Performance Appraisal has been defined as a systematic appraisal of an employee by his/her supervising officer who is conversant with the employee’s job performance-S.A.Huq
Performance Appraisal process can serve as an effective tool for the following :
4)Guide to job changes.
Every Organization ,big or small, proprietary or corporate needs to have an organized, efficient and motivated work force to carry out the business objectives. Whether such a work force is present in the organization can only be found by means of a good appraisal system. A formal and periodic appraisal system encourages. Supervisors to observe the behavior of their subordinates. This enables supervisors to monitor the efficiency, behavioral peculiarities and aptitude of workers ,which in turn helps the top management to locate their best workers. Effective performance appraisal should also recognize the legitimate desire of employees for progress in their professions ,as the appraisal leads to decisions on promotion, transfer, lay offs and discharge. On the other hand, the appraisal system itself needs to be neutral and objective in its monitoring so that bias & prejudice of the appraiser does not colour the evaluation process.
GP is a joint venture multinational company dealing with cellular mobile phone service provider in Bangladesh since 1996.Currently GP has 4872 staffs. The role of HR of GP is integrated in line with the vision, mission and BP of the company which is “To be the most preferred GSM Cellular service provider of Bangladesh by way of developing its people, products & services and meeting the needs of the stakeholders of the company.”
Importance of the Study:
Performance Appraisal (PA) is an important management tool and a superior motivation weapon. Through PA technique a company can discover the real diamond of the organization and polish them to the drizzling brilliance. PA also enable and organization to strike a workable balance between the company’s need for feedback and motivation.
The vital role that GP plays in the economy can be carried out only with the help of an organized, efficient and motivated work force. The study being proposed aims at evaluating the performance which will hopefully point out the strength and weakness of the system of appraising merit and performance of the staff members.
This will, in turn, help the management to design a better appraisal system to improve Human Resource Management in the Grameen Phone Bangladesh.
As a manager ,an important part of his/her job is to motivate and encourage the employees to be productive contributors .Performance appraisal system is a powerful tool to assist the managers .By approaching performance appraisal as an on going process ,manager will be able to:
• Increase communication with subordinates,
• Establish clear expectation,
• Reinforce good performance,
• Improve unsatisfactory performance of the employee,
• Identify special talents,
• Guide in planning the employees further needs and
• Foster a spirit of co-operation and team work.
Performance appraisal system is also helpful to the individual employees in the following manner:
• Helps to develop individual ,
• Increase motivation and job satisfaction,
• Creates an environment for the employee to talk with supervisor about job related problem, interest etc.
Objectives of the study :
Any research and field study has some objectives. This field of study on “Performance Appraisal System’’ in Grameen phone in Bangladesh also has some definite objective apart from being a requirement for the Post Graduate Diploma in Personnel Management under Bangladesh Institute of Management .Therefore, the general and specific objectives may be laid down as below:
a) Major Objectives:
The overall objective of the study is to find out the strength and weakness of the performance appraisal system & put suggestions and recommendations to make the system more effective, so that it can contribute to HRD process of the company.
b) Specific Objectives:
*To be acquainted with and acquire Practical knowledge regarding PA system of an organization.
*To relate theoretical knowledge of PA with practical implication .
*Determining training need for further improvement in performance.
*To review and analyze the existing PA system of the organization.
*To determine the acceptability and reliability of the PA system.
*To assess the factors which influence the PA system .
*To recommend measures to improve the system .
Scope of the study:
GP (Bangladesh) Ltd is service oriented company offering finest quality Mobile Telephone facilities in Bangladesh. There are about 4872 employees in various department of this organization .The organization has well defined marketing policy, well defined pay system and also follow standard recruitment, selection and training and an existing Performance Appraisal System .The effort of this study was to review and more effective Performance Appraisal System for GP.
List of Variables:
Variables that should be taken to review the appraisal system are as follows:
i) Clarity of standard.
ii) Hallo effect of the appraisal system.
iii) Central tendency of the supervisor when filling in rating scales.
iv) Leniency or strictness of the supervisor when rating their staff and
v) Business of the appraisal system.
