1.

1 Origin of the Report

Project Report is one of the most important topic of our 4th year B.B.A course. Now the world is
competitive. So we have to earn the knowledge about the critical environment of business. This
type of research report helps the student to acquire practical knowledge about the modern business
organization. It will also help the student to be an effective manager in future.

This is the project report I have prepared as a requirement for the BBA program of National
University. I was collected data from the HR manager and various Secondary sources.

Now a day it is really hard job for company to retain his incumbents in competitive labor market.
He must persuade and promote the employees to bring the satisfaction in the organization through
good work environment, good performance and good compensation packages.

In this report I’m tried to find out the HR practices of RUPYAN group like their HR policies,
recruiting process, logistic supports for the organization, payroll system ,holidays, job description,
new employee orientation, travel rules, training program, benefits, leave rules, encashment,
emergency loan system etc.

1
1.2 Objectives

Broad Objective

Identifying and analyzing the overall Human Resource Management activities of Rupayan group.

Specific Objective:

 To know Human Resources Planning practices.

 To understand the features of the product in order to understand its functions.
 To learn about recruiting and selecting procedure.
 To identify training and development methods applied in this organization.
 To establish 360 degree evaluation system.
 To set up a standard format for higher level evaluation.
 To identify problems of Rupayan
 To give recommendation about the problem

1.3 Methodology

Data Collection Method: In my study I have mainly depended on primary data, which have been
collected through direct, phone survey and reference source.

Primary Data Collection Method: For time consuming and availability of proper person I tried
to contact people over phone and face to face discussion.

Secondary Data Collection Method: It was really hard for us to collect data for this topic because
all the information related to HR So, I some case have to take information through observation
method and internal sources.

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1.4 Limitation of the Study

A big numbers of limiting factors were faced while collecting information about the report. These
factors are as follows:

 All the Forms are confidential

 All the HR activities and development information are verbally collected
 All the information may change due to policy
 Most of the issues are identified through observation method.
 Limited Time is one of the problem while making the report.

Moreover, it has not been possible to get all required internal information of the company as these
are treated as confidential company information

3
 Chapter 2

Company Overview

4
2.1 About Rupayan Group

Rupayan Housing Estate Limited has come into being in 1999 with a pledge to fulfill the housing
need of this populous city of Dhaka. The first Residential Project named “Rupayan Easel Dream”
comprising 108 Apartments in four eight storied building was successfully completed and handed
over to the honourable clients with their entire satisfaction. Since then, the company continued its
advancement in development works and expanded the projects in all prime locations like Uttara,
Gulshan, Banani, Niketon, Eskaton, Paltan, Shantinagar, Moghbazar, Dhanmondi, Laxmibazar,
Wari, Mohakhali etc. Both Residential and Commercial Projects were undertaken and completed
successfully and handed over accordingly and the company is in force with numbers of ongoing
projects.

The company is operating its business in its own high rise Corporate Office at Rupayan Centre,
Mohakhali C/A, Dhaka. The prestigious commercial building like Faruque Rupayan Tower at
Banani, Rupayan Golden Age at Gulshan Avenue and well decorated and magnificent residential
building with panoramic views at Gulshan, Dhanmondi and other prime locations of the Dhaka
City earned name and fame for the company.

Rupayan believes in the concept of extending housing facilities to the common people of the
country keeping in view of their limited income. It is first ever in Bangladesh that Rupayan has
undertaken a satellite township project for the low income group at Bhuighar, Narayangonj.
Twenty-eight residential buildings along with a market are being completed.

There is a plan that tentative clients will be illegible to avail the apartment in this project after
booking and availing Bank Loan facility and thereby the scope of making repayment of bank loan
with the amount of House Rent is nearly possible. This opportunity will make the dream true of
becoming the apartment owner in case of that category of clients.

Rupayan has got housing project in nearby Savar region (Ashulia and Hemayetpurareas).

Rupayan Housing Estate Limited feels social responsibilities to serve the people with quality and
commitment. With this end in view the company is working with a dynamic set of management
personnel and skilled work force. We look forward to see a better future.

5
2.2 Mission

At Rupayan Group we have one objective – to devote our talent, technology and time to creating
superior products and services that make everyday lives better and contributes to a better society.

2.3 Vision

Rupayan Groups’s vision is to provide excellent product and services of superior quality and value
that will enhance the lives of consumers today and for generations to come.

2.4 Values

Rupayan Group believes that good ethics is the foundation for good business. We believe in
showing fairness and respect to our clients, partners, society and environment.

