1.1 Introduction:

The world is tremendously competitive now. In every sphere of life and business, competition has become more and more furious. Every firm tries to obtain and retain efficient employees to meet the future challenges. In this rivalry, obtaining and retaining the best employees has become very important, as employees are that factors who make a firm alive and proceed to the path of profit.The course under MBA program designed with an excellent combination of theoretical and practical aspects. After the completion of MBA consisting of theoretical exposure, the students are sent to different organization to obtain some practical exposure in different -sectors which would help them in taking up professional career. IUBAT-International University of Business Agricultural and Technology has undertaken four months of internship program for its MBA students, as an important and essential requirement of the MBA program.I have tried my best to use this opportunity to enrich my knowledge on banking system and also incorporate my knowledge, which I have learned from my classes.

1.2 Background of the study:

I worked as an Intern in Bangladesh Abashan Ltd. After completing internship I have to make a Report. These reports cover housing crises and meet the solution. This report gives a narrative overview of the accommodation system in Bangladesh. This report does explain the nature and objective of the solution of accommodation system in Bangladesh. However, since the information of sales and marketing are confidential and sensitive in nature, so that I tried to construct this report with the help of available information.1.3 Scope of the Study:There are some confidential things in performance appraisal system. So the scopes are limited. The first scope of this report is to have practical experience about how HRM is work to motivate their employee in Bangladesh Abashan Ltd. It has the scope to cover different aspects of Human Resource Management, which include learn about performance appraisal system, reward, training and development. I discuss only one organization throughout this report on Bangladesh Abashan Ltd. The scope of the report was to get a real life exposure. We have got the opportunity to observe what is actually happening in a company, how they are using the performance appraisal system and also influence them can have over the development of the employee performance in the organization.1.4 Objectives of the Study:1.4.1Broad Objectives:To develop the Performance Appraisal System to introduce latest HR performance assessment techniques, address the needs of employees and for the betterment of Bangladesh Abashan Ltd.

1.4.2 Specific Objectives: To understand the performance indicators (PIs), motivational factors, employees needs. To find out what they will do after evaluating the performance appraisal of the employees and what will be the reward factors. To get an overall idea about the performance of Bangladesh Abashan Ltd. and its total employees To identify and bridge the gap between anticipated performance and actual performance.

1.5 Sources of Data:

Major part of data was collected through the primary and secondary sources. It was not easy to collect primary data because the company personnels were very busy. The primary and secondary sources were:

Primary Data Sources: Observation during the total internship period. HR policy of Bangladesh Abashan Ltd. Operational process. Discussion with officials of Bangladesh Abashan Ltd. Questionnaire Survey.

Secondary Data Sources: Annual report of the Bangladesh Abashan Ltd. Web site of Bangladesh Abashan Ltd. HRM books and Periodicals Internet, Newspapers and magazines Different Articles

1.6 Research Design:

This is a Descriptive Type of Research, which briefly reveals the overall activities of Bangladesh Abashan Ltd. and also analyzes the housing availability in Bangladesh. Both primary and secondary data have been collected to conduct this report. I have gathered primary data by personal interview of the Executives of BAL. Mainly I discussed with them verbally. I collected information from them and the annual report, journals, brochures, manuals and several books on Housing to prepare this report. Some of the informations are collected from REHABS Journals, articles; workshop and others are collected from the books as well as the information provided by the competitive real estate Company. 1.6.1 Sampling Plan:Population:In my research I have focused only the project staffs of Bangladesh Abashan Ltd. and walk in customers. So my target population was only the project staffs (construction area) in Bangladesh Abashan Ltd.

Sampling Elements:The sampling element was the staffs of different areas in Bangladesh Abashan Ltd.

Sampling Procedure:The sampling procedure was used for data collection as probability judgment.

Sample Size:The sample size was 35 respondents.

1.6.2 Data Analysis and Reporting:

It has been used different types of statistical tools and computer software for analyzing and reporting, such as MS word and MS Excel etc. Data have been analyzed through proper quantitative and qualitative techniques and reported from time to time to the concerned authority.

1.7 LimitationsoftheStudy:

The main constraint of the study is insufficient information as the employees were busy and were hesitant to provide information. Time shortage is a big constrains because it is very difficult to prepare report and concentrate on official work by doing regular 9am to 6pm office for 6 days a week. Since I carried out such a study for the first time so experience is one of the main factors that constitute the limitation of the study. These information are confidential so associated authority did not wish to disclose some of the data.

2.0 History of Real Estate in Bangladesh:The urbanization of Bangladesh is quite similar to that in Latin America; formerly called Over-urbanization in 1950s, this is a situation where a rapid rate of urbanization does not lead to corresponding growth in industry and economy but results in a shift of people from low-productivity rural agricultural employment to low-productivity urban employment or underemployment. The major cities of Bangladesh exhibits the clearest symptoms of over urbanization, where an imbalance between rapid population growth and insufficient employment opportunities led to an increase in poverty and the mushrooming of slum and squatter settlements (Valladares, 2002).

In Bangladesh, the problem of urbanization is further aggravated by limited land supply in urban areas, lower land utilization and the lack of proper planning and land use policy. Due to globalization, the urbanization process is also increased. The ever-increasing urban population is creating an increasing demand for shelter. Article 25 of the United Nations Universal Declaration on Human Rights (1948-1998) has clearly stated that: Everyone has the right to a standard of living adequate of the health and well-being of himself and of his family, including food, clothing, housing and medical care and necessary social services, and the right of security in the event of unemployment, sickness, disability, widowhood, old age or other lack of livelihood in circumstances beyond his control. (UNO, 1948)

Bangladesh has one of the lowest land-person ratios in the world. The situation is further aggravated every year through an irrevocable reduction of per capita share of land for housing, as a result of continuing population growth. Acknowledging the importance of housing, which is one of the five basis needs incorporated in the constitution of Bangladesh, the government is compelled constitutionally to play a vital role in securing housing rights.

