An Internship Report on: “The Performance Appraisal System of BANGLADESH ABASHAN LTD

1.1 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 ver y important, as employees e mployees are that factors who make a firm alive and a nd proceed to the path of profit. The course under MBA program designed with an ecellent combination of theoretical and practical aspects. After the completion of MBA consisting of theoretical eposure, the students are sent to different organi!ation to obtain some practical eposure in different "secto "sectors rs which which would would help help them them in taking taking up profes professio sional nal career. career. I#BA I#BAT"Inte "Interna rnatio tional nal #niversity of Business Agricultural and Technology has undertaken four months of internship program for its MBA students, as an important and essential re$uirement 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. 1.2 Background of the study:

I worked as an Intern in Bangladesh Abashan %td. After completing internship I have to make a &eport. These reports cover housing crises and meet the solution. This report gives a narrative overview of the accommodation system in Bangladesh. This report does eplain the nature and ob'ective of the solution of accommodation system in Bangladesh. (owever, since the information of sales and marketing are confidential and sensitive in nature, so that I tried to construct this report with the help of available information. 1.3 Scope of the Study:

There are some confidential things in performance appraisal system. )o the scopes are limited. The first scope of this report is to have practical eperience about how (&M is work to motivate their employee in Bangladesh Abashan %td. It has the scope to cover different aspects aspects of (uman &esource &esource Management, Management, which include include learn about performance performance appraisal system, reward, training and development. I discuss only one organi!ation throughout this

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report on Bangladesh Abashan %td. The scope of the report was to get a real life eposure. *e 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 organi!ation. 1.4 Objectives of the Study: 1.4.1Broad Objectives:

To deve develo lopp the the +erfo +erform rman ance ce Apprai ppraisa sall )yst )ystem em to intro introdu duce ce lates latestt (& perf perform orman ance ce assessment techni$ues, address the needs of employees and for the betterment of Bangladesh Abashan %td. 1.4.2 Specific Objectives: 

To understand the performance indicators +Is-, motivational factors, employees needs.

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To find out what they will do after evaluating the performance appraisal of the employees and what will be the reward factors.

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To get get an overall idea about the performance of Bangladesh Abashan %td.

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and its total employees

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To iden identif tifyy and and brid bridge ge the the gap gap betw between een anti antici cipa pate tedd perfo perform rman ance ce and and actu actual al performance.

1. Sources of !ata:

Ma'or part of data was collected through the primary and secondary sources. It was not easy to collect primary data because the company personnels were very busy. The primary and secondary sources were/ "ri#ary !ata Sources: •

0bservation during the total internship period.

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(& policy of Bangladesh Abashan %td.

•

0perational process.

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1iscussion with officials of Bangladesh Abashan %td.

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2uestionnaire )urvey.

Secondary !ata Sources: •

Annual report of the Bangladesh Abashan %td.

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*eb *eb site of Bangladesh Abashan %td.

•

(&M books and +eriodicals

•

Internet, 3ewspapers and maga!ines

•

1ifferent Articles

1.$ %esearch !esign:

This is a 41escriptive Type of &esearch5, which briefly reveals the overall activities of Bangladesh Abashan %td. and also analy!es the housing availability in Bangladesh. Both primary and secondary data have been collected to conduct this report. I have gathered primary data by personal interview of the Eecutives of BA%. Mainly I discussed with them verbally. I collected information from them and the annual report, 'ournals, brochures, manuals and several books on (ousing to prepare this report. )ome of the informations are collected from &E(AB) 6ournals, articles7 workshop and others are collected from the books as well as the information provided by the competitive real rea l estate 8ompany. 1.$.1 Sa#p&ing "&an: "opu&ation:

In my research I have focused only the pro'ect staffs of Bangladesh Abashan %td. and walk in custom customers. ers. )o my target target popula populatio tionn was only only the pro'ect pro'ect staffs staffs constru constructio ctionn areaarea- in Bangladesh Abashan %td. Sa#p&ing '&e#ents:

The sampling element was the staffs of different areas in Bangladesh Abashan Abashan %td. Sa#p&ing "rocedure:

The sampling procedure was used for data collection as probability 'udgment.

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Sa#p&e Si(e:

The sample si!e was 9: respondents. 1.$.2 !ata )na&ysis and %eporting:

It has been used different types of statistical tools and computer software for analy!ing and reporting, such as M) word and M) Ecel etc. 1ata have been analy!ed through proper $uantitative and $ualitative techni$ues and reported from time to time to the concerned authority.

1.* 1. * +i#it +i #itat ation ionss of the th e Study St udy:: 

The main constraint of the study is insufficient information as the employees were busy and were hesitant to provide provide information.

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Time shortage is a big constrains because it is very difficult to prepare report and concentrate on official work by doing regular ;am to
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)ince I carried out such a study for the first time so eperience is one of the main factors that constitute the limitation of the study. study.

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These information are confidential so associated authority did not wish to disclose some of the data.

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2., -istory of %ea& 'state in Bang&adesh:

The urbani!ation of Bangladesh is $uite similar to that in %atin America7 formerly called 40ver"urbani!ation5 in =;:>s, this is a situation where a rapid rate of urbani!ation does not lead to corresponding growth in industry and economy but results in a shift of people from low"productivity rural agricultural employment to low"productivity urban employment or underemployment. The ma'or cities of Bangladesh ehibits the clearest symptoms of over urbani!ation, where an imbalance between rapid population growth and insufficient employment opportunities led to an increase in poverty and the mushrooming of slum and s$uatter settlements ?alladares, @>>@-. In Bangladesh, the problem of urbani!ation is further aggravated by limited land supply in urban areas, lower land utili!ation and the lack of proper planning and land use policy. 1ue to globali!ation, the urbani!ation process is also increased. The ever"increasing urban population is creating an increasing demand for shelter. Article @: of the #nited 3ations #niversal 1eclaration on (uman &ights =;"=;;- has clearly stated that/ 4Everyone has the right to a standard of living ade$uate of the health and well"being of himself and of his family, including food, clothing, housing and medical care and necessary social services, and the right of security in the event of unemployment, sickness, disability, widowhood, old age or other lack of livelihood in circumstances beyond his control. #30, =;Bangladesh has one of the lowest land"person ratios in the world. The situation is further aggravated every year through an irrevocable reduction of per capita share of land for housing, as a result of continuing population growth. Acknowledging the importance of housing, which is one of the five basis needs incorporated in the constitution of Bangladesh, the government is compelled constitutionally to play a vital role in securing housing rights. )tatistics show that Bangladesh will need to construct approimately  million new houses annually over the net twenty years to meet the future demand of housing. Estimates for annual re$uirements for housing in urban areas vary from >.9 to >.:: million units. The share The Performance A