6
2.5 Organogram of the company

7
2.6 Major Activities Undertaken by Rupayan Housing Estate in
Bangladesh

Rupayan Housing Estate, one of the leading realtors in Bangladesh, has come forward with such a
housing project that will fulfil the dreams of the middle and lower-middle class people. Rupayan’s
latest project in Narayanganj, adjacent to Dhaka, is a catalyst to setting up an extended capital city
downtown, after Uttara, which is now considered a part of the capital.

“Home! Sweet Home! ” Not only has a famous song, but it also described the hopes and dreams
of many who aspire to own a home. Such aspirations are more reflected in the hearts of people
who reside in rental homes, wishing to own a permanent address. But it is difficult for a member
of the middle of lower-middle income group to purchase an abode, owing to high property prices
and prolonged payback periods. Uttara is the outcome of an initiative taken by the then government
in 1974. The then government also planned that some five downtowns or suburbs will be set up
surrounding Dhaka. However, such plans were not re-initiated by the successive governments.
“There is not even a hint of such a development in the present Dhaka Metropolitan Development
Plan or Detailed Area Plan,” says Sadat Hossain Salim, managing director of Rupayan Housing
Estate.

8
2.7 Managing housing arrangement for the whole population of
Bangladesh by Rupayan Hounsing Estate

Rupayan believes in the concept of extending housing facilities to the common people of the
country keeping in view of their limited income. It is first ever in Bangladesh that Rupayan has
undertaken a satellite township project for the low income group at Bhuighar, Narayangonj.
Twenty-eight residential buildings along with a market are being completed over there. There is a
plan that tentative clients will be illegible to avail the apartment in this project after booking and
availing Bank Loan facility and thereby the scope of making repayment of bank loan with the
amount of House Rent is nearly possible. This opportunity will make the dream true of becoming
the apartment owner in case of those categories of clients. Rupayan has got housing project in
nearby Savar region (Ashulia and Hemayetpur areas)

9
2.8 Projects of Rupayan Housing Estate Limited

Rupayan housing estate ltd was established in 1998 which is a sister concern of Rupayan Group.
Over 14 years it has completed and hand over 25 projects at Dhaka, out of which the most
significant township projects at Narayanganj. Rupayan has blended multiple skills configurations
along with the finesse of civil engineering and construction. Last couples of year Rupayan built
big commercial complex in prime location of Dhaka city. Now I give some information of their
last year completed projects:

(1) Rupayan Apyllion (2) Rupayan Chandralekha

Location: Uttara Location: Bashundhara

Storied building: 6 Storied building: 6

Apartment size: (1140-1355)sft Apartment size:(1430-2020)sft

Selling Price: 7500 Selling Price: 9500

Project status: Residential Project status: Residential

(3) Rupayan Galaxy (4) Rupayan Crown Imperial

Location: Eskaton Location: Dhanmondi

Storied building: 9 Storied building: 6

Apartment size: (1375-1505)sft Apartment size:(2670-2855)sft

Selling Price: 10200 Selling Price: 16000

Project status: Residential Project status: Residential

10
2.9 Collective Development Activities by Rupayan Housnign Estate in
Bangladesh

Rupayan Housing Estate Limited feels social responsibilities to serve the people with quality and
commitment. With this end in view the company is working with a dynamic set of management
personnel and skilled work force. We look forward to see a better future.

Rupayan Housing Estate Limited has come into being in 1999 with a pledge to fulfill the housing
need of this populous city of Dhaka. The first Residential Project named “Rupayan Easel Dream
” comprising 108 Apartments in four eight storied building was successfully completed and handed
over to the honorable clients with their entire satisfaction. Since then, the company continued its
advancement in development works and expanded the projects in all prime locations like Uttara,

Gulshan, Banani, Niketon, Eskaton, Paltan, Shantinagar, Moghbazar, Dhanmondi, Laxmibazar,

Wari, Mohakhali etc. Both Residential and Commercial Projects were undertaken and completed
successfully and handed over accordingly and the company is in force with numbers of ongoing
projects. The company is operating its business in its own high rise Corporate Office at Rupayan
Centre, Mohakhali C/A, Dhaka. The prestigious commercial building like Faruque Rupayan
Tower at Banani, Rupayan Golden Age at Gulshan Avenue and well decorated and magnificent
residential building with panoramic views at Gulshan, Dhanmondi and other prime locations of
the Dhaka City earned name and fame for the company.

11
2.10 Price offer by Rupayan Hosusing Estate in Bangladesh

Rupayan Housing Estate Ltd, one of the leading realtors in the country, has completed its satellite
town project in Dhaka’s suburb to offer 784 ready flats mainly targeting the middle-income group.
The Tk 200-crore mega project titled “Rupayan Town” at Bhuigar off Dhaka-Narayanganj link
road is evidence of housing sector’s trend towards spreading to the suburbs.