Statistics show that Bangladesh will need to construct approximately 4 million new houses annually over the next twenty years to meet the future demand of housing. Estimates for annual requirements for housing in urban areas vary from 0.3 to 0.55 million units. The share of urban population in Asia is 39 percent at present and is projected to be 45 percent by 2015. In Bangladesh, 25 percent of the population (some 35 million people) now lives in urban areas; this proportion will be 34 percent (75 million) by 2015. Dhaka with a total population of more than 10 million is now the 22nd largest city in the world. While comparing the growth of the real estate and housing and the construction sector with that of GDP, trend growth in the two sectors for the period 1992-2002 was 4.8 and 7.5 percent respectively, this is much higher than the trend growth in GDP of 4.6 % for that period. The shares of the real estate and housing sector and the construction sector in the GDP were quite high in the year 2002 and accounted for 8.3 and 8.0% respectively. However, the incremental contributions of these two sectors in the same year were also considerably high at 6.0 and 12.8 % respectively (CPD 2003).2.1 An Over View of Bangladesh Abashan Ltd.Bangladesh Abashan Ltd. has come into being in 2007 with a pledge to fulfill the housing need of this populous city of Dhaka. The first Residential Project named Crystal Dream comprising 22 Apartments in twelve storied building was successfully completed and handed over to the honorable clients with their entire satisfaction. Since then, the company continued its advancement in development works and expanded the projects in all prime locations like Uttara, Gulshan, Banani, Niketon, Eskaton, Paltan, Shantinagar, Moghbazar, Dhanmondi, Laxmibazar, Wari, Mohakhali etc. Both Residential and Commercial Projects were undertaken and completed successfully and handed over accordingly and the company is in force with numbers of ongoing projects. The company is operating its business in its own high rise Corporate Office at Rajlaxmi Complex, Uttara C/A, Dhaka. The prestigious residential building like Haj Tower at near Airport,Uttara,Bangla Golden Age at Gulshan Avenue and well decorated and magnificent residential building with panoramic views at Gulshan, Dhanmondi and other prime locations of the Dhaka City earned name and fame for the company. Bangladesh Abashan believes in the concept of extending housing facilities to the common people of the country keeping in view of their limited income. It is first ever in Bangladesh that has Bangladesh Abashan undertaken a satellite township project for the low income group at Bhuighar, Narayangonj. Twenty-eight residential buildings along with a market are being completed over there.

2.2 Company Profile:

Company FounderAlhaj Md. Motiur Rahman

Managing DirectorZahidur Rahman Mamoon

Corporate Name

BANGLADESH ABASHAN Ltd.

Corporate Office25,Rajlaxmi Complex,Road#7,Sector#3 uttara, Dhaka-1230

Office Of Management Services25,Rajlaxmi Complex,Road#7,Sector#3 uttara, Dhaka-1230

Office Of Project Planning25,Rajlaxmi Complex,Road#7,Sector#3 uttara, Dhaka-1230

Year of Establishment2007

Product LineApartment

Number of Employee62

Market segmentUpper Class, Upper Middle Class, Middle Class.

2.3 Mission of Bangladesh Abashan:To engage in the business of Real Estate Development including developing of land, constructing and marketing of the same, with an intention of serving the society and community in general with total dedication, commitment, and focused purpose while maintaining the highest standards of excellence.

2.4 Vision of Bangladesh Abashan:

To be the leading Real Estate Organization in Bangladesh within next 10 years with continuous dedication to quality and total customer satisfaction

2.5 Company Objectives:

The main objectives of the company are as follows: To carry on the business of Real Estate sector, Land Development & Construction.To carry on the business of Real Estate being builders, constructors; buying & developing lands; consultants: engineering, technical; building apartments and flats as constructors and developers for selling.

To purchase or to take lease of suitable land from Govt. or Rajdhani Unnayan Kartipakha or any other Government Agencies or general public for construction of multi-storied flats and apartments.

To carry on the business of Real Estate by acquiring land and constructing modern house, apartments, shopping plazas, commercial buildings and selling or leasing or renting out the same.

To carry on the business of housing apartment project and housing facilities by purchasing land or by way of joint venture with the land owner or financiers or disposing and selling the same.

To carry on the business of all kinds of Housing and Land and such Consulting, Architecture, Construction, Engineering supervision, Engineering in Civil, Electrical, Mechanical, Land Reclamation and all other branches of housing.

2.6 Company Strategies:

Expand business areas slowly but steadily to build quick reputation. Maintain standard quality in all aspects of construction. Handover the readymade flats on time to gain customer satisfaction and word of mouth promotion. Adoption of a reactive approach to cope with the uncertain scenario while needed.

2.7 Organizational Structure :

Figure: Organogram of Bangladesh Abashan Ltd.

2.8 Managing Housing Arrangement for the whole Population of the Country by BAL: Bangladesh Abashan Ltd. believes in the concept of extending housing facilities to the common people of the country keeping in view of their limited income. It is first ever in Bangladesh that Bangladesh Abashan Ltd. has undertaken a satellite township project for the low income group at Bhuighar, Narayangonj. Twenty-eight residential buildings along with a market are being completed over there. There is a plan that tentative clients will be illegible to avail the apartment in this project after booking and availing Bank Loan facility and thereby the scope of making repayment of bank loan with the amount of House Rent is nearly possible. This opportunity will make the dream true of becoming the apartment owner in case of those categories of clients.

