Executive Summary

The word Business refers to the activities that deal with Human Resource Management. A
business organization sells products or provides services to its customers for collecting
revenue that exceeds the cost of goods sold. Every business organization goes through
important process of HR activities. This report focuses on the application of the theories and
concepts of HR activities. I have focused overall HR activities of Kazal Brothers Ltd through
the report. However, I emphasize more on Performance Appraisal System. Objective for
choosing the Performance Management as my main topic for my Term Paper because it is the
process of evaluating an employees work behaviors by measuring established standards,
records of the results, and communicates them to employee. Additionally, Performance
Management is very important for any company to give promotion to their employees and
also measuring their performances. Thats how a company can evaluate all employees work
behavior

and

performance

that

leads

the

company

to

their

further

progress.

INTRODUCTION:
In todays world, education is the tool to understand the real world and apply knowledge for
the betterment of the society as well as business. From education the theoretical knowledge is
obtained from courses of study, which is only the half way of the subject matter. Practical
knowledge has no alternative. The perfect coordination between theory and practice is more
importance in the context of the modern business world in order to resolve the dichotomy
between these two areas. Therefore, an opportunity is offered by the Department of Business
Administration, Atish Dipankar University of Science & Technology (ADUST), for its MBA
degree holders. And an assignment is required to be prepared to summarize the students
analysis, findings and achieved knowledge from this program.
So, this assignment is a basic academic requirement for the completion of MBA Program
in major area of Human Resource management under the Department of Business
Administration of ADUST. The report titled HR Activities and Performance Management
System of Kazal Brothers Ltd is based on the study done in the assignment at the Kazal
Brothers Ltd, 37, Banglabazar, Dhaka-1100.

OBJECTIVES OF THE REPORT

The report has been undertaken to assess the HR activities and Performance Management
practices of Kazal Brothers Ltd. with the prime focus at formulation of strategies and tactics
and how it contributes to them

a) Broad Objective
Broad objective is to identify and understand the implementation of HR activities and
Performance management system in Kazal Brothers Ltd.

b) Specific Objectives
a. Determine the method of Performance Management system in Kazal Brothers
Ltd.
b. Understand the effectiveness of their HR activities approach.
c. Identify the affect of HR activities and Performance Management System on
employees.
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METHODOLOGY:
The information has been collected from the Kazal Brothers Ltd. With a view to conducting a
mini research study, what is necessary is to design the research framework and select the
appropriate research methodology. A research design is simply a framework or a plan for a
study that may be used as a guide in collecting and analyzing data. On the other hand, the
research methodology is a way to systematically solve the research problem. Given the nature
of the present study, it was required to collect data both from the primary and secondary
sources. For preparing this report, the author has undergone group discussion, collected data
and asked some questions and has taken interview of the senior officials. However, I have
collected data from the following sources which helped him to prepare this report:

Primary Sources:
The primary sources of data include the followings:

Face to face conversation with the senior officers and staffs

Direct conversation with the workers

Secondary Source:
The secondary sources of data include the followings:

Materials and documents of Kazal Brothers Ltd.

Unpublished data received from the Factory office.

Different text books.

Guidelines of the company act-1994

Different circulars sent by Head Office of the Kazal Brothers Ltd

General information about Publication Business.

LIMITATIONS OF THE STUDY

Finally I want to talk about the limitations that I had to face during the completion of the
assignment. On the way of preparing of this assignment, I have faced following problems that
may be termed as the limitations of the study:
The main constraint of the study is inadequate access to information, which has
hampered the scope of analysis required for the study.
While collecting data, i.e. interviewing the employees, they did not disclose much
information for the sake of the confidentiality of the organization.
Entrance to every nock and corner of the organization was not possible for me.
It is quite possible to know about an organization properly without website in this
world of technology and there is no website of Kazal Brothers Ltd.
Kazal Brothers Ltd. does not publish yearly prospectus that made my work hard.
Since the corporate personnel were very busy, they could provide necessary
information with very little time.
Due to the time limitations many of the aspects cannot be discussed elaborately in the
report.
Every organization has their own secrecy that is not revealed to others. That in the
reason they did not disclose much information.
Every organization has their own secrecy that is not revealed to others. That in the
reason they did not disclose much information.

AT A GLANCE INFORMATION OF KAZAL BROTHERS LTD

KAZAL Brothers Ltd
Type

Private

Founded

Dhaka, 1968

Corporate Office

37, Banglabazar
Dhaka-1100.
Tel: 88-02-7118407,7114798
E-mail:

Key Individual

Mirza Ali Ashraf (Kashem), Chairman

Industry

Publication
Printing
Binding
Lamination
Pasting

Products

NCTB Tex book, Note book, History book,

Open University book, Exercise book etc.

Revenue

958.76

Net income

677.28

Total Employees

450

Employees at Head Office

70

Employees at Corporate
Office

40

Employees at Store,
Distribution & Production
E-mail

45
hr.kazalbrothersltd@gmail.com

ABOUT KAZAL BROTHERS LTD (KBL).

In the era of book publications in Bangladesh 'Kazal Brothers Ltd.' is a renowned brand.
Kazal Brothers Ltd (KBL) started its mission in 1968. It is the one & only company who have
successfully passed the glorious 43 years in publications sector in Bangladesh. Though they
started their activities with publication of academic books, now their arena is more
widespread and diversified. Their commitment has ensured publication of quality textbooks,
reference books and KBL is now appreciated all around Bangladesh. Nowadays, their horizon
is no limited in the local markets. As a part of the extension of market outside the country,
they have started exporting books to intl. Market. KBL has already published more than 150
titles from pre-school level to the post graduate level. They are contributing to the betterment
of the education related fields.

