
judgment and discussion their workers to gain goals for the work
Plan.

Step 6: “Unacceptable or Improvement Needed” Rating: If I rate associate worker

with a “1” Unacceptable or “2” Improvement required, you want to complete the
performance improvement arrange kind. Have this completed kind reviewed by the
head and Human Resources before presenting it to the worker this kind is employed to
document performance and behavior issues that require corrective action.
Documentation is crucial for this sort of rating.

28
Note within the event the worker doesn't improve, the documentation is vital for
corrective action. The notice of “Improvement needed” or “unacceptable” rating
should include:

 The drawback square measures of performance that are determined to be

unacceptable.
 Identify performance standards that has to be achieved to fulfill acceptable
standards.
 Provide an inexpensive amount of your time demonstrate improved
performance.
 Provide help to assist them deliver the goods the performance standards
(training, message and training, nearer superintendence, feedback).
 Communicate with worker of the results if their performance doesn't improve
and supply a point in time, like 30-90 days for a follow up review. However,
now line doesn't preclude immediate disciplinary action at any time by head if
the employees` performance worsens throughout the rating amount.
 A rating of the first shall be reviewed and approved by the head before being
communicated to the worker.

Step 7: Mid-year Review: Mid-point through the 12-month rating amount, the
manager or supervisor can meet with the worker to review his/her progress. This
doesn't need any new info to be ready, just review their performance, goals and
deadlines with the worker. At this step, you will regulate the deadlines as necessary.

29
Standard of Performance

Standards of performance are written statement describing however well employment

ought to be performed. Performance standards are developed collaboratively with
workers, whenever potential and explained to new workers throughout the primary
month on the task.

Job Description & Essential Functions

Strategic Plan & Annual Goals

Standards of Performance

Observation & Feedback

Performance Appraisal

Performance Development

The performance customary provides a benchmark against that to judge work

performance whereas the duty description describes the essential functions and
therefore the tasks to be done, the performance customary defines however well every
operate or task should be performed so as to fulfill or exceed expectations. The
University conjointly establishes general criteria for evaluating work performance.

Standards of performance are usually:

 Developed together with the staff who do the tasks or functions?

 Explained to new workers at intervals the primary month on the duty.

The rating describes the extent of performance of the individual worker

compared to employment description and normal of performance.

30
 E = Exceptional: Performance well exceeds expectations and is systematically
outstanding.
A = on top of Expectation: Performance is systematically on the far side
expectations.
S = Solid Performance: Performance systematically fulfills expectations and
from time to time exceeds them.
I = Improvement Needed: Performance doesn't systematically meet
expectation.
U = Unsatisfactory: Performance is systematically below expectations.
Deficiencies ought to be self-addressed as noted within the performance
appraisal.

As performance manager, you may use these criteria to rate the employees`
performance. At the start of the appraisal amount, review these ratings and
therefore the performance standards for every position that reports to you in
order that you'll fairly measure the employees` performance.

Guidelines for Performance Standards

Keep in mind the subsequent pointers once writing your performance standards:
Performance standards ought to be associated with the employees` appointed work
and job needs.
Your reportage system ought to be up to live and report any quantitative knowledge
you list.
Quantifiable measures might not apply to any or all functions. Describe in clear and
specific terms the characteristics of performance quality that area unit verifiable
which would meet or exceed expectations.
Accomplishment of structure objectives ought to be enclosed wherever applicable,
like cost-control, improved potency, productivity, project completion, method plan or
public service.

31
RESEARCH
METHODOLOGY

32
A) Statement of the matter: -

Every concern giant or tiny pay large quantity of cash on Human Resource it's
necessary so to seek out however they're playing so as to style their way forward for
the organization it should be to develop the staff or to correct the staff or to utilize
employee’s strength.

This study is directed towards inquisitor Performance Appraisal system as tool for
workers at SAINT GOBAIN’S GRINDWELL NORTON Ltd.

B) Kinds of Research: -

There is social analysis in a very hour Survey with explicit regard to Performance
Appraisal as a System for workers at SAINT GOBAIN’S GRINDWELL NORTON
Ltd.

Sample Design: -

It is sampling techniques wherever the samples were designed supported the character
of labor, qualification, experience, etc.

Sample Size: -

20 staff Respondents

Method of aggregation Data: -

The questionnaires were floated to respondents through man of science wherever the
information was collected and came by hour Unit.

