Welcome to the presentation on Performance Appraisal System

of

Unilever Bangladesh Ltd.

What is Performance Appraisal System?

It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance.

Objectives of Performance Appraisal

According to: Employee Organization measuring the efficiency maintaining organizational control. Aims at: mutual goals of the Personal development work satisfaction involvement in the organization

concrete and tangible particulars about their work assessment of performance

employees & the organization. growth & development increase harmony & enhance effectiveness

Methods of Performance Appraisal

There are three existent approaches for measuring performance appraisal. These are :-

1. Absolute standards.
2. Relative standards.

3. Objectives.

What is Absolute Standard? Measuring an employee's performance against established standards.

This group Includes following methods-

1. The critical incident appraisal.

2. The checklist.
3. The graphic rating scale.

4. Forced choice.
5. Behaviorally anchored rating scales.

What is Relative Standard?

The Method in which individual is compared against other individuals.
This group Includes following methods-

1.Group order ranking.

2.Individual ranking.
3.Paired comparison.

What is Objectives Methods?

This approach is frequently referred to as Management by Objectives (MBO).

It consists of four step : 1. Goal setting 2. Action planning 3. Self control 4. Periodic reviews

Unilever Bangladesh at a glance

Type of business.
Operations. Constitution. Product categories. Brands.

Manufacturing facilities.
Employees.

Mission & Purpose

Mission
Unilever's mission is to add Vitality to life. They meet everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life. Purpose corporate purpose states that to succeed requires "the highest standards of corporate behavior towards everyone we work with, the communities we touch, and the environment on which we have an impact."

Organizational Structure of Unilever Bangladesh

Unilever Bangladesh Limited structured in the following manner: Unilever Bangladesh Limited has five departments to carry out all the organizational functions. Respective directors head are head of all departments. These departments are: 1. Customer Development Department Headed by Customer Development Director. (CDD) 2. Brands & Development Department headed by the Brands and Development Director. (B&DD)

3. Supply Chain Department headed by the Supply Chain Director. (SCD)

4. Finance Department headed by Finance Director. (FD) 5. Human Resources Department headed by the Human Resources Director. (HRD)

Performance Appraisal System In Unilever Bangladesh Ltd.

The study states two sections:

Section-1: Executive Level Analysis. Section-2: Workmen Level Analysis.

Section-1: Executive Level Analysis

1. Need for performance Appraisal System.

2. Satisfaction with Performance Appraisal System. 3. Performance Appraisal System and Employee Motivation. 4. Performance Appraisal System as a Promotional Tool.

Executive Level Analysis

View Points of employees towards Need of Performance Appraisal System Age Group 20-30 years 30-40 years Total Neutral 1(20.0%) 4(80.0%) 5(100.0%) Agree 0(0%) 4(100.0%) 4(100.0%) X2 = 2.045, P = 0.360 Strongly agree 7(33.3%) 14(66.7%) 21(100.0%) Total 8(26.7%) 22(73.3%) 30(100.0%)

Experience
1-5 years 5-10 years 10-15 years Total

Neutral
1(20.0%) 4(80.0%) 0(.0%) 5(100.0%)

Agree
1(25.0%) 2(50.0%) 1(25.0%) 4(100.0%) X2 = 1.947, P = 0.746

Strongly agree 7(33.3%) 11(52.4%) 3(14.3%) 21(100.0%)

Total
9(30.0%) 17(56.7%) 4(13.3%) 30(100.0%)

Executive Level Analysis Continued

View Points of employees regarding satisfaction with Performance Appraisal System Age Group 20-30 years 30-40 years Total Neutral 6(33.3%) 12(66.7%) 18(100.0%) Agree 1(9.1%) 10(90.9%) 11(100.0%) X2 = 4.897, P = 0.086 Experience 1-5years 5-10 years 10-15 years Total Neutral 4(22.2%) 10(55.6%) 4(22.2%) 18(100.0%) Agree 4(36.4%) 7(63.6%) 0(.0%) 11(100.0%) Strongly agree 1(100.0%) 0(.0%) 0(.0%) 1(100.0%) Total 9(30.0%) 17(56.7%) 4(13.3%) 30(100.0%) Strongly agree 1(100.0%) 0(.0%) 1(100.0%) Total 8(26.7%) 22(73.3%) 30(100.0%)

X2 = 5.476, P = 0.242

Executive Level Analysis Continued

View Points of employees regarding Performance Appraisal System enhance employee motivation. Age Group 20-30 years 30-40 years Total Neutral 1(11.1%) 8(88.9%) 9(100.0%) Agree 8(40.0%) 12(60.0%) 20(100.0%) X2 = 2.910, P = 0.233 Experience 1-5years 5-10 years 10-15 years Total Neutral 1(11.1%) 3(33.3%) 5(55.6%) 9(100.0%) Agree 6(30.0%) 5(25.0%) 9(45.0%) 20(100.0%) X2 = 3.985, P = 0.408 Strongly agree 1(100.0%) 0(.0%) 0(.0%) 1(100.0%) Total 8(26.7%) 8(26.7%) 14(46.7%) 30(100.0%) Strongly agree 0(.0%) 1(100.0%) 1(100.0%) Total 9(30.0%) 21(70.0%) 30(100.0%)

Executive Level Analysis Continued

Viewpoints of employee regarding performance appraisal system provide Employee promotion
Age Group 20-30 years 30-40 years Total Agree 5(45.5%) 6(54.5%) 11(100.0%) Strongly agree 4(21.1%) 15(78.9%) 19(100.0%) Total 9(30.0%) 21(70.0%) 30(100.0%)

X2 = 1.975, P = 0.160 Experience 1-5 years 5-10 years 10-15 years Total Agree 8(72.7%) 2(18.2%) 1(9.1%) 11(100.0%) Strongly agree 0(.0%) 6(31.6%) 13(68.4%) 19(100.0%) Total 8(26.7%) 8(26.7%) 14(46.7%) 30(100.0%)

X2 = 19.542, P = 0.000

Workmen Level Analysis

1. Performance Appraisal System and Workmen Motivation.
2. Performance Appraisal System as a basis of Incentives and Increment . 3. Performance Appraisal System as a Promotional Tool. 4. Workmens Regarding Satisfaction with exiting Performance Appraisal System.