Methodology of the study :
The methodology for collection of information relating to the study was collected from both primary and secondary sources. Primary data was collected from the selected respondents .The respondents were both appraiser and appraises .Questionnaire and interview method were used to obtain data from primary source. To collect primary data a structured and questionnaire were developed with the consent of the guide.
The study includes a sample size of 41 numbers, randomly selected from over 4500 employees of GP Bangladesh. While choosing the sample size ,due consideration was given to respondent’s grade level ,location sex etc.The respondents covers from both appraisers, appraisee groups .A table is constructed to represent the respondent’s characteristics. The respondents are selected based on the percentage of the number of staff in each grade so as to ensure representative ness of the population.
The questions were designed in such a way so that every elements of the performance appraisal system can be covered by it. The respondents recorded their response along a scale of 2-4 categories of responses having some open ended questions.
The secondary sources include unstructured interview with senior staff ,review of reports .Staff all senior level have been asked several open-ended questions on various aspects of the performance appraisal system to know about their view points on the system. Their suggestions have been sought to know the means how the system can be better formalized in all offices.
Performance Appraisal – A theoretical background
People have the capacity to go either way – toward growth or toward stagnation. The design of the system in which they work can significantly influence which way they go and how far,
– Chris Argyris
Employees are more likely to be successful performers when they clearly understand their assignments, know what level of performance is considered acceptable, and receive consistent feedback. Evaluation of an employee’s performance is not just a once-a-year activity done by a supervisor to an employee. It is an ongoing process that involves information from coworkers, customers, the supervisor and even “the employee. The employee is just as responsible for his or her successful performance and evaluation as the supervisor. A formal performance appraisal is an important opportunity to summarize the informal evaluations of the employee’s performance over a longer period of time.
Clark Lambert define performance appraisal in “ Field Sales Performance Appraisal as:
Performance Appraisal is a complete integrated management system, involving periodic planned discussion between two people, with the primary objective of comparing present performance against predetermined goals, coaching and counseling in areas requiring corrective action, to improve overall performance for the benefit of both the employee and the total organization.
Purpose and Use:
Main purpose and uses of performance appraisal are as follows:
01. Appraisals are an aid ‘to creating and maintaining a satisfactory level of performance by employees on their present job.
02. The appraisal may highlight needs and opportunities for growth and
development of the person.
03. A formal and periodic appraisal encourages supervisors to observe the behavior of their subordinates.
04.An appraisals aids decision making for promotion, transfer, layoffs and discharge.
05. Many organizations relate the size and frequency of pay increases to the rating assigned to the employee in the performance appraisal.
06. Validating personnel programs.
Aims of performance appraisal system:
*To increase mutual understanding of performance requirements.
*To note and recognize achievements
*To note and analyze any problem meeting requirements.
*To provide the opportunity to discuss aspirations and concerns
out career prospects and the present job.
*To define or redefine future objective.
*To agree self- development and training needs.
Benefits of a successful appraisal system can be summed up as follows:
For the organization:
01.Improved performance throughout the organization due to:
-more effective communication of the organization’s objectives and aloes;
-increased sense of cohesiveness and loyalty;
-improved relationships between managers and staff;
-managers who are better equipped to use their leadership skills and to motivate and develop their staff.
02. Improved overview of the tasks performed by each member of the staff.
03. Identification of ideas for improvement.
04. Expectations and long term view can be developed.
05. Training and development needs identified more clearly.
06. A culture of continuous improvement and success can be created and
07. People with potential can be identified and career development plans formulated to cater for future staff requirements.
