The Performance appraisal system of Rahimafrooz Batteries Limited

A Study By Abu Hanif Muhammad Saeem Khan

Student ID.: 08

- 12037 - 3

Nasim Hassan
Student ID.: 09

- 13276 - 1

Human Resource Management Bachelor of Business Administration American International University Bangladesh Dhaka, Bangladesh

Submitted To

Mrs. SAMIA SHABNAZ Lecturer Dept. of Management Faculty of Business Administration American International University Bangladesh

This Study report submitted to the faculty of Business Administration, American International University Bangladesh in semester of summer 2010 as a class group Study work of Human Resource Management (Section H) a partial course of Bachelor of Business Administration. Summer 2010

Letter of Transmittal

Mrs. Samia Shabnaz Course Coordinator Human Resource Management Dept. of Management Faculty of Business Administration American International University-Bangladesh (AIUB) Subject: Submission of Transmittal Dear Mrs. Samia Shabnaz With a great respect, we are informing you that we have prepared a report of case study on The Performance appraisal system of Rahimafrooz Batteries Limited. For the project completion, we have selected a Privet Limited Company - Rahimafrooz Batteries Limited. We feel great pleasure for submitting this report to you, which will definitely help us to be successful in our future life and to complete the BBA program. During the preparation of this report, we have experienced a lot that will greatly help us In our further studies and carrier life. It has enlightened our practical knowledge about HRM practices in the practical world of business, the strategies they follow to maintain this problem in the organization although the employees, the experienced we got from here will help us to contribute these techniques in our practical life. We tried our level best to develop a good report. We would like to thank you for giving us such an opportunity to do this report on this topic. We enjoyed working on this project. Thank you, Sincerely yours, Abu Hanif Muhammad Saeem khan, Student ID.: 08 - 12037 3 Nasim Hassan, Student ID. : 09 - 13276 1

Acknowledgement

By the cordial mercy of Allah, now we are able to submit our report to our honorable madam Samia Shabnaz. We strongly believe that it would not be possible preparing such a report without Almightys grace. Now we would like to thank our honorable madam Samia Shabnaz for her keen efforts and invaluable guidance, helped us to understand, what the Performance appraisal system is & its different concepts, implementation and impact on organization which facilitated the successful completion of the report. This acknowledgment will remain incomplete if we dont thanks to those people who helped and being cooperate with us specially M. Ziaun Nasir (General Manager, Divisional Head, HR & QMS), Sk. Mohammad Atiful Rahman (Manager-Group Compliance), Sonia Afroze Khan (Executive, HR) & Lubna Noman (Sr. Officer - HR) for helping us to find necessary information regarding the report. We would also like to express gratitude to my university faculty members. They should be remembered because they produced the platform of our knowledge. Finally we are really grateful to the other employees of RBL for their help and valuable advice. Again, we like to thank our honorable teacher for giving us such a chance in completion of the report Finally, we like to say that, we have prepared this report from our own experience. We are ready to accept our unwilling errors and omission which belong to us.

Executive Summery

The report is prepared to determine the Performance appraisal system of Rahimafrooz Batteries Limited [RBL]. RBL has strong and effective Performance appraisal system which works for raising the spirits, efficiency and cooperation among the employees and also adopting new operation process, marketing strategy. Therefore, it is great to evaluate the Performance appraisal system of RBL. Through this report, a clear idea is generated about what actually the Performance appraisal system is and its impact in an organization, the importance of Performance appraisal system, the methods and policy used to set for The Performance Management, how many types of The Performance Appraisal an organization can do, what type plan should take for better The Performance Appraisal of employees. So we can draw a sharp line of the issue toward its impact of the total human resource management department and overall the total operation and efficiency of the RBL. Here we tried our level best to show the Performance appraisal system in corporate and industry sector and integrate the total process with the functions of the Human Resource Management Department, after that we focused on the issue towards the contribution to other department and at last its contribution towards the efficiency and competitiveness of Rahimafrooz Batteries Limited.

