1. 0 Introduction Every company has its own vision and mission. Achieving of its vision and mission is primarily depends on the performance of the employees. If the employees are not dedicated to their works, they will not achieve company’s mission as well as its vision. It is the duty of the Human Resource department in a company to measure the performance of the employees and based on their performance appraisal report and considering the need of the organization assigning employees with different training and development programs so that the employees can develop their skills as well as contribute in the development of the organization.
As a result, the organization can achieve its goal from their employees. This performance appraisal and training program has great impact on financial institution to achieve its targeted profit and competitive advantage. As a part of our BBA Program, our Human Resource Management Course Instructor Mr. Faisol Chowdhury assigned us to prepare a report on the employee performance measurement in an organization, the training and development program offered in an organization and the benefit the organization gets from these training and development programs.
We have selected our report topic as, “Performance appraisal, training and development programs and its benefits in AL-Arafah Islami Bank LTD”. 1. 2 Background of the Company: Al-Arafah Islami Bank Limited is a scheduled commercial bank. With the objective of achieving success here & hereafter by pursuing the way directed by Allah and the path shown by His Rasul (SM), Al Arafah Islami Bank Ltd was established under the Bank Companies Act 1991 and incorporated as a public limited company under the Companies Act 1994 in Bangladesh with the primary objective to carry on all kinds of banking business in Bangladesh.
The Bank is listed with Dhaka Stock Exchange Limited and Chittagong Stock Exchange Limited in 1998. For the purpose of maintaining boost modern management, advanced technology, good profitability and steady growth transparency Al-Arafah Islami Bank started its journey in 1995 with the said principles in mind and to introduce a modern banking system based on Al-Quran and Sunnah. A group of established, dedicated and pious personalities of Bangladesh are the architects and directors of the Bank. Among them a noted Islamic scholar, economist, writer and ex-bureau craft of Bangladesh government Mr.
A. Z. M. Shamsul Alam is the founder Chairman of the bank. His progressive leadership and continuous inspiration provided a boost for the bank in getting a foothold in the financial market of Bangladesh. A group of 26 dedicated and noted Islamic personalities of Bangladesh are the member of executive committee of the bank. MR. Badiur Rahman and MR. Ekramul Hoque are the existing chairman and the managing director of the bank. Now AIBL is one of the top ranked banks in Bangladesh. Recently it has introduced its 100th branch milestone by opening its 100th branch in Teknaf, Cox’s Bazar. AIBL annual Report, 2011) Vision: • To be a pioneer in Islamic Banking in Bangladesh and contribute significantly to the growth of the national economy. Mission: • Achieving the satisfaction of Almighty Allah both here & hereafter. • Proliferation of Shariah Based Banking Practices. • Fast and efficient customer service. • Quality financial services adopting the latest technology. • Maintaining high standard of business ethics and competitive return on shareholders’ equity. • Firm commitment to the growth of national economy. • Innovative banking at a competitive price. Attract and retain quality human resources. • Balance growth. 1. 3 Objective of this report: We have prepared this repost based on two purposes: Primary Objective • To provide detailed information about the performance appraisal process of AL-Arafah Islami Bank LTD • To provide detailed information on training and development • To figure out the benefits of the training and development program Secondary Objectives • It is an assessment criteria for our MGT-351 (Introduction to Human Resource Management Course) • It is a practical implementation of our theoretical knowledge 1. 4 Scope of the Study
As we have an assigned topic we have covered only that certain topics in this report. For covering that certain topics we talked to the Human Resource Division head and the training institute principal of AL-Arafah Islami Bank LTD. As a result we got some valuable information about the performance appraisal method of bank and their training programs which helped us to justify our theoretical concept of performance appraisal, training method and its real life benefit. As AIBL is a Shariah based Islamic bank we have also gathered some valuable information about Islamic banking system. 1. Methodology For making any report we have to collect primary and secondary information which reflect the actual situation of the company. We have collected both primary and secondary data for making our report. I. Primary data: The data we have collected from Mr. Md. Rafiqul Islam, Deputy Managing Director of AIBL, Mr. Mazharul Islam, Vice President & the Head of HRD, AIBL, Mr. Zahid Hasan, Assistant Vice President & Principal of the AIBTRA through interview are considering as primary data. II. Secondary data: The data we have collected from their AIBL website (http://www. al-arafahbank. om), Annual Report, periodicals, various books, articles etc regarding banking activities, different literature and official records ) are considered as secondary data. 2. 0 Literature Review 2. 1. 0 Performance Appraisal: What is Performance Appraisal? Performance Appraisal (PA) means evaluating an employee’s current and previous performance relative to his or her performance standards. (Dessler & Varkkey 2012, p. 318) Performance = f (A, M, O) A = ability, M = motivation, O = opportunity It is not a process that happens once a year or every six months, but one that happens every day.
