Inte

I rnsh
hip Rep
R ort

BU
US 4000

Sub
bmitted To:
T Farh
hana Nuur Malik
Lecturer
Brac Businesss Schooll
BRAAC Univversity

Su d By: Isrrat Jahan

ubmitted n Sonia
I
ID: 07104095

Date of Submissiion: Decem

mber 13, 2011
Performance Management System
Of -
Bangla CAT
 Performance Management System of 
Bangla CAT 
 

By 
 

Israt Jahan Sonia 

ID: 07104095 
 

THE REPORT IS INTENDED TO FULFILL THE PARTIAL

REQUIRMENT FOR THE DEGREE “BACHELOR OF BUSINESS
ADMINSTRATION” (BBA)

BRAC University, Bangladesh 
 Letter of Transmittal 

December 13, 2011

Farhana Nur Malik

Lecturer
Brac Business School
BRAC University

Subject: Report on ‘Performance Management System of Bangla CAT’.

Dear Madam,

It is a great pleasure for me to submit my internship report on ‘Performance Management

System of BanglaCAT’.
The company is the Largest Electric Power Generation (EPG) Dealer for Caterpillar in Asia
Pacific. In this particular report, I have worked on the systems that Bangle CAT is following to
evaluate its employee’s performance by HR Department.

I have prepared this report as a fulfillment of my graduation. I have learned a lot while gathering
the information to prepare this paper. I hope that it will help me in my future practical life.

While preparing this report, I have tried my level best and worked with most sincerity to gather
information and make it as structured as possible. I will be obliged, if you kindly accept this
report. I am ready to make you clear regarding any confusion or further clarification from this
research.

Sincerely yours,

-----------------------
Israt Jahan Sonia

ID: 07104095

 
i 
 Acknowledgement 

“In the name of Allah, the most merciful and beneficial”

First of all, I would like to thank almighty Allah, who gave me the ability and strength to carry
out this research paper.
Then I would like to convey my gratitude to Ms. Farhana Nur Malik, Lecturer of BRAC
Business School, BRAC University, for instructing me to do this report in a proper way.

For preparing this report I have taken help of some people who has played a vital role in the
completion of the report. With due respect and honor we would like to thank those people from
the bottom of our heart.
At Bangla CAT, I would like to thank Mr. Monir Hossain,Head of HR,who provided me full
opportunity to start internship and accumulate first hand comprehensive information’ during my
internship. I am also grateful to work under the supervision of Mr. Mamunur Rahman Khan &
other seniors who provided ever information I needed during the course of my internship.
I have interviewed some of the people in Bangla CAT about their view of performance
management systems. They have given answers of my questions and helped to solve a number of
problems. The valuable information’s provided by them has played a significant role in solving
the queries regarding the report. I am especially thankful to the HR department of BanglaCAT.
The employee of the HR department of BanglaCAT provided me a gratifying guide line in every
steps of this report. I am also very grateful to my co-workers who give me constant support and
cooperation.

I would like to thank my seniors, my family who helped me greatly to complete this paper.

(I am responsible for errors and mistakes presented in the report and a positive and
constructive criticism will always be greeted warmth).

 
ii 
 Table of Content 
Letter of Transmittal‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐     i 

Acknowledgement‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐     ii 

Table of Content‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐   iii‐vi 

Executive Summary‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ vii‐viii 

PART I
(The Organisation)
1.0 Introduction
1.1 Origin of the Report … … … … … … 02
1.2 Purpose … … … … … … … 02
1.3 Background … … … … … … … 02
1.4 Literature Review … … … … … … … 03

2.0 Company Overview of Bangla CAT

2.1 Background of Bangla CAT … … … … … 5
2.2 Business Portfolio … … … … … … 6-7
2.3 Company Logo … … … … … … … 8
2.4 Vision, Mission & Values … … … … … 9
2.5 Organogram … … … … … … … 10

PART II
(Job)
3.0 Job Responsibilities
3.1 Nature of the Job … … … … … … … 12
3.2 Specific tasks … … … … … … … 12-13
3.3 Different aspects… … … … … … … … 13
3.4 Critical observation & recommendation… … … … … 14

 
iii 
 PART III
(Project)
4.0 Summary ----------------------------------------------------------------------------------- 16
5.0 Description
5.1 Objectives
5.1.1 Objectives of studying the organization… … … 18
5.1.2 Objectives of performance appraisal … … … 18
5.2 Methodology
5.2.1
Information Need … … … … … 19
5.2.2
Sources of Data… … … … … … 19
5.2.3
Research Philosophy … … … … … 19
5.2.4
Research Approach … … … … … 19
5.2.5
Research Strategy … … … … … … 20
5.2.6
Research Method Choice … … … … … 20
5.2.7
Time Horizon… … … … … …20
5.2.8
Chart of Activities … … … … … … 20
5.2.9
Interpretation Process … … … … … 20
5.2.10
Sampling … … … … … … … 21
5.3 Limitations ------------------------------------------------------------------------ 22
5.4 SWOT Analysis ----------------------------------------------------------------- 22-23
6.0 Foundation of the project
6.1 Performance Management System … … … … 24-26
6.2 360 Degree Performance Management … … … … 26-28
6.3 Goal Setting … … … … … … … … … 28-32
6.4 The Process … … … … … … … … … 33-44
6.5 The Outcome … … … … … … … … … 45-54
6.6 Analysis and Interpretation of the Survey … … …. 55-76
6.7 Results & Discussion … … … … … … 77-79

7.0 Ending of the Report

Conclusion --------------------------------------------------------------------------------- 80

PART IV
Reference … … … … … … … … … … 82-83
APPENDIX

 
iv 
List of Figures
2.1: Chart of Activities during the Internship Period 20

2.2: Research Onion 21

6.1 Performance Management System 24

6.2 360 Degree Performance Feedback 26
6.3 Goal Setting Theory 29
6.4.1 Goals of Performance Management System of Bangla CAT 34
6.4.2 Important Factors to Consider before Starting Performance evaluation 35
6.4.3 The Pre-appraisal Checklist and Preparing for the Appraisal 36
6.4.5 The Basic Four Benefits 38
6.4.6 The Ratees of 360 Degree Feedback 40
6.4.7 Key Performance Indicators Framework 42
6.4.8 The Performance Management System of BanglaCAT 44

6.5.1 The Outcome of Performance Management System 47

6.5.2 Outcome of 360 Degree Feedback and Goal setting 49
6.5.3 Employee relationship Management 50
6.5.4 Performance Management System Influence organizational Achievement 51
6.5.5 Performance Management System Combines Vision with the Employees 52

6.6.1 Usefulness of performance appraisal system of Bangla CAT 56

6.6.2 Providing a way to judge employees properly 57
6.6.3 Fairness of the performance management system 58
6.6.4 Providing guidelines for organizational and individual improvement 59
6.6.5 The need for improving the system 60
6.6.6 Including other method along with Goal setting and 360 degree 61
6.6.7 Positive influence of the system on Bangla CAT’s goals 62
6.6.8 Sufficiency of the system to evaluate the employees 63
6.6.9 Helpful to change the employee attitude that is supportive for organization 64
6.6.10 Helpful for employees to create a better career path 65
6.6.11 Taking proper actions after the evaluation results are at hand 66
6.6.12 Sufficiency of the content of Goal setting and 360 degree to judge the employees 67
6.6.13 The system strengthen the psychological contract of the employer and employee 68
6.6.14 The system facilitates to increase employee involvement and commitment 69
6.6.15 Employees provide fair opinion while evaluating each other 70
6.6.16 The system influences the promotional and salary related aspects 71
6.6.17 The current system is a SWOT analysis of the employees 72
6.6.18 Feedbacks are analyzed carefully to remove the possibility of misjudgment 73
6.6.19 Helpful for the organization to think about its succession planning 74
6.6.20 The current system is cooperative for change management 75
6.6.21 The employees’ rating of the current performance management system 76

 
v 
List of Tables
6.4.6 Performance Parameter and Grading of 360 degree 41

6.6.1 Usefulness of performance appraisal system of Bangla CAT 56

6.6.2 Providing a way to judge employees properly 57
6.6.3 Fairness of the performance management system 58
6.6.4 Providing guidelines for organizational and individual improvement 59
6.6.5 The need for improving the system 60
6.6.6 Including other method along with Goal setting and 360 degree 61
6.6.7 Positive influence of the system on Bangla CAT’s goals 62
6.6.8 Sufficiency of the system to evaluate the employees 63
6.6.9 Helpful to change the employee attitude that is supportive for organization 64
6.6.10 Helpful for employees to create a better career path 65
6.6.11 Taking proper actions after the evaluation results are at hand 66
6.6.12 Sufficiency of the content of Goal setting and 360 degree to judge the employees 67
6.6.13 The system strengthen the psychological contract of the employer and employee 68
6.6.14 The system facilitates to increase employee involvement and commitment 69
6.6.15 Employees provide fair opinion while evaluating each other 70
6.6.16 The system influences the promotional and salary related aspects 71
6.6.17 The current system is a SWOT analysis of the employees 72
6.6.18 Feedbacks are analyzed carefully to remove the possibility of misjudgment 73
6.6.19 Helpful for the organization to think about its succession planning 74
6.6.20 The current system is cooperative for change management 75
6.6.21 The employees’ rating of the current performance management system 76

 
 
 
 
 
vi 
 Executive Summary 

Bangla CAT is the dealer of Caterpillar Inc in Bangladesh. Bangla CAT has more than 2500
corporate customer. Within the industrial sector, Bangla CAT is the largest provider of
independent power generation solutions in Bangladesh and one of the largest Caterpillar gas
engine dealers globally. Bangla CAT has more than 2500 corporate customers.

Bangla Cat has its own performance management system. It uses 360 Degree Feedback to
evaluate its employees. At the starting the company selects the person who will evaluate whom.
Then it starts its process. Employees are oriented about the whole process. Then they are
provided the tools for evaluating their supervisors, peers or subordinates. When employees
complete evaluating each other the forms are collected to make the results. As the results are
completed it is distributed to all the associates.

The outcome of the performance management system of Bangla CAT is huge. Because of this
process it can identify the training and learning needs of the employees. As a result individual
improvement is ensured. With the help of this system the company can take motivational
programs for the employees. The performance management system helps to enhance the Bangla
CAT’s values. It helps the company to achieve its organizational goals. So the system is very
important for both employees and organization.

Goal setting theory is following from 2011 in Bangla CAT, before using the goal setting theory
Key Performance Indicators (KPI) was used. KPI is a performance appraisal system that is used
to identify the functional area of an employee. It provides the guidelines to improve the skill and
knowledge in the functional areas of the company. In KPI the employee was evaluated by
himself and his supervisor. The employee used to evaluate his activities that he has performed
throughout the whole year. But it didn’t capture the whole area of appraisal systems so the
company decided to use a new system that is goal setting.

Most of the employees of the Bangla CAT think that the current system is good for the
organization but still it needs to be improved. The authority should pay attention to the

 
vii 
authenticity related issues of the system. As the competition is becoming higher and higher
Bangla CAT should keep some changes in the system. While processing the system Bangla
CAT should take the opinion and views of the employees. As a result the system would be more
productive.

A company’s success depends on the employees. If the employees are satisfied the company will
go longer. If the employees are not satisfied the company’ performance will go down. It is
performance appraisal system that helps an organization to understand its employee needs and
demands that are helpful for both organization and employee. While appraising employee
performance Bangla CAT should consider this matter which will be very effective for its overall
success.

 
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Chap
pter 1.0
I oducttion
Intro

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1.1 Origin of the Report 
This report was given by honorable educator Farhana Nur Malik, lecturer of BBS at BRAC
University as the requirement of my Internship to gather knowledge and experience on the
performance management system.

1.2 Purpose 
As I have completed all the semesters and courses of my BBA program, I have to complete my
internship. To complete my internship I have to make a project or report under the course
BUS400, and provide it to my university. As I have been contracted with the Human Resources
Department of Bangla CAT for three months to do my internship, I have chosen the
performance management system of BanglaCAT to complete my internship report. In this area I
tried to show the pros and cons of the performance management system of Bangla CAT. I tried
to show that how this process helps the company to achieve the bottom line. I tried to make a
clear understanding on this area so that I could make some recommendations which would be
helpful to improve and make a more effective system for appraising performance.

1.3 Background 
As I have been doing my internship in the Human Resources Department of BanglaCAT I have
worked on several HR related issues. I have learned a lot of things from here so far. BanglaCAT
follows a balanced appraisal system to appraise their employee performance by 360 degree
performance appraisal & presently the company is introducing a new effective tool Goal Setting
for the management. This year I worked on these areas of Bangla CAT. So now I gathered
sufficient idea on the performance management system of BanglaCAT. As I am interested to
work on HR this area will help me to understand the performance management system related
issues of a company. It will guide me to make a clear thinking on the employee attitude and

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behavior. It will assist me to understand the employee psychology. With the help of this work I
will be able to gather knowledge on employee satisfaction and dissatisfaction. In a broader
perspective it will help me to manage the human resource.

