Performance
Appraisal System
of
Bank Asia Ltd.
2
Prepared For
Md. Arafater Rahman Bhuiyan
Assistant Professor & Chairman,
Dept. of Management
BUBT
3
Prepared By
Name
ID
Intake
NJ Madam Sweety
09103101001
22nd
Sheikh Mohammad Farshid
09103101012
22nd
Rashad bin Azim
09103101021
22nd
Afruza Sultana
10112101495
24th
Susmita Nandi
09102101227
21st
4
Bank Asia Limited is a scheduled commercial bank in the
private sector established under the Banking Company
Act 1991 and integrated in Bangladesh as a public limited
company under the Companies Act 1994, on September
28, 1999. Bank Asia Limited is a new entrant in the
private banking set-up of Bangladesh. The bank started
its journey on November 27, 1999 when the Honorable
Prime Minister, Sheikh Hasina open Bank Asia's
corporate office at Rangs Bhaban, on the Old Airport
road. Bank Asia has been launched by a group of
successful entrepreneurs with recognized standing in the
society. The initial paid up capital of the Bank is over Tk.
218.00 million. The management of the Bank consists of a
team led by senior bankers with vast experience in
national and international markets.
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It set milestone by acquiring the business
operations of the Bank of Nova Scotia in
Dhaka, first in the banking history of
Bangladesh. It again repeated the performance
by acquiring the Bangladesh operations of
Muslim Commercial Bank Ltd. (MCB), a
Pakistani bank.
In the year 2003 the Bank again came to the
limelight with oversubscription of the Initial
Public Offering of the shares of the Bank,
which was a record (55 times) in our capital
market's history and its shares commands
respectable premium.
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
Bank Asia Limited started its service with a
vision to serve people with modern and
innovative banking products and services at
affordable charge. Being parallel to the cutting
edge technology the Bank is offering online
banking with added delivery channels like
ATM, Tele-banking, SMS and Net Banking.
And as part of the bank's commitment to
provide all modern and value added banking
service in keeping with the very best standard
in a globalized world.
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Highly personalized service
Customer driven focus
Total commitment to quality
Outstanding products
Contribute in the economy
Commitment to its clients at each level
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To assist in bringing high quality of service to
customers and to participate in the growth and
expansion of our national economy.
To set high standards of integrity and bring
total satisfaction to clients, shareholders and
employees.
To become the most required bank in the
country, rendering technology driven.
Innovative services by dedicated team of
professionals.
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
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Bank Asia’s vision is to have a poverty free
Bangladesh in course of a generation in the
new millennium, reflecting the national dream.
The vision is to build a society where human
dignity and human rights receive the highest
consideration along with reduction of poverty.
Corporate slogan of Bank Asia Ltd. Is:
“For a better tomorrow”
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Product & service
Schemes
Special Features
Mobile Banking
Bonus Savings Schemes
Corporate banking
ATM Services
Deposit Pension Scheme
Loan Syndication
Credit Card
Double Benefit Plus
Real- time online
Banking
Internet Banking
Triple benefit Plus
SMS Banking
Monthly benefit Plus
Foreign Currency
Account
Coverage Loan
Poverty improvement
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To manage and operate the bank in the most
efficient manner to enhance financial performance
and to control cost of fund.
To strive for customer satisfaction through quality
and control and delivery of timely services.
To identify customers credits and other banking
needs and monitor their perceptions towards our
performance in meeting these requirements.
To review and update policies, procedure and
practices to enhance the ability to expand better
services to customers.
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To train and develop all employees and
provide them adequate resources so that
customers needs can be responsibly addressed.
To promote organizational effectiveness by
openly communicating company plans,
policies, practices and procedures to all
employees in a timely fashion.
To cultivate a working environment that
fosters motivation for improved performance.
To increase direct contact with customers in
order to cultivate a closure relation between the
bank and its customers.
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Recruitment and Placement
Training and Development
Asserting Smooth Workflow in the Organization
Performance Appraisal System.