It should focus solely on employee performance improvement. It is an element of the Performance Management system. Performance appraisal always involves 1) Setting work standard 2) Assessing employees actual performance relative to those standard 3) Providing feedback to their employee with the aim of motivating him or her to eliminate performance deficiencies Potential Benefits of Performance Appraisals There are a number of potential benefits of organizational performance management conducting formal performance appraisals (PAs).
There has been a general consensus in the belief that PAs lead to positive implications of organizations. Furthermore, PAs can benefit an organization’s effectiveness. One way is PAs can often lead to giving individual workers feedback about their job performance. From this may spawn several potential benefits such as the individual workers becoming more productive. Other potential benefits include: • Facilitation of communication: communication in organizations is considered an essential function of worker motivation. It has been proposed that feedback from PAs aid in minimizing employees’ perceptions of uncertainty.
Fundamentally, feedback and management-employee communication can serve as a guide in job performance. • Enhancement of employee focus through promoting trust: Behaviours, thoughts, and/or issues may distract employees from their work, and trust issues may be among these distracting factors. Such factors that consume psychological energy can lower job performance and cause workers to lose sight of organizational goals. Properly constructed and utilized PAs have the ability to lower distracting factors and encourage trust within the organization. Goal setting and desired performance reinforcement: Organizations find it efficient to match individual worker’s goals and performance with organizational goals. PAs provide room for discussion in the collaboration of these individual and organizational goals. Collaboration can also be advantageous by resulting in employee acceptance and satisfaction of appraisal results. • Performance improvement: Well-constructed PAs can be valuable tools for communication with employees as pertaining to how their job performance stands with organizational expectations. At the organizational level, numerous studies have reported positive relationships between human resource management (HRM) practices” and performance improvement at both the individual and organizational levels. • Determination of training needs: “Employee training and development are crucial components in helping an organization achieve strategic initiatives”. It has been argued that for PAs to truly be effective, post-appraisal opportunities for training and development in problem areas, as determined by the appraisal, must be offered. PAs can especially be instrumental for identifying training needs of new employees.
Finally, PAs can help in the establishment and supervision of employees’ career goals. 2. 1. 1 Performance Appraisal Methods: Many organisations have eliminated formal appraisal programs, preferring a structured hiring, training and organisational culture centric employee performance. Most organisations still practice some sort of appraisal methods to evaluate employee performance. A mixture of different appraisal methods is always recommended for a better and meaningful result. (Dessler & Varkkey 2012, p. 324) GRAPHIC RATING SCALE: The graphical rating scale is the simplest and most popular method for appraising performance.
A graphical rating scale list traits (such as “communication or teamwork”) and a range of performance values (from “uncertainty” to “outstanding” or “below expectation” to “role model”) for each trait. The supervisor rates each subordinate by circling or checking the score that best describes the subordinate’s performance for each trait. [pic] Alternation ranking Method: Ranking employees from best to worst on a particular trait, choosing highest, then lowest until all are ranked [pic] Paired Comparison method: Paired comparison method helps to make the ranking method more precise.