1.4 Literature Review 
In today’s world Human Recourses Management is too much important for every organization.
In early days when HR is not fully defined peoples face many problems to manage the employee.
That means all HR related acts are doing by “Peoples Department”. In early 1970s “Peoples
Department” is changed and the corporate world introduces a new department name of Human
Recourses Department.

Human Recourses Management means by acquiring new employee develop them through
training, mentoring or coaching, controlling and maintaining them is a better way so that an
organization can achieve their goals.

BanglaCAT is the exclusive dealer of Caterpillar Inc. U.S.A., world’s leader in construction and
mining equipment, having more than 450 employees. Its main dealing products are gas (for
captive power plant), diesel generators (standby & prime rating), earth moving equipments
(machine) & marine equipment. BanglaCAT has successfully implemented a balanced appraisal
system of 360 degree & Goal setting theory.

“The overall philosophy is to evaluate the employees with equal importance in both functional
and behavioral areas. Mainly Goal setting is the process to set a certain objective and work
through it to complete the goal it also represents the functional evaluation that is done by the
management’s approval and 360 ensure evaluation of the behavioral issues. The combination of
360 degree & Goal setting has represented a strong and balanced appraisal system in
BanglaCAT” (Mr. Monir Hossain., Head of HR, Bangla CAT).

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Chap
pter -2.0
-
Comp
C pany Oveerview
w of

Bang
gla CAT

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2.1 Background of BanglaCAT 
Bangla Trac Ltd is the dealer network of Caterpillar Inc. USA in Bangladesh having more than
450 employees. Caterpillar is a 42 billion Dollar fortune 100 company and the world’s leader in
construction and mining equipment, diesel and natural gas engines, and industrial gas turbines.
Bangla CAT started its operation in Bangladesh on the 11th of October, 2004 though Caterpillar
is doing its operation for the last 30 years in Bangladesh. The corporate office of Bangla CAT is
situated in Mohakhali, Dhaka. It has a most technically advanced service centre in the highly
industrial area o Ashulia. The branch office is in Chittagong and the site office is in Sylhet. The
central warehouse is in Tejgaon, Dhaka. Through all these support Bangla CAT provides
unparalleled support nationwide to more than 2500 corporate customers round the clock. Within
the industrial sector, Bangla CAT is the largest provider of independent power generation
solutions in Bangladesh. Caterpillar generators in Bangladesh have a combined capacity of
696MW.

Globally -

o Largest Electric Power Generation (EPG) Dealer for Caterpillar in Asia Pacific
o Among the Top 5 Caterpillar EPG Dealers Globally
o Largest Gas Engine Dealer

Sister concern of Bangla CAT:

There are several sister concern under the name of Bangla Trac Limited. These sister concern
are-

1. Bangla CAT
2. Bangla Trac Power Limited
3. Bangla Trac Communications Limited
4. Bangla Trac Engineering Limited
5. Acorn Limited
6. Miaki green power ltd.
7. Miaki Media ltd.
8. Miaki Vas ltd.

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2.2 Business Portfolio 

1. Power Generation

Caterpillar generators produce 20% of Bangladesh's total country capacity of power that is
completely distributed and serviced by Bangla CAT. It is the market leader in Power Generation
Solutions in Bangladesh. Bangla CAT was also the largest Caterpillar Electric Power Dealer in
the Asia Pacific Region in 2007 and it is among the top 5 Caterpillar Electric Power Dealers
globally. In power Generation they have-

• Gas Generators

Caterpillar Gas Generator sets deliver low emissions with power ratings from 80 kWe and the
fuel flexibility to burn biomass, pipeline natural gas, LPG, LNG and CBM. Robust design
provides life-long and simplified operation.

• Diesel Generators

Caterpillar is the world’s largest manufacturer of high-speed diesel generator sets and engines,
offering the largest range ratings from 12 kWe to 17,463 kWe of specifications available.

• HFO Generators

Caterpillar Motoren GmbH Co. & KG manufactures low emission-high efficiency liquid fuel
fired gensets ranging from 2.5 MWe to 13.9 MWe and Natural Gas fired Genset of 6.5 MWe at
500 to 750 RPM. Caterpillar liquid fuel fired engines eventually can run up to 700 cSt of fuel
quality. Caterpillar Motoren provides detailed customer consultation and engineering to make the
project reliable and worthy with simple cycle and cogeneration that consistently exceed our
customers’ expectations. Our experience spans the globe with installations on every continent,
delivering power from 2.8 to over 100 MWe.

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2. Marine Solutions

Bangla CAT is the largest supplier of marine engines in Bangladesh. It is also the market leader
in providing propulsion solutions to the fishing trawler segment. It is the only company with an
end-to-end solution for marine propulsion systems.

3. Construction

Bangla CAT is the leading supplier of construction equipment to the Armed Forces for UN
peacekeeping missions and development activities. It is the largest supplier of construction
equipment to the divisional municipalities across the country. Caterpillar has the largest
population of construction equipment products in the market and Bangla CAT is the exclusive
servicing dealer for these products.

4. Material Handling

The company’s complete line of lift truck range covers capacities from 800 kg to 15,000 kg.
Choose from solid or pneumatic tires, as well as electric, gasoline, LPG, diesel and electric
narrow aisle products such as stackers, reach trucks, order pickers and pallet movers. It also
offers a wide range of attachments from basic forks and clamps to load stabilizers and drum
handlers.

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2
2.3 Com
mpany llogos 

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2.4 Vision, Mission & Values 

¾ Title of Bangla CAT:

“Your Industry Our Energy”

¾ Vision:

“Make progress possible through excellence in technology, integrity and best in class
customer service”.

¾ Mission: Add value to the stakeholders by-

Using the expertise to understand their needs.

Providing innovative solutions.
Actively encouraging a culture of continuous improvement.
Developing and utilizing people, technology and capital efficiently and effectively.

¾ Values:

Customer Service First: Put serving the customers as the first priority in every
situation.
Teamwork: Work together as a team with all stakeholders to secure the
organization’s future.
Integrity: Honest, trustworthy and professional in all our dealings internally and
externally.
Innovation: Encourage innovation, continuous improvement and learning
throughout the organization.
Leadership through Excellence: Maintain leadership in the market through
continuous excellence in everything.
Quality: Ensure quality in everything.
Ownership Mentality: Deal with every task with a feeling of long term
ownership.

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2.5 Operational Network Organogram:

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Chap
pter 3.0
Job Resp
R ponsiibilities

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3.1 Nature of the Job 
Every organization wants to attract, motivate, and retain the most qualified employees and match
them to jobs for which they are best suited. As in Bangla CAT Human resources, training, and
labor relations managers and specialists provide this connection. Employees of HR Department
perform the administrative function of an organization, such as handling employee benefits
questions or recruiting, interviewing, and hiring new staff in accordance with policies established
by top management Compensation Allowances, insurances, communication, evaluation, and
performance appraisals, HRIS ,ERP, Training ,Orientation, Forecasting, Goal setting, Feedback
etc. Today's human resources workers manage these tasks, but, increasingly, they consult with
top executives regarding strategic planning. They have moved from behind-the-scenes staff work
to leading the company in suggesting and changing policies.

3.2 Specific Tasks 
I work at the HR Department of Bangla CAT as an intern from 11th September, 2011. I work
under an Operation executive. My jobs are-

• Input employees information

• Working for the file of annual appraisals
• Making file of the working period
• Making Performance managing & feedback forms
• Printing the forms
• Scanning Documents
• Report to my supervisor
• Making phone calls to the candidates for interview
• Making confirmation Letter
• Divide employee grade wise
• Representative of the company to job fairs like-BRAC university job fair, AIUB job fair.
• Sorting the performance appraisals forms
• CV sorting, etc.

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3.3 Different aspects 
Bangla CAT conduct different types of HR function including manpower planning, staffing,
performance appraisal, compensation management, training and development etc. Some of these
functions elaboration is given bellow-

ƒ Manpower planning  
ƒ Job analysis:  
ƒ Staffing  
ƒ  
requirement and selection
ƒ Compensation and benefits 
ƒ Provision of employee services  
ƒ Performance appraisal 
ƒ Employee motivation 
ƒ Orientation program 
ƒ Record keeping 
ƒ Promotion and transfer, etc  
 
• General policy –

Attendance and Punctuality, Dress and Demeanor, Door Access Pass, Staff Identification Card,
Attendance Card Punch, Travel and Entertainment (T&E) Policy, Conflict of Interest, Gift
Giving and Receiving, Personal Loans, Personal Mail and Telephone use, Confidential
Information, Maintenance of Company’s Properties, Diversity, Workplace Violence, System
Security, Online Notice Board, Staff Discipline, etc.

• Benefits and Leaves -

Staff Loan Facility, Provident Fund, Gratuity Rules, Group Life Insurance Plan, Medical &
Hospitalization Insurance Plan, Hepatitis “B” Vaccination, etc.

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• Employee education, training and development-

Bangla CAT provides various internal and external training programs for its employee’s better
performance. In HR division there is another sub division called “General Training” from where
employees get different types of internal training on English, soft skill, job related training etc.
For employee education Bangla CAT provide fund to its employee. These process is go through
by the HR department.

• Leave Rules-

9 Earned Leave
9 Casual Leave
9 Sick Leave
9 Maternity Leave
9 Paternity Leave
 

3.4 Critical Observation & Recommendation 
According to me some changes would make the HR Department more active &dynamic -  
¾ At present the performance management system is done manually but it takes more time
so the system should be automatic.
¾ More Training would help the employee to work properly.
¾ Hiring more employees for Hr department would be beneficial to the company.
¾ The company should introduce some entertainment & recreation facilities for the
employees.
¾ Decorations would add new value.
¾ Goal setting should be implementing more carefully.
¾ Employee motivation rules should be introduced with variety.
¾ Promotion activities should be more vigorous, etc.

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Chap
pter 4.0
Sum
mmarry

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Summary 
 
In Bangla CAT the performance management appraisal plays a vital role for the development of
the company .Superiors of an employee formally appraises the performance once a year.
Performance appraise period is from January 1 to December 31.The basis of an appraisal is the
performance plan, which establishes mutually developed goals & objectives. An employee’s
performance is evaluated on actual results achieved against the performance plans.

Performance appraisal is the process of obtaining, analyzing and recording information about
the relative worth of an employee. The focus of the performance appraisal is measuring and
improving the actual performance of the employee and also the future potential of the employee.
Its aim is to measure what an employee does.

360-degree feedback - The traditional idea of appraisal as simply a manager assessing the
performance of an employee has been overtaken by a more holistic approach incorporating views
from many angles. Multi-level, multi-source appraisal - also known as 360-degree feedback -
consists of assessments made of an individual by subordinates, peers and superiors plus, in some
cases, clients. It also usually requires the person being appraised to do a self-rating.

Goal Setting - involves establishing specific, measurable and time targeted objectives. Work on
the theory of goal-setting suggests that it is an effective tool for making progress by ensuring that
participants are clearly aware of what is expected from them, if an objective is to be achieved.
On a personal level, setting goals is a process that allows people to specify then work towards
their own objectives - most commonly with financial or career-based goals. Goal setting is a
major component of Personal development literature.

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Chaapter 5.0
Desccriptiion

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5.1 Objectives 
5.1.1Objective of studying the organization:

My objective of studying the Bangla CAT is to know about the following things:

1. How management is analyzing work and planning for people?

2. How performance management is carrying out at the company?
3. What are the policies to follow employee’s performance appraisals?
4. What factors are most important to consider in developing those policy?
5. Who are the evaluators?
6. How the evaluators evaluate the candidates?
7. To know how management take initiative to improve their performance & motivate the
employees?

5.1.2Objectives of Performance appraisal:

• To review the performance of the employees over a given period of time.

• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• Helps to strengthen the relationship and communication between superior – subordinates
and management – employees.
• To diagnose the strengths and weaknesses of the individuals so as to identify the training
and development needs of the future.
• To provide feedback to the employees regarding their past performance.
• Provide information to assist in the other personal decisions in the organization.
• Provide clarity of the expectations and responsibilities of the functions to be performed
by the employees.
• To judge the effectiveness of the other human resource functions of the organization such
as recruitment, selection, training and development.
• To reduce the grievance of the employees.

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5.2 Methodology 
5.2.1 Information Need

As my topic is “Performance Management System” I needed different types of information. I

needed to know about the performance management system, 360 degree feedback, Goal setting
etc. I depended on the primary and secondary information.