2.9 Special Concern on Dhaka City by BAL:Dhaka is no longer a live able city. It is one of the most densely populated cities in the world, with around two core people inhabitants at present, he says. People are restricted to this one city for work, residence, shopping needs and entertainment.The civic facilities required for a human being to live in a society are limited in Dhaka, he says. If the city is not decentralized or several downtowns established in and around 50 kilometers of Dhaka, the view of the city will be unimaginable in the days to come, Salim says. We have set up the satellite town with these concepts in mind, where all housing and social facilities such as shopping malls, schools, mosques, hospitals, playgrounds and community centers are available, he says. My goal is to take Dhaka outside Dhaka. However, he says, the government will have to facilitate the private sector to invest outside Dhaka.

3.1 Literature Review:

3.1.1 Definition of Performance Appraisal:

Performance appraisal is a continuous system of tracking and measuring performance against agreed targets and identifying opportunities for improvement. In other words, performance appraisal is a set of policies to achieve a shared vision of the organization to help each individual employee to understand and recognize their contribution. But Performance Appraisal is also the tool to determine and communicate to an employee about his/ her performance on the job, ideally, establishing a plan of development for both parties.

Managers are reluctant to provide candid feedback and have honest discussions with employees for fear of reprisal or damaging relationships with the very individuals they count on to get the work done. Employees feel that their managers are unskilled at discussing their performance and ineffective at coaching them on how to develop their skills. 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.

The primary reason for having a PA program is to monitor employees performance, motivate staff and improve company morale. Monitoring performance requires routine documentation, which is accomplished through completing a performance appraisal form. When employees are aware that the company is paying special attention to their performance and that they could be rewarded with merit increases and promotions, they are motivated to work harder. Morale is improved when employees receive recognition or reward for their work.

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 20 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. Performance Appraisal can also be defined as the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed, for purposes of administration including placement, selection for promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally.Performance appraisal is a formal system that evaluates the quality of a workers performance.

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

Organizational objectives Day-to-day performance Professional development Rewards and incentives

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

The eminent management expert, McGregor defined the performance appraisal system as the formal performance appraisal plans are designed primarily to meet the organizational needs and to provide systematic judgments.

Appraisal also tells the employees as to how they are doing and about the required changes in their behavior, attitudes, skills or job knowledge, in other words, making the employees aware as to where they stand in the eyes of superiors. These form the basis for the coaching and counseling of employees by their bosses.The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate. Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order. Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well. Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed.As a result, the traditional emphasis on reward outcomes was progressively rejected. In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and development was gradually recognized. The general model of performance appraisal, as it is known today, began from that time.

In modern times Performance appraisal may be defined as a structure formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skill development . In many organizations but not all appraisal result are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions (Goel, 2008).

3.1.3 Objectives of Performance Appraisal System:These are the objective of Performance Appraisal System: Identify the importance of the performance Appraisal System from the viewpoint of the supervisor and employee. Establish performance requirements for various job positions. Specify the steps for completing a performance review. Create the appropriate atmosphere for conducting the performance review discussion. Conduct the performance review discussion.

3.1.4 Principles of the Performance Appraisal System:The Principles of the Performance Appraisal System are given below:

Increase management's time commitment to personnel matters on an ongoing basis. Shift performance emphasis from short-term, component specific individual goals to include long-term, team-oriented goals that are consistent with continuous improvement of the Industry as a whole. Communicate with each employee in honest, timely dialogue aimed at performance improvement. Increase mutual involvement in goal-setting and definition of performance standards. Improve management skills in communicating and taking responsibility for making the performance Appraisal System operate effectively. Increase employee responsibility for their career planning.

3.1.5 Importance of Performance Appraisal System:

1. Feedback: This provides a structured format for the discussion of performance issues on a regular basis.

2. Motivating Superior Performance: Performance appraisal helps to motivate people to deliver superior performance in several ways.

3. Setting and Measuring Goals: Goal setting has consistently been demonstrated as a management process that generates superior Performance.

4. Counseling poor performers: Not everyone meets the organizations 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.

3.1.6 Fundamentals of an Appraisal system:In order to be effective, an appraisal system needs to be perceived by workers as: Relevant and applicable to everyday work Acceptable and fair A mutual collaboration between management and workersA performance appraisal system that meets these criteria is likely to have the greatest impact on workers satisfaction with the appraisal process and their motivation to improve performance.

3.1.7 Different Methods of Performance Appraisal System:Balanced Scorecard: A Balanced Scorecard defines what management means by "performance" and measures whether management is achieving desired results. The Balanced Scorecard translates Mission and Vision Statements into a comprehensive set of objectives and performance measures that can be quantified and appraised.Critical incident method: The critical incident method for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period.Weighted checklist method: This method describe a performance appraisal method where rater familiarize with the jobs being evaluated, prepares a large list of descriptive statements about effective and ineffective behavior on jobs.Paired comparison analysis: Paired comparison analysis is a good way of weighing up the relative importance of options. A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option.Graphic rating scales: The Rating Scale is a form on which the manager simply checks off the employees level of performance. This is the oldest and most widely used method for performance appraisal.Essay Evaluation method: This method asks managers/ supervisors to describe strengths and weaknesses of an employees behavior. Essay evaluation is a non-quantitative technique. This method is usually used with the graphic rating scale method.Behaviorally anchored rating scales: This method used to describe a performance rating that focused on specific behaviors or sets indicators defining effective or ineffective performance. It is a combination of the rating scale and critical incident techniques of employee performance evaluation.

