Employee Recruitment and Job Performance Appraisal Procedure

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EXECUTIVE SUMMARY

The study explores different employee recruitment and job performance appraisal

procedures of S.S.Information Technology (SSIT) in Bangladesh. The research focuses

on the employee views of employee recruitment and job performance appraisal procedure

of the organization. The findings indicate that the HR practices valued by the employees,

but it need to be better directed to protect employee benefits. The research recommends

that organizations need to ensure the basic employment benefits and that those are not

loss in the rush to introduce more complicated approaches to supervising employees.

CHAPTER- 1: INTRODUCTION

1.1. STATEMENT OF THE RESEARCH PROBLEM

When we think about the HR concept and successful HR practices in the organizations,

two main aspects come to our mind. First one is employee recruitment. The terms

successful recruitment are used with some vigor in business manuals, but how do we

actually go about measuring whether a recruitment decision has been successful or not?

Success can be measured in various ways, and it is important to consider our own

business goals, culture and strategies when answering what success means to us! One of

the easiest ways to measure success is to look at two statistics: the retention rate and the

turnover rate. While these are both important, the third measurement of success is vital:

how well does this person perform compared to the average employee?

The retention and turnover statistics are quick and easy ways to report on staff

movements within the organization. The turnover rate is calculated by looking at the

number of people who have left the organization over a set period of time compared to

the total employee numbers. For example, if I have 100 employees and during the last

Employee Recruitment and Job Performance Appraisal Procedure of S.S.Information Technology (SSIT)

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quarter 5 people have left the organization, then my turnover rate is 5% per quarter or

(extrapolated) 20% per annum (Natasha Wainwright, 2008).

The retention rate is a measure of how long a successful applicant stays with an

organization. The relevant time frame must be relevant to the business: for example, a

caf employing predominantly working-holiday visa holders can expect a low retention

rate whereas a law firm would be interested in their new employees remaining with the

company for many years. In terms of recruitment, a period of one year is a useful

measure for most organizations. To calculate retention, compare the number of people

hired in the last twelve months to the number of current employees who have twelve

months or less service.

An example of a retention calculation is as follows: Over the last twelve months, I have

hired 30 new staff. Of my 100 current employees, 15 have 12 months or less service.

Therefore, my retention rate is 50%. In other words, half of the people that I employ

leave before twelve months! This is not a good indicator of successful recruitment.

Looking at these two figures in tandem, it also becomes apparent that 15 of the 20

employees who leave each year are my new employees that I have just spent time and

money finding, hiring and training. If I assume that in my industry, the average turnoverrate is 20% than I should expect a retention rate of 80% or higher to indicate a successful

recruitment decision.

The third measure of successful recruitment looks at how the new employee actually

performs. To measure this, identify one or more objective (measurable) aspects of the

role, preferably ones which add to the bottom line of the business. In a call centre, this

might be the average number of calls made per hour or in a retail environment the

average value of a sale. Compare all your employees in this role, if there are only a few

then look at historical figures to see what past employees were able to achieve. Once the

average figure is known, it is easy to compare the new employees performance to that of

the group. One word of warning!! New hires do need time to adjust to the work


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environment and get used to operating procedures, so begin to compare performance

after training has finished, generally between one and three months into the new role

(Natasha Wainwright, 2008).

As we can see, this last measure is a vital one in determining recruitment success it is

not good enough in todays environment to accept anyone who can do the basics of the

job. To get ahead in business, everyone in the organization must be able to add to and

improve the bottom line. But performance alone is not sufficient if those same people

leave after 4 months and you must start the recruitment process again!

Another important factor for the HR manger is performance appraisal system. Its very

important for the HR manager to ensure successful HR practice within the organization.

The main goal of an appraisal system is to produce an accurate, objective and fair picture

of an employees performance. A formal performance appraisal program should include

standardized, periodic evaluations that focus on the job related aspects of an employees

performance. This is best accomplished when performance standards and objectives are

mutually understood and agreed upon and when they are reasonably aligned with your

businesss core competencies, values, overall mission and future business direction.

Periodic evaluations provided by an effective appraisal system can help improveemployee morale, identify training and development needs and promote better

communications between supervisors and employees. Everything from raises, career

paths, training plans and departmental productivity are impacted by employee

performance (Samaria Jones, 2008).

The most important elements of performance appraisals are follow up and feedback. In

fact, the number one thing employees complain about is the lack of feedback and

communication from their managers, says Charles Ginn, Administaff director of

Performance Improvement.

Continued unsatisfactory employee performance is often the result of employers not

providing effective feedback. According to business analysts, fifty percent of the time an


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organization has non-performance issues, those issues can be linked not to motivational

concerns, but to feedback issues. Feedback is essential (Samaria Jones, 2008).

So, it is obvious that employee recruiting policy and job performance analysis procedure

is very important for the prospect of any type of organizations. Its mandatory for Banks,

Telecommunication companies, insurance companies or even educational or training

institute. The concept of educational or training institute is still new in Bangladesh.