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of urban population in Asia is 9; percent at present and is pro'ected to be : percent by @>=:. In Bangladesh, @: percent of the population some 9: million people- now lives in urban areas7 this proportion will be 9 percent C: million- by @>=:. 1haka with a total population of more than => million is now the @@nd largest city in the world. *hile comparing the growth of the real estate and housing and the construction sector with that of D1+, trend growth in the two sectors for the period =;;@"@>>@ was . and C.: percent respectively, this is much higher than the trend growth in D1+ of .<  for that period. The shares of the real estate and housing sector and the construction sector in the D1+ were $uite high in the year @>>@ and accounted for .9 and .> respectively. (owever, the incremental contributions of these two sectors in the same year were also considerably high at <.> and =@.  respectively 8+1 @>>9-. 2.1 )n Over ie/ of Bang&adesh )bashan +td.

Bangladesh Abashan %td. has come into being in @>>C with a pledge to fulfill the housing need of this populous city of 1haka. The first &esidential +ro'ect named 48rystal 1ream5 comprising @@ Apartments in twelve storied building was successfully completed and handed over to the honorable clients with their entire satisfaction. )ince then, the company continued its advancement in development works and epanded the pro'ects in all prime locations like #ttara, Dulshan, Banani, 3iketon, Eskaton, +altan, )hantinagar, Moghba!ar, 1hanmondi, %amiba!ar, *ari, Mohakhali etc. Both &esidential and 8ommercial +ro'ects were undertaken and completed successfully and handed over accordingly and the company is in force with numbers of ongoing pro'ects. The company is operating its business in its own high rise 8orporate 0ffice at &a'lami 8omple, #ttara 8FA, 1haka. The prestigious residential building like (a' Tower at near Airport,#ttara,Bangla Dolden Age at Dulshan Avenue and well decorated and magnificent residential building with panoramic views at Dulshan, 1hanmondi and other prime locations of the 1haka 8ity earned name and fame for the company. Bangladesh Abashan believes in the concept of etending housing facilities to the common people of the country keeping in view of their limited income. It is first ever in Bangladesh that has Bangladesh Abashan undertaken a satellite township pro'ect for the low income group at Bhuighar, 3arayangon'. Twenty"eight residential buildings along with a market are being completed over there.

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2.2 0o#pany "rofi&e:

0o#pany ounder

)&haj d. otiur %ah#an

anaging !irector

ahidur %ah#an a#oon

0orporate a#e

B)5+)!'S- )B)S-) +td.

0orporate Office

26%aj&a7#i 0o#p&e76%oad8*6Sector83 uttara6 !haka9123, 26%aj&a7#i 0o#p&e76%oad8*6Sector83 uttara6 !haka9123,

Office Of anage#ent Services Office Of "roject "&anning

26%aj&a7#i 0o#p&e76%oad8*6Sector83 uttara6 !haka9123,

ear of 'stab&ish#ent

2,,*

"roduct +ine

)part#ent

u#ber of '#p&oyee

$2

arket seg#ent

;pper 0&ass6 ;pper idd&e 0&ass6 idd&e 0&ass.

2.3 ission of Bang&adesh )bashan:

To engage in the business of &eal Estate 1evelopment including developing of land, constructing and marketing of the same, with an intention of serving the society and community in general with total dedication, commitment, and focused purpose while maintaining the highest standards of ecellence.

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2.4 ision of Bang&adesh )bashan:

To be the leading &eal Estate 0rgani!ation in Bangladesh within net => years with continuous dedication to $uality and total customer satisfaction 2. 0o#pany Objectives:

The main ob'ectives of the company are as follows/ To carry on the business of &eal Estate sector, %and 1evelopment G 8onstruction. To carry on the business of &eal Estate being builders, constructors7 buying G developing lands7 consultants/ engineering, technical7 building apartments and flats as constructors and developers for selling.

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To purchase or to take lease of suitable land from Dovt. or &a'dhani #nnayan Hartipakha or any other Dovernment Agencies or general public for construction of multi"storied flats and apartments.

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To carry on the business of &eal Estate by ac$uiring land and constructing modern house, apartments, shopping pla!as, commercial buildings and selling or leasing or renting out the same.

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To carry on the business of housing apartment pro'ect and housing facilities by purchasing land or by way of 'oint venture with the land owner or financiers or disposing and selling the same.

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To carry on the business of all kinds of (ousing and %and and such 8onsulting, Architecture, 8onstruction, Engineering supervision, Engineering in 8ivil, Electrical, Mechanical, %and &eclamation and all other branches of housing.

2.$ 0o#pany Strategies:

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Epand business areas slowly but steadily to build $uick reputation. Maintain standard $uality in all aspects of construction. (andover the readymade flats on time to gain customer satisfaction and word of

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mouth promotion. Adoption of a reactive approach to cope with the uncertain scenario while needed.

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2.* Organi(ationa& Structure :

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igure/ 0rganogram of Bangladesh Abashan %td.

2.< anaging -ousing )rrange#ent for the /ho&e "opu&ation of the 0ountry by B)+:

Bangladesh Abashan %td. believes in the concept of etending housing facilities to the common people of the country keeping in view of their limited income. It is first ever in Bangladesh that Bangladesh Abashan %td. has undertaken a satellite township pro'ect for the low income group at Bhuighar, 3arayangon'. Twenty"eight residential buildings along with a market are being completed over there. There is a plan that tentative clients will be illegible to avail the apartment in this pro'ect after booking and availing Bank %oan facility and thereby the scope of making repayment of bank loan with the amount of (ouse &ent is nearly

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possible. This opportunity will make the dream true of becoming the apartment owner in case of those categories of clients.