The company offers flats of four different sizes ranging from a minimum of 660 square feet to a
highest of 1,120 sft with a Tk 4, 14,000 booking fee, and fixes Tk 2,990 for each sft. “Obviously
it’s a risky venture, developing a housing project outside Dhaka. But we hope people who are
spending a huge amount on monthly house rents will be interested in our project, ” said Sadat
Hossain Salim, managing director of Rupayan Housing Estate, yesterday at a press meet in the
capital. He said Rupayan will also arrange loan facilities for the customers through some financial
institutions. The company will organize a three-day fair today at Sonargaon Hotel to promote sales
of the flats. Southeast Bank, Shahjalal Bank, Prime Bank, Jamuna Bank, Mercantile Bank and
Phoenix Leasing were the top financiers of the project under which Rupayan constructed 784 flats
in 28 separate buildings in a 19-bigha land. “Given the rising demand for housing, it’s not a big
venture,” Salim said, adding that it may encourage others to invest outside Dhaka. Rupayan has
already built more than 1,000 flats in different parts of Dhaka city and constructed some
commercial buildings in the city.

12
 Chapter 3

Analysis & Evaluation

13
3.1 Human resource management

(HRM) is the strategic and coherent approach to the management of an organization’s most valued
assets – the people working there who individually and collectively contribute to the achievement
of the objectives of the business. The terms “human resource management” and “human resources”
(HR) have largely replaced the term “personnel management” as a description of the processes
involved in managing people in organizations. Human Resource management is evolving rapidly.
Human resource management is both an academic theory and a business practice that addresses
the theoretical and practical techniques of managing a workforce.

The HRM Function in the organization plays the role of the unit taking care of the human capital.
The HRM Function is responsible for the processes, which allow the organization to stay
competitive on the external market and internally efficient.

Generally, the role and responsibilities of the HRM Function are defined well in theory, but the
reality can be different from the organization to the organization. The HRM Function plays a
different role in the manufacturing company and a completely different role it plays in the high
tech IT Company. The investments needed to keep the current staff and the competition on the
market usually define the playground for the HRM Function.

The HRM Function has to develop its role in the organization from the basis to the processes with
the value added to the organization. The common route is to begin with the perfect services in the
Personal Administration, Recruitment and Staffing and when the HRM Function is generally
recognized as a “reliable Business Partner” to continue with other processes as the Leadership
Development.

The value added HR Processes need a more recognized HRM Function in the organization or in
the company. The HRM Function without credibility has no chance to introduce functioning value
added processes and it needs to return to the basic processes to build its own credibility among the
management population to have a trust.

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3.2 Importance of HRM

As we know, the term ‘human resource management’ underlines a belief that people really make
the difference, only people among other resources have the capacity to generate value. However,
the human resource management is considered as the ‘Cinderella’ in the organization as its
importance has not been discovered by the senior managers, in addition,it has to share
responsibilities with line managers, sometimes it takes more work than it is expected. Actions
should be taken to help the Cinderella find her glass shoes.

3.3 Goal of HRM

Human resource management is to help an organization to meet strategic goals by attracting, and
maintaining employees and also to manage them effectively. The key word here perhaps is “fit”,
i.e. a HRM approach seeks to ensure a fit between the management of an organization’s employees,
and the overall strategic direction of the company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not machines; therefore we
need to have an interdisciplinary examination of people in the workplace. Fields such as
psychology, industrial engineering, industrial, Legal/Paralegal Studies and organizational
psychology, industrial relations, sociology, and critical theories: postmodernism, post-
structuralism play a major role. Many colleges and universities offer bachelor and master degrees
in Human Resources Management.

Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization development, safety,
wellness, benefits, employee motivation, communication, administration, and training.

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3.4 Objectives of HR

Objectives are benchmarks against which actions of an HRM department are evaluated. The
following is one listing of these objectives:

SociMtal objective: To be socially responsible to the needs and challenges of society while
minimizing the negative impact of such demands upon the organization. The failure of
organizations to use their resources for society’s benefit may result in restrictions. Societies may
pass laws that limit human resource decisions.

Organizational objective: To recognize that HRM exists to contribute to organizational

effectiveness. HRM is not an end in itself; it is only a means to assist the organization with its
primary objectives. Simply stated, the department exists to serve the rest of the organization

Functional objective: To maintain the department’s contribution at a level appropriate to the

organization’s needs. Resources are wasted when HRM is more or less sophisticated than the
organization demands. A department’s level of service must be appropriate for the organization it
serves.

Personal objective: To assist employees in achieving their personal goals, at least insofar as these
goals enhance the individual’s contribution to the organization. Personal objectives of employees
must be met if workers are to be maintained, retained and motivated. Otherwise, employee
performance and satisfaction may decline, and employees may leave the organization.

