Attitudes of Employees Towards The Performance Appraisal System of Janata Bank LTD

INTERNSHIP REPORT
ON
Attitudes of Employees towards the Performance Appraisal System of

Janata Bank Ltd.
Submitted by
………………………………….
MBA Program-2018 (20th Batch)
MBA Sl No: …….class roll
MBA Roll No: hall roll
Department of Management
University of Dhaka
30th September, 2019

Letter of Transmittal
30th September, 2019
……………….
Assistant Professor
University of Dhaka
Subject: Submission of MBA Internship Report.

Dear Madam,
With due respect, I would like to express my immense pleasure to submit my interns hip
report on Attitudes of Employees towards the Performance Appraisal System of
Janata Bank Ltd. assigned by you for the fulfillment of the internship course.
I have tried my level best to collect all the relevant information and to include them in the
report for successful completion of the report as outlined. It is mentionable that the
preparation of the report has enabled me to a large extent to apply my theoretical knowledge
into practical analysis. I would like to express my heartiest gratitude for your kind co-
operation and conscious guidance in completion of the report in the given time.
With best regards.

Yours sincerely,
………………………………………
…………………
MBA Sl No: ………….
MBA Roll No: …………..
University of Dhaka
Supervisor’s Forwarding
………………………………..
Signature
…………………..
Assistant Professor
University of Dhaka
Student’s Declaration
This is …………….., student of MBA Program, Department of Management, Univers ity
of Dhaka do hereby declare that the internship report on the topic entitled Attitudes of
Employees towards the Performance Appraisal System of Janata Bank Ltd. is
prepared by me during the completion of internship program under the supervision and
guidance of …………., Assistant Professor, Department of Management, University of
Dhaka.
I also declare that this internship report is prepared exclusively for academic purpose and
has not been previously submitted by anyone for any purpose.
…………………………………………………………
Name……….
MBA Sl No: ….
MBA Roll No:………..
University of Dhaka
Acknowledgement
At the very beginning, I would like to express my heartfelt gratitude towards Almighty
Allah who has blessed me to complete the internship report with sound knowledge.
Secondly, I am grateful to my honorable supervisor, …………., Assistant Professor,

Department of Management, University of Dhaka, for her knowledgeable guidance,
constructive criticism, stimulating encouragement and instructions to carry out the
internship as well as to complete the report.
I am also grateful to Mr. Md. Mahbub Hossain, Assistant General Manager (HR), Head
Office, Janata Bank Limited, Dhaka for his kind permission to allow me to do interns hip
for the duration of three months in Janata Bank Ltd, Rampura Branch. Moreover, I am
thankful to …….., Senior Principal Officer (Branch Manager) and Mr………, Principa l
Officer, Rampura Branch, Janata Bank Limited for their co-operation during the interns hip
program.
I would like to thank to the employees of Janata Bank’s Rampura Branch who accompanied
me throughout the internship program with spontaneous assistance and sincerity in doing a
questionnaire survey and made my journey comfortable and easy.
Executive Summary
Performance appraisal is the systematic and periodic evaluation of the individual with
respect to his performance on the job and his potential for development. Performance
appraisal system has been an integral part of every firm. Understanding the essence of it,
most of the firms conduct performance appraisal after a definite period of time. Attitudes
of employees are formed towards the appraisal system. The employees hold positive
attitudes when they find the appraisal system fair, well informed and understandable to
them, regular feedback for improvement. Positive attitudes of employees towards the
appraisal system lead the satisfaction, motivation and higher productivity.
From the three months Internship program, a report titled on Attitudes of Employees
towards the Performance Appraisal System of JBL has been completed. The broad
objective of the study is to find out the attitudes of employees towards performance
appraisal system of JBL. The other objectives are to identify the existing performance
appraisal system of JBL, to know the strengths and weak points of Performance appraisal
system of JBL, to recommend for improving the appraisal system if any.
To do the study a methodology has been made. The nature of the study suggests taking
qualitative approach. From 11849 employees, 20 samples have been surveyed by using
convenience sampling technique for this study. Data have been collected from both primary
sources and secondary sources. As a major primary source, a questionnaire survey with 16
questions have been conducted. Then the data have been analyzed by tabulation, mean,
standard deviation and co-efficient of variation.
There are some major findings that have been presented here. Performance is appraised in
JBL once in a year through formal performance appraisal tool. Branch Manager of the
respective branch appraises the performance of all the employees working in that branch
under the supervision of him. He conducts the appraisal on certain traits including job
knowledge, skills, abilities, personality, behaviors towards others, effectiveness, efficie nc y
of each employee and gives score that best describes him based on the level of existence of
the traits. Confidential report is generally used with a combination of the graphic rating
scale for appraising the performance of an employee.
Besides, the Branch Manager does not set appraisal objectives of performance appraisal
jointly with employees. Any feedback with necessary guidelines is not given to improve
the performance of the employees. In Janata Bank Ltd, the appraiser can give any rating he
wants and there is nothing to do by appraisee and thus he can play an autocratic leadership
role. There is a chance of being victims of rating errors, lack of in depth knowledge of the
appraiser about the appraisee, tendency to take undue advantage. That is why, they don’t
have positive attitude towards the performance appraisal system of JBL.
For improving existing appraisal system, concerned authority may give more attention on
such a performance appraisal system that will be fair, independent, honest motive oriented.
The bank may use modern performance appraisal tool such as 360-degree appraisal where
appraisal will be made from every stakeholder of the firm like peer, subordinate, customer,
boss and thus a bias free appraisal can be ensured. Annual performance appraisal may be
replaced by continuous appraisal system so that appraisee can identify his areas of
improvement and cope up with the changes. The objectives of performance appraisal like
identification of eligible candidates for promotion, providing a valid ground for pay
increment should be jointly set by boss and sub-ordinates. The appraiser needs to be careful
while giving score because it carries the description of the employees so that qualifie d
appraisee can secure the benefits and disqualified appraisee go through the disciplinar y
actions. If these recommendations are ensured, then the appraisal system would be a better
one and the attitude of employees towards performance appraisal system will be always
positive attitudes that will lead them to work hard and secure a good score to have a
promotion or any other benefits.
Table of Contents
Page
Topics
No.
Letter of Transmittal i.
Supervisor’s Forwarding ii.
Student’s Declaration iii.
Acknowledgement iv.
Executive Summary ⅴ-ⅵ

Chapter 1: Introduction 1-3
1.1 Background of the Study 2
1.2 Problem Statement 2
1.3 Rationale of the Study 2
1.4 Objectives of the Study 2
1.5 Scope of the Study 3
1.6 Limitations of the Study 3
Chapter 2: Literature Review 4-5

