Internship Report on Performance Appraisal of JAN Associates.

Executive Summary
Canon started its journey in 1933 with a small laboratory dedicated to making high-quality
cameras, set up in a simple apartment room in the Roppongi area of Tokyo. At the time, all high-
quality cameras were European. Canon Inc. was founded in August 10, 1937. Canon started out as
a company with a handful of employees and a burning passion. However, the origins of its success
remained unchanged.
J.A.N Associates was established in 1089, with the initial operation of supplying computer
accessories. Since 1995 JAN Associates has been the sole distributor in Bangladesh for Canon
Image Communication and at this moment represents Canon Bangladesh.
The report explores the details of the Performance Appraisal process of JAN Associates (Canon
Bangladesh). Here I have tried to capture the beauty of motivation through the use of
performance appraisal of this 80-year-old company and how effectively they are managing the
performance of their employees through various appraisal tools and techniques. I have also tried
to reflect how they are maintaining their global standards of employee performance complying
with the global performance policies. Also, how they plan to enhance the performance of their
employees, reward them, train and engage them.
While making the analysis on Performance Appraisal process I have provided detailed
information about performance evaluation and I have covered all the related factors with it and in
addition to that I have tried to incorporate the theories that I have learned with the practices I
have seen at the organization. This report also provides a brief overview on different tasks I had
to perform during my internship, the responsibilities I had to handle during the internship and my
personal observation regarding some critical issues of the performance appraisal process of JAN
Associates.

The report covers the organizational background and details the company history – both globally
and locally. It also covers the findings of the performance appraisal system that I have observed
and some recommendations on what more they can do for their human assets.
Chapter: 01 INTRODUCTION

1.1. Origin of the report

This report has been prepared for the partial fulfillment of the course BUS400: Internship. As per
the completion of BBA program at BRAC University, I have created this report on the topic
“Performance Appraisal of GSK Bangladesh”.
1.2. Objective of the study

The main objective of the study is:

 To provide a critical study about the performance appraisal process of JAN Associates
Ltd.
 To get an overall idea about the performance appraisal process of Canon Bangladesh.
 To understand the performance indicators, KPIs, motivational factors as well as
employee needs.
 To identify the strengths and shortcomings of their framework. Specific Objective.
 To pinpoint any weakness (if any) in the performance appraisal system of this company.
 To provide necessary recommendations for improving any kind of deficiency (if any) in
executing the performance appraisal at JAN Associates.
Other secondary objectives are-
 To fulfill academic requirement.
 To focus on performance appraisal practice at JAN Associates.
 To provide some policy guidelines for improving current EPA situation of JAN
Associates.
 To match the theoretical knowledge with practical knowledge.
 To gain practical knowledge about corporate world.
Scope of the study
The scope of the report was to get a real-life exposure. It gave me an elaborate knowledge about
the Performance Appraisal process of JAN Associates (Canon Bangladesh). I have got the
opportunity to observe what actually happens at JAN Associates and how they use the
performance appraisal tools to evaluate the performance of the employees. By studying the
performance appraisal process of JAN Associates, the depth of my knowledge has increased to a
different level by relating the theories with practical life experiences.
Methodology of the report
Methodology describes the manner in which data is collected, analyzed and interpreted. The data
that will present in this research paper would collect from primary and secondary data source.
 Primary Sources of Data
Primary data are those data which is originated by the author for the specific purpose of
describing or analyzing something. In this report the primary data source would be raw data
gathering from own observation. The primary data source that will be used in this report is data
obtained through practical involvement with job responsibilities.
The primary data had been collected in various ways. The different sources were:
 Face to face conversations with the employees and opportunities were given by the
management to work in relevant fields at JAN Associates.
 By personal interviewing and interacting customers at JAN Associates.
 Observing various organizational procedures.
 Observation during the total internship period.
 Discussion with officials of JAN Associates.
Secondary Sources of Data:
Secondary data are data collected for some purpose other than the main facts. Secondary data are
quick source of background information. In this report the information collected from indirect
source will be considered as secondary data sources.
The secondary data source that will be used in here would be:
 Progress report of Canon.
 The annual reports of Canon.
 Website and employee handbook of JAN Associates Ltd.

Activities Time Line

Week 1 & 2 Week 3 & 4 Week 5 & 6 Week 7 & 8
Preliminary
Phase
Construct
Research,
Identify
variables
Analysis Phase

Collection of
data, Analysis of
data,
Interpretation of
findings

Paper
Preparation
Phase
Review paper

Paper
Submission
Phase

Limitation
For preparing this report some difficulties have been faced. These difficulties can be considered
as limitations. The limitations are as following:
Time Limitation: Due to time limitations many aspects could not be discussed properly in the
report.
Unwillingness to Reveal Confidential Data: The authority provided restriction to use some
confidential organizational data. So, confidentiality of data was another important barrier that
had been faced during the preparation of the report.
Unavailability of Respective Persons: Some data have been collected from the managers and
officials of the respective fields. They were busy with work or would be outside Bangladesh for
official purpose. Therefore, it was difficult to collect information from them.
Stress Factors: Preparing this report required lots of work. After doing fulltime office, it was
tough to do the report. So, work pressure posed stress. This would hinder the speed of working.
So, stress factor is one of the limitations.

Chapter: 03 ORGANIZATIONAL OVERVIEWS

Overview of the Information Technology and Network Camera Industry of Bangladesh
The business activities of Canon are spread in two industries of Bangladesh, namely, Information
Technology and the Network Camera industry.
In recent times everyone is aware of the fact that software, information technology (IT) and
information technology enabled services (ITES) industry is one of the most promising industry
in Bangladesh. For the past few years, the growth of this IT industry is quite visible. At present
Information Technology (IT) is a subject of widespread interest in Bangladesh. There are around
100 software houses, 35 data entry centers, thousands of formal and informal IT training centers
and numerous computer shops. The Government has declared IT as a thrust sector and that
computer training center will be set up in each divisional and district headquarters of
Bangladesh. Import of computer hardware and software is now duty free, VSAT is deregulated,
high speed DDN (Digital Data Network) has been introduced. One fourth of the 45
recommendations of JRC report on software export has already been implemented; rest is in the
process of implementation. A tremendous activity is going on in every sector including e-
commerce, e-governance, computer networking, Internet, web browsing, web applications,
multimedia product development etc. Some active steps and initiatives are already there, as
described below for an exposure of the present and future prospects of IT in Bangladesh.
The Bangladesh Association of Software and Information Services (BASIS) was established in
1997 as the national trade body for software and IT service industry. Starting with only 17-
member companies, by 2009 membership had grown to 326. In a study among Asian countries
by Japan International Cooperation Agency in 2007–08, Bangladesh was ranked first in software
and IT services competitiveness and third in competencies, after India and China. The World
Bank, in a study conducted in 2008, projected triple digit growth for Bangladesh in IT services
and software exports. Bangladesh was also listed as one of the top 30 Countries for Offshore
Services in 2010–2011 by Gartner. The Internet penetration has also grown to 21.27 percent in
2012, up from 3.2 percent three years prior. As the Internet usage increases, the government
expects the IT sector to add 7.28 percent to GDP growth by 2021.
In 2000 Bangladesh government amended copyright laws for software and other intellectual
properties, in 2001 instituted ICT task force, in 2002 initiated ICT policy and then in 2003 with
an e-governance program induced ICT incubator under the ICT Task Force.
After these initiatives in 2007-2013, IT sector was given more priority by the government with
the dream of establishing a digital Bangladesh by 2021. Over the last decade, Bangladesh has
pushed the idea and has worked together to achieve the goal. Today the overall IT/ITES industry
is valued USD 650 million with export claiming 39% ($250million) of that value. The industry
has also been enjoying a high growth rate of 40% over the last five (5) years, and this trend is
still continuing.

Bangladesh Computer Council: Bangladesh Computer Council is the apex body of the government
dealing with Information Technology. BCC is running according to BCC Act, 1990 as an
autonomous organization under the administrative control of the Ministry of Science &
Technology. BCC is playing various types of roles regarding the IT booming over the country.

Government initiatives: The Government of Bangladesh has taken some important initiatives to
develop our IT sector. Still we are waiting to see a fruitful change in our Information
Technology. However, some remarkable steps of government are highlighted for information.

 IT has been declared as a thrust sector.

 Quick implementation of the recommendations of JRC report (a high-powered committee
for software export).
 Waiving all taxes and duties from import of computer hardware and software.
 Hundred percent remittances of profit and capital gains for foreign investors without any
approval.
 BTTB's implementation of DDN service.
 Decision to link Bangladesh to global highway through submarine cable link by next two
years.