Method of Analysis: -

1. The collected information were tabulated

2. Share of respond was discovered

3. Analysis is predicated on share frequency

4. Weightage is given to high share in response issue

33
5. Analysis is formed supported the analysis and also the presumptions inherences
square measure used, wherever each information is ambiguous. Definitive analysis is
formed each information is evident.

34
 DATA ANALYSIS
&
INTERPRETATION

35
Present Appraisal System Feedback

In this system, workers and managers set expectations and prepare plans for work and
development at the start of the year. The key responsibilities and results dimensions
and behavioral expectations, and therefore the criteria/standards for the performance
mensuration square measure prescribed and processed though they will be expressed
otherwise for various jobs, the essential square measure as of mensuration for all jobs
are quality, quantity, value and timeliness to confirm that everyone workers receive
feedback for maintaining or rising productivity, two documented semi-annual
feedback sessions square measure needed. The supervisor uses discretion to schedule
informal feedback supported individual employees’ wants.

Although a case study with a restricted variety of respondents cannot be wide

generalized, the results ought to be quite attention-grabbing to mangers who would
really like to suppose critically and get ways that to boost performance appraisal
systems in organizations

36
Part A: Personal Data

1. To hold out any Project Study personal information desires elaborate analysis
as a result of its basic foundation to know correct profile of respondent. This
shows their information, mental standing and maturity instructional
background to know the subject of the study so they'll be connected age.

Age Group No. of Respondents Percentage

21-30 2 10

31-40 14 70

41-50 4 20

Total 20 100

From the above data indicates that 10% of respondents are of 21-30 age group, 170%
of respondents are of 31-40 age group and 20% of respondents are of 41-50 age
group.

37
Gender-

Gender No. of Respondents Percentage

Male 8 40

Female 12 60

Total 20 100

The above data indicates that 40% of respondents are male, rest 60% of respondents
are female.

Qualification: -

Qualification No. of Respondents Percentage

Diploma 2 10

Graduate 6 30

Post Graduate 12 60

Total 20 100

In the above data, it is seen that 10% of respondents are diploma in qualifications,
30% of respondents are graduates and rest 60% of respondents are post graduates.

38
Designation: -

Designation No. of Respondents Percentage

Manager 4 20
Officer 4 20
Junior Officer 10 50
VP 2 10
Total 20 100

From the above data, it is seen that 20% of respondents are Managerial post, 20% of
respondents are at officer post, 50% of respondents are junior officer and 10% of
respondents are VP in post.

Part B: Research Data

39
 1. Is the Performance Appraisal process user friendly?

A. Yes B. No

No. Options No. of Respondents Percentage

1 Yes 14 70

2 No 6 30

Total 20 100

Respondents and Responses

70% of the respondent’s square measure united to the higher than statement

 It is easy and simply accessible at intervals the organization. It conjointly

provides a consolidated read.

40
  It captures Associate in Nursing individual’s strengths, improvement areas and
conjointly captures coaching courses counseled.
 It provides a chance to the worker to simply accept or decline.
 It is incredibly versatile.

30% of the respondent’s square measure disagreed to the statement

 It may be a terribly easier tool, wherever worker will fill briefly time.
 As Associate in nursing worker got to understand what's needed of them so as
to figure effectively by this.

2. Is Performance Appraisal conducted on time?

A. Yes B. No

No. Options No. of Percentage

Respondents
1 Yes 16 80

2 No 4 20

Total 20 100

41
Respondents & Responses

80% of the respondents in agreement to the on top of statement

 Performance Appraisal method can begin on time.

 There may be a fastened schedule to fulfill listed well at the start of the
method.
 Process are going to be conducted as per the appraisal amount.

20% of the respondents disagreed to the statement

 Process finish can take long-standing and accidentally but mensuration quality
problems do cause delays.
 Process Cycle should be condensed because there is always interruption due to
the respective owners of the employee.
 The steps involved in the process are very long lasting.

42
 3. Does Performance Appraisal process assess fairly?

A. Yes B. No

No. Options No. of Percentage

Respondents
1 Yes 15 75

2 No 5 25

Total 20 100

Respondents & Responses: -

75% of the respondents in agreement to higher than statement

 The method assessment is truthful and even with business units.

 It is objective method.
 Measuring a personal is truthful.

43
  The metrics are adequate.

25% of the respondents disagreed to the statement

 Across Business units doesn't yield right results.

 There are some problems with acting staff not obtaining correct results of the
appraisal.
 360 feedback systems ought to be there.
 There is a part of subjectiveness. The presence of Appraiser and reviewer is
geared toward eliminating the subjectiveness.