16
3.5 Functions and Activities of HRM
The HRM Function is about a trust. To build the trust among the management population takes
time and it cannot build over the night. The HRM Function has to work with a vision and this
vision has to be sold the line management slowly. The HRM Function has to recognize the time
as it cannot expect the perfect results immediately. To introduce efficient and working
Performance Management System takes usually about 3 years to get proper results. There is no
reason to expect a quicker implementation as the whole system is about employees and managers.

The HRM Function plays the role as the Finance Department plays in the organization. The HRM
Function is not for a direct management of the processes, the HRM Function develops processes,
procedures and tools for the top and line management to manage and conduct the processes in their
own departments.

The HRM Function has to develop the management staff (and this is a direct responsibility of
Human Resources and the top management) to work, manage and develop the employees in the
organization correctly to ensure the organization healthiness.

The HRM Function is responsible for the following areas in the organization or the business:

 Recruitment
 Compensation and Benefits
 Performance Management
 Training
 Reporting
 Leadership Development
 Personal Administration
 Legal Compliant Processes

The HRM Function can be a strong player in the organization with a significant impact on the
overall results of the organization. But also, in the organization its role and responsibility can be
reduced on the pure Personal Administration, just taking care of satisfying the needs of the top and
line management.

17
The function of Human Resources departments is generally administrative and common to all
organizations. Organizations may have formalized selection, evaluation, and payroll processes.
Efficient and effective management of “Human Capital” has progressed to an increasingly
imperative and complex process. The HR function consists of tracking existing employee data
which traditionally includes personal histories, skills, capabilities, accomplishments and salary.
To reduce the manual workload of these administrative activities, organizations began to
electronically automate many of these processes by introducing specialized Human Resource
Management Systems. HR executives rely on internal or external IT professionals to develop and
maintain an integrated HRMS. Before the “client-server” architecture evolved in the late 1980s,
many HR automation processes were relegated to mainframe computers that could handle large
amounts of data transactions. In consequence of the high capital investment necessary to purchase
or program proprietary software, these internally-developed HRMS were limited to organizations
that possessed a large amount of capital. The advent of client-server, Application Service Provider,
and Software as a Service or SaaS Human Resource Management Systems enabled increasingly
higher administrative control of such systems. Currently Human Resource Management Systems
encompass:

1. Payroll
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting
6. Training/Learning Management System
7. Performance Record

The payroll module automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay cheques and
employee tax reports. Data is generally fed from the human resources and time keeping modules
to calculate automatic deposit and manual cheque writing capabilities. This module can encompass
all employee-related transactions as well as integrate with existing financial management systems.

18
The work time gathers standardized time and work related efforts. The most advanced modules
provide broad flexibility in data collection methods, labor distribution capabilities and data
analysis features. Cost analysis and efficiency metrics are the primary functions.

The benefits administration module provides a system for organizations to administer and track
employee participation in benefits programs. These typically encompass insurance, compensation,
profit sharing and retirement.

The HR management module is a component covering many other HR aspects from application
to retirement. The system records basic demographic and address data, selection, training and
development, capabilities and skills management, compensation planning records and other related
activities. Leading edge systems provide the ability to “read” applications and enter relevant data
to applicable database fields, notify employers and provide position management and position
control. Human resource management function involves the recruitment, placement, evaluation,
compensation and development of the employees of an organization. Initially, businesses used
computer based information systems to:

 produce pay checks and payroll reports;

 maintain personnel records;
 Pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to garner
potential candidates for available positions within an organization. Talent Management systems
typically encompass:

 analyzing personnel usage within an organization;

 identifying potential applicants;
 recruiting through company-facing listings;
 Recruiting through online recruiting sites or publications that market to both recruiters and
applicants.

19
The significant cost incurred in maintaining an organized recruitment effort, cross-posting within
and across general or industry-specific job boards and maintaining a competitive exposure of
availabilities has given rise to the development of a dedicated Applicant Tracking System, or
‘ATS’, module.

The training module provides a system for organizations to administer and track employee
training and development efforts. The system, normally called a Learning Management System if
a standalone product, allows HR to track education, qualifications and skills of the employees, as
well as outlining what training courses, books, CDs, web based learning or materials are available
to develop which skills. Courses can then be offered in date specific sessions, with delegates and
training resources being mapped and managed within the same system. Sophisticated LMS allow
managers to approve training, budgets and calendars alongside performance management and
appraisal metrics.