Generally these types of organizations were introduced in the mid 1990s to provide

assistance to the students for their higher education in the foreign countries known as

consultancy firm (Daily Prothom Alo, 2007). Their services included chose of course,

country and universities, issue of offer letter and so on. As a result very soon these types

of organizations obtained popularity among the general people of Bangladesh. Thereasons were very simple. Previously students had to do all the activities by themselves to

go for the higher education in abroad. So, the introduction of educational or training

institute came as a solution for the people of Bangladesh for the foreign affairs.

The organizations those came in the mid of 1990 known as consultancy firm have the

same popularity in Bangladesh in the recent time. Now, firms are providing more

opportunities for the students and professionals in terms of choosing desired course,

country, job opportunities and so on. Lots of firms are teaching IELTS, TOEFL, GRE,

GMAT etc courses which are required to get admission in foreign universities. Moreover,

lots of firms are giving training on various computer programs and language skills to

make more competitive personnel not only for abroad also for home country too.

Again, in terms of proving the knowledge of Computer lots of firms, known as

educational firm or institute have been working in Bangladesh for such a long time to

introduce the concept of computer and its various applications. Now, people can easily

understand the fundamental concepts of computer and its various usages. But we cant

think its availability in the mid 1990s. So, no doubt about that the consultancy and


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educational firms have great significance in the foreign and computer education sector of

Bangladesh, S.S. Information Technology (SSIT) is one of those.

1.2. SCOPE AND OBJECTIVES OF THE STUDY

The major objective of the study is to assess the performance analysis of S.S. Information

Technology (SSIT) in terms of employee recruitment and job performance analysis of

employees. The specific objectives of the study are:

(1) To present an overview of how SSIT recruits employee in their organization;

(2) To present how SSIT does the job performance analysis of the employees;

(3) To investigate what employees think of different criteria of SSIT and

(4) To investigate what is the prospect of SSIT in the future.

1.3. METHODOLOGY OF THE STUDY

In this paper, the following methods are used:

(a) Nature of Data:

The nature of the data is primary as I have conducted interview personally with all the 20

employees of various departments of the organization, S.S. Information Technology

(SSIT).A set of questionnaires (Exhibit-1) was also provided to the employees.

(b) Sources of Data:

Research was undertaken among the staff of S.S. Information Technology (SSIT).

Questionnaires were administrated to all the 20 employees of various departments of the

organization. Information was sought on a wide range of issues including recruitment


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policy, job performance procedure, satisfaction with HR practices, attitude to leadership

practices and satisfaction with various aspects of work. In addition to questionnaire

survey, interviews were conducted with key informants such as HR manager, IT manager

and course coordinator as well.

(c) Period under Consideration:

I have considered the information provided by the employees of the S.S. Information

Technology (SSIT) who are there in the organization at least for 1 year. And most of

the employees are in the organization for more than 3 years. So, the information what

they have given to me were conducted over their last 3 years experiences of working

in S.S. Information Technology (SSIT).

(d) Nature of Analysis:

I have done analysis over the answers given by the employees of S.S. Information

Technology (SSIT) regarding the oral interview and questionnaires that were

provided to them.

.

1.4. LIMITATIONS OF THE STUDY

The main scope of the study is that it gave the opportunity to see and measure how the

theories of Human Resources Planning ad staffing are applied in the real world. In fact

it is a scope to test our ability to apply our knowledge in the real world to get a better

understanding of how the organizations work on the HR issues in respect to the employee

rights and their financial aspects.

As I carried along with the project I found it is very difficult to accomplish the whole

report in a very limited time. An approximated time of at least three hours a week, was

required to finish the analysis on time.


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CHAPTER- 2: DISCUSSION: AN OVERVIEW OF THE PROBLEM

2.1. ORGANIZATIONAL OVERVIEW

In 1995, the Managing Director of S.S. Group, M. Salim Rahman upon completing his

graduation in computer science and M.SC at University of Science & Arts of Oklahoma,

USA, returned to Bangladesh. Ever since he has been observing and has found that there

are not many IT educational institutes in our country with strong capabilities to make

skilled IT professionals. Therefore, the idea to set up a good IT institute dedicated to

prepare skilled IT professionals for local and international job market crossed his mind.

After extensively studying the problems and the prospects of local IT institutes, heunderstood the gaps between the dreams and realities in our IT training sector. In the light

of his findings and in pursuit of his dream to establish a class training institute in the

country, he set up S.S. Information Technology (SSIT) with state-of-the-art labs, and

experienced and efficient faculty, offering effective training programs at competitive

fees (www.sssitbd.com).

S.S. Information Technology (SSIT) is a sister concern of S.S. Group which started their

business in the textile field in 1973. The Chairman of S.S. Group is one of the first to

introduce cotton print saris in Bangladesh establishing a brand name SAHANA

PRINT. S.S. Group has their own Dyeing, Printing, Processing and Finishing unite; such

as S. S. Dying & Printing Works, S. S. Tex Trade International Ltd., S.S. Corporation,

S. S. Information Technology, Sahara Shari Center, Susmita's along with wholesalers and

retailer chain shops all over Bangladesh. SSIT also has its own trading house for import

and export (www.sssitbd.com).