08. The message is conveyed that people are valued.
For the appraiser:
01. The opportunity to develop an overview of individual jobs and complete departments.
02. Identification of ideas for improvements.
03. Increased job satisfaction.
04. Increased sense of personal value.
05. The opportunity to link team and individual objectives and targets with departmental and organizational objectives.
06. The opportunity to clarify expectations of the contribution the manager expects from team and individuals.
07. The opportunity to re-priorities targets.
08. A means of forming a more productive relationship with staff based on mutual trust and understanding.
For the appraisee:
01. Increased motivation.
02. Increased job satisfaction.
03. Increased sense of personal value.
04. A clear understanding of what is expected and what needs to be done to meet expectation.
05. The opportunity to discuss work problems and how they can be overcome.
06. The opportunity to discuss aspirations and any guidance, support or training needed to fulfill these aspirations.
07. Improved working relationships with manager.
Types of performance appraisal:
All employees are appraised on their job performance in some manner or another. In general it can be said that the choice lies among three possible approaches:
i) A Casual, unsystematic and often haphazard appraisal.
ii) The traditional and highly systematic measurement of a) employee
Characteristics b) employee contribution or c) both.
iii) Mutual goal setting through an Management by Objective program (MBO).
iii) Result Oriented Appraisal (MBO):
A latest development in the area of performance appraisal method is Management by result. Result oriented appraisal is consistent with the psychological principle that people work better when they have definite goals by providing feedback, it helps subordinates to know where they have definite goals by providing feedback, it helps subordinates to know where they stand and thus enhance learning. This approach gives the subordinate an opportunity to make his own evaluation of the operating results, when he/she is discussing results, he is actually appraising himself and probably gaining some insight on I10w he might improve his/her own attitudes, methods of behavior.
Limitation of the performance appraisal:
Traditional performance appraisal system has following limitation:
a) Halo effect: The halo effect is the tendency of most raters to let the rating they assign to one characteristic excisable influencing their rating on their subsequent.
b) General tendency: Most commonly found, this error is evidenced when rater makes all or almost all personnel as average.
c) Constant error:
Some raters have a tendency to be liberal in their rating, that is they assign consistently high value or score to their people. In the other hand some have the tendency to consistently low rating.
d) Miscellaneous bias:
i)Length of service
ii) Race, Religion and nationality
In result oriented performance appraisal system the following limitations are commonly found:
a) The theory that the subordinate sets goal by himself or jointly with the boss may be in practice turn out to be illusory. If all depends on whether the non-directive approach which is required for goal setting by the subordinate is consist with the boss ordinary management style.
b) There is always the possibility that the subordinate may set
his targets up low or rate himself too high..
c)Over emphasize on measurable factors may also encourage the covering up of poor performance, actual falsification of date or the setting low goals.
Basic consideration in appraisal
When a rater evaluates someone, he tends to think in terms of what kind of person he is and what he has done. Thus appraisal plans require the rater to rate or score the employee on his potential traits and characteristics and on his contributions. Determination of the former is rather subjective, since different rater may appraise the same individual differently. Employee contributions what a man actually accomplishes on the job – can be more objectively ascertained. For many jobs the quantity of work produced is readily measurable, and it serve as an excellent gauge of the employee’s performance. Such measures are available for a high proportion or direct labor jobs in industry. On the other hand, it is very difficult to measure the output of a receptionist, an engineer, a maintenance man or a public relation officer.
It might be readily conceded that an employer is primarily interested in assassins his employees’ performance (that is, contribution), and therefore these factors should be counted more heavily. However, it is also apparent that such persof1 traits as cooperatives, dependability, attitude, initiative and ability to get along with others have a bearing upon the employee’s value to the organization .These characteristics affects a person’s relation with his boss and with his co-workers, and they influence his effectiveness on the job.
Review of the existing Grameen Phone Mobile Telephone Company Performance Appraisal System
In Bangladesh there are currently five mobile operators: Grameen Phone (stable 63% market share), Aktel, Banglalink, CityCell and Tele Talk. Warid is expected to launch its service soon. From the market share point of view it is clearly visible that Grameen phone is leading today. With the right kind of the efforts from their extremely dedicated work force, they not only can keep their beloved Grameen phone in the position of market leader but also can place it in a better position. Grameen phone is the biggest private telecommunication organization employing as many as 4872 employees. It is a matter of considerable interest to find out how the safety of such a large number of employees are assessed (especially Technical Division) and whether the safety management system in force meets modern management needs.