For every trait (quantity of work, quality of work, and so on), you pair and compare every subordinate with every other subordinate. Forced Distribution Method: The forced distribution method is similar to grading on a curve. With this method, anyone can place predetermined percentages of rates into several performance categories. The proportions in each category need not to be symmetrical. Critical Incident method: Keeping a record of uncommonly good or undesirable examples of an employee’s work related behaviour and reviewing it with the employee.
Manager then uses the record to assess the employees’ performance when it is time for PA. Not helpful for comparing employees and making salary decisions. Behaviourally Anchored Rating Scales (BARS): A behaviourally anchored rating scale (BARS) is an appraisal tool that anchors a numerical rating scale with specific examples of good or poor performance. Essay Description: A written statement describes employee’s strengths, weaknesses, past performance and future development. Managers write the descriptions of the employees. So, good writing skill is the pre-requisite for this method.
Management by Objectives: MBO is a comprehensive and formal organization-wide goal setting and appraisal programme, used sometimes as a primary appraisal method or a supplementary method. Electronic Performance Monitoring: Electronic performance monitoring (EPM) systems use computer network technology to allow managers access to their employees computers and telephone. So managers can monitor employees rate, accuracy and time spent working outline. 2. 1. 2 Performance Appraisal Problems (Dessler & Varkkey 2012, p. 333) • Unclear Standard – Most of the appraisal scales are unclear.
Standards and traits are interpreted differently by different people. • Halo Effect – When a supervisor’s rating of a subordinate on one trait biases the rating of all other traits. E. g. an unfriendly employee will often be rated ‘unsatisfactory’ for all traits rather than just for that specific trait. • Central Tendency – Tendency to rate all employees the same way – the middle of the rating scale; which is usually rating an average rating. • Leniency or Strictness – Tendency to rate all subordinates either ‘high’ or ‘low’. Biasness – Tendency to rate employees based on their differences on age, race, sex, background and other characteristics. 2. 2. 0 Definition of training and development: Training means giving new or current employees the skills they need to perform their jobs. It is the process of providing employees with the knowledge, skills and attitudes they need to successfully perform their current job. It usually involves teaching operational or technical employees how to do their jobs more effectively and efficiently. (Dessler & Varkkey 2012, p. 274)
Development is the process that provides employees knowledge, skills and attitudes they will need to perform jobs at present and jobs they aspire to in future. It is generally aimed at helping top level executives better understand and solve problems, make decisions, and capitalize on opportunities. The cost and budget of development program is higher than training. (Dessler & Varkkey 2012, p. 295) 2. 2. 2 Training Programs There are several training programs- (Dessler & Varkkey 2012, p. 283) • On the job training: It having a person learns a job by actually doing the tasks by him. Apprenticeship: It is a process by which people become skilled workers, usually through a combination of formal learning and long-term on the job training. • Job instruction: listing each job’s basic tasks, along with key points, to provide step-by-step training for employees. Sometimes position description (PD) can be used as job instruction. • Coaching: Under an official appointed teacher employee learn the basic tactics of the job. • Mentoring: linking an experienced employee with less experienced employee to share experience, knowledge and skills. Helping someone to change his attitude, not his skills. Lectures/Seminar/Workshop: Lecture is a quick and simple way of providing knowledge to large groups of trainees. • Audiovisual/Multimedia: Audiovisual based training techniques like DVDs, films, PowerPoint, and audiotapes are widely used. • Vestibule: Vestibule training is a method in which trainers learn on the actual or simulated equipment they will use on the job, but are trained off the job(perhaps in a separate room or vestibule). • Computer Based Training (CBT): With computer based training, trainers use interactive computer-based and DVD system to increase knowledge and skills. Role Play: Role playing is to create a realistic situation and then have the trainees assumes the part (or roles) specific person in that situation. • Action Learning: Action learning programs give managers and others released time to work analyzing and solving problems in departments other than their own. • Assessment centres (in-house / off the job) : centre that assesses participants performance, benchmark this against established standards, and consider remedial resources. E. g. Ernst & Young. Simulated training: provides trainees with the opportunity to learn on the actual or simulated equipment while off the job in a risk free environment. E. g. driving, medical examinations, pilots. • E-learning: learning delivered, enabled and mediated by electronic technology. E. g. computer / internet web based training sessions on cost effective, OH&S issues. • Vestibule Training: training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job. 2. 3. 0 Development methods (Dessler & Varkkey 2012, p. 296) There are several development methods-
Job Rotation: Job rotation means moving managers from department to department to broaden their understanding of the business to test their abilities. Action Learning: Action learning programs give managers and others released time to work analyzing and solving problems in departments other than their own. Case study: giving employees a written description of an organisational problem to diagnose and solve. Management games: computerised management game where trainees are divided into five or six person companies, each of which has to compete with the other in a simulated marketplace.