5.2.2 Sources of Data

For my research, I collected and used the data from two sources:

• Primary Data:

For collecting primary data I set 21 questionnaires and took the answers, then analyzed them in
different method.

• Secondary Data:

I also used some secondary data mainly collected from the interviews. For the literature review I
collected data from published books, journals, websites etc.

5.2.3 Research Philosophy

The research philosophy contains important assumptions about the way in which the researcher
view the world. These assumptions will underpin the research strategy and the methods as part of
the strategy (Saunders, Lewis, and Thornhill 2009, p-108).

Research questions are the most important determinant in Pragmatism philosophy. In my

research I had to depend on some questions to find my necessary data. I had to take some
informal interviews and a survey. I had to follow both the quantitative and qualitative techniques
which are highly appropriate in Pragmatism.

5.2.4 Research Approach

I worked on an organizational activity regarding human resources. I tried to study the

performance management system and process from which a completely new dimension of the
process might be explored. As there is a probability of exploring a new dimension from this
research, Induction approach is applicable for my report.

5.2.5 Research Strategy

I prepared some questions for the informal interviews from which I gathered information
regarding the system and its impact. I made a questionnaire for survey from which the system

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was evaluated. So my research strategy will be basically Survey which was an informal one
because my questionnaire is changeable one.

5.2.6 Research Method Choice

As I have combined both the qualitative technique and the quantitative technique, I used the
Multi-method study for collecting my necessary data. Qualitative technique is for the interviews
and the quantitative technique is for survey. The portion of qualitative technique was higher than
the quantitative technique.

5.2.7 Time Horizon

As I had to finish my study within a particular set of time I did Cross-sectional study.
Longitudinal studies take a lot of time to complete. As I have time constraint I had to do cross-
sectional study.

5.2.8Chart of Activities

14

12

10

6
November
4
October
2 September
0

Figure 2.1: Chart of Activities during the Internship Period

5.2.9 Interpretation Process

My report has a major part of data –its analysis and its interpretation. I have used user friendly
software namely MS Word and MS Excel to present the data and interpretations and analysis, so
I hope it would be very easy to perceive.

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5.2.10 Sampling
As I have chosen the employees of BanglaCAT randomly, I have used simple random sampling.
I have followed the following process:

Time Horizon
Research Strategy

Techniques
and
procedures
Positivism

Realism

Experiment
Survey

Mono-method Case study Deductive

Cross-sectional
Action
Data Mixed
  research
collection Methods
and data
Grounded
analysis
theory
Longitudinal
Inductive
Multiple-method Archival
research
Ethnography

Pragmatism
Interpretivism

Research Approach
Method Choice

Research Philosophy

Figure 2.2: Research Onion

(Source: Mark Saunders, Philip Lewis and Adrian Thornhill 2009)

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5.3 Limitations 
For every research activity there is always a time constraint. The estimated time was not
adequate but I had to finish the paper within this time frame. Being an outsider might also limit
what is revealed to me. The website of BanglaCAT is under construction. So it was a major
constraint to collect the relevant web information. As the internship paper is to prepare alone by
the intern him/herself, so I did not get the team advantage. I had to work for the report along with
my other works in the office so sometimes it became difficult to work through it. Some
information is very confidential for the company so I couldn’t get some valuable information
which could add a value to my report due the privacy.

 
5.4 SWOT Analysis 
Every company possesses some variety of strengths, weaknesses, Opportunities, Threats which
represents the positive and negative internal factors of the company. Strengths basically originate
from core competencies. At the same time, opportunities and threats characterize the positive
external options and negative external forces that are associated with the business. SWOT
analysis facilitates environments that can improve the organizations competitive position relative
to that of competitors. It mainly portrays the company’s overall situation. Successful businesses
match the company’s strengths with competitor’s weaknesses and follow strategies accordingly.

Strength (S) -

• Overall evaluation
• Employee gets fair judgments
• In house knowledge
• Experienced & skilled employees
• Strong organization structure.
• Useful performance appraisal techniques.

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Weakness (W) -

• Lacking the use of technologies

• Time consuming
• Energy loses
• Limited features

Opportunities (O) -

• Using latest technologies for performance appraisals

• System modification
• Diversification of goal setting strategy
• Other appraisals can also be introduced

Threats (T) -

• Mistakes from manual systems

• Competition is increasing
• Employees sometimes become de-motivated
• Rising of cost ,etc

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Chap
pter 6.0
Fo
oundaation
n of th
he prrojecct

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6.1
1 Performance Managgement System
m 

Performaance management is thhe process where

w an environment is created to make peeople
capable to
t perform their best. Performance
P e managemeent is a whoole work syystem that begins
when a job is deffined as neeeded and ends
e when an employyee leaves the organizzation
(about.coom).

Perforrmance Emplooyee
Plannning Develop
pment Recogn
nition

Monitoring Evaluating
E
Employee E
Employee
Performance
P e Performance

Figuree 6.1: Perform

mance Manaagement System
(Sourrce: about.com
m)

The perfo
formance maanagement appproach is mainly
m used in
i the workpplace. But it is also appliied in
the schoools, churchess, communitty meetings, sports team
ms, health settting, governnmental agenncies,
and evenn political settings
s wheere people interact withh each otherr. Performannce manageement
principlees are necesssary in the innteracting ennvironment of
o people to produce desired belonggings.
Cultures may be diffe
ferent but thee laws of behhavior are thhe same worlld (wikipediia.org).

Performaance manag
gement is a strategic and
a integratted way to increase thhe usefulnesss of
organizattions by imp
proving the performancce of the intternal custom
mers and byy developing the
capabilitiies of teamss and individdual contribbutors (Armstrong and Baron, 19998. quoted from
Wikiped
dia.org).

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Performance appraisal may be defined as a structured formal interaction between a subordinate

and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in
which the work performance of the subordinate is examined and discussed, with a view to
identifying weaknesses and strengths as well as opportunities for improvement and skills
development. In many organizations - but not all - appraisal results are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify
the better performing employees who should get the majority of available merit pay increases,
bonuses, and promotions. By the same token, appraisal results are used to identify the poorer
performers who may require some form of counseling, or in extreme cases, demotion, dismissal
or decreases in pay. (Organizations need to be aware of laws in their country that might restrict
their capacity to dismiss employees or decrease pay.) Whether this is an appropriate use of
performance appraisal - the assignment and justification of rewards and penalties - is a very
uncertain and contentious matter (performance appraisal.com).

Basic Purposes of Performance Management System: One of the best ways to

understand the purposes of performance appraisal is to look at it from the different
viewpoints of the main stakeholders: the employee and the organization.

From the employee viewpoint, the purpose of performance appraisal is four-fold (cash,
1993.quoted from performance appraisal.com):

(1) Tell employees what organization want them to do.

(2) Tell employees how well they have done it.

(3) Help employees improve their performance.

(4) Reward employees for doing well.

From the organization's viewpoint, one of the most important reasons for having a system of
performance appraisal is to establish and uphold the principle of accountability. For decades it
has been known to researchers that one of the chief causes of organizational failure is non-
alignment of responsibility and accountability. Non-alignment occurs where employees are given

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responsibbilities and duties, buut are not held accouuntable for the way in which those
responsibbilities and duties
d are performed. What
W typicallly happens is
i that severral individuaals or
work uniits appear to
o have overlaapping roless. Ultimatelyy, in the seveerely non-aligned system
m, no
one is accountable
a for anythingg. In this event,
e the principle
p of accountability breaks down
d
completeely. Organizational failuure is the onnly possible outcome. One
O of the principal
p aim
ms of
performaance appraisaal is to makee people acccountable. Thhe objective is to align responsibility
r y and
accountaability at everry organizattional level (performanc
( ce appraisall.com).

6.2 36
60 Degrree Perrforman
nce Man
nageme
ent 

360 degrree refers to the 360 deggrees in a ciircle, with ann individuall figurativelyy in the centter of
the circlee. Feedback is taken froom subordinnates, peers, and superviisors. It alsoo includes a self-
assessmeent. Sometim
mes feedbackk is taken froom external sources succh as custom
mers and supppliers
or other interested stakeholders
s . The resultts from 360-degree feeddback are often used byy the
person reeceiving the feedback too plan traininng and deveelopment. Reesults are allso used by some
organizattions in mak
king adminisstrative decissions, such as
a pay or proomotion. Foor this reasonn it is
sometimees called 360
0 degree perrformance reeview (wikip
pedia.org).

Figure 6.2: 360 Deggree Perform

mance Feedbaack
(Source: http:///www.emeralddinsight.com/fi
fig/00302501011001.png)

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The most comprehensive and costly type of appraisal is the 360 degree feedback. It gives people
a chance to know how they are seen by others; to see their skills and style; and may improve
communications between people. 360 degree feedback helps by bringing out every aspect of an
employee's life. Collaboration with people outside their department, helpfulness towards
customers and vendors, etc. may not be rewarded by other types of appraisal. This system also
helps those who have conflicts with their manager. 360 degree feedback generally has high
employee involvement and credibility; may have the strongest impact on behavior and
performance; and may greatly increase communication and shared goals. It provides people with
a good all-around perspective. 360 degree feedback may be given directly to the employees, who
have the option of discussing them with their managers; or it may be given to the managers for
use in a feedback meeting. Whichever method is chosen, training for the managers and ratees is
necessary (toolpack.com).

Steps of 360 degree appraisals

Here is a simple guide for introducing 360 degree appraisals into an organization (and any other
management system for that matter):

• Consider and decide what is needed for the 360 degree system to achieve.
• Choose/design a system (or system provider),
• Need to check the legal and contractual issues for situation - privacy, individual choice,
acceptable practices and rules, training, data protection, individual rights, adoption guide,
etc.
• If satisfied with the system, launch it via a seminar or workshop, preferably including
role-plays and/or practical demonstration.
• Support the implementation with ongoing training,
• Establish review and monitoring responsibility.

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360 Feedback Survey Measures

• 360 feedback measures behaviors and competencies

• 360 assessments provide feedback on how others perceive an employee
• 360 feedback addresses skills such as listening, planning, and goal-setting
• A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership
effectiveness

6.3 Goal Setting 

Goal setting theory is the process of setting the goals planned actions professionally that support
reaching the end results the job is expected to achieve. The organization identifies and
determines progress toward organizational goals. Organization needs a way to measure progress
toward those goals once it has analyzed its mission, identified all its stakeholders, and defined its
goals.

Five Principles of Goal Setting

To motivate, goals must have:

1. Clarity.
2. Challenge.
3. Commitment.
4. Feedback.
5. Task complexity.

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Goals need to be  Goals motivate by‐
• Specific 
• Directing attention 
• Difficult 
• Encouraging effort 
• Participatively  Improved 
• Encouraging 
set  Performance 
persistence 
• Goal assistance 

Feedback for Performance

Figure 6.3: Goal setting Theory

Developing Departmental Goals:

• Evaluate how new initiatives and changes at Brown will impact the department
• Review the Plan for Academic Enrichment and Departmental Goals
• Review and anticipate Administrative changes or work loads
• Review System and Technology Changes
• Review Department-based initiatives
• Brainstorm with staff, supervisor, faculty and students
• Prioritize and narrow goals to a list of 3 to 5 goals
• Supervisors should review goals with staff and finalize
• Distribute to all constituents within the department

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Developing Individual Goals:

• Define individual actions more narrowly

• Collaborative process between supervisor and employee
• Derive goals in support of departmental goals
• Support professional development
• Identify SMART goals (e.g., Specific, Measurable, Attainable, Realistic and Timely)
• Discuss and determine resources needed and results expected

Communication:

• Post departmental and individual goals in workstations

• Discuss progress and reinforce clarity at one-on-one and staff meetings
• Illustrate how individual goals impact the success of the department and the University
• Create a sense of team by illustrating how individual goals relate to one another and align
with the department
• Provide feedback to constituents on progress and results achieved

Timing:

Routinely, In Bangla CAT goals are set in support of the Mid-Year and Year-End Performance
Appraisal. Schedule a departmental meeting to begin the brainstorming process. Inform staff
that they will be active participants in the development and support of departmental goals.
Supervisors and employees meet to discuss, finalize and prioritize departmental goals.

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TYPES OF GOALS AND OBJECTIVES

Goals should be closely tied to an organization's mission and vision statement. The strategic
goals, tactical goals and objectives, and operational goals and objectives support the mission
statement of the organization.

• STRATEGIC GOALS:

Strategic goals are set at the top of an organization and directly support the mission statement.
Strategic goals are related to the entire organization instead of any one department. There are
eight types of strategic goals found in organizations.

• TACTICAL GOALS:

Tactical goals and objectives are directly related to the strategic goals of the organization. They
indicate the levels of achievement necessary in the departments and divisions of the organization.
Tactical goals and objectives must support the strategic goals of the organization.