4. Is Performance Appraisal process simple to understand?

A. Yes B. No

No. Options No. of Respondents Percentage

1 Yes 16 80

2 No 4 20

Total 20 100

44
Respondents & Responses

80% of the respondents in agreement to the higher than statement

 It is easy to know and follow pre-process.

 It clears to specific as individual his strength and capability.
 It offers a chance to point out case his accomplishment.
 It helps to know the desired capability to satisfy necessities.

20% of the respondents disagreed to the statements

 A Performance Appraisal tool ought to be unbroken as easy as potential

whereas meeting objectives.
 A Performance Appraisal tools ought to be supported assessment of labour
amount, quality, and data of job however not temperament.
 Process cycle time needs to be reduced.

45
 5. Do you receive an orientation on how to conduct appraisal process?

A. Yes B. No

No. Options No. of Percentage

Respondents
1 Yes 15 75

2 No 5 25

Total 20 100

46
Respondents & Responses

75% of the respondents in agreement to the on top of statement

 Detailed orientation is given to any or all levels at the start of the method.
 Various coaching programs square measure out there and mentioned with
superiors.

25% of the respondents disagreed to the statement

 Sometimes method are going to be unsuccessful attributable to some internal

issues once obtaining oriented on the Performance Appraisal system

6. How much time is spent in preparing for feedback session?

A. 1 hour B. 2 hour

No. Options No. of Respondents Percentage

1 1 hour 12 60

2 2 hour 8 40

Total 20 100

47
Respondents and Responses-

60% of the respondents united to one hour statement

 More time are going to be spent if one worker worked beneath totally different
managers for various assignments.
 It is critical to understand the sooner manager’s feedback on the worker to
assess properly.
 In the Performance Appraisal system no records/data are offered of
confirmation appraisal and project finish appraisal.

40% of the respondents united to two hours statement

 Approximately two hours, one hour for aggregation feedback and group action
and one hour for filling Review.

48
 One hour ought to have things documented on however associate in nursing
worker has been appraised.
 There totally different method and have their strengths or improvement plans
throughout the year.

7. In your opinion how is overall Performance Appraisal system in

“SAINT GOBAIN’S GRINDWELL NORTON LTD.”?

A. Excellent B. Good C. Average D. Poor

No. Options No. of Respondents Percentage

1 Excellent 2 10

2 Good 8 40

3 Average 10 50

4 Poor - -
Total 20 100

49
The on top of knowledge predicts that this appraisal system standing within the
company wherever five hundredth of the workers capable be wonderful, half-hour
respondent to be smart, and two hundredth responded as average i.e. simply glad.
Thus the bulk of respondents have viewed their opinion that this appraisal system is
nice.

8. A) Are you satisfied with the current Appraisal system?

A. Yes B. No

No. Options No. of Percentage

Respondents
1 Yes 12 60

2 No 8 40

Total 20 100

Respondents and Responses: -

50
60% of the respondents united to the higher than statement
 It is easy to grasp and follow pre method.
 It is obvious to precise as individual his strength and capability.
 It provides a chance to point out case his accomplishment.
 It helps us to grasp the specified capability to fulfil necessities.

40% of the respondents disagreed to the statement

 Suggested by some managers to own 0.5 yearly appraisal system.
 Promotion, regular payment revisions will be dealt throughout annual
appraisal.
 Half yearly appraisal can facilitate in motivating, keeping workers better-
known of peer strength and improvement areas.
 Confirmation appraisal and project finish appraisal method has to be
automatic.
 In this method of performance appraisal cross business unit appraisal process
ought to be ironed.

8. B) If not then what are the areas need to be improved?

A. Time B. Process

No. Options No. of Respondents Percentage

1 Time 8 40

2 Process 12 60

Total 20 100

51
The higher than information predicts that thirty fifth of the respondent ought to
modification the length of P.A. system and remainder of the thirteen respondents i.e.
sixty fifth ought to modification the method of performance appraisal.

52
 9. Do you feel any difficulty in handling them?

A. Yes B. No

No. Options No. of Respondents Percentage

1 Yes 2 10

2 No 18 90

Total 20 100

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 very little issue.

53
 10. What other process can be included making the appraisal process much
better?

