Professional Documents
Culture Documents
1 Introduction:
The world is tremendously competitive now. In every sphere of life and business, competition
has become more and more furious. Every firm tries to obtain and retain efficient employees
to meet the future challenges. In this rivalry, obtaining and retaining the best employees has
become very important, as employees are that factors who make a firm alive and proceed to
the path of profit.
The course under MBA program designed with an excellent combination of theoretical and
practical aspects. After the completion of MBA consisting of theoretical exposure, the
students are sent to different organization to obtain some practical exposure in different
-sectors which would help them in taking up professional career. IUBAT-International
University of Business Agricultural and Technology has undertaken four months of internship
program for its MBA students, as an important and essential requirement of the MBA
program.
I have tried my best to use this opportunity to enrich my knowledge on banking system and
also incorporate my knowledge, which I have learned from my classes.
report on Bangladesh Abashan Ltd. The scope of the report was to get a real life exposure.
We have got the opportunity to observe what is actually happening in a company, how they
are using the performance appraisal system and also influence them can have over the
development of the employee performance in the organization.
To find out what they will do after evaluating the performance appraisal of the
employees and what will be the reward factors.
To identify and bridge the gap between anticipated performance and actual
performance.
Operational process.
Questionnaire Survey.
Different Articles
Sample Size:
The sample size was 35 respondents.
1.6.2 Data Analysis and Reporting:
It has been used different types of statistical tools and computer software for analyzing and
reporting, such as MS word and MS Excel etc. Data have been analyzed through proper
quantitative and qualitative techniques and reported from time to time to the concerned
authority.
The main constraint of the study is insufficient information as the employees were
busy and were hesitant to provide information.
Time shortage is a big constrains because it is very difficult to prepare report and
concentrate on official work by doing regular 9am to 6pm office for 6 days a week.
Since I carried out such a study for the first time so experience is one of the main
factors that constitute the limitation of the study.
These information are confidential so associated authority did not wish to disclose
some of the data.
Company Founder
Managing Director
Corporate Name
Corporate Office
25,Rajlaxmi Complex,Road#7,Sector#3
uttara, Dhaka-1230
25,Rajlaxmi Complex,Road#7,Sector#3
uttara, Dhaka-1230
25,Rajlaxmi Complex,Road#7,Sector#3
uttara, Dhaka-1230
Year of Establishment
2007
Product Line
Apartment
Number of Employee
62
Market segment
mouth promotion.
Adoption of a reactive approach to cope with the uncertain scenario while needed.
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possible. This opportunity will make the dream true of becoming the apartment owner in case
of those categories of clients.
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Managers are reluctant to provide candid feedback and have honest discussions with
employees for fear of reprisal or damaging relationships with the very individuals they count
on to get the work done. Employees feel that their managers are unskilled at discussing their
performance and ineffective at coaching them on how to develop their skills. Many complain
that performance appraisal systems are cumbersome, bureaucratic and time consuming
comparing to the value that it adds. This leads both managers and employees to treat
performance appraisal as a burden rather than a tool to a successful working relationship.
The primary reason for having a PA program is to monitor employees performance, motivate
staff and improve company morale. Monitoring performance requires routine documentation,
which is accomplished through completing a performance appraisal form. When employees
are aware that the company is paying special attention to their performance and that they
could be rewarded with merit increases and promotions, they are motivated to work harder.
Morale is improved when employees receive recognition or reward for their work.
An effective PA program will assist the company in achieving its goals and objectives. Not
only will training needs be identified and addressed during a PA review, but hidden talent can
be discovered as well. Through identifying these training needs, staff can perform their jobs
at the 20 highest level and be in a better position to address clients, members and customers
concerns and questions. A well-developed staff is more likely to be proactive, productive and
resourceful, all of which helps to give the company a competitive edge, from improved
customer relations to increased profits.
Performance Appraisal can also be defined as the process of evaluating the performance and
qualifications of the employees in terms of the requirements of the job for which he is
employed, for purposes of administration including placement, selection for promotions,
providing financial rewards and other actions which require differential treatment among the
members of a group as distinguished from actions affecting all members equally.
Performance appraisal is a formal system that evaluates the quality of a workers
performance.
An appraisal should not be viewed as an end in itself, but rather as an important process
within a broader performance management system that links:
The Performance Appraisal System of Bangladesh Abashan Ltd.