Outside seminars: attending seminars arranged by outside organisations. E. g. AHRI. University programs: continuous education programs in leadership, supervision etc. Role Play: Role playing is to create a realistic situation and then have the trainees assumes the part (or roles) specific person in that situation. In house Development centers/Corporate University: In house development center typically offer a catalogue of courses and programs aimed at supporting the employers’ management needs.
Executive Coaches: Executive coaches is an outside consultant who questions the executive’s boss, peers, subordinates, and (sometimes) family in order to identify executive’s strengths and weakness and how they can capitalize their strength and overcome the weakness. 3. 1. 0 Performance Measurement in AL-Arafah Islami Bank LTD. AIBL has its own Human resource department. Personal data and the records of service and performance are recorded and maintained separately for each employee by HRD. HR executive and HRD head regularly measure their employee’s performance.
For measuring performance HRD of AIBL use APR (Annual Performance Report). Annual Performance Report (APR): (AIBL employee’s service rule p. 27) A system of annual report on the work and conduct of the employees will be laid down by the Board and such report will be called Annual Performance report(APR) and the bank may also call for special performance reports on any employees as and when considered necessary in the interest of the bank. AIBL has two specific format of APR (annual performance report): I.
Operational post: It includes 27 traits. Operational employee’s (CEO, DMD, EVP, SVP and etc. ) performance is measured based on this 27 traits. II. Micro Finance & Logistics Posts: It includes 18 traits. This APR format is applicable for non-officer grade employee like filed supervisor, field assistant, Driver, Armed force, MCG(Messenger cum Guard) Operational post (APR format) Annual Performance Report (APR) (AIBL employee’s service rule p. 74) Personal Traits of the Officer under reporting (To be filled in by the reporting officer) |SL. No. Traits | Mark Secured | | | |Excellent | | | |Excellent |Very Good | |1 |Foundation course on Banking(Batch-I/2011) |1 |45 | |2 |Foundation course on Banking(Batch-II/2011) |1 |39 | |3 |Laws & Regulations in Bangladesh for Foreign Exchange Transaction & International Trade |1 |42 | |4 |Investment Operation & SME |1 |49 | |5 |Audit of Foreign & Exchange Trade Operation |1 |29 | |6 |Orientation Course on Banking |1 |45 | |7 |Orientation Course on Banking |1 |36 | |8 |Audit of Investment Operation |1 |27 | Development Programs that are offered by “Al-Arafah Islami bank” • Job Rotation: For developing employee HRD of AIBL rotate the job and responsibility of each employee on a regular basi • Action Learning: Action learning programs give managers and others released time to work analyzing and solving problems in departments other than their own. • Case study: During the probation period, a written description of an organizational problem given to employees to diagnose and solve • Workshop: workshops are organized by AIBL on a regular interval. Workshops organized by AIBL in 2011 (AIBRTA training & workshops 2011) S/L |Subject |Number |Participants | |1 |Capacity Development in ICC & Internal Audit |1 |21 | |2 |AML Compliance: Independent Testing Procedure |1 |27 | |3 |UCP-600 and its Application |1 |50 | |4 |Implementation of Web Based EXP from matching Through