2.= Specia& 0oncern on !haka 0ity by B)+:

41haka is no longer a live able city. It is one of the most densely populated cities in the world, with around two core people inhabitants at present,5 he says. 4+eople are restricted to this one city for work, residence, shopping needs and entertainment.54The civic facilities re$uired for a human being to live in a society are limited in 1haka,5 he says. If the city is not decentrali!ed or several downtowns established in and around :> kilometers of 1haka, the view of the city will be unimaginable in the days to come, )alim says. 4*e have set up the satellite town with these concepts in mind, where all housing and social facilities such as shopping malls, schools, mos$ues, hospitals, playgrounds and community centers are available,5 he says. 4My goal is to take 1haka outside 1haka.5 (owever, he says, the government will have to facilitate the private sector to invest outside 1haka.

3.1 +iterature %evie/: 3.1.1 !efinition of "erfor#ance )ppraisa&:

+erformance appraisal is a continuous system of tracking and measuring performance against agreed targets and identifying opportunities for improvement. In other words, performance appraisal is a set of policies to achieve a shared vision of the organi!ation to help each individual employee to understand and recogni!e their contribution. But +erformance Appraisal is also the tool to determine and communicate to an employee about hisF her performance on the 'ob, ideally, establishing a plan of development for both parties.

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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 +A program is to monitor employees performance, motivate staff and improve company morale. Monitoring performance re$uires routine documentation, which is accomplished through completing a performance appraisal form. *hen 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 +A program will assist the company in achieving its goals and ob'ectives. 3ot only will training needs be identified and addressed during a +A review, but hidden talent can be discovered as well. Through identifying these training needs, staff can perform their 'obs at the @> highest level and be in a better position to address clients, members and customers concerns and $uestions. 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. +erformance Appraisal can also be defined as the process of evaluating the performance and $ualifications of the employees in terms of the re$uirements of the 'ob for which he is employed, for purposes of administration including placement, selection for promotions, providing financial rewards and other actions which re$uire differential treatment among the members of a group as distinguished from actions affecting all members e$ually . +erformance appraisal is a formal system that evaluates the $uality of a workers 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 A


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J 0rgani!ational ob'ectives J 1ay"to"day performance J +rofessional development J &ewards and incentives

3.1.2 -istory of "erfor#ance )ppraisa& Syste#:

The history of performance appraisal is $uite brief. Its roots in the early @>th century can be traced to TaylorKs pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the )econd *orld *ar " not more than <> years ago. Let in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the worldKs second oldest profession Appraisal system has been defined by 1ulewic! =;;- as a basic human tendency to make 'udgments about those one is working with as well as about oneself.N Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to 'udge the work performance of others, including subordinates, naturally, informally and arbitrarily. The eminent management epert, McDregor defined the performance appraisal system as 4the formal performance appraisal plans are designed primarily to meet the organi!ational needs and to provide systematic 'udgments. Appraisal also tells the employees as to how they are doing and about the re$uired changes in their behavior, attitudes, skills or 'ob knowledge, in other words, making the employees aware as to where they stand in the eyes of superiors. These form the basis for the coaching and counseling of employees by their bosses.

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The human inclination to 'udge can create serious motivational, ethical and legal problems in the workplace. *ithout a structured appraisal system, there is little chance of ensuring that the 'udgments made will be lawful, fair, defensible and accurate. +erformance appraisal systems began as simple methods of income 'ustification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was 'ustified. The process was firmly linked to material outcomes. If an employeeKs performance was found to be less than ideal, a cut in pay would follow. 0n the other hand, if their performance was better than the supervisor epected, a pay rise was in order. %ittle 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 re$uired impetus for an employee to either improve or continue to perform well. )ometimes this basic system succeeded in getting the results that were intended7 but more often than not, it failed. As a result, the traditional emphasis on reward outcomes was progressively re'ected. In the =;:>s in the #nited )tates, the potential usefulness of appraisal as tool for motivation and development was gradually recogni!ed. The general model of performance appraisal, as it is known today, began from that time. In modern times +erformance 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 eamined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skill development . In many organi!ations O 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 ma'ority of available merit pay increases, bonuses, and promotions Doel, @>>-. 3.1.3 Objectives of "erfor#ance )ppraisa& Syste#:

These are the ob'ective of +erformance Appraisal )ystem/ J Identify the importance of the performance Appraisal )ystem from the viewpoint of the supervisor and employee. J Establish performance re$uirements for various 'ob positions. The Performance A


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J )pecify the steps for completing a performance review. J 8reate the appropriate atmosphere for conducting the performance review discussion. J 8onduct the performance review discussion.

3.1.4 Principles of the Performance Appraisal System:

The +rinciples of the +erformance Appraisal )ystem are given below/ J Increase managementKs time commitment to personnel matters on an ongoing basis. J )hift performance emphasis from short"term, component specific individual goals to include long"term, team"oriented goals that are consistent with continuous improvement of the Industry as a whole. J 8ommunicate with each employee in honest, timely dialogue aimed at performance improvement. J Increase mutual involvement in goal"setting and definition of performance standards. J Improve management skills in communicating and taking responsibility for making the performance Appraisal )ystem operate effectively. J Increase employee responsibility for their career planning.

3.1. I#portance of "erfor#ance )ppraisa& Syste#:

=. eedback: This provides a structured format for the discussion of performance issues on a regular basis. @.

otivating Superior "erfor#ance:

+erformance appraisal helps to motivate people to

deliver superior performance in several ways. 9.

Setting and easuring 5oa&s:

Doal setting has consistently been demonstrated as a

management process that generates superior +erformance.

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.

0ounse&ing poor perfor#ers:

3ot everyone meets the organi!ations standards.

+erformance appraisal forces mangers to confront those whose performance is not meeting the companyKs epectations. :.

!eter#ining co#pensation changes:

+erformance appraisal provides the mechanism to

make sure that those who do better work receive more pay. <. 'ncouraging coaching and #entoring: +erformance Appraisal identifies the areas where coaching is necessary and encourages managers to take an active coaching role. *. Supporting anpo/er "&anning:

*ell"managed organi!ations regularly assess their

bench strength to make sure that they have the talent that they will need for the future. <. !eter#ining Individua& >raining and !eve&op#ent eeds:

If the performance appraisal

procedure includes a re$uirement that individual development plans be determined and discussed, individuals can then make good decisions about the skills and competencies they need to ac$uire to make a greater contribution to the company. As a result they increase their chances of promotion and lower their odds of layoff.

3.1.$ unda#enta&s of an )ppraisa& syste#:

In order to be effective, an appraisal system needs to be perceived by workers as/ J &elevant and applicable to everyday work J Acceptable and fair J A mutual collaboration between management and workers A performance appraisal system that meets these criteria is likely to have the greatest impact on workers satisfaction with the appraisal process and their motivation to improve performance.