Performance Appraisal System is defined as a proper process of planning, organizing, monitoring, appraising, guiding, rewarding an individual employee’s performance by using standard tools. This is a formal management process being conducted through participatory manner. The system does not merely represent an annual event rather it represents a proper process viewed) the standpoint of total perspective. The essence of performance system is that the employees perform to the best of their abilities to attain individual and organizational goals and objectives.
In many organizations, a significant number of supervisors appraise employee’s performance at the end of a performance year virtually doing nothing throughout the entire calendar year but performance appraisal should be treated as one aspect of total Performance Appraisal System. GP views the system as a year round process. There are different components of performance appraisal system namely performance planning, performance monitoring and performance development and annual appraisal, each of those are inter-related and integrated with each another having several sub-components under each of those components.
The system is viewed as a cycle. Performance planning is the starting point of the cycle. Throughout the year, individual employees and manager establish communication system, provide performance feedback, participate in review, sessions as and when required, and in the end finalizes annual appraisal. Both agree to identify developmental needs during appraisal for the next year and once again start with performance planning for the next year and thus the process continues. The elements of the entire system are shown in the next page:
Performance planning is a dialogue between supervisor and supervisee held at the beginning of the performance year i.e. just after the annual performance appraisal of the previous year is ended. The intent is to communicate mutual expectations and establish mutual understanding and accordingly set action plans for the year.
Performance planning is one for the important components of the entire performance appraisal system, and after the completion of the stage successfully the supervisors are able to take care of ongoing monitoring and development subsequently through consistent supervision, coaching and mentoring and regular review discussion with the supervisee.
Performance planning is viewed as the foundation of the performance appraisal system. Because, once this stage is successfully completed, both supervisor and supervisee can proceed to the next stages of performance appraisal system without any conflict. The sub¬components of performance planning are stated below:
Job description lists tasks, responsibilities that an individual has to perform in his or her position. An individual employee’s qualifications and competencies that are required to perform the job are also mentioned in the job description. GP performance appraisal system emphasizes that job description has to be reviewed on regular basis particularly during the period of finalization of work plan. For any type of goal setting through discussion between supervisor and supervisee, job description plays an important role.
Performance Competencies and Practice of Core Values
Supervisors have many expectations from their sub-ordinates and it is performance competencies that provide the basis for standardizing the expectations. The competencies may vary position to position. Competencies highlight knowledge, skills and attitude (KSA) of an individual to perform the job in his/her current level. The quality, quantity and timeliness (QQT) are important aspects of performance competencies.
In GP there are several common performance competencies for the staff at all level, however, for certain non-supervisory level of staff such as staff in grade 1,2 and 3 (Office Helper, Guard, Driver, Assistants etc) performance competencies are slightly different as compared to mid-level to senior level staff. GP attempts to ensure job related performance competencies although it is really a tough task.
For Grade 4 to 9 staff, individual competencies are:
i) Leadership skills ii) Individual Planning Skills iii) Conceptual skills iv) Problem Solving and Decision Making v) Gender Sensitivity v) Works in Team Context vii) Coaching and Feedback skills viii) Verbal and written communication.
For Grade 1 to 3 staff, individual competencies are:
i) Dutifulness ii) Individual planning Skills iii) Conceptual skills iv) Judgments v) Gender Sensitivity vi) Works in Team Context vii) Communication
Practice of Core Values:
Recently, the practice of core values has been incorporated with individual performance competencies section. The employee’s performance on the practice of core values will also be evaluated along with job descriptions an IPO’s. Core values are so important that guide individual staff’s courses of action, behavior in the work place. Core values have practical application with respect to individual job performance.