• OPERATIONAL GOALS:

Operational goals and objectives are determined at the lowest level of the organization and apply
to specific employees or subdivisions in the organization. They focus on the individual
responsibilities of employees.

• SUPER-ORDINATE GOALS:

Super-ordinate goals are those goals that are important to more than one party. They are often
used to resolve conflict between groups. Through cooperating to achieve the goal, the tension
and animosity between groups is often resolved. Feelings of camaraderie are created along with
trust and friendship. Super-ordinate goals can be powerful motivators for groups to resolve their
differences and cooperate with one another. In order for them to be successful, the parties must
first perceive that there is mutual dependency on one another. The super-ordinate goal must be
desired by everyone. Finally, all parties involved must expect to receive rewards from the
accomplishment of the goal.

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Limitations of Goal Setting Theory

¾ At times, the organizational goals are in conflict with the managerial goals. Goal conflict
has a detrimental effect on the performance if it motivates incompatible action drift.
¾ Very difficult and complex goals stimulate riskier behavior.
¾ If the employee lacks skills and competencies to perform actions essential for goal, then
the goal-setting can fail and lead to undermining of performance.
¾ There is no proper evidence to prove that goal-setting improves job satisfaction.

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6 Th
6.4 he Processs

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6.4.1 Th
he Goals off the Perforrmance Maanagementt System off Bangla CA
AT

While staarting the ev

valuation proocess BanglaaCAT has its own goals and reasonss behind this.

Ideentifying th
he employeee involvem ment in undeerstanding
the requiirments of their
t jobs and perform
mance

Assesing
g the employ
yee contrib
butions pro
operly

Employ
yee develop
pment and organizatio
onal
impprovement

Providing
P n
non-discrimminatory prromotion, pay,
p and
reecognition

Increaasing role clarity

c
Promo
oting emplloyees
Competency
y developm
ment and HR
planning
Training
g and devellopment
Compen
nsation and
d reward
Carreer planniing

Figure 6.4.1:
6 Goals of
o Performan
nce Managem
ment System
m of Bangla CAT
C
(S
Source: Currennt Process of Baangla CAT)

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6.4.2 Setting up a Performan

P nce Management Systtem

Setting up
u a good peerformance management
m t system didd not happenn overnight or
o by accideent in
BanglaC
CAT. Beforee starting it has
h to considder some im
mportant facttors. These factors
f are shhown
in a chartt below:

Com
mmitment to
o continuou
us learning
g

D
Developing
g leaders in
n-house

Willin
ngness to make
m necesssary changees

Leevel of trustt in the orgaanization

Su
upport of orrganization
nal culture for
f honest feedback
f

Upper lev
vel manageement's willlingness to lead the way
w and voluteer
for performance
p e managem ment systemm

Figure 6.4.2: Important Factors to Coonsider beforee Starting Perfformance evalluation

(S
Source: Currennt Process of Baangla CAT)

Once thee important factors

f are ennsured by thhe managem
ment, the com
mpany starts to set up thee pre-
appraisall activities an
nd prepare for
fo the perforrmance management.

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6.4.3 Th
he Pre-App
praisal Cheecklist and Preparingg for the Ap
ppraisal

When thhe performan

nce manageement system
m of the coompany starts to proceess the com
mpany
performss some pre appraisal
a acttivities that are very cruucial to com
mplete the evvaluation proocess
appropriaately. The company iss very carefu
ful while doing these acctivities. In the perform
mance
managem
ment system these factors are paid a higher
h level of importannce.

S
Set a calendarr date and timme in •allow
w enough timee for preparattion
adv
vance that is mutually
m convvenient •schedu me for discussion
ule enough tim
for all th
he associates

•woork rules and

d procedures
Gather impoortant and relaated •any feedb
back or letterss from stakeh
holders
info
ormation
•the preevious perforrmance appraaisal

Ask the empployee to do self

s •obtain the self appraaisal early enoough
appraissal properly •revieew it as a partt of preparation

•list thee main areas of

o responsibillity
Beffore filling ou
ut the appraisal form
ensure some important isssues •what the employeee has done well
•what thee employee neeeds to improove in

•Halo Efffect
Reemember to avoid
a some haarmful
fa
actors •Horns Effect
E
•Recency Error

Figure 6.4.3: The Pre-appraisal

P C
Checklist and Preparing forr the Appraisaal
(S
Source: Currennt Process of Baangla CAT)

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6.4.4 Conducting the Appraisal

When all the information are processed and tools are ready the company invites the
employees to conduct the evaluation. The employees are provided with the tools and
procedures by which they will evaluate each other. When the process is running, it is ensured
by the company that the activities are being performed in a careful and unbiased way. At this
stage the company emphasizes the following matters:

Keep the appraisal open to employee input.

Ask the employee for ideas about how to resolve problems.
Focus on the future, not on the past.
Emphasize strengths, as well as areas that need improvement.
Be honest and be prepared to discuss questionable items.
Support the employee's effort to improve.
Set goals, expectations, and standards together for the next appraisal.
Discuss development/training plans with the employee.

6.4.5 Closing and Follow-up

Employees complete the written appraisal.

Both the supervisor and the employee sign the appraisal. Signing the appraisal
does not mean the employee agrees with the appraisal; it means that the appraisal
has been shared with the employee.
The evaluation sheets are collected carefully.
The results are analyzed in a scientific way.
When the results are prepared the company provides a copy of the result in the
specified department, and the original goes in the employee's personnel file.
The company and the employee exchange ongoing feedback about performance
goals and standards throughout the year.

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The whoole process provides

p the BanglaCAT
T employeess with four basic
b benefits:

Four Basic Bene

efits

A clearr understan
nding of job
b expectatio
ons

Regu
ular feedbaack about performancee

Advice and
a steps fo
or improvin
ng perform
mance

R
Rewards forr good performance

F
Figure 6.4.4: The
T Basic Fou
ur Benefits
(S
Source: Currennt Process of Baangla CAT)

6.4.6 Au
uthenticity and Accurracy of the Performan
nce Managgement Sysstem

The perfformance maanagement system

s helpss BanglaCA
AT to boost employee performance
p e and,
ultimatelly, the produ
uctivity of thhe business. For this reaason it has too be very soound while doing
d
this evalluation becaause practiccal and well-designed employee evaluation
e syystem is a vital
element to
t attract, rettain, and enccourage top talent in thiss competitive marketplacce. So everyy time
BanglaC
CAT tries to make the prrocess fair annd accurate by
b applying some simplee techniquess.

W
Write it dow
wn: While processing
p t performaance management systeem, everythiing is
the
documented so
s the system
m could provvide supportiing documenntation for any
a actions.
B focused and
Be a clear in
n your purrpose: The system
s acts as a solid and fundam
mental
m
method of communicati
c ion for the company and
a the empployees; it functions as the
yardstick by which
w the coompany set common
c goaals and meassure progresss.

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Keep it simple: The Company keeps the process and the paperwork as simple as
possible. A basic and standardized evaluation form is prepared for greater uniformity
among reviews. The forms are direct and on point like their function.
Be flexible: BanglaCAT has a system in place to commend and critique any particular or
specific qualities and accomplishments of its staff. It helps the company to learn changes.
Ask for feedback: The Company let the employees play a hand in how the review will
be conducted. It asks them ahead of time to list their strengths, weaknesses, and goals for
the coming year. During the review it can compare notes. This element of the review
allows it to see not only how the employees are meeting the company’s goals and
expectations, but also how their goals and expectations match with the company.
Encourage self-evaluations: BanglaCAT always emphasizes self-evaluations that
encourage the person being evaluated. It offers the employees a chance to review the
quality of their work, to highlight the projects or responsibilities of which they are most
proud, and to reflect on mistakes made and lessons learned.
Set realistic standards: BanglaCAT always try to set realistic standards for its
employees. This tendency creates a work environment in which the employees feel
appreciated for and capable of the work that they do. As a result they become more
committed to the company.
Chart a path: The performance management system is properly administered so that the
performance reviews can motivate employees to improve. These reviews help the
company and the employees clearly identify their worth and value to the business.
Define discussion topics: Important review topics are defined such as the employee's
role in the business, how well he or she performs that role, areas in which he or she needs
to improve etc.
Create a plan: Finally the company and its employees develop a list of clear, action-
oriented steps to be taken following the review. This list details any improvements that
must be made or skills that must be acquired in order to maintain or achieve progress.

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6.4.7 360 Degree Performanc

P ce Feedbacck in BangllaCAT

BanglaC
CAT uses 36
60 degree performance
p feedback to judge theeir employeee performannce. 6
employeees including
g self evaluaate each perrson who iss nominated for the evaaluation. Eacch of
them ratees the selecteed employeee to be evaluuated. These rates are:

Direct
Su
upervisor

C
Cross
Direct Peer((s) Depa
artmental
H
Head

Crosss
Direcct
Subordiinate Self Departm
mental
Peeer

Figure 6.4.5:
6 The Raatees of 360D
Degree Feedb
back
(S
Source: Currennt Process of Baangla CAT)

If thee candidate does not have direct subordinate,

s anyone froom cross departmental head,
h
directt peer and cross
c mental peer can be chossen in case where
departm w the caandidate has high
frequuency or regu
ular communnication withh the nominaated person.

6.4.8 360
3 Degree Performan
nce Appraisaal Parameteer

ƒ V
Value Based
d Appraisal:: The value based appraaisal evaluatees a manageer or superviisor’s
performance in fulfillingg the expectaations with respect
r to thhe seven corrporate valuues of
B
BanglaCAT. This is usedd to evaluate the employeee behavior within
w each value.
ƒ C
Competency
y Based App
praisal: The competenccy based apppraisal evalluates a perrson’s
performance regarding joob related competencies.

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The criteria are:

Result Orientation
Judgement
Client
Teamwork
Motivation and Developing
Impact and Influence
Technical/Business
Criteria Based Question
Comments

6.4.9 Performance Parameter and Grading

Rating Meaning of the Rating

Exceptionally It refers to truly outstanding performance. Should be someone you
Good: 4 regard as a role model in the area rated.
It refers to significant performance ability. Only very strong performers
Very Good: 3
should receive this rating.
It refers to solid performance with a good skill base. Most people fall
Average: 2
into this category.
It refers to performance and skills that are adequate in some respects
Below Average: 1
but not fully up to standard. Some corrective action is needed.
It refers to performance that fails to measure up to standard and must
Poor: 0
be improved through corrective actions.
If the nature or extent of your interaction does not enable you to
Unable to
provide feedback in a particular performance category for a particular
Judge/NA
individual, select the “unable to judge or not applicable” rating.

Table 6.4.6 Performance Parameter and Grading of 360 degree

(Source: Current Process of Bangla CAT)

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As the raating process is completted all the performance

p evaluation sheets are collected witthin a
particularr time. After that the reesults are annalyzed withh the help off software. As
A the resultts are
analyzedd the correctiive and motivvational actiions are takeen.

6.4.10 Goal
G Setting
g

Goal settting is a peerformance appraisal syystem that is used in BanglaCAT

B T to identify
fy the
functionaal area of an
n employee. It provides the
t guidelinees to improvve the skill and
a knowleddge in
the functtional areass of the com
mpany. Thee employee is evaluated his activiities that hee has
performeed throughou
ut the whole year.

Developing
ind
dividual & Define Goals
deparrtmental goa
als
Goal Settiing
G
Theoryy
Com
mmunication
n Activitties to
& timing achievee those
Goaals

Figgure 6.4.7: Goal

G Setting Framework
F
(S
Source: Currennt Process of Baangla CAT)

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The Goal setting process of BanglaCAT includes the following activities:

Steps to Effective Goal Management:

Clarify departmental goals that are continually communicated.

Link individual goals in support of departmental goals.
Review and revise goals during the year .
Monitor and discuss progress throughout the year.
The employee list down his job related activities in the Goal setting form.
The target is given at the starting of a session.
The supervisor verifies the authenticity of all the listed activities.
Then the supervisor rates the employee’s activities.
The result is evaluated by supervisors
If both people’s evaluation is parallel & goal is fulfilled then the employee gets
recognition.
If not, then the management comes forward to handle the situation.
After the process an interview session is conducted where the strengths and
weaknesses are identified.
Finally the company starts the processes to overcome the employee’s weaknesses.

Generally in Goal Setting the target is fixed at the starting of the year. As Bangla CAT’s
employees are not given any job descriptions properly so they are evaluated on their activities
throughout a calendar year.

