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Internship Report On The Performance Appraisal System of BANGLADESH ABASHAN LTD
Internship Report On The Performance Appraisal System of BANGLADESH ABASHAN LTD
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.
I worked as an Intern in Bangladesh Abashan Ltd. After completing internship I have to make
a Report. These reports cover housing crises and meet the solution. This report gives a
narrative overview of the accommodation system in Bangladesh. This report does explain the
nature and objective of the solution of accommodation system in Bangladesh.
However, 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.
There are some confidential things in performance appraisal system. So the scopes are
limited. The first scope of this report is to have practical experience about how HRM is work
to motivate their employee in Bangladesh Abashan Ltd. It has the scope to cover different
aspects of Human Resource Management, which include learn about performance appraisal
system, reward, training and development. I discuss only one organization throughout this
Major 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:
This is a “Descriptive Type of Research”, which briefly reveals the overall activities of
Bangladesh Abashan Ltd. and also analyzes 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 Executives of BAL. Mainly I discussed with them
verbally. I collected information from them and the annual report, journals, brochures,
manuals and several books on Housing to prepare this report. Some of the information’s are
collected from REHABS Journals, articles; workshop and others are collected from the books
as well as the information provided by the competitive real estate Company.
Population:
In my research I have focused only the project staffs of Bangladesh Abashan Ltd. and walk in
customers. So my target population was only the project staffs (construction area) in
Bangladesh Abashan Ltd.
Sampling Elements:
The sampling element was the staffs of different areas in Bangladesh Abashan Ltd.
Sampling Procedure:
The sampling procedure was used for data collection as probability judgment.
Sample Size:
The sample size was 35 respondents.
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.
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.
Statistics show that Bangladesh will need to construct approximately 4 million new houses
annually over the next twenty years to meet the future demand of housing. Estimates for
annual requirements for housing in urban areas vary from 0.3 to 0.55 million units. The share
of urban population in Asia is 39 percent at present and is projected to be 45 percent by 2015.
In Bangladesh, 25 percent of the population (some 35 million people) now lives in urban
areas; this proportion will be 34 percent (75 million) by 2015. Dhaka with a total population
of more than 10 million is now the 22nd largest city in the world. While comparing the
Bangladesh Abashan Ltd. has come into being in 2007 with a pledge to fulfill the housing
need of this populous city of Dhaka. The first Residential Project named “Crystal Dream”
comprising 22 Apartments in twelve storied building was successfully completed and handed
over to the honorable clients with their entire satisfaction. Since then, the company continued
its advancement in development works and expanded the projects in all prime locations like
Uttara, Gulshan, Banani, Niketon, Eskaton, Paltan, Shantinagar, Moghbazar, Dhanmondi,
Laxmibazar, Wari, Mohakhali etc. Both Residential and Commercial Projects were
undertaken and completed successfully and handed over accordingly and the company is in
force with numbers of ongoing projects. The company is operating its business in its own
high rise Corporate Office at Rajlaxmi Complex, Uttara C/A, Dhaka. The prestigious
residential building like Haj Tower at near Airport,Uttara,Bangla Golden Age at Gulshan
Avenue and well decorated and magnificent residential building with panoramic views at
Gulshan, Dhanmondi and other prime locations of the Dhaka City earned name and fame for
the company. Bangladesh Abashan believes in the concept of extending 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 project for the low
income group at Bhuighar, Narayangonj. Twenty-eight residential buildings along with a
market are being completed over there.
Number of Employee 62
To be the leading Real Estate Organization in Bangladesh within next 10 years with
continuous dedication to quality and total customer satisfaction
To carry on the business of Real Estate being builders, constructors; buying & developing
lands; consultants: engineering, technical; building apartments and flats as constructors and
developers for selling.
To carry on the business of Real Estate by acquiring land and constructing modern
house, apartments, shopping plazas, commercial buildings and selling or leasing or
renting out the same.
To carry on the business of all kinds of Housing and Land and such Consulting,
Architecture, Construction, Engineering supervision, Engineering in Civil, Electrical,
Mechanical, Land Reclamation and all other branches of housing.
Managing
Director
Sales and
Finance Procurement Technical
Supply
Department Department Department
Department
Drawing &
Design
Land Civil
Development Construction
Bangladesh Abashan Ltd. believes in the concept of extending 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 Ltd. has undertaken a satellite township project for the
low income group at Bhuighar, Narayangonj. 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 project after booking and availing Bank Loan facility and
thereby the scope of making repayment of bank loan with the amount of House Rent is nearly
possible. This opportunity will make the dream true of becoming the apartment owner in case
of those categories of clients.
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,
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.
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:
• Organizational objectives
• Day-to-day performance
• Professional development
The history of performance appraisal is quite brief. Its roots in the early 20th century can be
traced to Taylor's 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 Second World War - not more than
60 years ago. Yet 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 world's second oldest
profession!
The eminent management expert, McGregor defined the performance appraisal system as
“the formal performance appraisal plans are designed primarily to meet the organizational
needs and to provide systematic judgments.