Individual Operating Plan
Individual Operating plans (IOP) are priories, time-bound and flexible objectives established by an employee that are not currently performed by him/her as a regular job. Based on discussion between supervisor and supervisee, specific IOPs of a year are determined at the beginning of the performance year. Usually, all staff in grade 4 to 9 are required to prepare IOPs. IOPs are determined on the basis of priority objectives, new initiatives or personal developmental targets having a standard format.
The following questions are relevant while preparing IOPs:
a) What I intend to do this year? (Objectives)
b) How will I do it? (activities)
c) What would be the result form the objective being set?(output)
d) When I will do it? (timing)
e) What support do I need? (support)
Most Recent Appraisal
An employee’s most recent appraisal is reviewed prior to determining work plan for the next year. As, the most recent appraisal format highlights an employee’s strong and weak areas, therefore, the review of the same can bring significant insights in regard to setting future plan. In what areas the employee does not have proficiency and what is his or her future potential and how those areas can be addressed are known from recent appraisal. More specifically mentoring, in the “Future Development” areas such as formal/external training,
Formal / internal training, on the job training, cross-visit, additional responsibilities etc. Therefore GP stress the need for reviewing the most recent appraisal prior to setting goals for the next year.
On going Monitoring and Development
This is another important component of Performance Appraisal system that is conducted as and when required throughout the entire calender year through consistent supervision by people managers and regular review sessions and discussion between supervisor and supervisee.
Supervisor sees the pattern of behavior of the subordinates in connection with job performance. How the employee has been performing his or her job is being monitored by a manager. This is a continuous process of observation, follow-up and providing positive feedback to the sub-ordinates.
Coaching and Mentoring
Coaching means active measures GP by a manager to guide and assist employee to solve performance problems, to develop plans and build capability, and thus improve performance of the subordinates. Mentoring is role model and facilities in nature. The mentor describes his or her own experiences to the sub-ordinates to guide them. Through mentoring, a manager encourages and motivates an employee to do better and to remove performance problem.
Regular Review Sessions and Discussion
Whenever deemed necessary, both supervisor and supervisee sit together to reschedule the work plan, revisit lOPs, clarify problems and discuss about potential solutions. From time to time, achieve are reviewed and work plans are revised, if necessary, through discussion between supervisor and supervisee.
In the event any serious performance problem is observed, supervisor invites supervisee in the review discussions to arrive a solution. This is helpful to clarify mutual expectations and to address undesirable pattern of behavior.
Annual Performance Appraisal
There are two types of appraisal format; one for staff in grade 1 to 3 who do not have individual Operating Plan (IOP) and another for staff in grade 4 to 9 whose performance are evaluated with respect to individual Operating Plans. The other two sections are job description and Individual performance competencies and practice of core values.
Weight age System and performance rating:
In order to introduce a more proper and objective approach in the Performance rating, this weight age system has been developed. The relative weight age in each elements of the job description, IOP and performance competencies section vary in order of importance. Both supervisor and supervisee discuss and determine the weight age in each element of these sections and record the same in writing at the initial stage of the performance year.
For almost all the positions, individual weight age between the responsibilities, IOPs and competencies varies. However, if a supervisor feels that for a certain position, weightage in each elements of the responsibilities, IOPs and competencies should remain the same, it is allowed depending on the nature of the position, weightage in each elements of the responsibilities IOPs and competencies should remain the same, it is allowed depending on the nature of the position and in that case that is agreed upon between the supervisor and the supervisee and it is recorded in writing.
There are five types of performance ratings which are discussed below:
Significantly Exceeds Requirements (SER): Outstanding, superior performer, extremely competent and knowledgeable.
Exceeds Requirements (ER): Excellent performance, dependable and competent.
Meets Requirements (MR): Good performance
Calculation of overall rating:
Based on the numeric value being assigned as mentioned above, each of the job element (job responsibility, IOP objective or competency) is given a score which is supported by a brief narration. The score for each element is multiplied by corresponding weight. The sum of these weighted values gives the section-wise overall rating. The section-wise score is then multiplied by each section weight. Thus, the summation of each section wise score gives an overall performance rating.