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6.4.11 The
T Wholee Process att a Glance

Negotiate
N reequirements and accompplishment-baased
performancce standardss, outcomes,, and measurres

Provide effective
e orieentation, edu
ucation, and
d
tra
aining

Provide on-going coaching

c and
d feedback

Conduct performance
p e developmeent program
ms

Design efffective comp

pensation an
nd recognitio
on
sy
ystems

Providee promotiona
al/career deevelopment
opportun
nities for stafff

Figure 6.4.8: Th
he Performancce Managemeent System of BanglaCAT
B
(S
Source: Currennt Process of Baangla CAT)

While employee peerformance evaluation systems taake many forms

f from organizatioon to
organizattion, these are
a the compponents likelly to be inclluded in the system of BanglaCAT
B . The
m of BanglaaCAT is the process of creating
performaance manageement system c a work
w environnment
or settingg in which people
p are enabled
e to perform
p to thhe best of thheir abilitiess. It is the whole
w
work sysstem that beg
gins when a job is definned as needeed. It ends when
w an empployee leavees the
organizattion.

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6..5 Th
he Ou
utcom
me

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6.5.1 The Basic Outcome of Performance Management System of BanglaCAT

Increase Role Clarity: The performance management system of BanglaCAT is process

of clarifying the roles of the employees. It helps to define the individual and group roles
for the company. Employees can understand easily the roles and responsibilities they
need to play are.
Promoting Employees: The system is very useful to identify the people who need to be
rewarded for their contribution to the company. It assists the company to promote their
employees to the level they deserve.
Competency Development: the process identifies the competency related issues. It helps
to define the way of competency development. It shows the ground in which the level of
competency should be improved.
HR Planning: Performance management system is a very essential tool for human
resources planning. It guides the company to identify the related factors and influences
for HR planning.
Training and Development: performance management system is a vital way to
recognize the need for training and development. It helps to define the sectors effectively
in which training and development is required. As a result the employees become more
educated regarding the business.
Compensation and Reward: The system provides a way to understand the need for
compensation and reward. It identifies the employees who need to be compensated and
rewarded more.
Career Planning: Through performance management system the company understands
the value of career planning and succession planning. As the process is completed the
company starts thinking to plan the employees’ career path.
Enhance Corporate Values: The system helps the company to identify its strengths,
weaknesses, opportunities and threats. As a result the company can identify the sectors
and ways for overall improvement. This continuous improvement moves the company
toward change management and enhances the corporate values.

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The overrall system is designed and

a processeed in a way so that it can be helpfull to individuual, to
the team and to the organization.
o

Outcomee of Perforrmance
Management System

T the Indiv
To viduals To
o the Team To the Org
ganization

Reinforces corporate
Help individ
duals to cultu
ure
Increases
un
nderstand ho
ow others com
mmunication Enhance corporate
c
percive th
hem valu
ues
Higheer level of tru
ust
Un
nderstand thee training Better career
c
needss Better team
B
developmment for
en
nvironment
Uncover blin
nd spots emplooyees
Supp
ports teamworrk
Get rewa
ard Improves customer
In
ncrease team vice
serv
efffectiveness
Conduct relavant
train
ning

Figure
F 6.5.1: The
T Outcome of Performance Managemeent System
(Source: Cuurrent outcome of Bangla CA
AT’s appraisal system)
s

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6.5.2 Outcome of 360 Degree Feedback and Goal Setting

™ 360 Degree Feedback

360 degree feedback has some significant benefits compare to others. The benefits of using 360
degree feedback in BanglaCAT are given below:

The system is simplified and structured. So the company can easily understand
and use the tool for appraising.
It creates a link between organization’s objectives and the employees.
The system is ongoing and easy to repeat.
It can measure individual and organizational learning.
It embeds the company’s priorities and values.
It can measure organizational change over time.
It increases the awareness of employees of own behaviors and perceptions of
colleagues.
It helps the company to build into development plan.
It allows the individual to decide own priorities.
It permits individuals to observe and measure own behaviors over time.

™ Goal Setting Feedback

Goal setting theory clarifies the employees’ roles in every aspect.

Engages, motivates, focuses and challenges employees.
Encourages employees to achieve higher performance levels.
It helps to make value added decisions.
Provides specific items to evaluate employee performance throughout the year.
Illustrates how individual accomplishments impact the success of the department.
Moves organization ahead and helps departments accomplish their mission.
It sets proper goals and objectives for individual and organization.
It helps the employee to identify the sectors for functional improvement.

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It focu
uses on the results
r ratherr than activitties.
It alig
gns employeees’ roles to the
t organizattion’s busineess and strateegic plan.
It help
ps the emplloyees to prrioritize theiir activities and therefoore improve their
time/w
work manageement.

Skill

Influenced 
Knowledgge by G
Goal 
Settting 
Level of
Competency Motivatio
on

Behaviou
ur

Influeenced 
Attitudee
By 3360 

vaalues & Beeliefs

Figure
F 6.5.2: Outcome
O of 3660 Degree Feedback and Gooal Setting
(Source: Cuurrent outcome of Bangla CA
AT’s appraisal system)
s

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6.5.3 Th
he Influencce on Employee Relattionship Maanagementt

The perfformance management

m system of BanglaCAT plays a vital role in
i the emplloyee
relationshhip managem
ment. It helpps the organnization to boost
b their employees
e inn a positive way.
The empployees comee closer to know
k themseelves each otther throughh this processs. As a resuult the
relationshhip among th
he employeees becomes stronger.
s

Relationsship Inputes

Understand
ding employeee
expecctations
Building partnership
ng employeees
Empowerin
Total quality
y management

Relationsh
hip Outcomees
Assesm
ment State
Employee satisfaction
n
Employ
yee feedback yee loyalty
Employ
Inteegration Quality service
d profitability
Increased y

Figure 6.5.3: Employyee relationsh

hip Managemeent
(Source: Cuurrent outcome of Bangla CA
AT’s appraisal system)
s

The natuure of the relationship between a coompany and employee is far more complex
c thaan the
relationshhip with cusstomers. Cusstomers simpply go off to competitorss when the relationship
r i not
is
working while unhap
ppy employeees can remaain for long periods in thhe company. Customerss only
experiencce the comp
pany at some key pointss of truth while
w employyees are dailly experiencing a
relationshhip with theeir employerr. The employee experience the rellationship with
w the empployer

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from thee moment the employyee enters into a worrkspace. Thheir momennts of truthh are
overshaddowed by a to
otal experiennce over a period of timee (it.toolboxx.com).

The perfoormance maanagement syystem of Ban

nglaCAT prrovides its em
mployee a way
w to managge an
effective relationship
p with eachh other. Ass a result it
i influencess the customer relationnship
managem
ment becausee ultimately the CRM deepends on the employeess of the comppany.

6.5.4 Peerformancee Managem

ment System
m and the Corporate
C Goals

The perfformance management

m system direectly influennces the corrporate goall of a comppany.
Performaance manageement system
m is an evaaluation proccess of the company
c annd the compaany’s
success depends on
n the emplooyees. The performancee managem
ment system of BanglaCAT
provides it a direction to achievee its goals. Itt helps the coompany to make
m plans and
a strategies that
directs it to continuou
us improvem
ment.

Contin
nuous
Improvvement
How dod the
company intend to
do beetter?

Monitoor and
reviiew
how well
w the
comppany
know
w it is
Plans and doin
ng? Settting Directio
on
Strategies W
What do the
How the com
mpany want to
co
ompany inten nd achieve or
to do this? change?

Figure 6.5.4
4: Performancce Managemen
nt System Inflluence organizzational Achieevement
(Source: Cuurrent outcome of Bangla CA
AT’s appraisal system)
s

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The visioon of Bang

glaCAT visiion is to be the best inn customer service.
s To do this it has
h to
coordinatte all the deepartments of the organization. It is the perform
mance managgement that helps
the comppany to alig
gn its all unnits with thhe corporatee vision andd mission. The
T perform
mance
managem
ment system
m shows the ways to acccommodate all the bussiness divisioons to fulfilll the
companyy’s major ob
bjectives. It assists the company
c to maintain alll the departtments underr one
umbrellaa so that all the
t departmeents and empployees can visualize thhe goals and objectives of
o the
companyy and work together to achieve theem. That is why whilee managing the perform
mance
managem
ment system it has to reemember thee overall miission and vision
v of thee company. As a
result thee process is completed
c inn a way by which
w the corrporate goals can be accomplished.

Figure 6.5.5
5: Performancce Managemen
nt System Com
mbines Vision
n with the Employees
(Source: Cuurrent outcome of Bangla CA
AT’s appraisal system)
s

The perfo
formance maanagement syystem helps the companny to enhancee its corporaate values. As
A the
system identifies thee strengths and weakneesses of thee company as
a well as the
t employeees it
defines thhe process of
o improvem
ments. So ultiimately it guuides the com
mpany to teaach its emplooyees

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to protecct its corporrate values. If the valuees are mainntained properly the corrporate goalls are
achievedd eventually.

Performaance manageement system

m facilitatess the effectiive delivery of strategicc and operattional
goals. Thhere is a clear and im
mmediate coorrelation beetween usingg performannce manageement
programss and improv
ved businesss and organizzational resuults. The systtem helps thhe company to-
t

o Grow sales
o Reducce costs
o Aligns the departm
ments directly behind the company'ss goals
o Decreeases the tiime it takees to createe strategic or operatioonal changees by
comm
municating thhe changes thhrough a new
w set of goalls
o Impro
oves employyee engagem
ment becausse everyonee understandds how theyy are
directly contributiing to the orgganization’ss high level goals
g
o Simpllifies commuunication andd create trannsparency off strategic gooals

Figure 6.5.6: Performancee Managementt System and the

t Corporatee Goals of Ban
nglaCAT
(Source: Cuurrent outcome of Bangla CA
AT’s appraisal system)
s

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Performance management system of BanglaCAT is a positive experience and contributes to the

overall welfare of the organization. It is a very effective tool to improve performance and
productivity and for developing employees of BanglaCAT. It helps individuals to do better,
raises self-esteem and motivation. Above all, it strengthens the management/subordinate
relationship and fosters commitment.

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  66.6 Analys
A sis an
nd
 
Inteerprettation
n
Of the
t Su urvey y
 

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There aree more than 600 employyee in BanglaaCAT, as it’s not possibble to conducct the surveyy
among 6000 employeee so I random
mly choose 40
4 people froom differentt departmentts for the surrvey.

6.6.1 Ussefulness of
o perform
mance app
praisal systtem of Ban
nglaCAT 

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 0 10 5 25
Perceentage (%) 0 0 25 13 62

Table 6.1:
6 The usefu
ulness of perfformance app
praisal system
m of BanglaC
CAT

sstrongly dissagree
d
disagree 0%
0%
modeerate
25
5%
strongly ag
gree
62%

agrree
133%

Figure 6..6.1: The useffulness of perrformance ap

ppraisal systeem of BanglaC
CAT

Analysiss: 62 % respoondents are strongly agrreed with thee statement. 13% are agrreed and 25%
% are
moderatee. Nobody iss disagreed here.
h

Interpreetation: Thee result shoows that moost of the employees think that the perform mance
appraisall system is useful for the organizzation. Somee people think that thiis in a modderate
situation but nobody shows any negative
n attitude here.

Reason: As the pro

ocess gives the chancee to judge from
f variouus persons & a fair waay of
appraisalls.

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6.6.2 Providing a way to judge emplo

oyees prop
perly

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R 3 5 15 7 10
Perceentage (%) 8 12 37 18 25

Table 6.2 Providing

P a way
w to judge employees
e prroperly

strongly agrree strongly d
disagree
25% 8%
%

disagreee
12%%

agree
8%
18

moderrate
37%
%

Figure 6.6.2 Providing a way to judgee employees properly

p

Analysiss: 25 % peo ople are strrongly agreeed here but still 18% people
p are agreed.
a 37%
% are
moderatee and the rest are disagreeed with the statement.

Interpreetation: Herre employeees think thaat the currennt system prrovides a way w to judge the
employeees properly though
t somee people shoow a differennt point of viiew. In this case
c a big poortion
of responndents is moderate.

Reason: It helps to define

d the inddividual andd group roless for the com
mpany with a way to judgge
employeees.

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6.6.3 Faiirness of the perform

mance man
nagementt system

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 2 7 3 1
Perceentage (%) 0 15 54 23 8

Table
T 6.6.3 Faairness of thee performancee managemen
nt system

strongly disagrree strongly d
disagree
8% 0%
%

disagree
15%
agree
23%

moderatee
54%

Figure
F 6.6.3 Faairness of thee performancce managemeent system

Analysiss: It is pretty
y much surprrising that more
m than 500% respondeents are modderate here. More
M
than 30%
% are positivee and the resst are negativve regardingg the statemeent.

Interpreetation: Halff of the peopple show a moderate

m vieew which inddicates that people may have
some queestions regarrding the faiirness of the system. Thoough one third of the peeople are positive
but a meaasureable po
ortion is not positive.
p

he awarenesss of employeees of own beehaviors andd perceptions of colleaguues.