Many organizations have gone beyond the traditional functions and developed human resource
management information systems, which support recruitment, selection; hiring, job placement,
performance appraisals, employee benefit analysis, health, safety and

Security, while others integrate an outsourced Applicant Tracking System that encompasses a
subset of the above

In order to achieve the objectives of an organization, the HRM section or department must carry
out a number of functions. The key functions of HRM can be summarized as the acquisition.

Acquisition: This is the ‘getting’ phase of HRM. It includes estimating both the future demand
and supply for human resources and integrating these resources into a total human resource
strategy. In other words, the objectives and future directions of the organization must be known
before any reliable forecasts of people needs can be made.

Maintenance This is the ‘keeping’ function and involves providing benefits, services and working
conditions that are needed if individuals are to remain committed to the workplace.

20
Development: This encompasses the whole domain of training and development, which has
become a major area of concern and expense for organizations. Developing also includes the
concepts of organizational change and development and how these processes impact upon
employees.

Termination: This is the ‘saying goodbye’ activity and is sometimes known as the separation
phase of employment. It involves such issues as retirement, redundancy, resignation and dismissal.
These issues have become of major importance in organizations in recent years.

The HRM functions are broad sweeping. Within each of these functions there are a number of
activities that human resource specialists must carry out if these functions are to be

Fulfilled. Human resources activities are those actions taken to provide and maintain an
appropriate workforce for the organization.

The five most common activities of HRM personnel in organizations are identified as:

 Planning for human resource needs

 staffing identified personnel need
 Performance management and remuneration for employees
 Improving employees and the work environment
 Establishing and maintaining effective working relationships.

The most essential function of HRM is given below:

Training and development: In the field of human resource management, training and
development is the field concerned with organizational activity aimed at bettering the performance
of individuals and groups in organizational settings. It has been known by several names, including
employee development, human resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and
Development during its review of professional standards in 1999/2000. “Employee Development”
was seen as too evocative of the master-slave relationship

21
Between employer and employee for those who refer to their employees as “partners” or
“associates” to be comfortable with. “Human Resource Development” was rejected by academics,
who objected to the idea that people were “resources” — an idea that they felt to be demeaning to
the individual. Eventually, the CIPD settled upon “Learning and Development”, although that was
itself not free from problems, “learning” being an over general and ambiguous name. Moreover,
the field is still widely known by the other names.

Compensation and benefit: (CE) is a statistical term used in national accounts, Balance of
Payments statistics and sometimes in corporate accounts as well. It refers basically to the total
gross (pre-tax) wages paid by employers to employees for work done in an accounting period, such
as a quarter or a year.

However, in reality, the aggregate includes more than just gross wages, at least in national accounts
and balance of payments statistics. The reason is that in these accounts, CE is defined as “the total
remuneration, in cash or in kind, payable by an enterprise to an employee in return for work done
by the latter during the accounting period”. It represents effectively a total labor cost to an
employer, paid from the gross revenues or the capital of an enterprise.

Compensation of employees is accounted for on an accrual basis; i.e., it is measured by the value
of the remuneration in cash or in kind which an employee becomes entitled to receive from an
employer in respect of work done, during the relevant accounting period – whether paid in
advance, simultaneously, or in arrears of the work itself. This contrasts with other inputs to
production, which are to be valued at the point when they are actually used.

In UNSNA these items are conceptually included in the statistical aggregate:

 Gross wages and salaries earned by employees and payable in cash.

 Cash allowances, overtime pay, bonuses, commissions, tips, and gratuities if paid by the
employer to the employee.
 Remuneration in kind paid by the employer to the employee valued at purchaser’s prices,
including meals and drinks, personal accommodation, uniforms worn outside of the
workplace, vehicles or other durables provided for the personal use of employees, free

22
 personal travel, free personal fuel, recreational facilities, transport and parking subsidies,
and crèches for the children of employees.
 Real or imputed social contributions and income taxes to government payable by the
employee in respect of employment.
 The value of the social contributions in respect of labor hired, which are paid by employers
– these may be actual social contributions payable by employers to social Security schemes
or to private funded social insurance schemes for employees; or imputed social
contributions by employers providing unfunded social benefits.
 Income of students from paid work, including the value they contribute through work for
an educational institution.
 Income received by shareholders who are also employees of the corporation, and who
receive paid remuneration (e.g. stock options) other than dividends.
 Income by outworkers who are paid by an enterprise for work done.
 the value of the interest foregone by employers when they provide loans to employees at
reduced, or even zero rates of interest for purposes of buying houses, furniture or other
goods or services.