Table of Content
Sl. No. (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) (xi) (xii) (xiii) (xiv) (xv) (xvi) Titles Cover page Letter of transmittal Acknowledgement Executive summery Introduction of the organization Organizational Overview Introduction to the study Scope of the study Methodology Limitation Analysis and Discussion Major findings Recommendation Conclusion Bibliography Appendix Page No. 1-2 3 4 5 7 8-13 14 15 16-17 18 19-31 32 33 34 35 36

Introduction of the organization

Rahimafrooz was founded as a trading company in 1950 by Late Mr. A C Abdur Rahim. In 1954 the company was incorporated as a limited company called Rahimafrooz (Pak) limited. In 1959 in entered intro joint venture with Lucas, U.K. to set up a modern automotive battery factory. Rahimafrooz is a company that has grown from a small trading concern into the regional player that it is today. The company has expanded, diversified and consolidated in its quest to corporate value and customer satisfaction. Rahimafrooz is poised for a new phase of dynamic growth.

Rahimafrooz is one of the respected and reputed business houses in Bangladesh. It has crossed 50 years of operation. Rahimafrooz has endured turbulences of the last 50 years and has been able to transform itself from a small trading company into a leading diversified business house. This is, indeed, a milestone, which Rahimafrooz has achieved with trust, support and dedication of all stakeholders, past and present, most importantly, its customers. First Rahimafrooz start it journey in 1954 as a trading company. Then it entered into collaboration agreement with LUCAS, UK for setting up manufacturing and distribution system of Lead-Acid automotive batteries at Dhaka and now its a giant company it not only sell batteries but many other products like UPS, IPS, electric equipment, solar system etc. Rahimafrooz vision is to become a company of 2000 crore within 2010 .With the growth of the company, Rahimafrooz was acquired Lucas service (Bangladesh) limited and renamed it Rahimafrooz Batteries Limited.

Organizational Overview
Aim of the organization:
To be the most admired and trusted organization through excelling in everything we do, following ethical business practices and adding value to stakeholders.

Vision, Mission, and Values:

Company Vision:

Rahimafrooz (Bangladesh) limited already pass their 50 year with the people of this country as well as with many other foreign countries. The corporation vision is To be the most admired and trusted organization through excelling in everything we do, following ethical business practices and adding value to stakeholders. Be an enterprising Group of Taka 2000 crore by the year 2017 with a diversified business portfolio focused on dynamic growth, excellence, innovation, customer delight in enriching our world. HR vision: Drive business excellence and create rewarding workplace through people. Company Mission:

To improve profitability by 30% every year. To achieve zero defect by adopting an advanced process technology. Continuous cost improvement. To ensure performance oriented culture through employee empowerment

Company Values:

Rahimafrooz (Bangladesh) limited has several values by which it tries to satisfy its customers and try to achieve their organizational goals. There are four specific values which are: Integrity in all our dealings. Excellence in everything we do. Total commitment to customer satisfaction. Thinking ahead and taking new initiatives.

History of the organization:

In 1991, Rahimafrooz deployed the expertise of Chloride Batteries of UK .for technical up gradation and export development. In 1994 Rahimafrooz acquired Yuasa Battery Bangladesh limited and its factory. The company diversified by entering into type retreating, textile weaving and real estate. In 2001 the company was awarded the best enterprise of the year. It also established the first grocery retail chain superstore in Bangladesh called, AGORA in Dhaka. Rahimafrooz has an extensive distribution and network extending to the international markets. It has expanded its business reach to Europe, USA, Middle East and South East Asia. Since the customers are spread on different places though market is divided into various segments. Rahimafrooz is divided into various SBUs like Rahimafrooz Batteries Ltd, Rahimafrooz distribution limited, Rahimafrooz solar, Rahimafrooz superstore limited, Rahimafrooz energy services, Rahimafrooz CNG. As a well known company Rahimafrooz (Bangladesh) ltd always try to ensure its product quality as well as customer satisfaction. Currently it has 1500 employee. All those are employees are working sincerely for increasing company profit as well as welfare. Rahimafrooz also motivates their employees using several incentives. The major milestones in Rahimafrooz history can be summarized as below:

Incorporated in 1954 by Mr. A.C. Abdur Rahim. Distributorship of Lucas Battery in 1959. Exclusive distributorship of Dunlop tyre in 1978. Acquisition of Bangladesh operations of Lucas UK in 1980. First producer of industrial battery in 1985. Pioneering Solar Power in collaboration with BP in 1985. First ever battery export to Singapore in 1992. Launched Rahimafrooz Instant Power System in 1993. Acquisition of Yuasa Batteries (Bangladesh) Ltd. in 1994. Attained ISO 9002 certification for RBL operations in 1997. First India office opened in Ahmedabad in 2000. Awarded Bangladesh Enterprise of the Year in 2001. Attained ISO 14001:1996 for RBL operations. Launched Agora the first ever retail chain in 2001. Launched Rahimafrooz Energy Service in 2002 promoting distributed power. Established Rahimafrooz CNG ltd. in 2003. Awarded National Export Trophy in 2003. Metronet Bangladesh, a fibre optic based digital solution provider for data communication, launched in joint venture with Flora Telecom in 2004. Received McGraw-Hill Platt Global Energy Award for Renewable Energy in 2004. Received the Ashden Award for Sustainable Energy in 2006. The Group celebrated its 50th anniversary on April 15, 2004 with a renewed, enhanced commitment to being successful while upholding its core values.

The Organogram:

10

Overall Structure:

Companys Board of Directors:

There is a board of Directors of 6members in the Rahimafrooz group. They are Mr. Afroz Rahim-Group Chairman. Mr. Feroz Rahim -Group Managing Director. Mr. Mohammad Ismail-Director. Mr. Mudassir M. Moin-Director. Mr. Niaz Rahim-Director. Mr. Munawar M. Moin-Director.

11

RBL Business in last 5 years:

Business activities:
The Rahimafrooz batteries limited produce two major types of batteries: Automotive Battery: Automotive batteries are use for vehicles like car, bus, truck, motor cycle etc. The auto batteries are marketed by Auto marketing department. Auto batteries are exported to many countries like United Arab Emirates, Qatar, Lebanon, Afghanistan, Kuwait, Singapore, Sri lanka, Nepal, Bhutan, India, Burundi, Angola, Ethiopia, Nigeria. Rahimafrooz Batteries Ltd produces more than 300 types of automobile batteries. The automotive battery industry is very much related to the automotive industry itself. Being a third world country, the usage of automotives in Bangladesh is very low. Previously, car batteries were imported from abroad. However, in 1959 Rahimafrooz pioneered in this industry in our country. With a low cost solution, they started taking over the market. Over the years, the usage of automotives grew as well as Rahimafrooz market share. Their Lucas brand became extremely popular and people would buy only Lucas when it came to car battery.

12

Industrial Battery: Industrial batteries are basically used for electronic vehicles, instant power system/inverter, uninterrupted power supply, instrument & medical equipment, railway signaling and telecommunication etc. These types of batteries sometimes called "fork lift", "traction" or "stationary" batteries, are used where power is needed over a longer period of time, and are designed to be "deep cycled", or discharged down as low as 20% of full charge (80% DOD, or Depth of Discharge). These are often called traction batteries because of their widespread use in forklifts, golf carts, and floor sweepers (from which we get the "GC" and "FS" series of battery sizes). Deep cycle batteries have much thicker plates than automotive batteries.