Reason: It shows th

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6.6.4 Providing gu
uidelines for organiizational and
a indiviidual imprrovement

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 0 10 17 13
Perceentage (%) 0 0 24 43 33

Table 6.6.4 Providing gu

uidelines forr organization
nal and indiv
vidual improv
vement

disagree
stro
ongly disagree
0%
0%

stronggly agree moderate
3
33% 24%

agree
43%

Figure 6.6.4
4 providing guidelines
g forr organization
nal and indiv
vidual improv
vement

Analysiss: In this staatement moree than 40% are agreed, 33 % are sttrongly agreeed and 24 % are
moderatee. Nobody iss disagreed here.
h

Interpreetation: Em
mployees thhink that thet system helps thee organizattion for ovverall
improvemment. Thoug
gh some peopple are modeerate but nobbody shows any negativee attitude.

Reason: Provides sp
pecific itemss to evaluate employee performance
p throughout the year.

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6.6.5 Th
he need for improvin
ng the sysstem

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 0 16 8 16
Perceentage (%) 0 0 46 8 46

Table 6.6.5 The neeed for improv

ving the systeem

ongly disagree disagree
stro
0% 0%

stro
ongly agree moderate
46% 46%

agree
8%

Fig
gure 6.6.5 Thee need for im
mproving the system
s

Analysiss: 46% respo

ondents are strongly agrreed as well as moderatee with the sttatement. 8%
% are
agreed where
w nobodyy is disagreeed.

Interpreetation: People stronglyy think that the current system needds improvem
ment. They show
their posiitive and ratiional attitude here.

Reason: The perform mance manaagement systtem shows thhe ways to accommodat
a e all the business
divisionss to fulfill thee company’ss major objectives. Consstant improvement is neeeded.

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6.6.6 Including otther metho

od along with
w Goal setting an
nd 360 deg
gree

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 0 18 9 13
Perceentage (%) 0 0 45 22 33

Table 6..6 Including other

o method
d along with Goal setting
g and 360 deg
gree

strongly 
disagree disaggree
0% 0%
%

strongly agree
3%
33

agree
moderatte
22%
45%

Figure 6.6.6 Including

g other method along witth Goal settin
ng and 360 deegree

Analysiss: In case of
o this stateement peoplle are eitheer positive or moderatee but noboddy is
disagreedd.

Interpreetation: Emp ployees’ possitive and moderate

m attittude reflects that some other
o methodd can
be includded in the peerformance management
m system alonng with Goall setting andd 360 degree..

Reason: To protect its

i corporate values.

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6.6.7 Po
ositive inflluence of the
t system
m on Banglla CAT’s goals
g

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 5 19 16 0
Perceentage (%) 0 13 48 39 0

Tab
ble 6.6.7 Posittive influencee of the systeem on BanglaaCAT’s goals

strrongly agree sttrongly disagreee
0% 0%

agree 13%
39%

moderate
m
48%

Figu
ure 6.6.7 Posittive influence of the systeem on BanglaaCAT’s goalss

Analysiss: In this stattement noboody is stronggly agreed orr strongly diisagreed. Onne third is aggreed.
Almost 50%
5 are mod derate and 133% of the respondents arre disagreedd.

Interpreetation: As thet moderatee portion is higher

h it inddicates that people
p partiaally think thaat the
system does
d not influence the organizationaal goals posiitively. Som me people fullly directly show
this attituude. But Onee third peoplle can see a positive
p influuence of thee system.

Reason: It encourag
ges employeees to achievee higher perfformance levvels.

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6.6.8 Su
ufficiency of the system to evaaluate the employeees

Grrading Stronggly Dissagree M

Moderate Agree Stronggly
Disagrree Agreee
No of Respondent
R 0 6 15 15 4
Perceentage (%) 0 15 39 38 10

Ta
able 6.6.8 Suffficiency of th
he system to evaluate the employees

stro
ongly disagree
0%
disaagree
15%

aggree
38%
3
oderate
mo
39%

Fiigure 6.6.8 Su
ufficiency of the
t system to
o evaluate thee employees

Analysiss: almost 48%

% respondennts are positive here wheere 39% peoople are modderate. Only 15%
people shhow negativee attitude.

Interpreetation: mosst of the people think that

t the currrent system is sufficiennt to evaluatte the
employeees. Though some
s peoplee do not thinkk so but a larrge number of respondennts are modeerate.

Reason: As a part of the self--appraisal, employees arre obliged to

t indicate thheir trainingg and
developm
ment needs.

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6.6.9 Heelpful to change

c thee employeee attitudee and behaavior that is supporrtive
for orgaanization

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 8 16 16 0
Perceentage (%) 0 20 80 80 0

Table 6.66.9 Helpful to

o change the employee atttitude and beehavior that is
i supportivee for organizaation

strongly disagree
strrongly agree 0%
0%
disagree
20%

agree
a
80%
8

moderatee
80%

Table 6.66.9 Helpful to

o change the employee atttitude and beehavior that is
i supportivee for organizaation

Analysiss: Here 86%

% people are agreed and other 80% people are moderate.
m O the other hand
On
nobody is strongly ag
greed or stroong disagreedd with the sttatement butt 20% are dissagreed.

Interpreetation: Resp
pondents’ atttitude refleccts that the system
s is hellpful to channge the emplloyee
attitude and
a behaviorr that is suppportive for thhe company.

Reason: To increasee their job effficiency andd value to thhe company.

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6.6.10 Helpful
H forr employeees to creatte a better career patth

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 3 16 14 7
Perceentage (%) 0 7 40 35 18

Ta
able 6.6.10 Heelpful for employees to create a better career path

strongly disaggree
0%
disagreee
sttrongly agree 7%
18%

agree
e moderatte
35%
% 40%

Fig
gure 6.6.10 Heelpful for em
mployees to crreate a better career path

Analysiss: Here 18%% people aree strongly aggreed and 35%

3 people are agreed. 40% peoplle are
moderatee where the rest
r are disaggreed.

Interpreetation: Th hough a big portion peoople think thhat the systeem is helpfuul to create better
b
career paath for the organization
o n almost half of the resppondents shhow moderatte attitude which
w
indicates that people are not fullyy agreed of this
t matter.

Reason: An employee’s perforrmance is evvaluated on actual resullts achievedd against

the perfoormance plan
ns.

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6.6.11 Taking
T pro
oper action
ns after thee evaluatio
on results are at han
nd

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 5 18 17 0
Perceentage (%) 0 13 45 42 0

Table 6.6.11
6 Taking proper action
ns after the evaluation
e ressults are at haand

strrongly agree sttrongly disagreee
0% 0%
disagree
13%
agree
42%

derate
mod
4
45%

Table 6.6.11
6 Taking proper action
ns after the evaluation
e ressults are at haand

ple are modeerate here. 42% people are

Analysiss: 45 % peop a agreed on the other hand
h 13% peeople
are disaggreed.

Interpreetation: Thoough a largee number off people thinnk that propper steps are taken afteer the
evaluatioon but most of
o the peoplee partially suupport this sttatement.

Reason: As it showss improvemeent & space for it.

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6.6.12 Sufficiency
S y of the content of Goal settting and 360
3 degreee to judgee the
employ yees

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 1 0 25 11 3
Perceentage (%) 3 0 63 27 7

6.6.12 Sufficie
ency of the co
ontent of Goaal setting and
d 360 degree to
t judge the employees
e

strrongly agree stronglyy disagree 
3
3% disaggree
7%
0%
%

agree
27%

mo
oderate
6
63%

6.6.12 Sufficie
ency of the co
ontent of Goaal setting and
d 360 degree to
t judge the employees
e

Analysiss: More thann 60% peoplle are moderrate. 27% peeople are agrreed and thee rest are stroongly
agreed annd strongly disagreed.
d

Interpreetation: mosst of the peeople are mooderate abouut the matteer that indiccates that peeople
partially think that th
he contents are
a sufficiennt for judginng the emplooyees’ efficieency. But a large
number ofo people aree positive wiith this matteer.

Reason: The Compaany providess eligible em mployees witth internal annd external opportunities
o s to
acquire thhe skills and
d competence needed to pursue the career
c in a rigght way.

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6.6.13 The
T system
m strength
hen the pssychologiccal contract of the employer
e and
employ yee

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 7 18 15 0
Perceentage (%) 0 18 45 37 0

Tablle 6.6.13 The system strengthen the psy

ychological contract
c of thee employer and employeee

s
strongly
stron
ngly agree d
disagree disaagree
0% 0% 188%

agrree
37%

moderate
455%

Figurre 6.6.13 The system stren

ngthen the psychological contract
c of th
he employer and
a employeee

Analysiss: again moree than 40% people

p are moderate.
m 377% people arre agreed andd 18% peoplle are
disagreedd.

Interpreetation: mosst of the peoople partiallyy think that the system strengthen the
t psycholoogical
contract of
o the emplo oyer and empployee. A laarge number of people arre positive, only
o a few peeople
oppose thhis matter.

Reason: It guides the

t companyy to identifyy the related factors andd influences for HR plannning
both empployer & em
mployee.

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6.6.14 The systtem facillitates to

o increasee employ
yee invollvement and
committment

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 0 0 15 15 10
Perceentage (%) 0 0 38 38 24

T
Table 6.6.14 The
T system facilitates to in
ncrease emplo
oyee involvem
ment and com
mmitment

disagree
stron
ngly disagree
0%
0%
stronggly agree
2
24%

moderate
38%

agree
a
38%

Fiigure 6.6.14 The

T system faacilitates to in
ncrease emplloyee involveement and co
ommitment

Analysiis: 38% resp

pondents are
a agreed and 38% people
p are moderate here.
h Only 24%
people are
a strongly y agreed.

Interpreetation: mo
ost of the peeople think that the sy
ystem facilittates to increase emplloyee
involvemment and commitmen nt. The large number ofo people iss partially agreed
a with
h the
matter.

Reason: It helps to define

d ment is required.
the secctors effectivvely in whicch training annd developm

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6.6.15 Employees
E s provide fair
f opinio
on while evaluating
e each otheer

Grrading Stronggly Dissagree M

Moderate Agree Stron
ngly
Disagrree Agreee
No of Respondent
R t 3 15 16 3 3
Perceentage (%) 8 38 38 8 8

Table 6.6.15
6 Employ
yees provide fair opinion while evaluaating each oth
her

strongly agrree strongly d
disagree
agree 8% 8%
%
8%

disagreee
38%
moderate
m
38%

Figure 6.6.15 Emplo

oyees providee fair opinion
n while evalu
uating each otther

Analysiss: 38% peop ple are modderate and another

a 38%
% people aree disagreed here. Only 16%
people arre agreed wh
here 8 peoplee are stronglly disagreed..

Interpreetation: The employees do not thinkk that while evaluating each

e other thhe employeees are
fair and unbiased.
u nly a few peoople are positive.
On

Reason: The overaall system iss designed and

a processeed in a wayy so that it can
c be helpfful to
individuaal, to the team
m and to thee organizatioon in a fair way.
w

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6.6.16 The
T system
m influences the promotional and salary
y related aspects
a

Grrading Stronglly Disag

gree Mo
oderate Agree Strongly
y
Disagreee Agree
No of Respondent
R 0 111 11 16 2
Percen
ntage (%) 0 288 28 39 5

Table 6.6..16 The system influencess the promotiional and salaary related asspects

stronggly agree stro
ongly disagree
5% 0%

disagree
28%

agre
ee
39%
% moderate
28%

Figure 6.6.16
6 The systeem influencees the promottional and sallary related aspects
a

Analysiss: 39% people are agreedd. 28% are moderate.

m Annother 28% are disagreeed and 5% peeople
are stronggly agreed.

Interpreetation: Most of the peeople think the system influences the promottional and salary
s
related asspects. A few
w people do not think so
o.

ppraisals ressults salary inncreases by their grading.

Reason: After the ap

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6.6.17 The
T curren
nt system is a SWOT
T analysis of the emp
ployees

Grrading Stronglly Disag

gree Mo
oderate Agree Strongly
y
Disagreee Agree
No of Respondent
R 0 122 17 11 0
Percen
ntage (%) 0 266 49 25 0

Table
e 6.6.17 The current
c system
m is a SWOT
T analysis of the
t employeees

strongly 
agree stron
ngly disagree
0% 0%

aagree disagree
25% 26%

moderate
49%

Figure 6.6.17 The current

c system
m is a SWOT
T analysis of the
t employeees

Analysiss: 49% peoplle are moderrate about thhe statement. 25% are aggreed and 26%
% are disagrreed.

Interpreetation: Here most of thhe people think moderattely. A few people thinkk that the cuurrent
system iss a SWOT annalysis of the employeess. A big amoount of peoplle does not think
t so.