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3.1.* !ifferent ethods of "erfor#ance )ppraisa& Syste#: Ba&anced Scorecard:

A Balanced )corecard defines what management means by

NperformanceN and measures whether management is achieving desired results. The Balanced )corecard translates Mission and ?ision )tatements into a comprehensive set of ob'ectives and performance measures that can be $uantified and appraised. 0ritica& incident #ethod:

The critical incident method for performance appraisal is a

method in which the manager writes down positive and negative performance behavior of employees throughout the performance period. ?eighted check&ist #ethod:

This method describe a performance appraisal method where

rater familiari!e with the 'obs being evaluated, prepares a large list of descriptive statements about effective and ineffective behavior on 'obs. "aired co#parison ana&ysis:

+aired comparison analysis is a good way of weighing up the

relative importance of options. A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option. 5raphic rating sca&es:

The &ating )cale is a form on which the manager simply checks off

the employees level of performance. This is the oldest and most widely used method for performance appraisal. 'ssay 'va&uation #ethod:

This method asks managersF supervisors to describe strengths

and weaknesses of an employees behavior. Essay evaluation is a non"$uantitative techni$ue. This method is usually used with the graphic rating scale method. Behaviora&&y anchored rating sca&es:

This method used to describe a performance rating

that focused on specific behaviors or sets indicators defining effective or ineffective performance. It is a combination of the rating scale and critical incident techni$ues of employee performance evaluation. "erfor#ance ranking #ethod:

&anking is a performance appraisal method that is used to

evaluate employee performance from best to worst. Manager will compare an employee to another employee, rather than comparing each one to a standard measurement.

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anage#ent by Objectives @BOA #ethod:

MB0 is a process in which managersF

employers set ob'ectives for the employee, periodically evaluate the performance, and reward according to the result. MB0 focuses attention on what must be accomplished goals- rather than how it is to be accomplished methods-. 3$, degree perfor#ance appraisa&:

9<> 1egree eedback is a system or process in which

employees receive confidential, anonymous feedback from the people who work around them supervisors, peers and subordinates. orced ranking @forced distributionA:

orced ranking is a method of performance appraisal

to rank employee but in order of forced distribution. or eample, the distribution re$uested with => or @> percent in the top category, C> or > percent in the middle, and => percent in the bottom.

3.1.< Benefits of "erfor#ance )ppraisa&s:

+erformance appraisals can be used to/ J Make employment decisions such as determining pay and promotions. J Identify professional development needs. J Identify factors in the work environment that help or hinder performance effectiveness. 3.1.*.1 otivation and Satisfaction:

+erformance appraisal can have a profound effect on levels of employee motivation and satisfaction " for better as well as for worse. +erformance appraisal provides employees with

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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 eistence of an appraisal program indicates to an employee that the organi!ation is genuinely interested in their individual performance and development 1ewakar, @>>-. This alone can have a positive influence on the individualKs 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 organi!ations might be greatly reduced if more attention were paid to it. &egular performance appraisal, at least, is a good start. 3.1.*.2 >raining and !eve&op#ent:

+erformance appraisal offers an ecellent opportunity " perhaps the best that will ever occur " for a supervisor and subordinate to recogni!e and agree upon individual training and development needs. 1uring the discussion of an employeeKs work performance, the presence or absence of work skills can become very obvious " even to those who habitually re'ect the idea of training for them +erformance appraisal can make the need for training more pressing and relevant by linking it clearly to performance outcomes and future career aspirations. rom the point of view of the organi!ation as a whole, consolidated appraisal data can form a picture of the overall demand for training. This data may be analy!ed by variable such as se, department, etc. In this respect, performance appraisal can provide a regular and efficient training needs audit for the entire organi!ation. 3.1.*.3 %ecruit#ent and Induction:

Appraisal data can be used to monitor the success of the organi!ationKs recruitment and induction practices. or eample, how well are the employees performing who were hired in the past two yearsP 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 $uality of the workforce is improving, staying steady, or declining.

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3.1.*.4 '#p&oyee 'va&uation:

Though often understated or even denied, evaluation is a legitimate and ma'or ob'ective of performance appraisal. But the need to evaluate i.e., to 'udge- is also an ongoing source of tension, since evaluation and development priorities appear to fre$uently clash. Let at its most basic level, performance appraisal is the process of eamining and evaluating the performance of an individual Doel, @>>-. Though organi!ations have a clear right " some would say a duty " to conduct such evaluations of performance, many still recoil from the idea. To them the eplicit process of 'udgment can be dehumani!ing and demorali!ing and a source of aniety and distress to employees. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time7 it must be one or the other. But there may be an acceptable middle ground, where the need to evaluate employees ob'ectively, and the need to encourage and develop them, can be balanced.

3.2 >he perfor#ance )ppraisa& Syste# of Bang&adesh )bashan +td.: 3.2.1>he "erfor#ance )ppraisa& Syste# of B)+:

Bangladesh Abashan %td. follows the performance Appraisal system strictly. They evaluate their employees on the basis of their performance. Mainly they evaluate what the employees are given target and what they have achieved. Bangladesh Abashan %td. evaluated their employees because they want to know/ J *hat actually their employees are doing, J *hether they are fulfilling their duties and responsibilities or not, J *hether they have achieved their target or not, J To motivate the employees and make them more effective at work,

The Performance A


2

J To give the employees rewards, promotion, increment. (ere in this company mainly followed @ types of +erformance Management )ystem. They are/ =. Employee +erformance Evaluation" Learly 1one 0nce in a Lear@. Employee Ecellence +erformance" 2uarterly 1one  times in a year3.2.2 "o&icy for '#p&oyee "erfor#ance 'va&uation @ear&yA

The policies for employee performance evaluation Learly- are given below/ J The total evaluation was under =>> marks. or )elf Evaluation there was ;: marks and other : marks was given by (& G Admin department. J

or part ):