The linking of performance rating and salary increment is established thereafter.
Mid – term Evaluation
Mid term performance reviews are conducted during December – January, each year. Mid-term review is personal discussion between supervisor and supervisee about employee’s performance. How far the subordinate has performed during the first six months period is evaluated. Before the annual appraisal in May-June, the mid-term review gives an opportunity to review the strengths and weakness and thus the weak areas can be addressed before annual appraisal comes in. However, this is done in an informal manner. The documentation is kept at a minimum level.
The employees are encouraged to draft his or her own evaluation before the review by the supervisor. The employees are asked to apply fair judgment before drafting self evaluation.
The supervisor collects inputs from other staff prior to completing the appraisal format. The peers may be staff within the section /projects or in other departments / projects who has frequent interaction about the employee’s performance. Peers feedback is given due importance before finalization of annual appraisal. The peers and the number are mutually agreed upon both supervisor and supervisee. Peers may send their comments by using a standard format. Peers feedback is one of the strong parts of the performance appraisal system.
The supervisor invites the supervisee in the appraisal interview once the appraisal is reviewed by him. Performance feedback is very important aspect of performance appraisal process. Both supervisor and supervisee share their ideas, provide feedback in a constructive manner to meet objectives and improve performance during appraisal interview. The supervisee is supposed to be conducted in a comfortable setting. The supervisor discussed strong and weak areas of the subordinates citing examples of the specific events during the performance year. Both agree on the future developmental needs and discuss about future plans.
Supervisor’s Implementation of Performance Appraisal process
In the frontal page of the APA format, all appraises will rate their respective supervisor’s ” Implementation of Performance Management Process” by ticking rating in the space of I) performance’ planning ii) Midterm Review iii) Ongoing feedback iv) performance appraisal. This rating will be done at the time whenever the appraisee receives his/her APA but the appraiser’s comments has not yet been completed.
Appraiser’s Supervisor’s comments
The evaluator collects inputs from his/her supervisor before finalizing the appraisal of his/ her subordinates. The evaluator’s supervisor reviews the content of the appraisal and gives overall comments in the” supervisors evaluator” portion.
The employee read his / her appraisal and writes his/her comments in the appropriate section of the APA format. The employee is supposed to provide one-week time by supervisor to review the appraisal format.
Submission to next level and personnel
Once all parties agree and sign the appraisal, it is forwarded to respective project Coordination Unit / General Managers for review and final approval. Thereafter, appraisal is forwarded to next level of authority before sending to personnel department for checking, processing and communicating appraisal outcome to all staff.
Important findings from part C are as follows:
All people managers received performance appraisal training except few and this is one of the essentials of a good performance appraisal system . Obviously, the Human Resources Development and management Department has played a remarkable role in this regard. Another distinguishing feature of the system is that of performance planning i.e. goal setting at the beginning of the performance year through participatory manner.
The appraisal format is completed after giving due consideration on peers feedback for mid to senior level of staff which is another significant characteristics of the system. Some of the respondents think that this feedback system may be implemented for other categories of staff in the organization.
Disregarding immediate supervisor’s opinion, the countersigning authority sometimes tends to influence APA content, even change recommended increments that causes dissatisfaction among supervisor and staff. This is unusual.
Graphical Representation on different components of the PM system
Some of the components of the GP Bangladesh performance appraisal system have been represented graphically. The response scale were not identical for all questions, that is why all of the components the PM system could not be represented in a graph.
Summary of the Interviews
A brief summarization on the above comments show that weightage system, peer evaluation, sharing of APA contents with employees, linking APA with training and development needs, self-evaluation system are strong aspects of GP Bangladesh performance appraisal system. On the contrary, according to the respondents interviewed, there are concerns about the problems of measuring core values and heir inclusion with performance competencies, IOP for non-managerial level staff, and supervisee’s rating on supervisor’s implementation of performance management process. They suggested to simplify the APA formats, limit the IOP for senior level managers, allocating more weight for job responsibilities section of the APA, and to reduce overlapping narrations, etc.
