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A

Project Report on

PERFORMANCE APPRAISEL SYSTEM.

With Reference to

HINDUSTAN NATIONAL GLASS & INDUSTRIES LTD.

Submitted to

SHIVAJI UNIVERSITY

For the award of

Impartial fulfillment of the requirement for award of the degree

MASTER OF BUSINESS ADMINISTRATION

BY

Miss. Suvarna B. Chopade

Under the guidance of

Prof. Mane Sir

Through,

The director,

Shivaji University, kolhapur.

DadasahebChavan Institute of Management and Resurch Development Administration, Masur.

(Malwadi)

20011-12


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ShivajiUniversity, kolhapur.

Dadasaheb Chavan Institute of Management and Research Development

Administration, Masur. (Malwadi)

CERTIFICATE

This is to certify that Miss. Suvarna B. Chopade

is a Bonafied student of this Institute studying MBA (G) II course during 2011-2012,has completed

second Semester Internship Project during 10th

June,2011

to 31th

Jully,2011 in HINDUSTAN NATIONAL GLASS & INDUSTRIES LTD.

n the topic

PERFORMANCE APPRAISEL SYSTEM.

The Student has prepared the Internship Report under the Guidance of my , based on the

nformation and Data collected by her of this purpose.

nternal Guide H.O.D Director

rof. Mane Sir

(To be filled in by the office)

ate of submission

xternal Examiner Name Signature

nternal Examiner Name Signature


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Declaration

o,

The Director.

Dadasaheb Chavan Institute of Management and Research Development Administration,

Masur. (Malwadi)

Respected Sir,

I, hereby declare that the project report entitled PERFORMANCE

APPRISEL SYSTEM developed and submitted by me under the guidance of Prof. Mane.

is my original work. The empirical findings in this report are based on the data collected

by me.

This work has been submitted for the award of Master of Business

Administration (MBA-II).

Shivaji University, kolhapur.

Place- Masur. (Malwadi)Date

Signature

Miss. Suvarna B. ChopadeMBA II (Trim-VI)


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Acknowledgement

The project report is obviously not the result of my work alone. Many

personalities having directly or indirectly involved, without whom this project

completion would not have been possible.

I convey my respectful to Prof. Jitendra Mane Sir, my guide, who is immensely

contributed towards the successful completion of this project. It is his perspective

guidance from inception to the end that has been largely responsible for giving me sense

of direction and motivation.

I also express my sincere thanks to our Director Dr. Deore Sir, all teaching and

non-teaching staff of the institute for their kind co-operation.

I am sincerely thankful to HINDUSTAN NATIONAL GLASS & INDUSTRIES

LTD. and staff of their kind-cooperation and timely guidance. With which this report

can not be completed.

Also I want to express my deep sense of gratitude to all those persons who with

their love and affection made this project altogether easy for me.

Place

Date

Miss. Suvarna B.Chopade


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TABLE OF CONTENTS

CHAPTER TITLE

PAGENO

1 INTRODUCTION

2 RESEARCHMETHDOLOGY

3 PROFILEOFHNGIL

4 EXECUTIVESUMMERY

5 PROCEDUREFOLLOWEDBYHNGIL

5 AnalysisandInterpretation

6 Findings

7 Suggestions

8 Limitations

9 Bibliography

10 Annexure


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HNG PLANT LOCATIONS IN INDIA

HNGIL has six manufacturing facilities located in Rishra, Bahadurgarh, Rishikesh,

ashik,Puducherry and Neemrana. To further widen its operational presence, the company proposeso set up a plant at Andhra Pradesh, which isxpected to commence production from FY13. In FY09, the companys average capacity utilization

ate across plants was around 82%.The container glass industry is sensitive to freight cost. Hence, glass manufacturing units

enerally cater to markets in a 300-350 km radius around the plant. This gives companies with plantsocated pan India huge advantage as it enables a wider distribution network and reduces

ransportation costs. HNGIL is the only company in India to have multi -locational plants in theomestic container glass segment.


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HINDUSTHANNATIONALGLASS&INDUSTRIESLTD


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RGANISATION PROFILE OF HNGIL:-

NGILISTHELEADINGPLAYERINTHEGLASSCONTAINERINDUSTRY:-

HNGIL enjoys a dominant position in the glass container industry. The company has a

arket share of 65% and enjoys significant competitive. advantages compared to other players such

s lowest cost due to economies of scale, multiple manufacturing locations enabling pan Indiaistribution, only player with a manufacturing plant in the eastern region, superior technology andtrong mutual interdependence with clients.

