CHAPTER ONE

1.0 Introduction of Report

1.1 Introduction

I have worked under the Jamuna fashion wearsLimited for past forty five days.
My internship program is an educational requirement of BBA Program under
assigned teacher of Faculty of Business Administration, Victoria University,
which is a professional degree.

BBA students have to do an internship program as a practical orientation to the

workplace where he/she can amalgamate the traditional hypothetical knowledge
with practical work experience. I have completed my BBA from Human
Resource Management(HRM), VictoriaUniversity.

1.2 Objectives of the Report

Broad Objective

To explore the Performance Appraisal of Jamuna fashion wears Limited.

Specific Objectives

 To identify the appraisal methods followed by Jamuna fashion wears

Limited.
 To understand the strength and weakness/problem of Performance
Appraisal systems of Jamuna fashion wears Limited.

 To recommend somemeasures to overcome such problems.

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1.3 Rationale of the Study

The study was conducted to know about the different functions of performance
appraisal system of theJamuna fashion wears Limited.Jamuna fashions wears
LTD is a completely export oriented Garments industry. Around 2000workers
work here, so I try to find how the HRM department in the Jamuna fashion
wears Limited evaluates their employee performance and motivates their
employee to perform better. I also try to find out what type of performance
appraisal system active in Jamuna fashion wears Limited, some of the past HR
strategies and information that I collected from the organization.

1.4 Methodology

Data sources: The primary data has been collected from face to face interview,
and the secondary data has been collected from their annual reports and from
web sites. The main source of data was secondary though primary data sources
were also utilized.

Primary Sources:

 Personal observation of the Production process.

 Informal interview with the machine workers.

Secondary sources:

 Various records of the organization.

 Website of Jamuna fashion wears Limited.
 Different newsletters of Jamuna fashion wears.
 Personal files of the employees.

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1.5 Scope of the Study

There are some confidential things in performance appraisal system. So the

scopes are limited. The first scope of this report is to have practical experience
about how HRM is work to motivate their employee in Jamuna fashion wears
Limited. It has the scope to cover different aspects of Human Resource
Management, which include learn about performance appraisal system, reward,
training and development. I discuss only one organization throughout this report
on Jamuna fashion wears Limited. The scope of the report was to get a real life
exposure. We have got the opportunity to observe what is actually happening in
a company, how they are using the performance appraisal system and also
influence them can have over the development of the employee performance in
the organization.

1.6 Limitations

The following are the limitations faced by me during the course of the study.

Short of time:

Time shortage is a big constrains. So the time constraint of the study hindering
the course of vast area and time for preparing a report within the mentioned
period is really difficult.

Busy working environment:

 The officials had some times been unable to provide information because
of their huge routine work.
 Lack of enough cooperation due to high workload.

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Insufficient data:

 Due to conservatism in sharing data due to high information Security of

the organization, any statistical data or other relevant data cannot be
included since survey is quite restricted.
 Some desired information could not be collected due to confidentially of
business like compensation & some of the training.
 Sensitive company information cannot be displayed in the project report.

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 CHAPTER TWO

2.0Organization Overview

2.1 Introduction:

Jamuna Fashion wears LTD. Is an export oriented shirt manufacturer and

exporters in Bangladesh. It was established in 1992. Jamuna Fashion Wears
LTD. Is one of the biggest garment factories in Bangladesh? In 2001 it
increases production capability by 80%.

The company has been running by highly trained and skilled manpower, which
have been in this sector for quite a long time, and are able to keep continuing
the production process with utmost accuracy and flawless finishing. The
company has guaranteed uninterrupted production and timely supply of
garments as per the schedule and time frame of buyers. The production unit has
its own high powered generator that is being used as back –up sources of
electricity, which gives the manufacturing chain a lot more dynamism and
continuity. Wide array of indoor and outdoorfacilities along with safety
measures is one of the prominent features.

2.2 Short profile:

To obtain a leading position in the buying house sectors of Bangladesh as well

as international through maintaining standard quality.

 In time action.

 Clear understanding of customers instructions.

 Clear communication with vendors.

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  Clear instructions for production.

 Strict compliance with quality control system.

 Total devotion maintains first class quality standard

 Absolute efforts for in time shipments.

2.3Mission:

Jamuna Fashion Wears LTD. Is committed to maintain discipline, punctuality

and quality products at responsible price and ensure quality service. Their focus
is on the customer needs and satisfaction. They always maintain delivery
schedule according to buyer’s requirements. Jamuna Fashion Wears LTD.
engineers enterprise and creativity in business and industry with a
commitment to social responsibility. "Profits alone" do not hold a central focus
in the organization’s operation; because "man does not live by bread and
butter alone"

2.4Vision:

Jamuna Fashion Wears LTD. dreams of better Bangladesh, where arts and
letters, sports and athletics, music and entertainment, science and education,
health and hygiene, clean and pollution free environment and above all a
society based on morality and ethics make all our lives worth living. Jamuna
Fashion essence and ethos rest on a cosmos of creativity and the marvel-magic

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of a charmed life that abounds with spirit of life and adventures that contributes
towards human development.

2.5Core Objectives:

Jamuna Fashion Wears LTD. believes in its uncompromising commitment to

fulfill its customer needs and satisfaction and to become their first choice in
garments industry.

2.6Products:

Jamuna Fashion Wears LTD. produces categories of production for men and
women such as:

 Crew-neck shirts.
 Polo shirts.
 Short shirts.
 All kind of shirts.

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2.7. Organizational organ gram

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2.8. HR Department of Jamuna fashion wearsLimited

Human resource (HR) is a driving force for any organization. Jamuna fashion
wears Ltd. has already framed a new Human Resource Policy which is now at
the implementation stage. An expert body comprising HR expert, management
expert, experienced and retired secretary framed the policy in compliance with
Government Service Act and HR management policies. The committee
examined and scrutinized different aspects like HR structure, appointment,
promotion, transfer, general code of conduct, discipline and appeal, training,
leave etc, before finalizing the policy.

The HR structure of all offices including adult and inspection cells has been
recast and administrative and financial power of managers and officers of all
level have been reviewed.

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2.9.HR Policy and Training of Jamuna fashion wears Limited

Jamuna fashion wears LTD major’s human capital thought its admission and
human resource division. For better HR management the board of directors of
the organization has approved Human Resource Policy-2011. It is implemented
in accordance with BGMEA guideline. Further, the objectives of our human
resource strategies are to attract qualified personnel by creating a congenial
work place and encouraging employees to maintain personal skill and give them
the opportunity to develop and grow with the organization.

Jamuna fashion wears LTD has a very effective human resource training centre.
This Human Resource Training Center is working for appropriate training to
maintain personal skills; acquiring division knowledge in garments operations
attend the assigned task with due diligence, courage confidence, and change of
attitude to offer satisfactory services to the clients.

2.10.Human Resource Strategy of Jamuna fashion wears Limited

 Attracting qualified personnel for long term carrier with the garments
industry.
 Retraining competent human capital thought creation of superior working
environment.

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  Motivating the employees add value of superior services.
 Importing training to the employees for acquiring skills.
 Encouraging excellence in performance rearwards and recognition.
 Ensuring equal employment opportunity irrespective of race, gender,
religion etc.
 Upholding the ethical principles of the organization in every service.
 Stream lining new ideas and innovation among the employees.
 Confirming the organizational customers to achieve distinctive corporate
culture.
 Maintaining a spirit of ambition to comply with the organizational goal.
 Ensuring compliance with employment and labor law.