Figure: Logo of KBL

MISSION
The mission of Kazal Brothers Ltd. is to interconnect a larger section of people through
diversifying education with actual information, facts, and electronic education enabled
services at the doorstep of readers-both at home and abroad.
VISION
KBL vision is to- 1. Help govt. succeed in "Education for all". 2. Publish age-wise books for
all ages. (2 + to 50 +). 3. Complete reference books for each and every student. 4. Publish CD
/ Electronic publications based on education & entertainment for all ages. 5. Develop all
types of educational materials.
Timely action
Clear understanding of customers instructions.
Clear communication with Library, Teacher & Student
Clear instructions for production
Strict compliance with quality control system.
Total devotion maintains first class quality standard.
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 Emphasize on cost-effective strategy

WINGS
Ref Books: Reference books from secondary to post graduate level.
Multimedia CD: Especially for education for children.
RESEARCH & DEVELOPMENT
Selection of Books: KBL always try to publish the books, which deem to be essential for
their readers. They like to give emphasis on developing the creativity of the students
providing sufficient support to attain the expected level. They also produce books for
different age groups.
Production of books: KBL have developed a very strong infrastructure to produce sufficient
books as per the market demand.
Quality Control: KBL prepare scripts by the experts in the respective subjects. Sufficient
experts trained by govt. as well as achieving degree from home and abroad are engaged for
writing, editing and proof reading to ensure quality production. They have a pool of quality
printers and binders to keep their production at the highest level of quality. In fact, their
principle is defined the country wide acceptance of the students through 42 years.
MARKETING, SALES & DISTRIBUTION
KBL have a countrywide marketing network. They have a Key Dealer and Marketing Officer
at every Upazilla (sub-district). They regularly advertise through Radio, TV, Newspapers,
Posters, and Leaflets etc.
SCRIPT DEVELOPERS, EDITORS PANEL & DESIGNERS
A pool of fresh authors & editors is engaged in Kazal Brothers Ltd. They include renowned
educationists and doctorates. Before joining us, the writers are to undergo a rigorous selection
process to prove their potentiality.

LAST BUT NOT LEAST

KBL are striving hard to help the government achieve success in "Education for all" program.
Their diversified education materials are designed to cater the need of all ages of reader. They
are committed with highest range of service to serve the nation.

EVOLUTION OF KAZAL BROTHERS LTD:

Introduce Kazal printers in Bangladesh in 1968

Establish Anupam printing press in 1972

Establish Anupam printers in 1988

Establish Kazal Brothers Ltd in 1991

ESTABLISHMENT
The establishment of the Kazal Brothers Ltd marked the advent of limited liability,
Publication business in Bangladesh. Mr. Mirza Ali Ashraf (Kashem), Chairman of Kazal
Brothers Ltd was brought the concept of Publication business and started the first factory
named Kazal printers with remaining two share holders.
Shamsunnahar -

Chairman

Mirza Ali Ashraf Kashem Managing Director

(Source: HRD of KBL)

KBL was started its publishing business by selling its various library. Within a vary short
time, they were gained a huge profit and became the key seller of its buyers. After that, the
firm introduced different new printers with its customers and went to be a market leader in
the overall publishing sector in Bangladesh.

BUSINESS
The business of the publisher was initially confined to Publish all kinds of printing products and Text book, Exercise book,& Note book
Publish NCTB Text book.
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OBJECTIVE OF THIS GROUP

To strive hard to optimize profit through conduction of transparent business operations

within the legal and social framework with malice to none and justice for all in the
respective of gender disparity, caste, creed or religion or region.

To enhance productivity on time and demand.

To be competitive in the external as well as internal markets.

To create more employment opportunity with minimum investment.

To maximize export earning with minimum imported in-puts.

To provide quality product to the customers.

To promote corporate social responsibilities (CSR) amongst all.

To provide service for the parties involved and invention of the necessary new service
dimension.

MAJOR CHANGE IN THE CONDITIONS

A major change in the conditions of operation of the Kazal Brothers occurred when Mirza Ali
Ahmed was died and the key sponsor of Kazal Brothers had his elder son Mirza Kazal. Mirza
Kazal thought to withdrawal his investment when the group established properly. Therefore,
he sold his shares to Mirza Ali Ashraf Kashem, the present chairman of Kazal Brothers Ltd.

TRANSFORMATION JOURNEY IN KAZAL BROTHERS

The Kazal Brothers, the countrys oldest Publication and a premier in terms of balance sheet
size, number of branches, number of industries, market capitalization and profits is today
going through a momentous phase of Change and Transformation

The twenty-two years (1989-2011) old private sector behemoth is today stirring out of
its private sector legacy and moving with ability to give the national and foreign
business a run for its money.

The Group is entering into many new businesses with strategic tie ups Binding,
Printing, Lamination etc each one of these initiatives having a huge potential for
growth.

PURPOSE OF KAZAL BROTHERS

The Kazal Brothers was thus born with a new sense of social & international purpose aided
by approximately 5 sub offices and one Head Offices. KBL was destined to act as the
pacesetter in this respect and lead the Bangladesh Publication with other Publication into the
exciting field of sensational development.

ORGANIZATION STRUCTURE
Structure of the KBL is flat and functional. And it is to some extend is a mechanistic
organization. But it is due to its mass production .The organization along with its functional
structures has horizontal linkage which is most necessary thing in Publication industry as
well as other industries of Kazal Brothers because of high quality consciousness. The
companys most of the plant and equipment is procured internationally, configured to
generate optimal production at all stages and to ensure high quality.

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CORPORATE GOVERNANCE
Good Corporate Governance is a key to successful sustenance. In line with the concept of
good corporate management practice and the provisions of Articles of Association,
the Board of Directors, the Top Management, is responsible for overall control and
supervision of the entire affairs of the company primarily through strategic planning
and budgetary control mechanisms. Although, three partners are remains at Kazal
Brothers, Mirza Ali Ashraf Kashem, the chairman of Kazal Brothers is the key
decision maker. Policy formulation and operational strategy are being taken care of
by the chairman. He often travels abroad to bring into focus, the companys image
and acquire technological gains. The Managing Director of Kazal Brothers is the
chief executive to look after the business affairs and other logistic support of the
company. They spearhead the every affair of company from supervising and keeping
on working the technical staff to having a through looking of the qualities of
products. The management structure of the company is formed with the chairman as
the head, and Managing Director as the chief executive. They are to communicate
and exchange views as well as suggestions with the directors who get General
Manager (GM) as their supporting hand. GM has to manage the Factory Manager,
Manager (Accounts & Finance) and Manager (Commercial). Factory Manager
supervises the production and
maintenance staffs, while Manager (Accounts &
Chairman
Finance) and Manager (Commercial) manage the accounts & commercial
respectively.