The company currently has a total capacity of around 2,760 tpd as against the industry

apacity of 4,200 tpd. It has six manufacturing locations, spread across India enabling panistribution of its products. LIENTS:-

HNGIL has a well-diversified and a strong client base, which includes United Spirits,

ernod Ricard, Diageo, Radico, SAB Miller, Pfizer, Ranbaxy, Cipla, Glaxo SmithKline, Hindustannilever Ltd (HUL), Dabur, Heinz, Nestle, Coca-Cola, Pepsi etc. There is strong mutual

nterdependence between HNGIL and its clients, enabling the company to get repeat business andnsure client stickiness.

CQUISITION:-

HNGIL has been successful in acquiring sick/loss-making companies in the glassontainer business and making them profitable. It acquired the glass container business from wens

rockway (leading US-based glass container manufacturing company) in 2002, and turned it aroundithin 6 months. The company, which was named ACE Glass Containers following the acquisition,ad three plants situated at Rishikesh, Pondicherry and Pune. While HNGIL turned around the

ishikesh and Pondicherry plants, it closed the Pune plant as most of the assets were dilapidated.he company also acquired the glass container manufacturing unit at Nashik from L&T in 2005 and

he Neemrana plant from Haryana Sheet Glass in 2007, and successful ly turned them around.

These acquisitions have enabled the company grow at a faster pace and add capacities in a

hort span of time compared to setting up a greenfield plant.


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QUALITYPOLICY

ustomer satisfaction has been the key to our sustained market leadership.

y Consistently provide services in time along with quality products meeting the expectations ofour valued customers at competitive prices .

y Actively pursue ever-improving quality through programs that enable all the employees to dotheir job right the first time.

y Strive to achieve higher standards for environment management and energy conservation.e strongly believe in the future of glass .

LASSISENVIRONMENTFRIENDLYANDWHOLLYRECYCLABLABLE.


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OBJECTIVES OF THE COMPANY

hemainobjectiveofHNGIL

Customersatisfaction;

EnvironmentFriendly;

Deliveringenhancedqualityproducts;

Profitmaximization;

Creatingagoodbrandimage;

Widemarketcoverage;


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VISIONOF OMPANY


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MISSION OF HNGIL

To be the first choice supplier of glass packaging in our chosen markets

HNGILRESPONSIBILITYTOWARDSEMPLOYEES

Safe, Secured and Clean Work Environment

Continuous Knowledge, Awareness and Competence

up-gradation by Training

Technology up-gradation for meeting the Challenges of future

HNGILRESPONSIBILITYTOWARDSSOCIETY

Clean Environment

100% Re-Cycling product

No Wastes


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ORGANISATION CHART


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EXECUTIVE SUMMARY

ITLE:

o Study on Performance Appraisal and its effect on employees performance at

HINDUSTANNATIONALGLASS&INDUSTRIESLTD.

OBJECTIVES OF STUDY:

y To know the employees awareness towards performance appraisal.y To know whether performance appraisal helps in providing proper training to employee.y To know whether performance appraisal helps in maintaining satisfactory level of

performance.

y To provide suggestions to HR department with regard to performance appraisal format.y To know whether proper monetary and non-monetary benefits are provided to employees.


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SCOPE OF THE STUDY:

he scope of the study is limited to HINDUSTAN NATIONAL GLASS & INDUSTRIES LTD.

n Neemrana and the sample size is 100.

y To help each employee understand more about their role and become clear about theirfunctions.

y To be instrumental in helping employees to better understand their strengths and weaknesseswith respect to their role and functions in the organization.

y To help in identifying the developmental needs of employees, given their role and function.y To increase mutuality between employees and their supervisors so that every employee feels

happy to work with their supervisor and thereby contributes th eir maximum to theorganization.

y To provide an opportunity to each employee for self-reflection and individual goal-setting, sothat individually planned and monitored development takes place.

y To help employees internalize the culture, norms and values of the organization, thusdeveloping an identity and commitme nt throughout the organization.

y To help prepare employees for higher responsibilities in the future by continuously reinforcingthe development of the behavior and qualities required for higher -level positions in the

organization;

y To be instrumental in creating a positive and healthy climate in the organization that drivesemployees to give their best while enjoying doing so.and

y To assist in a variety of personnel decisions by periodically generating data regarding eachemployee.