 Employee benefits and (especially in British English) benefits in kind (also called fringe
benefits, perquisites, perqs or perks) are various non-wage compensations provided to
employees in addition to their normal wages or salaries. Where an
 Employee exchanges (cash) wages for some other form of benefit, this is generally referred
to as a ‘salary sacrifice’ arrangement. In most countries, most kinds of employee benefits
are taxable to at least some degree.
 Some of these benefits are: housing (employer-provided or employer-paid), group
insurance (health, dental, life etc.), disability income protection, retirement benefits,
daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social security,
profit sharing, funding of education, and other specialized benefits.
 The purpose of the benefits is to increase the economic security of employees.
 The term per’s or perks is often used colloquially to refer to those benefits of a more
discretionary nature. Often, perks are given to employees who are doing notably well
and/or have seniority. Common perks are take-home vehicles, hotel stays, free

23
 refreshments, leisure activities on work time (golf, etc.), stationery, allowances for lunch,
and—when multiple choices exist—first choice of such things as job assignments and
vacation scheduling. They may also be given first chance at job promotions when vacancies
exist.

Advantages of employee benefits

There are a number of advantages to employee benefits for both employer and employee.

Employer advantages

 Helps attract and retain better qualified employees.

 Provides high risk coverage at low costs easing the company’s financial burden.
 Improves efficiency and productivity as employees are assured of security for themselves
and their families.
 Premiums are tax deductible as corporation expense, which means savings with quality
coverage.

Employee advantages

 Peace of mind leading to better productivity as employees are assured of provision for
themselves and families in any mishap.
 Employees with personal life insurance enjoy additional protection
 Confidence in company’s EB schemes boost staff morale and pride in company

 Employees enjoy cheaper rates negotiated through their employer than they could obtain
as an individual

24
Employee disadvantages

In the UK these benefits are often taxed at the individual’s normal tax rate, which can pr
Performance appraisal:

Also known as employee appraisal, is a method by which the job performance of an employee
is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part
of career development.

Performance appraisals are regular reviews of employee performance within organizations

Generally, the aims of a performance appraisal are to:

 Give feedback on performance to employees.

 Identify employee training needs.
 Document criteria used to allocate organizational rewards.
 Form a basis for personnel decisions: salary increases, promotions, disciplinary actions,
etc.
 Provide the opportunity for organizational diagnosis and development.
 Facilitate communication between employee and administration
 Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.

A common approach to assessing performance is to use a numerical or scalar rating system

whereby managers are asked to score an individual against a number of objectives/attributes. In
some companies, employees receive assessments from their manager, peers, subordinates and
customers while also performing a self-assessment. This is known as 360° appraisal. Forms good
communication patterns

25
The most popular methods that are being used as performance appraisal process are:

 Management by objectives
 360 degree appraisal
 Behavioral Observation Scale
 Behaviorally Anchored Rating Scale

Trait based systems, which rely on factors such as integrity and conscientiousness, are also
commonly used by businesses. The scientific literature on the subject provides evidence that
assessing employees on factors such as these should be avoided. The reasons for this are two-fold:

1) Because trait based systems are by definition based on personality traits, they make it difficult
for a manager to provide feedback that can cause positive change in employee performance. This
is caused by the fact that personality dimensions are for the most part static, and while an employee
can change a specific behavior they cannot change their personality. For example, a person who
lacks integrity may stop lying to a manager because they have been caught, but they still have low
integrity and are likely to lie again when the threat of being caught is gone.

2) Trait based systems, because they are vague, are more easily influenced by office politics,
causing them to be less reliable as a source of information on an employee’s true performance.
The vagueness of these instruments allows managers to fill them out based on who they want
to/feel should get a raise, rather than basing scores on specific behaviors employees should/should
not be engaging in. These systems are also more likely to leave a company open to discrimination
claims because a manager can make biased decisions without having to back them up with specific
behavioral information.

In the PTF Report it was claimed that “although annual Reports by ministries and departments are
obligatory, they are hardly ever prepared and submitted to government, and where they, they are
scanty and hardly confirms with any standards, either in terms of contents or format. The
recommendation was that there should be target setting by ministries where concrete and
measurable achievement can be inferred

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Job performance is a commonly used, yet poorly defined concept in industrial and organizational
psychology, the branch of psychology that deals with the workplace. It most commonly refers to
whether a person performs their job well. Despite the confusion over how it should be exactly
defined, performance is an extremely important criterion that relates to organizational outcomes
and success. Among the most commonly accepted theories of job performance comes from the
work of John P. Campbell and colleagues. Coming from a psychological perspective, Campbell
describes job performance as an individual level variable. That is, performance is something a
single person does.

This differentiates it from more encompassing constructs such as organizational performance or

national performance which are higher level variables. There are several key features to
Campbell’s conceptualization of job performance which help clarify what job performance means.