Performance ranking method: Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst. Manager will compare an employee to another employee, rather than comparing each one to a standard measurement.

Management by Objectives (MBO) method: MBO is a process in which managers/ employers set objectives for the employee, periodically evaluate the performance, and reward according to the result. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods).360 degree performance appraisal: 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them supervisors, peers and subordinates.Forced ranking (forced distribution): Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution. For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom.

3.1.8 Benefits of Performance Appraisals:Performance appraisals can be used to: Make employment decisions such as determining pay and promotions. Identify professional development needs. Identify factors in the work environment that help or hinder performance effectiveness.3.1.7.1 Motivation and Satisfaction:Performance appraisal can have a profound effect on levels of employee motivation and satisfaction - for better as well as for worse. Performance appraisal provides employees with recognition for their work efforts. The power of social recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all.If nothing else, the existence of an appraisal program indicates to an employee that the organization is genuinely interested in their individual performance and development (Dewakar, 2008). This alone can have a positive influence on the individual's sense of worth, commitment and belonging.The strength and prevalence of this natural human desire for individual recognition should not be overlooked. Absenteeism and turnover rates in some organizations might be greatly reduced if more attention were paid to it. Regular performance appraisal, at least, is a good start.

3.1.7.2 Training and Development:Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for a supervisor and subordinate to recognize and agree upon individual training and development needs.

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

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

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

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

3.2 The performance Appraisal System of Bangladesh Abashan Ltd.:3.2.1The Performance Appraisal System of BAL:Bangladesh Abashan Ltd. follows the performance Appraisal system strictly. They evaluate their employees on the basis of their performance. Mainly they evaluate what the employees are given target and what they have achieved. Bangladesh Abashan Ltd. evaluated their employees because they want to know: What actually their employees are doing, Whether they are fulfilling their duties and responsibilities or not, Whether they have achieved their target or not, To motivate the employees and make them more effective at work, To give the employees rewards, promotion, increment.

Here in this company mainly followed 2 types of Performance Management System. They are: 1. Employee Performance Evaluation- Yearly (Done Once in a Year) 2. Employee Excellence Performance- Quarterly (Done 4 times in a year)

3.2.2 Policy for Employee Performance Evaluation (Yearly)

The policies for employee performance evaluation (Yearly) are given below: The total evaluation was under 100 marks. For Self Evaluation there was 95 marks and other 5 marks was given by HR & Admin department. For part A: According to 6 Evaluation Factor there will be total 30 marks. For the each factor given marks will be multiplied with the given points. For part B: Here were total 65 marks. Marketing & Sales Department will only give marks according to the given criteria. Other Department will give marks according to the departmental job description. Here have to write given target and the achievement. For the each factor given marks will be multiply with the given points. For Part C (For Self Evaluation) and calculated the total marks out of 95 by the employee. In Supervisors Evaluation for Part C there will be only 5 marks which will be given by HR & Admin Department and in final part total marks will be calculated out of 100 by HR & Admin Department. According to final rate the employee will get reward or punishment according to his/her performance. For 5 Points (90-100): 4 Increments + Promotion +Incentives, For 4 Points (80-89): 3 Increments + Promotion, For 3 Points (70-79): 2 Increments, For 2 Points (51-69): General Increment, For 1 Point (50 or below 50): No Increment will be given. Here, for giving the promotion, employee have to work at least 2 years within the organization neither cannot get the promotion, only get the increment and incentives. 3.2.3 Policy for Employee Excellence Performance Award (Quarterly)The Policy for employee Excellence Performance Award (Quarterly)

Employee Excellence performance will be evaluated after every 3 months for the period of last 3 months. That means from January-March, April-June, July-September, and October-December. The Evaluation Form will be given to each of Department Head and they will evaluate their departmental employees and give the names as nominee for the further process with supported and logical document. After getting the entire nominees name Jury Board will choose the Excellent Performer and the decision of the Jury Board will be final. There will be a Jury Board to evaluate employees performance. Highest 2 employees will be chosen as Excellent Performer. Reward will be given within 7 days after completed the evaluation. For the period of month January March, reward and certificate will be given within 7th April. After the performance evaluation respective person will be get Tk. 5,000 & a Certificate as a reward. Performance Evaluation will be done according to some criteria and some points will be given to these criteria. According to the total points employee will be chosen as Excellent Performer. Manager and above officers will not be evaluated under this evaluation system. This Performance Evaluation will effect on the Employees Yearly Performance Evaluation.

3.2.4 The Rating Points in Performance Appraisal of BAL:

Performance Standard is: Excellent (4.5-5.0) Very Good (3.5-4.5) Good (2.5-3.5) Average (1.5-2.5) Below average(1.0-1.5)3.2.4 BAL Follow the Term for Performance Appraisal:

Excellent= 91-100, Very Good= 71-90, Good= 51-70, Average= 31-50 and Below Average= 0-30Consider on the Job Performance and the results delivered by employee (Judge Quantity and Quality) - anyone of the following:

The Strongest all around performer, Exceptionally Exceeded targets/ given what plan for above expectation. A Stronger all performer, Reasonably Exceeded or target/ given work plan above expectation. A Strong performer Met targets/ given work plan satisfactorily within expectation. A Reasonable performer, Closely Met target/ given work plan, but not fully satisfactory. Performance standard is Well Below, targets/ given work plan, needs serious tanning and serious efforts to improve.

Those who are rated in Excellent, Very Good, Good, Average and Below Average are eligible for incentive bonus or promotion.

3.2.5 The Performance Grade in Bangladesh Abashan Ltd.Definition of different performance grades 5 (Five) Performance Categories Standard of Performance/Definition Rating

EXCELLENT (EX) 100% ++ ACHIEVER

Exceptionally exceeded performance Standard / Targets / Given Work Plan far above expectation

VERY GOOD (VG) 100% + ACHIEVER

Reasonably exceeded performance Standard / Targets / Given Work Plan above expectation.

GOOD (G) TARGET ACHIEVER

Met performance standard /targets /given work plan satisfactorily within expectations.

AVERAGE (AVG) NEARLY TARGET ACHIEVER

Closely Met performance Standard /Targets /Given Work Plan, but not fully satisfactory

BELOW AVERAGE (BAVG) POOR

Performance far below the Standard expectation / Targets / Given Work Plan A poor performer.

Table: Performance Grade in BAL

3.2.6 Performance Review and Reward Policy of BAL:

The purpose of the Performance Appraisal is to be evaluated the staff members performance during the review period in relation to his/her work. At the end of every completed year from the date of his/her joining, the management will do a review on the performance of the concerned employee. On the basis of overall performance of the concerned employee increment and or promotion may be considered. Every management staff member shall have access to his/her Performance Appraisal sheet in order to give him/her opportunity to know his/her weakness, so that he/she can correct himself / herself and or comment on the appraisal paper. Every management staff member is encouraged to share, in the review process by adding written comments on the evaluation form. The management staff members are also encouraged to: Inquire about his or her performance from time to time. Accept additional responsibilities and show initiative Review opportunities for advancement within the department of job classification Ask for assistance in developing a goal-oriented path for advancement within the department or Company.

Recommendation for increment and /or promotion shall be recommended by the line authority based on performance evaluation and shall be recorded on the Performance Appraisal Form. The Directors concerned shall approve all increment, upgrading and promotions.

Annual Increment:

Normal annual increment will be awarded once a year to the employee who has completed one years service based on annual performance appraisal done by the authority salary increments are intended to recognize superior performance and are therefore, not automatic. Annual Increment will become due every year (subject to satisfactory performance) from the date of joining which will be given after review of performance of the employees. Increments are usually 1 step in exceptional cases more than one-step increments may be recommended depending on performance subject to approval of the Board of Directors. An employee who received warning letter as a matter of disciplinary action may not be given annual increment depends upon gravity of the offence for which the letter was issued and the amount of improvement in the employees performance following the letter. However increment will be given depend on company financial position

Promotion:The paramount criterion to be observed in considering recommendations for promotion is comparative merit. In assessing merit, demonstrated performance is the principal consideration. Performance is understood as the manner in which a Staff Member fulfills job duties and responsibilities over the period since the last appraisal and / or promotion. In addition overall performance should be evaluated. The key elements in performance are those reflected in the performance appraisal review.

Promotion is the advancement of an employee to the next higher step in the same grade / category of from one category to another category. Promotion may only be given to an employee if his responsibilities are enhanced. (Additional tasks do not necessarily increase ones responsibility level) A staff member may be considered eligible for promotion to next higher position depending on his/her quality of performance and subject to availability of the position at the higher grade / category. Promotion will normally not exceed one grade at a time. However, in exceptional cases more than one grade promotion may be considered if approved by the management. Sincerity honesty dedication and integrity of the staff member must be considered for promotion. Promotion may be considered for deserving candidates as per following criteria: A. Management Staff Category (Grade 1 to 4) At least 3 (three) continuous years of satisfactory service in the same position. B. General Staff Category (Grade 5 to 8) At least 5 (five) continuous years of satisfactory service in the same position. C. However the management in exceptional cases may ignore these criteria. Every employee is reviewed separately and compared with other employees in the same grade throughout the organization. The committee reviews the entire criterion necessary to determine that all Staff Members meet the job requirements including academic qualification, professional qualification, experience, merit and seniority. Recommendations for promotions are then submitted to the Board of Directors through the Establishment Sub-Committee. The Board of Directors reviews and approves promotion recommendations submitted by the Committee.

3.2.7 Promotion from General Staff to Management Staff Category in BAL: General Service Category employees who meet the job requirements and clearly demonstrate potential to advance to the MS category may be considered for promotion to management staff category provided; They have graduated from any recognized University; They have acquired additional diploma / articled ship / special training in the relevant field of work; They have at least 5 years of relevant experience in Company or in any other organization of similar nature of international repute. Besides, following points shall be taken into consideration for conversion from GS to MS category: Consistently excellent performance Already doing professional or semi professional work.

3.2.8 Special Promotion in Bangladesh Abashan Ltd.

Special promotion may be given to a deserving employee for his/her outstanding performance, devotion to duties, initiative and drive in the discharge of duties regardless of seniority and rank, if so approved by the Appraisal Committee as per clause 2. No staff member shall be considered for special promotion unless there is specific evidence of: Exceptional achievement in his/her work; Consistently outstanding level of performance; and Career potential as well as undisputed ability to undertake greater responsibility.

4.0 About My performance at Bangladesh Abashan Ltd.I have joined as part time staff on November 05, 2014 at Bangladesh Abashan Ltd. 1st day I had met with colleagues and Managing Directors. One brief has been given me more information of Bangladesh Abashan Ltd. as like as real estate sectors of Bangladesh, Human Resource department activities and introduced with different projects at different locations which is really helpful to get some idea about a new place. I have worked under my general manager Mr Zaman of Bangladesh Abashan Ltd. I have learned many things from my practical workplace and some work also done by me with the instruction of my coordinator.4.1 Activities:I was introduced to the jobs of a Human Resource personnel, as well as a management staff of Bangladesh Abashan Ltd., there were different types of works I was made acquainted with some were regular others were periodical as outstanding activities. I had assigned to the following jobs regularly. Those were- Employees Recruiting and SelectionStaffs performance ObservationAnnual Performance Reviews Counseling with poor PerformersMotivating employees for Superior PerformanceObserve the employees behaviorEncouraging employees for CoachingHandling the customers ProblemsMake a Staffs training PanelDaily ReportPresentationInvestigation of Complaints

4.1.1 Achievement of Duty:I had opportunity to do the work on achievement of my duty. I worked along with several human resource terms and different terms of performance appraisal procedure of Bangladesh Abashan Ltd. I also manage the office activities and support the customers in office.4.1.2 Training visit at Projects:I had to visit different projects in different location in Dhaka City for observing the performance of the site employees. I have learned how to motivate employees to increase the work level. I have also learned how to make employees satisfied.4.1.3 Participated Meeting through Different Departments:Finance Department, Procurement Department, Sales and Supply Department, Technical Department is separately organized their meeting and used to attain there on behalf of Bangladesh Abashan Ltd. present performance and future plans. Every departments held discussion about increase the work level and give the better service to the customers.4.1.4 IT program:Bangladesh Abashan Ltd. organize Information Technology (IT) program, to introduce the company software with employees. Mainly IT staffs refer the software program for doing the activities on the based. I had joined such an effective and needful program.

4.1.5 Research on Bangladesh Abashan Ltd.:Recently Bangladesh Abashan Ltd. is become over competitive real estate sector in Bangladesh. Bangladesh Abashan Ltd. has a good brand image in Bangladesh in the real estate sector. Bangladesh. Bangladesh Abashan Ltd. is one of the leading apartments providers in Bangladesh. Bangladesh Abashan Ltd. trying to extend their business by providing apartments at reasonable price to customers, strong motivation of employees and dynamic performance at real estate sector. By developing the performance appraisal system, Bangladesh Abashan Ltd. can go ahead take the potential and skills employees. For this report, I have conducted a questionnaire survey to analyze the actual condition of the performance appraisal system and to find out the deviation between the practical work experience and the theory.4.1.6 Academic Learning and Skill Development:Survey Questionnaire is very much essential for any types of research. Questions are designed and asked to respondents in order to extract specific information. It serves two basic purposes: to (I) collect the appropriate data (ii) make data comparable to analysis. For preparing this report a questionnaire was prepared and interviewed 30 employees of Bangladesh Abashan Ltd.

4.2 Problem Statement:My project part consists in Human Resource Division of Bangladesh Abashan Ltd. I have chosen it because of its corporate campaign issues, performance appraisal techniques, employees evaluation, performance review and reward policy, annual increment, promotion , training and development thats why I ,choose it.Project time line:This study has required 90 days. The following table shows the time requirement in each step of the study.SL. NoEventDays

01Questionnaire preparation17 days

02Data collection22 days

03Data processing11 days

04Data analysis07 days

05Report witting13 days

06Presentation10 days

Total duration90 days

Table: Project Time Line

Budget frame:SL. NoParticularsCost

1Questionnaire design & pre-test2,100.00

2Field Work1,100.00

3Data preparation 1,000.00

4Data analysis3,000.00

5Report writing600.00

6Preparation of final report2,000.00

TOTAL9800.00

Table: Budget frame

5.0 Hypothesis development:For fulfilling the objectives some related hypothesis have been constructed for this study: 1. HA: The criteria of performance appraisal system of BAL are accurate.2. HA: It is difficult to understand performance appraisal for some employees.3. HA: The result evaluation of performance appraisal of BAL is reliable and valid.4. HA: Performance Appraisal helps management to identify potentiality of employees. 5. HA: Employees take part in formulation of performance appraisal of BAL.6. HA: The performance standards are clearly explained to employees of BAL.

5.1 Hypothesis Testing:FactorsH1H2H3H4H5H6

5= Strongly Agree1314108128

4=Agree12111010814

3=Neither Agree/Nor Disagree546763

2= Disagree 335545

1= Strongly Disagree234555

Total136135122116123120

Average( X)3.883.863.483.313.513.43

Standard Deviation (S)1.971.961.861.821.871.85

Z-Test value4.184.123.162.613.263.00

Table: Hypothesis Testing

Hypothesis 11. Ho: The criteria of performance appraisal system of BAL are not accurate. HA: The criteria of performance appraisal system of BAL are accurate.HO: = 2.5HA: > 2.5n = 35Here X= 3.88s= 1.97Z cal= (X )/ (s/n) = 4.18

At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null hypothesis is not accepted. So at 5% level of significance, it can be said that the criteria of performance appraisal of BAL are accurate.FactorsFrequency

Strongly Agree13

Agree12

Neutral5

Disagree3

Strongly Disagree2

Total35

Figure: Respondents views towards the criteria of performance appraisal system of BAL are accurate.From this study it is revealed that 37% respondents are strongly agree, 34% respondents are agree on the criteria of performance appraisal system of BAL are accurate.

Hypothesis 22. Ho: It is not difficult to understand performance Appraisal System for some employees. HA: It is difficult to understand performance Appraisal System for some employees. HO: = 2.5 HA: > 2.5 n = 35 Here X= 3.86 s = 1.96 Z cal= (X )/ (s/n) = 4.12At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null hypothesis is not accepted.So at 5% level of significance, it can be said that it is difficult to understand performance Appraisal System for some employees.

FactorsFrequency

Strongly Agree14

Agree11

Neutral4

Disagree3

Strongly Disagree3

Total35

Figure: Respondents view towards It is difficult to understand performance Appraisal System for some employees.

From this study it is revealed that 40% respondents are strongly agree, 31% respondents are agree on it is difficult to understand performance Appraisal System for some employees.

Hypothesis 33. Ho: The result evaluation of performance appraisal of BAL is not reliable and valid. HA: The result evaluation of performance appraisal of BAL is reliable and valid. HO: = 2.5 HA: > 2.5 N = 35 Here X= 3.48 =1.86 Z cal= (X )/ (/n) = 3.16

At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null hypothesis is not accepted.So at 5% level of significance, it can be said that result evaluation of performance appraisal of BAL is reliable and valid.

FactorsFrequency

Strongly Agree10

Agree10

Neutral6

Disagree5

Strongly Disagree4

Total35

Figure: Respondents view towards the result evaluation of performance appraisal of BAL is reliable and valid. From this study it is revealed that 29% respondents are strongly agree, 29% respondents are agree on evaluation of performance appraisal of BAL is reliable and valid.

Hypothesis 44. Ho: Performance Appraisal does not help management to identify potentiality of employees.HA: Performance Appraisal help management to identify potentiality of employees. HO: = 2.5 HA: > 2.5 n = 35 Here X= 3.31 s = 1.82 Z cal= (X )/ (s/n) = 2.61At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null hypothesis is not accepted.So at 5% level of significance, it can be said that Performance Appraisal helps management to identify potentiality of employees.

FactorsFrequency

Strongly Agree8

Agree10

Neutral7

Disagree5

Strongly Disagree5

Total35

Figure: Respondents view Performance Appraisal helps management to identify potentiality of employees.

From this study it is revealed that 23% respondents are strongly agree, 29% respondents are agree on Performance Appraisal helps management to identify potentiality of employees.

Hypothesis 55. Ho: Employees does not take part in formulation of performance appraisal of BAL. HA: Employees take part in formulation of performance appraisal of BAL.

HO: = 2.5 HA: > 2.5 n = 35 Here X= 3.51 s = 1.87 Z cal= (X )/ (s/n) = 3.26At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal < Z tab, the null hypothesis is accepted.So at 5% level of significance, it can be Employees take part in formulation of performance appraisal of BAL.

. FactorsFrequency

Strongly Agree12

Agree8

Neutral6

Disagree4

Strongly Disagree5

Total35

Figure: Respondents view towards employees take part in formulation of performance appraisal of BAL.

From this study it is revealed that 34% respondents are agree, another 23% respondents are strongly disagree on employees take part in formulation of performance appraisal of BAL.

Hypothesis 66. Ho: The performance standard does not clearly explain to employees in BAL. HA: The performance standards are clearly explained to employees in BAL.

HO: = 2.5 HA: > 2.5 n = 35 Here X=3.43 s = 1.85 Z cal= (X )/ (s/n) = 3.00At 5% level of significance, follows Z distribution Z0.05= 1.645. Since Z cal>Z tab, the null hypothesis is not accepted.So at 5% level of significance, it can be said that performance standards are clearly explained to employees in BAL.

FactorsFrequency

Strongly Agree8

Agree14

Neutral3

Disagree5

Strongly Disagree5

Total35

Figure: Respondents view towards performance standards are clearly explained to employees in BAL.From this study it is revealed that 23% respondents are strongly agree, 40% respondents are agree on performance standards are clearly explained to employees in BAL.

5.2 Major Findings of Analysis:After my own work experiences as well as discussion with honorable officers I have found in my study that there are several important problems that need to focus on for better performance appraisal procedures of Bangladesh Abashan Ltd.The findings of my study are-

The Performance Appraisal System criteria are well communicated with all stakeholders related with PAS. Lack of knowledge about Performance Appraisal System for lower level employees, difficult in some times. At present, the result evaluation of Performance appraisal is reliable and valid in BAL. Performance Appraisal Procedure actually help management to identify potential employees for future. Current employees are not very much interested to take part in formulation performance of BAL. For practicing a good performance appraisal procedure BAL clearly explained to employees.

5.3 Recommendations for BAL:As I have gone through all the area under Human Resources Management (HRM) department. I have come up with some points, which can improve the efficiency as well as quality of the work BAL. Though the real estate sector was found as a productive concern, the study reveals that the real estate could do much more if it was handled more efficiently.. However, some steps may be taken to improve the efficiency and to increase the performance of the Bangladesh Abashan Ltd. in future which is given below:

Appraising method should be unbiased and real performer should be appreciated based on his or her performance evaluation. New performance appraisal such as 360 degree should be introduced and solved difficulty for some employees. Evaluation result should be disclosed to all the employees. The aims and Objectives of performance appraisal need to be well communicated from top level to bottom level management to identify potential employees. An unbiased and clear appraising method should practice so that only actual performer could be rewarded. A well and friendly corporate atmosphere should create among HRD and various department of the organization so that confliction and complexity about appraising procedure could be reduced and minimized.

ConclusionMost of the local industries in Bangladesh dont have practice the performance appraisal system. In Bangladesh, Organizations should established Human Resource(HR) department which will work on different HR related issues like Development of HR policies, Development of HR Planning, Development of job description & Specification, Training & development, etc should ensure the proper implementation of the policies/systems. HR has a key role in bringing strategy to life. From this discussion it can be easily understood that Bangladesh Abashan Ltd. is one of the growing real estate Company in Bangladesh. At this moment the company is developing position in real estate sector. But the strategies of the company will make the company as one of the Biggest developer company of Bangladesh. Mainly the valuable resource for any organization is their knowledge based efficient workers. The organization should be more careful on this issue to ensure the quality and ethics. So we can easily find out the Human resource practices, recruitment and selection processes, employee satisfaction and relations, performance Appraisal method at Bangladesh Abashan Ltd. is developed and effective. There are many benefits to implementing a regular and systematic performance appraisal system within an organization. In order to gain the most benefit t from performance appraisals it is recommended that a system is developed in consultation with workers and managers, and clear links are established between appraisals and valued rewards and outcomes. If resources permit, information on work performance should be obtained from multiple sources. Performance appraisals can be a powerful tool for increasing motivation and improving work practice if conducted in a constructive, open and supportive manner. Finally if the Bangladesh Abashan Ltd. control their expense by Human Resource Management (HRM) and take proper steps to overcome their little limitations, they will become a first rows real estate sector of Bangladesh.

References Epstein, Marc, and Jean-Franois Manzoni. "Implementing Corporate Strategy: From Tableaux de Board to Balanced Scorecards." European Management Journal, April 1998, pp. 190-203 "Harvard Business Review Balanced Scorecard Report." Harvard Business Review, 2002 to present (bimonthly) Kaplan, Robert S., and David P. Norton. Measuring the Strategic Readiness of Intangible Assets. Harvard Business Review, February 2004, pp. 52-63. Kaplan, Robert S., and David P. Norton. Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press, 2004 Kaplan, Robert S., and David P. Norton. "Using the Balanced Scorecard as a Strategic Management System." Harvard Business Review, January/February 1996, pp. 75-85. Niven, Paul. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. John Wiley & Sons, 2002 Kaplan, Robert S., and David P. Norton. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press, 2000 HR Manual of Bangladesh Abashan Ltd. HR Manual of Bangladesh Abashan Ltd. Report Mello, Jeffry A., 2006. Human Resource Management, Second Edition. Turner, Paul, 2002. HR Forecasting & Planning. Mc Millan, J. D., and H. W. Doyel (1980). Performance Appraisal: Match the Tool to the Task, Personnel, 57 (4). http://www.arabhrm.com/modules/news/article.php? Fisher, Martin, 1997, Performance Appraisals. http://en.wikipedia.org/wiki/Performance_appraisal http://www.cipd.co.uk/hr-topics/performance-management.aspx http://www.bangladesh abashan.com.bd http://www.marketwatch.com

Abbreviations Used in the Entire Report:

BALBANGLADESH ABASHAN LTD.

IUBATInternational University Of Business Agriculture and Technology

GDPGross Domestic Product

HRHuman Resource

HRMHuman Resource Management

PAPerformance Appraisal

PASPerformance Appraisal System

PIPerformance Indicators

REHABReal Estate Housing Association Of Bangladesh

wwwWorld Wide Web

HRDResearch and Development

The Performance Appraisal System of Bangladesh Abashan Ltd.43Chart11312532

Hypothesis 1

Sheet1FactorsFrequencyStrongly Agree11Agree13Neutral2Disagree3Strongly Disagree1Total30FactorsFrequencyStrongly Agree13Agree12Neutral5Disagree3Strongly Disagree2Total35

Sheet1

Chart11411433

Hypothesis 2

Sheet1FactorsFrequencyStrongly Agree14Agree11Neutral4Disagree3Strongly Disagree3Total35

Sheet1

Chart11010654

Hypothesis 3

Sheet1FactorsFrequencyStrongly Agree8Agree14Neutral5Disagree2Strongly Disagree1Total30FactorsFrequencyStrongly Agree10Agree10Neutral6Disagree5Strongly Disagree4Total35

Sheet1

Chart1810755

Hypothesis 4

Sheet1FactorsFrequencyStrongly Agree11Agree13Neutral2Disagree3Strongly Disagree1Total30FactorsFrequencyStrongly Agree7Agree13Neutral5Disagree2Strongly Disagree3Total30FactorsFrequencyStrongly Agree8Agree10Neutral7Disagree5Strongly Disagree5Total35

Sheet1

Chart1128645

Hypothesis 5

Sheet1FactorsFrequencyStrongly Agree11Agree13Neutral2Disagree3Strongly Disagree1Total30FactorsFrequencyStrongly Agree7Agree13Neutral5Disagree2Strongly Disagree3Total30FactorsFrequencyStrongly Agree15Agree10Neutral1Disagree2Strongly Disagree2Total30FactorsFrequencyStrongly Agree11Agree13Neutral2Disagree3Strongly Disagree1Total30FactorsFrequencyStrongly Agree7Agree13Neutral5Disagree2Strongly Disagree3FactorsFrequencyStrongly Agree12Agree14Neutral2Disagree1Strongly Disagree1Total30FactorsFrequencyStrongly Agree8Agree14Neutral5Disagree2Strongly Disagree1Total30FactorsFrequencyStrongly Agree12Agree8Neutral6Disagree4Strongly Disagree5Total35

Sheet1

Chart1814355

Hypothesis 6

Sheet1FactorsFrequencyStrongly Agree8Agree14Neutral3Disagree5Strongly Disagree5Total35

Sheet1