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RESEARCH METHODOLOGY:

Data Source Primary data and Secondary dataArea of research HINDUSTANNATIONALGLASS& INDUSTRIESLTD.Research approach Survey methodResearch Instrument QuestionnaireSample plan Personal InterviewSample unit Respondent in HNGIL employeesSampling method Convenience Sampling Sample size 100 employees in HNGIL company.

Secondary data:- HNGIL Records, Text book, Websites.

ontents:-

Results and discussion with graphs and charts. Summary, conclusion, and a proposed action plan with resource requirements and projected

benefits to the organization.


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LITERATURE EVALUATION

Performance appraisal is the process of obtaining , analyzing, recording information

bout the relative worth of an employee . The focus of the Performance appraisal is measuring andmproving the actual performance of the employee and also the future potential of the employee. Its

im is to what an employee does. While in some instances these appraisal processes are structurednd formally sanctioned, in other instances they are an informal and integral part of daily activities.hus, teachers evaluate the performance of students; bankers evaluate the performance of creditors

tc.In social interactions, performance is conducted in a systematic and planned manner to achieve aidespread popularity in recent years .

EANING:

Performance appraisal is a method of evaluating the behavior of employees in the work

pot, normally including both the quantitative and qualitative aspects of job performance.

Performance appraisal is a process of evaluating work performance of the personal so asacilitate individual & organization effectiveness.

Under performance appraisal we evaluate not only the performance of a worker but als o

is potential for development . Performance appraisal may be defined as a structured formalnteraction between a subordinate and supervisor, that usually takes the form of a periodic interview

annual or semi-annual), in which the work performance of the subordinate is examined andiscussed, with a view to identifying weaknesses and strengths as well as opportunities formprovement and skills development.


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OBJECTIVES OF PERFORMANCE APPRAISAL

y To review the performance of the employees over a given period time.y To judge the gap between the actual and the desired performance.y To help the management in exercising organizational control.y Helps to strengthen the relationship and communication between superior-

subordinates and management-employees.

y To diagnose the strengths and weaknesses of the individuals so as to identify thetraining and development needs of the future.

y To provide feedback to employees regarding their past performancey Provide information to assist in the other personal decision in the organization.y Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

y To judge the effectiveness of the other human resource functions of the organizationsuch as recruitment, selection, training and development.

y To reduce the grievances of the employees.


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APPRAISAL STEPS IN PERFORMANCE:

Establishing job standards

Designing an appraisal programs

Appraise performance

Performance

Use appraisal data for appropriate purpose


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Processofperformance appraisal

settingperformance

standerds

communicatingstanderds

measuringstanderds

comparingstanderds

discussing result

takingcorrective

standerds


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NEED FOR PERFORMANCE APPRAISAL

y Provide information about the performance ranks basing on which decision regarding salaryfixation, confirmation, promotion, transfer and demotion are taken.

y Provide feedback information about the level of achievement and behavior of subordinate.This information helps to review the performance of the subordinate, rectifying performancedeficiencies and to set new standards of work, if necessary.

y Provide information, which helps to counsel the subordinate. Provide information to diagnosedeficiency in employee regarding skill, knowledge, determine training and developmentalneeds and to prescribe the means for employee growth provides information for correctingplacement.

y Develop positive relation &reduce grievances.y Provide coaching, counseling, career planning to subordinate.


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Bene it o per ormance apprai al

y Motivationandsatisfaction:Performance appraisal provides employees with recognition for their work efforts. The power

f social recognition as an incentive has been long noted. In fact, there is evidence that humaneings will even prefer negative recognition in preference to no r ecognition at all.

y SalaryIncrease:erformance appraisal plays a role in making decision about salary increase. Normally salary

ncrease of an employee depends upon on how he is performing his job. There is continuousvaluation of his performance either formally or informally. This may disclose how well anmployee is performing and how much he should be compensated by way of salary increase.

y Promotion:Performance appraisal plays significant role where promotion is based on merit and

eniority. Performance appraisal discloses how an employee is working in his present job and whatis strong and weak points are. In the light of these, it can be decided whether he can be promoted tohe next higher position.

y TrainingandDevelopment:Performance appraisal tries to identify the strengths and weakness of an emp loyee on his

resent job. This information can be used for devising training and development programsppropriate for overcoming weaknesses of employees.

y Feedback:Performance appraisal provides feedback to employees about their performance. A person

orks better when he knows how he is working. This works in two ways, firstly, the person getseedback about his performance. Secondly, when the person gets feedback about his performance, hean relate his work to the organizational objectives.