2.11. The HRM Functions in Jamuna fashion wears LTD.

HR department of Jamuna fashion wears LTDperforms variety of

activities Such as:

 Recruitment and Placement

 Training and Development
 Asserting Smooth Workflow in the Organization
 Performance Appraisal System.
 Supervise the Employees
 Offer Attracting Compensation and Benefit Packages
 Maintain the Daily Attendance
 Provide Intrinsic Benefit
 Review and Propose the upcoming Budget

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 Perform the Administrative Activities for Smooth Functioning
 Create a Good Working Environment
 Implement the Disciplinary Action and so on.

2.11.1. Responsibilities of Employees under HRD in Jamuna fashion wear

LTD

The Responsibilities of Employees under HR Department in Jamuna fashion

wears are given below:

Position Responsibilities

Board of Executive committee, Organization planning, HR planning,

Directors Policy, Organization development
Managing Recruiting, Interviewing, Testing, Placement &
Director Termination
DMD, Job analysis and evaluation, Surveys, Performance
Compensation appraisal, Compensation administration, Bonus, Profit
& Benefits sharing plans, Employee benefits.
DMD, Training Orientation, Training, Management development, Career
& Development planning & Development.

DMD, EEO relations, Contract compliance, Staff assistance

Employee programs, Employee counseling.
Relation

Table2-4: Responsibilities of Employees under HR Department

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

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2.11.2. Activities of HR Department in Jamuna fashion wear LTD.

The activities performed by HR Department of Jamuna fashion wears are

given below:





To control the administration of human resources of the organization.
To access and collect compatible personnel who will be perfect for the
organization.
 To take program and implement for developing human resources.
To make appointment, promotion and appraising skill of officer and staff.
To make service rules, correction, expansion administration rules, orders
notice etc. for employees.
 To maintain relationship with government and other institution.
To access and grant retirement facilities at the time of retirement.
To give general sip to the brilliant student of the university for appointing
and finding skilled officer.
 To communicate with union scrutinizing their demands.
Developing relationship with administration proper implementation of
labor law.
2.12 Human Resource Management System

Human Resource Management System (HRMS) applications consist of a broad

set of business process and analytical capabilities spanning the employee life
cycle, from hiring and on boarding, personnel and benefits administration,
compensation, payroll, compliance, performance management, succession
planning, and career development.

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Figure2.3: HRM Process

CHAPTER THREE

3.0 Literature Review

3.1 Performance Appraisal

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

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development.Jamuna fashion wears LTD know the proper definition of
performance appraisal system and always try to follow that.

Jamuna fashion wears LTD know the critical factor related to an organization’s
long-term success is its ability to measure how well employees perform and
then use that information to ensure that performance meets present standards
and improves over time. This process is referred to as performance appraisal or
performance evaluation. It can also be defined as the process by which an
employee’s contribution to the organization during a specified period of time is
assessed. If used effectively, it can improve employee motivation and
performance.

Once the employee has been selected, trained and 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 employee and remedy them. Performance Appraisal is a process of
evaluating an employee performance in terms of its requirements.

Performance Appraisal can also be defined as the process of evaluating the

performance and qualifications of the employees in terms of the requirements of
the job for which he is employed, for purposes of administration including
placement, selection for promotions, providing financial rewards and other
actions which require differential treatment among the members of a group as
distinguished from actions affecting all members equally.

Performance appraisal is a formal system that evaluates the quality of a

worker’s performance.

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An appraisal should not be viewed as an end in itself, but rather as an important
process within a broaderperformance management system that links:

• Organizational objectives

• Day-to-day performance

• Professional development

• Rewards and incentives.

3.2 History of Performance Appraisal

The HRM department of Jamuna fashion wears LTD is always try to follow the
history of performance appraisal system because, it always helps them for
applying proper performance appraisal system in their organization.The history
of performance appraisal is quite brief. Its roots in the early 20th century can be
traced to Taylor's piossneering Time and Motion studies. But this is not very
helpful, for the same may be said about almost everything in the field of
modern human resources management. As a distinct and formal management
procedure used in the evaluation of work performance, appraisal really dates
from the time of the Second World War - not more than 60 years ago. Yet in a
broader sense, the practice of appraisal is a very ancient art. In the scale of
things historical, it might well lay claim to being the world's second oldest
profession!
Appraisal system has been defined by Dulewicz (1989) as a basic human
tendency to make judgments about those one is working with as well as about
oneself." Appraisal, it seems, is both inevitable and universal. In the absence of
a carefully structured system of appraisal, people will tend to judge the work

16
performance of others, including subordinates, naturally, informally and
arbitrarily.
The eminent management expert, McGregor defined the performance appraisal
system as “the formal performance appraisal plans are designed primarily to
meet the organizational needs and to provide systematic judgments.
Appraisal also tells the employees as to how they are doing and about the
required changes in their behavior, attitudes, skills or job knowledge, in other
words, making the employees aware as to where they stand in the eyes of
superiors. These form the basis for the coaching and counseling of employees
by their bosses.

” The human inclination to judge can create serious motivational, ethical and
legal problems in the workplace. Without a structured appraisal system, there is
little chance of ensuring that the judgments’ made will be lawful, fair,
defensible and accurate. Performance appraisal systems began as simple
methods of income justification. That is, appraisal was used to decide whether
or not the salary or wage of an individual employee was justified. The process
was firmly linked to material outcomes. If an employee's performance was
found to be less than ideal, a cut in pay would follow. On the other hand, if their
performance was better than the supervisor expected, a pay rise was in order.
Little consideration, if any, was given to the developmental possibilities of
appraisal. If was felt that a cut in pay, or a rise, should provide the only required
impetus for an employee to either improve or continue to perform well.
Sometimes this basic system succeeded in getting the results that were intended;
but more often than not, it failed.

In many organizations – but not all appraisal result are used, either directly or
indirectly, to help determine reward outcomes. That is, the appraisal results are

17
used to identify the better performing employees who should get the majority of
available merit pay increases, bonuses, and promotions (Goel, 2008).

By the same token , appraisal result 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 reward and penalties is a very uncertain and contentious matter.

3.3 Importance and Purpose

Performance Appraisal has been considered as the most significant an

indispensable tool for an organization, for the information it provides is highly
useful in making decisions regarding various personnel aspects such as
promotion and merit increase. Performance measures also link information
gathering and decision making processes which provide a basis for judging the
effectiveness of personnel sub-divisions such as recruiting, selection, training
and compensation. Accurate information plays a vital role in the organization as
a whole. They help in finding out the weaknesses in the primary areas. Formal
Performance Appraisal plans are designed to meet three needs, one of the
organization and the other two of the individual namely:

 They provide systematic judgments to back up salary increases, transfers,

Demotions or terminations.

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 They are the means of telling a subordinate how he is doing and
suggesting needed changes in his behavior, attitudes, skills or job knowledge.
They let him know where he stands with the Boss.
 Superior uses them as a base for coaching and counseling the individual.
On the basis of merit rating or appraisal procedures, the main objectives of
Employee Appraisal are:
 To enable an organization to maintain an inventory of the number and
quality of all managers and to identify and meet their training needs and
aspirations.
 To determine increment rewards and to provide reliable index for
promotions and transfers to positions of greater responsibility.
 To suggest ways of improving the employee s performance when he is
not found to be up to the mark during the review period.
 To identify training and development needs and to evaluate effectiveness
of training and development programmers.
 To plan career development, human resource planning based potentials.

3.4 Fundamentals of an Appraisal System

In order to be effective, an appraisal system needs to be perceived by workers

as:

• Relevant and applicable to everyday work.

• Acceptable and fair.

• A mutual collaboration between management and workers.

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A performance appraisal system that meets these criteria is likely to have the
greatest impact on workers’ satisfaction with the appraisal process and their
motivation to improve performance.

3.5 Appraisal Methods

In a landmark study, Performance appraisal system has been classified by

Locher & Teel (1977). He found that the three mast common performance
Appraisal methods in general use are:
1. Rating scales (56%)
2. Essay method (25%) and
3. Result – oriented or MBO methods (13%).

Certain technique in performance appraisal has been thoroughly investigated,

and some have been found to yield better result than others.

3.6.1 Rating Scales

The rating scale method offers a high degree of structure for appraisals. Each
employee trait or characteristic is rated on a bipolar scale that usually has
several points ranging from "poor" to "excellent" (or some similar
arrangement). The traits assessed on these scales include employee attributes
such as cooperation, communications ability, initiative, punctuality and
technical (work skills) competence. The nature and scope of the traits selected
for inclusion is limited only by the imagination of the scale’s designer, or by the
organization’s need to know. The one majorprovision is selecting traits that
they should be in some way relevant to the appraiser’s job. The traits selected

20
by some organizations have been unwise and have resulted in legal action on
the ground of discrimination (Torre, 1996)

3.6.1.1 Advantages

The greatest advantage of rating scales is that they are structured and
standardized. This allows ratings to be easily compared and contrasted - even
for entire workforces.

Each employee is subjected to the same basic appraisal process and rating
criteria, with the same range of responses. This encourages equality in treatment
for all appraise and imposes standard measures of performance across all parts
of the organization (David, 1993). Rating scale methods are easy to use and
understand. The concept of the rating scale makes obvious sense; both appraiser
and appraise have an intuitive appreciation for the simple and efficient logic of
the bipolar scale.

This result is widespread acceptance and popularity for this approach.

3.6.1.2 Disadvantages

Trait Relevance

Are the selected rating-scale trait clearly relevant to the jobs of all appraises? It
is inevitable that with a standardized and fixed system of appraisal that certain
traits will have a greater relevance in some jobs than in others. For example, the
trait "initiative" might not be very important in a job that is tightly defined and
21
rigidly structured. In such cases, a low appraisal rating for initiative may not
mean that an employee lacks initiative. Rather, it may reflect that fact that an
employee has few opportunities to use and display those particular
traits(Mckellin, 1993). This relevance of rating scales is therefore said to be
context – sensitive. Job and workplace circumstances must be taken into
account.

Systemic Disadvantage

Rating scales, and the traits they purport to measure, generally attempt to
encapsulate all the relevant indicators of employee performance. There is an
assumption that all the true and best indicators of performance are included, and
all false and irrelevant indicators are excluded (Torre, 1996). This is an
assumption very difficult to prove in practice. It is possible that an employee’s
performance may depend on factors that have not been included in the selected
traits. Such employees may end up with rating that do not truly or fairly reflect
their effort or value to the organization. Employees in this class are systemically
disadvantaged by the rating scale method.

3.6.2 Essay Method

In the essay method approach, the appraiser prepares a written statement about
the employee being appraised. The statement usually concentrates on describing
specific strengths and weakness in job performance. It also suggests courses of
action to remedy the identified problem areas (Harry, 2007).

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The statement may be written and edited by the appraiser alone or it can be
composed in collaboration with the appraise.

3.6.2.1 Advantages

The essay method is far less structured and confining than the rating scale
method. It permits the appraiser to examine almost any relevant issue or
attribute of performance. This contrasts sharply with methods where the
appraisal criteria are rigidly defined (Harry, 2007).

Appraisers may place whatever degree of emphasis on issues or attributes that

they feel appropriate. Thus the process is open-ended and very flexible.

The appraiser is not locked into an appraisal system the limits expression or
assumes that employee traits can be nearly dissected and scaled.

3.6.2.2 Disadvantages

Essay methods are time –consuming and difficult to administer. Appraisers

often find the essay technique more demanding then methods such as rating
scales.

The techniques greatest advantage – freedom of expression – is also its greatest

handicap. The varying writing skills of appraisers can upset and distort the
whole process .The prices is subjective and in consequence, it is difficult to
compare and contrast the result of individuals or to draw any broad conclusion
about organizational needs (Christopher, 2006).

3.6.3 Methods of Management by Objectives (MBO)

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It aims to increase organizational performance by aligning goals and
subordinate objectives throughout the organization. Ideally, employees get
strong input to identify their objectives, time lines for completion, etc. MBO
includes ongoing tracking and feedback in the process to reach objectives.
Management by Objectives (MBO) was first outlined by Peter Drucker in 1954
in his book 'The Practice of Management'. In the 90’s, Peter Drucker himself
decreased the significance of this organization management method, when he
said:“It’s just another tool. It is not the great cure for management
inefficiency … Management by objectives work if you know the objectives,
90% of the time you don’t.”

3.6.3.1 Core Concepts

According to Drucker managers should "avoid the activity trap", get so

involved in their day to day activities that they forget their main purpose or
objective instead of just a few top management, all managers should:

Participate in the strategic planning process, in order to improve the implement

ability of the plan and implement a range of performance systems, designed to
help the organization stay on the right track.

3.6.3.2 Managerial Focus

MBO managers focus on the result, not the activity. They delegate tasks by “
negotiating a contract of goals’ with their subordinates without dictating a
detailed roadmap for implementation .Management by objectives (MBO) is

24
about setting yourself objectives and then breaking there down into more
specific goals or key results.

3.6.3.3 Advantages

The MBO approach overcomes some of the problems that arise as a result of
assuming that the employee traits needed for job success can be reliably
identified and measured. Instead of assuming traits, the MBO method
concentrates on actual outcomes. If the employee meets or exceeds the set
objectives, then he or she has demonstrated an acceptable level of job
performance .Employees are judged according to real outcomes and not on their
potential for success, or on someone’s subjective opinion of their abilities. The
guiding principle of the MBO approach is that direct results can be observed,
whereas the traits and attributes of employees (which may or may not
contribute to performance) must be guessed at or inferred. The MBO method
recognizes the fact that it is difficult to neatly dissect all the complex and varied
elements that go to make up employee performance. MBO advocates claim that
the performance of employees cannot be broken up into so many constituent
parts – as one might take apart an engine to study it. But put all the part together
and the performance may be directly observed and measured.

3.6.3.4 Disadvantages

MBO methods of performance appraisal can give employees a satisfying sense

of autonomy and achievement. But on the downside, they can lead to unrealistic
expectations about what can and cannot be reasonably accomplished.

25
Supervisors and subordinates must have very good "reality checking" skills to
use MBO appraisal methods. They will need these skills during the initial stage
of objective setting, and for the purposes of self-auditing and self-monitoring.
Unfortunately, research studies have shown repeatedly that human beings tend
to lack the skills needed to do their own "reality checking". Nor are these skills
easily conveyed by training. Reality itself is an intensely personal experience,
prone to all forms of perceptual bias.

One of the strengths of the MBO method is the clarity of purpose that flows
from as also. It has become very apparent that the modern organization must be
flexible to survive. Objectives, by their very nature, tend to impose certain
rigidity.

Of course, the obvious answer is to make the objectives more fluid and
yielding. But the penalty for fluidity is loss of clarity. Variable objectives may
cause employee confusion. It is also possible that fluid objectives may be
distorted to disguise or justify failures in performance.

3.7Benefits of performance appraisals

Performance appraisals can be used to:

• Make employment decisions such as determining pay and promotions.

• Identify professional development needs.

26
 • Identify factors in the work environment that help or hinder
performance effectiveness’s

3.8 Recruitment and Selection

Appraisal data can be used to monitor the success of the organization's
recruitment and induction practices. For example, how well are the employees
performing who were hired in the past two years? Appraisal data can also be
used to monitor the effectiveness of changes in recruitment strategies. By
following the yearly data related to new hires (and given sufficient numbers on
which to base the analysis) it is possible to assess whether the general quality of
the workforce is improving, staying steady, or declining.

3.9Training and Development

Performance appraisal offers an excellent opportunity - perhaps the best that
will ever occur - for a supervisor and subordinate to recognize and agree upon
individual training and development needs.
During the discussion of an employee's work performance, the presence or
absence of work skills can become very obvious - even to those who habitually
reject the idea of training for them Performance appraisal can make the need for
training more pressing and relevant by linking it clearly to performance
outcomes and future career aspirations. From the point of view of the
organization as a whole, consolidated appraisal data can form a picture of the
overall demand for training. This data may be analyzed by variable such as
sex,department,etc. In this respect, performance appraisal can provide a regular
and efficient training needs audit for the entire organization.

27
3.10 Motivation and Satisfaction
Performance appraisal can have a profound effect on levels of employee
motivation and satisfaction - for better as well as for worse. Performance
appraisal provides employees with recognition for their work efforts. The power
of social recognition as an incentive has been long noted. In fact, there is
evidence that human beings will even prefer negative recognition in preference
to no recognition at all.
If nothing else, the existence of an appraisal program indicates to an employee
that the organization is genuinely interested in their individual performance and
development (Dewakar, 2008). This alone can have a positive influence on the
individual's sense of worth, commitment and belonging.
The strength and prevalence of this natural human desire for individual
recognition should not be overlooked. Absenteeism and turnover rates in some
organizations might be greatly reduced if more attention were paid to it.
Regular performance appraisal, at least, is a good start.

3.11 Employee Evaluation

Though often understated or even denied, evaluation is a legitimate and major
objective of performance appraisal. But the need to evaluate (i.e., to judge) is
also an ongoing source of tension, since evaluation and development priorities
appear to frequently clash. Yet at its most basic level, performance appraisal is
the process of examining and evaluating the performance of an individual
(Goel, 2008). Though organizations have a clear right - some would say a duty -
to conduct such evaluations of performance, many still recoil from the idea. To
them the explicit process of judgment can be dehumanizing and demoralizing
and a source of anxiety and distress to employees.

28
It is been said by some that appraisal cannot serve the needs of evaluation and
development at the same time; it must be one or the other. But there may be an
acceptable middle ground, where the need to evaluate employees objectively,
and the need to encourage and develop them, can be JFWLLanced.

3.12. Performance Appraisal Process of Jamuna fashion wears limited

Steps of Performance Appraisal: There are several steps regarding the

performance appraisal process. One of the standard appraisal processes is
shown below:

However, customize appraisal system is used in the job sector depending on

HR policy of the com. For example, educational intuitions evaluate their
employee’s performance involving the consent of the students sometimes. In
other service sectors dealing with customers or reaching the requisite target
can be the dominating factor for appraising/grading employees. However, in
the challenging jobs like sales and marketing or performance in the respective
job followed by increment, promotion, bonus or permanent appointment offer
in the company developing projects, the standard of appraisal can be different
from the other employees of the organization. In the form of the report
namely Annual Confidential Report (ACR) the employee comes to know about
his performance in the respective job followed by increment, promotion,
bonus or permanent appointment offer in the company.

3.12.1. Action plans of performance Appraisal: At first the HR department

makes an action plan On the basis of this plan, they perform their activities.
Methods are made on the basis of some indicators and these important tasks
are done by a committee in which top level management plays an important
role. Now let us see the action plan of S.A Printing & Accessories Limited.

ANNUAL APPRAISAL ‘13

29
Action Plan of Jamuna FASHION WEARS Limited:

Steps Action Responsibilities

01 Meeting with a view to review Senior Management

Business status and fix-up  

02 Discussion Meeting with Section in SVP, EVP 3.12.2.
charges for better understanding
about new form and distribution of
the same
03 Appraisal Completion by In-charges In-charges
04 Appraisal Completion by the Department Heads
Department Heads
05 Appraisal Completion by the SVP,EVP.AMD
Appraisal Committee
06 Approval by the MD/ DMD MD,DMD
07 Handed Over to Accounts HRD
Department for necessary
implementation.

Performance appraisal categories of Jamuna fashion wear Limited.

Performances are appraised by Jamuna fashion wears Limited In different

categories. There may not be over all appraisal formats. Job descriptions and
specifications are not same for everybody.  The tasks of a worker as well as the
tasks of a manager are different. So their performance management systems
will be different In Jamuna fashion wears Limited. Performances are measured
for the following categories:

1. Performance review for corporate level,

2. Performance review for salaried workers,
3. Performance review for rating management skills.

About these three categories are discussed in details below

Performance review for corporate level:

Definition of Ratings:

30
Exceptional (5): Consistently meets and often exceeds all relevant performance
standards. Provides leadership, fosters teamwork, is highly productive,
innovative, and responsive and generates top quality work. Active in industry
related professional and/or community groups.

Exceed expectations (4): Exceeds expectations means consistently meets and

sometimes exceeds all relevant performance standards. Show initiative and
versatility, works collaboratively, has strong technical and interpersonal Skills
or has achieved significant improvement in these areas.

Meetexpectations (3): Meets all relevant performance standards. Seldom

exceeds or falls short of desired results. Lacks appropriate level of skills or is
inexperienced/ still learning the scope of the job.

Below Expectations (2):Sometimes meets the performance standards. Seldom

exceeds and often falls short of desired results. Performance has declined
significantly, or employee has not sustained adequate improvement, as required,
since the last performance review.

Need Improvement (1): Consistently falls short of performance standards.

Criteria and performance elements

Quality of work:

 Demonstrates competence in required job skills and knowledge.

 Attendance, punctuality, time management.
 Accuracy, clarity, consistency and thoroughness of work.
 Gives feedback for continuous improvement of work product.
 Understanding and mastery of process, methods, systems and procedures.
 Measures business decisions with client and shareholder satisfaction in
mind
 Exhibits good interpersonal skills

Performance review for salaried workers:

For the salaried workers the following things are considered as the key
performance indicators Job knowledge: It includes the knowledge of products,
policies and procedures; or knowledge of techniques, skills, equipment,

31
procedures, and materials. Here rating system is varied from 1 to 9. Here
grading system is:

Elements Rate
Expert in job, has thorough grasp of all phases of job 9
Very well informed, seldom requires assistance and instruction 8-7
Satisfactory job knowledge, understands and performs most phases of 6-5-4

Job well, occasionally requires assistance or instruction

Limited knowledge of job, further training required, frequently requires 3-2

Assistance or instruction.
Lack of knowledge to perform job properly 1

Quality of work:

Here the considering issues are:

 Freedoms from errors and mistakes

 Accuracy
 Quality of work in general

Excessive errors and mistakes, very poor quality = 1 (rate)

Highest quality possible, final job virtually perfect = 9

 Quantity of work: Here the performance is measured on the basis of work

output of the employee. If an employee does more than expected level, s/he gets
high rate (9). If an employee does extremely low output, s/he gets lowest rate
(1).

Elements Rate
 High volume producer, always does more than expected or 9
required
 Produces more than most, above average 8-7
Handles a satisfactory volume of work, occasionally does more 6-5-4
than is required
Barely acceptable, low output, below average. 3-2
Extremely low output, not acceptable 1

32
Reliability: The extent to which the employee can be depended upon to be
available for work, do it properly, and complete it on time. The degree to which
the employee’s are reliable, trustworthy, and persistent here:

 highly persistent, always gets the job done on time is rated = 9 (highest)
 Usually unreliable, does not accept responsibility, gives up easily is rated
=1(lowest)
 Usually gets the job done on time, works well under pressure is rated =
(4-6).

 Exceptionally good planning and organizing skills, conscientious 9

 Above average planning and organizing, usually carries out assignments 8
Initiative and Creativity: -
7
Here the appraiser committee searches the worker’s ability to plan work and
to go ahead with a task without being told every detail, and the ability to
make constructive suggestions.

Elements Rate
Displays unusual drive and perseverance, anticipates needed 9

actions, frequently suggests better ways of doing things

 
 A self starter, proceeds on own with little or no direction, progressive, 8-7

makes some suggestions for improvement

 Very good performance, shows initiative in completing tasks 6-5-4
Does not proceed on own, waits for direction, routine worker 3-2
Lack in initiative, less than satisfactory performance 1

Judgment: Here the management looks about the judgment power of the
workers, the extent to which the employee makes decisions which are sound.
Ability to base decisions on fact rather than emotion. Here rating system is:

 Uses exceptionally good judgment when analyzing facts and solving

problems= 9 (highest)
 Uses poor judgment when dealing with people and situations = 1

33
 (lowest)
 Handles most situations very well and makes sound decisions under
normal circumstances = 4-6 (moderate

Cooperation: Cooperation is one of the major ingredients for the

achievement of the target goals. So the management gives the rate to appraise
the performance of the workers. Actually they find the willingness to work
harmoniously with others in getting a job done. Readiness to respond
positively to instructions and procedures.

                              Elements Rate

Extremely cooperative, stimulates teamwork and good attitude in 9
others
 Goes out of the way to cooperate and get along 8-7
Cooperative gets along well with others. 6-5-4
Indifferent, makes little effort to cooperate or is disruptive to the 3-2
overall Group or department
Negative and hard to get along with 1

Attendance: Attendance is the important factor to perform well. Low

absenteeism can ensure the high productivity of the workers. So management
is very conscious about the faithfulness in coming to work daily and
conforming to scheduled work hours.

                              Elements Rate
Always regular and prompt, perfect attendance, absent only in rare 9
emergency
Very prompt and regular in attendance, above average, pre-planned 8-7
absences.
Usually present and on time, normally pre-planned absences 6-5-4
Lax in attendance and/or reporting on time, improvement needed to 3-2
meet required standards
Often absent without sufficient reason and/or frequently reports to 1
work late or leaves early

The following issues are considered only for supervisory personnel: 

34
Planning and organizing:  Effective planning and organizing are the pre
conditions for the goal achievement of the organizations. The ability to
analyze work, goal setting, developing action plan, time utilization,
requirement of supervision etc are considered to measure the performance of
supervisory personnel

                                    Rat conscientiously

Average
Elementsplanning and organizing, e occasionally requires assistance 6
-
5
-
4
Room for improvement, frequently requires assistance 3
-
2
Unacceptable directing and controlling skills 1

Jamuna fashion wears Ltd. follows the following rating system:

Directing and controlling:  Directing and controlling power is also measured.

It is very important that how well a supervisor can direct and control his/her
employees. Here the considering issues are:

 The ability to create a motivating climate

 Achievement of teamwork,
 Training and development
 Taking the corrective actions.

                              Elements Rate

Exceptional leader, others look up to this employee 9
 Above average, usually but not always motivational 8-7
Average, sometimes needs to be reminded to leadership role 6-5-4
Needs to improve motivational and team work skills 3-2
Unacceptable directing and controlling skills 1

35
 Decision-making: The appraisal committee of Jamuna fashion wears Limited,
in case of supervisory personnel, appraises the ability to make decisions and the
quality and timeliness of those

Jamuna fashion wears Limited follows the following rating system:

                              Elements Rate

Exceptional decision making abilities, decisions are made in timely 9
manner
 Above average decision making abilities, usually makes sound and timely 8-7
decisions
Average, sometimes decisions. 6-5-
4
Jamuna fashion requires assistance in making decisions
Needs to improve decision making and/ or timeliness of  decisions 3-2
Unacceptable decisions and/ or timeliness 1

 Performance levels:

Distinguished (9): Truly outstanding performance that results in extraordinary

and exceptional accomplishments with significant contributions to objectives of
the department, division, group or company

Commendable (8-7):Consistently generates results above those expected of the

position.Contributes in a superior manner to innovations both technical and
functional.

Fully satisfactory (6-5-4) Good performance with incumbent fulfilling all

position requirements and many on occasion generates results above those
expected of the position.

Needs improvement (3-2): Performance levels room for improvement. This

performance level may be the result of new or inexperienced incumbent on the
job or an incumbent not responding favorably to instruction.

Marginal (1): Lowest performance level which is clearly less than acceptable,
and which is obviously well below minimum position requirements. Situation
requires immediate review and action. Possible separation or reassignment is in
order without significant and performance improvement.
36
3.12.3. Performance Appraisal policy of Jamuna fashion wears Limited

To achieve the organizational goal effectively Jamuna fashion wears Limited

Top Management has develop a “Performance Appraisal Policy”. In accordance
with the Performance Appraisal Policy there have some guidelines. The
guidelines of the policy are as follows:

Ensure the right people in the right place.

Combination of skills and resources is a must.

Policy is based on ACR.

No discrimination against the Employees on the basis of sex, color, region,

race, age, national origin or any other factor.

Company’s policy is always loyal to the Local law.

That functional heads determines suitable qualification for any post.

Absolute confidentiality in HR Performance Appraisal Policy must maintain.

Attracting Performance Report:

Jamuna fashion wears Ltd. always circulate the report by notice board &web
site. The newspapers that are widely circulated get preference for
accomplishing these tasks.

Performance Appraisal for rating management skills:

  Performance rating:

37
 Exceptional: Employee consistently exceeds performance objectives with
virtually no detected   preventable / controllable errors.  S/he makes significant
contributions well beyond normal job responsibilities. Individual requires little
direction orsupervision.

Exceed objectives: Employee the exceed performance objectives on a regular

basis. Employee is making a valuable contribution to company. Errors are
infrequent and typically detected and corrected by employee.

Expected performance: Employee consistently meets but does not exceed

performance objectives. Employee is fully competent and is satisfactorily
performing job.

Marginal / needs improvement: Employee does not adequately accomplish

objectives nor fulfill all responsibilities; must improve performance within a
designated time period. Or, the employee is new to the position and tasks
presently assigned are adequately performed as expected.

Unsatisfactory: Unacceptable performance, below exceptions. Employee does

not accomplish most or all position objectives.                           

3.12.4.Performance Evolution Policy of Jamuna fashion wears LTD.

Performance appraisal process is conducted by the HR Division. So the policy
is also made by the (Human Resources Division to conduct this process
smoothly and clearly. There are many facilities and incentives are provided to
the employees of the bank and these are considered as the appraisal policy.

3.12.5. Various Compensation Dimensions of Jamuna fashion

wearsLimited

 House Rent

38
 Leave with Pay (staff)
 Children’s education facility
 Home furnishing allowances
 House loan
 Sick leave
 Materiality leave

3.12.6.Several Types of Leave in Jamuna fashion wearsLimited

 Ordinary leave (with full payment)

 Leave on half pay
 Advance leave
 Leave without pay
 Special disability leave
 Study leave
 Quarantine leave
 Maternity leave
 Casual leave.

3.12.7.Pay scales of Jamuna fashion wearLimited

Jamuna fashion wears Limited has no pay scales for it’s own employees. It
follows the pay structured of Bangladesh Government and BGMEA.

3.12.8.Compensation Principles of Jamuna fashion wearsLimited

There is a Welfare Trust in Jamuna fashion wearsLimited. The compensation is

determined according to the nature of case. It is determined by the committee.
39
3.12.9.Welfare Section

Jamuna fashion wearsLimited considers all types of welfare of the employee

regarding are:

 Treatment if any personnel suffer.

 GPF CPF service.
 Transportation facilities.
 Bonus at time of Eid/ Puja etc.
 Insurance facilities of JFWL personnel.

The Jamuna fashion wears provides handsome direct compensation as well as

indirect to its staffs. The bank has a job evaluated salary structure, which is
most competitive than other banks in the country. It also provides merit pay and
inactive pays i.e. Festival Bonus, yearly incentive Bonus, etc. Under indirect
compensation policy the organization also facilitates medical benefits, gratuity
such as Casual leave, Earned leaves, Sick leaves, Maternity leave, extra
ordinary leave, Study leave and pilgrimage leave. Although the organization
provides different types of employee benefits, but they do not give group life
insurance coverage which may bring extra job satisfaction. Jamuna fashion
wears Limited also grants 42 days maternity leave for its women employees.
So, the competent authority should extent their mercy up to four months and
men are head of single parent households. So, if the organization introduces
parental and Family leave benefits for its employee’s it will be really great
example for other garments and organizations in the country.

3.12.10. Promotion

40
Promotion is defined as a movement to a position in which responsibilities and
prestige are increased. This is basically done based on the extraordinary
performances of the employees who deserve to promote his/her current rank in
a better position in the organization. Promotion satisfies the needs of human
beings in the organization. Since the promotion depends upon capabilities and
good performance, people will try for that if the venues for promotion exit.

We also mean that refers to the filling of a vacancy at an upper level of the
organization by the internal movement of a present employee from an
immediate lower level, the new position having higher pay, status and job
conditions as compared with the old. Very simply promotion is a higher
position at a higher level from people within the organization itself.

3.12.11. Objectives of Promotion

Objectives of Promotion are given below:

 Following are the objectives of promotion

 Reward of good employee.
 Recognition of outstanding achievements.
 Meet the career objective of an employee.
 Attract and retain right talents in the organization.
 Improve morale, motivation and, job satisfaction of employees.
 Empowerment of employees through competence, interest and
commitment.
3.12.12. General Promotional Policy

Promotion policy is the guidelines of promoting employees within the

organization. Policy varies with organization. Since promotion is a sensitive

41
issue to the employees, it is very essential, that promotion policies are clearly
stated, widely circulated and fully explained to their employees.

Some criteria requiring policy of promotion are given below:

 Length of service
 Weight age on seniority
 Procedure for promotion.
 Responsibility allocation to department to initiate and handle cases of
promotion.

3.12.13. Practices of Promotional Policy in Jamuna fashion wear LTD

A.There are three promotional lines in Jamuna fashion wears and these areas:

1. Non Clerical:
Scopes of these lower grade employees are limited but they are allowed time
scales without changing the designation. Examples are- Sweepers, Guards etc.

2. Clerical:
The clerical category includes junior operator, senior operator, line controller
and floor in charge. A junior operator can move up to junior line-chief, senior
line-chief.

3. Officers and Managers:

42
For promotion at officer levels, a quota system operates 50% of the vacancies
for floor in charge and assistant manager are filled through internal promotions
and the remaining 50% through fresh recruitment from outside.

. Determination of Promotional Opportunities

Promotional opportunities in Jamuna fashion wearsLimited are assessed on an
annual basis through a committee headed by the General Manager
(Administration). It considers these factors such as:

 Normal Retirement
 Dismissal
 Suspension
 Discharge

These all can create vacancies and provide promotional opportunities.

C. Promotion Criteria Followed

These criteria are depicted here

 Minimum service in the present post for about three years.

 Passing of BGMEA Examination.
 Merit to be measured through Annual Confidential Report
(ACR).Which is ultimately part of performance appraisal policy.

Criteria Points

43
 ACR 40
Academic Qualification 45
Banking Diploma Certificate 05
Training Received 05
Length Of Service 05
Figure 2.5: Rating procedure Jamuna fashion wears LTD

Criteria for ACR evaluation

For Preparing Annual Confidential Reports (ACRs), two ACR forms are
used:

For The Staff People:

The ACR form used for them is very brief and contains these items-

 Intelligence and mental alertness.

 Initiative and drive.
 Quality and output of works.
 Perseverance & devotion to duty.
 Appearance & dress.
 Willingness to cooperate.
 Health & physical fitness reliability and dependability.
 Punctuality & observance of security measures.
 Integrity
 Forecast capacity
 Discipline
 Morality

44
Evaluation is done on this basis-

Criteria Marks
Outstanding 10
Above average 07
Average 05
Below average 03
Poor 01

Table2-7: Rating procedure of Jamuna fashion wears LTD

For The Officer:

The ACR form for the officers is quite lengthy and comprehensive and it has
three major parts such as-

A) Evaluation of officer: On the basis of some criteria:

Criteria GradGrade e
Very good A+
Good A
Average B
Below average C
Poor D

45
Table 2-8: Grading System for the Officer

So finally, The HRM System is a foundational application suite used by Jamuna

fashion wears LTD like other organizations. The need for an HRM System is
driven by several fundamental and potentially mission-critical business needs
including: Managing personnel costs,Operating efficient business processes,
Complying with regulations and managing legal exposures &increasing the
value of human capital.

3.13.Objectives &Modus Operandi

The Performance Appraisal System (PAS) of Jamuna fashion wearsis limited to

measuring performance of employees, the purpose of the PAS is to improve
employee performance in terms of “skills & knowledge’ as well as
“leadership”.
The PAS focuses first on the “job performance” and considers the following
parameters for a given period of time:

 What assignment was given by the work plan or in terms of targets?

 What was expected of?
 What has been delivered?
 How has been delivered?
 What has gone well?
 What has gone wrong?
 What could have been done differently to do better?

46
1st, Getting these answers it will help in finding newer ways and means to
improve performance learning from past successes and failures.

2nd, it examines the professional skills & knowledge which are required in a
job, the actual skill & knowledge level, a job holder possesses and thus helps in
finding skill /knowledge gaps to be addressed for personal development

3rd, it reviews the leadership behaviors i.e. competencies or abilities which are
required in a job in comparison with real demonstration of behavioral
competencies by the job holder and thus helps finding competency gaps to be
addressed for personal development.

Therefore, the appraisal system of Jamuna fashion wears LTD care of the
following:

 Business performance (on the job accomplishment in terms of a work

plan/targets/expectation)
 Skill & knowledge
 Behavioral competencies (leadership)
 Individual development plan
Jamuna fashion wearsconducts its performance appraisal annually and in the
process review progress quarterly for correction of directions enabling an
individual to achieve his / her objectives. On the whole, the objective is to
shape outstanding performance in a competitive way to ensure sustainable
profitable growth in business.

47
CHAPTER FOUR

4.0 Data analysis

Frequency

48
 Gender
Frequen Percen Valid Cumulativ
cy t Percent e Percent
Valid male 11 73.3 73.3 73.3
Femal 4 26.7 26.7 100.0
e
Total 15 100.0 100.0

In my study 75 percent respondent were male where rests of others were female
respondents in the organization.

Frequency

49
 Practices of formal Performance Appraisal
system in JFWL
Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Yes 15 100.0 100.0 100.0

In my study I have found that performance appraisal system is well practiced in

the Jamuna fashion wearsLimited.

50
Frequency

Employees perspective of PAS

Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Yes 15 100.0 100.0 100.0

In my survey I have found that almost every employees of Jamuna fashion

wears LTD agrees to practices the essentiality of performance appraisal system
with in every department of the organization to increase the efficiency of every
aspect.

Assessment of employee’s performance

Valid Frequency Percent Valid Cumulative
percent percent
Yes 13 86.7 86.7 86.7

51
 No 2 13.3 13.3 100.0

Total 15 100.0 100.0

Frequency

In my survey I have found that Performance Appraisal System gives a proper

assessment of employee’s performances to the organization.

Frequency

52
 Impact of PAS on employees
Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Strongly 3 20.0 20.0 20.0
Agree
Agree 11 73.3 73.3 93.3
Moderate 1 6.7 6.7 100.0
Total 15 100.0 100.0

53
Frequency

Employee’s perception about PAS modules

Valid Frequenc Percent Valid Cumulative

y Percent Percent
Simple 6 40.0 40.0 40.0
Complicated 9 60.0 60.0 100.0
Total 15 100.0 100.0

In my study I have found that almost everyone agrees that they are really
motivated by the

PAS and it has a great impact on employee’s performances, some of the

respondents strongly

agree that the impact of PAS on employee’s motivation level is numerous.

54
In my study I have found a mix complement about the procedures of PAS in
JFWL. Among the vast number of respondents about 60%think that their
Performance Appraisal System modules are complicated and rest of them think
their PAS modules are simple.

Frequency

Contribution assessment of employees by PAS

Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Yes 12 80.0 80.0 80.0
No 3 20.0 20.0 100.0
Total 15 100.0 100.0

55
From my study I have found contribution assessment of employees by PAS is
positive. Most of the respondents (80%) think that the current PAS can
effectively measures and assess the efficiency and effectiveness of the
employees.

Frequency

56
 Area should be improved upon
Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Standards 4 26.7 26.7 26.7
Monetary 7 46.7 46.7 73.3
Incentives
Frequency of 3 20.0 20.0 93.3
Appraisal
Appraiser 1 6.7 6.7 100.0
Total 15 100.0 100.0

This question was asked to judge the employees perception about various areas
of PAS currently practicing in JFWL and in my study I have found that in
JFWL most of the employees (45 percent) think that they should improve

57
monetary incentives and around 30 percent employees think that they should
improve the PAS standard and rest of them think that they should improve
Frequency of Appraisal and Appraiser accordingly.
Frequency

Effect of PAS in Distinguishing between performer

and non performer
Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Strongly 7 46.7 46.7 46.7
Agree
Agree 5 33.3 33.3 80.0
Moderate 3 20.0 20.0 100.0
Total 15 100.0 100.0

58
Though current PAS distinguishes Performer and non Performer in such a way
but not that much significantly satisfying of their evaluation because in my
study, I have found some are unhappy of their evaluation process.

Frequency

Medium of communication form

Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Written Form 6 40.0 40.0 40.0
Oral Form 3 20.0 20.0 60.0
Open 6 40.0 40.0 100.0
Communication
Total 15 100.0 100.0

59
In my study when I asked about most of the uses communication media then I
have found 40 % respondent uses Open communication and 40% respondents
anwer was written form and rest of them uses oral form.

requency

60
 PAS vs. employees expectation
Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Sometim 10 66.7 66.7 66.7
es
Often 5 33.3 33.3 100.0
Total 15 100.0 100.0

In my
study I have found that in Jamuna
fashion wears LTD, most of the employees (60 percent) find current Appraisal
system meeting their expectation when some of them disagree with the
statement. This was very hard to find out actual thinking of the employees due
to the strong management policy of the organization.

Frequency

61
 The most challenging aspect of PAS
Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Determining the 3 20.0 20.0 20.0
evaluation criteria
Creating a rating 1 6.7 6.7 26.7
instrument
Lack of 6 40.0 40.0 66.7
competence
Errors in rating and 2 13.3 13.3 80.0
evaluation
Resistance 3 20.0 20.0 100.0
Total 15 100.0 100.0

In

my study I
have found almost 40 percent of the employees found competency among each
other is the most challenging aspect for their performance evaluation where
there are some argumentative aspects which also considered as strong criteria
and create barriers for performance appraisal policy.

62
Frequency

Satisfaction level of current PAS

Frequen Percen Valid Cumulative
cy t Percent Percent
Valid Very 1 6.7 6.7 6.7
High
High 6 40.0 40.0 46.7
Averag 8 53.3 53.3 100.0
e
Total 15 100.0 100.0

63
This was again very difficult to find out the actual satisfaction level of the
employees but in my study I figured out the possible satisfactory about PAS
among the employees.From my study I have found that most of the
respondents(53%) answer is averageare with the current PAS , 40% respondent
are highly satisfied with PAS and rest of the respondents are very highly
satisfied.

CHAPTER FIVE

5.0 Findings of the study

After my own work experiences as well as discussion with honorable officers I
have found in my study that there are many positive things and several
important problems that need to focus on for better performance appraisal
procedures of JFWL.I divided my findings into two part. These are describing
below:
5.1. General findings
The general findings of my study are-
 Employee’s perception about PAS is very positive in JFWL.
 The appraisal system facilitates growth & learning of employees and it
moderately distinguishes performers and non performers in the
organization.
 Existing PAS helps the management to identify potentiality of the
employees.

64
 The PAS criteria are well communicated with all stakeholders related
with PAS.
 Top managrment guidance to its subordinants is very nice.
 The customer service is very much impressive than other garments
industries.
 The overall working environment of the office is very nice.

5.2.Problem findings
 Lack of knowledge about PAS for lower level employees.
 No training facilities for ground level employees.
 It’s difficult to understand PAS for some of the employees.
 Current PAS practicing in JFWL is complex and complicated towards
many employees.
 Modification and clarification of different areas like monetary incentives,
standard of evaluation and a clear appraising procedure is required.
 Miss match between employee’s expectation and current PAS practicing
in JFWL.
 Confusing and conflicting aspect of PAS creating miscommunication
among management level to various levels of employees.
 Majority of the employees are not significantly satisfying about the
current PAS.
 Januna fashion wears LTD has small workforce in every department that
always create problem to meet buyers demand.

65
 5.3. Solution of the problems

 Need to recruit more employees in every department.

 Need to use more modern machinaries in the production process.

 Provide promotion every year on the basis of greater efficiency. As a

result employee will be more assertive attentive & try to show better
performance for promotion.
 Jamuna fashion wears Limited should modern machine in production
process.

 More skilled labor should be used in the project to improve productivity.

 If Jamuna fashion wears LTD should arrange orientation program for all
new employees. As a result new employees happen to know the
organizational culture, values, mission, vision etc.
 Jamuna fashion wears LTD should reduced Miss Match between
employee’s expectation and current PAS practicing in JFWL.
 Should reduced Confusing and conflicting aspect of PAS among
management level to various levels of employees.

 Though Jamuna fashion wears Limited provides induction training before

placing in job but I think they should provide some more training related
with job.

66
CHAPTER SIX

6.0 Opinion of my Internship

Scope
Garments sector is a very busy sector. Itis very difficult to get many scope for
learningmany nthings in thisshort time.but within this short time I learned many
things about thisorganization. I belive that my internship proves a reasonable
basis for my opinion.
Opinion
Every people of this organization are very helpful and in my intrnship all people
help to me how to work in garments. The production system, quality
department, merchant department, shipment system, administration and so
many operating system of garments.
In my opinion the jamuna fashion wears LTD perform really very well in this
sector.

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CHAPTER SEVEN

7.0 Recommendations
As I have gone through all the departments under Human Resources
Management. I have come up with some points, which can improve the
efficiency as well as quality of the work. Though the organization was found as
a productive concern, the study reveals that the organization could do much
more if it was handled more efficiently. However, some steps may be taken to
improve the efficiency and to increase the performance of the organization in
future which are given below-

 Appraising method should be unbiased and real performer should be

appreciated based on his or her performance evaluation.
 New performance appraisal such as 360 degree should be introduced.
 Training facilities should be given to all level of employees
 Evaluation result should be disclosed to all the employees.
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 Promotion should be based on performance rather than seniority or other.
 The aims and Objectives of performance appraisal need to be well
communicated from top level to bottom level management.
 An unbiased and clear appraising method should practice so that only
actual performer could be rewarded.
 Monetary incentive should be improve.
 HRD need to be more modernized and resourceful for conducting
performance appraisal. Training programs for appraiser should be undertaken
by the HRD department, so that the supervising officers develop their appraisal
skills and fill up the forms more accurately.
 A well and friendly corporate atmosphere should create among HRD and
various department of the organization so that confliction and complexity about
appraising procedure could be reduced and minimized.
 At the end of the each year during the appraisal period the appraisal
process should begin with self-appraisal by every employee. To appraise one’s
own self on targets and qualities, the appraisee go through a process of
reflection. In addition, when one reviews one’s own performance, she/he gets
the opportunity to become more aware of her/his own strength and weakness.
 An atmosphere of confidence and trust should be developed so that the
supervisor and the employee may discuss matters frankly and offer suggestion,
which may be beneficial for the organization and the employee. This shall
reduce biases.
 It is necessary to rate separately for development purpose from those for
reward purpose. If the employees are confidentially rated on few dimensions for
administrative decisions, biases are likely to be less participation in a

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development oriented appraisal system will introduce bilateral communication
between the appraisers and appraise.

CHAPTER EIGHT

8.0 Conclusion

Bangladesh is a developing country. In this country unemployment problem is

slightly overcoming by our garments or apparel sector. A huge number of
people are working in this sector.Initially, the situation of this sector is not so
good but now a day this sector is earning a lot of foreign currency, around 75%-
80% of our total economic growth which is making our economic sector very
strong.
There are many benefits to implementing a regular and systematic performance
appraisal system within an organization. In order to gain the most benefit from
performance appraisals it is recommended that a system is developed in
consultation with workers and managers, and clear links are established
between appraisals and valued rewards and outcomes. If resources permit,
information on work performance should be obtained from multiple sources.
Performance appraisals can be a powerful tool for increasing motivation and
improving work practice if conducted in a constructive, open and supportive
manner.

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Finally if the Jamuna fashion wearsLimited control their expense by HRM and
take proper steps toovercome their little limitations, they will become a first
rows garments of Bangladesh.

Bibliography

Websites

 Human Resource Management of JFWL, Bangladesh:

http://www.shamsgroup.org/

 Human Resource Management Practices in Bangladesh: http// www.

hrmpb.com/.

 Human Resource Management Practices in the 21st Century: http//

www.hrmp21.com/

 Human Resource Management and Expatriate: http// www. hrmexp.com

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 Appendix

Victoria University
Questionnaire

Name of the topics: the Performance Appraisal Systems of Jamuna fashion

wearsLimited.

Dear Sir,

I am a student of Victoria University conducting a research based on the

Performance Appraisal system of Jamuna fashion wearsLimited. My objective
is to learn about Performance Appraisal system of Jamuna fashion
wearsLimited. As a result I am carrying out this particular survey.

I assure you that provided information will remain confidential and the given
information will be only used for the research purpose.

1. Gender – Male Female

2. Do your organization operate a formal performance Appraisal system?

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 YES NO

3. Do you think that Performance Appraisal is essential?

YES NO

4. Performance Appraisal System really assesses the quality of an

employee. Do you agree?

Yes No

5. Performance appraisal motivates individuals

Strongly Disagree
Disagree

Neutral

Agree

Strongly Agree

6. How do you find the Performance Appraisal Model in this Organization?

Simple Complicated

7. In your opinion, does the Performance Appraisal System give a proper

assessment of your contribution to the organization?

Yes No

73
8. Which are the areas that should be improved upon?

Standards Monetary incentives

Frequency of Appraisal Appraiser

9. The present Performance Appraisal of your organization distinguishes

the performer & non performers?

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

10. How do you want your performance to be communicated to you?

Written Form

Oral Form

Open Communication

No Need

11. How often does your Performance assessment match to your expectations?

Never Rarely Sometimes

Often Every time
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75
12. What according to you is the most challenging aspect of performance
appraisal?

Determining the evaluation criteria

Creating a rating instrument

Lack of competence

Errors in rating and evaluation

Resistance

13. What is your Satisfaction level with the current Appraisal System?

Very High High Average

Very low Low

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 Internship Activity and Experience

Supervisor’s name

As an intern I have worked under Mr.BappyAhmed,Manager, of Jamuna

fashion wearsLimited for last 5 days.

Job responsibility

Basically, I worked here as a GPQ (guideline for production and quality).

Specific job responsibility

 Work closely with merchant, production and quality department.
 Observe the production process.

PAS project work

 Find new ways to develop customer services;
 Designing a Demo performance appraisal it is recommended that a
system is developed in consultation with workers and managers, and
clear links are established between appraisals and valued rewards and
outcomes.This has shown in Recommendation part of this report.

My diversified job responsibility gave me the opportunity to learn out of the

box which ultimately makes me a good professional personality.

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