A. Critical Incident method B. Management by objectives (MBO)

C. Web based appraisal system

No. Options No. of Respondents Percentage

1 Critical Incident Method 2 10

2 MBO 10 50

3 Web based appraisal 8 40

system

Total 20 100

54
The on top of information indicates that equal proportion of respondent got to add
Management by objectives (MBO)as well as internet based mostly appraisal system in
their organization i.e. four-hundredth and also the rest two hundredth of different has
to embrace important incident methodology.
Present Appraisal System Satisfaction Level

Particulars Respondents Percentage

Good 10 50

Satisfactory 8 40

Poor 2 10

Total 20 100

55
The on top of information indicates the current appraisal system standing within the
company wherever HR of the staff older sensible, half-hour older satisfactory i.e.
simply glad and also the remaining 100 percent aren't glad and who responded as
poor.

Thus, the bulk of the respondents have viewed their opinion that the current appraisal
system is nice.

Efficiency of the present appraisal system in employee development

Particulars Respondents Percentage

Yes 16 80

No 4 20

Total 20 100

56
The on top of information shows that eightieth respondent’s square measure accepted
that Performance Appraisal has aimed toward development of the worker, and solely
two hundredth of them disagreed to the current system.

Hence, most of the respondent’s square measure agree that Performance Appraisal is
getting to the career development of the worker.

Present Appraisal system in setting work targets

Particulars Respondents Percentage

Yes 14 70

No 6 30

Total 20 100

57
The on top of knowledge reveals that chance of setting targets for totally different
jobs they are doing beneath different department, seventieth respondents have same
affirmative for the work they are doing. Half-hour respondents have same no for the
qualitative and artistic jobs they are doing.
Therefore, majority of respondents have in agreement the likelihood of setting work
targets.

The target for the work they are doing even if each job desires bound degree of power
that depends upon the character of job.

58
 Actions taken after Performance Appraisal

Particulars Respondents Percentage

Useful discussions 11 55

No discussions 4 20

Only failure are discussed 2 10

Genius Feedback is given 3 15

Total 20 100

The higher than knowledge shows actions taken once the Performance Appraisal 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 have
denied and says no discussion, 100% aforementioned solely failures are mentioned,
no discussion is formed on action, in agreement they get genius feedback on analysis.
Thus, majority of respondents told they're helpful discussions with appraiser once
performance appraisal.

59
 Availability of feedback in Performance Appraisal system

Particulars Respondents Percentage

Yes 17 85

No 3 15

Total 20 100

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 giving the feedback from the staff that the present appraisal system
isn't serving to in obtaining correct feedback from the staff.

Therefore, majority of the respondents had accepted that this appraisal system
facilitate in obtaining feedback from the staff.

60
LIST OF FINDINGS

61
The following key findings are found while performing HR survey for identifying
the impact of Performance Appraisal (PA) system:

 SAINT GOBAIN’S GRINDWELL NORTON Ltd follows two types of

Appraisal process - Graphic Rating Scales and Behaviorally Anchored Rating
Scaling (BARS) which is user-friendly and easily accessible within the
organization.
 Feedback is given to the employees about their performance.
 Promotions schemes exist in the organization according to the employees’
performance.
 It captures an individual’s strengths, improvement areas & also captures
training courses recommended.
 Performance Appraisal process will start on time and process will be
conducted as per the appraisal period.
 There is a fixed schedule to meet listed in detail at beginning of the process.
 The process assessment is fair and justified with business units.
 It is objective process, measuring an individual is fair but the metrics are
inadequate.
 Across business units does not yield right results.
 There are some issues with performing employees not getting proper result of
the appraisal.
 Process is clear to express as an individual his strengths and capacity.
 It gives an opportunity to show case his achievement.
 It helps to understand the required capacity to meet requirements.
 A Performance Appraisal system tools should be based on assessment of work
performance not personality.
 A Performance Appraisal system tools should be kept as simple as possible
while meeting objectives.
 Detailed orientation will be given at all level at beginning of the performance
appraisal process.
 Various training programs are available and discussed with superiors.
 Sometimes process will be failed due to some internal problem after getting
orientated on the performance appraisal system.
62
 Feedback session involved revisions of individual’s accomplishments during
the appraisal period. His/her strengths, improvement areas and training and
development.
 More 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.
 In Performance Appraisal includes Quantitative and qualitative measures.
 It will clarify organizational goals and expectations.
 It provides a mechanism for improving communication between workers and
superiors.
 It will decide upon future work requirements and objectives.
 By this employee can discuss ideas, comments and suggestions.
 Develop an action plan for indentifying strategies which will make it possible
for the employees to achieve the objective discussed.
 Performance Appraisal should be developed and implemented in consultation
with employees and superiors.
 Performance Appraisal should operate equitable throughout the organization.
 Promotions, salary revisions can be dealt during annual appraisal.
 Group work and team work exist in an organization.
 Majority of the executives give reasons for not completing their targets.
 Review and reset of the task is not made uniformly.