Online System |1 |23 | |5 |Al-Arafah Solar Energy Investment Scheme Management |1 |40 | |6 |Al-Arafah Solar Energy Investment Scheme Operation |1 |29 | |7 |Prevention of Money laundering and Fraud-Forgery in Banking |1 |41 | |8 |Security measures in handing Cash, Cheques and Instrument |1 |42 | |9 |BACH, MICR Cheque & Instrument and Security measure |1 |48 | |10 |Automation In Banking Operation in Bangladesh |1 52 | |11 |Green banking & Environment Risk Management |1 |44 | |12 |AML & CFT Issues(Batch-I/2011) |1 |49 | |13 |AML & CFT Issues(Batch-II/2011) |1 |44 | |14 |Operation Risk Associated with manual payment |1 |40 | |15 |UCP-600 |1 |48 | |16 |Asset Liability Management & Profit Maximization |1 |48 | |17 |General Insurance: bankers issues |1 |44 | |18 |Legal Process of Investment Recovery |1 |38 | |19 |Salesmanship in handling Foreign Remittance |1 |41 | |20 |Supervisory Review Process |1 |30 | |21. |Environment Risk Management & Investment Risk Management |1 |30 | |22. |Asset Liability Management & Profit Maximization |1 |40 | |23. |Renewable Solar Energy Management |1 |42 | |24. |Renewable Solar Energy Operation |1 |51 | |25. Readymade Garments Industry finance in AIBL |1 |48 | |26. |Implementation of Web Based EXP from matching Through Online System |1 |56 | |27. |Green Banking & Environment Risk Management |1 |21 | |28 |Functions of Internal Control & Compliance Division |1 |46 | |29 |Shariah Implementation in Aibl (batch-I) |1 |28 | |30 |Shariah
Implementation in Aibl (batch-II) |1 |23 | |31 |AML & CFT Issues |1 |45 | |32 |Control of Primary Securities against Investment |1 |51 | |33 |UCP-950 |1 |23 | | | | | | Outreach Workshop: Outreach workshops are very helpful for providing development programs outside the Dhaka city. (AIBRTA training & workshops 2011) 2011 following outreach workshops are organized by AIBL S/L |Subject |Number |particepents | |1 |Sariah Implementation in Aibl(Veneue Agrabad, Khulna, Zindabazar, |1 |90 | | |Bogra branch) | | | |2 |Money Laundering prevention 2011(lead bank AIBL, Venue: Jhalakathi |1 |33 | | |branch) | | | Executive Workshop: AIBL organizes executive workshop for top level executive. 2011 following executive workshops are organized by AIBL |S/L |Subject |Number |Participants | |1 |Stress Training 1 |42 | |2 |Core Risk management |1 |42 | |3 |CAMEKS Rating & Banks health |1 |35 | |4 |Preparedness for BASEL II |1 |40 | |5 |Internal Control & Compliance |1 |42 | |6 |Corporate Governance |1 |35 | • Role Play: After completing each topic in the training institute, each trainee is sent to the nearest branch of the bank to implement his learning into the real life • In house Development centers/Corporate University: AIBTRA typically offer a catalogue of courses and programs aimed at supporting the employers’ management needs. 3. 3. Organizational Benefits of Training & Development program Productivity: (M. Islam 2012, pers. Comm. , 26 November) Training is a process of learning as well as the function of acquired knowledge aiming at better performance of the employees, while development involves not only the related process but also helps the employees in building up their personalities, at the same time as, improving their progress towards the actualization of their full potentials. In order that the total performance may be improved, organizations need to have trained and experienced people. AIBL practices training and development for their employees with the thinking that their efficiency will increase.