Appraisal also tells the employees as to how they are doing and about the required changes in
their behavior, attitudes, skills or job 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.
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.
• Identify the importance of the performance Appraisal System from the viewpoint of the
supervisor and employee.
• Create the appropriate atmosphere for conducting the performance review discussion.
• Improve management skills in communicating and taking responsibility for making the
performance Appraisal System operate effectively.
1. Feedback: This provides a structured format for the discussion of performance issues on a
regular basis.
3. Setting and Measuring Goals: Goal setting has consistently been demonstrated as a
management process that generates superior Performance.
6. Encouraging coaching and mentoring: Performance Appraisal identifies the areas where
coaching is necessary and encourages managers to take an active coaching role.
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.
Critical incident method: 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.
Weighted checklist method: This method describe a performance appraisal method where
rater familiarize with the jobs being evaluated, prepares a large list of descriptive statements
about effective and ineffective behavior on jobs.
Paired comparison analysis: Paired 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.
Essay Evaluation method: This method asks managers/ supervisors to describe strengths
and weaknesses of an employee’s behavior. Essay evaluation is a non-quantitative technique.
This method is usually used with the graphic rating scale method.
Behaviorally anchored rating scales: 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 techniques of
employee performance evaluation.
360 degree performance appraisal: 360 Degree Feedback is a system or process in which
employees receive confidential, anonymous feedback from the people who work around them
supervisors, peers and subordinates.
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
It is been said by some that appraisal cannot serve the needs of evaluation and development at
the same time; it must be one or the other. But there may be an acceptable middle ground,
where the need to evaluate employees objectively, and the need to encourage and develop
them, can be balanced.
Bangladesh Abashan Ltd. 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 Ltd. evaluated their
employees because they want to know:
• What actually their employees are doing,
Here in this company mainly followed 2 types of Performance Management System. They
are:
1. Employee Performance Evaluation- Yearly (Done Once in a Year)
The policies for employee performance evaluation (Yearly) are given below:
• The total evaluation was under 100 marks. For Self Evaluation there was 95 marks and
other 5 marks was given by HR & Admin department.
• For part A: According to 6 Evaluation Factor there will be total 30 marks. For the each
factor given marks will be multiplied with the given points.
• For part B: Here were total 65 marks. Marketing & Sales Department will only give marks
according to the given criteria. Other Department will give marks according to the
departmental job description. Here have to write given target and the achievement. For the
each factor given marks will be multiply with the given points.
• Here, for giving the promotion, employee have to work at least 2 years within the
organization neither cannot get the promotion, only get the increment and incentives.
3.2.3 Policy for Employee Excellence Performance Award (Quarterly)
• 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 October-
December.
• 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 nominee’s name Jury Board will
choose the Excellent Performer and the decision of the Jury Board will be final.
• 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 officer’s will not be evaluated under this evaluation system.
• This Performance Evaluation will effect on the Employee’s 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)
Excellent= 91-100, Very Good= 71-90, Good= 51-70, Average= 31-50 and Below Average=
0-30
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.
• The purpose of the Performance Appraisal is to be evaluated the staff member’s
performance during the review period in relation to his/her work.
• At the end of every completed year from the date of his/her joining, the management will do
a review on the performance of the concerned employee.
• On the basis of overall performance of the concerned employee increment and or promotion
may be considered.
• Every management staff member shall have access to his/her Performance Appraisal sheet
in order to give him/her opportunity to know his/her weakness, so that he/she can correct
himself / herself and or comment on the appraisal paper.
• 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:
• 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 year’s service based on annual performance appraisal done by the authority salary
increments are intended to recognize superior performance and are therefore, not automatic.
• 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 employee’s performance following the letter.
Promotion:
Promotion is the advancement of an employee to the next higher step in the same grade /
category of from one category to another category.
• 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.
• 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;
They have graduated from any recognized University;
They have acquired additional diploma / articled ship / special training in the relevant
field of work;
They have at least 5 years of relevant experience in Company or in any other
organization of similar nature of international repute.
Besides, following points shall be taken into consideration for conversion from GS to MS
category:
Consistently excellent performance
Already doing professional or semi– professional work.
4.1 Activities:
I was introduced to the jobs of a Human Resource personnel, as well as a management staff
of Bangladesh Abashan Ltd., there were different types of works I was made acquainted with
some were regular others were periodical as outstanding activities. I had assigned to the
following jobs regularly. Those were-
Daily Report
Presentation
Investigation of Complaints
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 Ltd. I also manage the office activities and support the customers in office.
I had to visit different projects in different location in Dhaka City 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.
4.1.4 IT program:
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.
Recently Bangladesh Abashan Ltd. is become over competitive real estate sector in
Bangladesh. Bangladesh Abashan Ltd. has a good brand image in Bangladesh in the real
estate sector. Bangladesh. Bangladesh Abashan Ltd. is one of the leading apartment’s
providers in Bangladesh. Bangladesh Abashan Ltd. trying to extend 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 Ltd. can go ahead take the potential and skills employees. For this
report, I have conducted a questionnaire survey to analyze the actual condition of the
performance appraisal system and to find out the deviation between the practical work
experience and the theory.
