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Hrm Practices in Marcantile Bank Ltd
AN ASSIGNMENT ON
Design A Smart Appraisal System for Modern Organization
Submitted to:
Khan Sarfaraj Ali
Associate Management Counselor
Bangladesh Institute of Management (BIM)
Submitted by:
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Md. Mamun Hossain
Personnel Management
Evening Batch
Roll: 15
Bangladesh Institute of Management (BIM)
Date of Submission:
August 02, 2009
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Table of contents
SL No Topic Page No.
01 Introductory Discussion 1
02 Methods of performance Appraisal
03 Traditional Methods of Performance Appraisal
04 Modern Methods of Performance Appraisal
05 Performance Appraisal Review Form
06 Conclusion
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07 Bibliography
Executive Summary
Performance Means the degree or extent with which an employee applies his skill, knowledge, and
effort to a job, assigned to him and the result of that application
Functions of Performance Appraisal includes to identify and define the specific job criteria, to measure
and compare the performance in terms of the definite job criteria . KSAs are set to measure job
performance in quantitative or qualitative terms. To develop and justify a reward system, relating
rewards to employee performance. To identify the strengths and weakness of employees and to decide
on proper placement and promotion. To develop suitable training and developments programs for
enriching performance of the employees.
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Methods of Performance Appraisal are traditional methods and modern approach of Performance
Appraisal. Management by objectives is a comprehensive management approach, which is adopted for
performance appraisal and so also for organizational development.
In MBO system its primary focus is on developing objective criteria for evaluating performance of the
individual.
Identification of common goal is jointly done by the superior and subordinate managers of the
organization.
Each individuals major area of responsibilities are defined and it become the basis for evaluating the
performance of the individual employee.
360 Degree Appraisals method is now largely in use throughout the world .it requires performance
feedback from all important stakeholders of the organization, like the rate himself, his superiors ,peers
,other team members , customers and suppliers . Apart from its effectiveness in reporting performance,
this method also ensures total employee involvement (TEI) and employee empowerment
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Introduction
Performance Means the degree or extent with which an employee applies his skill, knowledge, and
effort to a job, assigned to him and the result of that application.
Performance Appraisal means analysis, review or evaluation of performance or behavior analysis of an
employee. It may be either formal or informal appraisal, oral, or documented, open or confidential. In
other way it is therefore a formal process to evaluate the performance of the employees in terms ofachieving organizational objectives.
Performance appraisal helps in understanding the attributes and behaviors of employees. it is necessary
for motivation , communication, strengthen superiorsubordinate relationship, target fixing , work
planning , and for improving the overall performance of the organization.
Functions of Performance Appraisal
To identify and define the specific job criteria
To measure and compare the performance in terms of the definite job criteria .KRAs are set to
measure job performance in quantitative or qualitative terms.
To develop and justify a reward system, relating rewards to employee performance.
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To identify the strengths and weakness of employees and to decide on proper placement and
promotion.
To develop suitable training and developments programs for enriching performance of the employees.
Objectives of Performance Appraisal
A performance appraisal system tries to serve various purposes and attain a number of objectives. The
major objectives of a performance appraisal system may be classified as remedial, development,
innovative and motivational.
Performance appraisal helps in identifying training and developments needs, ensure placement and
promotion.
Innovative objectives are for discovering ways to deal with a new job and also to identify and develop
better ways for existing jobs.
Motivational objectives are for rewards, motivation, effective communication, and also for better
interpersonal relations.
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Methods of Performance Appraisal
A. Traditional Methods of Performance Appraisal
1. Straight Ranking Method
This is oldest and simplest method. Here employee are tested in order or merit giving some numerical
rank. And placed in a simple grouping. Such grouping separates employees under each level of
efficiency, which may vary form most efficiently to least efficient.
2. Paired Comparison Techniques:
This is a somewhat better method of performance appraisal as each employee is compared with others
in pairs at a time, For each performance trait, an individual employees performance is tallied with others
in pairs and then rank order is decided.
For Reliability of Person Rated
As compared To A B C D E
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A X - - - -
B X + - + -
C + - X - -
D + - + X -
E + + -- + X
3. Manto Man Comparison
4. Grading Method
5. Graphic or Linear Rating Scale
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6. Forced Choice Description Method
7. Checklist Method
8. Free Essay Method
9. Critical Incident Method
10. Group Appraisal Method
11. Field Review Method
B. Modern Methods
1. Management by Objectives
Management by objectives is a comprehensive management approach which is adopted for
performance appraisal and so also for organizational development.
