Internship report

on
Performance Appraisal System of Janata
Bank Limited

Prepared By
MD. Zahid Hasan
ID: 163-11-5261
Major in HRM
Department of Business Administration
Faculty of Business & Entrepreneurship
 Internship report on
Performance Appraisal System of Janata Bank Limited

Submitted To
Khadiza Rahman Tanchi
Assistant professor (HRM)
Department of Business Administration
Faculty of Business & Entrepreneurship

Prepared By
MD. ZahidHasan
ID: 163-11-5261
Major in HRM
Department of Business Administration
Faculty of Business & Entrepreneurship

Date of Submission:

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 LETTER OF TRANSMITAL
December

To
Khadiza Rahman Tanchi
Assistant professor (HRM)
Department of Business Administration
Faculty of Business & Entrepreneurship

Subject: Submission of Internship Report on Performance Appraisal System of Janata Bank

Limited

Dear Madam,

With great pleasure, right here I have submitted my internship report on “Performance
Appraisal System of Janata Bank Limited”. It has been a pleasure for me to have the
opportunity to apply my experience of learning in the workplace. The theoretical knowledge is
valuable if it is not used in reality. The report is prepared by providing theoretical and practical
training through a three-month internship at Janata Bank Limited.

I would like to cordial thanks to you for your support & statement of my works which made it
easy for me as properly as supplied expertise of gaining knowledge impractical.

Sincerely Yours,

………………
MD. ZahidHasan
ID: 163-11-5261
Major in HRM
Department of Business Administration

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Faculty of Business & Entrepreneurship

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 LETTER OF APPROVAL

This is certify that MD. Zahid Hasan, ID: 163-11-5261, BBA (HRM), is a regular student of
Department of Business Administration, Faculty of Business and Entrepreneurship, Daffodil
International University. He has successfully completed his internship program at Janata Bank
Limited and has prepared this internship under my direct supervision. His assigned internship topic
is “Financial Performance Appraisal System of Janata Bank Limited”. I think that the report is well-
intentioned of fulfilling the partial requirements of BBA program.

…………….………………

Khadiza Rahman Tanchi

Assistant professor & Associate Head
Department of Business Administration
Faculty of Business & Entrepreneurship

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 ACKNOWLEDGEMENT

First of all I would like to categorical my gratitude to the Almighty Allah. This is my pleasure that
I could successfully complete my internship report by the grace of almighty Allah.

I want to convey my heartfelt respect and cordial thanks Khadiza Rahman Tanchi, Assistant professor
& Associate Head, Department of Business & Entrepreneurship, Daffodil International University,
Encouragement, Guidance, advices and valuable supervision. I am very lucky for getting the opportunity to
prepare this report under his supervision and guidance. Without his instruction it was impossible for me to
complete this report successfully.

I am also really responsible to my honorable teacher Gouranga Chandra Debnath, Assistant

Professor and Head of Department of Business & Administration, Faculty of Business &
Entrepreneurship, Daffodil International University for this countless support and guidance. It is
not my own credit in this effort. I would like to extend my-sincere regards and gratitude to my
honorable teachers whose kind’s guidance and assistance enable me to complete my BBA
program and to develop my career through their invaluable teaching.

Finally, I want to thanks Management of Janata Bank Limited and supervision for getting ready.
And last but not the least; I would like to thank all the personnel working at Janata Bank Limited.
They made the environment congenial and favorable for me to recognize the tasks. Without their
help and co-operation, this record would possibly no put together remaining report. I hope that it
will help me in my future expert work. Moreover, I like to thanks all people who used to be helped
me for preparing this report.

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 EXECUTIVE SUMMARY

Janata Bank Limited is the largest state-owned company in Bangladesh with a total of 1215
branches. There are a total of 746 branches in urban areas, 467 branches in major cities and 2
branches overseas. The role of the bank covers a wide range of bank deposits and serves
individuals, businesses, corporations, various offices and urban areas. The Bank provides more
than 21 free services on behalf of the Government of Bangladesh through its rural and urban
areas as part of their commitment to the community.

In the new economic competition of the time period, the non-public sector area gained more and
more in Bangladesh. During this month the most common expenses are balance sheet and cash
loss and account loss. In this report, I have compared the analysis of Janata Bank Limited. I have
used financial instruments such as (ratio of easy money, Profit ratio, Market profit ratio, loan risk
ratio, profit margin well) to identify the finances of the bank. Aside from these tools I also used
the size measurement, the balance sheet analysis and the income statement from the Janata
Department Limited. Through the use of tools, I have been able to interpret the image. Without
these I have also mentioned the other side of the Bank such as (Products, Services and Security).
In the final section of the report, findings and recommendations are provided to improve the
financial viability of the bank.