Supervise the Employees
Offer Attracting Compensation and Benefit Packages
Maintain the Daily Attendance
Provide Intrinsic Benefit
Review the Salary Structure
Review and Propose the upcoming Budget
Perform the Administrative Activities for Smooth
Functioning
Create a Good Working Environment
Implement the Disciplinary Action and so on.
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The Structure of HR Department in
Bank Asia Ltd.
Vice President- HR
AVP/Director
of Recruitment
&
Employment
AVP/Director of
Compensation &
Benefits
AVP/Director
of Training
&
Development
AVP/Direct
Or
Employee
Relation
AVP/Director
Labor
Relation
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Grievance
Management
Promotion
Compensation
&
Benefits
Human
Resource
Planning
HRM
Process
Recruitment
&
Selection
Training
&
Development
Performance
Appraisal
16
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
Management can be defined as Organization &
coordination of the activities of an enterprise in
accordance with certain policies & in
achievement of clearly defined objectives.
Management is often included as a factor of
production along with machines, materials &
money.
Human Resource Management is the set of
organizational activities directed at attracting,
developing and maintaining an effective work
force.
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1)
2)
3)
4)
5)
6)
7)
8)
9)
Strategy
Compensation
Safety
Liability
Training & development
Employee Satisfaction
Recruitment
Selection
Compliance
Functions:
1) Acquisition Function
2) Training & development
3) Motivation
4) Maintenance
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1. Treat People with respect & dignity.
2. Treat people as adults.
3. Deal with people as complete individuals.
4. Treat employees with justice.
5. Provide people with opportunities for growth &
development.
6. Make people feelings that they are important.
7. Reward should be earned, not given.
8. Do not underestimate the potentials of people.
9. Supply people with all relevant information.
10. To maintain proper communication.
11. To create a sense of belongingness.
12. Proper use of potentiality.
13. Marinating a labor between stability & flexibility.
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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.
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Performance appraisal system (PAS) is the tool
for measuring the performance of an
individual and identifies the gaps and plan
future development in order to enable a better
performance between the jobs and the
incumbent.
Performance appraisal system is quite
structured that it can measure of assess both
goal (What) and the management competencies
(How).
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
The BAL follows both rating and descriptive systems for the
performance appraisal. Although, the appraisal system is
non-participative, the employees are annually assessed by a
joint consultation with their immediate supervisors and
departmental heads. Rating is mainly done on the following
factors:=>Knowledge of work
=>Accuracy and Reliability
=> Speed
=> General Intelligence
=> Sense of Responsibility and Duty
=> Diligence
=> Initiative and Self confidence
=> Readiness to work for and with others.
=> Indication key job responsibilities/ Targets/ Work
plan of the employee for the year.
=> Performance on the Job
=> Knowledge Level
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
Performance appraisal process is conducted by
the HR Division. So the policy is also made by
the Human Resources Division to conduct this
process smoothly and clearly. There are many
facilities and incentives are provided to the
employees of the bank and these are
considered as the appraisal policy.
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Employee compensation refers or all forms of
pay or rewards going to employees and arising
from their employment. Thus compensation
means what employee receives in exchange for
their work.
Benefits are indirect financial payments given
to employees. They may include health and life
insurance, vacation, pension, education plans,
and discounts on company products, or
instance.
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House Rent
Leave with Pay (staff)
Children’s education facility
Home furnishing allowances
House loan
Sick leave
Materiality leave
Ordinary leave
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Promotion is defined as a movement to a
position in which responsibilities and prestige
are increased. This is basically done based on
the extraordinary performances of the
employees who deserve to promote his/her
current rank in a better position in the
organization. Promotion satisfies the needs of
human beings in the organization. Since the
promotion depends upon capabilities and good
performance, people will try for that if the
venues for promotion exit.
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Following are the objectives of promotion
Reward of good employee.
Recognition of outstanding achievements.
Meet the career objective of an employee.
Attract and retain right talents in the
organization.
Improve morale, motivation and, job
satisfaction of employees.
Empowerment of employees through
competence, interest and commitment.