They think that these programs are very important for the preparation of the employees with the necessary skills that are required for particular jobs. Besides, failing to reach an expected level of performance of the employees or declines in the productivity also require training and development programs to be administered in the organizations. Team Spirit: Building team Spirit is very important for any organization because everyone in the organization work as a team and most of the time they are dependant with each other. So if they have no team spirit and team coordination then they will be failed to reach the goal and more value to the company. The complexities of various jobs emerge the importance of training and development programs.
So AIBL train their employees for building the team spirit among the employees because they know when they practice the team spirit among the employees then the production level ultimately increase. Organization Climate: This bank is one of the most disciplined Banks with a distinctive corporate culture. Here they believe in shared meaning, shared understanding and shared sense making. Their people can see and understand events, activities, objects and situation in a distinctive way. They mould their manners and etiquette, character individually to suit the purpose of the Bank and the needs of the customers who are of paramount importance to us. The people in the Bank see themselves as a tight knit team / family that believe in working together for growth. Health Work Environment:
The offices of the Bank situated in the heart of city, generally in commercial surroundings. Offices are centrally air conditioned and well decorated with modern furniture and sophisticated technical Banking equipment. With the advancement of Technology, offices of the Bank’s are now become paperless; most of the banking tasks are recorded and accomplished here with strong banking software. They are continuously training employees for getting used to it and employees are learning and implementing very well. Inter and intra office communications are generally held by telephone, fax, internet and cell phones. The interior decorations of the office look gorgeous.
Employees do their task in a safe and healthy environment Image: For the image of the company they give training and development to employees because as a big company they have some reputation to other companies and if they want to make them as a strong competitor they should maintain a good image both in the whole industry and to the customer. Profitability: The main agenda of any business is to make profit. For making profit they have to maintain quality products and services and to produce product efficiently. AIBL has different companies and every business’s main purpose is to make profit. So they think about the other factors behind this success so they arrange training and development.
Communications: The increasing diversity of today’s workforce brings a wide variety of languages and customs. For being successful, it is also important to maintain communications among the employees and the other clients. So it is very important how to communicate with them and in which way it will be more effective. For this reason AIBL arranges some training and development program for their employees. They mainly do this for mid level and top level employees. Ethics: Today’s society has increasing expectations about corporate social responsibility. Also, today’s diverse workforce brings a wide variety of values and morals to the workplace.
So for maintaining ethics they arrange some training and development program and practice this in their organization. Employee Benefits By providing training and development employee also get benefitted from it. Some of the benefit is given below: Training Improves Job Satisfaction: The training program improves the job satisfaction of the employee because when any employee get training then he/she become more efficient about his/her job. He/ she will be rewarded for his/her performance or can get recognition from senior employees which will motivate them. Training gives them knowledge which they share with others and they come out with so many ideas which involve them into work more.