Survey Questionnaire is very much essential for any types of research. Questions are
designed and asked to respondents in order to extract specific information. It serves two basic
purposes: to (I) collect the appropriate data (ii) make data comparable to analysis. For
preparing this report a questionnaire was prepared and interviewed 30 employees of
Bangladesh Abashan Ltd.
My project part consists in Human Resource Division of Bangladesh Abashan Ltd. I have
chosen it because of its corporate campaign issues, performance appraisal techniques,
employees evaluation, performance review and reward policy, annual increment, promotion ,
training and development that’s why I ,choose it.
This study has required 90 days. The following table shows the time requirement in each step
of the study.
For fulfilling the objectives some related hypothesis have been constructed for this study:
1. HA: The criteria of performance appraisal system of BAL are accurate.
2. HA: It is difficult to understand performance appraisal for some employees.
3. HA: The result evaluation of performance appraisal of BAL is reliable and valid.
4. HA: Performance Appraisal helps management to identify potentiality of employees.
5. HA: Employees take part in formulation of performance appraisal of BAL.
6. HA: The performance standards are clearly explained to employees of BAL.
Factors H1 H2 H3 H4 H5 H6
5= Strongly Agree 13 14 10 8 12 8
4=Agree 12 11 10 10 8 14
3=Neither Agree 5 4 6 7 6 3
/Nor Disagree
2= Disagree 3 3 5 5 4 5
1= Strongly Disagree 2 3 4 5 5 5
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: μ = 2.5
HA: μ > 2.5
n = 35
Here X= 3.88
s= 1.97
Z cal= (X– μ)/ (s/√n) = 4.18
At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null
hypothesis is not accepted.
So at 5% level of significance, it can be said that the criteria of performance appraisal of BAL
are accurate.
Factors Frequency
Strongly
Hypothesis 1
Disagree Disagree
Strongly 13
9% 6%
Neutral Agree
14% Strongly
Agree
37% Agree 12
Agree Neutral 5
34%
Disagree 3
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.
Factors Frequency
Strongly
Disagree
Hypothesis 2
Strongly 14
Disagree 9%
9% Agree
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.
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: μ = 2.5
HA: μ > 2.5
N = 35
Here X= 3.48
σ =1.86
Z cal= (X– μ)/ (σ/√n) = 3.16
At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null
hypothesis is not accepted.
Strongly
Disagree
11%
Hypothesis 3 Factors Frequency
Strongly
Disagree Agree Strongly 10
14% 29%
Agree
Agree 10
Neutral
17% Neutral 6
Strongly Agree Agree Neutral Agree
29%
Disagree Strongly Disagree
Disagree 5
From this study it is revealed that 29% respondents are strongly Total 35
agree, 29% respondents are agree on evaluation of performance
appraisal of BAL is reliable and valid.
Strongly
Factors Frequency
Disagree Hypothesis 4
14% Strongly 8
Strongly
Disagree Agree Agree
14% 23%
Agree
29% Agree 10
Neutral
Neutral 7
20%
Strongly Agree Agree Neutral Disagree Strongly Disagree
Disagree 5
Total 35
From this study it is revealed that 23% respondents are
strongly agree, 29% respondents are agree on Performance Appraisal helps management to
identify potentiality of employees.
Hypothesis 5
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here X= 3.51
s = 1.87
Z cal= (X– μ)/ (s/√n) = 3.26
At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal < Z tab, the null
hypothesis is accepted.
.
Disagree
12% Strongly Hypothesis 5 Factors Frequency
Disagree Strongly
14% Agree Strongly 12
34%
Agree
Agree 8
Neutral
17%
Neutral 6
Strongly Agree Agree Neutral
Agree
Disagree Strongly Disagree
23% Disagree 4
Total 35
From this study it is revealed that 34% respondents are agree,
another 23% respondents are strongly disagree on employees take part in formulation of
performance appraisal of BAL.
Hypothesis 6
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here X=3.43
s = 1.85
Z cal= (X– μ)/ (s/√n) = 3.00
At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null
hypothesis is not accepted.
So at 5% level of significance, it can be said that performance standards are clearly explained
to employees in BAL.
Factors Frequency
Strongly
Disagree Hypothesis 6 Strongly 8
14%
Strongly Agree
Agree
Disagree 23%
14% Agree 14
Neutral 3
Agree
Neutral 40%
9%
Disagree 5
Strongly Agree Agree Neutral
Disagree Strongly Disagree Strongly 5
Disagree
Total 35
Figure: Respondents’ view towards performance standards are
clearly explained to employees in BAL.
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
stakeholders related with PAS.
Lack of knowledge about Performance Appraisal System for lower level
employees, difficult in some times.
At present, the result evaluation of Performance appraisal is reliable and valid
in BAL.
Performance Appraisal Procedure actually help management to identify
potential employees for future.
Current employees are not very much interested to take part in formulation
performance of BAL.
For practicing a good performance appraisal procedure BAL clearly explained
to employees.
Conclusion
References
• 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