In MBO system its primary focus is on developing objective criteria for evaluating performance of the
individual.
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Identification of common goal is jointly done by the superior and subordinate managers of the
organization.
Each individuals major area of responsibilities are defined and it become the basis for evaluating the
performance of the individual employee.
Most of the organization emphasize on developing KRAS through the MBO exercise , as this approach
necessitates joint meeting of the supervisor and the employee to define , establish and set goals or
objectives , which the individual employees would achieve ., within a prescribed time limit.
Such an exercise also establishes ways and methods to measure performance.
Goals are mostly work related and career oriented and are integrated with overall organizational
objectives.
Periodic evaluation of employees performance are done in terms of goals and if required goals may be
revised.
The MBO exercise requires too much time and money .
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2. 360 Degree Appraisals
This appraisal method is now largely in use throughout the world .it requires performance feedback
from all important stakeholders of the organization ,like the rate himself , his superiors ,peers ,other
team members , customers and suppliers . Apart from its effectiveness in reporting performance, this
method also ensures total employee involvement (TEI) and employee empowerment. This method also
reduces subjective evaluation system in an organization
The (360 degree ) feed back process involves collected perceptions about a persons on the job behavior
and the impact of that behavior from the persons boss or bosses , subordinates , colleagues , fellow
members of project teams , internal and external customers , and suppliers . Other names for 360
degree feed back are multi-rater feed back, multi-source feedback, fullcircle appraisal and group
performance review.
In 360 appraisals ask raters to evaluate different degrees of an individuals skill, competencies, attitudes
and values,
It enlists superiors, peers, subordinates, suppliers and customers in providing individuals with feedback
on different aspects to their performance.
The types of feedback instrument available include; PeerPeer Feedback: Questionnaires and action
plan meeting for leadership and work team , project teams and cross-functional teams to encourage
open dialogue and individual accountability for team performance.
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Upward Feedback: Questionnaire, individual feedback and management coaching, action planning, team
meetings to align manager and team behaviors.
System-Wide 360: Multiple levels of 360 degree interventions, resuting in diagnostic themes and high
leverage opportunities for continuous improvement.360 Degree Individual Feedback: Questionnaire,
individual feedback and coaching for personal and professional development
3.Assessment Centre Method
4.Human Asset Accounting Method
5. Behaviourally Anchored Rating Scales (BARS)
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Managerial Appraisal Review Form
Appraisal Period: Form To:
1. Personal Data:
Name: Designation Grade:
Personal Id No. Department: Division:
Date of Birth
Academic Qualifications Year of Experience
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Personal Qualifications In Present Organization:
Professional Membership: Outside Present Organization:
Date of Retirement: Date of Last Promotion
ii. Appraisal
ii. A. Important Points :
1. Assess the employee on his performance in his present position only
2. Try not to allow personal prejudices to influence your appraisal. This rating should be as objectives as
possible.
3. Assess the rate on his performance duing the whole year. Do not allow isolated incidents or recent
instances to bias your assessment.
4. Assesses each factor independently. Uninfluenced by the rating on the other factors.
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5. Assess the rate on all factors.
6. The rater and reviewer must initial in ink in the box against the most appropriate rating in cash case.
7. All entries in this form should be handwritten in legible condition.
ii.B. General Performance Factors:
Factors Rater Reviewer Degree
1. Knowledge of the Job
All round knowledge of the job including concepts and techniques required and their application ,Know-
how of the latest trends , development , and innovations in the field of work Excellent Exceptional
mastery of all phases of work. Has upto date knowledge of his field
Good Through knowledge of job
Satisfactory Adequate knowledge of job for the position he is occupying
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Unsatisfactory Poor knowledge of his job
2. Planning of Work
Excellent Highly effective in setting of goals and their prioritization. Anticipates problems and take
corrective
Good Effective in meeting tough deadlines most of the time
Satisfactory Usually effective in meeting routine schedules
Unsatisfactory Is indifferent to planning and cannot meet deadline
3. Abilities to Achieve Results Excellent Highly effective in organizing resources and getting extra
ordinary results
Good Achieves superior results and is able to withstand work pressures and crises
Satisfactory Achieves normal results expected of him through good organization and follow-up
Unsatisfactory Does not use available resources , does not achieve expected results
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4. Sense of Responsibility Excellent Very high sense of responsibility , can handle assignments
independently ,display displays rare initiative and drive
Good Is willing to shoulder greater responsibility than the job demands , displays considerable initiative.