Performance versus Outcomes

First, Campbell defines performance as behavior. It is something done by the employee. This
concept differentiates performance from outcomes. Outcomes are the result of an individual’s
performance, but they are also the result of other influences. In other words, there are more factors
that determine outcomes than just an employee’s behaviors and actions.

Campbell allows for exceptions when defining performance as behavior. For instance, he clarifies
that performance does not have to be directly observable actions of an individual. It can consist of
mental productions such as answers or decisions. However, performance needs to be under the
individual’s control, regardless of whether the performance of interest is mental or behavioral.

The difference between individual controlled action and outcomes is best conveyed through an
example. On a sales job, a favorable outcome is a certain level of revenue generated through the
sale of something (merchandise, some service, insurance). Revenue can be generated or not,
depending on the behavior of employees. When the employee performs this sales job well, she is
able to move more merchandise. However, certain factors other than employees’ behavior
influence revenue generated. For example, sales might slump due to economic conditions, changes

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in customer preferences, production bottlenecks, etc. In these conditions, employee performance
can be adequate, yet sales can still be low. The first is performance and the second is the
effectiveness of that performance. These two can be decoupled because performance is not the
same as effectiveness.

Another closely related construct is productivity.[4] This can be thought of as a comparison of the
amount of effectiveness that results from a certain level of cost associated with that Effectiveness.
In other words, effectiveness is the ratio of outputs to inputs- those inputs being effort, monetary
costs, resources, etc.

Utility is another related construct which is defined as the value of a particular level of
performance, effectiveness, or productivity. Utilities of performance, effectiveness, and
productivity are value judgments.

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3.6 Organizational Goal Relevance

Another key feature of job performance is that is has to be goal relevant. Performance must be
directed toward organizational goals that are relevant to the job or role. Therefore, performance
does not include activities where effort is expended toward achieving peripheral goals. For
example, the effort put toward the goal of getting to work in the shortest amount of time is not
performance (except where it is concerned with avoiding lateness).

Management by Objectives (MBO) is a process of agreeing upon objectives within an

organization so that management and employees agree to the objectives and understand what they
are in the organization.

The term “management by objectives” was first popularized by Peter Drucker in his 1954 book
‘The Practice of Management’.[1]

The essence of MBO is participative goal setting, choosing course of actions and decision making.
An important part of the MBO is the measurement and the comparison of the employee’s actual
performance with the standards set. Ideally, when employees themselves have been involved with
the goal setting and the choosing the course of action to be followed by them, they are more likely
to fulfill their responsibilities.

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3.7 SWOT Analysis

SWOT Analysis of Rupayan Housing Estate Ltd. is given below:

Strengths:

• ExperiencedmanagemntandlargenumberofprojectsaroundtheBangladesh.

• Quality products and services.

• Company reputation and goodwill.

• Large number of Branches all over the country.

• Expanding market, expanding sales profitability.

• A healthy industry sector with quality business.

• Good purchasing power of target customers group.

• Government keen interest to solve housing problem with the rapid increase of urban population.

• Open market economy, recent housing policy etc. may favor sustainable growth of housing
industry.

• Dependency of the major housing companies in the market.

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Weakness:

• Lack of adequate marketing (advertising and promotion) effort.

• Lack of full scale automation.

• Lack of training facilities for the employees.

• Strong competition among the existing players of the industry.

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Opportunities:

• Regulatory environment favoring private sector development.

• Value addition in products and services.

• Increasing purchase power of people.

• Increasing trend in international business.

• Increasing the population of Bangladesh.

• A high profitable investment opportunity for individuals as well as financial institutions.

• A very wide scope is prevailing for foreign investor also.

• Urban population is developing favorable attitudes towards apartment living, although the
present market of apartment business is limited within high income groups of the society, there
exists opportunity for middle and lower level income groups.

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Threats:

• Frequent changes of in habitation rule of Bangladesh Government or RAJUK.

• Market pressure for lowering of lending rate.

• National and global political unrest.

• Lack of land of Bangladesh.

• Political instability and unrest directly or indirectly threats all the business sectors including
housing industry.

• Bureaucratic complexity imposed by RAJUK, WASA, DESA, and many other Government and
semi Government agencies.

• Cooperation and rendered by rational board of revenue in relation to the taxation and import
facilities (Tax Concession).