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Organizational objectives
Day-to-day performance
Professional development
Rewards and incentives
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The human inclination to judge can create serious motivational, ethical and legal problems in
the workplace. Without a structured appraisal system, there is little chance of ensuring that
the judgments made will be lawful, fair, defensible and accurate. Performance appraisal
systems began as simple methods of income justification. That is, appraisal was used to
decide whether or not the salary or wage of an individual employee was justified. The process
was firmly linked to material outcomes. If an employee's performance was found to be less
than ideal, a cut in pay would follow. On the other hand, if their performance was better than
the supervisor expected, a pay rise was in order. Little consideration, if any, was given to the
developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide
the only required impetus for an employee to either improve or continue to perform well.
Sometimes this basic system succeeded in getting the results that were intended; but more
often than not, it failed.
As a result, the traditional emphasis on reward outcomes was progressively rejected. In the
1950s in the United States, the potential usefulness of appraisal as tool for motivation and
development was gradually recognized. The general model of performance appraisal, as it is
known today, began from that time.
In modern times Performance appraisal may be defined as a structure formal interaction
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 and
discussed, with a view to identifying weaknesses and strengths as well as opportunities for
improvement and skill development .
In many organizations but not all appraisal result are used, either directly or indirectly, to
help determine reward outcomes. That is, the appraisal results are used to identify the better
performing employees who should get the majority of available merit pay increases, bonuses,
and promotions (Goel, 2008).
3.1.3 Objectives of Performance Appraisal System:
These are the objective of Performance Appraisal System:
Identify the importance of the performance Appraisal System from the viewpoint of the
supervisor and employee.
Establish performance requirements for various job positions.
The Performance Appraisal System of Bangladesh Abashan Ltd.
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recognition for their work efforts. The power of social recognition as an incentive has been
long noted. In fact, there is evidence that human beings will even prefer negative recognition
in preference to no recognition at all.
If nothing else, the existence of an appraisal program indicates to an employee that the
organization is genuinely interested in their individual performance and development
(Dewakar, 2008). This alone can have a positive influence on the individual's sense of worth,
commitment and belonging.
The strength and prevalence of this natural human desire for individual recognition should
not be overlooked. Absenteeism and turnover rates in some organizations might be greatly
reduced if more attention were paid to it. Regular performance appraisal, at least, is a good
start.
3.1.7.2 Training and Development:
Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur for a supervisor and subordinate to recognize and agree upon individual training and
development needs.
During the discussion of an employee's work performance, the presence or absence of work
skills can become very obvious - even to those who habitually reject the idea of training for
them Performance appraisal can make the need for training more pressing and relevant by
linking it clearly to performance outcomes and future career aspirations. From the point of
view of the organization as a whole, consolidated appraisal data can form a picture of the
overall demand for training. This data may be analyzed by variable such as sex, department,
etc. In this respect, performance appraisal can provide a regular and efficient training needs
audit for the entire organization.
3.1.7.3 Recruitment and Induction:
Appraisal data can be used to monitor the success of the organization's recruitment and
induction practices. For example, how well are the employees performing who were hired in
the past two years? Appraisal data can also be used to monitor the effectiveness of changes in
recruitment strategies. By following the yearly data related to new hires (and given sufficient
numbers on which to base the analysis) it is possible to assess whether the general quality of
the workforce is improving, staying steady, or declining.
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Employee Excellence performance will be evaluated after every 3 months for the period of
last 3 months. That means from January-March, April-June, July-September, and OctoberDecember.
The Evaluation Form will be given to each of Department Head and they will evaluate their
departmental employees and give the names as nominee for the further process with
supported and logical document. After getting the entire nominees name Jury Board will
choose the Excellent Performer and the decision of the Jury Board will be final.
There will be a Jury Board to evaluate employees performance.
Highest 2 employees will be chosen as Excellent Performer.
Reward will be given within 7 days after completed the evaluation. For the period of month
January March, reward and certificate will be given within 7th April.
After the performance evaluation respective person will be get Tk. 5,000 & a Certificate as a
reward.
Performance Evaluation will be done according to some criteria and some points will be
given to these criteria. According to the total points employee will be chosen as Excellent
Performer.
Manager and above officers will not be evaluated under this evaluation system.
This Performance Evaluation will effect on the Employees Yearly Performance Evaluation.