Feature and Products:

Rahimafrooz Batteries Ltd producing nine types of batteries, those are

13

Introduction to the study

Introduction of the topic:
Our topic was to determine The Performance appraisal system implanted by Rahimafrooz batteries limiteds HRM department. This function monitors employee performance to ensure that it is at acceptable levels. Human resource professionals are usually responsible for developing and administering performance appraisal systems, although the actual appraisal of employee performance is the responsibility of supervisors and managers. Besides providing a basis for pay, promotion, and disciplinary action, performance appraisal information is essential for employee development since knowledge of results (feedback) is necessary to motivate and guide performance improvements.

The Cause of the topic was chosen:

To provide an exposure of performance appraisal system of corporate world and to facilitate an opportunity to implement theoretical knowledge in real corporate situations.

To make a bridge between the theories and practices on real corporate world.

To identify and describe the performance management activities in RBL.

The topic is one of the interesting one among all other topics of HRM subject matter.

Study and analyze how RBL implement their performance management policies.

14

Scope of the Study

The report covers one of the HR functions Performance appraisal system. Periodic programs and annual events performed by the HR department of Rahimafrooz Batteries Limited. We have had an opportunity to gather experience by surveying the HR department of RBL, which has added an important learning about the HR activities are actually performed and coordinated. The area of concentration of this report is to identify Performance appraisal system in RBL. As this reason the report covers one of the essential HR function in RBL such as Performance appraisal system. This report attempts to provide any suggestion regarding the daily HR functions of Rahimafrooz Batteries Ltd., rather it only describe the observation of the HR department activities on Performance appraisal system of RBL.

15

Methodology

Sources of information:
To prepare the report both primary and secondary data and information were needed. Primary data collected over interview along with the survey of the end user. Secondary data were collected from different reports, various books and notes etc. The information needed for completion of the report was collected in a systematic manner from both primary and secondary sources.

1. Primary:
We uses the data for our term paper as we go to the company and take interview of the manager and employees and asked them relevant question about the Performance appraisal system. We prepared set of question and asked them to fill it up. Discuss with the people of management too.

2. Secondary:
We searched their web site and take many aspects and information from that. Different publications regarding HR activities, Different books and notes, Rahimarooz website, Aajker Rahimafrooz - a periodic brushier.

Research approach
We prepare our project report based on the survey in the company for our term paper. We went to the company and asked relevant question to the manager and employees and collected the data. We also researched the web site of the company.

16

Research tools
Questionnaire: For collecting data we use a set of relevant question to ask the manager and employees to fill it up. The questionnaire was both MCQ & Yes/No type. Mechanical tools: For our report we use computer and software Microsoft word, Acrobat Reader and the internet for browsing for information.

Sampling plan:
Sample unit: We focus on middle level employees mainly for our survey; we choose a sample of 10 employee of RBL for doing our survey. Sample size: We take a sample size of 10 for our data collection process through interview. Sampling procedure: We use the random procedure for selecting the group of worker.

Contact method:
Personal interview:

17

We mainly base on personal interview as contact method for collecting data for our term paper. We gave the questionnaire and ask to fill it up.

Limitations

There are vast amounts of information and write-ups relating to the topics of this research, that are present in the internet and various other sources, but it was not possible to gain access to many such information. So missing out some important aspect of the discussed topics can be a possibility. The major limitations include It is very though to gather all the required information in such a short period. Barriers in disclosing actual data from some of the persons. Large-scale research was not possible due to time constraints. Organizational problem of disclosing some sensitive data and information for obvious reasons posed an obstacle to the practical orientation

The questionnaire used to collect data not cover all the information needed to prepare the report as a result discussion or consultation with the employee needed to collect that sort of information and which become much harder because the employee busy with in their regular job.