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3.8 Comparison Analysis

Analysis is the most crucial part of the report that part mainly I describe my research objectives.
In this research project I considered Rupayan Housing Estate Limited and other 8 leading real
estate companies in Bangladesh based on their last 5 years financial performance and strong brand
image. The selected leading real estate companies are:

1. Rupayan Housing Estate Limited

2. Sheltech Private limited

3. Asset Development Limited

4. Building technology & ideas ltd

5. DOM-INNO Builders Ltd

6. Rangs Properties Ltd

7. Amin Mohammad Foundation Limited

8. Eastern Housing Limited

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 Chapter 4

Findings, Analysis & Conclusion

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4.1 Findings

Rupayan Housing it is a Real Estate Business which is used for a number of purpose viz. to provide
shelter, comfort, convenience, and privacy, a place of work, recreational facilities and related
services. In an estimate real estate represent more than 40% of the national wealth. Therefore, the
manner in which the resources of this magnitude are used has an important effect on the wellbeing
of our people, the success or failure of business firms and the general prosperity of the country.
While making these report following problems were found:

 There are many competitors nowadays so it’s very important to look after their projects
which are the products of them. Their Project is not up to the mark, their main product is
ready Flats, which are not so attractive.
 Most of their Apartments are in high price.
 Complexity with the payments, less flexible installment.
 Timeliness is not maintained. Projects takes long time than promised.

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4.2 Recommendations

After completing various analysis I can say that the following issues can be improved in order to
get better in their business.

 Product Development: In order to get a better response from the potential consumers of
real estate sectors, appropriate policies should be taken immediately. They should use
unique structures, classic materials to get in customers mind.
 Targeting the Middle Class: Accommodation is not a luxury nowadays it’s a basic need.
So they should choose middle class also as well as higher class. Now market is wider so
they should make better plan & policies for targeting them.
 Flexible Installments: They should introduce flexible installment to reduce the problem,
hard cash is not available every time so flexible installment may encourage the buyers.
 Time Conscious: They should hand over the apartments to the customers, because it makes
them a good brand in customer’s mind, for these they should invest more in their
construction system.

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4.3 Conclusion

The aim of the study was to observe different condition related to employees of the organization.
The key factors of the condition were salary, work-environment, dealings with colleagues, boss,
management tone, organizational culture, organizational nature and some hidden matters or issues
related to employees and management of the organization.

There were four edges of the conditions for evaluating:

1. Better salary and better work-environment

2. Better salary but bad work-environment
3. Less salary but better work-environment
4. Less salary and bad work-environment

The study discloses that employees want competitive salary, congenial work environment, good
management with top management’s support & inter-action, scope of presenting own views,
cooperative colleagues, future safety, company in right path, regular merit based promotion,
increment & bonuses, expansion of company, increasing of goodwill of the company,
management’s support and services, management’s values for the employees and management’s
sharing in personal or social occasions. On the other hand management wants good human being
as employees who want to learn always. Management wants employees to be efficient, polite,
obedient, loyal, truthful, devoted to work, honest, sincere and satisfied.

The research says finally that, employees are dissatisfied with low salary and want to switch over
for bad work environment. And satisfied with high salary with better work environment.

The real estate sector is growing and shows tendency of future growth. The GDP share and Growth
of real estate and construction is growing. This indicates a hopeful future for this sector. Rise in
house rent, increasing demand for housing, getting easy financing facility, rapid urbanization,
inadequacy of land and many other factors are creating huge scope for this sector to grow. As a
result aggregate demand for housing and apartments has shown increasing trend and is expected
to increase further. Though inadequate, supply of apartments with the number of real estate
developers also has shown rising trend and suggests future growth. Regulatory environment has

38
been helpful for the sector to grow except the recent Real Estate Management Ordinance 2008
which is yet to be passed and is likely to be very important for protecting buyers’ interest.
Financing market for the real estate sector has become easier and more available than ever before.
Private sector housing finance is available at competitive interest rate for flexible period but still
the amount of loans given very low compared with loans in other sectors. Strengthening the
regulatory and supervisory system for the financial sector and improving and expanding debt
markets are of particular concern for the housing finance sector. Cost for apartment has increased
varying with different locations and size. Additional cost for additional facilities is required. On
the whole, this study finds a very promising and positive tone of growth, provided this sector is
given proper attention and facilities. It has certainly become very necessary to satisfy the
increasing housing demand and minimize the supply gap in the country.

39
Appended Part

40
References

Books:

 Armstrong, M. (2012) Armstrong Handbook of Reward Management Practice: Improving

Performance through Reward. Kogan Page Limited, 120 Pentonville Road, London N1
9JN, UK.
 Beer, M., Spector, B., Lawrence, P.R., Mills, D.Q., & Walton, R.E. (1984). Managing
human assets. New York: The Free Press.
 Bishop, J., The recognition & Reward of Employee Performance, Journal of Labor
Economics, Vol. 5, No. 4 Part 2: The New Economics of Personnel, 1987, Pp.313-351.

Websites:

 www.assignmentpoint.com
 www.scribd.com
 www.rupayangroup.com

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