Managing Director
MANAGEMENT HIERARCHY OF KAZAL BROTHERS

Deputy Managing Director

Director
General Manager

Deputy General Manager

Assistance General Manager

Manager

Manager

Manager

Manager

Manager

(Writing/
Author)

(Accounts)

(Production)

(HRD)

(R & D)

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(Source: HRD of KBL)

CENTRAL BOARD OF KAZAL BROTHERS

SL. No.

Name

Designation

Department

01

Mr. Mirza Ali Ashraf

Kashem

Chairman

Kazal Brothers Ltd.

02

Mr. Noni Gopal Das

GM

Kazal Brothers Ltd.

03

Mr. Chinmoy Kumar

04

Mr. Md .Hasanur Rahaman

05

Mr. Md. Alomgir Kabir

AGM

Kazal Brothers Ltd.

Manager

Kazal Brothers Ltd.

Asst: Manager

Kazal Brothers Ltd.

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FACTORY OF KBL
KBL has the highest number of factories amongst the sector players operating in
Bangladesh. The kazal Branches are categorized by product / service offered by it, such as:

No.

Factory Name

Location

01

Kazal printers

Dhaka

02

Kazal printing press

Dhaka

03

Anupam printing press

Dhaka
(Source: Tally9Software of Kazal)

Central Office
37, Banglabazar, Dhaka-1100
Tel: 88-02-7118407
E-mail: kblaccounts@yahoo.com

HR PRACTICE FROM THEORETICAL POINT OF VIEW

Every organization is comprised of people. Acquiring their service, developing their skills,
motivating them to high levels of performance and ensuring that they continue to maintain
their commitment to the organization are usual to achieving organization objectives. This is
true regardless of the type of the organization-government, business, education, health,
recreation, or social action. Truly speaking, getting and keeping good people are critical to
the success of every organization.
Human Resource Management is a part of the larger field of management which is concerned
about how an organization should manage its human resources. It deals with human relations
of an organization starting from recruitment to labor relation. More specifically, HRM is a
part of General Management that deals with the human aspect.
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Human Resource functions are concerned with a variety of activities that significantly
influence all areas of organization.
The major function of HRM includes:
I Acquisition of human resource (Getting people)
II. Development of that resource (Preparing them)
III. Motivation of human resource (Stimulating them)

HR PRACTICE IN KAZAL BROTHERS LTD.

The organizations involved in the HR practices from their laws according to their
convenience. KBL is also not an exception in this regard. This company does not follow any
particular HR plan to run their business. Rather, a service rule has been prepared for the
employees to follow it as a guideline. Therefore, they dont have any long term plan or
program related to HRM.
The HR division looks after the confidential records of the employees working in all over
Bangladesh. If any post becomes vacant this department keeps the record of that, likewise
takes care of many other matters related to welfare of the employees. They record the
information manually and have close interaction with the higher authority of the company. In
future, HRM software will be used in this organization to update the information and execute
other important tasks of the Company.
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In this company the persons involved in HR related activities or managing HR tasks are
Senior Assistant Vice President, Executive Vice President, Manager and officers.
The HR activities in Kazal Brothers Ltd cover:
Preparing Service rule / HR plan
recruitment
selection
Training
Appraisal
Transfer
Promotion
Deciding Compensation Package
Grievance Handling
Word Processing
Taking Disciplinary Action
Keep the confidential record

THE CONCEPT OF HR PLANNING:

Human Resource Planning is a process of predicting the future need of human in an
organization. It focuses on demand and supply of human in an organization.
The purposes of HR planning are to enable organizations to anticipate their future HRM
needs and to identify practices that will help them to meet those needs. HR planning may be
done no a short- or long term (three or more years) basis. Its aim is to ensure that people will
be available with the appropriate characteristics and skills when and where the organization
needs them. The use of HR planning enables companies to gain control of there future by
preparing for likely events. That is, they can anticipate change and devise appropriate courses
of action. When companies learn how to capitalize on future events, their own future
improves.
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As valuable as HR planning is, many companies ignore this opportunity. Some see it as too
difficult and frustrating, while others simply do not see the need for it. However, when failing
to properly plan for their human resources, employers are forced to respond to events after
they occur, rather then before; they become reactive, rather than proactive. When this
outcome occurs, an organization may be unable to correctly anticipate an increase in its
future demand for personal. At best, such a company would be forced to recruit personal at
the last minute and may fail to the best candidates. At worst, the company may become
seriously understaffed.
If a company remains understaffed for a prolonged period, it may ultimately suffer a variety
of consequences. For instance, the understaffing could cause existing employees to
experience a grate deal of stress as they attempt to meet additional demand without adequate
resources and assistance. If required work is not getting done, the firm ultimately may
experience an increase in back order, which could cause a decrease in customer goodwill, an
increase in competition, and a loss of market share.
When engaged in human resource planning, company derives its human resource needs by
first forecasting its demand for human resources ( i.e., the number and types of people needed
to carry out the work of the organization at some future point in time) and then its supply
( i.e. the positions that are expected to be already filled) The difference that it will demand 12
accountants during the next fiscal year and expects to retain its supply of nine who are
already on staff, its HR need would be to hire three additional accountants. Following is a
closer look at how a company can determine its HR needs and devise plans to meet them.

THE ROLE OF HR PLANNING:

Human Resource Planning determines the human resources required by the organization its
achieving its strategic goal. It is the process for ensuring that the human resource
requirements of an organization are identified and plans are made for satisfying those
requirements. Human resource planning is based on the belief that people are an
organizations most important strategic resource. It is generally concerned with matching
resources to business needs in the long term, although it will sometimes be concerned with
short term requirements. It addresses human resource needs both in quantitative and
qualitative terms which mean answering two basic questions:
How many people?
What sort of people?
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Human Resource planning also looks at broader issues relating to the ways in which people
are employed and developed in order to improve organizational effectiveness. It can play an
important part in Strategic Human Resource Management.
Human resources planning is aimed at resolving gaps that may exist for human resources of
certain skills, whether across the organization, or in specific organizational units.