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 ACRONYMS AND ELABORATION

Acrony Full Meaning

ms
JBL Janata Bank Limited
LTR Loan Against Trust Receipt
SWOT Strength Weak Opportunity Threat
KYC Know Your Customer
NPL Non- performing Loan
IRC Imported Registration Certificate
ALCO Asset-Liability Management
Committee
IBC In ward Bill for Collection
CRG Credit Risk Grading
RWA Risk Weighted Assets
CIB Credit Information Bureau
LIM Invested Against Imported
Merchandise
CRM Credit Risk Management
VAT Value Added Tax
PO Payment Order
CRR Cash Reserve Ratio
FDR Fixed Deposit Receipt
A/C Account
OBC Out ward Bill for Collection
BCD Bearer Certificated Deposit
LC Leverage Ratio
HBI House Building Investment
SLR Statutory Liquidity Requirement

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 TABIL OF CONTENT

Particulars Page
No.
Title Page I
Letter of Transmittal II
Letter of Approval III
Acknowledgement IV
Executive Summary V
Acronyms and Elaboration VI
Chapter-01 Introduction
1.1 Introduction 02
1.2 Background of the report 02
1.3 Scope of the report 03
1.4 Objectives of the report 03
1.5 Methodology of the report 03
1.6 Limitations of the report 04-05
Chapter-02 Profile of Janata Bank Limited
2.1 History of the JBL 07-08
2.2 Corporate profile of JBL 08
2.3 Functions of JBL 09
2.4 Vision of JBL 09
2.5 Mission of JBL 09
2.6 Strategic Objective of JBL 09-10
2.7 Management hierarchy of JBL 10
2.8 SME Service of JBL 11
2.9 CSR Service of JBL 11
Chapter-03 Theoretical Background of JBL
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 3.1 Introduction of Performance Appraisal 13-14
3.2 Objective of Performance Appraisal 14

3.3 Methods of Performance Appraisal 14-16

3.4 Appraising Performance: Problem and Solution 16-17

3.5 Performance Appraisal Process 18-20

3.5 Who Should Do Appraisal Process 20

Chapter-04 Performance Appraisal Process of

Janata Bank Limited
4.1 Performance Appraisal Process of JBL 22-24
4.2 Methods of Performance Appraisal of JBL 25-27
4.3 Performance Appraisal System for Different Levels of 28-29
Management of JBL
Chapter-05 Findings, Recommendations &
Conclusion
5.1 Finding 30
5.2 Recommendations 31
5.3 Conclusion 32-33
References 34

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 Chapter- One
Introduction

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1.1Introduction:

The banking area has an essential position in the monetary things to do and in the improvement
of any country. There are distinct types of banks such as central banks, commercial banks,
savings banks, investment banks, industrial banks and cooperative banks etc. In Bangladesh,
commercial banks dominate the economic sector and macroeconomic management is mainly
based on the overall performance of the carrier's provider is a primary factor in the banking
service. As a result, it has become quintessential for any man or woman to have some thoughts
on the bank and two banking procedures. At present, there are 58 scheduled banks operating
across the country. Of these 9 are state-owned, 39 are personal industrial banks and 9 are foreign
commercial banks. The biggest problem of Bangladesh's banking facility is the two financial
institution's loan default problem. Various initiatives have been taken to address the problem of
mortgage default in Bangladesh. One of them is having the savings coverage and approach
guidelines prescribed by Bangladesh Bank.

1.2Background of the Study:

To fulfill the degree name Bachelor of Business Administration (BBA) from Daffodil
International University. I is mandatory to complete an internship course all of students of BBA
have to sustain. The students are sent to various organizations where they are assigned to one or
more projects. This program is three month duration. At the end of program, the internship sari
required to place the accomplishment and finding of the project through the writing of the
internship report covering the relevant topics. As the case, I have done an internship course at
Janata Bank Limited. In this session I have completed is part on Performance Appraisal System
of Janata Bank Limited.

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1.3Scope of the Study

This report will screen an organization in a general way of Janata Bank Limited. It will send
wide view of the several stages. I tried to exhibit the analysis by way of individual graphs and
charts through movement and ratio analysis based on over five years performance. Findings and
applicable tips are made primarily based on that analysis. To keep way from complexity some
overallperformancevariablesaretakenintoconsiderationwhileanallyingperformance.Thestudy
would focus on the following fields the three major financial tools of Janata Bank Limited.

1.3.1 Ratio Analysis

1.3.2 Trend Analysis
1.3.3 Common Size Analysis

1.4Objectives of the Study

The main objective of this study is to provide an overview of performance appraisal system
followed by Janata Bank Ltd. However, the goal behind this study is something broader. The
specific objectives of the study are summarized as follows.

Specific Objective

 To analyze an overall scenario of performance appraisal system of Janata Bank Ltd (JBL)
 To bridge the theories and practical procedures of performance appraisal system of JBL.
 To explore the performance appraisal process followed by JBL.
 To identify the performance appraisal methods used by JBL.
 To analyze the performance appraisal system for different levels of management of JBL
 To discover problems and suggest advice for further improvement.