Satisfactory Taskes on responsibilities of his job and copes with routine problems. Takes routine
decision
Unsatisfactory Does assigned tasks reluctantly , requires constant direction and supervision
5. Maintaining Discipline Excellent Maintains high standards or organizational discipline and sets
personal example to his ment
Good Achieves above average standards of discipline safety and housekeeping is committed to
decisions of superiors
Satisfactory Meets and maintains expected standards of discipline and punctuality.
Unsatisfactory Is not punctual and is noted for unscheduled absences , talks loosely about superiors
6. Getting along with people Excellent Has a marked ability for fruitful interaction with people
Good Is highly effective in understanding , relating and communicating with people
Satisfactory Has the ability to communicate with people and influence them to perform better
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Unsatisfactory Finds it difficult to relate with bosses , peers or subordinates
7. Teamwork and Cooperation
Excellent
Highly productive and successful in working with colleagues and peers
Good Positive participation and integration with team
Satisfactory Adequate commitment and contribution to team efforts Notable peer collaboration
Unsatisfactory Does not function as a team member. Tends to disrupt rather than contribute to team
efforts
8. Approach to problem solving Excellent Is extremely resourceful and solves problems
Good Is flexible in approach and successful in finding solutions to many unusual problems
Satisfactory Able to find solutions to routine problems : is receptive to new ideas
Unsatisfactory Is upset when problems come. Fails to solve them
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iii.A. Training Plans:
Please tick below selectively, the type of training courses, which you think will help to improve the
ratees performance.
1. Technical (Please specify the area)
2. Functional (Please specify the area)
3. Computers
4. Management Training.
a. General Management Program
b. Total Quality Management
c. Problem Solving Skills
d. Communication Skills
e. Leadership Skills
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f. Inter-personal /Behavioral Skills
g. Value Engineering
5. Any other (Please Specify)
ii.B. Development Plans:
What are you plans to develop the rate? (Special Assignment, increased responsibilities etc)
I have seen my performance appraisal for the year ------ and it has been discussed with me with respect
to my performance and development plans.
Date :. Signature of the Ratee
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Conclusion
Performance Appraisal includes analysis, review or evaluation of performance or behavior analysis of an
employee. Performance appraisal helps in understanding the attributes and behaviors of employees. it
is necessary for motivation , communication, strengthen superiorsubordinate relationship, target
fixing , work planning , and for improving the overall performance of the organization. A performance
appraisal system tries to serve various purposes and attain a number of objectives. The major objectives
of a performance appraisal system may be classified as remedial, development, innovative and
motivational. Performance appraisal helps in identifying training and developments needs, ensure
placement and promotion. Innovative objectives are for discovering ways to deal with a new job and
also to identify and develop better ways for existing jobs. Motivational objectives are for rewards,motivation, effective communication, and also for better interpersonal relations.
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Analysis of Account Holder for a particular private commercial bank: A Case Study of Mercantile Bank
Limited.
Preface
Every bank deals with various types of customer. Customer is the backbone of the bank. Generally two
types of customers are doing their banking activates. One is a depositor and another is a borrower. On
the basis of depositors some one treated, as valued clients and remaining are general customer.
Our major focus is on the borrower that is who are taking loan and advances from the bank. When a
bank provide loans to the prospective customer then the following factors considered:
Character
Capacity
Cash
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Collateral
Conditions
Control
Is the Borrower Creditworthy and how know that?
The question must be dealt with before any other is whether or not the customer can service the loan-
that is, pay out the credit when due, with a comfortable margin for error. This usually involves a detailed
study of six aspects of the loan application: -
Character (well defined purpose for loan request and a serious intention to repay),
Capacity (proper authority to request for the loan and legal standing to sign a loan agreement),
Cash (ability to generate enough cash, in the form of cash flow),
Collateral (enough quality assets to provide adequate support for the loan),
Conditions (aware borrowers line of work and also economic conditions), and
Control. All must be satisfactory for the loan to be a good one from the lenders point of view.
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