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y PressureonEmployees:Performance appraisal puts a sort of pressure on employees for better performance. If the

mployees are conscious that they are being appraised in respect of certain factors and their futureargely depends on such appraisal.

y Recruitmentandinduction:Appraisal data can be used to monitor the success of the organizations recruitment and

nduction practices. For example, how well are the employees performing who were hired in the pastwo years?

Appraisal data can also be used to monitor the effectiveness of changes in recruitmenttrategies. By following the yearly data related to new hires.it is possible to assess whether theeneral quality of the workforce is improving, staying steady, or declining.


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pprai al: Limitation o per ormance

.Haloeffect:

The rater may base the entire appraisal on the basis of one positive quality or trait which wasssessed earlier. For instance, if a person is evaluated on one trait emotional ability and if he scores

ery high then the rater may also give him high score s in respect of other traits, such as intelligence,reativity and so on, even without assessing such characteristics of that person.

.Horneffect:

At times, the raters may evaluate on the basis of one negative quality or feature perceived.

or instance, the rater may that he is lazy at work. This result in overall lower rating employeeoncerned.

. Centraltendency:

There are instances, where a rater assigns mostly middle range scores or values to allndividuals being appraised extremely high or low evaluations are avoided.

Average scores are given to everyone. Those who perform well are given average scores andhose who do not perform well are also given average scores .

.Spillovereffect:

In this case, the present performance appraisal is greatly influenced by past performance. aerson who has not done good work in the past is considered to be bad at work in the present asell.

. Latestbehavior:

Rating is influenced by the most recent behavior ignoring the commonly demonstratedehavior during the entire appraisal period.

. Personnelbias:

The way an appraiser personally feels about a rate may drastically affect the appraisers

bjectivity. Again, if the rater has good relations or connections with the rate, he may always tend to

ive higher scores to the rate, even though the rate does not deserve such high scores. Thus outright

ias may lead to favored treatment for some employees .


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.Paperwork:

Some supervisors complain that performance appraisal is pointless paper work. Theyomplain so, because many-a-times, performance appraisal reports are found only in the files ratherhan serving any practical use.

. Theproblemofappropriatetechnique :

There are a number of evaluation techniques. Some techniques may be easier and

conomical to use. May time consuming, inconvenie nt and costly. Some appraisal may select theost convenient and simple technique rather than the more suitable but time consuming or

nconvenient technique.

. Fearofspoilingrelations:

Performance appraisal may also affect superior -subordinate relations.as appraisal makes theuperior more of judge rather than a coach. The subordinate may look upon the superior with aeeling of suspicion and mistrust.

0.Firstimpression:

Raters may identify some specific qualities of the ratee and quickly from an overallmpression about him.


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METHODSOFPERFORMANCEAPPRAISAL

TRADITIONAL METHODS MODERN METHOD

1. GRAFIC RATING SCALE

2. RANKING METHOD

3.PAIREDCOMPARISON

METHOD

4. CHECKLIST METOD

5.CRITICALINCIDENT METHOD

6.ESSAY OR FREE FORM

APPRAISAL

7. GROUP APPRAISAL

8. CONFIDENCIAL REPORT

1. BEHAVIORALLYANCHORED RATING

SCALES

2. HUMAN RESOURCEACCOUNTING

3. MANAGEMENT BYOBJECTIVES ( MBO)

4. PSYCHOLOGICALAPPRAISAL

5. ROLE ANALYSIS6. BALANCED SCORECARD


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I.TRADITIONAL METHODS:

.Graphicratingscale:

Graphic rating scales compare individual performance to an absolute standard. In thisethod, judgments about performance are recorded on a scale. This is the oldest and widely used

echnique. This method is also known as linear rating scale or simple rating scale. Rating scales aref two types continuous rating scale and discontinuous scale the appraiser assigns the points to each

egree.

.RankingMethod:

Under this method the employees are ranked from best t o worst on some

haracteristics. The rater first finds the employee with the highest performance and the employees

ith the lowest performance in that particular job category and rates the former as the best and theatter as the poorest. Then the rater selects the next highest and next lowest and so on until he ratesll the employees in that group.