1.5Methodology of the study

Sources of Data:

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 The study is based on primary and secondary sources of data. Data have been collected from
official records discussions with employees and from different circular in newspapers and annual
report at Janata Bank Ltd.

Primary Sources:

 Face to face conversation of consul with the respective officers of theBank.

 Practical experience acquired by working in different desks during internshipseason.

Secondary Sources:

 Annual report of Janata Bank Ltd

 Broacher of Janata Bank Ltd
 Websites
 Office files and documents
 Periodicals published by Bangladesh Bank
 Deferment books and newspaper
 Review of the related past records

1.6Limitations of the Study:

Preparing a report on such reports in no time is not an easy task. From start to finish, learning
is done with the goal of making it complete and realistic. Some issues and limitations
encountered in the preparation of this report are as follows

 The main point of this study is the lack of data, which is required for this study.
There is a lot of information that a bank employee may not be able to provide
due to security and other business responsibilities.
 Since the data, in most cases, is not organized in an organized way, the bank has
not provided all the information.
 Due to time constraints, many of the issues cannot be discussed in this report.
 As the bank staff was very busy, they couldn't pay enough time.
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  Lack of access to internal data
 I had to rely on secondary data to prepare this report
 Information relating to the lawsuit was not available
 Lack of in-depth knowledge and analytical ability to write such a report

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 Chapter: Two
Company Overview

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 2.1History of the Janata Bank Limited

Janata Bank Limited, Bangladesh's second largest public financial institution (SCB), plays a key
role in overall financial operations. The financial institution was renamed "Janata Financial
Corporation" from a merger of past financial institutions and financial institutions under the 1972
Board of Finance-26 and was re incorporated as a joint venture in November 2007. Since 1972, the
Bank supported the growth of Bangladesh's economy and helped shape the country's currency root.
The Janata Center operates with 912 branches nationwide, including 4 overseas branches in the
UAE.
With the emergence of Bangladesh as an independent sovereign state in 1971 after a devastating
nine-month war against the West Pakistani occupation army, a war, filled with blood and tears,
trauma and pain of millions of loved ones, rebuilt the already bankruptcy of the country base was
perceived as an urgent appeal of the day against a collapsed economic reality of a newly born state.

On November 15, 2007 Janata Bank joined the Joint Stock of Registrars and restructured it as a
joint stock company under the name Janata Bank Limited.

Including 4 overseas branches in the UAE Janata Bank runs its business with 915 branches across
the country with a large family of approximately 11,463 employees (as of 31.07.2020) based in
Janata Bhaban, Motijheel C / A, the heart of the capital , Dhaka.

At the end of 2019 the Bank held BDT 691,409,372,051 Deposits, BDT Advance 548,473,941,439
with BDT Authorized Capital 30,000 million and BDT Paid-up Capital 23,140 million.

Janata Bank Limited, a trusted institution over the years, the 2nd largest commercial bank (in terms
of deposits / assets) in Bangladesh, has played an integral role in the country's overall financial
activities and has a long tradition of commendable services to society since its levee immediately
after the emergence of this rich and verdant alluvial terrain as a sovereign and independent state.

The Bank's contribution to the national economy and social reform has set such a high level that
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others in this area cannot help but aspire to touch the benchmark of JBL's success. One more reason
for a great honor is that the Bank's contribution, commitment and success have been recognized
with a number of prestigious awards from renowned national and international organizations.
2.2 Corporate Profile of Janata Bank Limited

 Name of the Company : Janata Bank Limited

 Chairman : Professor Dr. Abul Barkat
 CEO &Managing Director : Mr. S M Aminur Rahman
 Company Secretary : Mr. Md. Mosaddake-Ul-Alam
 Legal Status : Public Limited Company

Emerged as state-owned Commercial Bank in 1972,

 Genesis
: under Bangladesh Bank order nationalization (PO No.26
of 1972)
 Date of In corporation : 21 May, 2007
 Date of Vendor’s Agreement: 21 May, 2007

110, Motijheel C/A, Dhaka, Bangladesh

 Registered Office

:
 Authorized Capital : Taka 20,000.00Million
 Paid-up Capital : Taka 19140.00 million
 Number of Employee : 15485
 Number of Branches : 893
 Phone-PABX : 9560000, 9566020, 9556245-49
 FAX : 88-02-9564644,9560869
 SWIFT : JANB BD DH
 Website : www.jinatabank-bd.com
 E-mail : md@janatabank-bd.com

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 2.3 Function of Janata Bank Limited

1. Deposit series from customers.

2. Cash transactions via the customer's current account.
3. Attending payments of tread and draft of customers
4. Loan penalty.
5. Money transfer.
6. Collecting extraordinary changes, activity dividends, rents, pensioned.
7. Provide on line services to the customers.

2.4 Vision of the Janata Bank Limited

Become the largest commercial bank in Bangladesh to support the socio-economic development of the

country and to be a leading bank in South Asia.