Workmen Level Analysis

Viewpoint of workmen regarding Performance Appraisal System increase Motivation
Age Group 20-30 years 30-40 years 40-50 years Total Disagree 2(33.3%) 2(33.3%) 2(33.3%) 6(100.0%) Neutral 7(25.9%) 15(55.6%) 5(18.5%) 27(100.0%) Agree 8(29.6%) 14(51.9%) 5(18.5%) 27(100.0%) Strongly Agree 1(10.0%) 6(60.0%) 3(30.0%) 10(100.0%) Total 18(25.7%) 37(52.9%) 15(21.4%) 70(100.0%)

X2 = 2.782, P = 0.836 Experience 10-15 years 15-20 years Above 20 years Total Disagree 2(33.3%) 2(33.3%) 2(33.3%) 6(100.0%) Neutral 4(14.8%) 13(48.1%) 10(37.0%) Agree 2(7.4%) 16(59.3%) 9(33.3%) Strongly Agree 0(.0%) 6(60.0%) 4(40.0%) 10(100.0%) Total 8(11.4%) 37(52.9%) 25(35.7%) 70(100.0%)

27(100.0%) 27(100.0%) X2 = 5.284, P = 0.508

Workmen Level Analysis Continued

Viewpoints of workmen regarding performance appraisal System is basis of Incentives and Increment
Age Group 20-30 years 30-40 years 40-50 years Total Agree 5(26.3%) 9(47.4%) 5(26.3%) 19(100.0%) Strongly Agree 13(25.5%) 28(54.9%) 10(19.6%) 51(100.0%) Total 18(25.7%) 37(52.9%) 15(21.4%) 70(100.0%)

X2 = .443, P = 0.801 Experience 10-15 years 15-20 years Above 20 years Total Agree 2(7.4%) 11(59.3%) 6(33.3%) 19(100.0%) Strongly Agree 6(11.8%) 26(50.9%) 19(37.3%) 51(100.0%) Total 8(11.4%) 37(52.9%) 25(35.7%) 70(100.0%)

X2 =.269, P = .874

Workmen Level Analysis Continued

Viewpoints of workmen regarding performance appraisal System provide promotion
Age Group 20-30 years 30-40 years 40-50 years Total Agree 14(63.6%) 5(22.7%) 3(13.6%) 22(100.0%) Strongly Agree 4(8.3%) 32(66.7%) 12(25.0%) 48(100.0%) Total 18(25.7%) 37(52.9%) 15(21.4%) 70(100.0%)

X2 = 24.362, P = 0.000 Experience 10-15 years 15-20 years Above20 years Agree 6(27.3%) 12(54.5%) 4(18.2%) Strongly Agree 2(4.2%) 25(52.1%) 21(43.8%) Total 8(11.4%) 37(52.9%) 25(35.7%)

Total

22(100.0%)

48(100.0%)

70(100.0%)

X2 = 9.826, P = .007

Workmen Level Analysis Continued

Workmens Regarding Satisfaction with exiting Performance Appraisal System
Age Group 20-30 years 30-40 years 40-50 years Total Neutral 7(41.2%) 6(35.3%) 4(23.5%) 17(100.0%) Agree 8(33.3%) 12(50.0%) 4(16.7%) 24(100.0%) X2 = 7.083, P = 0.132 Experience 10-15 years 15-20 years Above 20 years Neutral 3(17.6%) 10(58.8%) 4(23.5%) Agree 3(12.5%) 14(58.3%) 7(29.2%) Strongly Agree 2(6.9%) 13(44.8%) 14(48.3%) Total 8(11.4%) 37(52.9%) 25(35.7%) Strongly Agree 3(10.3%) 19(65.5%) 7(24.1%) 29(100.0%) Total 18(25.7%) 37(52.9%) 15(21.4%) 70(100.0%)

Total

17(100.0%)

24(100.0%)
X2 = 4.001, P = 0.406

29(100.0%)

70(100.0%)

Conclusion & Recommendation

Conclusion
UBL uses two parameters to judge the performance of an employee.

Technical basis Behavioral basis

UBL use rating scale to judge the performance of employees. UBL use 1 to 5 rating scale to evaluate the performance of employees.

Employees observed that Performance appraisal system provides carrier path and growth perspective to employees; it helps employees to decide about the future goals of the organization. So performance appraisal system leads to development of employees as well as organization.

Conclusion & Recommendation

Recommendation
1. Performance appraisal system should be strengthening in the company as experienced and aged employees are satisfied with the existing performance system.

2.

Employees should be given feedback about their performance at successive intervals so that they can make improvements in the field required.
3. Standard should be set against individuals so that employee performance can be measured against set standards. Management should try to identify area in which employee lacks and should provide proper training and develop their skills so that employee can achieve the desired goals of the organization.

4.

5.

Employee appraisal system should be transparent

Performance Appraisal System of Unilever Bangladesh Ltd.

The End