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Hrm Practices in Marcantile Bank Ltd

AN ASSIGNMENT ON

“Design A Smart Appraisal System for Modern Organization”

Submitted to:

Khan Sarfaraj Ali

Associate Management Counselor

Bangladesh Institute of Management (BIM)

Submitted by:

Md. Mamun Hossain

Personnel Management

Evening Batch

Roll: 15

Bangladesh Institute of Management (BIM)

Date of Submission:

August 02, 2009

01 Introductory Discussion 1 02 Methods of performance Appraisal 03 Traditional Methods of Performance Appraisal 04 Modern Methods of Performance Appraisal 05 Performance Appraisal Review Form 06 Conclusion .Table of contents SL No Topic Page No.

to measure and compare the performance in terms of the definite job criteria . To identify the strengths and weakness of employees and to decide on proper placement and promotion. To develop suitable training and developments programs for enriching performance of the employees. knowledge. To develop and justify a reward system. assigned to him and the result of that application Functions of Performance Appraisal includes to identify and define the specific job criteria. and effort to a job. KSAs are set to measure job performance in quantitative or qualitative terms.07 Bibliography Executive Summary Performance Means the degree or extent with which an employee applies his skill. relating rewards to employee performance. .

Management by objectives is a comprehensive management approach.other team members . Identification of common goal is jointly done by the superior and subordinate managers of the organization.peers . customers and suppliers . Apart from its effectiveness in reporting performance. 360 Degree Appraisals method is now largely in use throughout the world . which is adopted for performance appraisal and so also for organizational development. Each individual‘s major area of responsibilities are defined and it become the basis for evaluating the performance of the individual employee.Methods of Performance Appraisal are traditional methods and modern approach of Performance Appraisal. like the rate himself. this method also ensures total employee involvement (TEI) and employee empowerment . his superiors .it requires performance feedback from all important stakeholders of the organization. In MBO system its primary focus is on developing objective criteria for evaluating performance of the individual.

It may be either formal or informal appraisal. Performance appraisal helps in understanding the attributes and behaviors of employees. Functions of Performance Appraisal • To identify and define the specific job criteria • To measure and compare the performance in terms of the definite job criteria . In other way it is therefore a formal process to evaluate the performance of the employees in terms of achieving organizational objectives. Performance Appraisal means analysis. and for improving the overall performance of the organization. or documented. knowledge. and effort to a job. strengthen superior –subordinate relationship. work planning . review or evaluation of performance or behavior analysis of an employee. it is necessary for motivation .Introduction Performance Means the degree or extent with which an employee applies his skill. oral.KRAs are set to measure job performance in quantitative or qualitative terms. . relating rewards to employee performance. open or confidential. communication. target fixing . assigned to him and the result of that application. • To develop and justify a reward system.

and also for better interpersonal relations.• To identify the strengths and weakness of employees and to decide on proper placement and promotion. effective communication. motivation. • Innovative objectives are for discovering ways to deal with a new job and also to identify and develop better ways for existing jobs. development. . innovative and motivational. • Motivational objectives are for rewards. • Performance appraisal helps in identifying training and developments needs. Objectives of Performance Appraisal • A performance appraisal system tries to serve various purposes and attain a number of objectives. ensure placement and promotion. • To develop suitable training and developments programs for enriching performance of the employees. The major objectives of a performance appraisal system may be classified as remedial.

Such grouping separates employees under each level of efficiency. For Reliability of Person Rated As compared To A B C D E .Methods of Performance Appraisal A. Paired Comparison Techniques: This is a somewhat better method of performance appraisal as each employee is compared with others in pairs at a time. 2. And placed in a simple grouping. an individual employees performance is tallied with others in pairs and then rank order is decided. Straight Ranking Method This is oldest and simplest method. which may vary form most efficiently to least efficient. For each performance trait. Here employee are tested in order or merit giving some numerical rank. Traditional Methods of Performance Appraisal 1.

Grading Method 5.AX---- BX+-+- C+-X-- D+-+X- E + + -. Man –to Man Comparison 4. Graphic or Linear Rating Scale .+ X 3.

. Checklist Method 8.6. Group Appraisal Method 11. In MBO system its primary focus is on developing objective criteria for evaluating performance of the individual. Management by Objectives Management by objectives is a comprehensive management approach which is adopted for performance appraisal and so also for organizational development. Critical Incident Method 10. Modern Methods 1. Field Review Method B. Free Essay Method 9. Forced Choice Description Method 7.

establish and set goals or objectives . Most of the organization emphasize on developing KRA’S through the MBO exercise .. . within a prescribed time limit.Identification of common goal is jointly done by the superior and subordinate managers of the organization. Goals are mostly work related and career oriented and are integrated with overall organizational objectives. Periodic evaluation of employee’s performance are done in terms of goals and if required goals may be revised. Such an exercise also establishes ways and methods to measure performance. Each individual‘s major area of responsibilities are defined and it become the basis for evaluating the performance of the individual employee. The MBO exercise requires too much time and money . as this approach necessitates joint meeting of the supervisor and the employee to define . which the individual employees would achieve .

this method also ensures total employee involvement (TEI) and employee empowerment. subordinates . multi-source feedback. full –circle appraisal and group performance review. competencies.it requires performance feedback from all important stakeholders of the organization . It enlists superiors.other team members . his superiors . peers. The types of feedback instrument available include.2. fellow members of project teams . colleagues . . Other names for 360 degree feed back are multi-rater feed back. Peer –Peer Feedback: Questionnaires and action plan meeting for leadership and work team . suppliers and customers in providing individuals with feedback on different aspects to their performance. 360 Degree Appraisals This appraisal method is now largely in use throughout the world . Apart from its effectiveness in reporting performance. This method also reduces subjective evaluation system in an organization The (360 degree ) feed back process involves collected perceptions about a person’s on the job behavior and the impact of that behavior from the person’s boss or bosses . internal and external customers . customers and suppliers .peers . subordinates. In 360 appraisals ask raters to evaluate different degrees of an individuals’ skill.like the rate himself . project teams and cross-functional teams to encourage open dialogue and individual accountability for team performance. and suppliers . attitudes and values.

team meetings to align manager and team behaviors.Human Asset Accounting Method 5. action planning. Behaviourally Anchored Rating Scales (BARS) .Assessment Centre Method 4. System-Wide 360: Multiple levels of 360 degree interventions.Upward Feedback: Questionnaire. individual feedback and coaching for personal and professional development 3. resuting in diagnostic themes and high leverage opportunities for continuous improvement.360 Degree Individual Feedback: Questionnaire. individual feedback and management coaching.

Managerial Appraisal Review Form Appraisal Period: Form To: 1. Personal Data: Name: Designation Grade: Personal Id No. Department: Division: Date of Birth Academic Qualifications Year of Experience .

Assess the employee on his performance in his present position only 2. This rating should be as objectives as possible. A. . Important Points : 1. 3. Try not to allow personal prejudices to influence your appraisal. Uninfluenced by the rating on the other factors. Assesses each factor independently. Appraisal ii. Do not allow isolated incidents or recent instances to bias your assessment.Personal Qualifications In Present Organization: Professional Membership: Outside Present Organization: Date of Retirement: Date of Last Promotion ii. 4. Assess the rate on his performance duing the whole year.

Has upto date knowledge of his field Good Through knowledge of job Satisfactory Adequate knowledge of job for the position he is occupying . development . Knowledge of the Job All round knowledge of the job including concepts and techniques required and their application . ii.5.Knowhow of the latest trends . 7. The rater and reviewer must initial in ink in the box against the most appropriate rating in cash case. General Performance Factors: Factors Rater Reviewer Degree 1. 6. Assess the rate on all factors. All entries in this form should be handwritten in legible condition.B. and innovations in the field of work Excellent Exceptional mastery of all phases of work.

Planning of Work Excellent Highly effective in setting of goals and their prioritization.Unsatisfactory Poor knowledge of his job 2. Anticipates problems and take corrective Good Effective in meeting tough deadlines most of the time Satisfactory Usually effective in meeting routine schedules Unsatisfactory Is indifferent to planning and cannot meet deadline 3. Abilities to Achieve Results Excellent Highly effective in organizing resources and getting extra ordinary results Good Achieves superior results and is able to withstand work pressures and crises Satisfactory Achieves normal results expected of him through good organization and follow-up Unsatisfactory Does not use available resources . does not achieve expected results .

Getting along with people Excellent Has a marked ability for fruitful interaction with people Good Is highly effective in understanding .display displays rare initiative and drive Good Is willing to shoulder greater responsibility than the job demands . Unsatisfactory Is not punctual and is noted for unscheduled absences . requires constant direction and supervision 5. Satisfactory Taskes on responsibilities of his job and copes with routine problems. Takes routine decision Unsatisfactory Does assigned tasks reluctantly . Maintaining Discipline Excellent Maintains high standards or organizational discipline and sets personal example to his ment Good Achieves above average standards of discipline safety and housekeeping is committed to decisions of superiors Satisfactory Meets and maintains expected standards of discipline and punctuality. talks loosely about superiors 6. can handle assignments independently .4. displays considerable initiative. Sense of Responsibility Excellent Very high sense of responsibility . relating and communicating with people Satisfactory Has the ability to communicate with people and influence them to perform better .

Teamwork and Cooperation Excellent Highly productive and successful in working with colleagues and peers Good Positive participation and integration with team Satisfactory Adequate commitment and contribution to team efforts Notable peer collaboration Unsatisfactory Does not function as a team member. Approach to problem solving Excellent Is extremely resourceful and solves problems Good Is flexible in approach and successful in finding solutions to many unusual problems Satisfactory Able to find solutions to routine problems : is receptive to new ideas Unsatisfactory Is upset when problems come.Unsatisfactory Finds it difficult to relate with bosses . Tends to disrupt rather than contribute to team efforts 8. Fails to solve them . peers or subordinates 7.

Leadership Skills . Training Plans: Please tick below selectively. Computers 4. Total Quality Management c. the type of training courses.A. General Management Program b. Problem Solving Skills d. 1. Management Training.iii. Functional (Please specify the area) 3. Technical (Please specify the area) 2. which you think will help to improve the ratee’s performance. a. Communication Skills e.

Inter-personal /Behavioral Skills g. increased responsibilities etc) I have seen my performance appraisal for the year -----.and it has been discussed with me with respect to my performance and development plans. Any other (Please Specify) ii. Development Plans: What are you plans to develop the rate? (Special Assignment. Value Engineering 5. Signature of the Ratee .f.B. Date :……….

Performance appraisal helps in identifying training and developments needs. The major objectives of a performance appraisal system may be classified as remedial. Motivational objectives are for rewards. development. strengthen superior –subordinate relationship. innovative and motivational.Conclusion Performance Appraisal includes analysis. it is necessary for motivation . target fixing . . Performance appraisal helps in understanding the attributes and behaviors of employees. and also for better interpersonal relations. and for improving the overall performance of the organization. ensure placement and promotion. review or evaluation of performance or behavior analysis of an employee. effective communication. A performance appraisal system tries to serve various purposes and attain a number of objectives. motivation. communication. Innovative objectives are for discovering ways to deal with a new job and also to identify and develop better ways for existing jobs. work planning .

as valued clients and remaining are general customer. Preface Every bank deals with various types of customer. When a bank provide loans to the prospective customer then the following factors considered: • Character • Capacity • Cash . On the basis of depositors some one treated. Generally two types of customers are doing their banking activates. Our major focus is on the borrower that is who are taking loan and advances from the bank. One is a depositor and another is a borrower. Customer is the backbone of the bank.Analysis of Account Holder for a particular private commercial bank: A Case Study of Mercantile Bank Limited.

. This usually involves a detailed study of six aspects of the loan application: - Character (well defined purpose for loan request and a serious intention to repay). pay out the credit when due. All must be satisfactory for the loan to be a good one from the lender’s point of view. Capacity (proper authority to request for the loan and legal standing to sign a loan agreement). in the form of cash flow). and Control.• Collateral • Conditions • Control Is the Borrower Creditworthy and how know that? The question must be dealt with before any other is whether or not the customer can service the loanthat is. Conditions (aware borrower’s line of work and also economic conditions). with a comfortable margin for error. Collateral (enough quality assets to provide adequate support for the loan). Cash (ability to generate enough cash.