2.5 Mission of the Janata Bank Limited

Janata Bank Limited will be a successful business entity by maintaining stable growth, providing
high-quality financial products, providing excellent customer service through the management
team. Recognize and maintain good business management at all levels of the banking network.

2.6 Strategic Objective of Janata Bank Limited

JBL Have,
 Concern
 Commitment
 Competence

JBL Strengths
 Nationwide networks 893 branches
 Foreign network, 4 branches and 1239 foreign correspondence
 State owned image
 No capital shortfall

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  No provision shortfall
 Friendly board of directors
 Skill manpower

JBL Brand
 Good quality loan
 Efficient service
 Low classified loan
 Timely recovery
 High impact of CSR
 Attract low cost deposit
 Quality and responsive staff

JBL Need
 Improve service mentality
 Human touch with clients
 Strong cash recovery
 Strategic thinking More agriculture loan
 More remittance
 Manager willing to task risk
 Innovative thinking
 Free from corruption

2.7 Management Hierarchy of Janata Bank Limited

The Board of Directors is the top of the management, which is formed under the Bangladesh Bank
Nationalization Order of 1972. Janata Bank Lad’s management hierarchy takes a hit:

Board of Directors (BOD)

Managing Director (MD)

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 Deputy Managing Director (DMD)

General Manager (GM)

Deputy General Manager (DGM)

Assistant General Manager (AGM)

Senior Principal Officer (SPO)

Principal Officer (PO)

Senior Officer (SO)

Officer

2.8 Small & Medium Enterprise(SME)

Janata Bank limited emphasizes highest precedence on SME financing for disposing of poverty by
means growing SME mortgage glide at economically underdeveloped location & human’s
putting gupprecedence base. SME saving policy for ladies & under privilege denture pruners.
Janata Bank Limited is working for the improving of their socio-economic condition.

2.9 Corporate Social Responsibility (CSR)

1. Special credit program for freedom fighters.

2. Collateral-free group based Credit program for the landless.
3. Special Scholarship brilliant students.
4. Credit program for overseas employment.
5. Special credit program for Government Primary Schoolteachers.
6. Green banking programs like biogas &solar paints.

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 Chapter-03

Theoretical Background

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3.1Introduction of Performance Appraisal

Performance Appraisals an ongoing process of measuring and evaluating objectives that approve
and identify opportunities for improvement. In other words, performance Measurement is the
process of realizing an organization's vision to help all employees understand and identify their
involvement. Performance appraisal is also a tool for decision-making and communication for
employees Effectiveness of work, importantly, establishing plans for both parties.

Managers are reluctant to respond without hesitation and engage in honest discussions with
employees, for fear of retaliation or harmful relationships with people they trust to get the job
done. Employees feel that their managers are not good at discussing their performance and are
ineffective at providing training on how to develop their skills. Many complain that performance
evaluation systems are complex, bureaucratic and compare the added value by adding time. He
manages to treat both the manager and the employee evaluating performance as a burden rather
than a tool in a successful business relationship.

A fundamental basis for playing a PA role is to monitor employee performance, support

employees and improve company behavior. Performance evaluations should include routine
documentation, which is obtained by completing a comprehensive evaluation form. When
employees realize that the company is committed to their performance and that they are able to
receive rewards with greater promotion and publicity, they work hard. Morale improves when
employees receive knowledge or rewards for their work

A good PA plan will help the company achieve its goals and objectives. Not only a good
education, but also his readiness and dedication are in great demand. By identifying these training
needs, employees can do their jobs at the first 20 levels and is a better way to address customers,
members, and user concerns and questions. Excellent people have the experience to be able to
produce, even work leverage capital, every service to provide competitive businesses, from
improving customer experience to profitability.

Performance appraisal can also be defined as a process to measure the performance and
qualifications of employees in accordance with the rules of the job in which they are performing,

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for performance, as well as management, including placement, options for support, provision of
financial resources and other activities that require diversity of members of different groups
through activities. Which affects all members equally? Performance appraisal is a process that
measures the performance of an employee.

Evaluation should not be seen as an end in itself, but as an important process in management
practice that continues:

 Day to Day Performance

 Organizational objective

 Professional development

 Rewards and incentives

3.2Objective of Performance Appraisal

These are the goals of the Performance Test:

 Explain the steps to complete a performance evaluation.

 Evaluate the importance of performance appraisal from the point of view of the
supervisor and the employee.

 Create a good atmosphere for conducting the interview.

 Create a task that requires multiple tasks.

 Conduct the performance review discussion

3.3 Methods of Performance Appraisal

 Balanced Scorecard
Balance Scorecard means management "Result" and measures how the direction
achieves the desired results. The Glossary of Interpreting Goals and Vision is about
achieving goals and measurable and measurable metrics.