HR PLANNING AND KAZAL BROTHERS LTD:

Kazal Brothers Ltd. doesnt have any particular HR plan as required for a big organization.
They think their existing system of the organization is sufficient enough to run their business
properly. The HR related work is assigned to some high officials who are coordinated by
other officials of the management. However, they maintain the record of demand and supply
of their employees as per the rules of the company.

RECRUITMENT & SELECTION PROCEDURE:

The concept of Recruitment:
Great human resource can form great company. For this first of all recruiting good people in
the organization is important. Recruiting is the process of discovering potential candidates for
actual or anticipated organizational vacancies. From another prospective, it is a linking
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activity- bring together those with jobs and seeking jobs. The effort of recruiting is
sometimes expensive and time consuming process.
Generally on the basis of organizations growth recruitment is done. In the growth stage, a
large number of people are required to be recruited. Similarly in the declining or bad
condition of the company the need of human resource is the least. Both in higher and lower
positions people are recruited in a company assessing the need in different times. In the
industrial sectors people mostly recruited round the year for they need people of different
skill, knowledge and experience to operate multi disciplinary function.
The process related to recruitment in a company:
For the recruiting purpose both internal and external sources are used. Internal source refers
to the present working force of an organization. In the event of vacancy someone already in
the payroll is promoted, transferred or trained to fill up the force. On the other hand,
advertisements, references, searching people in different organization for recruitment purpose
are some of the external source.
Recruitment in Bangladesh:
In our country the vast population is a great advantage to required people in the business
firms. According to qualification and experiences applications are invited to recruit in the
local companies following the methods discussed earlier. The minimum requirement for
recruitment of an executive is completing graduation or post graduation. Now a day, BBA &
MBA graduates are getting most priority in Bangladesh to be recruited in the reputed
companies. Beside these, skilled and qualified people are also getting chance in the local and
foreign companies like Unilever, Nestle, British American Tobacco, Grameen phone
MAERSK etc according to their requirements. In this regard, e-recruitment is becoming
popular day by day with the advancement of technology. Specially, websites for job seekers
and employers namely bdjobs, jobsa1 etc are playing a key role in Bangladesh in the
recruitment process. At the same time some Recruitment Agency, consultancy Firms etc are
developing to assist the concerned persons and companies.

Recruitment in Kazal brothers Ltd:

Almost in all the (both junior and senior level) Company recruits people according to their
needs. When they open a new branch, they mingle the new and experienced employees so
that a good combination can work effectively.
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The process of recruitment in Kazal Brothers Ltd is started below:

Ad in Newspaper like prothom alo, the daily star, ittefaq etc.
Ad in different websites like bdjobs, jobsa1 etc
Circular in educational institutions
Recommendation from top Management, influential people of the society, etc
Unsolicited Application
Other sources: Transfer, Participation in job Fair, Employee Referrals, Rehiring

TRAINING & DEVELOPMENT:

General Concept of Training:
It is a process of increasing or developing skill of the employees so that they perform their
current job more effectively. For employees of general category, training is conducted. It can
be in-house training or outside the organization in Training Institutes. It is also a part of
employee motivation since a person feels more confidence about completing assigned task
after receiving training.
Training can be formal or informal. Sometimes certificates are awarded among the employees
at the end of the training period which adds to the career of a person. In the form of
workshop, seminar, counseling, foundation course etc. Training is conducting.
Development:
It refers to the future oriented training focusing on the personal growth an advancement of the
employees, specially the persons working me the upper level.
A lot of important Training & Development Institutes in Bangladesh is given below:
NAEM - National Academy for Education & Management
BIAM

- Bangladesh Institute of Administration & Management

BIM

- Bangladesh Institute of Management

TTI

- Teachers Training Institute

Besides, some short training from private organization such as Prothom-alojobs training,
bdjobs.com training programme.
19

Training and development: From the perspective of Kazal brothers Ltd:

The valuable contribution made by the employees for the continuing growth of the Company
has always been acknowledged. Efforts are always underway to enhance their level and depth
of knowledge and also to develop their efficiency and productivity. Training on regular
intervals are being imparted both at in house and institutes. To cope with the changing needs
of the profession, the employees are equipped with necessary legal and practical knowledge.
After the final selection of the new employees the company authority usually arranges
foundation course for few weeks in their training center located at Head office of KBL .
Some times employees are trained group-wise. Beside that, on-job training place and
important role to upgrade the performance level, undoubtedly. New employees also visit
different branches to have the clear conception about companying activities. For the senior
executives of the management different steps are also taken for the development.

REWARD MANAGEMENT IN KAZAL BROTHERS LTD

Reward management is an indispensable part of performance management. A proper reward
management motivates employees to deliver his or her highest performance to the
organization. Managers must ensure that their systems of rewards and recognition are
carefully aligned with overall strategic and operational goals. Rewards and recognition
systems misaligned with corporate objectives can be destructive for organization. The
Radiant Pharmaceuticals Limited has effective reward management system which is aligned
with its overall strategic and corporate goals. Each and every members of this company
included in this reward management system.

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Reward management
In
Kajal Brothers Ltd

Financial
Increase Base salary
Pay Incentives
Employee Benefit

Nonfinancial
Intrinsic Reward
Praise Recognition
Day or Time Off

Figure: The Reward management System In Kazal Brothers Ltd

Financial Reward
Financial reward is directly involved with money. There are three types of financial reward
available in Kazal Brothers Ltd. Those are as below:

1) Increase Base Salary: This is the most common financial reward which leads to increase
the base salary of employees. This reward is given in two ways:
a) Increment: Kazal Brothers Ltd gives yearly increment. It is 5% to 15% of
basic salary varies according to the performance of employees. This
increment is attractive among the employees
b) Bonus: Kazal Brothers Ltd gives bonus twice a year usually before two
Eid and it is 100% and 50% of base salary.
2) Pay Incentives: KBL gives pay intensives as reward it includes:
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a) Daily allowance: The daily allowance money for some employees is

available in Kazal Brothers Ltd it includes food and fuel allowance
b) Party at 5-star hotel with spouse: Employees get opportunities to join
corporate and other parties of Kazal Brothers Ltd
c) Commissions: The sales executives get attractive sales commissions if the
can perform well and achieve the sales targets.
3) Employee Benefits: The Company provides three types of employee benefits these are:
a) Health Coverage: The employees get free medical check up and health
insurance is available for each and every employees
b) Transportation: There are two vehicle is included for carrying employees
each day. This benefit saves employees transportation costs and it is very
popular among the employees.
c) Discount shopping coupons: These benefits provide to good performers
and they can buy different types of attractive products using those coupons.
d) Insurance Policy: Besides health insurance policy KBL provides life
insurance policy to the employees. Radiant Pharmaceuticals Limited has
got corporate connection with Prime Insurance Company which is one of
the leading insurance companies in Bangladesh.