.PairedComparisonMethod:

This method is relatively simple. Under this method, the appraiser ranks the employees byomparing one employee with all other employees in the group, one at a time.

.ChecklistMethod:

In the case, alist is prepared containing various work related statements such as qualityf work, speed, etc. the rater indicates the individual performance by checking ye s or no squares toarious statements. The main advantage is its simplicity, convenience, less time consuming, and lessxpensive.

.CriticalIncidentMethod:

In this method, the rater records important incidents involving the ratee. If the rate

erforms well in such incidents, then he is given high scores and vice versa. For instance, in aarticular incident in which a salesmans performance may be given higher score.


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.Easyorfreefromappraisal:

This method requires the manager to write a short essay describing each employees

erformance during the rating period. This format emphasizes evaluation of overall performance,ased on strengths and weaknesses of employee performance, rather than specific job dimensions .

.GroupAppraisal:

Under this method, an employee is appraised by a group of appraisers. This group consists of

he immediate supervisor of the employee, to other supervisors who have close contact with themployees work, manager or head of the department and consultants.

.ConfidentialReports:

This is an old and traditional method of appraising employees. areport on the subordinates

trengths and weaknesses. The Confidential Reports is used for a variety of personnel decisions such

s transfers, promotions, etc. This is a poor method of performance appraisal, as it does not provideroper feedback to the employees.


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II.MODERN METHODS

.BehaviorallyAnchoredRatingScales:

The Behaviorally anchored rating scales (BARS) method combines elements of the

raditional rating scales and critical incidents methods .it is variation of simple rating scale.in thiscale, the behavior or attitude towards the job is appraised. Employee who have a positive attitude

owards the job may make every effort to upgrade and updatethere knowledge and skill to handledhere activity. Such employee would be given higher performance appraisal .

.HumanResourceAccounting:

Human resource accounting deals with cost of and contribution of human resources to

he organization. Cost of the employee includes cost of manpower planning, recruitment, selection,nduction, placement, training, development, wages and benefits etc. employee contribution is the

oney value of employee service provided to the organization. Employee performance can be takens positive when contribution is more than the cost and vice versa.

.ManagementbyObjectives:(MBO)

MBO is a process whereby the superior and subordinate managers of an organization

ointly identify its common goals, define each individuals major are a of responsibility in terms ofesults expected of him, and use these measures of guided for operating the unit and assessing theontribution of his members.

.PsychologicalAppraisal:

This appraisal is conducted to assess the employee potential. It consist of i. in -depthnterviews, ii.psychological tests, iii.consultations and iv. Discussions with the employee, discussionith the superior, sub-ordinates and peers, and v. reviews of other evaluations.

. Role Analysis:It is process analyzing role of the manager.in relation to roles of other managers or

embers who are attached by his performance. The role set members can conduct performanceppraisal of the focal role. The focal role can make necessary changes to improve his performance


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.BalancedScorecard:

To evaluate the organizational and employee performance in Performance appraisal

anagement processes, the conventional approach measures the performance only on a few

arameters like the action processes, results achieved or the financial measures etc ..he balanced scorecard provides a list of measures that balance the organizations internal and

rocess measures with results, achievements and financial measures.

he four Perspectives recommended by Kaplan and Norton for the managers to collect

nformationare:

y Thefinancialmeasures

The financial measures include the results like profits, increase in the market share, return on

investments and other economic measures as a result of the actions taken.

y Thecustomersmeasures

These measures help to get on customer satisfaction, the cu stomers perspective about the

organization, customer loyalty, acquiring new customers. The data can be collected from the

frequency and number of customer complaints, the time taken to deliver the products and

services, improvement in quality etc.

y Theinternalbusinessmeasures These are the measures related to the organizations internal processes which help to achieve

the customer satisfaction. It includes the infrastructure, the long term and short term goals and

objectives, organizational processes and procedures, systems and the human resources.

yThe

innovation

and

learning

perspective:

The innovation and learning measures cover the organizations ability to learn, innovate and

improve. They can be judged by employee skills matrix, key competencie s, value added and

the revenue per employee.