Excellent (4.5-5.0)
Very Good (3.5-4.5)
Good (2.5-3.5)
Average (1.5-2.5)
Below average(1.0-1.5)
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Consider on the Job Performance and the results delivered by employee (Judge Quantity and
Quality) - anyone of the following:
The Strongest all around performer, Exceptionally Exceeded targets/ given what plan for
above expectation.
A Stronger all performer, Reasonably Exceeded or target/ given work plan above
expectation.
A Strong performer Met targets/ given work plan satisfactorily within expectation.
A Reasonable performer, Closely Met target/ given work plan, but not fully satisfactory.
Performance standard is Well Below, targets/ given work plan, needs serious tanning and
serious efforts to improve.
Those who are rated in Excellent, Very Good, Good, Average and Below Average are eligible
for incentive bonus or promotion.
of
grades
different Standard
5
of Rating
(Five) Performance/Definition
Performance Categories
Exceptionally exceeded performance
EXCELLENT (EX)
100% ++ ACHIEVER
exceeded
performance
100% + ACHIEVER
above expectation.
Met performance standard /targets
GOOD (G)
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3
TARGET ACHIEVER
expectations.
Closely Met performance Standard
AVERAGE (AVG)
fully satisfactory
Performance far below the Standard
POOR
A poor performer.
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Ask for assistance in developing a goal-oriented path for advancement within the
department or Company.
Recommendation for increment and /or promotion shall be recommended by the line
authority based on performance evaluation and shall be recorded on the Performance
Appraisal Form.
The Directors concerned shall approve all increment, upgrading and promotions.
Annual Increment:
Normal annual increment will be awarded once a year to the employee who has completed
one years service based on annual performance appraisal done by the authority salary
increments are intended to recognize superior performance and are therefore, not automatic.
Annual Increment will become due every year (subject to satisfactory performance) from
the date of joining which will be given after review of performance of the employees.
Increments are usually 1 step in exceptional cases more than one-step increments may be
recommended depending on performance subject to approval of the Board of Directors.
An employee who received warning letter as a matter of disciplinary action may not be
given annual increment depends upon gravity of the offence for which the letter was issued
and the amount of improvement in the employees performance following the letter.
However increment will be given depend on company financial position
Promotion:
The paramount criterion to be observed in considering recommendations for promotion is
comparative merit. In assessing merit, demonstrated performance is the principal
consideration. Performance is understood as the manner in which a Staff Member fulfills job
duties and responsibilities over the period since the last appraisal and / or promotion. In
addition overall performance should be evaluated. The key elements in performance are those
reflected in the performance appraisal review.
The Performance Appraisal System of Bangladesh Abashan Ltd.
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Promotion is the advancement of an employee to the next higher step in the same grade /
category of from one category to another category.
Promotion may only be given to an employee if his responsibilities are enhanced.
(Additional tasks do not necessarily increase ones responsibility level)
A staff member may be considered eligible for promotion to next higher position depending
on his/her quality of performance and subject to availability of the position at the higher
grade / category.
Promotion will normally not exceed one grade at a time. However, in exceptional cases
more than one grade promotion may be considered if approved by the management.
Sincerity honesty dedication and integrity of the staff member must be considered for
promotion.
Promotion may be considered for deserving candidates as per following criteria:
A. Management Staff Category (Grade 1 to 4) At least 3 (three) continuous years of
satisfactory service in the same position.
B. General Staff Category (Grade 5 to 8) At least 5 (five) continuous years of satisfactory
service in the same position.
C. However the management in exceptional cases may ignore these criteria.
Every employee is reviewed separately and compared with other employees in the same
grade throughout the organization. The committee reviews the entire criterion necessary to
determine that all Staff Members meet the job requirements including academic qualification,
professional qualification, experience, merit and seniority.
Recommendations for promotions are then submitted to the Board of Directors through the
Establishment Sub-Committee.
The Board of Directors reviews and approves promotion recommendations submitted by the
Committee.
General Service Category employees who meet the job requirements and clearly
demonstrate potential to advance to the MS category may be considered for promotion to
management staff category provided;
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They have acquired additional diploma / articled ship / special training in the relevant
field of work;
Besides, following points shall be taken into consideration for conversion from GS to MS
category:
No staff member shall be considered for special promotion unless there is specific
evidence of:
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Bangladesh Abashan Ltd. organize Information Technology (IT) program, to introduce the
company software with employees. Mainly IT staffs refer the software program for doing the
activities on the based. I had joined such an effective and needful program.