Reason: Because it shows strenggths, weakness, opportuunities & threeats as well.

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6.6.18 Feedbacks
F s from thee employeees are an
nalyzed caarefully to remove the
possibiility of missjudgmen
nt

Grrading Stronglly Disag

gree Mo
oderate Agree Strongly
y
Disagreee Agree
No of Respondent
R 0 5 15 14 6
Percen
ntage (%) 0 133 38 35 14

Tablee 6.6.18 Feedb

backs from th
he employeess are analyzed carefully to
o remove the possibility of
o
miisjudgment

strongly disagree
0%

sttrongly agree dissagree
14% 1
13%

agre
ee
35%
% moderate
38%

Figu
ure 6.18 Feedb
backs from th
he employeess are analyzed
d carefully to
o remove the possibility
p off
miisjudgment

Analysiss: 31% peoplle are agreedd. 39% peopple are moderate. 15% peeople are strongly agreedd and
another 15%
1 are disaagreed.

Interpreetation: mosst of the peoople think thhat the feeddbacks from the employyees are anallyzed
carefullyy to remove the possibiility misjudggment. A laarge numberr of people agreed withh this
partially. A few peop
ple do not thiink so.

Reason: It assists th
he company to promote their employyees to the level
l they deeserve & rem
move
the possibilities of misjudgments
m s.

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6.6.19 Helpful
H forr the organ
nization to
o think ab
bout its succcession planning
p

Grrading Stronglly Disag

gree Mo
oderate Agree Strongly
y
Disagreee Agree
No of Respondent
R 0 0 7 26 7
Percen
ntage (%) 0 0 18 64 18

Table 6.6.1
19 Helpful fo
or the organizzation to thin
nk about its su
uccession plaanning

strongly 
disagree disaggree
0% 0%
%
moderaate
sttrongly agree
18%
18%

aggree
6
64%

Figure 6.6.1
19 Helpful fo
or the organizzation to thin
nk about its succession plaanning

Analysiss: 64% peop

ple are agreeed with this statement. 18%
1 are moderate and another
a 18 % are
strongly agreed.

Interpreetation: Nob body thinks that

t the systtem is not heelpful for thee organizatioon to think about
a
its successsion plannin
ng. Only few
w people aree moderate.

Reason: As the process is complleted the com

mpany starts thinking to plan the em
mployees’ carreer
path.

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6.6.20 The
T curren
nt system is cooperattive for ch
hange man
nagement

Grrading Stronglly Disag

gree Mo
oderate Agree Strongly
y
Disagreee Agree
No of Respondent
R 0 0 19 21 0
Percen
ntage (%) 0 0 47 53 0

Table 6.6.20 The cu

urrent system
m is cooperatiive for change managemen
nt

strong
gly agree strongly
0
0% disagree dissagree
0% 0%

moderate
47%
agreee
53%

Figure
e 6.6.20 The cu
urrent system
m is cooperatiive for chang
ge managemeent

Analysiss: 53% peoplle are agreedd and the resst are moderaate about thiis statement.

Interpreetation: mosst of the peeople think that the cuurrent system m is cooperative for chhange
managemment. The resst of the peoople partiallyy support thiss matter.

Reason: As It allowss the individdual to decidee own prioriities.

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6.6.21 The
T emplo oyees’ ratiing of the current performan
p ce management sysstem
and its influence to the org
ganization
n

Grrading Very Po
oor Poor Mo
oderate Good Very Good
No of Respondent
R 0 4 17 19 0
Percenntage (%) 0 100 43 47 0

Table 6.66.21 The emp

ployees’ ratin
ng of the curreent performaance managem
ment system and its influeence
to thee organization

vvery good
0% veryy poor
0
0%
poor
10%

good moderatte
47% 43%

Figure 6..6.21 The emp

ployees’ ratin
ng of the currrent performaance managem
ment system and its influ
uence
to thee organization

Analysiss: 47% peop

ple are positiive here. 433% are modeerate and thee rest are neegative abouut the
statemennt.

Interpreetation: Morre than halff of the peoople said thaat the currennt performannce manageement
system and
a its influeence to the organization
o n are good. A large num
mber of peopple are modeerate.
Only a litttle portion is
i not satisfieed with the system.
s

Reason: It aligns em
mployees’ rooles to the orrganization’ss business annd strategic plan.
p So it haas a
positive impact.
i

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6.7
7 Ressults & Discus
D ssion
n

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Summary of Findings 
BanglaCAT is the largest Caterpillar distributer in Bangladesh that uses 360 degree feedback
and Goal setting theory to evaluate its employees. After the survey over the performance
management system of BanglaCAT I found that the employees are positive with the current
system. But a number of employees have a neutral view. On the other hand nobody said that the
system is very good for the organization. So these views can raise questions that whether the
system is proper or not for the employees. The system is useful for the organization. It provides a
way to judge the employees properly. It works as a guideline to improve the employee
performance because after the evaluation results, company identifies the training need for the
employees. In case of the fairness of the system employee have a confused view. More than half
of the people are moderate and a large number is dissatisfied. It indicates that the system may
have some problem with its fairness. It is also identified that the employees are not fair enough to
evaluate each other. So there must be some problem. But the feedbacks from the employees are
analyzed carefully so that the possibility of misjudgments can be removed. As the system
identifies the training needs, the employees think that the system is helpful for the organizational
as well as individual improvement. Though the system is good the employees agreed mostly that
the system can be improved more. Some other method can be used or the contents of the 360
degree and Goal setting can be improved. They think that the improvement will be more
effective for the organization. The system has a positive influence on the company’s overall
goals and objectives. As it is related with the organizational and individual improvement so it
persuades the organizational goals. It also assists the company to think about its succession
planning. The current system is a helpful process to maintain the employee attitude and behavior
that is supportive for the organization. It increases the involvement and commitment of the
employees. It helps to create a better career path for the employees because it identifies the need
for recognition. The current system is helpful to make stronger the psychological contract of the
employee and employer. The system is cooperative for the organization’s overall change
management.

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Recommendations 
First of all, the company should have a proper job description for the employees. Job description
has a huge impact on the effectiveness of a performance management system. So BanglaCAT
should have the job description for the employees that will help to establish performance
standards and expectations effectively.

Currently the performance management process of BanglaCAT is completed manually that

takes a lot of time and money. It can be completed through the Intranet of BanglaCAT that will
save time and cost.

As the analysis shows that employees have confusion about the fairness of the system it should
be revised and reviewed so that the employees have no uncertainty about the process.

Sometimes the employees do not rate the other employees fairly or properly. Sometimes they do
not complete the evaluation seriously. So the system should be scrutinized well so that the
employees rate each other properly. As a result possibility of misjudgments can be removed
easily.

During the survey it is found that the employees are really concerned about the performance
management system of BanglaCAT. If the authority of the performance management of
BanglaCAT listen and ask for the employees’ opinion continuously and understand their point
of view the system can be a great example for corporate practice. Because working together is
better than being at odds.

Instead of only judging the performance of the employees, the performance management system
should search for more ways to make that contribution as valuable as possible by increasing the
involvement and commitment of the employees, providing more monetary and non-monetary
recognition, empowering their responsibilities etc.

Now a day the competition is beyond the limit. Competitors are always ready for setting up and
taking notice. So implementing some changes in the system may create a positive influence to
the organization. Performance management process is not an annual event. The system will be
more effective if it provides the feedbacks to employees throughout the year.

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Chaapterr 7.0
 

  Endiing of
o thee
 
R
Repor rt
 

Chapter 7.0: Ending

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Conclusion
The best practice begins with respect for one another and ends with excellence in performance.
It is the responsibility of every supervisor to maintain a continuous communication with their
employees. These conversations should provide clear and honest role expectations and feedback
and should help identify improvement, development, and career issues. Each employee has a
responsibility to participate fully in these conversations but it needs to be ensured that the
employees have their job descriptions and they understand their role responsibilities and
expectations, and communicate any obstacles or training needed in order to perform their role at
an optimum level.

It is no secret that companies with effective performance management systems are able to recruit
and retain higher quality employees, experience increased shareholder value and consistently
have better financial results than organizations that do not have constructive programs.
BanglaCAT is one of those companies that have a constructive and structured way of appraising
the employee contribution. Though it needs to be improved more but still the system is very
beneficial for the organization and the authority is trying continuously to make it more effective
and constructive.

BanglaCAT is an organization of continuous learning and improvement. It tries to develop its

quality every time. So there is no difference in the performance management system. The
company is constantly trying to make the system more productive and useful for the employees
as well as the organization. If the system is on development endlessly then it will be a major
success criterion for BanglaCAT.

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Refeerencces

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References

Ahmed, N., 2010. A balanced appraisal system. Spark, Winter edition (3), p. 3.
Saunders, M. Lewis, P. Thornhill, A., 2009. Research methods for business students. 5th ed.
Pearson Education.

Websites
http://www.banglacat.com/index.php?option=com_content&view=article&id=48&Itemid=54
http://www.banglacat.com/index.php?option=com_content&view=article&id=46&Itemid=55
http://www.banglacat.com/index.php?option=com_content&view=article&id=47&Itemid=56
http://www.banglacat.com/index.php?option=com_content&view=article&id=50&Itemid=58
http://www.banglacat.com/index.php?option=com_content&view=article&id=57&Itemid=86
http://www.banglatraccommunications.com/Pages/Our%20Group.php
http://www.businessballs.com/performanceappraisals.htm
http://hr.commerce.gov/Practitioners/PerformanceManagementandAwards/DEV01_
006173
http://www.brown.edu/Administration/Human_Resources/job_pay_perf/performa
nce_goalsetting.html
http://humanresources.about.com/od/glossaryp/g/perform_mgmt.htm
http://humanresources.about.com/od/performancemanagement/a/perfmgmt.htm
http://www.made-in-china.com/traderoom/zaidul
http://managementhelp.org/org_perf/org_perf.htm
http://www.performance-appraisal.com/intro.htm
http://en.wikipedia.org/wiki/Goal_setting
http://www.rapidbi.com/created/SampleKeyPerformanceIndicatorsKPI.html
http://smallbusiness.dnb.com/human-resources/workforce-management/1384-1.html
http://smallbusiness.dnb.com/human-resources/workforce-management/3777397-
1.html

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http://www.motivational-messages.com/goals.html
http://www.toolbox.com/blogs/enterprise-design/why-employee-relationship-
management-21687
http://en.wikipedia.org/wiki/Performance_management
http://www.referenceforbusiness.com/management/Ex-Gov/Goals-and-Goal-
Setting.html
http://www.referenceforbusiness.com/management/Ex-Gov/Goals-and-Goal-
Setting.html
http://www.e-lockers.com/edwin-locke-goal-setting-theory-of-motivation/goal-
setting-theory/
http://www.buzzle.com/articles/goal-setting-theory.html
http://www.mindtools.com/pages/article/newHTE_87.htm
http://www.usfa.fema.gov/pdf/efop/efo29583.pdf

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Dear Sir/Madam,

I am a BBA student of BRAC University (BU) and currently doing my Internship at Bangla CAT. I would
be pleased if you kindly give a few minutes to fill up this questionnaire. The information provide by you
will be used for my Internship report on “Performance Management System of BanglaCAT “All findings,
keeping in line with law and ethics, are confidential.

Thank you.

Sl Questions Strongly Disagree Moderate Agree Strongly

Disagree Agree
1. Do you think the Performance appraisal
system of BanglaCAT is useful for the
organization?

2 Do you agree that the system provides a

way to judge the employees properly?

3 Do you think that the system is fair to

all and unbiased?
4 Do you think that the system provides a
guideline for organizational as well as
individual improvement?

5 Do you think that the system needs to

improve?
6 Do you think that some other method
should be included along with Goal
setting and 360 degree?
7 Do you agree that the system influences
the overall goal of BanglaCAT
positively?
8 Do you agree that the current system is
sufficient for evaluating the employee?
9 Do you think that the system helps to
change the employee attitude and
behavior that is supportive for the
organization?
10 Do you think that the system is helpful
for employees to create a better career
path?
Sl Questions Strongly Disagree Moderate Agree Strongly
Disagree Agree
11 Do you think that proper steps or
actions are taken after the evaluation
results are at hands?
12 The contents of the Goal setting and 360
degree are sufficient or not for judging
the employee efficiency?
13 Do you think that the system strengthen
the psychological contract of the
employee and employer of BanglaCAT?
14 Do you think that the system facilitates
to increase employee involvement and
commitment?
15 While evaluating each other do you
think that the employees provide fair
and unbiased opinion?
16 Do you think that the system influences
the promotional and salary related
aspects?
17 Do you think that the current system is a
SWOT analysis of the employees?
18 Do you think that feedback from the
employees is analyzed carefully so that
the possibility of misjudgment is
removed?
19 Do you think that the system helps the
organization to think about its
succession planning?
20 Do you think that the current system is
Cooperative for change management?