 Critical incident methods

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 Key issues for performance appraisal a way in which the manager sees the good and
bad behavior of employees while working.

 Weighted checklist methods

This method describes where the measurement criteria are locatedthe assessor
identifies himself for the tasks to be evaluated, providing a comprehensive list of
ethical and non-performance behaviors at work.

 Paired comparison analysis

Weight comparison is a good measure of weight by weight relation to the importance

of the choice. A variety of plausible options can be listed. Each option was compared
in every way. The result is the height and options with maximum height are the
preferred option.

 Graphic rating scales

A rating instrument is a form that the supervisor only draws staff level. This is the
oldest and most widely used method of measurement.

 Essay Evaluation method

This process asks managers / supervisors to describe the success and the negative
impact of employee behavior. Measurement measures are a non-profit process. This
method is usually used in conjunction with the standard measurement method.

 Behaviorally anchored rating scales

These procedures are used to describe the performance leading to a particular behavior
or to set indicators of success or failure. It is a combination of the measurement tools
and key capabilities of staff performance evaluation.

 Performance ranking method

Ranking is a performance measure used to measure employee performance from the

worst to the worst. The manager will compare one employee with another employee,
rather than compare the standard gauge.
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  Management by Objectives method

MBO is the process by which managers / agencies define employee goals, evaluate
performance and rewards accordingly. MBO focuses on what needs to be achieved
(goals) rather than what should be achieved

 360 degree performance appraisal

A 360-degree Recommendation is a process or procedure in which employees receive

anonymous and anonymous responses from staff around their supervisors, colleagues
and bottom line staff.

The misclassification is a measurement method to measure employee rank but the

determination of product distribution. For example, a distribution is required with 10 or
20 percent in the main categories, 70 or 80 percent in the middle, and 10 percent below.

3.4 Appraising Performance: Problem and Solution

Performance appraisal offers a precise way to develop the people working within your
organization.

Title Problem Solution

A manager or supervisor allows a The rater should consider each factor
general favorable impression of an independently of all other factors,
employee to influence his or her rather than rating the employee at the
Halo Effect
judgment on each separate factor in same level on all factors in an
the performance appraisal process. appraisal.
A staff member’s recent outstanding An alert manager compensates for
contribution or untimely mistake just lack of perspective by careful
prior to a performance review colors documentation.
Regency
the manager perception of the
Effect
employee performance for the entire
appraisal period.
Manager Personal friends of manager get better Managers avoid the tendency to rate
Preference ratings than their performance favored employees higher than the
justifies. Conversely manager rate deserve because of their manner and
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 employee lowers than they deserve personality.
when conflicts of manner, style and
personality exist.
Effect of Past The employee who has performed well Once again, observation and
Record in the distant past is assumed to be documentation of the employee’s
acceptable in the recent past also. performance will give an accurate
Previous good work tends to carry account of the performance period
over into the new period being under scrutiny.
appraisal.
A manager tends to rate everyone Understanding the constructive
high. This error is usually committed purposes of performance appraisal
when managers feel uncomfortable and acquiring effective skills in
Leniency
about communicating negative giving negative feedback should
Effect
feedback or do not want to hurt the reduce the tendency to commit this
employee’s feeling. error.
Managers make quick guesses based Managers commit significant time to
on first impressions of an employee’s observing staff members and
performance. forming judgments based on their
Carelessness
observation.
Irrelevant Evaluations are dependent on the rater When rating employees, the manager
Standards personal preference, prejudices and must consider the same relevant
biases. behaviors for all employees
supervised.

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3.5 Performance Appraisal Process

Performance
Appraisal Process

 Establishing performance standards

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 The first step in the performance appraisal process is to determine the values that will
be used as a basis for comparing the actual performance of employees. This step
requires establishing criteria to judge employee performance as successful or
unsuccessful and the degree to which they contribute to the organization's goals and
objectives. The set values must be clear, easy to understand and measurable terms. If
you can't measure employee performance, you need to be very careful when describing
values.

 Communicating the standards

Once established, it is management's responsibility to communicate the standards to all

employees in the organization. Employees should be informed and standards should be
clearly explained to employees. This will help them understand their roles and know
exactly what is expected of them. The standards should also be communicated to the
evaluators or evaluators and, if necessary, the standards can also be changed at this
stage, depending on relevant feedback from employees or evaluators.

 Measuring the actual performance

The hardest part of the performance appraisal process is measuring the actual
performance of employees - the work done by employees in the specified period. It is
an ongoing process that involves monitoring performance throughout the year. This
phase requires a careful selection of appropriate measurement techniques, taking care
that personal prejudices do not affect the outcome of the process and provide assistance
rather than intervening in the work of employees.