63
RECOMMENDATIONS
&
SUGGESTIONS

64
Recommendations

 Though workers feels that the corporate is honest in its appraisal method
however still has heap to in terms of creating the appraisal method effective so
it ends up in increased employee satisfaction and helps in retentive key
workers of the corporate.
 The project leaders area unit discontented with the manner responsibilities
area unit distributed the corporate must works during this space and produce
additional clarity within the definitions of roles and responsibilities.
 The Management ought to style coaching and development programs, career
plans for his or her employees’ on the premise of skills, data desires.
 Appreciate employees’ on the premise of employees’ work performance by
Promotion or increment within the salaries.
 The performance culture of the corporate is another space wherever must be
done to boost the coaching program so involvement of the staff is increased
that finally would build the morale and productivity would be increased.
 Employees have doubts regarding the rewards and feel that the system isn't too
clear. This within the long-term unattended would cut back the morale and
should result in attrition.

65
Suggestions of the Study

Any analysis study are going to be restricted in scope by bound inherent limitations
that square measure participated by the selection of the analysis style. This study has
the subsequent limitations:

 Even although the survey was conducted for the worker performance review
the study doesn't match with the whole population within the company.
 Because of your time constraints, the sample size is restricted to twenty, which
cannot mirror the opinion of the whole population within the company.
 Since study was restricted to samples. Sample might behave or offer
completely opinions at different times attributable to their psychological
temperament this can have an effect on the study.
 Data may well be collected from solely twenty respondents as they were busy
and will not respond thus well to the questionnaires.
 Most of the organization hesitates to present confidential 60 minutes data that
is required for the study like expectation in pay, periodical progressive
proportion.

66
CONCLUSION

67
Most of the time Performance Appraisal (PA) for determining compensation
increases, training need identification and for promotions. The Performance Appraisal
has delinked itself from being an instrument of evaluating performance in the
organization. Application of performance and bringing about better performance
management practices that enables organization to improve their presentation and
bring in a performance focused culture is the need of the hour rather performance
appraisal only.
No Doubt without the commitment of the top management it would just be very
difficult to bring this sort of change. This in fact calls for a cultural change where in
emphasis is not only given to the Outcome or the end result but also on the process
and effort made to achieve the result. While discussing of the process & effort we
need to focus on the leadership style, his approach of consulting others, his ability to
learn, his approach as a team member, his effort in planning his days and week, and
his overall orientation for subordinates development. All this really calls for a
different ball games wherein the concerned supervisors are able to emphasize with his
sub-ordinates and is really above to understand his emotional world.
In this era where every individual is competing with each other and where very tight
schedules are drawn without much scope for slippages, there is every probability that
conflicts are going to become a common affair. As such is has become all the more
important that a supervisor makes all-out effort to understand emotional world of the
subordinate in terms of his hindering and facilitating factors in terms of achieving his
goals, what help the person growth and his own ambition in the next 3-4 years, what
is happening on his family front.
All this shall only happen if the sub-ordinate is able to see value and a genuine
concern in all this. For this what can be done is that once in a month an effort can be
made by the supervisor to sit his subordinate to sit with his subordinate and have a
face to face interaction in a non-threatening atmosphere. What I have personally
observed that it charges the motivation level of an individual considerably and in fact
the employee makes all-out effort to achieve the Organizational goals.

68
QUESTIONNAIRE

69
Part A:

Name of the Respondent : ______________________

Age : ______________________
Gender : ______________________
Qualification : ______________________
Designation : _______________________

Part B:
1. Is the Performance Appraisal process user friendly?
a. Yes b. No
2. Is Performance Appraisal conducted on time?
a. Yes b. No
3. Does Performance Appraisal process assess fairly?
a. Yes b. No
4. Is Performance Appraisal process is simple to understand?
a. Yes b. No
5. Do you receive an orientation on how to conduct appraisal process?
a. Yes b. No
6. How much time is spent in preparing for feedback session?
a. 1 hour b. 2 hour
7. In your opinion how is overall performance appraisal system in
“SAINT GOBAIN’S GRINDWELL NORTON Ltd”?
a. Excellent b. Good c. Average d. Poor
8. A) Are you satisfied with the current appraisal system?
a. Yes b. No
B) If not then what are the areas need to be improved?
a. Time b. Process
9. Do you feel any difficulty in handling them?
70
 a. Yes b. No
10. What other process can be included making the appraisal process much better?
a. Critical Incident Method b. MBO c. Web based Method.

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71
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75
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