Network camera Industry

A digital camera used for surveillance. Network cameras are the successor to the analog closed-
circuit TV (CCTV) systems that have been widely used for decades, but instead of a dedicated
network, they use the local IP network, which also provides Internet access. Pioneered in 1996
by Axis Communications and also called an "IP camera," network cameras use standard IP
protocols to transmit Motion JPEG, MPEG or H.264 video.

Even after the innumerable use of SLR and CC Cameras, the knowledge of Network Camera is
very narrow to the people of Bangladesh. Though, the Network Camera industry of Bangladesh
is not a very familiar one to the mass at large, but it is one of the booming industries in the
upcoming days.

1.1 Chapter:02 LITERATURE REVIEW

Literature Review

Performance Appraisal (PA) includes ―assessing performance in light of the judgments and sentiments
of subordinates, peers, administrators, different directors and even specialists themselves (Jackson and
Schuler, 2003). There are some strategies which are used to quantify/check and manage the
performance of the employees also, for example, free essay, appraisal based on rating and ranking, and
the 360-degree feedback. These techniques are essentially quantifiable and not very time consuming,
with the exception of the 360-degree strategy. The 360 degree strategy is used less for evaluating
employee (Kateřina, Andrea, and Gabriela, 2003).

Experts have noticed that job satisfaction is directly related with worker turnover, degrees of
consistency, non-appearance and indirectly to job performance and efficiency. (Shore, Newton et al,
1990). The connection between job satisfaction and job performance has been the issues of numerous
studies. For the most part an appraisal, performance survey or a career advancement discussion is a
strategy by which the job performance of an employee is assessed as far as quality/amount/cost/time
(Prasad, 2015). Performance Appraisal manages such issues as employees assessing convenience,
precision, objective setting methods and criticism systems. (Dobbins, Candy and Plat-Vieno, 1990).
Addressing the issue of utilizing a Performance Appraisal, Longenekar, Sims and Gioia summarizes as
―the principle concern is the what is the best way to utilize the evaluation procedure to motivate and
reward employees (1987, p 191). As a procedure, performance appraisal is viewed as a key supporter of
prosperous human resource management, as it is firmly related with hierarchical performance (Erdogan,
2002).

The connection among performance appraisal and satisfaction and work performance was both
facilitated and moderated by employees’ intrinsic work motivation.

Chapter: 03 ORGANIZATIONAL OVERVIEW

Overview of the ………Industry of Bangladesh

CANON Overview
Canon Inc. ( Kiyanon Kabushiki-gaisha) is a Japanese multinational corporation specializing in
the manufacture of imaging and optical products,
including cameras, camcorders, photocopiers, steppers, computer printers and medical
equipment. It's headquartered in Ōta, Tokyo, Japan.
The company was originally named Seikikōgaku kenkyūsho (Precision Optical Industry Co.
Ltd.). In 1934 it produced the Kwanon, a prototype for Japan’s first-ever 35 mm camera with a
focal-plane-based shutter. In 1947 the company name was changed to Canon Camera Co.,
Inc., shortened to Canon Inc. in 1969.

The name Canon carries such meanings as "holy scripture" and

"criterion or standard of judgment." It effectively captures
Canon’s corporate spirit, which aims to set a global standard for
advanced technologies and service while becoming a criterion
in the industry to which others will aspire. The Canon logo,
introduced in 1935, has undergone several changes as the
company has grown. Despite these modifications, the strong
character reflected in the sweeping inward stroke of the "C" has
remained intact from the day that the company was founded.
Striving for consistency in communication since day one has
greatly contributed to the worldwide trust that the Canon brand
enjoys today.
History of CANON
1937 to 1970
The origins of Canon date back to the founding of Precision Optical Instruments
Laboratory in Japan in 1937 by Takeshi Mitarai, Goro Yoshida, Saburo Uchida and Takeo
Maeda. During its early years the company did not have any facilities to produce its own optical
glass, and its first cameras incorporated Nikkor lenses from Nippon Kogaku K.K. (the
later Nikon Corporation).
Between 1933 and 1936 ‘The Kwanon’, a copy of the Leica design, Japan’s first 35 mm focal-
plane-shutter camera, was developed in prototype form. In 1940 Canon developed Japan's first
indirect X-ray camera. Canon introduced a field zoom lens for television broadcasting in 1958
and in 1959 introduced the Reflex Zoom 8, the world’s first movie camera with a zoom lens, and
the Canonflex.
In 1961 Canon introduced the Rangefinder camera, Canon 7, and 50mm 1:0.95 lens in a special
bayonet mount. In 1964 Canon introduced the 'Canola 130', the first Japanese made 10-
key calculator, a substantial improvement on the design of the British Bell Punch company,
which introduced the first fully electronic calculator two years earlier with the Sumlock Anita
Mark 8 unit. In 1965 Canon introduced the Canon Pellix, a single lens reflex (SLR) camera with
a semi-transparent stationary mirror which enabled the taking of pictures through the mirror.
1970 to 2009
In 1971 Canon introduced the F-1, a high-end SLR camera, and the FD lens range. In 1976
Canon launched the AE-1, the world’s first camera with an embedded micro-computer.
In 1982 "Wildlife as Canon Sees It" print ads first appeared in National Geographic magazine.
Canon introduced their Inkjet printer using bubble-jet technology in 1985. (1 year after HP)
Canon introduced Canon Electro-Optical System (EOS) in 1987, named after the goddess of the
dawn. EOS 650 autofocus SLR camera is introduced. Also, in 1987 the Canon Foundation was
established. In 1988 Canon introduced 'Kyosei philosophy'. The EOS 1 Flagship Professional
SLR line was launched in 1989. In the same year the EOS RT, the world's first AF SLR with a
fixed, semi-transparent pellicle mirror, was unveiled.
In 1992 Canon launched the EOS 5, the first-ever camera with eye-controlled AF, and the
PowerShot 600, its first digital camera. In 1995 Canon introduced the first commercially
available SLR lens with internal image stabilization, EF 75-300mm f/4-5.6 IS USM. EOS-1N
RS, the world's fastest AF SLR camera with a continuous shooting speed of 10 frame/s at the
time. Based on the EOS-1N, the EOS-1N RS has a fixed, semi-transparent pellicle mirror with a
hard coat. In 1996 Canon introduced a pocket-sized digital camera with the Advanced Photo
System, named ELPH in America and IXUS in Europe. Canon entered the digital video
camcorder market in 1997.
In 2004 Canon introduced the XEED SX50 LCD projector. Canon introduced its first high-
definition camcorder in 2005.
In November 2009 Canon made a €730 million (US$1.1 billion) all-cash offer for the Dutch
printer maker Océ. Canon had acquired majority ownership of Océ by March 2010 and
completed the acquisition of 100% of shares in Océ by the end of 2011.
2010 to present
In 2010 Canon acquired Tereck Office Solutions, Inc.
On 16 March 2010, Canon announced that it was seeking to acquire a new Canon generic top-
level domain, acquiring it in February 2015 and using it for the first time on its global website in
May 2016.
In the third quarter of 2012, Canon's global market share in the sale of printers, copiers and
multifunction devices was 20.90 percent.
In early 2013, Canon USA moved into a new $500 million headquarters in Melville, New York.
In February 2014, Canon announced it would acquire Texas-based Molecular Imprints Inc, a
developer of nanoprint lithography systems, for an amount speculated to be around $98 million.
On 13 June 2014, Canon announced it had acquired Danish IP Surveillance VMS software
company Milestone Systems. Milestone provides open-platform software to allow video
management from various vendors in a single interface; therefore, the company will operate as a
separate entity.
On 10 February 2015, Canon announced that it had intentions to buy Swedish Security Camera
maker Axis Communications for $2.83 billion. On 23 February 2015, Axis Communications
reacted to this news and confirmed that it had received a purchase proposal from Canon. The
purchase was effectively completed in April 2015.
On 24 April 2015, Canon Europe announced it had acquired the London-based family photo
sharing startup Lifecake.
In November 2015, Canon USA filed lawsuits against a number of camera gear retailers in an
attempt to stop the sale of gray market camera gear. Retailers include Get It Digital, All New
Shop and F&E Trading.
In March 2016, Canon acquired Toshiba Medical Systems Corporation for $5.9 billion.
On 28 March 2017, Canon Europe announced it had acquired the London-based printing startup
Kite.