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Foreachperspectiveofthefollowingthingsaremeasured :

y Objectives: The goals and the targets to be achieved

y Measures: The standards which will be used to measure the actual performance andthe progress.

y Actionplans: the initiatives taken and the course of action to be followed to achievethe objectives


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BENEFITS OFBALANCED SCORECARD:

y The benefits of the balanced scorecard approach in measuring performance are:y Gives the complete picture of the employee as well as the organizational performance.y It guides users in determining the critical success factors and performance indicators.y Strategic review or analysis of the organizational capabilities and performance. y Focusing the whole organization on the few key things needed to create breakthrough

performance.

y Integrating and directing the performance and efforts from the lowest levels in theorganization to achieve excellent overall performance.


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IN HNGIL PERFORMANCE APPRAISAL SYSTEM

Performance appraisal system in HNGIL is doing by two types

1) By Traditional Method.2) By Modern Method.

1) BYTRADITIONALMETHODIn HNGIL performance appraisal is doing by traditional method is adopted to e valuate the

performance for worker employee, they are measuring their performances once in the year for

that individual sectional head/department head is measuring there performance of theirworkers by considering following points:

APPOINTMENTDETAILS

y NAME OF THE EMPLOYEEy DEPARTMENTy DESIGNATIONy DATE OF JOININGy PERFORMANCE APPRAISAL PERIOD (1STAPRIL TO 31ST MARCH)


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)PARAMETERDISCRIPTION:

1) Adoptability of work

2) Regularity /attendance

3) Cooperation

4) Responsibility

5) Housekeeping

I)Skill:

1) Job knowledge

2) Initiative drive

3) Productivity

4) Accuracy in work

5) Adherence to instruction

6) Communication

7) Promptness

8) Safety consciousness

9) Integrity

10) Opinion about suitability for conformation/continuation of training/temporary /probation

period


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yconsideringthispointsectionalheadisgivingtheratingas:

a) Excellent

b) Good

c) Satisfactory

d) Poor

part from that the sectional head gives comments

ny achievement during that year.

lso he is recommending that if training program is needed to employee to develop his skill foretter result.

nd finally department head /sectional head putting their remarks & forwarding to personnel &

dministration.

nd then personnel and administration department head is going through appraises personal recordsnd putting the remarks.

nd same is forwarding for final approval toward the vice president .


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I)MODERNMETHOD:

In HNGIL current year launch of the performance management system in the Neemrana

lant,for to evaluate performanceof thestaff employees. The new Performance management systems establishing a uniform and consistence performance manageme nt process across the organization.

t is designed to effectively manage individual and team performance and ensure alignment withNGILs vision and objective.

ERFORMANCE MANAGEMENT CYCLE

ngoing coaching and feedbackOn performance

Business planning for

HNGIL for thecoming year

sssss

Individual target

setting for the coming

appraisal year

Year-end review &overall performance

rating

Mid- year review(without performance

rating)

Final rating post

moderation

Training and

developmental

opportunities

Grievance

redressal


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ey tage in the per ormance management cycle

erformance cycle is the period starting from April 1st

of the year to March 31st

of subsequent year

or every employee. The performance management cycle would comprise three stages:

TargetSetting Mid-YearReview YearEndAppraisal

tage1:TargetSetting:

oleofanAppraisee:

Define Target for key performance indicators (KPIs) for the performance year . Prioritize KPIs in order of importance by giving higher weightage to more important KPIs Detail out action plan Understand the desired proficiency level for each competency Submit filled-up target setting form to the appraisal

oleofanAppraiser:

Review the weightages and target set by the appraise and suggest changes Ensure cascade from department level objectives and target Ensure adequate degree of stretch in the targets

oleofreviewer:

Ensure the cascade from organization /unit objective and targets Ensure consistency and fairness with regard to target setting across employees (degree of

stretch etc.)


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tage2:Mid-Yearreview:

oleofappraise:

Assess own performance on KPIs

Record supporting incidences against identified competencies Discuss mid-year performance with the appraiser highlighting

ey resource requirements

reas of concern(If any)

hange in action plan required

4. Request joint discussion with appraiser and reviewer for target revision.oleofanAppraiser:

1. Guide the appraise to do an effective self-appraisal2. Providing constructive feedback and counseling to the appraise highlighting Feedback on performance based on mid -year result Display of desired competencies Change in action plan required Key improvement areas

. Approve and validate changes in weightages/targets in appraisees scorecard in discussion witheviewer(in exceptional circumstances)

. Submission of mid-year review from HR(post validation of the reviewer in case of any changes)

oleofareviewer:

. Review and validation of changes in weightages/targets in appraisees scorecard in discussionith the appraiser(in exceptional circumstances)