According to < Evaluation actor there will be total 9> marks. or the each

factor given marks will be multiplied with the given points. J or part B: (ere were total <: marks. Marketing G )ales 1epartment will only give marks according to the given criteria. 0ther 1epartment will give marks according to the departmental 'ob description. (ere have to write given target and the achievement. or the each factor given marks will be multiply with the given points. J or +art 8 or )elf Evaluation- and calculated the total marks out of ;: by the employee. In )upervisors Evaluation for +art 8 there will be only : marks which will be given by (& G Admin 1epartment and in final part total marks will be calculated out of =>> by (& G Admin 1epartment. J According to final rate the employee will get reward or punishment according to hisFher performance. or : +oints ;>"=>>-/  Increments Q +romotion QIncentives, or  +oints >" ;-/ 9 Increments Q +romotion, or 9 +oints C>"C;-/ @ Increments, or @ +oints :="<;-/ Deneral Increment, or = +oint :> or below :>-/ 3o Increment will be given. J (ere, for giving the promotion, employee have to work at least @ years within the organi!ation neither cannot get the promotion, only get the increment and incentives. 3.2.3 "o&icy for '#p&oyee '7ce&&ence "erfor#ance )/ard @uarter&yA

The +olicy for employee Ecellence +erformance Award 2uarterly-

The Performance A


2

J Employee Ecellence performance will be evaluated after every 9 months for the period of last 9 months. That means from 6anuary"March, April"6une, 6uly")eptember, and 0ctober" 1ecember. J The Evaluation orm will be given to each of 1epartment (ead 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 nominees name 6ury Board will choose the Ecellent +erformer and the decision of the 6ury Board will be final. J There will be a 6ury Board to evaluate employees performance. J (ighest @ employees will be chosen as Ecellent +erformer. J &eward will be given within C days after completed the evaluation. or the period of month 6anuary O March, reward and certificate will be given within Cth April. J After the performance evaluation respective person will be get Tk. :,>>> G a 8ertificate as a reward. J +erformance 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 Ecellent +erformer. J Manager and above officers will not be evaluated under this evaluation system. J This +erformance Evaluation will effect on the Employees Learly +erformance Evaluation.

3.2.4 >he %ating "oints in "erfor#ance )ppraisa& of B)+:

+erformance )tandard is/ • • • • •

Ecellent .:":.> ?ery Dood 9.:".:Dood @.:"9.:Average =.:"@.:Below average=.>"=.:-

3.2.4 B)+ o&&o/ the >er# for "erfor#ance )ppraisa&:

EcellentR ;="=>>, ?ery DoodR C=";>, DoodR :="C>, AverageR 9=":> and Below AverageR >"9> The Performance A


2

8onsider on the 6ob +erformance and the results delivered by employee 6udge 2uantity and 2uality- " anyone of the following/ % The )trongest all around performer, Eceptionally Eceeded targetsF given what plan for

above epectation. % A )tronger all performer, &easonably Eceeded or targetF given work plan above

epectation. % A )trong performer Met targetsF given work plan satisfactorily within epectation. % A &easonable performer, 8losely Met targetF given work plan, but not fully satisfactory. % +erformance standard is *ell Below, targetsF given work plan, needs serious tanning and

serious efforts to improve.

Those who are rated in Ecellent, ?ery Dood, Dood, Average and Below Average are eligible for incentive bonus or promotion.

3.2. >he "erfor#ance 5rade in Bang&adesh )bashan +td. !efinition perfor#ance

of grades

different 

@iveA

Standard

of %ating

"erfor#anceC!efinition

"erfor#ance 0ategories '7ceptiona&&y e7ceeded

performance



ES8E%%E3T ES-

)tandard F Targets F Diven *ork +lan



=>> QQ A8(IE?E&

far above epectation %easonab&y

e7ceeded

performance



?E&L D001 ?D-

)tandard F Targets F Diven *ork +lan



=>> Q A8(IE?E&

above epectation. et



D001 D-

The Performance A

performance standard Ftargets

Fgiven work plan satisfactorily within


2



TA&DET A8(IE?E&

epectations. 0&ose&y et

 

performance )tandard

A?E&ADE A?D-

FTargets FDiven *ork +lan, but not

3EA&%L TA&DET A8(IE?E&

fully satisfactory "erfor#ance far be&o/

the )tandard



BE%0* A?E&ADE BA?D-

epectation F Targets F Diven *ork +lan



+00&

O A poor performer.

Table/ +erformance Drade in BA%

3.2.$ "erfor#ance %evie/ and %e/ard "o&icy of B)+:

J The purpose of the +erformance Appraisal is to be evaluated the staff members performance during the review period in relation to hisFher work. J At the end of every completed year from the date of hisFher 'oining, the management will do a review on the performance of the concerned employee. J 0n the basis of overall performance of the concerned employee increment and or promotion may be considered. J Every management staff member shall have access to hisFher +erformance Appraisal sheet in order to give himFher opportunity to know hisFher weakness, so that heFshe can correct himself F herself and or comment on the appraisal paper. J Every management staff member is encouraged to share, in the review process by adding written comments on the evaluation form. The management staff members are also encouraged to/ 

In$uire about his or her performance from time to time.

The Performance A


2



Accept additional responsibilities and show initiative



&eview opportunities for advancement within the department of 'ob classification



Ask for assistance in developing a goal"oriented path for advancement within the department or 8ompany.

J &ecommendation for increment and For promotion shall be recommended by the line authority based on performance evaluation and shall be recorded on the +erformance Appraisal orm. J The 1irectors concerned shall approve all increment, upgrading and promotions.

)nnua& Incre#ent:

J 3ormal annual increment will be awarded once a year to the employee who has completed one years service based on annual performance appraisal done by the authority salary increments are intended to recogni!e superior performance and are therefore, not automatic. J Annual Increment will become due every year sub'ect to satisfactory performance- from the date of 'oining which will be given after review of performance of the employees. J Increments are usually = step in eceptional cases more than one"step increments may be recommended depending on performance sub'ect to approval of the Board of 1irectors. J 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 employees performance following the letter. J (owever increment will be given depend on company financial position

"ro#otion:

The paramount criterion to be observed in considering recommendations for promotion is comparative merit. In assessing merit, demonstrated performance is the principal consideration. +erformance is understood as the manner in which a )taff Member fulfills 'ob duties and responsibilities over the period since the last appraisal and F or promotion. In addition overall performance should be evaluated. The key elements in performance are those reflected in the performance appraisal review. The Performance A