Chapter 3: Methodology of the Study 6-8
3.1 Design of the Study 7
3.2 Target Population 7
3.3 Sample Size 7
3.4 Sampling Technique 7
3.5 Sources of Data 7
3.5.1 Primary Sources 7
3.5.2 Secondary Sources 7

3.6 Techniques Used for Data Analysis 8
Chapter 4: Profile of Janata Bank Ltd 9-16
4.1 Background of Janata Bank Ltd 10
4.2 Functions of Janata Bank Ltd 10
4.3 Objectives of Janata Bank Ltd 11
4.4 Products and Services of JBL 11
4.5 CSR activities of JBL 13
4.6 Information of Rampura Branch of JBL 13
4.7 Existing Performance Appraisal System of JBL 14-16
Chapter 5: Analysis and Findings 17-31
4.1 Analysis of the Study 18-29
4.2 Findings of the Study 30
4.3 Gap between the Theory and Practice 31
Chapter 6: Conclusion and Recommendations 32-33
5.1 Conclusion 33
5.2 Recommendations 33
Appendix 34-35
Questionnaire 34-35
Bibliography 36
List of Tables
Table Topics Page
No. No
Table 4.1 Deposited Amount of Janata Bank 12
Table 4.2 Criteria and Marks Distribution 15
Table 4.3 Marks Distribution in Interview 16
Table 5.1 Designation of the respondents 18
Table 5.2 Gender of the respondents 18

Table 5.3 Length of Service of the respondents 19
Table 5.4 Appraised by Formal Performance Appraisal Tool 19
Table 5.5 Frequency of Performance appraisal 19

Table 5.6 Appraiser of Performance 19-20
Table 5.7 Traits Evaluated in appraisal 20
Table 5.8 Methods used in Appraisal 20
Table 5.9 Well Informed & Understandable Performance Appraisal System 21

Table 5.10 Objective Based Performance Appraisal System 22
Table 5.11 Setting Performance Appraisal Objectives 23
Table 5.12 Employees Awareness of Performance Appraisal System 24
Table 5.13 Feedback with Necessary Guidelines 25
Table 5.14 Rating Nature 26

Table 5.15 Existing Performance Appraisal System Motivates 27
Table 5.16 Strengths of Performance Appraisal System of JBL 28
Table 5.17 Weak Points of Existing Performance Appraisal System of JBL 28
Table 5.18 Steps taken against poor performers 29

Chapter-1
Introduction
Introduction
1.1 Background of the Study
Janata Bank Limited is one of the most leading state owned commercial banks operating in
Bangladesh with 909 local branches and in UAE and USA with four branches. It has
employed 11849 skilled and talented employees for the smooth operation. Annual
performance appraisal of the employees is conducted here using a formal system. The
employee performance appraisal process is crucial for boosting up employees’ productivity
and improves their outcomes. When the appraisal system is effective in identifying the
strengths, weak points of each of the employees in a fair and proper way and provide s
feedback for improvement of the weak points to be viable, it is expressed by positive
attitudes of the employees that motivate to show a high level of productivity and vice versa.
Positive attitudes of the employees towards the Performance appraisal system plays an
important role. So, it is intended to identify the attitudes of employees towards performance
appraisal system of JBL.
1.2 Research Problem
The study is on Attitudes of Employees towards the Performance Appraisal System in

JBL.
1.3 Rationale of the Study
This study will fill up the gap of finding out what types of attitudes the employees hold
towards the performance appraisal system of JBL. Nowadays in all the government firms,
traditional performance appraisal system is used in appraisal of performance. In most of
the cases, it does not include feedback mentioning the ways in which the employees could
improve in the future, what types of skills they need to gain to improve their performance.
So, the real purpose of performance appraisal is not served. It has been a show up that they
have an understandable procedure in place to measure employees’ performance. This study
will try to find out the attitudes of employees towards the performance appraisal system of
JBL so that JBL can take actions if necessary to modernize and operationalize employee
desired system.
1.4 Objectives of the Study
Primary Objectives: The broad objective of the study is to find out the attitudes of
employees towards the performance appraisal system of Janata Bank Limited.
Secondary Objectives:
i. To identify the existing performance appraisal system of JBL.

ii. To find out the attitudes of employees towards the performance appraisal system of
JBL
iii. To find out the strengths and weak points of performance appraisal system of JBL.
iv. To recommend for improving the appraisal system in JBL if any.
1.5 Scope of the Study
This study is conducted only in Rampura Branch of JBL. Both male and female employees
are surveyed who have been working there. It is intended to find out their attitudes towards
the performance appraisal system of JBL. To generalize the attitudes of 11849 employees
working in 909 local and 4 foreign banks, 20 samples have been taken from Rampura
Branch of JBL.
1.6 Limitations of the Study
Although intensive efforts have been given to make the report comprehens ib le
nevertheless, the following limitations encountered:
1. To do a comprehensive study, it requires much time where only three months was
really insufficient.
2. 20 samples were surveyed that were not enough to demonstrate the overall exact
scenario.
3. Employees of the sample were busy with their official jobs and hence they could
not give proper feedback in some cases.
4. Some employees got scared to fill the questionnaire lest they should get fired from
the position they hold due to leaking confidential information that is against
company policy.
5. There was a lack of in-depth knowledge and analytical ability for writing such
report.
Chapter-2
Literature Review
Literature Review
Performance appraisal means evaluating an employee’s current or past performance