 Comparing actual performance with desired performance

Actual performance is compared to desired or standard performance. The comparison

indicates deviations in employee performance from established standards. The result
may show that the actual performance is greater than the desired performance or, the
actual performance is less than the desired performance which represents a negative
deviation of the organizational performance. It includes the recall, evaluation and
analysis of employee performance data.
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  Discussing results

The result of the evaluation is communicated and discussed with employees

individually. The focus of this discussion is communication and listening. The results,
problems and possible solutions are discussed in order to solve the problems and reach
a consensus. Feedback should be provided with a positive attitude, as this can have an
effect on the performance of future employees. Feedback on performance appraisal
from managers should therefore be useful in correcting mistakes made by employees
and motivating them for better performance, but not demotivate them. Performance
feedback activity should be treated with great care, as it could lead to an emotional
explosion if not treated correctly. Sometimes employees should be prepared before
giving them feedback, as it can be received positively or negatively depending on the
nature and employee title.

 Decision-making

The purpose of employee performance appraisal is to make decisions about employees

without bias on the part of the HR manager. Human resources managers' decisions
regarding employee awards, promotions, demotions, transfers and sometimes
suspensions / firings depend on employee performance evaluation. The decision made
by the HR manager must coincide exactly with the results of the employee performance
assessment in order to avoid dissatisfaction or disturbance between them, because they
affect the overall performance of the organization.

3.6Who Should Do Appraisal Process

 Supervisors
 Peers and Team Members
 Rating Committees
 Subordinates
 360 Feedback

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 Chapter 4

Performance Appraisal
Process of Janata Bank
Limited

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4.1 Performance Appraisal Process of JBL
Although employees are valued at all levels of the company, it is the human resources
department that approves the entire EPA process. At certain times of the year, the process is
completed. Employees are given top priority in the process of evaluating recent work or
completing the project. This is a long and extensive process. The human resources department
gives priority to this activity. The process begins with goal setting and ends with evaluation-
based recommendations evaluation.

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 Setting
Approval by
Employee Goal Setting
EPA Review
Committee Targets
Appraisal by Actual
Appraiser's Performa
Supervisor nce
Comparing
Appraisal Actual
by performance

Apptaiser Self with Target

Performance
Appraisal
Setting Goal
The MBO approach is based on the basic concepts of interactive management. Encourage
employees to be involved in the goal setting process. The objectives of the organization are
determined by discussions between supervisors and subordinates. This goal is set for the entire
organization. Each branch, division and department is equally responsible for implementing the
objectives. So this is general the purpose is then assigned to each section. During this
engagement, the employee and supervisor discuss whether the assignment can be performed by
the employee. Based on the discussion, goals are assigned to that branch or department.

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Setting Targets
Once the target is set, the targets are set for each specific sector. The responsibility of all
employees in the specific department of the organization to achieve the goal. This purpose
Distribution among individual employees in different sectors, Like-
 Deposit target
 Import target
 Export target
 Advances target
 Guarantee target
 Operating Profit target

Actual Performance
Once the individual employee goal is set, each employee works to achieve the goal. This
objective serves as a guideline for planning activities.

Comparing Actual Performance with Target Performance

The actual performance of employees is compared to the set goal. This comparison is made with
regard to some sectors, such as
 Deposit
 Advances
 Import
 Export
 Guarantee

Self-Appraisal
After evaluating the actual performance in terms of target performance, an employee evaluates
their performance. For each goal, it is evaluated. Based on this assessment the goal is to evaluate
the employee about his or her own performance with respect in the workplace. The thing to keep
in mind here is that at this stage, business goals alone are not considered. Personal characteristics
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 of employees that can significantly affect organizational objectives are also taken into
consideration. Also in this case, the assessment considers internal rules, regulations and consent
by the staff of any other authorized body.

Appraisal by Appraiser
Employees are evaluated on the basis of specific topics. After self-assessment, the assessor
evaluates the employee from the same staff. This assessment can be very different from self-
assessment. The evaluator evaluates the employee based on both qualitative and quantitative
factors. The employee is assessed by his supervisor or evaluator immediately on the basis of his
assessment of how many objectives he has managed to achieve.

Appraisal by Appraiser’s Supervisor

The evaluated form is sent to the approval supervisor for approval. Assessor supervisors review
the module being evaluated and then make the necessary adjustments. Then sign and approve it.

Appraisal by Employee EPA Review Committee

The final approval is given to the EPA Review Committee. Employee evaluation forms from all
branches, departments and divisions are subject to approval Committee. This committee shall
carefully review all forms and adjust accordingly. During this adjustment process, the
recommendation can be adopted with or without changes. Or it may be rejected and new
proposals for implementation and application may be considered. With this final approval, the
employee evaluation process ends.