2

+romotion is the advancement of an employee to the net higher step in the same grade F category of from one category to another category. J +romotion may only be given to an employee if his responsibilities are enhanced. Additional tasks do not necessarily increase ones responsibility levelJ A staff member may be considered eligible for promotion to net higher position depending on hisFher $uality of performance and sub'ect to availability of the position at the higher grade F category. J +romotion will normally not eceed one grade at a time. (owever, in eceptional cases more than one grade promotion may be considered if approved by the management. J )incerity honesty dedication and integrity of the staff member must be considered for promotion. J +romotion may be considered for deserving candidates as per following criteria/ A. Management )taff 8ategory Drade = to - At least 9 three- continuous years of satisfactory service in the same position. B. Deneral )taff 8ategory Drade : to - At least : five- continuous years of satisfactory service in the same position. 8. (owever the management in eceptional cases may ignore these criteria. J Every employee is reviewed separately and compared with other employees in the same grade throughout the organi!ation. The committee reviews the entire criterion necessary to determine that all )taff Members meet the 'ob re$uirements including academic $ualification, professional $ualification, eperience, merit and seniority. J &ecommendations for promotions are then submitted to the Board of 1irectors through the Establishment )ub"8ommittee. J The Board of 1irectors reviews and approves promotion recommendations submitted by the 8ommittee.

3.2.* "ro#otion fro# 5enera& Staff to anage#ent Staff 0ategory in B)+: •

Deneral )ervice 8ategory employees who meet the 'ob re$uirements and clearly demonstrate potential to advance to the M) category may be considered for promotion to management staff category provided7

The Performance A


2



They have graduated from any recogni!ed #niversity7



They have ac$uired additional diploma F articled ship F special training in the relevant field of work7



They have at least : years of relevant eperience in 8ompany or in any other organi!ation of similar nature of international repute.

•

Besides, following points shall be taken into consideration for conversion from D) to M) category/ 

8onsistently ecellent performance



Already doing professional or semiO professional work.

3.2.< Specia& "ro#otion in Bang&adesh )bashan +td.

•

)pecial promotion may be given to a deserving employee for hisFher outstanding performance, devotion to duties, initiative and drive in the discharge of duties regardless of seniority and rank, if so approved by the Appraisal 8ommittee as per clause @.

•

3o staff member shall be considered for special promotion unless there is specific evidence of/ 

Eceptional achievement in hisFher work7



8onsistently outstanding level of performance7 and



8areer potential as well as undisputed ability to undertake greater responsibility.

The Performance A


2

4., )bout y perfor#ance at Bang&adesh )bashan +td.

I have 'oined as part time staff on 3ovember >:, @>= at Bangladesh Abashan %td. = st day I had met with colleagues and Managing 1irectors. 0ne brief has been given me more information of Bangladesh Abashan %td. as like as real estate sectors of Bangladesh, (uman &esource department activities and introduced with different pro'ects at different locations which is really helpful to get some idea about a new place. I have worked under my general manager Mr aman of Bangladesh Abashan %td. I have learned many things from my practical workplace and some work also done by me with the instruction of my coordinator. 4.1 )ctivities:

I was introduced to the 'obs of a (uman &esource personnel, as well as a management staff of Bangladesh Abashan %td., there were different types of works I was made ac$uainted with some were regular others were periodical as outstanding activities. I had assigned to the following 'obs regularly. Those were" Employees &ecruiting and )election

The Performance A


2

)taffs performance 0bservation Annual +erformance &eviews 8ounseling with poor +erformers Motivating employees for )uperior +erformance 0bserve the employees behavior Encouraging employees for 8oaching (andling the customers +roblems Make a )taffs training +anel 1aily &eport +resentation Investigation of 8omplaints

4.1.1 )chieve#ent of !uty:

I had opportunity to do the work on achievement of my duty. I worked along with several human resource terms and different terms of performance appraisal procedure of Bangladesh Abashan %td. I also manage the office activities and support the customers in office. 4.1.2 >raining visit at "rojects:

I had to visit different pro'ects in different location in 1haka 8ity for observing the performance of the site employees. I have learned how to motivate employees to increase the work level. I have also learned how to make employees satisfied. 4.1.3 "articipated eeting through !ifferent !epart#ents:

inance 1epartment, +rocurement 1epartment, )ales and )upply 1epartment, Technical 1epartment is separately organi!ed their meeting and used to attain there on behalf of Bangladesh Abashan %td. present performance and future plans. Every departments held discussion about increase the work level and give the better service to the customers. 4.1.4 I> progra#:

The Performance A


2

Bangladesh Abashan %td. organi!e 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 'oined such an effective and needful program.

4.1. %esearch on Bang&adesh )bashan +td.:

&ecently Bangladesh Abashan %td. is become over competitive real estate sector in Bangladesh. Bangladesh Abashan %td. has a good brand image in Bangladesh in the real estate sector. Bangladesh. Bangladesh Abashan %td. is one of the leading apartments providers in Bangladesh. Bangladesh Abashan %td. trying to etend their business by providing apartments at reasonable price to customers, strong motivation of employees and dynamic performance at real estate sector. By developing the performance appraisal system, Bangladesh Abashan %td. can go ahead take the potential and skills employees. or this report, I have conducted a $uestionnaire survey to analy!e the actual condition of the performance appraisal system and to find out the deviation between the practical work eperience and the theory. 4.1.$ )cade#ic +earning and Ski&& !eve&op#ent:

)urvey 2uestionnaire is very much essential for any types of research. 2uestions are designed and asked to respondents in order to etract specific information. It serves two basic purposes/ to I- collect the appropriate data ii- make data comparable to analysis. or preparing this report a $uestionnaire was prepared and interviewed 9> employees of Bangladesh Abashan %td.