Non Financial Reward

Besides financial rewards KBL gives non financial rewards which also play very important
role in their reward management system. The non financial rewards also motivate employees
as it motivates as financial rewards. The nonfinancial rewards of Kazal Brothers Ltd are:
1) Intrinsic reward: KBL gives several intrinsic rewards like promotion, employee
empowerment, creating favorable environment for employees etc. which has great intrinsic
value to the employees

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2) Praise and Recognition: Praise and recognition is often delivered as reward in Kazal
Brothers Ltd and according to the authority these reward are helpful and motivates employees
in a great manner besides praise (verbal or giving certificates). KBL gives flowers to the
employees, sends different types of greeting cards to give recognition to the performance of
employees.
3) Day or off Time : As reward employee often gets holidays and time of besides sick leave,
formal leave and government and regular holidays.
Disciplinary action
The term discipline refers to condition in the organization where employees conduct
themselves in accordance with the organizations rules and regulation and standards of
acceptable behavior.
Practices of Kazal Brothers Ltd
For maintaining the discipline Kazal Brothers Ltd company takes many disciplinary actions
in need. It helps to ensure the transparency and accountability of both the employees and
employer. The management of the company takes actions against the defaulter by:
Warning Suspension Show cause Punishment transfer Dismissal
The management of the company tries to realize the fact whether the mistake of the
employees are deliberate or more careless one. It judges the situation before taking any action
against the workers due to willful negligence, problem regarding customer dissatisfaction,
mishandling in transaction or recording data etc. when any disciplinary action is taken against
the defaulter, usually, that person is removed from his position followed by investigation.

PERFORMANCE MANAGEMENT SYSTEM (PM)

Introduction of Performance Management:
In todays competitive business world only hard work cannot provide maximum productivity,
it needs employees capability to work smarter which guarantees that the organization will
achieve its potentiality. While it is true that a sound education and appropriate skill training
are needed if one is to work smarter, the process does not end there. Todays employees need
instructive and supportive appraising followed by feedback and desired reward if they are to
translate their knowledge into improved productivity and superior quality.
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Productivity is a function of the ways in which monetary, technical and human resource are
managed. While monetary and technical resources can be managed by specialties in finance,
accounting and engineering, the management of human resource is responsible for all those
who supervise others. In order to develop human resource with an eye towards maximizing
productivity, it is essential that supervisors periodically assess the performance of each
subordinate because performance appraisals are done with the goal of maintaining or
improving performance.
Performance appraisals provide subordinate with useful feedback about how they are doing in
their jobs. Virtually all employees want to know how their superiors view their performance.
Superiors can encourage employees towards better performance by providing them proper
feedback and effective incentive system.

Definition of Performance Management and Performance Appraisal:

Performance Management is the essence of managing, and the primary "vehicle" for getting
the desired results through employees at all levels in the organization. In the absence of such
a system, staff members are unclear as to the employer's expectations regarding performance
objectives and standards/targets, leading to low productivity, costly mistakes, stress, demotivation, and conflict. A sound Performance Management Process/System subscribes to the
crucial Principle: "What gets measured gets done". The days of having a "one-set-ofmeasures-fits-all" Performance Management System are long gone and inherently flawed.
Performance objectives and measures need to be specific to job categories and individual
roles.
The Performance Management Cycle involves Four Stages:

1. Planning Performance: Formulating Objectives, Key Performance Indicators (KPI's:

Input and Output-based), and Performance Standards (Quantitative, Qualitative,
Behavioral) and Targets for each position/employee, using a suitably designed
Performance Agreement Form.
2. Managing Performance: Performance observation, measurement, recording,
feedback and coaching, as well as managing the performance environment. This stage
includes Performance Coaching and Counseling whenever employee performance or
behavior is not up to standard/expectation.
24

3. Apprising (Reviewing) Performance: Using a suitably designed Performance

Appraisal Form that facilitates the smooth running of appraisal interviews
4. Rewarding

Performance:

Linking

actual

performance

to

appropriate

rewards/remuneration to reinforce excellence in performance.

A performance appraisal is a review and discussion of an employee's performance of assigned

duties and responsibilities. The appraisal is based on results obtained by the employee in
his/her job, not on the employee's personality characteristics. The appraisal measures skills
and accomplishments with reasonable accuracy and uniformity. It provides a way to help
identify areas for performance enhancement and to help promote professional growth. It
should not, however, be considered the supervisor's only communication tool. Open lines of
communication throughout the year help to make effective working relationships.
2

According to the Professer of Management, Sir Wayne Cascio, "Performance Appraisal is the
systematic description of an employee's job relevant strengths and weaknesses."

1. www.performanceassociates.co.nz/performance_management_appraisals.html
2. http://www.wpi.edu/Admin/HR/performance-appraisal.html
3. http://kalyan-city.blogspot.com/2011/05/performance-appraisal-of-employees.html

History of Performance Appraisal:

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. 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.
1
According to Dulewicz (1989), "Performance appraisal is a basic human tendency to
make judgments about those one is working with, as well as about oneself." 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.
25

In the beginning the performance appraisal systems began as simple methods of income
justification. That is, appraisal was used only to decide whether or not the salary or wage of
an individual employee was justified. Thus if an employee's performance was found to be
less than ideal, there was a decrease in salary. On the other hand, if their performance was
better than the supervisor expected, a pay rise was in order.
Sometimes this basic system succeeded in getting the results that were intended; but more
often than not, it failed. For example, early motivational researchers were aware that different
people with roughly equal work abilities could be paid the same amount of money and yet
have quite different levels of motivation and performance. But early motivational researchers
were not aware of one thing. That is, pay rates were important, but they were not the only
element that had an impact on employee performance. It was found that other issues, such as
morale and self-esteem, providing authority, could also have a major influence.
As a result, the traditional emphasis on reward outcomes was progressively rejected.
Recently, 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.