4.2 Methods of Performance Appraisal of JBL

Managers can choose from a number of evaluation methods. The type of EPA system used
depends on its purpose. If the main focus is on selecting people for promotion, training and
raising merit pay, a traditional method, such as rating scales, may be appropriate. Collaboration
methods, including employee contribution, may be more appropriate for employee development.
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  Annual Confidential Reports
It is an ancient and traditional method of employee evaluation. It is generally used in
government organizations. A confidential report is a performance report of the next
superior subordinate. Since the superior keeps his judgments and reports confidential,
they are called confidential reports. In general, a confidential report covers a limited
range of issues, such as such as the strengths and weaknesses, failures and key
achievements of the employee; information on his personal traits and qualities, behavioral
aspects, aptitude for work, etc. In the true sense of the confidential relationship is nothing
other than the impression of the superior of his subordinates.
Over a period of time, a manager prepares confidential annual reports for each
subordinate who reports to them. In these reports, he talks about the ups and downs of
employee performance over the past year. This report is tabulated and documented by the
human resources department and sent to management for a decision on the future of the
employee in the organization. The disadvantage is that the employee does not have the
ability to improve his performance, because this relationship is kept confidential.
ACR rating practice in Janata Bank Ltd. Is mentioned here-

Rating of ACR Marks

Excellent 2.0
Very good 1.5
Good 1.0
Average 0.5
Poor 0.0

In the context of performance evaluation, employee performance is classified into several segments.
The chart below shows the personal traits of employees,

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 SL Particular Excellent Very Good Average Poor
Good
01 Discipline
02 Mental ability
03 Personality
04 Punctuality
05 Enthusiasm
06 Responsibility
07 Reliability
08 Righteousness, Honesty
and Goodwill
09 Behavior with inferior,
superior and colleagues
10 Innovation
Total

Employee evaluation Professional skills are the most important task in evaluating performance.
Janata Bank Ltd. assesses the professional skills of employees following the instructions

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 SL Particular Excellent Very Good Average Poor
Good
01 Efficiency in collecting
deposit
02 Efficiency in providing
debt
03 Realization of debt
04 Efficiency in earning
targeted profit
05 Administrative
Efficiency in branch
management
06 Right decision making
07 Efficiency in auditing
08 Abide by the rules and
regulations of head
office
09 Efficiency in using
Bangla
10 Working procedure
Total

4.3 Performance Appraisal System for Different Levels of Management of JBL

A performance appraisal system is the process by which an employee evaluates their work. The

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manager, who is closely involved with the employee, monitors and evaluates his work
throughout the year and provides the necessary feedback, guidance and anticipation during the
evaluation. The manager has official discussions with the employee, remembering the areas of
achievement, performance and improvement. The manager also identifies opportunities for the
employee to grow professionally.

Types of Performance Appraisal System

An evaluation does not only involve managers. It's more like an exponentially growing curve -
each top is like them, colleagues, chart managers, which adds value to the employee appraisal
process and helps them grow along the curve.
Here are a few types of performance appraisal system
 General Appraisal: It is a continuous communication between the president and the
staff throughout the year. At the end of the year, the manager and staff will arrange a
meeting and determine how the set and goals have been achieved. The manager then
proposes and sets new goals. Managers can recommend development plans and training
for staff to help them improve their skills.
 360 Degree Appraisal: The 360-degree assessment allows friends, managers, the
supervisor, the direct mentor and other people, inside and out, to comment on an
employee's experience. Team performance and attitude. This method helps employees to
know their strengths and weaknesses. Examination information is reviewed by the
administrator during the review process.
 Technological Performance Appraisal: Evaluate employee skills / abilities. Skills will
be given priority over other skills and competencies during the assessment process to
determine what it is.
 Employee Self-Assessment: Staff measure self / self and are eventually compared with
the manager performing the measurement. The self-assessment process is followed by a
discussion and if there is a discrepancy, the manager talks about it to the employee.
 Manager Performance: In this way, administrators go through the inspection process.
The role of the leader is to play a vital role in managing both the team and the
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 customers. The manager must ensure that the client does not disturb the staff. In general,
the evaluation process involves feedback from the relevant team and sometimes even
from the user. Staff feedback can be anonymous.
 Project Evolution Review: This is a great way to gauge an employee's performance at
work. Replacing the waiting area to review an employee at the end of the year helps
evaluate the final staff of each job. These screening processes increase the efficiency of
the system and make them more involved.
 Sales Performance Appraisal: A salesperson is judged based on the goals he sets for
his results. Sales agents are closely tied to the financial goals of any organization. The
manager and the salesperson must find ways to achieve the goals before which they
must set realistic goals.
 Goal Setting: Each organization estimates the future and has a set of performance goals
for each financial year. The goal (in terms of organizations) is nothing more than how
an organization should be doing by the end of the year. All employees of the
organization are trained to achieve goals. The end result is evaluated according to the
goals achieved.
 Technical Skills: It is very important that an employee is well informed about their
previous experience before going to work. Competence is not limited to IT services
where an employee should be an expert in their specific tasks (regardless of language or
operating system). It spreads across all organizations (financial services / banks, you
need to know how to manage expenses; the market analyst must be good at analytics
and reporting), etc.)
 Soft Skills: It is very important, because all employees need to talk to customers /
customer management, introduce products, walk customers through the process, etc.