4.2 "rob&e# State#ent:

My pro'ect part consists in (uman &esource 1ivision of Bangladesh Abashan %td. I have chosen it because of its corporate campaign issues, performance appraisal techni$ues, employees evaluation, performance review and reward policy, annual increment, promotion , training and development thats why I ,choose it. "roject ti#e &ine:

The Performance A


3

This study has re$uired ;> days. The following table shows the time re$uirement in each step of the study. S+. o

'vent

1ays

,1

2uestionnaire preparation

=C days

,2

1ata collection

@@ days

,3

1ata processing

== days

,4

1ata analysis

>C days

,

&eport witting

=9 days

,$

+resentation Total duration Table/ +ro'ect Time %ine

=> days ;> days

Budget fra#e: S+. o 1 2 3 4  $

"articu&ars

2uestionnaire design G pre"test ield *ork 1ata preparation 1ata analysis &eport writing +reparation of final report T0TA% Table/ Budget frame

The Performance A

0ost

@,=>>.>> =,=>>.>> =,>>>.>> 9,>>>.>> <>>.>> @,>>>.>> ;>>.>>


3

., -ypothesis deve&op#ent:

or fulfilling the ob'ectives some related hypothesis have been constructed for this study/ 1. -): >he criteria of perfor#ance appraisa& syste# of B)+ are accurate. 2. -): It is difficu&t to understand perfor#ance appraisa& for so#e e#p&oyees. 3. -): >he resu&t eva&uation of perfor#ance appraisa& of B)+ is re&iab&e and va&id. 4. -): "erfor#ance )ppraisa& he&ps #anage#ent to identify potentia&ity of e#p&oyees. . -): '#p&oyees take part in for#u&ation of perfor#ance appraisa& of B)+. $. -): >he perfor#ance standards are c&ear&y e7p&ained to e#p&oyees of B)+.

.1 -ypothesis >esting: actors

-1

-2

-3

-4

-

-$

:R )trongly Agree

=9

=

=>



=@



RAgree

=@

==

=>

=>



=

9R3either Agree

:



<

C

<

9

@R 1isagree

9

9

:

:



:

=R )trongly 1isagree

@

9



:

:

:

F3or 1isagree

The Performance A


3

Total

=9<

=9:

=@@

==<

=@9

=@>

Average S-

9.

9.<

9.

9.9=

9.:=

9.9

)tandard 1eviation )-

=.;C

=.;<

=.<

=.@

=.C

=.:

"Test value

.=

.=@

9.=<

@.<=

9.@<

9.>>

Table/ (ypothesis Testing

-ypothesis 1 1. -o: >he criteria of perfor#ance appraisa& syste# of B)+ are not accurate. -): >he criteria of perfor#ance appraisa& syste# of B)+ are accurate.

(0/ U R @.: (A/ U V @.: n R 9: (ere SR 9. sR =.;C  calR SO U-F sFWn- R .= At : level of significance, follows  distribution  >.>:R =.<:. )ince  calV tab, the null hypothesis is not accepted. )o at : level of significance, it can be said that the criteria of performance appraisal of BA% are accurate.

The Performance A


3

reDuenc actors

y

)trongl

=9

y Agree Agree

=@

3eutral

:

1isagre

9

e )trongl

@

y 1isagre e >ota&

3

igure/ &espondents views towards the criteria of performance appraisal system of BA% are accurate. rom this study it is revealed that 9C respondents are strongly agree, 9 respondents are agree on the criteria of performance appraisal system of BA% are accurate.

-ypothesis 2 2. -o: It is not difficu&t to understand perfor#ance )ppraisa& Syste# for so#e e#p&oyees. -): It is difficu&t to understand perfor#ance )ppraisa& Syste# for so#e e#p&oyees.

(0/ U R @.: (A/ U V @.: n R 9: (ere SR 9.< s R =.;<  calR SO U-F sFWn- R .=@

The Performance A


3

At : level of significance, follows  distribution  >.>:R =.<:. )ince  calV tab, the null hypothesis is not accepted. )o at : level of significance, it can be said that it is difficult to understand performance Appraisal )ystem for some employees.

actors

reDuency

)trongly

=

Agree Agree

==

3eutral



1isagree

9

)trongly

9

1isagree >ota&

3

igure/ &espondents view towards It is difficult to understand performance Appraisal )ystem for some employees.

The Performance A


3

rom this study it is revealed that > respondents are strongly agree, 9= respondents are agree on it is difficult to understand performance Appraisal )ystem for some employees.

-ypothesis 3 3. -o: >he resu&t eva&uation of perfor#ance appraisa& of B)+ is not re&iab&e and va&id. -): >he resu&t eva&uation of perfor#ance appraisa& of B)+ is re&iab&e and va&id.

(0/ U R @.: (A/ U V @.: 3 R 9: (ere SR 9. X R=.<  calR SO U-F XFWn- R 9.=< At : level of significance, follows  distribution  >.>:R =.<:. )ince  calV tab, the null hypothesis is not accepted. )o at : level of significance, it can be said that result evaluation of performance appraisal of BA% is reliable and valid.

The Performance A


3

actors

reDuency

)trongly

=>

Agree Agree

=>

3eutral

<

1isagree

:

)trongly



1isagree >ota&

3

igure/ &espondents view towards the result evaluation of performance appraisal of BA% is reliable and valid. rom this study it is revealed that @; respondents are strongly agree, @; respondents are agree on evaluation of performance appraisal of BA% is reliable and valid.

-ypothesis 4 The Performance A


3

4. -o: "erfor#ance )ppraisa& does not he&p #anage#ent to identify potentia&ity of e#p&oyees. -): "erfor#ance )ppraisa& he&p #anage#ent to identify potentia&ity of e#p&oyees.

(0/ U R @.: (A/ U V @.: n R 9: (ere SR 9.9= s R =.@  calR SO U-F sFWn- R @.<= At : level of significance, follows  distribution  >.>:R =.<:. )ince  calV tab, the null hypothesis is not accepted. )o at : level of significance, it can be said that +erformance Appraisal helps management to identify potentiality of employees.

The Performance A


3

reDuenc actors

y

)trongly



Agree Agree

=>

3eutral

C

1isagree

:

)trongly

:

1isagree >ota&

3

igure/ &espondents view +erformance Appraisal helps management to identify potentiality of employees. rom this study it is revealed that @9 respondents are strongly agree, @; respondents are agree on +erformance Appraisal helps management to identify potentiality of employees. -ypothesis  . -o: '#p&oyees does not take part in for#u&ation of perfor#ance appraisa& of B)+.

The Performance A


3

-): '#p&oyees take part in for#u&ation of perfor#ance appraisa& of B)+.

(0/ U R @.: (A/ U V @.: n R 9: (ere SR 9.:= s R =.C  calR SO U-F sFWn- R 9.@< At : level of significance, follows  distribution  >.>:R =.<:. )ince  cal

, the null

Y  tab

hypothesis is accepted. )o at : level of significance, it can be Employees take part in formulation of performance appraisal of BA%. .