1. http://www.performance-appraisal.com/intro.htm

Effectiveness of the Performance Management System:

Organizations use performance appraisal records for a variety of things. But the best way of
utilizing them is to develop people and improve their performance through a clear
understanding of their work goals; so that they realize and reach what Maslow calls "Self
actualization" (i.e. fully realizing their potential and thereby achieving their own professional
and also organizational goals). In organizations where performance appraisal is used for
reward and punishment, great care must be taken so that it forms objective, honest and
accurate record of formal evaluation of on the job performance of the employee and supports
or corroborates the kind of rewards and punishments proposed.

26

The achievement of the stated objective is the mutual responsibility of both the reporting
officer and the subordinate by making the appraisal process as objective as possible. It should
be a joint participative, sensitive and positive exercise rather than being one sided, evaluative
and judgmental.

PM IN KAZAL BROTHERS LTD.

One of the agenda of the Human Resource Department is continuous development of the
employees so that they can cope with the rapidly changing business environment. Innovation
is a major priority that we want to promote. Accordingly, through performance management
system employees are being developed and enhanced performances and related
competencies. In KBL, performance evaluation programs are being undertaken annually for
the employees to seek opportunities for skill improvement and to help them to guide for
career management system.
27

The evaluators of KBL are basically persons who are holding any managerial post, such assenior executive vice president, Vice president, assistant vice president. They are experts and
highly qualitative officers from inside the organization. These performance evaluation
programs were found highly effective in developing KBLs peoples knowledge, skill &
abilities to perform their assigned jobs in a better way. KBLs performance management
systems involve numerous activities, far more than simply reviewing what an employee has
done. These systems fulfill several purposes. One of the purposes of KBLs performance
management system is to improve the organizations performance through the enhanced
performance of individuals. Though they are often constrained by difficulties in how they
operate. Performance management is closely related to rewards. Organizations basically
allocate rewards based on either performance or membership criteria, but this is not always
the case, few organizations actually reward employees based on their performance. In KBL,
they reward their employees both based on performance and membership criteria. As
performance based rewards they have: merit pay and incentive pays (such as- bonuses,
increment and profit sharing option). In KBL promotions are being made over three years of
performance.

The performance management process of KBL:

1. Establish performance standards.

2. Set measurable goals.

3. Measure actual performance.

28

4. Compare actual performance with

standards

5. Review the appraisal

6. If necessary initiate corrective

action.

Each employee of KBL receives a yearly increment based on his or her performance.
According to performance appraisal the amount of increment varies. That means if an
employee performs well she/he will get an improved increment. On the other hand if an
employees performance is unsatisfactory then she/he will get decreased amount of increment
or, no increment at all. In KBL they follow a set of questions to evaluate the performances of
their employees. This set of questions is known as Annual Confidential Report (ACR), which
consists of 15 questions. The rating scale is 0 to 3 for each question. That means the evaluator
can rate an individual question from 0 to 3 based on the employees performance, where 0
refers Below Average and thus 1 = Average; 2 = Good and 3 = Excellent.

Their measurable performance ratings are given below:

1. Reliability, commitment, sense of belonging and responsibility : In KBL an
individuals reliability, commitment, sense of belonging and responsibility is being
evaluated to understand how reliable and committed employees are toward the
organization. And whether they have any sense of belonging and responsibility. As
these criteria is very crucial for an organization to understand their employees better
and to hold them in the organization for a longer period of time.
2. Competence, ability to do and get things done (leadership to train, guide,
supervise and utilize manpower): Competence refers to the behavioral requirements
of a role to carry out the work satisfactorily. It is what people bring to work in the
29

form of different types and levels of behavior. In KBL competencies are being
measured by following criteria:

Achieves high level of performance from team.

Defines objectives, plans and exceptions clearly.

Continually monitor performance and provide good feedback.

Maintains effective relationships with individuals and the team as a whole.

Develops a sense of common purpose in the team.

Builds team morale and effectively motivates individual members of the team
by recognizing their contribution while taking appropriate action to deal with
poor performers.

3. Initiative, drive and enthusiasm: The employees of KBL are being also evaluated on
the basis of their initiative ness and enthusiasm. They are being observed whether
they have the sustained energy and determination in the face of obstacles to set and
meet challenging targets, in compliance with quality, time and diversity standards and
delivering the required business results. Following points are being marked while
evaluating this section:

Agrees on achievable goals at the start of each project.

Strives toward targets.

Refuses to settle for second best.

Monitors tasks for accomplishment, quality and timeliness.

Asks for feedback.

4. Quality and quantity of work: Quality and quantity of work is also being observed
and given high priority. Employees have been leaded, encouraged, inspired and
supported to develop confidence and capability to help them realize their full potential
to develop quality of work. Quantity of work can also be developed through similar
activities. And then they are being measured on some criteria.
5. Marketing ability: Marketing ability refers to an employees willingness and ability to
give priority to customers, delivering high quality services that meet their needs.
Through this standard an employee is being evaluated whether she/ he cares for
customers, concerned for people, has competitiveness, enterprise, excellence, sees
growth as major objective, market and customer oriented and productive. An
30

employee should possess following qualities in order to get excellent rating on this
section:

Respond to customer requests promptly.

Treat all customers with respect.

Do not make assumption about customer needs, but asks lots of questions to
clarify them.

Take the initiative in developing policies to meet customer needs.

Try to see things from customers points of view- finds out about the pressure
of their world so as to relate to their concerns.

Request feedback from customers to ensure satisfaction and shares the results.

Know when and how politely to decline an inappropriate customer request.

6. Learning ability and analytical thinking: Analytical thinking is about bringing

disciplined analysis to data and situations, to see cause and effect and to use this to
make effective decisions. This is important in enabling to prioritize and take important
decisions based on an assessment of the impact and implication of the likely
outcomes. The ability of learning and analytical thinking can be developed by an
individual her/himself. KBL remarks analytical ability on following criteria:

When faced with a problem, gather as much information as necessary about it

before identifying root causes and possible solutions.