Review of Reports
In order to have a more comprehensive idea about GP-Bangladesh Performance Appraisal System, a large number of reports, forms have been reviewed. It has been observed that although with the passage of time HPJ&I’IJ has changed the system and procedures but almost in every cases a new dimension was added to the previous systems which seemed to be an improvement upon the previous systems. There has been qualitative improvement of the system suitable for staff needs. The changes were made in line with the change in the organizational policies and objectives. Moreover, the guidelines circulated among. staff concerning procedural compliance has been found informative, systematic and orderly, as such respective line managers find those guidelines very useful in completing staff appraisal.
Before 1998, almost all staff would have been recommended for salary, increments based on performance except those who were issued warning letters during the performance year. Moreover, a single step increment would add about 8% basic salary, 2 step 10%. However, presently, the single increment adds only 2 or 3 basic of the salary which is not a significant amount to motivate staff. In 1998, an Increment/bonus quota system) has been introduced, salary increment were given to those whose performance were above adequate level of performance recognizing the standard bell shape curve. In 1998, forced distribution was changed again and it was about 95% of staff received merit increments and 5 % others.
In GP-Bangladesh, performance criteria, rating, increment policy, etc. have been changed on several occasions during the period of 1975-1998. This means that a changing culture has been in place.
Under the present system, the employee’s performance on the job responsibility, individual operating plan, and performance competencies are evaluated. All staff except staff who have been promoted or received warning letter or who did not complete their probationary period are eligible for merit increment depending on performance. In GP- Bangladesh, performance is closely linked to merit increments. However, because of the changes in the system all along, staff find it. difficult to cope with all those changes and as such the procedural compliance about the system could not be ascertained at all times and at all levels.
However, because of the changes in the system all along, staff find it difficult to cope with all those changes and as such the procedural compliance about the system could not be ascertained at all times and at all levels.
Recommendations and Conclusions
In accordance with the responses received from the questionnaire and senior management level staff so far, an effort has been made to analyze data, compile and summarize suggestions made by the respondents along with own comment. The analysis concludes that GP -Bangladesh has standard tools and system with regard to employees’ performance appraisal. However, it appears that there exists concern among GP Bangladesh staff on various aspects of performance appraisal system. A large number of staff has shown concern that although GP -Bangladesh has standard and established policy, framework, procedures etc. on performance Appraisal system, it is not yet explicit how far truly those are reflected in employee’s real life situation. A careful review and attention are essential to focus on some of the key areas for developing and implementing a standard performance appraisal system in the organization.
However, based on respondent’s suggestions, opinion from senior management level staff, as well as from own observation, the following recommendations are made to improve GP Bangladesh Performance appraisal system.
1. All-out efforts must be taken to enhance the level of understanding about the system at all level of staff particularly mid/lower level staff. This is a huge task no doubt but HRD&M can ensure this. by delegating to Managers, trainers group followed by an effective follow-up and monitoring system. The need for ensuring supervisor’s accountability in clarifying specific details of the system to staff is not exaggerated (reference section 4.14)
2. Make performance criteria job related for all positions (reference 4.8 )
3. The job -responsibility section should be given more weight age (ref 4.9)
4. APA format needs to be simplified by eliminating overlapping or repeated narration.
S. Review further to determine whether IOP can really be made realistic
for junior level of staff in the mission. Establish an effective follow up and monitoring system to assess staff comply lance with the system.
7. Educate staff on core values. Work out further on the practice of core values so as to know the ways and means of measurability of those core values and clarifying indicators of core values to all staff. Respondents expressed their confusion on core values particularly about their inclusion with the competency section since those core values have already been reflected somehow in other sections of the APA.
8. Link training and developmental needs of the staff in a precise and well
defined manner based on APA.