18

Analysis and Discussion

Theory related to the topic

Meaning of performance Appraisal: Once the employee has been selected, trained & motivated. , He is then appraised for his performance. Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees. If any problems are identified steps are taken to communicate with the employees & to remedy them. Performance appraisal is defined as a process of evaluating the performance of a job in terms of its requirement. According to Heyel It is process of evaluating the performance & qualifications of the employees in terms of requirement of the job for which he is employed for purposes of administration including placement, selection for promotions providing financial rewards & other actions which require differential treatment among the members of the group as distinguished from actions affecting all members equally. Process of estimating or judging the value, excellence, qualities or status of some object, person or thing.

The Evaluation Process:

The process of performance appraisal follows a set pattern, which is periodically appraised by his superiors. The process of evaluation begins with establishment of performance standards .At the time of designing a job & formulating a job description performance standards are usually developed for the position. These standards set should not be vague but should be clear.

19

The next thing is that these standards should be communicated to the employees for the employees left to them & for making communication effective feedback is necessary from the subordinate to the manager.

The third step is measurement of the performance, to determine the actual performance is that, it is necessary to acquire information about it .The sources used for measuring the performance can be through personal observation, statistical reports etc .The fourth step is the comparison of the actual performance with the standards. The next step is the results of are discussed periodically with the employees, where plus points & weak points are discussed .The final step is initiation of corrective action where necessary.

Establish performance standards

Communicate performance expectations to employees

Measure actual performance

Compare actual performance with standards

Discuss the appraisal with employee

If necessary, initiate corrective action

20

Importance of Performance Appraisal:

Performance appraisal provides systematic judgment to back up salary increases, transfers, demotion or terminations.

They are means of telling subordinates how he is doing & suggesting needed changes in the behavior attitudes, skills, and job knowledge. They let him know where he stands with the boss.

The superior uses them as a base for coaching & counseling the individual. It provides adequate feedback to each individual for his or her performance. It plays a vital role in identifying training & development needs & to evaluate the effectiveness of training & development programmes.

Methods of Performance Appraisal: The various methods and techniques used for Performance appraisal can be categorized as the following traditional and modern methods:

21

Performance Appraisal

Traditional Method Straight Ranking Method Paired Comparison Method Man-to-Man Comparison Method Grading Method Graphic Method Forced Choice Description method Free Essay Method

Modern Method Management by Objectives (MBO Assessment Center method 360 degree performance appraisal Human Asset Accounting method Behaviorally Anchored Rating Scales

Traditional methods:

Straight Ranking Method: It is oldest & simplest method of performance appraisal by which the man & his performance is considered as entity by the rater .The whole man is compared to with the whole man .The relative position of each man is tested in terms of his numerical rank .It may also be done by ranking a person on his job performance against that of another member of competitive group placing him as number Paired Comparison Method: In this each employee is compared every trait all other persons in pairs one at a time .In this judgments is simpler than the ordinary ranking method. Man-to-Man Comparison Method: This technique was used by the USA army during the First World War. In this method certain factors are selected for the purpose of analysis (such as leadership, dependability & imitative) the scale of man is also created for each selector. 22

 Grading Method: In this method the rater considers certain features & marks the carefully according to a scale. organizing ability etc. Graphic Method: This is the most commonly used method of performance Appraisal .In it one of the each person is rated on a continuous scale. These factors are employee characteristics & employee contribution which includes qualities such as initiative, leadership, cooperativeness, dependability, industry, attitude Forced Choice Description method: in this ranking method it attempts to correct a raters tendency to give consistently high or consistently low ratings to all the employees. This method uses objective reporting & minimum subjective ratings. Free Essay Method: Under this supervisor make s a free form, open ended appraisal of an employee in his own words & puts down his impression about the employee .He take into account of these factors like relationship with fellow supervisors, job knowledge & potential, employee characteristics & attitudes, physical conditions, development needs for future. Modern Methods of PA: The modern approach to performance development has made the performance appraisal process more formal and structured. Now, the performance appraisal is taken as a tool to identify better performing employees from others, employees training needs, career development paths, rewards and bonuses and their promotions to the next levels. Modern Method as follows: Assessment Center method: The assessment center concept was initially applied to military situations in the Germany army in the 1930 .The purpose of this method was and is to test candidates in a social situations using a number of assessors & a variety of procedures. The most important feature of the assessment centre is job related 23 They select the features like analytical ability, cooperativeness, dependability, self-expression, job knowledge, judgment, leadership &