Where will you rank the current performance management system and its influence to
the organization?

Very poor Poor Moderate Good Very good

Thank you for giving your valuable time & providing your views
 .~

Bangia lEI ANNUAL PERFORMANCE FEEDBACK 2011

360 DEGREE PERFORMANCE EVALUATION

Name: Md. Amzad Hossain Reports To: ~.K.M. Zaidullslam

Position: ~C!nager _ _ Length of Service 7.2 years

---''---------------------­
Rating Period:~ua_1}' 01, 2Q11 to December 31_ 2011 Department Warranty
---~------
ID No. 65

INSTRUCTIONS FOR COMPLETING THE ROLE ApPLICATION PERFORMANCE EVALUATION & DEVELOPMENT FORM
Content:
When you are evaluating yourself:
PartI: Value Based Appraisal
Theself-ratings tend to beconsistently higher. Thisdiscrepancy can lead todefensiveness and alienation if

The Value Based Appraisal evaluates a manager orsupervisor's performance infulfilling theexpectations with respect to theSeven supervisors do notuse good feedback skills. Sometimes self-ratings can belower than others'. Insuch

Corporate Values of Bangia Tracltd. Thematrix is used to evaluate thebehavior within each value (Customer Service first, situations, employees tend to beself-demeaning and may feel intimidated and "putonthespot."

Integrity, Teamwork, Innovation, Leadership through Excellence, Ownership Mentality, Quality)

Part II: Competency Based Appraisal When you are evaluating the Customer Orientation Part:
TheCompetency Based Appraisal evaluates a person's performance regarding jobrelated competencies likeJudgment, Result Internal customers aredefined asusers of products or services supplied byanother employee or group
Orientation, Client Orientation, Teamwork, Motivating and Developing Teams, Impact and Influence, Technical Knowledqe. within theorganization. External customers areoutside theorganization and include, butare
notlimited to thegeneral public.
Some Tips forEvaluators:

When you are evaluating as a Supervisor orManager:

Rating Scale:

Evaluations bysuperiors arethemost traditional source of employee feedback. Superiors should be able to observe and measure Exceptionally Good: Refers to truly outstanding performance; should besomeone you regard asa role model in thearea

allfacets ofthework to make a fairevaluation. Insome work situations, thesupervisor or rating official is notinthesame location or rated.

issupervising verylarge numbers of employees and does nothave detailed knowledge of each employee's performance. So, when
you areevaluating asa Supervisor, please consider this facts. Very Good: Refers to significant performance ability; only verystrong performers should receive thisrating.
When Your are evaluating as a Peer:
Peer evaluations arealmost always appropriate fordevelopmental purposes, butattempting to emphasize them for pay, promotion, Average: Refers to solid performance with a good skills base; most people fallinto thiscategory.
orjobretention purposes (i.e., therating of record) may notbeprudent. It is essential thatthepeer evaluators bevery familiar with
theteam member's tasks and responsibilities. Incross-functional teams, thisknowledge requirement may be a problem. Inthese
situations, thegreatest contribution the peers can make pertains to thebehaviors and effort (input) theemployee invests intheteam
Below Average: Refers to performance and skills thatareadequate insome respects butnotfully upto standard; some
corrective action is needed
process.
When you are evaluating as a Subordinate:
Subordinate feedback is most beneficial when used fordevelopmental purposes. Precautions should be
Poor: Refers to performance thatfails tomeasure upto standard and must beimproved through corrective action steps.
taken to ensure thatsubordinates areappraising elements ofwhich they have knowledqe.

Unable to Judge! Not Applicable: Ifthenature or extent ofyour interaction does notenable youto provide feedback ina
particular performance category fora particular individual, select the"Unable toJudge/NA" rating.

Performance Scale: very poor Below Average Average Very Good Excellent (You can use the decimal marking also for scoring)
----1----------1-----------1----------1-----------1-----­
o I 2 3 4

...

 -.,

P ART I: OUR CORPORATE VALUE SPECIFIC ApPRAISAL: (Rate how this person reflects our corporate values in his work performance)
Score

CustomerService First ~ ~ ~): Puts serving Customers as the First priority in every situation. ~ C'Il'Ulr ~ ~ ~ ~ CirnT I)

Integrity ~): Is uncompromisingly honest. trustworthy and professional in all his dealings. internally and externally. ~ I:III\'5J~~cl '(j ~ (1'!if-~~ ~ <!1~ c~
ll!m lj

Quality (~~/~): Ensures Duality in everything hedoes. ~ ~ ~ ~ ~ mott I)

Ownership Mentality ~~): Deals with every task with a feeling of long-term ownership. ~~~ ~~~~'Rt I)

Teamwork ~ ~): Works with all stakeholders asa Team to secure the organization's future. (Q!\f\!5iJIC"1'R ~ ~'ll'RC't"J'f<l5ll'r ~ ~ ~ ~ ~ 'Rt I)

Leadership through Excellence (~~~: Maintains leadership in every scope of work through continuous excellence in everything he does. ~~ ~
~~~~ ~~"'RtlIt I)

Innovation (WM~: Encourages Innovation. continuous improvement and learning throughout the organization. ~ ~~ <>f8~"'IbI?teM~"'\!jI, ~~ ~
~~~IA\'5'RtI)

Performance Scale very poor Below Average Average Very Good Excellent (You can use the decimal marWing also for scoring)
----1---------- 1----------­
o 2 3 4
2
 ..

P ART II: JOB COMPETENCY BASED ApPRAISAL

Judgment/ ~ AC<ttHI Score 1

_.--­ i
,
1. Draws upon knowledge and experience to help find solutions for clients/stakeholders(~ ~ 'fII'T~ "ilfOlJ"lilR '(J ~ ~'1I"'TIl): ,
i
2. Adopts an inquisitive, open-minded approach to situations and decision-making (~"'i'(J ('<IlC11"Rf.irn~ ~~ o!I~~ ~~ c-:rn)
I
3. Keeps sight of the big picture and is able to recognize key issues (~~ ~ ~ '(J o!I~ r",~'1 ClIWl'"['l ~ ~ 1!ll"11 ~ f.rr.\5 9fIT3l): I

4. Adjusts priorities as needed based on the type of customer/business/works ( ~ ~ ~ ~ ~ ~ ~ ~ ~~(lffij~~f."mR~):

5. Assesses the impact of a sale/work (l.'1'R<mli"~~~f.l'i~9fIT3l~~<m"I):

6. Raises problems or issues to managers with appropriate urgency to help resolution (I'l'R ~'fII'T~ "ilfOlJ~'JQ[j'l!C1J 1!l~~ "lJ1c:-i61IC'1'1 ~~~"'R~):

7. Raises problems or issues to clients/concerned persons with appropriate urgency to help resolution (I'l'R~'fII'T~"ilfOlJ~'JQ[j'l!Qj1!l~~~f':!Q[j'l!C1J~
~~~"R~):

Results Orientation/ ~a'1I~a'1 Ac<t b-=l I Score

1. Is flexible and responds quickly to requirements of a new task or role (I'l'R<mli"~ ~~"ilfOlJ~ ~~~ '(J ~ ~ ~):

2. Actively seeks out and asks others for feedback that will further own personal and professional development (~-~ '(J c~ ~"ilfOlJ ~ ~ ~ ~ 1

c-:rn) : I
I
3. Takes initiative and willing to assume additional responsibilities (~-~';ff.f61"~~<mli"~orn):
I
4. Comes and leaves the office in time (~~~~'(J"llT'J):

5. Wears reasonably official dresses during working hours and keeps him/her presentable (~ ~9Wli"1'r "61TIlT 'l'T~ 9Wl '(J ~~~"RC'lT'i1J <m"I):
I
Client Orientation (~Ic~rt ~~~) Score
I
1. Is considerate of the client's culture and business context ( ~ ~ 'ff01 '(J ~ 'l'Z~ ~~~ <m"I): II
2. Takes into account client's needs and objectives when developing solutions (~"ilfOlJ~~"l'ilP.l~~C'f'll'J'(J~~<m"I):
I

Performance Scale very poor Below AVef"age Average Very Good Excellent (You can use the decimal mar1<.ing also for scoring)
----,----------1---------------------1-----------1-----­
o 2 3 4
3
 ..

i Teamwork/~~ '5l1t>~'f ___

Score I
I
I[

I 1. Works with others to meet team goals ('f'1~<1'I>1~"llRPr1T~"'!ll"l~~'f['l):

I

2. Provides open and honest on-going feedback (0 ~ ~ C"Il'1T~ >if\!;J~IC'!HI ~ ~ ~~"R 'f['l):
I
I
~ Encourages an open exchange of views, information and concerns (Vl'R \5QjJ, ~ ~ ~ ~ COIl'11 ~ ~"'!ll"l ~ <ffil 'e ~ .!l ~ ~ C'ffiE'l"l'iRJ'
I ~<ffil):
4. Draws all relevant and interested parties to agreement (Vl'R~">i"~~ ~~~fi1rn.!l<l"l\'lm~<ffil):

5. Praises the contributions achieved by team members ('f'1~ ~ ~ '1flj'@ll 'fCC1'!l ~ ~ ~,,~ 'e ~ C'rn):

Motivating and Developing the TeamM~'(3~~ I Score

1. Takes time to teach and develop others through ongoing guidance and constructive feedback ('fCC1'!l~~~ ~ "l'iRJ' 'e ~ ~ "l'iRJ'~"1PJ
<ffil) :
2. Involves people in decisions that affect them (Vl'Rf.\">ml~ (offil~PfIrn~"'!ll"l'l~f:ll'f'1"f?Pl~r"l\HOl~): 1
Score
Impact and Influence/c:~"1~ ~~
1. Perceived as a credible leader (.!l<!'llR ~ 0f~ ~ ~ ~~m):

2. Demonstrates confidence and assertiveness in raising issues and concerns (Vl'R ~ ilf"fRl ~ ~~ '(l ~ ~ C'rn):

3. Effectively influences and persuades others through arguments, specific examples, and supporting details (Vl'R ~ ~ ~"RJ'~-~,~ ~

'e 'l~f:ll <l'T'Tllf-9fi.'[ ~'l ~ 'fWIl.!l~ ~):

4. Builds agreement to obtain an appropriate and timely result (~t1l 'ef.!!iW~"IT'IT'f'1"<mf~~ "l'iRJ' ~ com): ~
5. Establishes his/herself as an expert and a "go to" person internally and for clients/stakeholders (~~ ~ .!l~'f'Il' '(l">i1lffil9 <i'T;pl ~ ~ <ffil):

I
I
6. Networks actively to build trusting relationships within and outside of the firm

Technical/Business / ~~ / <t!<PlIf{J-qs
(~'(l ~~.!l<!'1t~~~~~'>1['5
~):
---=1
Score

I. Demonstrates understanding of the business/ service and products traded/ managed (m <rr'P!T/C'fi11 / 9f'1J f.lBr CiT ~ ~ ~Pf-!C'1 C'f"<J:'l \5l<1~ 'e ~\5I ~ 9\ffi1'):
II

2. Demonstrates knowledge of the applicable CAT system applications ('1'Jlt(CAT)~"RT'!1 ~ mm'l~ ~ ~C'rn):

3. Demonstrates knowledge of the applicable operational and system processes (~"R1 ~ '(l ~ ~ mmf"f'l' 'm?fml ~~ C'rn)
[

Performance Scale very poor Below Average Average Very Good Excellent (You can use the decimal marking also for scoring)
----;----------:-----------1------ ---1-----------1-----­
o 2 3 4
4
 ..

I Score
Criteria Based Questions ._-----------­

1. State the level of workload for the employee over the last year. ("% ~ l!I~ ~ '@-9fi1" ~ OM" ~ ~?)

2. Overall performance over the last year? (~~ ~ 'J'!"<IT~ ~ ~ 1)

- -- -------

3. Compared to Other employees of his/ her qualification, work experience and caliber, how would you rate him or her? (l!I~ ~ ~ ~ ~

-!l~ ~ ~ 15l1"9fiffif ~ f<li?)

- -------

Do you have any general comments about this person and how he/ she can improve? (l!I~ ~ ~ ~ ~ "fC'lI'T 15l1"9!f.PR!"'U ~ I)

Signature: Evaluator's Date

Name:

Performance Scale very poor Below Average Average Very Good Excellent (You can use the decimal marking also for scoring)
----I ---------­
o 2 3 4
5
 

4,Mohakhali (Head office ) of Bangla CAT 
  

Picture of job fair at BRAC University 

 
Picture of job fair at American International University 
 

Mr . Nazim A. Haque CEO of Bangla CAT