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tage 3:YearEndAppraisal:

oleofanAppraisee:

. Assess own performance on KPIs

. Record supporting incidences against identified competencies

. Discuss year-end performance with the appraiser

oleofanAppraiser:

.Guide the appraise to do an effective self-appraisal

. Providing constructive feedback and counseling to the appraise highlighting Feedback on performance based on year end result s Display of desired proficiency levels on competencies Articulation of appraisees key strengths and areas of dev elopment Development plan for the appraisee

. Calculation of overall performance rating and submission of the same to the reviewer

oleofanReviewer:

Validation and finalization of overall performance rating given to the appraisee andsubmission of the same for moderation


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QUESTIONNAIRE

OPIC:

studyonperformanceappraisalanditseffectonemployeesperformance

. Do you know performance appraisal system in your organization?

a. Yes b. No

. Are you aware of the performance appraisal system in your company?

a. Yes b. No. Are performance appraisal goals (Key Result Areas or Key Performance Indicators)clearlyommunicated to you at the start of the appraisal year?

a. Yes b. No. Do you have a performance review discussion on your performance appraisal done by youruperior?

a. Yes b. No

. Whether performance appraisal helps you to reach the goals?

a. agree

b. disagree

c. neither agree nor disagree

. Goals are set and agreed by prior discussion with your manager?

a. agree

b. disagree


. Salary, increment are received based on employees performance?

a. agree

b. disagree



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. The promotion prospects in your organization are based on ratings given by your superior?

a. agree

b. disagree


. The performance appraisal goals set for you are realistic, achievable, and measurable?

a. agree

b. disagree


0. Weather training provided has helped reaching your target?

a. agreeb. disagree


1. Annual appraisal is effective in measuring your performance?

a. agree

b. disagree


2. Performance ratings are without any bias?

a. agree

b. disagree


3. Has your appraiser provided feedback of your performance?

a. agree

b. disagree



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4. Hard work is compensated with the following in your company?

a. better pay and fringe benefits b. job promotion

c. training d. secured employment

5. Please prioritize the following factor that you think will affect your performance?

a. manager likelihood b. job skills

c. your performance d. length of service

e. qualification

6. Are you satisfied with the performance appraisal process in your organization? Yes No

6,a. If no, then please give your suggestions

uggestions:


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NALY AND INTERPRETATION

i i l i i i i L

?

FR C PERCENT VALIDPERCENT C M LATIVEPERCENT

Yes 71 71 71 71

No 29 29 29 100

Tot l 100 100 100

i

hrough the survey I have analyses that out of 100 respondents 71% ofthe employees are said yes

or performance appraisal system is required in the organi ation. And 29% ofthe employees are said

erformance appraisalis not required in the organi ation.

0

10

20

30

40

50

60

70

80

Yes No

Series1


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Are you aware of the performance in HNGIL

company?

FREQUENCY PERCENTVALID

PERCENT CUMULATIVE PERCENT

Yes 69 69 69 69

No 3

3

3

100

Total 100 100 100 100

i

hrough the survey I have analyzed that out of 100 respondents 69% ofthe employees are said yes

or awareness of performance appraisal system. And 31% said they are not aware abouttheerformance appraisal.

0

10

20

30

40

50

60

70

Yes No

Series1


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Has your appraiser provided feedback of your performance?


PERCENT CUMULATIVE PERCENT

Agree 42 42 42 42

Disagree 58 58 58 58

Total 100 100 100 100

i

hrough the survey I have analyzed that out of 100 respondents 58% ofthe employees are only

isagree and 42% ofthe employees are Agreethattheir appraiser has provided their feedback for

heir performance.

0

10

20

30

40

50

60

Agree Dissagree

Series1


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Are i ied i eexi i rewardem?


PERCENTCUMULATIVE

PERCENT

Agree 36 % 36 % 36 % 36 %

Disagree 40 % 40 % 40 % 40 %

Neither

Agree/Nor

Disagree24 % 24 % 24 % 24 %

Total 100 % 100 % 100 % 100 %

erpretati

0

10

20

30

40

50

60

70

80

90

100

AGREE DISSAGREE NEITHER AGREE/NOR

DISSAGREE

TOTAL

Series1


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hrough the survey I have analyzed that out of 100 respondents majority ofthe employees are

atisfied with their existing reward system. 24% employees are neither agree nor disagreed and only

6% ofthe employees are not satisfied with their existing reward system.

terpretati

Through the survey I have analyzed that out of 100

respondent s majority ofthe employees are given preference

for better pay and fringe benefits fortheir hard work. 24% of

Hard work is compensated with the following in HNGIL

company?