simulations. These simulations involve characteristics that managers feel are important to the job success. The evaluators observe & evaluate participants as they perform activities commonly found in these higher levels of jobs. Human Asset Accounting method: The human asset accounting method refers to activity devoted to attaching money estimates to the value of a firms internal human organization & its external customer goodwill .If a well-trained employee leaves a firm the human organization is worthless& if they join the company the human assets are increased. Management by Objectives (MBO): It is potentially a powerful philosophy of managing and an effective way of operational sing the evaluation process. It is defined as a process whereby the superior & subordinates managers of an organization jointly identify its common goals, define each individuals major areas responsibility in terms of results expected of him & use these measures as guides for operating the unit & assessing the contributions of each of its members.

360 degree performance appraisal: The appraisal may be any person who has thorough knowledge about the job done by contents to be appraised, standards of contents & who observes the employee while performing a job .He should asses the performance without bias . The appraiser are supervisors, peers, subordinates employees themselves users of service. Performance appraisal by all the parties is called 360-degree appraisal.

24

 Behaviorally Anchored Rating Scales: This a new appraisal technique which has been recently developed .It provides better results as compare to other techniques .The BARS is usually consist of five steps. Generate critical incidents: Person: with knowledge of the job to be appraised are asked to describe specific illustrations of effective performance behavior. Develop performance Dimensions: These people then cluster the incidents into small set of performance dimensions. Each cluster must be defined. Reallocate Incidents: Any group of people who also the job then reallocates the original critical incidents. They are given clusters definitions & critical& asked to redefine each incident to the dimension Scale of Incidents: The second group is generally asked to rate the behavior described in the incident as to how effectively or ineffectively it represents performance on the appropriate dimensions. Develop Final Instrument: Subsets of incidents are used as behavior anchors for the performance dimensions.

25

Compare the theory with organization

The organization makes formal performance appraisal program every quarterly and half-yearly. The employees immediate boss evaluates employee performance. The employee also self rates his performance and get 360 degree feedback. The organization used behaviorally anchored rating scale, simple rating, critical incident appraisal and management by objective (MBO) method for performance evaluation. This performance appraisal served as promotion, annual performance bonus, increments and training. Seniority, efficiency, loyalty, seniority and efficiency, seniority and performance are the bases of promotion used in this organization. Career counseling program are held in this organization. Senior members of this organization play mentoring role to guide juniors in building their career. Staff briefing, magazines & newsletter, the suggestion program and presentation is a communication method used in this organization. They think communication is a bridge to have success.

Survey result analysis

We choose 10 employees for that reason our survey was consisted with 10 sample data analysis on our findings and our survey findings as followings, The evaluation process of RBL About promotions, annual performance bonus, training, increments. Monitoring systems of senior members. Carefulness on appraisal system. Bureaucracy in employees performance appraisal. Credible acceptance of employees on performance evaluation. Job relevant performance appraisal. Critical acceptation of employees. Performance appraisal on employee work accomplishment. Self evaluation of employees. 26

 Qualitative and quantities measures. The evaluation process of RBL The evaluation process of RBL is very competitive and very interesting one. They use many process for evaluate the employee. As survey we asked them about that, and we realize that they usually follow 5 methods and those are, 1. 360 degree feedback. 2. The organization used behaviorally anchored rating scale, 3. Simple rating system. 4. Critical incident appraisal. 5. Management by objective (MBO) method for performance evaluation. We ask them question about these methods that this appraisal is effective or non effective to them. Answers were vary from each other many support an specific method many support all the methods and some body told that they dont want to share there feelings. Evaluation Process All the process are supported Some process are supported New process should be implemented No comment Total Frequency 4 40 1 10 3 30 2 10 %

20 100%

So we got here 40% of the employee think all the process is implemented well. An only 10 % think some process should be changed.