The Performance A


4

actors

reDuency

)trongly

=@

Agree Agree



3eutral

<

1isagree



)trongly

:

1isagree >ota&

3

igure/ &espondents view towards employees take part in formulation of performance appraisal of BA%. rom this study it is revealed that 9 respondents are agree, another @9 respondents are strongly disagree on employees take part in formulation of performance appraisal of BA%.

-ypothesis $ $. -o: >he perfor#ance standard does not c&ear&y e7p&ain to e#p&oyees in B)+. -): >he perfor#ance standards are c&ear&y e7p&ained to e#p&oyees in B)+.

The Performance A


4

(0/ U R @.: (A/ U V @.: n R 9: (ere SR9.9 s R =.:  calR SO U-F sFWn- R 9.>> At : level of significance, follows  distribution  >.>:R =.<:. )ince  calV tab, the null hypothesis is not accepted. )o at : level of significance, it can be said that performance standards are clearly eplained to employees in BA%.

The Performance A


4

Frequen Factors

cy

Strongly

"

Agree Agree

14

&e'tral

3

(isagre

5

e Strongly

5

(isagre e Total

35

igure/ &espondents view towards performance standards are clearly eplained to employees in BA%.

The Performance A


4

rom this study it is revealed that @9 respondents are strongly agree, > respondents are agree on performance standards are clearly eplained to employees in BA%.

.2 ajor indings of )na&ysis:

After my own work eperiences as well as discussion with honorable officers I have found in my study that there are several important problems that need to focus on for better performance appraisal procedures of Bangladesh Abashan %td.The findings of my study are" The +erformance Appraisal )ystem criteria are well communicated with all



stakeholders related with +A). %ack of knowledge about +erformance Appraisal )ystem for lower level employees,



difficult in some times. At present, the result evaluation of +erformance appraisal is reliable and valid in



BA%. 

+erformance Appraisal +rocedure actually help management to identify potential

employees for future. 

8urrent employees are not very much interested to take part in formulation

performance of BA%. 

or practicing a good performance appraisal procedure BA% clearly eplained to

employees.

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.3 %eco##endations for B)+:

As I have gone through all the area under (uman &esources Management (&Mdepartment. I have come up with some points, which can improve the efficiency as well as $uality of the work BA%. Though the real estate sector was found as a productive concern, the study reveals that the real estate could do much more if it was handled more efficiently.. (owever, some steps may be taken to improve the efficiency and to increase the performance of the Bangladesh Abashan %td. in future which is given below /

•

Appraising method should be unbiased and real performer should be appreciated

based on his or her performance evaluation. •

3ew performance appraisal such as 9<> degree should be introduced and solved

difficulty for some employees. •

Evaluation result should be disclosed to all the employees.

•

The aims and 0b'ectives of performance appraisal need to be well communicated

from top level to bottom level management to identify potential employees. •

An unbiased and clear appraising method should practice so that only actual

performer could be rewarded. •

A well and friendly corporate atmosphere should create among (&1 and various

department of the organi!ation so that confliction and compleity about appraising procedure could be reduced and minimi!ed.

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0onc&usion

Most of the local industries in Bangladesh dont have practice the performance appraisal system. In Bangladesh, 0rgani!ations should established (uman &esource(&- department which will work on different (& related issues like Z1evelopment of (& policies, Z1evelopment of (& +lanning, Z1evelopment of 'ob description G )pecification, ZTraining G development, etc should ensure the proper implementation of the policiesFsystems. (& has a key role in bringing strategy to life. rom this discussion it can be easily understood that Bangladesh Abashan %td. is one of the growing real estate 8ompany 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 4Biggest5 developer company of Bangladesh. Mainly the valuable resource for any organi!ation is their knowledge based efficient workers. The organi!ation should be more careful on this issue to ensure the $uality and ethics. )o we can easily find out the (uman resource practices, recruitment and selection processes, employee satisfaction and relations, performance Appraisal method at Bangladesh Abashan %td. is developed and effective. There are many benefits to implementing a regular and systematic performance appraisal system within an organi!ation. 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. +erformance appraisals can be a powerful tool for increasing motivation and improving work practice if conducted in a constructive, open and supportive manner. inally if the Bangladesh Abashan %td. control their epense by (uman &esource Management (&M- and take proper steps to overcome their little limitations, they will become a first rows real estate sector of Bangladesh.

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%eferences

J Epstein, Marc, and 6ean"ran[ois Man!oni. NImplementing 8orporate )trategy/ rom Tableau de Board to Balanced )corecards.N European Management 6ournal, April =;;, pp. =;>"@>9 J N(arvard Business &eview Balanced )corecard &eport.N (arvard Business &eview, @>>@ to present bimonthlyJ Haplan, &obert )., and 1avid +. 3orton. 4Measuring the )trategic &eadiness of Intangible Assets.5 (arvard Business &eview, ebruary @>>, pp. :@"<9. J Haplan, &obert )., and 1avid +. 3orton. )trategy Maps/ 8onverting Intangible Assets into Tangible 0utcomes. (arvard Business )chool +ress, @>> J Haplan, &obert )., and 1avid +. 3orton. N#sing the Balanced )corecard as a )trategic Management )ystem.N (arvard Business &eview, 6anuaryFebruary =;;<, pp. C:":. J 3iven, +aul. Balanced )corecard )tep"by")tep/ Maimi!ing +erformance and Maintaining &esults. 6ohn *iley G )ons, @>>@ J Haplan, &obert )., and 1avid +. 3orton. The )trategy"ocused 0rgani!ation/ (ow Balanced )corecard 8ompanies Thrive in the 3ew Business Environment. (arvard Business )chool +ress, @>>> J (& Manual of Bangladesh Abashan %td. J (& Manual of Bangladesh Abashan %td. &eport J Mello, 6effry A., @>><. (uman &esource Management, )econd Edition. J Turner, +aul, @>>@. (& orecasting G +lanning. J Mc Millan, 6. 1., and (. *. 1oyel =;>-. +erformance Appraisal/ Match the Tool to the Task, +ersonnel, :C -. •

http/FFwww.arabhrm.comFmodulesFnewsFarticle.phpP

J isher, Martin, =;;C, +erformance Appraisals. J http/FFen.wikipedia.orgFwikiF+erformance\appraisal J http/FFwww.cipd.co.ukFhr"topicsFperformance"management.asp J http/FFwww.bangladesh abashan.com.bd J http/FFwww.marketwatch.com

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An Internship Report on: “The Performance Appraisal System of BANGLADESH ABASHAN LTD

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