PERCENTCUMULATIVE

PERCENT

Betterpay 52 52 52 52

Jobpromotion 23 23 23 23

Training 15 15 15 15

Secured

employment10 10 10 10

Total 100 100 100 100

0

10

20

30

40

50

60

Betterpay Job

promotion

Training Secured

employment

Series1


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the employees are to thejob promotion and only 12% to the

better pension that employees are their hard workis

compensated in their organization.

please prioritize the following factor that you think will affect your

performance in HNGIL company?

FREQUENCY PERCENT VALID PERCENTCUMULATIVE

PERCENT

Managerlikelihood 8 8 8 8

Jobskills 23 23 23 23

Yourperformance 42 42 42 42

Lengthofservice 21 21 21 21

Qualification 6 6 6 6

Total 100 100 100 100

terpretati

0

5

10

15

20

25

30

35

40

45

Series1


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Through the survey conducted out of 100 respondents majority of the employees are said toheir performance. And 23% of the employees are given the company will show their performance

ased on their job skill. And only 6% of the employees are considering their performance based onheir qualification.

Findings


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y In a survey sample among 100 respondents 31% of the respondents are not aware aboutperformance appraisal.

y 71% respondents agreed that performance appraisal system is required in the organization.y 51% of the employees respond for performance appraisal helps to reach their goals.y 67% of the respondents agreed for setting their goals and agreed by prior discussion with their

manager.

y 67% of the employees agreed for their performance standards are clear discussed anddocumented.

y 31% of the employees dont know how at what base they received salary, increment andbonus.

y 57% of the respondents agreed for based on their ratings promotion has given by the superior.y 31% of the respondents agreed that performance appraisal helps in identifying the type of

training required. And 30% of the respondents are strongly agreed for performance appraisalhelps in identifying the type of training required.

y 32% of the respondents are agreed as well as d isagreed for supervisors provided propertraining on how to conduct the appraisal process.

y 63% of the employees are agreed that by providing the training has helped to reach the goals.y 36% of the respondents are agreed for annual appraisal is effective to measuring their

performance. And 29% neither agree no disagreed.

y 48% of the respondents agreed that performance appraisal will help to recognize their efforts.y 54% of the respondents agreed for performance ratings are without any biases and 46% of the

respondents are strongly agreed.

y 58% of the respondents agreed that appraiser provided feedback of their performance.y 40% of the respondents agreed for satisfied with their existing reward system. And 24% they

are neither agree nor disagreed.

y 29% of the respondents have given more preference to the better pension and fringe benefitsfor their hard work and 24% of the respondents have given preference to the job promotion fortheir hard work


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Recommendation


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1. Organization will have to conduct training program, with which they should create on awareness among theemployees about performance appraisal system.

2. There are 31% of the employees who dont know whether salary, increment and bonus received are based ontheir performance. Therefore organization should clearly disclose their procedure to the employees.

3. There is a contrast that 32% of the employees are agreed and disagreed on training process conducted forappraisal process. So organization should provide proper training to the employees.

24% of employees are not satisfied with their existing reward system. Thereforeorganizations try to fulfill

heir demands to satisfy the reward system.


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Conclu ion


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Performance appraisal system is a system of employees performance within the

rganization. Performance appraisal is a method of evaluating the behaviorof employees in the

orkspot, normally including both the quantitative and qualitative aspects of job performance.

Performance refers to the degree of accomplishment of the tasks that make up an

ndividuals job. It indicates how well an individual is fulfilling the job demands.

Under performance appraisal we evaluate not only the performance of a worker but als o

is potential for development.


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NGILLimited:

Through the survey, I have conclude that In HNGIL number of employees areware about performance appraisal system but who are no aware about performance appraisal

NGIL has to give study or training about performance appra isal. In that organization there is nony bias among the employees.

There is cordial relation between employer and employees if any problems areaced by the employee, it is immediately brought to light & solved by the supe rvisor.

ontents:

Appendix Questionnaire Bibliography


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Bibliography

o Website:y www.google.com.y www.wikipedia.org.y WWW.HNGIL.ORG


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