About promotions, annual performance bonus, training, increments

27

About promotion, annual performance bonus, training, increments all the employees are very satisfied about that and they all told us that the company usually evaluate and give certain promotion, annual performance bonuses are implemented by performance appraisal. So we surveyed as followings. Satisfaction Level Satisfied Dissatisfied No comments Total Monitoring systems of senior members The monitoring system of RBL is usually maintained by the senior members of HR department. There are only two senior and administrative members of HRM department. Carefulness on appraisal system The employees thought are varying from each other about this. Aspect some of them are thought that RBL is careful about the performance appraisal system others are not. The survey result is followings, Appraisal system of RBL RBL is Careful About PAS RBL is Not Careful About PAS No Comment Total Frequency 2 7 1 10 % 20 70 10 100% Frequency 6 3 1 10 % 60 30 10 100%

Bureaucracy in employees performance appraisal

28

There is many employees were complaint us about bureaucracy in performance evaluation process. The survey result is as followings, About Bureaucracy Yes No No comment Total Frequency 6 2 2 10 % 60 20 20 100%

Credible acceptance of employees on performance evaluation Most of the employees are told us that RBL give preference to the employees who do credible works for the company. And they are evaluated by that aspect. Our survey report is as followings, Credible Acceptance of Employees Yes No No Comment Total Job relevant performance appraisal In RBL there is mainly job relevant performance appraisal is mostly taken. The employees are meanly satisfied that aspect. Some of them are think that job relevant performance appraisal are suitable for them and some of them think that job relevant performance appraisal are not suitable for them. This survey as showing as following, Job Relevancy Agree Disagree Total Critical acceptation of employees Frequency 5 5 10 % 50 50 100% Frequency 7 2 1 10 % 70 20 10 100%

29

Some of the employee thinks that the appraisal system of RBL is critical and some of them think that it is not critical. The survey is as following, Critical Acceptation Acceptable Not Acceptable No comment Total Frequency 2 7 1 10 % 20 70 10 100%

Performance appraisal on employee work accomplishment Some of them think that the performance appraisal system is implemented on the employees work accomplishment and others think that the performance appraisal system is not implemented on the employees work accomplishment. The survey is as following, PA on Employee Work Accomplishment Implemented Not Implemented Total Frequency 0 10 10 % 0 100 100

Self evaluation of employees The 360 degree feedback method is implemented in these aspects and employees are more enthusiasts by this process and some of them are happy about that process and others are not. The survey is as following, 360 Degree feedback Yes No Total Frequency 10 0 10 % 100 0 100

30

Qualitative and quantities measures In RBL there are no qualitative and quantitative measures are taking for apprise the performance of the employee. Some of them think that the measures should be taken and others think differently. The survey is as following, Qualitative and quantitive Yes No Total Frequency 10 0 10 % 100 0 100%

Major findings

We would like to share the following Findings that we have discovered after analyzing of our survey We know Human resource management is necessary for every organization in not only in this but every sector it is an important part. RBL should have a yearly planning for the needed RBL is not totally careful about ensuring the performance appraisal. There is many bureaucracy of employees performance appraisal. There are many credible measures of performance for that employee sometimes does not understand.