relative to the person’s performance standards. Appraisal involves setting work standards,
assessing the employee’s actual performance relative to these standards and providing
feedback to the employee with the aim of motivating that person to eliminate deficienc ies
or to continue to perform above par (Dessler,2003). The topic “Performance appraisal is
literally not new because it is as old as the inception of the firm. Not until 1980’s, did the
majority of theoretical studies emphasize on rebuilding the rating system within the
organization. The methods and rating system got enhanced and received much attention of
managers with the passage of time (Khan, 2018).
Employee attitudes are clearly important to organizations because when attitudes are
negative towards anything in the firm, they may result in strikes, work slowdowns, absence
and employee turnover. They may be also part of grievances, low performance, poor
product quality (Davis et al., 2002). So, the performance appraisal in an unbiased and fair
way has been an integral part for ensuring better performance of employees within the
organization. It shows the training and development needs of the employees if the actual
performance does not satisfy the standard performance. The employers also offer
promotion, salary increment, bonus and other pecuniary and non-pecuniary benefits. The
correct evaluation of performance of employees can be done by the performance evaluatio n
system which can be used effectively (Mishra, 2013).
But in many organizations, the ratees don’t know the overall rating but seeing the pay rise,
they make assumptions about the overall rating. Many of the attributes and traits specific
measuring standards are not sometimes spelt to the raters as well as ratees (Alam, 2012).
Besides, subordinates don’t get the opportunity to formally communicate with the raters to
know their appraisal results. The raters do not conduct the performance appraisal progr am
fairly that ultimately result in dissatisfaction, grievance, under performance, strike (Rahim
et al., 2012).
There is a research gap in the finding attitudes of Employees towards performance appraisal
system of a specific public bank. Rahim et al. (2012) made a study with the objective of
knowing performance appraisal system of MBL. Bagul (2014) made a study on the
Employee’s performance appraisal system in a private firm. But no such research focused
on the attitudes of employees towards the performance appraisal system of any firm or any
industry. There is a research gap in finding out the attitudes of employees towards the
performance appraisal system of a particular firm. So, the topic “Attitudes of Employees
towards the Performance Appraisal System of Janata Bank Limited” has been selected
to be explored. This study will fill up the research gap of finding out attitudes of employees
towards performance appraisal system of a public commercial bank.
Chapter-3
Methodology
Methodology
3.1 Design of the Study
The broad objective of the study is to find out the attitudes of employees towards
performance appraisal system of Janata Bank Limited. The nature of the study suggests
taking qualitative approach.
3. 2 Target population
Target population for this study includes 11849 employees who are working in all the
branches of Janata Bank Limited operating home and abroad.
3.3 Sample Size
The sample size of the study is 20 taken out from Rampura Branch of JBL.
3.4 Sampling Technique
Convenience sampling technique has been selected in this study for collecting data from
JBL. The reason behind the convenience sampling technique provides the freedom to
choose the items/ numbers in accordance own convenience. There is no required to prior
planning for selecting items/ numbers in this case.
3. 5 Sources of data
To carry out the study, data have been collected from both primary and secondary sources.
3.5.1 Primary Sources
 Questionnaire: There are 16 questions of four types in the questionnaire; MCQ

type questions to know about the nature of performance appraisal tool and
frequency of performance appraisal, Likert scale type questions have been
developed to know the employees’ attitudes towards existing performance appraisal
system, checklist type questions have been developed to identify the appraisal
system, it’s strength and weak points and an open ended question is asked to get
recommendations regarding improvement of performance appraisal system if
necessary.
 Face to face interview: Face to face interview will be arranged if possible to get
an in-depth idea regarding performance appraisal system.
 Observation: Observation throughout three-month internship period has been
helpful to find out employee performance appraisal system.
3.5.2 Secondary Sources:

 Website of JBL
 Annual report 2018.
 Promotion Policy 2015 of Janata Bank Ltd.
3. 6 Techniques used for data analysis
Data analysis has been accomplished by applying statistical tools.
 Tabulation: Tabulation has been used to show the criteria and marks distributio n
in appraising performance, to show designation, length of service of the employees,
their gender, to visualize the frequency of feedback on different statements of
questionnaire survey.
 Arithmetic mean: Arithmetic mean has been used to find out the average attitudes
of employees towards the performance appraisal system of Janata Bank Ltd.
 Standard Deviation: Standard deviation has been used to find out co-efficient of
variation of attitudes of employees towards the Performance Appraisal System of
JBL.
 Co-efficient of Variation: Co-efficient of Variation has been used to find out the
variance of employees’ feedback in expressing attitudes towards appraisal system
and consistency of feedback. If the value of Co-efficient of variation is less than 1,
it indicates that there is lower variance in feedback. On the other hand, if the value
of CV is more than 1 it indicates that there is higher variance in feedback.
Chapter-4
Profile of Janata Bank Ltd

Profile of Janata Bank Ltd
4.1 Background of Janata Bank limited

After a devastating nine months of war against West Pakistan occupations army, there was
an urgency of rebuilding the already broken base of the newly born country. To rebuild
the economy, two banks had been taken to merge to make a new bank. Thus, combining
the two Banks-United Bank Limited and Union Bank Limited, Janata Bank had been
formulated in 1972 under the Banks nationalizations order (president’s order no,26) of
1972.
Janata Bank at a glance –
 Janata bank limited has authorized capital 30,000 million, paid up capital 19,140
million,
 The bank has 913 branches
 The bank has employees of 11849(as on 31-3-2018)
 Chief executive officer and managing department reputed banker of the bank
through which the bank is headed.
 The corporate head office is located in Motijheel, Dhaka.
4.2 Functions of Janata Bank limited

Janata bank plays diverse types of functions. It satisfies most of the sector’s economic
needs and takes part in socio economic development of the country. There are two types of
functions performed by Janata bank. These are-
4.2.1Primary Functions of Janata bank limited
Janata bank performs various primary functions. These are-
 Accepting deposits
 Credit creation
 Making Advances
4.2.2 Secondary Functions of Janata bank limited
Janata bank plays some secondary functions. These are
 Agency functions & General utility functions.

4.3 Objectives of Janata Bank Limited
Objectives of Janata bank are to provide innovative products, to train and motivate staffs,
to take part in corporate social responsibility. The aim of the bank is to be one of the leading
banks in its principle markets.
4.3.1 Vision
To become the effective largest commercial bank in Bangladesh to support socio-economic

development of the country and to be a leading bank in South Asia.
4.3.2 Mission
By maintaining a stable growth strategy, delivering high quality financial products,

providing excellent customer service through an experienced management team and
ensuring good corporate governance in every step in banking network, Janata bank will be
an effective commercial bank.
4.4 PRODUCTS & SERVICES

Product and services is the main assets of any organization. The following product and
services are available of Janata Bank Ltd.
 Consumer Credit Scheme

Janata Bank Ltd. Consumer Credit Scheme gives clients a great opportunity to buy
household and office items on easy installments. This scheme gives clients the
advantage of part payment to cope with the high price tags of many necessary home
and office appliances.
 Monthly Savings Scheme

This scheme is specially designed for the benefit of the limited income group
members. This helps to accumulate small monthly savings into a significant sum at the
end of the term. So, after the expiry of the term period the depositor will have a
substantial amount to appreciate on. A monthly deposit of Tk.500/- or Tk.1000/- for 5
or 8 years’ period earns in the end. Tk37, 896 /- or Tk.75, 791/- respectively.
 Special Deposit
For most of the people on fixed income the opportunity to supplement their monthly
earning is a golden one. And JBL Special Deposit Scheme gives a customer just that.
Under this scheme, customers can deposit money for a term of 5 years. The deposited
money is fully refundable at the expiry of the term. At the same time, during the term
period they can enjoy a monthly profit corresponding to their deposited amount. As for
instance, under this scheme a deposit of Tk 55,000/- gives a monthly income of Tk.500/-
.
Table 4. 1: Deposited Amount of Janata Bank
Deposited Amount Monthly Benefit