Global Operation:
The operation of the organization is divided into several zones on the basis of the demand of the
products at different regions of the world. The name of the noteworthy global headquarters are
given below:
 Japan
 Singapore
 Middle East
 Oceania
 Australia
 New Zealand
 United Kingdom
 United States of America
 Latin America
 Africa.

Canon Global Services effectively responds to the diverse needs of customers with worldwide
business operations. Leveraging the sales network spanning more than 220 countries and regions,
Canon offer a complete range of one-stop services that includes office equipment, maintenance
and an array of managed print services in Europe, the Americas, Asia, Oceania and Japan. Canon
Europe, Canon U.S.A., Canon Singapore and Canon Japan serve as the regional headquarters for
each geographic area to realize the Canon Group’s globally integrated support system. As a
trusted business partner to customers in every country and region, Canon deliver advanced
document solutions to offices around the world.
CANON in Bangladesh (JAN ASSOCIATES):
J.A.N. Associates was established in 1989 and the initial operation of the organization was to
supply pc and accessories. From 1990 JAN’ objectives had changed widely with new dimension
with subject to provide turn key solution as well as to represent international reputed IT
companies in Bangladesh. With highly experienced technical expertise JAN Associates provide
all kinds of technical solutions..
Since 1995J.A.N. Associates is the authorized and sole distributor of CANON system and
optical products for Bangladesh geographical territory. It is also the Sole distributor in
Bangladesh for Canon Image Communication Products and at this moment the organization
represents entire range of Canon Digital Camera (DC, DV, EOS SLR), Canon Inkjet & Laser
Printers, Scanners, Multimedia Projector and all models of Canon Image CLASS LASER Multi-
function Printer that consists of Printer, Scanner, Copier & Fax machines as well as camera
accessories. JAN also represents Canon Large Format Printer (LFP) & Document Scanners;
those are from Canon Business Imaging Solution Product. With the constant effort JAN
Associates established canon printers as the number one inkjet and laser printers in Bangladesh
holding dominant market share.

Vision and Mission

Vision and Corporate Philosophy

Canon’s Vision is Kyosei. Kyosei, a Japanese idea, means conveying “dedication to seeing all
people, regardless of culture, customs, language or race, harmoniously living and working
together in happiness into the future.” Canon acknowledges that economic factors can prevent
the realization of kyosei.
Mission:
 Achieving a leading position in the global market of network camera and printer.
 Delivering superior benefits in every phase of the customer experience before, during and
after sales.
 To set high standards of integrity and provide quality services to customers.
 To ensure sustainable growth in business.
Canon Tag line:
Delighting you always.
Canon Strategy
 Establish a new production system to achieve a cost-of-sales ratio of 45%
Strengthen domestic mother factories by further promoting a higher ratio of production in
Japan and the integration of design, procurement, production-engineering and manufacturing-
technology operations. At the same time, pursue total cost reductions through the promotion of
such advanced production-as robotics and automation.
 Reinforce and expand new businesses while creating future businesses
Create and expand new businesses by accelerating the horizontal expansion of existing
businesses. Additionally, concentrate management resources and make effective use of M&A to
accelerate the expansion of promising business areas such as commercial printing, network
cameras and life sciences.
 Restructure the global sales network in accordance with market changes
 Review existing sales organizations and reinforce omni-channel marketing that integrates
online and brick-and -mortar sales routes while strengthening and expanding solutions-
driven businesses with the aim of solving issues faced by customers. Additionally,
continue focusing energies on cultivating markets in emerging countries.
 Enhance R&D capabilities through open innovation
Discard the strict notion of self-sufficiency and construct an R&D system that proactively
leverages external technologies and knowledge, promoting joint and contract research
with various partners such as domestic and foreign universities and research institutes.
 Complete the Three Regional Headquarters management system capturing world
dynamism

Promote the acquisition of promising businesses through active M&A and complete the three
regional Headquarters management system, under which Japan, the U.S. and Europe will
each roll out businesses globally.

 Cultivate globally competent human resources capable of performing duties while

maintaining an all-encompassing perspective of the world map
Build a global management system targeting the optimal use of human resources in
operations worldwide. Examine personnel worldwide to identify candidates for senior
management positions and develop the skills of these future leaders by rotating them
through key positions in Japan and overseas.
 Re-install the Canon spirit as a foundation for new growth
Revitalize the enterprising spirit and San-ji (Three Selfs) Spirit at the heart of Canon`s
Corporate Culture

Corporate Philosophy:

Kyosei

Kyosei is a Japanese word that means living and working together for the common good. It is a
principle that is embraced by all Canon employees.

Canon's corporate philosophy is kyosei. It conveys our dedication to seeing all people, regardless
of culture, customs, language or race, harmoniously living and working together in happiness
into the future. Unfortunately, current factors related to economies, resources and the
environment make realizing kyosei difficult.
Canon strives to eliminate these factors through corporate activities rooted in kyosei. Truly
global companies must foster good relations with customers and communities, as well as with
governments, regions and the environment as part of their fulfillment of social responsibilities.

For this reason, Canon's goal is to contribute to global prosperity and the well-being of mankind
as we continue our efforts to bring the world closer to achieving kyosei

Products of CANON

List of canon products

1. Projector 1.1 Slide Projectors
1.2 Regular 8 mm projectors
1.3 Dual Gage Projectors
1.4 Single 8 or Super 8 mm projectors
2. Cameras 2.1 Rangefinder film cameras
2.2 SLR (Single lens Reflex) Cameras
2.3 Digital SLR Cameras
2.4 Mirrorless interchangeable-lens cameras
2.5 35 mm compact cameras
2.6 35 mm compact half-format cameras 18#24 mm
2.7 35 mm rangefinder cameras
 2.8 Digital compact cameras
2.9 Camcorders
3. Electronic 3.1Canon wordtank
dictionaries
4. Portable flash 4.1 E line
4.2 EG line
4.3 EX line
4.4 EZ line
4.5 T line
4.6 Macro flashguns
4.7Remote flash trigger
5. Multifunction 5.1
peripheral/digital 5.2
copiers 5.3
6. Portable 6.1 StarWriter
Computers 6.2NoteJet
7. Printers 7.1 BJ series
7.2 BJC series
7.3 I series
7.4 SmartBase series
7.5 MultiPASS Series
7.6 PIXMA series
7.7 SELPHY series
7.8 Series
8. Lenses 8.1 EF and EF-S line
8.2 FD line
8.3FL line
8.4 Rangefinder line
8.5 TV line/ C mount
8.6 Tilt-shift
8.7 Dedicated macro
9. Steppers for IC
and LCD
fabrication
10. Calculators
11. Presenters
12. Software 12.1 Canon TrueType Font Pack
13. Accessories 13.1 Canon Deluxe Backpack 200 EG
13.2 Canon TC80N3 Remote Control
13.3 BG-ED3 Battery Grip

CANON values

Canon`s Corporate DNA (Values designs to achieve Canon`s vision)

Behind Canon`s 80-year history and development as a business lies its corporate DNA: a respect for
humanity, an emphasis on technology, and an enterprising spirit that the company has consistently
passed on since its foundation. These motivating factors are in turn supported by a respect for
humanity, which encompasses meritocracy and an emphasis on good health. Canon is committed to
passing its corporate DNA on to future generations to ensure the company grows for another 100, or
even 200 years.

The San-ji (Three Selfs) Value

The Three Selfs, the foundation of the company`s guiding principles that have been passed down since
Canon was founded, are Self-Motivation, Self-Management and Self-Awareness. These Three Selfs
continue to serve as the company`s most important guiding principles.

Self-Motivation: Take the initiative and be proactive in all things.

Self-Management: Conduct oneself with responsibility and accountability.

Self-awareness: Understand one`s situation and role in all situations.

Board of Directors

Board of Directors
Name Board Relationships Title

Fujio Mitarai 12 relationships Chairman & CEO

Masaya Maeda 12 relationships President, COO & Representative

Director

Toshizo Tanaka 17 relationships EVP, CFO, Group Executive of Public

Affairs, Facilities Mgmt., HRM & Org.
and Representative Director
Yoroku Adachi 29 relationships Executive VP, Chairman & CEO of
Canon USA Inc

Noriko Gunji No relationships Executive Officer, President & CEO of

Canon Singapore Pte Ltd.

Managing
director
Abdullah H.
Kafi

Director Finance Director Executive Director Director

Nazrul Islam Chowdhury Jesmin Jahan Azim Kafi Sufia Aftab Chowdhury

Prpduct Planning and Logistics & Admin

MGR-1 CSP Service ICP Service Sales & Marketing
Marketing DMGR-1
Dy MGR-2 MGR+31 MGR-1 GM-3, MGR-3
MGR Executive-4
Exec-10 Engineer Engineer-6 Executive+27
Executive+4 Support-12
 José Ignacio Rodrigo Fernandez , Treasurer and Secretary

SWOT Analysis of Canon Inc.

Strength:
 Cost efficient production sites at Asia acts as the strength of the company.
 The Brand image of the 80year old company is another strength.
 Innovation and development of new products continuously, is also a strength of the
company.
Weakness:
 Recruiting technically knowledgeable personnel becomes tough, as many people do not
want to shift from native lands. And hence, it is a weakness of the company.
  Since the network camera market is a fast moving one, new products are needed to be
released before competitors sometimes, leading to lack of checking before release.
 Inventory planning of such a diversified business is a difficult work and is a weakness of
the company.

Opportunity:
 Industrial equipment market is expanding everyday creating opportunity for Canon Inc.
 Growing market for semiconductor lithography equipment is also an opportunity for the
company.
 The smartphone component market is also a place of opportunity for the company to
operate in.
Threat:
 Emergence of many high-profile brands in the similar market poses threat to the business
of the company.
 Shrinking camera market due to the enhanced used of smartphone cameras has imposed
tremendous threat to the company.
 Short life cycle of the products makes the current products obsolete making the price of
the product fall within very short span of time.
 Fluctuation of the raw material price is another threat for the company.
 Intellectual property laws are often broken now a days imposing threat to the company.
 Strength
Company Reputation
Quality products Weakness
Reasonable Price Lack of promotion.
After sales service by No factory
company technicians.

Opportunity
Booming network Threat
camera market Unauthorized local
Booming medical dealers
euipment market Lack of regulation
Digitalization

SWOT Analysis of Canon Bangladesh:

Strength:
 Company Reputation or goodwill.
 Quality products.
 Reasonable Price.
 After sales service by company technician.
Weakness
 Lack of promotion.
 No factory.

Opportunity:
 Booming network camera market.
 Booming medical equipment market.
 Digitalization of Bangladesh.
Threat:
 Unauthorized local dealers.
 Lack of regulation.

Chapter: 04 INTERNSHIP AT JAN ASSOCIATES

First Month of Learning
I have joined Canon Bangladesh on April 08, 2018 as an HR intern. In the first month of my
internship program I have been assigned different tasks from time to time which has helped me
to know the company more, how the system works internally in the HR wing and then help the
different HR employees of this department accordingly. The first week was more of an
orientation week and I was explained elaborately the roles of an HR executive, HR operations
manager and the HR head. In the second week, I was assigned my first task, making an employee
handbook. It was a very lengthy work and was given two weeks for making this book. It
contained all the HR policies and procedures that an employee must know before starting his/her
work at Canon Bangladesh. For making this book I had meetings from time to time with the HR
executives and the operations manager to know more about the policies and procedures and then
I started working on it. The employee handbook contained the following content-
 Code of conduct
 New joiner’s action
 Working hours
 Environment, Health and safety
 Compensation and benefits
 Medicals
 Salaries and bonus
 Leave policy
 Termination of employees
 Dismissal
 Retirement
 Return of property
 Employee Exit process
Again, I have also prepared an Internship handbook in the last week of the first month. This book
was made both for internal people and for the interns. This book talks about the recruitment
policy of the interns, the code of conduct for them and the pay amount. As per order, I have also
designed a requisition form for the employees that must be used for placing a formal invitation to
the HR wing to recruit interns for the respective department as per demand.
Throughout this whole month, I got the opportunity to study the HR policies and procedures of a
multinational company like Canon Bangladesh. The complex compensation and benefit system
was described elaborately by my line manager for writing the book which has helped me to
acquire practical knowledge about how the system works. How the employees can apply for
leaves by raising HR ticket, how the internal conflicts are settled down peacefully, on what
ground employees are dismissed, the retirement system and the official procedure for closing the
file of an employee permanently.
Second Month of Learning
In the second month of our learning period I have done both HR related work and supported the
administration team with a project.
These are the following activities that I have performed throughout the whole month –
 Goody bag project (for new employees)
 File sorting
 Inspection of factory practice according to labor law amendment 2006
 Bill cross checking and clearance
The first three tasks were HR related. GSK does not have the system of welcoming new
employees with souvenirs or refreshments. Hence, my supervisor asked me to make a goody bag
and what other things can be done to confirm a warm welcome of the new employees. Hence to
ensure that employees feel greeted with respect and some expectations, I came up with the idea
of putting the following things inside the goody bag-
 A card (a message from the HR director)
 A T-shirt Few chocolates
 A note pad and a pen
 A key ring
 A hanging plaque card in the cubical saying “Hi! I’m new”
All these things were designed by me and was well appreciated by my supervisor in the
accomplishment of the task. Another challenging task was ‘file sorting’. JAN Associates
maintains a file for each of the employees containing all the necessary documents of the
employees. I had to put all the salary review statements and other documents in the files of each
of the employees. This was the most hectic task and took the longest time to finish the task. The
final task was a non-HR related work. I supported the administration with bill clearance of two
months sent by Grameenphone. The bill of each of the employees were inputted in the excel
sheet and had to adjust the negative balances too. This was then forwarded to the accounts
department for further clearance.
Moreover, while making the goody bag, while making the cards and putting the other stuffs in
the goody bag, I had to keep on reminding myself, when a new employee will open the goody
bag, what will ensure a sense of warm welcome and will bring a drive in them to work better.
I was able to complete all these tasks successfully and my work was highly valued by my
supervisor. All these somewhat has helped to know more about the different HR practices of a
company like Canon where they keep on taking initiatives to ensure a better work place.
These three months’ journey was indeed a journey of learning as I was able to witness the
practice of the theories in real world and how the system actually works in a big multinational
company like Canon. It is indeed no less than a challenge to maintain the human resources and
keep them all intact under one roof. The whole program has been a great contribution, more of a
learning and training period before I enter the corporate world.

Chapter: 05 PERFORMANCE APPRAISAL

Performance Appraisal

5.1. Performance Appraisal

What is a 'Performance Appraisal'

A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company. Also known as an "annual review," "performance review or
evaluation," or "employee appraisal,”. A performance appraisal evaluates an employee’s skills,
achievements and growth, or lack thereof. Companies use performance appraisals to give
employees big-picture feedback on their work and to justify pay increases and bonuses, as well
as termination decisions. They can be conducted at any given time but tend to be annual, semi-
annual or quarterly.

Many complain that performance appraisal systems are cumbersome, bureaucratic and time-
consuming comparing to the value that it adds. This leads both managers and employees to treat
performance appraisal as a burden rather than a tool to a successful working relationship. An
effective PA program will assist the company in achieving its goals and objectives. Not only will
training needs be identified and addressed during a PA review, but hidden talent can be
discovered as well. Through identifying these training needs, staff can perform their jobs at the
highest level and be in a better position to address clients’, members’ and customers’ concerns
and questions. A well-developed staff is more likely to be proactive, productive and resourceful,
all of which helps to give the company a competitive edge, from improved customer relations to
increased profits.
Importance of Performance Appraisal Process:
1. Feedback: Performance Appraisal provides a structured format for the discussion of
performance issues of both the managers and the staffs on a regular basis.
2. Motivating Superior Performance: Performance appraisal helps to motivate employees to
deliver superior performance in several ways at the organization.
3. Setting and Measuring Goals: Goal setting has consistently been demonstrated as a
management process that generates superior Performance. Hence, the previously data regarding
the employees’ performance works as the benchmark to be surpassed.
4. Counseling poor performers: Not everyone meets the organization’s standards. Performance
appraisal forces mangers to confront those whose performance is not meeting the company's
expectations.
5. Determining compensation changes: Performance appraisal provides the mechanism to
make sure that those who do better work receive more pay.
6. Encouraging coaching and mentoring: Performance Appraisal identifies the areas where
coaching is necessary and encourages managers to take an active coaching role.
7. Supporting Manpower Planning: Well-managed organizations regularly assess their bench
strength to make sure that they have the talent that they will need for the future.
8. Determining Individual Training and Development Needs: If the performance appraisal
procedure includes a requirement that individual development plans be determined and
discussed, individuals can then make good decisions about the skills and competencies they need
to acquire to make a greater contribution to the company. As a result, they increase their chances
of promotion and lower their odds of layoff.
Performance Appraisal Process: The process which is used to evaluate the performance of
the employees of an organization is known as performance appraisal process. The process
has got six steps namely,
1) Establishment of Performance Standards.
2) Employee communication.
3) Employee performance Measurement.
4) Metrics comparison.
5) Feedback of the employees’ performance
6) Action plan development.

Establish
performance
standards

Action plan Employee

development communication

Performance
Appraisal Process

Employee
Feedback performance
measurement

Comparison of
employee
metrics
The Performance Appraisal Process is discussed below:
1) Establish Performance Standards

Performance standards are not arbitrary. These standards are necessary for each job position,
because the performance standards are used to fulfill the mission and vision of the company.
Performance standards are established through job descriptions, employee handbooks and
operational manuals. Standards are subject to adjustment, based on changes in business needs.

Performance standards include everything from attendance to sale goals. Businesses must set a
company culture of expectation fulfillment that is consistent for everyone. Giving some people a
pass on meeting standards creates problems with team morale and potential legal issues when
firing employees.
2) Employee Communication

Establishing performance standards isn't enough. Business leadership must clearly communicate
these standards to employees. Even though standards are written and distributed in company
manuals, there also should be a specific onboarding process that summarizes the company's
expectations. Regular meetings reviewing the standards and expectations reiterates to employees
that everybody must meet certain minimum requirements to retain employment or to be eligible
for raises or promotions.
3) Measurement of Employee Performance

Clearly defined standards are easy to measure. Leaders track and regularly review how
employees are performing. Attendance might be reviewed weekly when the schedules are made,
whereas sales goals might get reviewed monthly. Business leaders need to determine how often
different performance standards are reviewed, based on how it affects business achievement. For
example, if a florist has a production line and one person does not keep up with the daily flower
arrangement quotas, a manager needs to review that employee's performance sooner rather than
later, before it negatively affects sales or morale among the others on the team, who must absorb
the negligent employee's workload.
4) Compare to all Employee Metrics

Employers usually set performance standards, based on experience and industry data. Every
business and its employees are unique. However, comparing one employee against all others
who perform the same tasks gives an employer an idea about whether or not the underlying issue
is the employee or if it's a bigger issue of training or operations obstacles. As with the example
of the floral production line, one employee who is not keeping up differs considerably from the
entire team not performing. In the latter situation, a manager must look at improved training or
must hire more people to keep up with demand.
5) Employee Feedback

Performance appraisals must be reviewed with employees to be effective. Sit down with each
employee to review the standard expectations and provide feedback about what has been done
well and what areas need improvement. Make sure all feedback is written in objective terms and
speak to employees in a professional, positive manner. Use performance review meetings to not
only give employees feedback but also to gather feedback from employees about personal
performance, sales goals, professional goals and feedback on company protocol.
6) Action Plan Development

Set an action plan for future performance appraisals. Build bigger goals around areas of
employee success and provide specific plans of action where improvement is needed. Get
employees invested in growth by asking them to include personal expectations and goals as part
of the development plan. Have employees sign the plan, and to accept its contents, including
agreeing to the action plans. Once signed, make a copy for the employee and make another for
the human resources file.
Performance Appraisal Types
Most performance appraisals are top-down, meaning supervisors evaluate their staff with no
input from the subject. But there are other types:

 Self-assessment: Individuals rate their job performance and behavior.

 Peer assessment: An individual's work group rates his performance.
 360-degree feedback assessment: Includes input from an individual, her supervisor and
her peers.
 Negotiated appraisal: A newer trend, utilizes a mediator and attempts to moderate the
adversarial nature of performance evaluations by allowing the subject to present first.
Also focuses on what the individual is doing right before any criticism is given. This
structure tends to be useful during conflicts between subordinates and supervisors

Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing job
related performance criterions such as dependability, initiative, output, attendance,
attitude etc. Each scale ranges from excellent to poor. The total numerical scores are
computed and final conclusions are derived.
Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large
number of employees covered, no formal training required.
Disadvantages – Rater’s biases
 2. Checklist: Under this method, checklist of statements of traits of employee in the form
of Yes or No based questions is prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited training required, standardization.
Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give
relative ratings
3. Forced Choice Method: The series of statements arranged in the blocks of two or more
are given and the rater indicates which statement is true or false. The rater is forced to
make a choice. HR department does actual assessment.
Advantages – Absence of personal biases because of forced choice.
Disadvantages – Statements may be wrongly framed.
4. Forced Distribution Method: Here employees are clustered around a high point on a
rating scale. Rater is compelled to distribute the employees on all points on the scale. It
is assumed that the performance is conformed to normal distribution.
Advantages – It forces managers to make clear decisions about talent, and in particular it forces
them to confront poor performance.
Disadvantages – Assumption of normal distribution, unrealistic, errors of central tendency.
5. Critical Incidents Method: The approach is focused on certain critical behaviors of
employee that makes all the difference in the performance. Supervisors as and when they
occur record such incidents.
Advantages – Evaluations are based on actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases, chances of subordinate improvement are
high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close
supervision; feedback may be too much and may appear to be punishment.
6. Behaviorally Anchored Rating Scales: statements of effective and ineffective
behaviors determine the points. They are said to be behaviorally anchored. The rater is
supposed to say, which behavior describes the employee performance.
Advantages – helps overcome rating errors.
Disadvantages – Suffers from distortions inherent in most rating techniques.
7. Field Review Method: This is an appraisal done by someone outside employees’ own
department usually from corporate or HR department.
Advantages – Useful for managerial level promotions, when comparable information is needed,
Disadvantages – Outsider is generally not familiar with employees work environment,
Observation of actual behaviors not possible.
8. Performance Tests & Observations: This is based on the test of knowledge or skills.
The tests may be written or an actual presentation of skills. Tests must be reliable and
validated to be useful.
Advantage – Tests may be apt to measure potential more than actual performance.
Disadvantages – Tests may suffer if costs of test development or administration are high.
9. Confidential Records: Mostly used by government departments, however its
application in industry is not ruled out. Here the report is given in the form of Annual
Confidentiality Report (ACR) and may record ratings with respect to following items;
attendance, self-expression, team work, leadership, initiative, technical ability, reasoning
ability, originality and resourcefulness etc.
Advantages-The system is highly secretive and confidential. Feedback to the assessment is
given only in case of an adverse entry.
Disadvantage is that it is highly subjective and ratings can be manipulated because the
evaluations are linked to HR actions like promotions etc.
10. Essay Evaluation Method: In this method the rater writes down the employee
description in detail within a number of broad categories like, overall impression of
performance, promotability of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training needs of the employee.
Advantage – It is extremely useful in filing information gaps about the employees that often
occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing skills of rater and most of them are not
good writers. They may get confused success depends on the memory power of raters.
11. Cost Accounting Method: Here performance is evaluated from the monetary returns yields
to his or her organization. Cost to keep employee, and benefit the organization derives is
ascertained. Hence it is more dependent upon cost and benefit analysis.
12. Comparative Evaluation Method (Ranking & Paired Comparisons): These are
collection of different methods that compare performance with that of other co-workers. The
usual techniques used may be ranking methods and paired comparison method.
 Ranking Methods: Superior ranks his worker based on merit, from best to worst.
However how best and why best is not elaborated in this method. It is easy to administer
and explanation.
 Paired Comparison Methods: In this method each employee is rated with another
employee in the form of pairs. The number of comparisons may be calculated with the
help of a formula as under
Future Oriented Methods

1. Management by Objectives: The use of management objectives was first widely advocated
in the 1950s by the noted management theorist Peter Drucker.

MBO (management by objectives) methods of performance appraisal are results-oriented. That

is, they seek to measure employee performance by examining the extent to which predetermined
work objectives have been met.

Usually the objectives are established jointly by the supervisor and subordinate. An example of
an objective for a sales manager might be: Increase the gross monthly sales volume to $250,000
by 30 June.

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 parts together and
the performance may be directly observed and measured.

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.

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 a set of well-
articulated objectives. But this can be a source of weakness also. It has become very apparent
that the modern organization must be flexible to survive. Objectives, by their very nature, tend to
impose a certain rigidity.

Once an objective is agreed, the employee is usually expected to self-audit; that is, to identify the
skills needed to achieve the objective. Typically, they do not rely on others to locate and specify
their strengths and weaknesses. They are expected to monitor their own development and
progress

2. Psychological Appraisals: These appraisals are more directed to assess employees’

potential for future performance rather than the past one. It is done in the form of in-depth
interviews, psychological tests, and discussion with supervisors and review of other evaluations.
It is more focused on employees emotional, intellectual, and motivational and other personal
characteristics affecting his performance. This approach is slow and costly and may be useful for
bright young members who may have considerable potential. However, quality of these
appraisals largely depends upon the skills of psychologists who perform the evaluation.
3. Assessment Centers: This technique was first developed in USA and UK in 1943. An
assessment center is a central location where managers may come together to have their
participation in job related exercises evaluated by trained observers. It is more focused on
observation of behaviors across a series of select exercises or work samples. Candidates for
assessments are requested to participate in in-basket exercises, work groups, computer
simulations, role playing and other similar activities which require same attributes for successful
performance in actual job. The characteristics assessed in assessment center can be assertiveness,
persuasive ability, communicating ability, planning and organizational ability, self-confidence,
resistance to stress, energy level, decision making, sensitivity to feelings, administrative ability,
creativity and mental alertness etc. Disadvantages – Costs of employees traveling and lodging,
psychologists, ratings strongly influenced by participant’s inter-personal skills. Solid performers
may feel suffocated in simulated situations. Those who are not selected for this also may get
affected.
Advantages – well-conducted assessment center can achieve better forecasts of future
performance and progress than other methods of appraisals. Also, reliability, content validity and
predictive ability are said to be high in assessment centers. The tests also make sure that the
wrong people are not hired or promoted. Finally, it clearly defines the criteria for selection and
promotion.
4. 360-Degree Feedback: It is a technique which is systematic collection of performance data
on an individual group, derived from a number of stakeholders like immediate supervisors, team
members, customers, peers and self. In fact, anyone who has useful information on how an
employee does a job may be one of the appraisers. This technique is highly useful in terms of
broader perspective, greater self-development and multi-source feedback is useful. 360-degree
appraisals are useful to measure inter-personal skills, customer satisfaction and team building
skills. However, on the negative side, receiving feedback from multiple sources can be
intimidating, threatening etc. Multiple raters may be less adept at providing balanced and
objective feedback.
Factors Distorting Performance Appraisal
Performance appraisal is done by the managers or supervisors. They do this job under different
situation, at different place and different state of mind and at different time. Their judgements are
likely to be affected. They are human being. Their psychology, liking, disliking, preference,
judgement etc. are likely to affect the appraisal of employees. There are chances that errors are
likely to take place. But efforts should be there so that these can be minimized. Proper care
should be taken to give fair and impartial assessment. Generally, the following errors are likely
to take place in assessment:

(a) General Bias Errors: It depends upon the attitude of the assessor. Some may be very strict
and other may be very liberal during the assessment work. They may not consider the actual
performance of the employees for assessment work. It affects everyone in general.
(b) Halo Effect: During assessment when the assessor considers or gives importance to one
criterion of the assessment and ignoring the other factor, the error is likely to take place.. This is
called halo effect. It gives wrong assessment of the employees.
(c) Relation Rating Error: When one task is related to another task then the assessor gives
importance to that logical relationship more. It creates the error in the assessment.
(d) Contrast and Similarity Errors: The assessors assess the other employees based on their
own assessment. The assessment may be similar or contrast to assessment of the employees.
(e) Central Tendency Errors: When the evaluator does not take the extreme steps for
evaluation, he avoids the extreme two ends. He follows the central path and gives and average
rating for the performance. The range of assessment is very narrow. It dissatisfies the excellent
performers but protect the poor performers also.
(f) Proximity Errors: When raters assess one high side then he assesses others also high side
this is called proximity error. He wants to justice with everyone but in the beginning, he has done
the assessment on wrong side and that affects the whole assessment.

(g) Rating Inflation: When supervisor’s rating goes very high without any reason is called
inflated rating. The supervisor should make that the ratings are on fact basis and not based on
emotions or feeling of individuals.

(h) Spillover Effect: The present performance is evaluated much on the basis of past
performance. “The person who was a good performer in distant past is assured to be okay at
present also”.

(i) Recency Effect: Rating is influenced by the most recent behavior ignoring the commonly
demonstrated behaviors during the entire appraisal period.

(j) Horn Effect: The individual’s performance is completely appraised on the basis of a negative
quality or feature perceived. This results in an overall lower rating than may be warranted. “He is
not formally dressed up in the office. He may be casual at work too!”.

(k) Excessive Stiffness or Lenience: Depending upon the raters’ own standards, values and
physical and mental makeup at the time of appraisal, ratees may be rated very strictly or
leniently. Some of the managers are likely to take the line of least resistance and rate people
high, whereas others, by nature, believe in the tyranny of exact assessment, considering more
particularly the drawbacks of the individual and thus making the assessment excessively severe.
The leniency error can render a system ineffective. If everyone is to be rated high, the system has
not done anything to differentiate among the employees.

The aforesaid factors affect the performance appraisal individually or collectively. Hence,
performance appraisal may not be correct or may be biased. There is no hard and fast rule that
these errors will take place with every assessor. But these are like to affect the assessment work
of the assessors. The assessors should keep these points in mind and review the rating errors on
regular basis. If the proper care is taken then the assessment work will be adequate.
Objective of JAN`s Performance Appraisal: The objective of performance appraisal at JAN
Associates include the followings:
  To identify the gap between the actual and the expected performance
 Reinforces the connection between supervisors and employees
 To analyze the qualities and shortcomings of the individual in order to recognize the
training and development needs
 To give feedback to the employees based on their previous performance
 Evaluating an employee to determine the remuneration packages, wage structure, salary
raises, etc.
 Evaluate the potentiality of a person for advance development and improvement
JAN Associates conducts performance appraisal in organized ways which includes:
 The managers of Canon Bangladesh measure the compensation of employees based on
performance and contrast it with their organization's objectives and goals.
 The managers evaluate what components should be established to improve the
performance of the employees.
 The supervisors are liable to lead the employees for a superior performance.
Evaluation Period:
The period of assessment for the employees of JAN Associates starts from the month of March at
JAN Associates and ends at January of the upcoming year. Which leads to the annual
performance appraisal program to held on the first week of February. No matter what happens,
the annual appraising program never gets delayed from its due time i.e. The first week of
February.

Performance Evaluation Criteria at Canon Bangladesh

Trait-Focused Performance Appraisal

The trait-focused system centers on attributes such as helpfulness, dependability and punctuality.
Supervisors rate employees by indicating specific traits each employee exhibits. Most trait-
focused systems use a simple checklist with ratings of excellent, satisfactory or needs
improvement, or similar options. This system is traditionally popular with customer service
departments. These types of evaluations are subject to the supervisor personal bias, however, and
the majority of employees end up with marks of satisfactory, which limits this system reliability
and accuracy.
Behavior-Focused Performance Appraisal

The behaviorally anchored rating system (BARS) judges your employees actions using a rating
scale to measure specific behaviors. Four rating scales are used in behavior-focused evaluations:
graphic rating scales, behaviorally anchored rating scales, forced choice scales and mixed
standards scales.
Graphic rating judges behaviors on a sliding scale from "excellent" to "poor;" average employees
results should cluster in the middle, with poor employees near the bottom and exceptional
employees near the top.

Behaviorally anchored scales rely on very specific evaluators to score the employee actions as
pass or fail. For example, "Does the employee answer the telephone with the correct greeting?"
or "Does s/he verify all customer information in the correct order?"

Sales Focused Performance Appraisal

This appraisal method counts on the sales target fulfilment by the sales executive of an
organization. Canon Bangladesh has got this criterion for the appraisal of performance of its
employees.

Behaviorally anchored scales rely on very specific evaluators to score the employee actions as
pass or fail. For example, "Does the employee answer the telephone with the correct greeting?"
or "Does s/he verify all customer information in the correct order?"

Performance Appraisal Techniques used at Canon Bangladesh:

Graphic Rating scale:
A graphic rating scale lists the traits each employee should have and rates workers on a
numbered scale for each trait. The scores are meant to separate employees into tiers of
performers, which can play a role in determining promotions and salary adjustments. The
method is easy to understand and quite user friendly. It allows behaviors to be quantified making
appraisal system much easier.
However, the scale has disadvantages that make it difficult to use as an effective management
tool. Even with intense training, some evaluators will be too strict. Some will be too lenient, and
others may find it hard to screen out their personal agendas. Although it is good at identifying the
best and poorest of employees, it does not help while differentiating between the average
employees.
This is one of the PA techniques used by Canon Bangladesh, according to the HR officials, it is
the oldest method used by the organization for appraising the employees at Canon Bangladesh.
Critical Incident techniques

Under this method, the manager prepares lists of statements of very effective and ineffective
behavior of an employee. These critical incidents or events represent the outstanding or poor
behavior of employees or the job. The manager maintains logs of each employee, whereby he
periodically records critical incidents of the workers behavior. At the end of the rating period,
these recorded critical incidents are used in the evaluation of the worker’s performance. Example
of a good critical incident of a Customer Relations Officer is: March 12 - The Officer patiently
attended to a customer’s complaint. He was very polite and prompt in attending the customers
problem.