Bounce ideas off others to understand how they might tackle a problem.

Break down large pieces of work into smaller, simplified and more
manageable parts.

Does not over whelm by a problem; breaks the problem down into manageable
parts.

Assess the positive and negative aspects of a proposed course of action before
going ahead.

Does not say yes to an activity without assessing whether it is the highest
priority at that time.

7. Presentation and outer personality: Employees should possess an excellent outer

personality and a developed presentation skill. They should also have confidence in
their knowledge and ability.

31

8. Power of judgment, decision-making, intelligence & mental alertness: Employees

power of judgment, decision-making ability, intelligence and mental alertness are also
required to evaluate their performance. These are important in getting the results they
need to achieve for strategic objectives. It shows the necessary determination and
tenacity to complete high quality work as well as raising performance levels over the
short, medium and long term. It also involves overcoming obstacles caused by
conflicting priorities, lack of resources or difficult or demanding situations in the
internal or, external environment.
9. Interpersonal behavior, team spirit & cooperation and flexibility: An individuals
interpersonal behavior is being measured through how she/ he act toward other
person. Team spirit and cooperation are being measured through how cooperatively
they are working across cultures and organizational boundaries to achieve shared
goals. Flexibility is measured through their quality of adjustment and adaptability to
and work with a variety of situations, individuals and groups. And also not being
disconcerted or stopped by the unexpected.
10. Honesty and integrity, financial discipline: Employees honesty, integrity and
financial discipline are also being measured through feedback from co-workers and
subordinates.
11. Attendance, time consciousness, punctuality and discipline: Employees attendance
punctuality and discipline are being checked regularly and these also count as an
important part of performance evaluation.
12. Managing capabilities including crisis management: Employees should possess the
capability of crisis management and other problems. They are being judged over how
well they could manage any crisis or handle any unexpected situation.
13. Creativity and innovative ideas: Creativity and innovation is a mandatory thing.
Employees should be creative to find different ways of performing a task to avoid
monotonousness.
14. Communication ability (written and verbal): Employees should have excellent
communication ability in both written and verbal. This includes writing official
letters, minutes, communicating with co-workers, sub-ordinates and managers,
interacting with customers and so on.
32

15. Customer Service: How prompt to provide service and loyal to customer satisfaction.
All these 15 points stated above are being rated (3, 2, 1 & 0) and then are being multiplied
with the number 15, which delivers an employees total performance. The process of
measuring overall performance is being discussed below:
Excellent (35-45): Reveals superior actions and results that consistently deliver
very high quality performance, far exceeding expectation.
Good (25-34): Reveals high quality performance where actions and results
frequently exceed expectation.
Average (15-24): Reveals average satisfactory performance that effectively meets
expectation.
Below average (0-14): Reveals actions and results that sometimes fall short of
expectation and does not always meet requirement of job.
In KBL only those employees are ready for performance evaluation that has served in KBL
for a minimum period of six months. During the time of evaluation appraisers are
recommended to be practical as far as possible, be reasonably prudent in the judgment, and
be sincere, impartial and unbiased in making comments. They are being advised to avoid
over-statement and under statement. The comparison should be concerned with an
employees colleagues of the same rank, and personal likings should not influence the ratings.
Appraisers should also keep in mind that the impartial rating will reward the right person and
facilitate management to take measures for improvement of the skill of the deficient
employees. After completion of performance evaluation the ACR form is being sent to
Human Resource Division along with performance report.
The Performance Management Cycle involves Four Stages:

33

PLANNING
PERFORMANCE

MANAGING
PERFORMANCE

REWARDING
PERFORMANCE:

APPRAISING
(REVIEWING)
PERFORMANCE

Manager
Feedback System in Kazal Brothers
KBL appreciate employee feedback for their strong performance management system. KBL
Apply 360 degree feed back for there performance management. 360 degree feedback is the
systematic collection and feedback of performance data on an individual or group derived
from a number of the stakeholders on
their performance. The data are usually fed back in the
Individual

Peers

Customers

form of ratings against various performance dimensions. 360-degree feedback is also referred
to as multisource assessment or multi-rater feedback. Performance data in a 360-degree
feedback process can be generated for individuals (as shown in Figure ) from the person to
whom they report, their direct reports, their peers (who could be team members and/or
colleagues in other parts of the organization) and their internal customers.

Direct
reports

34

360 Degree Feedback of KBL

35

MY RESEARCH ABOUT HR PRACTICE IN KBL

I have conducted a research about HR practice in Kazal Brotheers in includes, Training,
Reward management, Compensation system, Feedback system and Performance management
system of KBL. Through questionnaires I have collected the informations from 22
employees of KBL. After analyze the data, the result is given below. The goal of this research
is to collect employee opinion about HR practice in Kazal Brothers
Count

h
tis
a
u
o
g
?
e
-3W
3y
-4
1
0ra
41
-5
020
.50
4
%
2
4
3
-0
41
9
.%1
6
8
0
1
220154-3.%

Data analysis and interpretation

Figure # 1 Age

Count

en
d
rFem
a
M
leG
a
le
0
2
4
6
8
1
0613.4%836.%
2
1
4

Interpretation: -54 % (maximum) respondents are from the age group of 20 to 30

years .1 respondents is form the age group of 41-50 years

Figure # 2
Gender

Interpretation: -14 respondents are Male and 8 respondents are Female

36

Figure # 3
Department

Interpretation: -50% (maximum) respondents are from Marketing and Sales

department

Effective
Performance

4
18.18%

1
4.55%

Management
System
available in KBL
Disagree
Neutral
Agree
Strongly
Agree

16
72.73%

Figure # 4
Question 4

Interpretation: -72.73 % (maximum) respondents agreed that there is an effective

performance system available in KBL

37

Satisfied with
current
Performance
Management
System in
KBL

1
4.55%
4
18.18%

6
27.27%

Disagree
Neutral
Agree
Strongly
Agree

Figure # 5
Question 5

11
50.0%

Interpretation: -50 % (maximum) respondents or 11 respondents satisfied with current

performance management system in KBL

Performance
Appraisal
process is fair
and adequate
2
9.09%

Disagree

2
9.09%

Neutral
Agree
Strongly
Agree

10
45.45%

8
36.36%

Figure # 6
Question 6

Interpretation: -45.45 % (maximum) respondents or 10 respondents said Performance

appraisal process is fair but 2 person disagreed

38

Figure # 7
Question 7

Interpretation: -Maximum respondents said HR department use the result of

performance appraisal properly.10 person agreed and 3 person strongly agreed.2
person denied

1
4.55%

Proper
training,
counseling
and motivation
is available

2
9.09%
3
13.64%

6
27.27%

Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree

10
45.45%

Figure # 8
Question 8

Interpretation: -Maximum respondents were (45.45%) natural about proper training

compensation and motivation is available to support performance management system
and 3 were strongly disagreed

39

Figure # 9
Question 9

Interpretation: -Maximum respondents were (36.36%) natural and agree about

question 9

40

There is a proper
Performance review
System in KBL
Strongly Disagree
Disagree
Neutral
2
9.09%

Agree

2
9.09%

4
18.18%

Strongly Agree

4
18.18%

Figure #10
Question 10

10
45.45%

Interpretation: Highest % of the respondents said (45%) there is a proper performance

review system

41

Figure #11
Question 11

Interpretation: Highest % of the respondents said (45.45%) rating performance is fare

in KBL

42

There is a proper
reward
management
system is KBL
Strongly Disagree
Disagree
Neutral

2
9.09%

Agree
5
22.73%

Strongly Agree

4
18.18%

1
4.55%

10
45.45%

Figure #12
Question 12

Interpretation: Highest % of the respondents said (45.45%) proper performance reward

management system is not available in KBL

43

Figure #13
Question 13

Interpretation: Highest % of the respondents said (50%) vital challenge to achieve proper
performance management process in KBL is ensuring proper feedback system

44

Figure #14
Question 14

Interpretation: Maximum respondents are happy about overall HR Practice in Kazal

Brothers Limited but 4 people are unhappy and among them 2 people are strongly unhappy.

45

Figure #15
Question 15

Interpretation: Maximum respondents said change in HR department is not required but

3 respondents said change is needed and 1 respondents refused to give answer

46

Findings
Maximum respondents said HR department use the result of performance
appraisal properly.10 person agreed and 3 person strongly agreed.2 person
denied ( Figure-7/Que:7)
Maximum respondents were (45.45%) natural about proper training
compensation and motivation is available to support performance management
system and 3 were strongly disagreed ( Figure-8/Que:8) so we believe there
should be proper training, compensation and motivation for support
Performance management system
Employees are not happy about reward management system

( Figure-

12/Que:12)
There are some problems in Feedback system.
Four people are not happy about overall HR practice ( Figure-14/Que:14)
Some people want change in HR department for better HR practice ( Figure15/Que:15)

Recommendations:
Give proper training, attractive compensation and motivate employee for
better Performance management system.
Find difficulties and solve that
Make Performance management system more flexible and accurate
Giving Reward and other benefits helps to motivate employees so there
should be good reward management system
Though most of the employees are happy about overall HR practice but
some people are not happy so I believe that HR practice should be more
flexible and employee friendly so that all employee appreciate that practice
and cooperate with HR department more willingly

47

CONCLUSION
Finally, from the above analysis I can say, Kazal Brothers LTD. doing effective HR practice
and Performance Management system is also effective by which they are monitoring the
contribution of the employees and taking necessary remedial action to achieve the desired
result. However, some employees believe the Human Resource Department is not giving
proper training, attractive compensation and motivate employee. The reward management
system should also be more effective. If Kazal Brothers LTD takes necessary steps to solve
the problem regarded reward management and give more training to the employees there HR
department will be more powerful and HR practice will be more effective

48

REFERENCE:
1. Fundamentals of Human Resource Management, 8th Edition, David A Decenzo &
Stephen P.Robbins..Page-263
2. www.performanceassociates.co.nz/performance_management_appraisals.html
3. http://www.wpi.edu/Admin/HR/performance-appraisal.html
4. http://kalyan-city.blogspot.com/2011/05/performance-appraisal-of-employees.html
5. http://www.performance-appraisal.com/intro.htm
6. Kazal Brothers Limited Dhaka

49

Appendix:
Questionnaire:
HR Practice & Performance Management System
I am a student of Atish Dipankar University of Bangladesh. As a
part of my MBA requirement I am supposed to prepare a report
and conduct a research on HR Practice and Performance
Management System of Kazal Brothers Ltd. In this regard, I
need to conduct a survey. I can assure you that the data
collected through this questionnaire will be used particularly for
academic purpose.

Age

Below 21
21-30
31-40
40-50
Above 50

Gender
Male
Female
Department

HRD
Marketing and Sales
Cash
Global Corporate
Admin
Others

4. There is an Effective Performance Management System available in KBL

Strongly Agree

Agree

Neutral

Disagree Strongly Disagree

5. You are Satisfied with current Performance Management System in KBL

Strongly Agree

Agree

Neutral

Disagree Strongly Disagree

6. Performance Appraisal process is fair and adequate in KBL

50

Strongly Agree

Agree

Neutral

Disagree Strongly Disagre

8. Proper training, compensation and motivation is available to support the

Performance Management System

Strongly Agree

Agree

Neutral

Disagree Strongly Disagree

9. There are some difficulties in the Performance Management System in KBL

Strongly Agree

Agree

Neutral

Disagree Strongly Disagree

10. There is a proper performance review system in KBL

Strongly Agree
Agree
Neutral
Disagree
11. Rating performance is fare
Strongly Agree
Agree

Neutral

Strongly Disagree

Disagree Strongly Disagree

12. There is a proper reward management system is KBL

Strongly Agree
Agree
Neutral
Disagree

Strongly Disagree

13. What do you believe to be the most important challenges to achieving Performance
Management success?

Measuring Performance
Review Performance
Rating Performance
Reward Management
Feedback System

14. Are You Happy about overall HR Practice in Kazal Brothers Limited?

Strongly Agree

Agree

Neutral

Disagree Strongly Disagree

15. Do you think there should be any change in HR department?

YES
NO

51