Tk. 55,000/- Tk. 500/-
Tk. 1,10,000/- Tk. 1,000/-
Tk. 1,65,000/- Tk. 1,500/-
Tk. 2,20,000/- Tk. 2,000/-
Source: Annual report 2018 of Janata Bank Ltd.
 Credit Card:
Credit card is the newest concept in our country. In our country Credit card was first
introduced by the Janata Bank Ltd. Ltd. Master card and VISA card are name of
popular credit card band. Credit card is safe, instant and universal money. Janata Bank
Ltd. ltd issued two types of credit card, which is as follows: –
 Local master and visa card

Local master and visa card are two types, such as “gold card” and “silver
card”. Gold card limit is 50000 taka to 1000000 taka and Silver card
limit is 10000 taka to 45000 taka
 JBL ATM Services

ATM means automated teller machine. JBL ATM card give opportunity to their
customer that they can withdraw their money at any time, any days even holidays. By
using ATM subscriber can give various utility bill such as telephone, gas, electricity
bills etc. actually ATM card is a debit card. Janata Bank Ltd. has introduced ATM
service to its Customers. The card will enable to save their valued customers from any
kind of predicament in emergency situation and time consuming formalities. JBL
ATM Card will give their distinguished Clients the opportunity to withdraw cash at
any time, even in holidays, 24 hours a day, and 7 days a week. ATM cardholders have
to pay 1000 taka annually and in the case of card lost subscriber also pay additiona l
300 Tk.
 Western Union Money Transfer
Joining with the world’s largest money transfer service “Western Union”, JBL has
introduced Bangladesh to the faster track of money remittance. Now money transfer
between Bangladesh and any other part of the globe is safer and faster than ever before.
This simple transfer system, being on line elimina tes the complex process and makes
it easy and convenient for both the sender and the receiver. Through JBL – Western
Union Money Transfer Service, your money will reach its destination within a few
minutes.
 Small credit program for disbursement

JBL has been continuing its small credit program for disbursement of collateral free
agricultural loans among the poor farmers of Barindra area in Rajshahi district for
improving their lot. Alongside they perform many activities for the development.
4.5 CSR activities of Janata Bank Limited

To be more sustainable and socially responsible organization, Janata bank focuses on
CSR activities as a process of continuous improvement. Being one of the state owned
and one of the leading commercial bank in Bangladesh, Janata bank realized its
responsibility to the society, infrastructure, environment etc. Fields of CSR activities
of Janata bank limited are given below:
1. Education and research

2. Health and treatment
3. Poverty reduction and Rehabilitation
4. Protection of environment & Information technology, economic development etc.
4.6 Information of Rampura Branch of JBL
This branch is very important as this branch located in the heart of Dhaka City at Rampura -
Malibagh main road. It provides loan to expand business and to run the business smoothly
Departments that are available in this branch are: Deposit, Clearing, Advance, Check issue,
Cash etc. Twenty-five employees work in JBL Rampura Branch. The designation of the
employees is- Senior principal officer, Principal officer, Senior officer, Officer, Peon,
Cook, Security Guard Sweeper etc.
4.7Existing Performance Appraisal System of Janata Bank Ltd
Janata Bank Ltd appraises performance of the employees by using formal performance
appraisal tool on the annual basis. In the branch, the branch manager appraises the performance
of the employees both the management (including- Principal Officer, Senior Officer, Officer,
Officer- Teller) and non-management (includes Peon, security guard, sweeper and cook). The
appraisal form used for employees are quite lengthy and comprehensive. The appraisal form
includes four parts.
Part-1 of the appraisal form includes 7 items. These items are- Employee Name,
Designation, Department, Reason for review, date employee began present position,
date of last appraisal, scheduled appraisal date.
In part-2 appraisal is done on a four rating scale as Very Good (41-45), Good (35-40),
improvement needed (30-34), and unsatisfactory (below 29). This scale lists a number of
traits (work dimension). These traits are -Job knowledge, awareness & obedience to
banks policy, concentration and devotion in banking activities, behaviors towards the
clients and colleagues, cleanliness, dependability, commitment, quality and quantity of
work, analytical ability, decision making, honesty, timely attendance, leadership,
interpersonal skills, marketing skills, presentation skill. The branch manager then ticks
any of the four rating scale for each trait that best describes the employees and finally
the score is totaled and then averaged dividing the total score with the number of traits.
In part-3, annual confidential report (ACR) is prepared separately for each employee
based on the scores secured from Part 2. The ACR contains recommendations of the
branch manager on employee’s promotion, training and development needs, annual
grade increment, special increment(s), number of special increment(s), and
consideration for another jobs. Then he sends the ACR to the Head Office. If any
employee is found very good or good, the branch manager recommends for promotion.
Those who score in the range of 30-34, it means they have deficiency in certain areas
and so improvement is necessary. Those who score below 29, they require immediate
improvement. No merit is granted to employees with this rating.
Part-4 is to be used by the management committee of the Head Office. Marks are given
in the appraisal report out of 100 based on the following certain criteria mentioned in the
table. These marks are later considered by HR Department of Head Office for
recommending performance increment. These criteria and marks distribution have been
shown in the following table.
Table 4.2: Criteria and Marks Distribution

SL Criteria Marks
No.
1 Annual Confidential Report (ACR) 50
2 Educational Qualification: 13
Post-Graduation/ 4 Years’ Graduation/ Graduate Engineer/ Doctor 13
3 Years’ Graduation 12
HSC/ Equivalent 11
SSC/ Equivalent 10
3 Banking Diploma 06
First Part/ JIBB 03
Second Part/ JIBB 03
4 Length of Service in the running grade: 16
For the first five years’ total number will be 12 @ 2.40 Per Year.
For the next 8-year maximum number will be 8 @ 0.5 Per Year.
5 Service in the Branch at least 3 years 02
6 a) Appreciation Certificate signed by MD 01
b) Working in Branch of Impassable Place for at least 2 Years
7 Freedom Fighter 02
8 Interview 10
Total 100
Source: Promotion Policy 2015 of Janata Bank Ltd
Other Affairs and Conditions of Promotion Principles
1. The obtained marks out of 45 in ACR is converted in 50 marks.

2. The qualifying marks is 72 out of 90 (that is 80% marks) for all the grades. That means,
candidates obtain 72 marks or above are called for interview with the purpose of giving
promotion.
3. The interview committee evaluates first the candidates based on five criteria. Clean
service record, experience, knowledge and skills regarding banking affairs, Knowledge
about contemporary issues and financial issues, Speaking and presentation style,
Personality and dress up. And then the committee provides marks at the following rates:
Table 4.3: Marks Distribution in Interview

Clean Experience, Knowledge Speaking and Personality
service knowledge and about presentation and dress up.
record, skills contemporary style
regarding issues and
banking affairs financial issues,
01 03 03 02 01
Source: Promotion Policy 2015 of JBL.
4. The interview of employees who are working abroad is conducted over video call and
telephone.
5. The marks provided by interview committee is added with the marks obtained
out of 90 marks. Then a merit list is made and on the basis of total marks Principa l
Officer is promoted to Senior Principal Officer and thus other employees is
promoted on the immediate senior position upon vacancy.
6. The final list of candidates is enforceable up to 31st December of the evaluatio n

year after due approval of the concerned authorities.
7. If there is a departmental charge or punishable offence charge of the candidates
considered for final promotion list, he gets promotion upon his release from the
charge before the expiry of the date. On the other hand, if he is found guilty and
given penalty, his name is dropped out from the list.
Chapter-5
Analysis and Findings

Analysis & Findings
5.1 Analysis of the Study

Performance Appraisal system is a useful management tool which helps to get feedback,
review and estimate whether the performance is effective and recommend what requires to be
effective. In this study, a questionnaire survey has been made on 20 samples to know the
attitudes of the employees of JBL towards performance appraisal system. From the
questionnaire survey findings, the following analyses have been made by the application of
table, histogram and statistical formulae. The questionnaire has been shown in the appendix
part.
Table 5.1: Designation of the respondents

Designation Frequency Percentage
Senior Principal Officer (SPO) 1 5%
Principal Officer (PO) 3 15%
Senior Officer (SO) 4 20%
Officer 5 25%
Officer- Teller 2 10%
Office Staff 5 25%
Total 20 100%
Source: Questionnaire Survey
Interpretation
A total of 20 respondents are surveyed for the study. In terms of designation, the above table
5.1 shows that 5% of the respondents are from SPO, 15% from PO, 20% from SO, 25% from
Officer, 10% from Officer-Teller, 25% from Office Staff.
Table 5.2: Gender of the respondents
Gender Frequency Percentage
Male 14 70%
Female 6 30%
Total 20 100%
Interpretation: It is shown in the above table 5.2 that the percentage of male and female in total
respondents is 70% and 30% respectively.
Table 5.3: Length of Service of the respondents

Category Frequency Percentage
0-4 Years 8 40%
5-9 Years 6 30%
10-14 Years 4 20%
15 or above 2 10%
Total 20 100%
Interpretation: A total of 20 respondents has been surveyed for the study. In terms of length
of service, above table 5.3 shows that 40% of the respondents come under the length of Service
of 0-4 years, 30% from 5-9 years, 20% from 10-14 years, 10% from 15 or above.
Table 5.4: Appraised by Formal Performance Appraisal Tool
Feedback Frequency Percentage
Yes 20 100%
No 0 0
Interpretation:100% of the respondents confirmed that their performance is appraised

through formal performance appraisal tool which is in the form of writing.
Table 5.5: Frequency of Performance appraisal
Monthly 0 0%
Quarterly 0 0%
Biyearly 0 0%
Yearly 20 100%
Interpretation: All of the respondents answered that their performance is appraised once
in a year.
Table 5.6: Appraiser of Performance
Immediate Supervisor 4 20%
Peer 0 0%
Self 0 0%
Subordinate 0 0%
Any other- branch manager 16 80%
All 0 0%
Interpretation: Out of 20 respondents, 16 said that their performance is appraised by the

branch manager. Four respondents, Principal Officer and Senior Principal Officer, replied that
their performance is appraised by their immediate supervisor. There is no provision of
performance appraising by peers, subordinates or self.
Table 5.7: Traits Evaluated in appraisal
Job Knowledge - -
Skills & Abilities - -
Personality - -
Behaviors towards others - -
Effectiveness and efficiency - -
All 20 100%
Interpretation: Traits evaluated in appraisal of performance is similar for all employees. Total
seven traits are appraised for overall appraisal of an employee. These traits are-job knowledge,
skills, abilities, personality, behaviors towards others, effectiveness, efficiency. The rater gives
score to the appraisee that best describes him based on the level of existence of the above traits.
Table 5.8: Methods used in Appraisal
Self-Assessment 0 0%
Annual Confidential Report 16 80%
360 Degree Appraisal 0 0%
Electronic Performance Monitoring 0 0%
Any other-Graphic Rating Scale 4 20%
Interpretation: 80 % respondents marked that Confidential report is used as a tool to know

about employees and to take necessary actions that helps for recommendations for promotion
or training needs. The new employee knew about the performance appraisal method in their
induction training. They were well informed what to do to get a good score in the confidentia l
report. 20% of the respondents including PO and SPO responded that confidential report is
normally used with a combination of the graphic rating scale because the rater can elaborately
present the scale by substantiating an explanation of his ratings.
Table 5.9: Well Informed & Understandable Performance Appraisal System
The performance appraisal system is well informed & understandable in JBL

- -
Scale xi fi fixi (xi-x) (xi-x)2
Strongly disagree 0 0 -2.65 7.0225
1
Disagree
2 2 4 -1.65 2.7225
Neutral
3 3 9 -0.65 0.4225
Agree 15 60 0.35 0.1225

4
Strongly Agree 0 0 1.35 1.8225
5
20 73 12.1125
The value based on Mean is-

_ ∑xi fi ∑xi fi 73
X = ──── = ──── = ──── = 3.65
∑fi N 20
The Value of Standard Deviation is-
𝑋 )2
∑ ( 𝑋𝑖 – ̅̅̅̅ 12.1125
SD =√ =√ = √0.6375 =0.798
𝑁−1 19
Coefficient of Variation: SD/Mean= 0.798/3.65=0.22
Interpretation
It is found out that the mean value is 3.65 which is more than the standard average value 3. It
indicates that most of the respondents think that the performance appraisal system is well
informed & understandable in JBL. On the other hand, the value of CV is only 0.22 which is
less than 1, so there is lower variance in response of the employees. It means that the feedback
of every employee is consistent.
Table 5.10: Objective Based Performance Appraisal System
Performance appraisal system of my branch is based on specific objective.

- -
1
Disagree
2 0 0 -2.3 5.29
Neutral
3 6 18 -1.3 1.69
Agree 2 8 -0.3 0.09

4
5
20 86 18.45
X = ──── = ──── = ──── = 4.3
∑fi N 20
𝑋 )2
∑ ( 𝑋𝑖 – ̅̅̅̅ 18.45
SD =√ =√ = √0.971 =0.985
𝑁−1 19
Interpretation
It is found out the mean value is 4.3 which is more than the standard average value 3. It
indicates that the most of the respondents showed positive attitudes to the statement that
performance appraisal system of their branch is based on specific objectives such as for
identifying training needs, promotion, annual requirement etc. Moreover, since the value of
CV is only 0.23, so there is low variance in feedback of the employees. It means that the
feedback of every employees is consistent.
Table 5.11: Setting Performance Appraisal Objectives
The appraiser jointly sets performance appraisal objectives with me.

- -
1
Disagree
2 2 4 -1.1 1.21
Neutral
3 15 45 -0.1 0.01
Agree 2 8 0.9 0.81

4
5
20 62 10.05

X = ──── = ──── = ──── = 3.1
∑fi N 20
𝑋 )2
∑ ( 𝑋𝑖 – ̅̅̅̅ 10.05
SD =√ =√ = √0.5289 =.727
𝑁−1 19
Interpretation
It is found out that the mean value is 3.1 which is slightly more than the standard average value
3. It indicates that the respondents are perhaps neutral with the statement that the appraiser
jointly sets performance objectives with me. Moreover, since the value of CV is only 0.234
which is less than 1, so there is lower variance in feedback of the employees. It means that the
feedback of every employees is consistent and appraiser does not jointly set performance
objectives with them.
Table 5.12: Employees Awareness of Performance Appraisal System
Employees are fully aware of performance appraisal system in this branch.

- -
1
Disagree
2 2 4 -1.7 2.89
Neutral
3 5 15 -0.7 0.49
Agree 10 40 0.3 0.09

4
5
20 74 12.45

X = ──── = ──── = ──── = 3.7
∑fi N 20
𝑋 )2
∑ ( 𝑋𝑖 – ̅̅̅̅ 12.45
SD =√ =√ = √0.655 =0.8095
𝑁−1 19
Interpretation
indicates that the respondents are slightly agree with the statement employees are fully aware
of the performance appraisal system in this branch. Moreover, since the value of CV is only
0.219, so there is low variance in feedback of the employees. It means that the feedback of
every employees is consistent.
Table 5.13: Feedback with Necessary Guidelines
The appraiser provides me feedback with necessary guidelines to improve the

performance.
- -
1
Disagree
2 13 26 -0.5 0.25
Neutral
3 4 12 0.5 0.25
Agree 3 12 1.5 2.25

4
Strongly Agree
5 0 0 2.5 6.25
20 50 11.25
X = ──── = ──── = ──── = 2.5
∑fi N 20
𝑋 )2
∑ ( 𝑋𝑖 – ̅̅̅̅ 11.25
SD =√ =√ = √0.592 =0.769
𝑁−1 19
Interpretation
It is found out that the mean value is 2.5 which is less than the standard average value 3. It
indicates that the respondents showed negative attitudes towards the statement that the
appraiser provides me feedback with necessary guidelines to improve performance. Moreover,
since the value of CV is only 0.308, so there is lower variance in feedback of the employees.
It means that the feedback of every employees is consistent.
Table 5.14: Rating Nature
The appraiser can give me any rating he wants and there is hardly anything I
can do.
- -
1
Disagree
2 1 2 -2.5 6.25
Neutral
3 2 6 -1.5 2.25
Agree 3 12 -0.5 0.25

4
Strongly Agree
5 14 70 0.5 0.25
20 90 21.25
X = ──── = ──── = ──── = 4.5
∑fi N 20
𝑋 )2
∑ ( 𝑋𝑖 – ̅̅̅̅ 21.25
SD =√ =√ = √1.118 =1.057
𝑁−1 19
Interpretation
indicates that the respondents probably strongly agree with the statement that the appraiser can
give any rating he wants and there is hardly anything I can do. Moreover, since the value of
CV is only 0.235, so there is low variance in feedback of the employees. It means that the
feedback of every employees is consistent.
Table 5.15: Existing Performance Appraisal System Motivates
The existing performance appraisal system motivates me to work hard.

- -
1
Disagree
2 10 20 -0.6 0.36
Neutral
3 6 18 0.4 0.16
Agree 2 8 1.4 1.96

4
5
20 52 10.8

X = ──── = ──── = ──── = 2.6
∑fi N 20
𝑋 )2
∑ ( 𝑋𝑖 – ̅̅̅̅ 10.8
SD =√ =√ = √0.568 =0.754
𝑁−1 19
Interpretation
It is found out that the mean value is 2.6 which is less than the standard average value 3. It
indicates that the respondents don’t agree with the statement that the existing appraisal system
motivates them to work hard. Moreover, since the value of CV is only 0.29, there is lower
variance in feedback of the employees. It means that the feedback of every employees is
consistent.
Table 5.16: Strengths of Performance Appraisal System of JBL
Helps to identify T & D needs 0 0%
Provide Valid Grounds for incentives 8 40%

Facilitate Promotion, Transfer 10 50%
Boost up motivation level 2 10%
Interpretation
When asked about the strengths of existing performance appraisal system, 40% respondents
answered that it helps to find the valid grounds for pay increment. 50% employees preferred
answering that existing performance appraisal system helps to identify the employees who are
very good and deserve promotion. The rest of the respondents focused that strength of the
existing appraisal system is to boost up motivation level of the appraisee.
Table 5.17: Weak Points of Existing Performance Appraisal System of JBL

Absence of Sound Knowledge about 4 20%
subordinates.
Errors in Rating 10 50%

Tendency to take undue advantage 5 25%
No answer 1 5%
Interpretation
In identifying weak points, 50% respondents answered that there are errors in rating like
strictness/leniency and 20% says the branch manager does not have enough knowledge about
his subordinates. Around 25% respondents emphasized choosing the option tendency to take
undue advantage by the rater as a weak point from the checklist. The rest of the respondents
feared in answering.
Table 5.18: Steps taken against poor performers
Arrangement of T & D 0 0%
Reallocation of the job 3 15%
Demotion 0 0%
Any other- Asking for Show Cause 15 75%
Fringe of Benefit 2 10%
Interpretation
75% respondents answered that in case of identification of poor performers, the rater asks for
show cause letter to explain his underperformance. 15% of the respondents preferred to the
option reallocation of the job while identifying of underperformance. The rest of the 10%
replied that their benefits are fringed for a definite period as a measure of punishment.
Table 5.19: Proposed Steps for improving performance

Jointly set of objectives 2 10%
Use of Modern Appraisal Method 4 20%
Scope of Self-Assessment 2 10%
Removal of Rating Error 8 40%
Feedback 4 20%
Interpretation
The respondents gave a set of steps to be taken by JBL to improve performance of the
employees. 40% of the respondents proposed to reduce rating error while conducting appraisal
being fair and impartial. 20% respondents recommend to use modern appraisal methods like
360 Degree Appraisal, Management by Objectives (MBO). The another 20% focused on
feedback because it makes them aware about their lacking and to rectify them. Out of the rest
of the respondents, 10% of the respondents argued that they should be given chance for self-
assessment and another 10% stated that the objectives should be jointly set by employees and
the appraiser.
5.2 Findings of the Study
After the questionnaire survey and analyses of the study, some remarkable findings have been
identified which are summarized below:
1. Performance is appraised in JBL once in a year through formal performance appraisal

tool which is in the form of writing.
2. Branch Manager of the respective branch appraises the performance of all the
employees working in that branch under the supervision of him.
3. The Branch Manager appraises job knowledge, skills, abilities, personality, behaviors
towards others, effectiveness, efficiency of each employee and gives score that best
describes him based on the level of existence of the traits.
4. Confidential report is generally used with a combination of the graphic rating scale for
appraising the performance of an employee.
5. Most of the respondents opine that the performance appraisal system is well informed
& understandable in JBL.
6. Most of the respondents showed positive attitudes to the statement that performance
appraisal system of their branch is based on specific appraisal objectives such as for
promotion, salary administration, annual requirement etc.
7. The Branch Manager does not set appraisal objectives jointly with employees.
8. Employees are moderately aware of the performance appraisal system in JBL.
9. The appraiser does not provide any feedback with necessary guidelines to improve the
performance of the employees.
10. The appraiser can give any rating he wants and there is nothing to do by appraisee and
thus he can play an autocratic leadership role.
11. The existing performance appraisal system hardly motivate employees as there is a
chance of being victims of rating errors i.e. strictness/leniency, lack of in depth
knowledge of the appraiser about the appraisee, tendency to take undue advantage.
12. The existing appraisal system helps to pay increment, facilitate promotion etc.
13. In case of identification of poor performers, the appraiser asks for show cause letter to
explain his underperformance and fringes benefits, reallocation of the job is also made
as a measure of punishment.
5.3 Gap between the theory and Practice
Method Used by JBL
Janata Bank Limited uses confidential report system for appraising the performance of the
employees. Confidential Report is a descriptive report prepared generally at the end of every
year by the employees’ immediate superiors. The impressions of the superior about the
subordinates are merely recorded. It is mostly being used by the Government organizatio ns in
Bangladesh as a tool to appraise the performance of their employees and to take necessary
actions. In this method, subordinate is observed by his superior regarding his performance in
the job and on his duties done. After that, superior writes confidential report on the
performance of the subordinate, mainly on job knowledge, awareness & obedience to banks
policy, concentration and devotion in banking activities, behaviors towards the clients and
colleagues, cleanliness, dependability, commitment, quality and quantity of work, analytica l
ability, decision making, honesty, timely attendance, leadership, interpersonal skills,
marketing skills, presentation skill and remarks if any and keeps all the things in the form of
writing. It highlights the strong and weak points of the employees’ behavior. This technique is
normally used with a combination of the graphic rating scale because the rater can elaborately
present the scale by substantiating an explanation of his ratings. Confidential report is kept
confidential and is not revealed to anyone and finally it is forwarded to the top manageme nt
officials in a sealed envelope for taking decisions on whom confidential report has been made.
Confidential reports are the main criteria for facilitating promotion, increasing pay, transferring
or terminating of any employees.
Gap with Method used in JBL
The weak points of the Performance appraisal system of JBL are described here briefly. The
appraiser does not provide any feedback to the employees why their ratings have fallen, why
they are underrated, what mistakes are to rectify and how to improve performance. Employees
may face the either positive or negative consequences of the appraisal. In JBL, confidentia l
report is written only by Branch Manager though according to theory it should be written by
immediate supervisor. Rating errors are huge because the manager has lack of knowledge
about subordinates and strictness/leniency problem is severe. It is the immediate supervisor
who knows well the strong and weak points of the employees working under him, not the
branch manager. The appraisal is supposed to be fair and impartial but in reality, there is huge
outsiders influence like political pressure and pressure from top management personnel, unions
on the branch manager to provide positive report about a particular employee so that the
employee can easily get promotion. Most of the employees flatter the branch manager to
manage unethical advantage. Sometimes, in fear of poor rating, non-management employees
show interest in doing personal jobs of the branch head for example, go for buying the daily
necessaries or buying treasury bill from Bangladesh Bank, picking and dropping the children
from school to home. In some cases, branch manager is seen to exploit undue advantage from
female employees through sexual harassment. By offering bribe, some employees want to get
high rating to smoothen the path of promotion or salary increment.
Chapter-6
Conclusion & Recommendations

Conclusion & Recommendations
6.1 Conclusion
This study has tried to find out the attitudes of employees towards performance appraisal
system of JBL. Most of the employees have negative attitudes about the performance appraisal
system of JBL. A questionnaire survey has been conducted to identify the attitudes of
employees towards the existing performance appraisal system of JBL. JBL appraises the
performance of the employees only by branch manager of the respective branch once in a year
using the oldest appraisal tool, confidential report in combination with graphic rating scale,
that has been already obsolete. There is a scope of biasness, unfairness, rating errors, tendency
to take undue advantage etc. Nowadays, many modern appraisal method has emerged like 360-
degree appraisal, MBO, Assessment Centre etc. If the employees are involved in performance
appraisal of themselves, peers, subordinates or bosses, they will feel empowered and valued
that will motivate them to work effectively and efficiently. From the study, it is understood
that the existing performance appraisal system is not out of criticis m of the employee as they
hold negative attitudes towards it in some extents.
6.2 Recommendations
A good performance appraisal system allows the appraisee to get feedback about his
performance and to identify areas of improvement. In fair appraisal, best performers get better
pay and benefit packages that motivate a great extent and underperformers get penalized. To
ensure a good performance appraisal system in JBL, it is needed to solve the findings first of
all. Here some recommendations are prescribed that may be followed by the Management of
JBL to avoid the lacking.
1. Modern Performance appraisal methods may be used.

2. Once in a year performance appraisals are lethargic and don’t work and so employees
need ongoing communication with team leaders and feedback on the present
performance.
3. Every employee in the bank should have the scope to appraise his boss, peers,
subordinates and do a self-evaluation in the place of appraising by the branch manager.
4. The objectives of performance appraisal like eligible candidates for promotion,
providing a valid ground for pay increment may be jointly set by boss and sub-
ordinates.
5. The appraiser may give feedback frequently so that appraisee can identify his areas of
improvement and cope up with the changes.
6. The appraisal should be honest, impartial, sound motive oriented, ethical, neutral and
independent in performance appraisal and it should be ensured that no outside factors
such as union pressure, time constraints can hamper appraisal.
7. The appraiser needs to have an in-depth knowledge of the employees working under
him and to have so he may maintain a diary of the employees’ performance.
8. The appraiser should be careful while giving score because it carries the description of
the employees so that qualified appraisee may secure the benefits and disqualif ied
appraisee go through the disciplinary actions.
Appendix
Questionnaire on Attitudes of Employees towards the Performance
Appraisal System of JBL
Greetings! I am Mohammad Kaium Munsi, a student of Management in the University of
Dhaka. I am conducting this survey for the purpose of completing my internship report based
on “Attitude of Employees towards performance appraisal system of JBL”. To serve the
purpose, the following questionnaire have been developed. I request you to give your
assistance for the completion of the report. Please, note that the information provided will be
treated as confidential and will be used for academic purpose only.
 Designation:  Length of Service: … yrs  Gender:
Please give a tick mark (√) which is appropriate to you. You can give more than one tick
mark if necessary
1. Is your performance appraised by formal performance appraisal tool?
a) Yes b) No
2. How frequently does your performance is appraised?
a) Monthly b) Quarterly c) Biyearly d) Yearly
3. Who do appraise your performance?
o Immediate supervisor
o Peer
o Self
o Subordinates
o Any other……
o All of the above
4.What are the traits evaluated for appraisal of your performance?
Job Knowledge
Skills and ability
Personality
Behaviors towards others
Effectiveness and efficiency
Any other……
All
5. What are the performance appraisal methods used to appraise your performance?
o Self-Assessment
o Annual Confidential Report (ACR)
o Management by Objectives(MBO)
o 360 Degree Appraisal
o Electronic Performance Monitoring
o Any other………………………
Statements for finding out your attitudes towards existing performance appraisal system
of JBL.
Strongly agree 5
Agree 4
Please give a tick mark (√) in any cell which is
Neutral 3
appropriate for your comment
Disagree 2
Strongly disagree 1
SL Questions 5 4 3 2 1
6 The performance appraisal system is well informed & understandable in
JBL
7 Performance appraisal system of my branch is based on specific
objective.
8 The appraiser jointly sets performance appraisal objectives with me
9 Employees are fully aware of performance appraisal system in this
branch.
10 The appraiser provides me feedback with necessary guidelines to
improve the performance.
11 The appraiser can give me any rating he wants and there is hardly
anything I can do.
12 The existing performance appraisal system motivates me to work hard.
13. What are the strengths of performance appraisal system of JBL?

Helps to identify training and development needs
Provides valid ground to determine incentives.
To facilitate promotion, transfer and termination decisions
To boost up motivation level
Any other-
14. What are the weak points of performance appraisal system of JBL?
Absence of sound knowledge about subordinates
Errors in Rating
Tendency to take undue advantage by appraiser
Any other-
15.What steps are taken identifying poor performers?
o Arrangement of T & D
o Reallocation of the job
o Demotion
o Dismissal
o Any other-
16. According to you, what steps should be taken for improving performance apprais al
system?
Bibliography
Alam, N. (2012). Evaluation of Performance Appraisal System at GSK, Bangladesh, LTD.

Academia, 58-61. Retrieved from
https://www.academia.edu/people/search?utf8=%E2%9C%93& q=E valuation+of+Performanc
e+Appraisal+System+at+GSK%2C+Bangladesh%2C+LTD
Bagul, D. (2014). STUDY OF EMPLOYEE’S PERFORMANCE APPRAISAL SYSTEM.

Scholarly Research Journal For Humanity Science & English Language , 1(2), 287,288,292.
Bajracharya, S. (2019). Performance Appraisal Methods - Businesstopia. Retrieved 10

August 2019, from https://www.businesstopia.net/human-resource/performance-appraisal-
methods
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https://www.jb.com.bd/includes/pdf/annual_report/annual_report_2018.pdf
Davis, K. (2002). Organizational behavior (11th ed., p. 207). New York: McGraw-Hill.
Dessler, G. (2003). Human resource management (9th ed., pp. 241,243-245,254,256). New
Delhi: Prentice-Hall of India Private Limited.
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30. Retrieved from
https://www.academia.edu/37588726/Performanc e_Appraisal_and_Management_System_of
_IDLC
Mishra, D. (2013). Employee Appraisal System Case of Hong Kong and Shanghai Banking
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10.24052/jbrmr/v13is04/ art-28

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INTERNSHIP REPORT

Attitudes of Employees towards the Performance Appraisal System of

30th September, 2019

Subject: Submission of MBA Internship Report.

With best regards.

Secondly, I am grateful to my honorable supervisor, …………., Assistant Professor,

Supervisor’s Forwarding ii.

Student’s Declaration iii.

Executive Summary ⅴ-ⅵ

1.2 Problem Statement 2

1.3 Rationale of the Study 2

1.4 Objectives of the Study 2

1.5 Scope of the Study 3

1.6 Limitations of the Study 3

Chapter 2: Literature Review 4-5

3.2 Target Population 7

3.3 Sample Size 7

3.4 Sampling Technique 7

3.5 Sources of Data 7

3.5.1 Primary Sources 7

3.5.2 Secondary Sources 7

Chapter 4: Profile of Janata Bank Ltd 9-16

4.1 Background of Janata Bank Ltd 10

4.2 Functions of Janata Bank Ltd 10

4.3 Objectives of Janata Bank Ltd 11

4.4 Products and Services of JBL 11

4.5 CSR activities of JBL 13

4.6 Information of Rampura Branch of JBL 13

4.7 Existing Performance Appraisal System of JBL 14-16

Chapter 5: Analysis and Findings 17-31

4.1 Analysis of the Study 18-29

4.2 Findings of the Study 30

4.3 Gap between the Theory and Practice 31

Chapter 6: Conclusion and Recommendations 32-33

Table 5.2 Gender of the respondents 18

Table 5.5 Frequency of Performance appraisal 19

Table 5.9 Well Informed & Understandable Performance Appraisal System 21

Table 5.13 Feedback with Necessary Guidelines 25

Table 5.14 Rating Nature 26

Table 5.17 Weak Points of Existing Performance Appraisal System of JBL 28

Table 5.18 Steps taken against poor performers 29

1.1 Background of the Study

1.2 Research Problem

The study is on Attitudes of Employees towards the Performance Appraisal System in

1.3 Rationale of the Study

i. To identify the existing performance appraisal system of JBL.

1.5 Scope of the Study

1.6 Limitations of the Study

Performance appraisal means evaluating an employee’s current or past performance

3.1 Design of the Study

3.3 Sample Size

3.4 Sampling Technique

 Questionnaire: There are 16 questions of four types in the questionnaire; MCQ

3.5.2 Secondary Sources:

3. 6 Techniques used for data analysis

Data analysis has been accomplished by applying statistical tools.

Profile of Janata Bank Ltd

4.1 Background of Janata Bank limited

Janata Bank at a glance –

4.2 Functions of Janata Bank limited

4.2.1Primary Functions of Janata bank limited

Janata bank performs various primary functions. These are-

4.2.2 Secondary Functions of Janata bank limited