Customer is one of the most important element for any business, for tech-based companies they
are even more important, for there are many more similar companies ready to offer such products
to the customer. Moreover, there are many unauthorized dealers ready to supply goods to
customers at a cheaper price than that of the authorized dealer. In this condition, the behavior of
the employees with the customer works as the game changer. Hence, critical incident technique
is used as a vital method of employee performance appraisal at Canon Bangladesh.

360 Degree Feedback:

360 Degree Feedback is a system or process in which employees receive confidential,

anonymous feedback from the people who work around them. This typically includes the
employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out
an anonymous online feedback form that asks questions covering a broad range of workplace
competencies. The feedback forms include questions that are measured on a rating scale and also
ask raters to provide written comments. The person receiving feedback also fills out a self-rating
survey that includes the same survey questions that others receive in their forms.

Managers and leaders within organizations use 360 feedback surveys to get a better
understanding of their strengths and weaknesses. The 360-feedback system automatically
tabulates the results and presents them in a format that helps the feedback recipient create a
development plan. Individual responses are always combined with responses from other people
in the same rater category (e.g. peer, direct report) in order to preserve anonymity and to give the
employee a clear picture of his/her greatest overall strengths and weaknesses.

360 Feedback can also be a useful development tool for people who are not in a management
role. Strictly speaking, a "non-manager" 360 assessment is not measuring feedback from 360
degrees since there are no direct reports, but the same principles still apply. 360 Feedback for
non-managers is useful to help people be more effective in their current roles, and also to help
them understand what areas they should focus on if they want to move into a management role.

This method of performance appraisal of employees is used for the managers of Canon
Bangladesh. This process of conducted fully online and the data is handled in a highly
confidential manner.

Management by Objective

By definition, under this method, organization evaluates its employees on the basis of results.

MBO is more than performance appraisal — it’s a construct for managing the entire

organization. Its breadth includes the organization’s vision, values, strategies, goals, and
performance measurement.
MBO begins with managers at the top of the company setting goals. Then managers and

employees at each successively lower level develop their own goals. Employees’ goals are

designed to support the goals of their own managers. In this way, the entire organization is linked
together in the pursuit of objectives.
The way it works is, at the start of the year, you sit down with the HR manager or supervisor to
discuss your objectives for the next year. These objectives must be SMART:

 Specific. This means the objectives must clearly state the desired results, so that neither
the management nor the employee can say at the end of the year: 'Sorry, I misunderstood
what you wanted from me.'
 Measurable. If your objective is working harder, then how can you prove you worked
harder? Maybe, you can show proof with a record of longer hours at work, a higher
amount of completed paperwork, or faster data processing. Whatever the way, it must be
something which can be measured at the end of the year.
 Attainable. This means that the objective must be something that the employee is actually
able to achieve. It shouldn't be too easy, but it shouldn't be too tough either.
 Relevant to what's to be achieved. Sometimes salesmen have an objective of getting their
customers to pay their invoices within 30 days. At first, you wonder why a salesman
should worry about payment for products sold. Surely this is the job of credit control in
the accounts department? Well, if a salesman focused only on selling products, but not
getting paid for the products, then the company would just have a list of promises to pay,
but no money coming in. A salesman meets with customers all the time and would be the
best person to give a gentle push for the customer to pay. This makes the objective
relevant: it fits within the parameters of the salesman's job and fits the company's wider
aim of making sure that it gets paid on time.
 Timely: The objective also needs to have clear deadlines and milestones. Although the
appraisal may be once a year, there may be objectives hat are monthly or quarterly
depending on what is the most realistic date for completion of the objective.

Canon Bangladesh uses MBO as one of their employee performance appraisal method. Though,
only for the sales department.

Performance Development Plan (PDP) Performance Development Plan (PDP)

Objectives are set for the year through the Performance Development Plan. It helps employers to
assess the performance of the employees efficiently. Based on the PDP employees recommend
employees to develop their skill, knowledge and ability which will likewise help Canon
Bangladesh to improve the quality level and the efficiency of the organization. Canon's PDP
program includes tools that are intended to state, calculate, evaluate and compensate employee
performance. The procedure comprises of setting targets and performance measure, classifying
leadership qualities and behaviors. Performance Development Plan (PDP) is used for the
performance review of the directors and managers and practiced by all Canon International
offices.
Guidelines for utilizing and preserving the data of PDP:
 The data form might be utilized as a part of the talent review procedure to give review to
the employee on their professional advancement and to enable Canon's management to
figure out the future talent needs of the company.
 It enables the employee to observe and record their development against their annual
goals and improvement plan.
 The yearly survey segment of the form will sustain into Canon's pay procedure as a
variable for both reward and pay increments.
 To ensure the privacy of both the employers and employee during evaluation process,
data security guideline is there.
The PDP Form consists of 7 sections. They are explained below:
 Part A- Performance Plan and Objectives clearly determines the projected outcomes and
furthermore complies of 5 criteria which are Specific, Measurable, Action-Oriented,
Realistic and Time-Based. These criteria are there to guarantee what the worker needs to
do, by when and at what level of caliber needed to perform the tasks. Likewise, it
identifies what to do in order to surpass his or her supervisor's expectations.
 Part B- Leadership Essentials is there to discover how job is completed to accomplish
Canon's objectives.
 Part C- Periodic Review is set up, several times in a year, to evaluate employee goals
with their line manager. This allow them to know how they are developing themselves to
achieve goals and enable time to modify if essential.
 Part D- Annual Review occurs in February. Here the line manager initially assesses every
goal, observing the outcomes in Part A and B of the PDP Form, and after that analyzing
entire performance and record in Part D. Pay decisions depends on the supervisor’s entire
assessment of an employee's performance.
 Part E- Developmental Plan in which employees can improve their performance to be
more effective in their present job and develop them for future roles. Employees use their
qualities to accomplish their present objectives and plan how to approach developmental
needs.
 Part F- Developmental Plan Periodic Review occurs few times a year. It is there to audit
the improvement on the developmental plan.
 Part G- Developmental Annual Review occurs at the end of the year. Here as well, it is
vital to get client contribution to enable them to assess how they are progressing on their
improvement. However, this survey does not affect their remuneration.
A demonstration of the performance evaluation format of JAN associates is included below:

Here evaluation is done on each of the items on a point scale – Excellent (A) Very good (B)
Good (Performance superior to expected standard) (C) Satisfactory (Expected standard of
performance)
(D) Marginal (Not entirely satisfactory) (E) Unsatisfactory (Requires action, assistance &
training)
Overall Performance on Performance on Performance Impact
performance objectives JAN relative to peers
expectations
Exceptional Exceed all Exemplify and Significantly Delivered
objectives and role model all delivered exceptional
Expectations and performance and added value to
where behaviors above business beyond
appropriate hold peer group and scope.
others
accountable to
them and
Outstanding Fully delivered Demonstrates to Stronger Delivered
objectives, and a high standard performance and differentiated
exceeded some across the behaviors value within
other and Expectations relative to peer business/work/
with no de- group and area/tea.
railers and
Strong Delivered strong Demonstrates Performance and Delivered
progress against good evidence behaviors positive value to
all objectives across the comparable to business/
and Expectations peer group and work/area/team.
and/or good
progress towards
demonstration of
them, no
significant
negative de-
railers and
Partial Met some but Is developing Performance or Delivered some
not all objectives towards the behaviors below added value to
or required that of peer business/
standard across group or work/area/team.
the Expectations,
may have
demonstrated
some negative
behavior or
Missed Did not meet Failed to meet Performance and Did not add
majority of the standard on behaviors below value and/or
objectives and/or the majority of that of peer negative impact.
Expectations group and/or
and/or not
demonstrating
 progression
and/or

Purpose of Performance Appraisal System at Canon Bangladesh:

 Development: Performance Appraisal System at Canon Bangladesh identifies which
employee needs development in their performance and it can what type of training
programs do they need.
 Basis of Reward Allocation: It is utilized as the premise of reward allotment. It helps the
company to choose who gets pay rise, give legitimate reason at the time of promotion and
other fringe benefits.
 Motivation: The existence of organized assessment framework motivates individuals at
Canon Bangladesh. It encourages activities, builds up an awareness of other's
expectations and inspire to perform better.
 Compensation: It gives data that can be utilized to figure out what to pay and what will
serve in as equitable monetary package.
 Communication: Assessment is a reason for a continuous communication between line
manager and employee about employment related issues. Through cooperation the parties
become more acquainted with each other better.