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This study has required 90 days. The following table shows the time requirement in each step
of the study.
SL. No
Event
Days
01
Questionnaire preparation
17 days
02
Data collection
22 days
03
Data processing
11 days
04
Data analysis
07 days
05
Report witting
13 days
06
Presentation
Total duration
Table: Project Time Line
10 days
90 days
Budget frame:
SL. No
1
2
3
4
5
6
Particulars
Questionnaire design & pre-test
Field Work
Data preparation
Data analysis
Report writing
Preparation of final report
TOTAL
Table: Budget frame
Cost
2,100.00
1,100.00
1,000.00
3,000.00
600.00
2,000.00
9800.00
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H1
H2
H3
H4
H5
H6
5= Strongly Agree
13
14
10
12
4=Agree
12
11
10
10
14
3=Neither Agree
2= Disagree
1= Strongly Disagree
/Nor Disagree
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Total
136
135
122
116
123
120
Average( X)
3.88
3.86
3.48
3.31
3.51
3.43
1.97
1.96
1.86
1.82
1.87
1.85
Z-Test value
4.18
4.12
3.16
2.61
3.26
3.00
Hypothesis 1
1. Ho: The criteria of performance appraisal system of BAL are not accurate.
HA: The criteria of performance appraisal system of BAL are accurate.
HO: = 2.5
HA: > 2.5
n = 35
Here X= 3.88
s= 1.97
Z cal= (X )/ (s/n) = 4.18
At 5% level of significance, follows Z distribution Z 0.05= 1.645. Since Z
>Z
cal
tab
, the null
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3
Frequenc
Factors
Strongl
13
y Agree
Agree
12
Neutral
Disagre
e
Strongl
y
Disagre
e
Total
35
Figure: Respondents views towards the criteria of performance appraisal system of BAL are
accurate.
From this study it is revealed that 37% respondents are strongly agree, 34% respondents are
agree on the criteria of performance appraisal system of BAL are accurate.
Hypothesis 2
2. Ho: It is not difficult to understand performance Appraisal System for some
employees.
HA: It is difficult to understand performance Appraisal System for some employees.
HO: = 2.5
HA: > 2.5
n = 35
Here X= 3.86
s = 1.96
Z cal= (X )/ (s/n) = 4.12
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>Z
cal
tab
, the null
Factors
Frequency
Strongly
14
Agree
Agree
11
Neutral
Disagree
Strongly
Disagree
Total
35
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From this study it is revealed that 40% respondents are strongly agree, 31% respondents are
agree on it is difficult to understand performance Appraisal System for some employees.
Hypothesis 3
3. Ho: The result evaluation of performance appraisal of BAL is not reliable and valid.
HA: The result evaluation of performance appraisal of BAL is reliable and valid.
HO: = 2.5
HA: > 2.5
N = 35
Here X= 3.48
=1.86
Z cal= (X )/ (/n) = 3.16
At 5% level of significance, follows Z distribution Z 0.05= 1.645. Since Z
>Z
cal
tab
, the null
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Factors
Frequency
Strongly
10
Agree
Agree
10
Neutral
Disagree
Strongly
Disagree
Total
35
Figure: Respondents view towards the result evaluation of performance appraisal of BAL is
reliable and valid.
From this study it is revealed that 29% respondents are strongly agree, 29% respondents are
agree on evaluation of performance appraisal of BAL is reliable and valid.
Hypothesis 4
The Performance Appraisal System of Bangladesh Abashan Ltd.
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>Z
cal
tab
, the null
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Frequenc
Factors
Strongly
Agree
Agree
10
Neutral
Disagree
Strongly
Disagree
Total
35
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cal
< Z tab
, the null
hypothesis is accepted.
So at 5% level of significance, it can be Employees take part in formulation of performance
appraisal of BAL.
.
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Factors
Frequency
Strongly
12
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Total
35
Hypothesis 6
6. Ho: The performance standard does not clearly explain to employees in BAL.
HA: The performance standards are clearly explained to employees in BAL.