9. The system should be made more acceptable, valid and The tools used must be able to measure employee’s performance. Further study may be undertaken to assess acceptability, reliability of the system.
GP-Bangladesh has a good performance appraisal system in the country office. Sharing of appraisal contents with the staff, communication of mutual expectations between supervisor and supervises, weight age system, pears feedback, linking of planning through discussion at the initial stage of the performance year and mid-term performance review, periodic review sessions are the most Significant characteristics of the GP- Bangladesh Performance Appraisal System. On the other hand, a moderate to poor level of understanding among mid to junior level staff about the total system, detailed and repetitive narration in the APA form, inclusion of IOP for junior officers, inclusion of core values with the competencies section without educating them about it, quota system (forced choice distribution), inadequate monitoring and inadequate time allocation for the appraisal interview are the significant drawbacks of the system.
There are rums for further attention on these elements of the performance Appraisal system.
It is difficult to draw a conclusion from the study about the reliability arid validity of the system. The reliability and validity of performance management system largely depend on the unique tools and performance standards, job related performance criteria, consistent approaches that need to be reviewed further by GP management.
The present study was undertaken in a brief period to fulfill a specific need. Moreover, the sample size chosen was a small one compared to the total population of over 4872 GP Bangladesh staff. In order to make it more comprehensive and representative, a study with larger sample size and properly developed tools may be undertaken.
The study, in its limited scope, has derived significant findings on various aspects of the GP-Bangladesh performance management system. Once the identified shortfalls of the system are properly addressed by way of making the system more transparent, the purposes of the performance appraisal system will be achieved and thus the employees, the organization, at large, will be benefited from the system.
Questionnaire on GP Bangladesh Limited Performance Appraisal System:
(Please put a tick mark on the appropriate box or boxes in support of your answer. Kindly be honest and open about your answer .The findings from the questionnaire will be used for academic/research purpose only)
1. Do you have an annual performance appraisal system in your organization ?
2. Do you think a systematic performance appraisal is an essential need for an organization?
3. Do you think that the objectives, importance and policy of performance appraisal system are communicated to all employees?
4. Do you have the same appraisal system both for the supervisor and staff?
5. Does your organization have any training programme for the raters ?
6. Does the increment in pay depend upon the result of performance appraisal review every year?
7. Does the annual increment of pay , promotion or transfer depend upon the result of performance appraisal review of every year?
8. .Do you think that your present performance appraisal system helps to increase the ability and morale of employee to employer to make their service more worthy?
9. Do you have a system of pre-evaluation interview in your organization by which the result of performance appraisal review is explained to the related employees?
10. Is your superior officer often friendly and helpful in performing your task?
11. Does the performance appraisal review influence your performance?
12. Are you always careful to try to improve your won rating?
13. Do you have the tendency to consciously over-rate or under-rate the performance of your subordinates?
14. Do you usually get any praise or recognition for your outstanding performance?
15. Does your boss offer friendly and helpful criticism?
16. Do you think that your potentially can be fully utilized by the present appraisal system?
17. Does your performance appraisal have any incentive programme followed by any satisfactory performance? Yes No
!8.Does the performance appraisal system of your organization create any confusion amongst the employees?
19. Have you ever heard any complaint about your rating on performance evaluation?
20. Is the performance appraisal system of your organization criticized for the biasness of the raters?
21. Is the performance appraisal system influenced by a man’s job?(E .g .a man is highly rated just because of his position)?
22. Do you think that the present performance appraisal system is appropriate for the activities and structure of the organization?
23. Are you satisfied with the method of present performance appraisal?
24. Is there any CBA in your organization?
25. Does CBA have any influence on the result of performance evaluation?
26. Do you think that the organization could properly evaluate your performance through this appraisal system?
27. How do you rate the existing evaluation system in your organization?
28. Do you think that the appraisal system could be made more accurate?
29 Do you have any suggestion which could improve the evaluation system of employees of your organization? Please State
30.Do you have any suggestion ,which could improve the evaluation system of employees of your organization? Please State: