Job Relates to Performance: A Study on the Global Graduate of British

American Tobacco (BAT) Bangladesh

HRM 5203
Performance Management
Term Paper

Submitted by:

Atifun Nahar Alkin ID: 2224341009

Mehrab Nury Ohin ID: 2224341017
Masuma Akter Sharna ID: 2224341021
Tondra Rahman ID: 2224341029
Md. Sakhawat Hossain ID: 2224341035
Sagor Saha ID: 2224341047

Department of Business Administration in Management Studies

Faculty of Business Studies
Bangladesh University of Professionals

Submitted to:
Dr. Ummya Salma
Associate Professor
Department of Management Studies
Bangladesh University of Professionals

Date of Submission: May 7, 2023

 Authors

Serial no Name ID Signature

1 Atifun Nahar Alkin 2224341009

2 Mehrab Nury Ohin 2224341017

3 Masuma Akter Sharna 2224341021

4 Tondra Rahman 2224341029

5 Md. Sakhawat Hossain 2224341035

6 Sagor Saha 2224341047

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Table of Contents

Authors ............................................................................................................................................ 2
Introduction ..................................................................................................................................... 4
Types of job variation on BAT ....................................................................................................... 5
Job redesign process of BAT .......................................................................................................... 6
Job Specialization ........................................................................................................................ 6
Connection of Job and Performance Management ......................................................................... 7
Findings........................................................................................................................................... 8
Job Enlargement .......................................................................................................................... 8
Job Enrichment ............................................................................................................................ 8
Job Rotation................................................................................................................................. 8
Analysis........................................................................................................................................... 9
Employee engagement ................................................................................................................ 9
Employee Development .............................................................................................................. 9
Employee satisfaction ................................................................................................................. 9
Recommendations ......................................................................................................................... 10
Conclusion .................................................................................................................................... 11
Reference ...................................................................................................................................... 12
Appendix ....................................................................................................................................... 13

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 Job Relates to Performance: A Study on the Global Graduate of British
American Tobacco (BAT) Bangladesh

Introduction
Job is nothing but a group of positions that perhaps involves similar tasks, duties, responsibilities,
KSA (Knowledge, Skill and Abilities), according to Dr. Dewakar Goel in his book ‘Performance
Appraisal and Compensation Management: A Modern Approach’ (2008). On the other hand,
Performance Management is a continuous process of identifying, measuring and developing the
performance of individuals and teams by aligning their performance with the organisation's
strategic goals, according to the book ‘Performance Management’ (2013 edition) by Herman
Aguinis. Job’s evaluations, analysis and variations have an intense connection with the
performance management.
As per the study conducted by Bono and Judge (2001), the job satisfaction from the righoutous
analysis of job is a promiment predictor for job performance intriguing the overall management of
it.

Again, Humphrey et. Al., (2016) established that job crafting has a positive impact on employee
engagement where the former refers to the proactive adjustment of the employees to job demands.
Hence, the employees need to know about the specification, description and chances of
specalisation of the job. In this regard, London (2018) highlighted on the importance of institute
clear performance presupposition that align with the organizational strategies. This condition
contributes to the long-term success of any organization if maintained systematically. The
effectiveness off the Performance Mnagement System revolves in the regular updating of the job
insights for which the employees are involved in.
Therefore, the Performance Management plays a crucial role in bridging the job performance
through the right evaluation of the variations with the organizational achievements.

Scope of the Study

The scope of the study is to report the relation of jobs to performance at British American Tobacco
(BAT) Bangladesh assessing the position of management trainee under the name of Global
Graduate with view to scrutinizing the insights and effectiveness of performance management
system at BAT analysing its job variations.
The study imvolves in-depth interviews with certain personnel at BAT for gaining realistic
information on job variations and techniques of evaluation and analysis for employees’
performance along with finding out any gaps and propose suggestions against those.
For this project, interviews were conducted with 3 BATB employees, namely, Mrittika Sadi, a
former Global Graduate and currently an Area Manager at BATB; Md. Arshadul Islam
Chowdhury, Territory Officer Tangail; and Tamim Moontasir Rafique, IWS Process Lead. Their
interviews informed us about the Global Graduate programme and the process by which each
employee is initially incorporated into the programme and ultimately promoted as a result of their
participation.

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Types of job variation on BAT
Organisational Overview
British American Tobacco is the world’s most international tobacco group. Based in London, U.K.
it is a market leader in more than 50 countries with the strength of 90,000 employees selling more
than 320 brands in more than 180 markets worldwide. BATB is a subsidiary of BAT. BAT
Bangladesh, operated by British American Tobacco in Bangladesh. Ever since its inception 113
years ago, BATB has been committed to be a partner in the sustainable development of the country.

Mission
Delivering commitments to society, while championing informed consumer choice.

Vision
To be the world’s best at satisfying consumer moments in tobacco and beyond.

Job at BAT
Recently many job seekers, especially fresh graduates are attracted to commence their career with
BAT because the company provides a framework of rewarding career opportunities built on
international standards which value employee contribution and support for professional learning
and development.

Types of Job Variations

When it comes to Job variations, British American Tobacco Bangladesh involves their evaluation
and analysis on the following variations:
Job Analysis
- Job description: When BAT develops the Job description it gives written informative
documentation that states the duties, tasks, responsibilities and qualifications of a job,
based on the findings of a job analysis.
- Job specialization: BAT develops an informative document on the process of focusing
one's occupational concentration on a specific area of expertise to help the employee be
aware about his or her role.
Job Evaluation
- Job design: BAT incorporates the Job design through a process for creating a new job or
adding duties to an existing job.
- Job enrichment: For the Job enrichment, BAT looks for a systematic method of motivating
employees where a job is designed to have interesting and challenging tasks which can
require more skill and can increase pay
- Job enlargement: In Job enlargement, BAT integrated additional activities within the same
level to an existing role.
- Job Rotation: BAT integrates the job rotation at every position which involves in the
systematic movement of employees from one job to another in different positions within
the organization to achieve more insights about the job and prevent job burnout.

Job Position: Global Graduate of BAT Bangladesh

The study refers to the insights on the GG position of BAT Bangladesh. The Global Graduate
position is one of the most lucrative starting positions at BATB, having the recognition of an MTO
role compared to other companies serving a similar. The programme is separated into 3 stages with
an interval of 6 months from each stage. During the first 2 stages, the Global Graduate reports to
the Unit Supervisor, Regional Manager, or a 36-grade employee. In the last 6 months, the GG
reports to a senior executive who is a 36-grade employee or above. Throughout the whole program
the GG is paired with a coach who is also a 36-grade or above who guides them through the whole
process. The coach remains the same from the entire 18 months’ time.

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Job Descriptions

• Engage with customers and drive BATB strategies with the trade stint for the Marketing
function.
• Integrate a strategic stretch project with a collaborative team and overview its sub-
function
• Participate in global cross-market projects guided by a mentor or coach for international
business.
• Take part in the BAT Grad Academy and build a network with assigned GGs.
Reports to – Marketing Manager
Reporting Level – Senior Lever
Geographic posting – Anywhere in Bangladesh

Job Specification
• Work closely with various sub-functions and understand business priorities to develop
and execute appropriate engagement strategy and plan accordingly.
• Contribute to developing and executing campaign plans relating to various
functional/sub-functional topics
• Anticipate the direction and implications of regulatory developments and contribute to
the availability of regulatory solutions ahead of time.
• Strategic stretch project where through collaboration with the team, you will deliver
results for their relevant sub-function (s)
• Build a network with GGs from different parts of the world through taking part in BAT
Grad Academy
• Build an impact on our international business participating in global cross-market
projects, under the supervision of a dedicated Coach & Mentor.
Knowledge skills and abilities a Global Graduate must have to become accepted for the program
are given below.
• A fresh graduate with an engineering degree or has up to 1 year of experience
• Possess leadership traits proven through extra-curricular activities
• Strong interpersonal, team building and negotiation skills
• Upbeat, self-motivated, highly adaptable, and able to work independently

Job redesign process of BAT

Job Specialization
The Global Grab Academy is the main hub which helps the employee to invigorate the
specialization of the global graduates in different departments to reinforce their expertizes.
Global Graduates (GG) will interact with other graduates and senior colleagues from around the
globe at our 2-week flagship leadership training both in the Bangladesh territory and at
international trainings. The Academy is a great way to connect with other alumni from around the
globe so you may share knowledge, acknowledge each other's successes, grow as a team, and
embrace the spirit of global cooperation and community that defines us as an organization. Few
specialisations are -
- Brand management marketing
- Digital Marketing
- Visual Marketing
- Product Marketing

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Connection of Job and Performance Management

Generally, BAT involves upgrading their job positions twice a year before they commence their
recruitment phase. They proposed their takeaways in their reports which are published periodically
for a year. On the other hand, the employee’s performance is mostly managed by themselves.
However, there are formal ways that BAT manages a GG’s performance. The GG is first given a
set of tasks and criteria that they must fulfil throughout their tenure as a GG. After every 6 months
during their assessment, their supervisor, subordinates and superiors, all factor in to determine
weather the GG has what it takes to get promoted to the next level for another 6 months. The Coach
that remains with the GG acts as their champion to guide them through the process and ensure
their assessments are judged fairly and appropriately.
Performance Management in BATB will be discussed in more details in the sections following
this one.
Every twice year, BAT Bangladesh ask its employees about the situation on strategy, recognition,
sustainability and diversity. This feedback is required to continuously improve the criteria for
different job positions and their roles.

BAT follows the following steps in introducing the job variations to its employees -
- Purpose determination
- Job identification
- Process Explanation
- Collection of data and feedback from the employees
- Data processing and reviewing
- Conveyance of job to employees

Moreover, BAT assesses the performance of GG using different techniques, which evaluates
against the job responsibilities. These are given below with descriptions -

Techniques Details

Management by The GG of BAT considers the process where the goals of the organization
Objectives and the business priorities are defined and conveyed by the GG to the
(MBO) members of the organization with the intention to achieve each objective.
Psychological This method assesses the GG of BAT's potential for future performance
Appraisal rather than their past one. It focuses on employees' emotional, intellectual,
and other personal characteristics affecting their performance. This method
is conducted while recruiting the employees of BAT at the very beginning
stage to understand their traits.
Assessment The assessment center method is used in selection procedures to test the
Center Method suitability of the GGs. It consists of several tests and practical simulations
that are intended to show whether the person is the right fit for a particular
position or still performs optimally. The components include intelligence
tests, psychological tests and presentations.

Self evaluation With active participation, the GG can experience better engagement with the
overall activities, giving managers a much better understanding of the GGs
performance as well as the perception of the performance. As the employees
of BAT have the freedom how they want to achieve their goal.

7
 Productivity The project profitability of BAT GG can be greatly affected when teams or
evaluation employees spend too much time on any given project. There are some factors
which are considered to measure productivity. Operating Margin, Adjusted
profit from operations, Overhead and productivity savings, Free cash flow
are some of them.

Graphic Scale of The performance of Global Graduate in various areas of his job duties is
Performance graded on a scale. The value in a graphic evaluation system is that it allows
them to compare the performance of several employees simultaneously. KPI,
Total share return(annual), TSR are some of the factors to measure the
graphical scale of performance.

Checklist The use of the checklist evaluation method for the GG position in BAT is
Evaluation simplistic but effective. It consists of a series of performance questions that
Method are traditionally given the option of yes or no. It is conducted once every two
years to collect views from the employee named “Your Voice”.

Table 1

Findings
Job Enlargement
The Global Graduate is expected to take on as many responsibilities as possible when it comes to
Job enlargement, which is to expand beyond one’s responsibilities within the same role. Since it’s
an 18-month program, the employee is tested on their capabilities to take on wor and is judged
based on the initiatives, their impact, and the perceived impact of their work among their superiors
and subordinates. The first 6 months for the employee are a phase to prove that they can move on
to the next level. They are judged on contribution, personal traits and trade knowledge gained.
Job Enrichment
During the 2nd 6 months, the employee is judged based on their stretch roles. The Global Graduate
is also known as the stretch employee. It is part of their job to finish in 1 year, which would
otherwise take 2.5 years. So, for their responsibilities, they have to take on a role that is above
their pay grade and finish a project that expands not only their departments but also their level of
responsibilities. For example, the Stretch Project that Mrittika Sadi did during her GG program
was financial portfolio management for SRs which is a financial software that all sales
representatives now use to keep track of their sales and targets. Even though Ms. Sadi is from the
Marketing department, she saw the need for a financial management system for SRs and she made
it happen. This sort of enrichment for the BAT employees is encouraged and demanded.
Job Rotation
For the last 6 months of the program, the GG spends in the Headquarters. During the past 1 year
she has served her role as a 33 Grade employee which means she was equivalent of a Territory
Officer. But after graduating from the program a GG is considered a 34 Grade employee who is
equivalent to a regional manager or Area Manager. During her time in the HQ, she was already
considered a pseudo 34 grade. So, she was expected to perform like one.
During their 18-months’ time as a Global Graduate, the employee is consistently rotated from their
position as a territory officer after every 6 months of their assessment. After their assessment, their
position, responsibilities and expectations of outcome changes and the GG has to not only cope
with the pressure but also excel in it.

8
Analysis

The overall findings of the Global Graduates of BAT Bangladesh helped in expressing the
following analysis -

Employee engagement
The GG is mostly responsible for their own professional outcomes. As mentioned earlier in this
assignment, 70% of all the training that the GG gets is purely on the job. They are given extensive
freedom to choose how they want to achieve the outcomes. Moreover, they are given guidelines
and a coach of 4 or more grade higher than them, which means they have someone to lean on to
for advice and second opinions. They are also provided with formal training in the Global
Academy of BAT. Throughout their tenure as a GG, they are stretched to their absolute limits.
Since the employee is bombarded with workload and a total freedom to finish them, the employee
is highly engaged in their work for the entire duration of the 18 months. In this time, the employee
not only learns but also gives their own inputs which are implemented immediately, which also
works to give them a boost of satisfaction.

Employee Development
The Global Graduate Programme (GGP) gives recent graduates a broad grasp of the business and
its operations and real-world leadership training. This programme benefits employees and the
company. GGP facilitates staff development in these ways:
1. Exposure to different functions: GGP members rotate across marketing, finance,
operations, and supply chain. This exposure gives them a complete understanding of the
company and its processes. They can see how departments collaborate to achieve goals.
2. Real-world experience: GGP students work on real projects and tasks. They learn how
to solve the organization's problems through this hands-on experience. They also apply
academic knowledge to real-world circumstances.
3. Mentoring: GGP students are mentored throughout the programme. Mentors guide
individuals through problems and career advancement. This mentoring relationship can
benefit the employee after the programme.
4. Training and development: The GGP programme helps participants develop their skills
and knowledge. Technical and soft skills training help employees become better leaders
and team members.
5. Interaction with senior leaders: GGP participants meet with senior leaders. They can
learn from experts and understand the company's strategy.

Employee satisfaction
Since the employee is given a tremendous amount of work, they are also well compensated. Every
6 months after each assessment to pass to the next stage of the program, the GG is given a
substantial raise in salary, and benefits. Moreover, they also get refreshment breaks and holidays
which allow them to cool off after a hectic period of non-stop work.
Since the work that the employee is putting in is implemented immediately, they are well
compensated and get good benefits. Almost every employee working in BAT is highly satisfied
with their work and workplace. Even the GG who works extra, is at the end of the day satisfied
because they feel that they are a part of something impactful and meaningful.

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Recommendations
North Star metrics are a specific type of performance indicator organisations use to measure the
overall success and progress towards their strategic goals. Also known as key performance
indicators (KPIs), North Star metrics provide a clear and measurable way to track an organization's
performance in achieving its strategic objectives. The term "North Star" refers to the guiding
principle or main objective as a constant reference point for an organization's strategy and
decision-making. North Star metrics are chosen based on their ability to measure progress towards
the North Star and align with the organization's mission and values. Some common examples of
North Star metrics that can be included:

Metrics Benefits Where Applicable

Net Promoter Score A customer satisfaction metric that Applicable for GGs role
(NPS) measures how likely customers are to in supply chain and
recommend a company to others. production.

Active Consumers A metric is used to measure the number Applicable for GGs role
of users actively consuming a product in Sales and Marketing.
or service, indicating its popularity and
engagement level.

Customer Lifetime A metric that predicts the total revenue Applicable for GGs role
Value (CLTV) a customer will generate for a business in Sales and Operations.
over their lifetime

Conversion Rate A metric that measures the percentage Applicable for GGs role
of visitors who take a specific action, in Sales.
such as making a purchase or filling out
a form

Table 2

North Star metrics provide a clear and focused way for organizations to measure their progress
towards achieving their strategic goals. By choosing the right North Star metrics and regularly
tracking them, organizations can better understand their performance and make data-driven
decisions that align with their overall strategy.

Integrating Political Learning in GG’s Role Development

Politics and corporations are two interconnected entities that can significantly impact each other.
It is important to train GGs on the political environment because politics can significantly impact
the business environment. Political decisions and policies can affect how a business operates and
the industry in which it operates. GGS need to understand the impact of political decisions and
policies on their business, industry, and stakeholders. It can help them navigate the complex and
dynamic relationship between politics and business with a more nuanced perspective.

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 1. Regulatory Environment: Politics can significantly impact the regulatory environment for
corporations. Government policies and regulations can create opportunities for
corporations but also pose challenges and limitations. For instance, changes in tax laws,
trade policies, and environmental regulations can directly impact business operations.
Therefore, while the GG program focuses majorly on leadership development, they should
get some training on managing the macro environment of the operations. Political
instability and uncertainty can create risks for corporations. Government instability, civil
unrest, and geopolitical tensions can impact business operations, supply chains, and market
access. Hence, for a GG to be developed as a mid-level manager, they need proper training
and activities in political arena. Political decisions can shape the regulatory environment
in which a business operates. GGs need to understand the impact of government policies
and regulations on their industry, as well as the implications of regulation changes.
2. Lobbying: Corporations often use lobbying to influence government policies and
regulations in their favor. This can involve making financial contributions to political
campaigns, hiring lobbyists to advocate for their interests, and building relationships with
government officials. BAT has a long history of maintaining health relationship with the
government. As a fresher, GG should be taught how to appoint lobbyists in order to make
organizational growth and manage healthy relationship with stakeholders in the political
environment. By understanding the political environment, GGs can identify risks and
opportunities, and take proactive steps to mitigate risks and capitalize on opportunities.
3. Corporate Social Responsibility: Politics can also shape a corporation's social
responsibility initiatives. For example, corporations may adjust their policies and practices
in response to public pressure, changes in public opinion, or government regulations related
to social issues. A GG should be able to strategize on CSR activities that will influence
political interests as well as societal development. GGs can learn how to respond to
political pressures related to social issues by understanding the political environment. This
can help them develop corporate social responsibility initiatives that are responsive to
changes in public opinion and government regulations.
4. Corporate Influence: Corporations can also have an impact on politics. Large corporations
have significant financial resources and can use their influence to shape public opinion,
support political candidates, and impact policy decisions. It is important for GGs on behalf
of businesses to navigate this relationship with transparency and responsibility to ensure a
sustainable and ethical business environment. GGs need to understand the various
stakeholders involved in the political landscape, including government officials,
policymakers, and interest groups. This can help them navigate relationships with
stakeholders and effectively advocate for their company's interests.

Conclusion
The study presented in the paper is on the job variation of British American Tobacco of
Bangladesh, revealing the positive connection between the job and performance where the
performance techniques are presented as fair methods and used by the company for evaluation to
improve job productivity and satisfaction. Here, British American Tobacco Bangladesh has
positioned itself as an industry that is concerned with performance evaluation taking into account
the job variations.

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Reference

British American Tobacco Bangladesh. (n.d.). https://www.batbangladesh.com/

Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory.
Organizational behavior and human performance, 16(2), 250-279.

Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and
contextual work design features: a meta-analytic summary and theoretical extension of the work
design literature. Journal of applied psychology, 92(5), 1332.

Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self-esteem,

generalized self-efficacy, locus of control, and emotional stability—with job satisfaction and job
performance: A meta-analysis. Journal of applied Psychology, 86(1), 80.

Mone, E. M., London, M., & Mone, E. M. (2018). Employee engagement through effective
performance management: A practical guide for managers. Routledge.

Silveira Jr, A. S. (2021). Seeking the North Star. In Building and Managing High-Performance
Distributed Teams: Navigating the Future of Work (pp. 35-47). Berkeley, CA: Apress.

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Appendix

1. Job Specification: What are the required knowledge, skills and abilities of a Global
Graduate that BAT specifies? What are their responsibilities? What are the job
descriptions?
2. Job Enlargement: How is the Global Graduate given additional responsibilities of the same
level beyond their existing roles?
3. Job Enrichment: How is the Global Graduate given additional roles above or below their
level of responsiblities?
4. Job Rotation: What is the duration of job rotation? How is it initiated? What processes
occur for the Global Graduate to be rotated to a different role?
5. What are the different performance appraisal-related methods and processes used in the
Global Graduate program, different cycles or time periods of the appraisals and job
rotation, etc?
6. To whom is Global Graduate report? Who are the supervisors and what is the next step
once the GG programs ends?
7. What are the methods to introduce job variation?
8. How often BAT involved in upgrading their job?

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