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HO: = 2.5
HA: > 2.5
n = 35
Here X=3.43
s = 1.85
Z cal= (X )/ (s/n) = 3.00
At 5% level of significance, follows Z distribution Z 0.05= 1.645. Since Z
>Z
cal
tab
, the null
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2
Frequen
Factors
cy
Strongly
Agree
Agree
14
Neutral
Disagre
e
Strongly
Disagre
e
Total
35
Figure: Respondents view towards performance standards are clearly explained to employees
in BAL.
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From this study it is revealed that 23% respondents are strongly agree, 40% respondents are
agree on performance standards are clearly explained to employees in BAL.
The Performance Appraisal System criteria are well communicated with all
BAL.
Current employees are not very much interested to take part in formulation
performance of BAL.
employees.
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New performance appraisal such as 360 degree should be introduced and solved
An unbiased and clear appraising method should practice so that only actual
A well and friendly corporate atmosphere should create among HRD and various
department of the organization so that confliction and complexity about appraising procedure
could be reduced and minimized.
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Conclusion
Most of the local industries in Bangladesh dont have practice the performance appraisal
system. In Bangladesh, Organizations should established Human Resource(HR) department
which will work on different HR related issues like Development of HR policies,
Development of HR Planning, Development of job description & Specification, Training
& development, etc should ensure the proper implementation of the policies/systems. HR
has a key role in bringing strategy to life. From this discussion it can be easily understood
that Bangladesh Abashan Ltd. is one of the growing real estate Company in Bangladesh. At
this moment the company is developing position in real estate sector. But the strategies of the
company will make the company as one of the Biggest developer company of Bangladesh.
Mainly the valuable resource for any organization is their knowledge based efficient workers.
The organization should be more careful on this issue to ensure the quality and ethics.
So we can easily find out the Human resource practices, recruitment and selection processes,
employee satisfaction and relations, performance Appraisal method at Bangladesh Abashan
Ltd. is developed and effective. There are many benefits to implementing a regular and
systematic performance appraisal system within an organization. In order to gain the most
benefit t from performance appraisals it is recommended that a system is developed in
consultation with workers and managers, and clear links are established between appraisals
and valued rewards and outcomes. If resources permit, information on work performance
should be obtained from multiple sources. Performance appraisals can be a powerful tool for
increasing motivation and improving work practice if conducted in a constructive, open and
supportive manner. Finally if the Bangladesh Abashan Ltd. control their expense by Human
Resource Management (HRM) and take proper steps to overcome their little limitations, they
will become a first rows real estate sector of Bangladesh.
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References
Epstein, Marc, and Jean-Franois Manzoni. "Implementing Corporate Strategy: From
Tableaux de Board to Balanced Scorecards." European Management Journal, April 1998, pp.
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"Harvard Business Review Balanced Scorecard Report." Harvard Business Review, 2002 to
present (bimonthly)
Kaplan, Robert S., and David P. Norton. Measuring the Strategic Readiness of Intangible
Assets. Harvard Business Review, February 2004, pp. 52-63.
Kaplan, Robert S., and David P. Norton. Strategy Maps: Converting Intangible Assets into
Tangible Outcomes. Harvard Business School Press, 2004
Kaplan, Robert S., and David P. Norton. "Using the Balanced Scorecard as a Strategic
Management System." Harvard Business Review, January/February 1996, pp. 75-85.
Niven, Paul. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining
Results. John Wiley & Sons, 2002
Kaplan, Robert S., and David P. Norton. The Strategy-Focused Organization: How
Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business
School Press, 2000
HR Manual of Bangladesh Abashan Ltd.
HR Manual of Bangladesh Abashan Ltd. Report
Mello, Jeffry A., 2006. Human Resource Management, Second Edition.
Turner, Paul, 2002. HR Forecasting & Planning.
Mc Millan, J. D., and H. W. Doyel (1980). Performance Appraisal: Match the Tool to the
Task, Personnel, 57 (4).
http://www.arabhrm.com/modules/news/article.php?
http://en.wikipedia.org/wiki/Performance_appraisal
http://www.cipd.co.uk/hr-topics/performance-management.aspx
http://www.bangladesh abashan.com.bd
http://www.marketwatch.com
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BAL
IUBAT
GDP
HR
HRM
PA
PAS
PI
REHAB
www
Technology
Gross Domestic Product
Human Resource
Human Resource Management
Performance Appraisal
Performance Appraisal System
Performance Indicators
Real Estate Housing Association Of Bangladesh
World Wide Web
HRD
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