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 Chapter-5
Finding, Recommendation &
Conclusion

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 Following the practical work experiences in the General Banking Department of Janata
Bank Ltd, some discrepancies and irregularities have been observed by me and on the
basis of the observation some recommendations have been made to improve the
prevailing situation in the bank. The observations are as follows:

Findings
 Lack of smooth co-ordination in management which results suffering of customers

 Their performance is very slow due to lack of accountability and motivation to

perform.

 Their performance quality is very bad but people believe in government banks that is
why they want to take services from them

 Political problem is a major issue for Bangladesh As a result, many customers and
siblings are deprived of their services and have a huge impact on the economy

 Due to corruption, bribery and irregularities in government banks, the general public
does not get their services properly.

 Bank officials and employees have very little idea about technology.

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Recommendations
 The officers and employees of the bank including the board of directors have to help and
cooperate with each other in their work, and then customers will get better service.

 Every officer has to be accountable through their work so that they will do their job properly

 Employees of Janata Bank have to give performance so they have to give what they need in
the right way.

 All biological companies, including banks, have cochlear political issues they do not use
their working side.

 Corruption, bribery and irregularities can be reduced only if the government and the
consumers have to take action against them.

 Officers-employees should be given ideas about IT. and training about IT

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Conclusion
An efficient operation of banking sector enables the smooth financial resources
intermediation of an economy. Economic growth is contributed greatly by the efficiency
of banking sector in resources generation and its proper allocation. The smooth and
efficient operation of banking sector also helps to reduce risk off allure of an economy.
Therefore, the performance of banking sector is always been a source of interest for
researchers to judge the economic condition of a country. From this view point, the study
is done on the analysis of banking activities and financial performance of Janata Bank
Ltd. JBL plays an important role in the banking sector as well as in our economy. It plays
a great role in collecting scattered deposit, loan settlement and international trade etc. At
present there is no such organization in the world that is free from problem and
challenges. Every concern has to strive ands struggle lot to be more profitable and to go
more competitive edge. The study showed that the bank is financially safe and its capital
adequacy ratio I also good. The great limitation is that the bank has more non-performing
assets. The bank is not computerized in all departments, nonaggressive promotional
activities, and has no separate training institute for their employees. Another important
limitation is that the incentive system of the bank is poor compared to private bank.
When Janata Bank Limited is able to overcome this type of problem then it would be
more structured compared to any other bank operating local or foreign in Bangladesh.
The current situation of Janata bank Limited is satisfactory. But in the age of
competition, If the bank does not provide extraordinary that means superior services then
it will be difficult to continue banking because everybody wants to maintain quality. For
the future planning and the successful operation in its prime goal in this current
competitive environment, this report can provide a good guideline & continuous success
and healthy business portfolio of Janata Bank Limited. The importance of this study
stems from the importance of the Bangladeshi commercial banking sector which has a
huge share in the Bangladeshi economy. In addition, this study is anticipated to make
contributions in two folds: first, contributions to the management in the field of banking;

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 secondly, contributions to the academic field. The expected contributions of this study to
the management in the field of banking can be said to be that, this study may help
decision maker stop ay more attention on the major banking activities that may help in
increasing the financial performance positions. In addition, the financial information of
this study will help the management of the Janata Bank Ltd. in setting up plans and
financial strategies. The expected contributions of this study to the academic fields can be
said to be that: from an academic point of view, this study provide a new perspective in
evaluating the financial performance of a leading Bangladeshi commercial banks as well
as the finding of this study can be added to the present literature and it can help
researchers in their future studies.

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References
 Janata Bank Ltd.(2015-2019) Annual Report
 The Banking and Financial Institution Act, 1991 from-
http://www.sai.uni-heidelberg.de/workgroups/bdlaw/1991-a14.htm
 Haghighat,J.,andNasiri,N.
(2004),BankEfficiencybydataenvelopmentanalysis(casestudy Agricultural
Bank), Economic Journal, Volume: 9, pp.171-135
 DhanabhakyamM.&Kavitha,M.
(2012),FinancialPerformanceofselectedPublicsectorbanks
inIndia,InternationalJournalofMultidisciplinaryResearch,Vol.02,Issue:01
,pp.255-269
 https://www.jb.com.bd/
 https://en.wikipedia.org/wiki/Janata_Bank
 https://www.academia.edu/31574333/
Performance_Evaluation_of_Janata_Bank_Limited_A_Study_on_JBL_Pab
na_Corporate_Branch
 https://www.academia.edu/8135950/
internship_report_An_Analysis_of_Banking_Practices_and_Performance_o
f_Janata_Bank_Limited_A_Study_on_a_Nationalized_Bank
 https://www.researchgate.net/publication/
315113772_Performance_Evaluation_of_Janata_Bank_Limited_A_Study_
on_JBL_Corporate_Branch

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