Importance of Performance Appraisal at Canon Bangladesh

The performance appraisal is an essential part of the human resources department's contribution
to an organization. An effective appraisal may not only eliminate behavior and work-quality
problems, it can motivate an employee to contribute more. Often, a company will ask its
employees to perform "360-degree feedback” that assesses peers and subordinates as well as
supervisors and management. Regardless, the opportunity to give and receive constructive
criticism shouldn't be ignored

Improving Communication

All too often, employees and managers don't get along and can't understand why. Problems that
stem from a lack of communication can sometimes be resolved with a performance appraisal. If
the appraisal is used as an opportunity to describe the criteria on which performance is judged –
using meaningful and relevant examples – then the employee will walk away from the meeting
with a better understanding of how to best perform his job. For example, "John, when I say you
need to be more customer-focused, what I really want is to see you greet the customers with a
smile when they enter the store and ask how you can help."
Encouraging Good Work and Improvement
Celebrating a job well-done is the easy part of the performance appraisal. Noting areas of
improvement is not so easy. Nevertheless, no one is perfect, and the performance appraisal is an
ideal time to diplomatically highlight areas that need improvement. Even the most valuable
employee could benefit from additional training, while those who are on the cusp of dismissal
need the heads-up. Be specific by providing examples and clearly explain what needs to occur to
turn things around. Showing an employee that you care enough about them by taking the time to
work with them may make even the most hardened employee feel better.
Improving Decision-Making Ability

When a company has detailed information on employee performance, business decisions become
easier. Filling open positions with existing staff strengthens the organization and promotes
loyalty. Knowing which employees display what strengths improves the speed with which
projects can be assigned. Appraisals also provide a framework when making decisions about
compensation – and layoffs. If the organization becomes the unfortunate party to a lawsuit, the
performance appraisal can refute or support claims. As a result, the effective use of performance
appraisals helps an organization operate efficiently and with focus
Providing a Career Path

The performance appraisal is the perfect opportunity to address long-term goals that may not be
on the everyday to-do list. Not only does this provide the employee with an opportunity to be of
greater use to an organization, the employee feels pleased and valued. Lighting the way toward a
successful career path inspires loyalty and stability and can improve the bottom line, especially
when the employee's first concern is the health of the business, and subsequently, her career.
HOW PERFORMANCE APPRAISAL IS GOOD FOR JAN
Function

Performance appraisals help supervisors and employees to identify strengths and weaknesses of
employee performance. They offer an opportunity for supervisors and employees to discuss the
employee’s goals for himself, the supervisor’s goals for the larger department or organization
and ways that the employee and the supervisor can work together by further developing skills
and strengths necessary to reach these goals.
Significance

The best performance appraisals create a link between individual employee expectations and
how the employee’s work contributes to the larger organization’s success. They clarify
expectations that the supervisor has for the employee and help the employee prioritize his duties.
Ideally, performance appraisals open the lines of communication between supervisors and
employees.
Benefits

Performance appraisals benefit the company as well as individual employees. They increase
rapport between management and employees, increase job satisfaction and improve employees’
sense of loyalty toward the company. Performance appraisals assist the employee in seeing how
her role in the organization contributes to the company’s overall success, thus increasing
employee morale. All of these lead to higher productivity among employees, which improves
organizational productivity.
Considerations

Performance appraisals should not be used as substitutes for consistent, open communication.
According to Carter McNamara of Authenticity Consulting LLC, “Nothing should be surprising
to the employee during the appraisal meeting. Any performance issues should have been
addressed as soon as those issues occurred.” After a performance appraisal, make sure to check
in with the employee consistently to discuss his progress toward the goals set during the meeting.
This will help keep employees motivated.
Expert Insight

McNamara recommends starting the performance appraisal meeting by making it clear that the
goal of the appraisal is to exchange ideas and work together to come up with an action plan for
meeting the employee’s and the organization’s goals. He suggests allowing the employee to offer
input first, responding with your own input and then discussing any areas of disagreement.
“Attempt to avoid defensiveness … Discuss behaviors, not personalities,” says McNamara. He
also recommends trying to end the meeting on a positive note.

1.2 Chapter 06: Findings

Findings

 Structured and detailed performance appraisal strategy for its diverse graded employees.
 Performance appraisal is a routine work, strictly followed within the time frame like any reputed
and well managed organizations.
 Canon Bangladesh encourages its employees to improve their performance by training them.
 If employee has good performance than he/she can be expatriated to other country with great
facilities.
  Talent review program for director and above level employees has been done by the Zonal HR
Head which is also a very good initiative in terms of talent recognition and motivation.
 Employees who are evaluated through the PDP process are content on the grounds that for this
situation, objective for that specific employee is determined on the basis of negotiation with
his/her line manager.

1.3 Chapter 07: Recommendations

Recommendations
 As a multinational organization Canon Bangladesh ought to build up the 'Web Based
Performance Appraisal System'. It will save time as well as money of the organization.
It's better if the organization doesn't just rely upon the supervisor for its employee
performance assessment rather; they should involve their international HR executives to
contribute for a fair evaluation in all categories of employees' performance appraisal
process. There is a framework that only the line manager of a specific employee assesses
his/her subordinate's performance. Be that as it may, in this procedure there may be a
possibility of partiality. To tackle these kinds of issue Canon Bangladesh could assign
employee(s) in HR department who will observe the performance of employees on daily
basis.
 It ought to likewise incorporate a few components like innovativeness, critical thinking
and decision-making, consistent quality under pressure, acknowledgement and use of
social duty, and moral contemplation.
 Canon Bangladesh should take a step to evaluate employee’s performance more than
once a year.
Although canon Bangladesh has a satisfactory evaluation process but taking into consideration
the weaknesses of the current evaluation process, the following changes can be recommended in
the performance evaluation system:
The employees can be also asked to review each other. This review system must be based on few
objectives:
 Loyalty to Canon’s ideals
 The analytical ability of an employee applied while solving a problem
 Implementation of a plan without much guidance and quick response to orders and
changes
 Appropriate use of resources for a certain product
 Spreading knowledge and training colleagues through talks
Irrespective of having exposure to the project, an employee must be always encouraged to be
prompt in taking steps to solve the problem, this will help the employee to increase their
analytical ability. An employee must be evaluated on the basis of quick promptness to challenges
too. An employee must always take initiative to make his/her voice herd. This will help him/her
to grow as a leader.
Once all the results are received, it is much needed to discuss the results with all the managers
and leaders rather than HR dealing with it all by themselves- Fine-tuning. These employees can
be rated on few criteria based on the needed of improvising skills and attitude towards work.
This will help the employee to grow better and ensure better performance. The rating will be
solely used to categorize the employees based on the needs of training and development sessions.
When employees will be aware of the fact that, they are not only being evaluated by their line
manager only, rather by all the different interconnected teams working in a project, they will
ensure equal behavior towards all the employees rather than listening to the commands of the
immediate supervisors only It is the key responsibility of the HR wing to ensure that an
employee possesses the following qualities if it wants the human resources to achieve the
epitome of success:
 Reliability
 Focus
 Effort
 Persistence
These can be achieved only when it will be able to ensure an effectual performance evaluation
process followed by gainful training and development programs.

1.8 Chapter 08: Conclusion

Conclusion

Performance appraisal is a human resource management process by which the associations decide how
efficiently the employees are completing the task. It happens basically for executive employees with a
view to recognize shortcoming and qualities and also open doors for development and aptitudes
improvement.

The target of Canon International is to be undeniable pioneer in the field of world Network Camera,
technological business equipment and medical equipment industry. To achieve this goal, Canon needs to
develop an overall set up for each working country office with neighborhood capacities. Canon
Bangladesh understands the fundamental need of placing the right person to the right position. They
perceive that only those individuals can accomplish their objective whose capability is well recognized
by the organization. The performance appraisal process is hence playing a vital part for this organization.
A large number of the issues about the performance appraisal framework are known to senior
administration. They are considering of making a few improvements and also in the officer's evaluation
form. The change will be incorporated by the upcoming few years. All in all, the organization conducts
an 'Employee Satisfaction Survey' each year to comprehend their view point and desire. The association
appeared to be satisfied about the way that the perception was enthusiastic and generally positive.