31

 Sometimes employees not accept for the critical systems of performance appraisal RBL some time dont Measure employee accomplishments. They dont using both qualitative and quantitative measures. Some time supervisors dont get the information that needed in order to monitor the performance. Monitoring procedure of performance appraisal. Promotions, annual performance bonus, training, increments by performance appraisal. The main problem what we see that is, the performance appraisal system isnt very important for the department because the employees are limited in the HR department of RBL

Recommendation / suggestion

Solution of the problems:

In RBL, performance appraisal is very essential. Performance appraisal must done carefully. RBL must ensure, there is no bureaucracy of each employees performance appraisal. RBL should implant credible measures of performance that employees understand well. RBL make there performance appraisal system as efficient though employees allways accept it for achieving high-level performance. RBL should introduce some aspects what measures accomplishments employees. RBL should use both qualitative and quantitative measures for performance appraisal. 32

 RBL should provide the necessary information that supervisors and employees need in order to monitor performance. Monitoring procedure of performance appraisal should be more effective. Promotions, annual performance bonus, training, increments by performance appraisal should be implemented more carefully. The main problem what we see that is, the performance appraisal system isnt very important for the department because the employees are limited in the HR department of RBL so this trend should be change for thinking about future work force diversity.

Conclusion

From the above information of the performance appraisal implemented by RBL, We can say that some of the performance appraisal aspects are same as we learned in our BBA programme, but in real life situation of Human Resource Management, not every thing resembles with the bookish theory and concepts. Some of the concepts are theory based and some are more practical in nature, which can be learned through practical experience only.

Materials, People, systems, tools, knowledge, management, equipment, processes, skill and attitudes all are input for any king of production cycle in an organization.

33

To increase productivity, growth and progress, effective and dynamic performance appraisal system of HRM practice and policies needs procedures that are essential. A quality of HRM practice and polices is the beginning of better performance. For that reason performance appraisal system is most important among other practices of HRM. All organization needs a strong team to accomplish their goals and objectives. Without proper performance appraisal system it is too tough to build up dynamic working group and successive atmosphere for all tasks. We suggest to RBL take necessary steps to develop the performance appraisal system of HR Department with more enthusiastic manner. At last, I want to say in a organization the performance appraisal system is very important. Without this system one organization can never go ahead. So every organization have to follow this performance appraisal system practices otherwise the organization cannot successes.

Bibliography

DeCenzo, D.A. and Robbins, S.P. (2005). Fundamentals of HRM. Eighth edition, John Wiley & Sons, USA. Blanchard, P.N. and Thacker, J.W. ( 2005). Effective Training. Second Edition, Pearson Education, Singapore. http://wiki.answers.com/Q/What_is_human_resource_manager_5_functions. http://wiki.answers.com/Q/What_is_the_importance_of_human_resources_manag ement_in_an_organization. http://appraisals.naukrihub.com/definition-concept.html 34

 Website- www.rahimafrooz.com http://recruitment.naukrihub.com/meaning-of-recruitment.html Website- www.scirbd.com http://tutor2u.net/business/gcse/people_recruitment_methods.htm http://www.webpronews.com/topnews/2004/12/28/the-challenges-of-humanresource-management Aajker Rahimafrooz, a periodic brushier

Appendix Bachelor of Business Administration American International University Bangladesh

Schedule for Employee

Performance appraisal system of Rahimafrooz Batteries Limited

1. Name of employee: 2. Age : 3. Sex: 35

Is RBL totally careful about ensuring the performance appraisal employees? No ( ) No ( ) Is there is any bureaucracy in employees performance appraisal?

Ans.:- Yes ( ) Ans.:- Yes ( )

What types of job performance appraisal evaluation did you get from your job authority? Ans.: Is there are any credible measures for performance of the employees? Ans.:- Yes ( ) No ( ) Is the performance appraisal evaluation of the job is relevancy? Ans.:- Yes ( ) No ( ) Is it true that sometimes employees not accept for the critical systems of performance appraisal? Ans.:- Yes ( ) No ( ) Is RBL some time dont Measure employee accomplishments? Ans.:- Yes ( ) No ( ) Do you evaluate yourself? Ans.:- Yes ( ) No ( ) Is RBL doing using both qualitative and quantitative measures? Ans.:- Yes ( ) No ( ) Is that true that some time supervisors dont get the information that needed in order to monitor the performance? Ans.:- Yes ( ) No ( )

36