So, when his/her efficient level goes up and does the job more efficiently, then the salary of the employee goes up and overall the satisfaction level improves. Increased Employee Motivation: AIBL arranges some orientation program about their new technologies. So when the employees get some information about it and know how it works, then they are more motivated to do the job. But sometimes it’s not about a ‘new’ way of doing things, and simply about reminding each other about the ‘best’ way of doing things. Like any relationship, your employee relationships can get stale unless you consistently invest time and effort to remind them how important they are to you, how valued their contributions are, and critically that they are all part of one team—the same team Reduced employee turnover:
Training and development increases employee’s motivation so that they eager to do his/her job with the company. So the employee turnovers become low and they tend to stay in the organization for long period of time. 4. 0 Findings ? We have found that all the employee of Al Arafah Islami Bank Limited has got training and thus the employee performance shows great potentiality and skill. The analysis also shows the respondents have got variety of experiences which is taking banks performance upward. ? A respondent as employee of Al Arafah Islami Bank Limited seems in young age and all of the employee educational level exceeds masters which are providing banks performance a great rhythm. Most of employees got 60 days entry level training which is known as Foundation Course and 5 to 10 days mid level training because here number of employees is higher than advance or other level. The bank provides advance and other level training according to their succession plan or situation. ? In Al Arafah Islami Bank Limited the respondents as employees got both on the job training and off the job training from the bank but unfortunately the employees did not international training from the abroad. ? Respondents show that training and development program provided by the bank is well organized and equipped. It also considered that training and development programs are directed and controlled by skilful trainer and these programs are based on banks working activities. Respondents as employees of Al Arafah Islami Bank agreed that training provided bank is beneficial for their working performance. So we can see training and development program provided by Al Arafah Islami Bank has positive effect on employee performance. 5. 0 Recommendations • Al Arafah Islami Bank Ltd is arranging initial training employees but in mid level and advanced level they are not arranging well length programs. Al Arafah Islami Bank Ltd must be arranged training program and increase length of these types of training before sending employee which types of training will necessary for the trainees in future and one of the advantages s that no hindrance with regular activities. For these reasons, customer service of the bank will be increased and customer satisfaction will increase. • TNA is essential for every bank to carry out the banking activities and to reach its goal. We know that TNA is the difference between standard performance and the actual performance. The bank should measure TNA before sending for training. Higher authority will take appropriate decisions for each employee to measure TNA and must be fair in their work. • Though the trainers are very much skilful and knowledgeable persons sometimes they are not understand the trainee’s needs or their lacking. So they must make know the need of trainees. The training and development department of Al Arafah Islami Bank Ltd provides the training to their employees try to improve the training and maintain international standard which helps the bank to reach its mission and vision. 6. 0 LIMITATIONS Followings are the limitations of the project work taken by us: ? One of the limitations of this project study is of the time limitation. Since the duration of our project study is of 4 weeks, it is somehow difficult to fully know any organization like AIBL in this limited time period. ? Senior managers and others officers in AIBL are also very busy. They do not have enough time for solving our queries in details. Some respondents were conservative as they were hesitated to express their real opinion. ? Main limitation of this report was that the bank did not disclose all the data and main information for obvious reasons, which was could have been very much vital 7. 0 Conclusion Al-Arafah Islami Bank started in 1995 with the said principles in mind and to introduce a modern banking system based on Al-Quran and Sunnah. Al-Arafah Bank is one of the markets leading bank in the banking sector and it has already proved its presence and contribution in the socioeconomic prospect. For the economic development of a country banking sector plays a vital role .
In this project, we briefly discuss about organizational background, mission, vision and in topic analysis we elaborate performance appraisal, training and development program and its benefit. We can conclude that to compete with other bank Al Arafah Islami Bank needs skilful employees this is achieved by the effective training program. They have passed 16 years and today they have established their own service and Brand with much goodwill. But still they have problems and they are lagging behind with their competitors. Finally for the betterment of the organization, we hope that if they take the above mentioned suggestions into account, they will definitely surpass its close competitors in the banking service. References:
Al-Arafah Islami Bank Ltd. , 2012, Employees’ Service Rules 2009 Al-Arfah Islami Bank Training and Research Academy, 2012, AIBTRA training & workshops 2011 Dhaka AI-Arafah Islami Bank Ltd. , 2012, Annual Performance Report 2011 Al-Arafah Islam Bank Ltd.. , 2012, Company Overview, [online] Retrieved December 13, 2012 , from , http:// http://www. al-arafahbank. com/ Dessler, G. & Varkkey, B. , 2012, Human resource Management, Pearson, India Wikipedia, 2012, Performance evaluation, Potential benefits of PA, [online], Retrieved December 13, 2012 , from http://en. wikipedia. org/wiki/Performance_appraisal [pic][pic][pic] ———————– 32 – 1 –