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Promotion policy is the guidelines of promoting
employees within the organization. Policy varies
with organization.
Some criteria requiring policy of promotion are
given below:
Length of service
Weight age on seniority
Procedure for promotion.
Responsibility allocation to department to initiate
and handle cases of promotion.
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Criteria
Points
ACR
40
Academic Qualification
45
Banking Diploma Certificate
05
Training Received
05
Length of Service
05
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Points
ACR
Academic Qualification
Banking Diploma
Certificate
Training Received
Length of service
30

Frequency
Gender
Gender
Frequency
Percent
Valid
Percent
Cumulative
Percent
Male
11
73.3
73.3
73.3
Female
4
26.7
26.7
100.0
Total
15
100.0
100.0
100.0
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Gender
Male
Female
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
Frequency
Practices of formal performance appraisal
system in Bank Asia Ltd.
Valid
Frequency
Percent
Valid
Percent
Cumulative
Percent
Yes
15
100.0
100.0
100.0
33
120
100
80
Frequency
Percent
60
Valid Percent
Cumulative Percnt
40
20
0
Yes
34

Frequency
Employee point of view of Performance Appraisal
Valid
Frequency
Percent
Valid
Percent
Cumulative
Percent
Yes
15
100.0
100.0
100.0
35
120
100
80
Frequency
Percent
60
Valid Percent
40
Cumulative Frequency
20
0
Yes
36

Frequency
Assessment of Employee Performance
Valid
Frequency
Percent
Valid
Percent
Cumulative
frequency
Yes
13
86.7
86.7
86.7
No
2
13.3
13.3
100.0
Total
15
100.0
100.0
37
120
100
80
Frequency
Percent
60
Valid Percent
Cumulative Frequency
40
20
0
Yes
No
Total
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Frequency
Impact on Performance Appraisal on Employees.
Valid
Frequency
Percent
Valid
Percent
Cumulative
Frequency
Strongly
Agree
3
20.0
20.0
20.0
Agree
11
73.3
73.3
93.3
Moderate
1
6.7
6.7
100.0
Total
15
100.0
100.0
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450
400
350
300
250
Frequency
200
Percent
Valid Percent
150
Cumulative Percent
100
50
0
Strongly
Agree
Agree Moderate
Total
40
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Frequency
Performance Appraisal System Vs. Expectation
Valid
Frequency
Percent
Valid
Percent
Cumulative
Frequency
Sometimes
10
66.7
66.7
66.7
Often
5
33.3
33.3
100
Total
15
100.0
100.0
41
120
100
80
Frequency
Percent
60
Valid Percent
40
Cumulative Frequency
20
0
Sometimes
Often
Total
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
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Employee’s perception about PAS is very positive in BAL.
The appraisal system facilitates growth & learning of employees and it
moderately distinguishes performers and non performers in the
organization.
Existing PAS helps the management to identify potentiality of the
employees.
The PAS criteria are well communicated with all stakeholders related
with PAS.
No training facilities for ground level employees.
It’s difficult to understand PAS for some of the employees.
Miss match between employee’s expectation and current PAS practicing
in BAL.
Confusing and conflicting aspect of PAS creating miscommunication
among management level to various levels of employees.
Majority of the employees are not significantly satisfying about the
current PAS.
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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.
Training facilities should be given to all level of employees
Evaluation result should be disclosed to all the employees.
Promotion should be based on performance rather than
seniority or other.
The aims and Objectives of performance appraisal need to
be well communicated from top level to bottom level
management.
Monetary incentive should be improve.
HRD need to be more modernized and resourceful for
conducting performance appraisal.
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
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Banking industry is to be expected for a country.
Bank mobilizes savings helps the operation of
trade and business, participates in the economic
development activities and so on. Banking
evolution happens to keep pace with the advanced
stage in social development.
The bank should care again in manpower and its
capital to use these in such a way that will produce
a maximum output in future and motivated the
client and investor for deposit and investment. The
bank should take care to reduce unnecessary
expenses. If the bank keeps its expenses at
satisfactory level it produces a maximum output in
future.
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