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Vision of SSIT

Vision of SSIT is to work more in the education sector of Bangladesh. SSIT has a desire

to open an international school, College and University where both English and Bangla

languages will be taught with equal importance maintaining truly international standards.

Because, SSIT believes in this globalize world in the Bangladesh context we need

adequate knowledge of both English and Bangla. When it comes to providing services,

SSIT shall ensure professionalism at its height (Brochure of SSIT, 2008).

Mission of SSIT

SSIT mainly focuses on peoples FUTURE CAREER. SSIT help students and

professionals to get connected with their future and face the challenge in educational and

professional fields. The experienced and skilled faculty and management of SSIT are

dedicated to offer their services to students and professionals of all respects from basic

education and career counseling to advanced education and career-based solutions.

SSITs services include Student Counseling, Career Counseling, Skill Migration,

Training, Software Developments, Consultancy, Job Placements, Research, Social

Services and any other customized service required for single or corporate level

(www.sssitbd.com).

Power of SSIT

Although SSIT is a new organization, SSITs management, faculty and employees are

renowned, skilled and experienced in their fields. Before joining SSIT, they had been

working with professional integrity and skills in different renowned companies and

organizations for many years. SSITs need-based courses are designed to arm the

executives and business people of the 21st century with up-to-the-minute professional

skills. At every step of SSITs training programs, SSIT maintain a strong observation and

monitoring system. Easy-to-understand lectures, smart handouts and use of modern


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logistics and technology are the salient features of SSITs training programs (Brochure of

SSIT, 2008).

2.2. SERVICES OF SSIT

Career Related & Social Services : SSIT offers basic counseling for those who just

completed their studies and are prepared to start their career, for students who are

working and keen to advance their future in the professional field and for educated non-

working or working society, who are searching for placement, want to upgrade or change

their profession. Some fundamental activities are-Basic Career Counseling, Vacancy

Information, Preparing Professional Resume, Preparing Job Application, Career

Improvising Program (CIP), Share of Views, Seminar, Workshop, Tips, Mock Interview,

CV Bank, Social Services and many more (www.sssitbd.com).

IT & Language: All courses of SSIT are designed for all types of people including

children, students, professionals and non-professionals with or without any pre-

knowledge about IT to meet their everyday life.SSIT researchers are capable of offering

various types of language courses (including Bangla) for students/professionals who

would like to improve their language know-how in or out of the country. Along with the

language we also offer all kinds of preparation courses. These preparation courses will

not only help deserving candidates who like to go for higher studies or get migrated in

different countries but also assist them to boost their career (www.ssitbd.com).

Consultancy: SSIT provides FREE counseling for deserving students to get admitted in a

domestic institute or help to get offer/acceptance letter from foreign institutes with visa

assessment service for their higher education, research and training in Australia, UK, and

Canada and in some other European countries. SSIT can also try to arrange different


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types of scholarships/fellowship for those who qualify. SSITs expert counselors are

capable of offering advanced career counseling for professionals how to get better or

change from their current stuck position. SSITs business counseling includes Sick

Business Solution, Way of Business Improvement & Initializing New Businesses.SSIT

processes all kind of migration packages for professionals and businessmen in different

countries. Some fundamental activities are-Free Student Counseling, Free Visa

Assessment Service, Advanced Career Counseling, Business Counseling, Management

Counseling, Preparing Profiles (Company, HR, Marketing, etc) Migration Packages etc

(www.sssitbd.com).

Customized Professional Development &Training: Except from our pre-define courses

we can custom design, develop and train any IT, Language, Educational and Professional

courses for individuals, institutes, new or running businesses and organizations. Our

expert Programmers has experience developing various types of user friendly Software

for different fields including Banks, NGOs, Organizations, Private & Corporate

Businesses and Retail Shops etc. Some services are- Customized Software Development

& Training, Web Page Design & Hosting, E-Commerce Solution, Graphics Design,

Multimedia, Network Solutions, Hardware Support & Troubleshooting etc

(www.sssitbd.com).

Some of the organization SSIT works with are- The Structural Engineers Ltd. (SEL),

Islami Bank Bangladesh Ltd (Aminbazar Branch), .Islami Bank Bangladesh Ltd

(Islampur Branch), Islami Bank Bangladesh Ltd (Sadarghat Branch), Islami Bank

Bangladesh Ltd (Cantonment Branch), Islami Bank Bangladesh Ltd (IDB Branch), Islami

Bank Bangladesh Ltd (Krishi Market Branch), A to Z Computer Services, Orbit Group,

Madina Group, Paradise Group, Akaba Metals, Skidder filling station, Professional

Associates etc (www.sssitbd.com).


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2.3 HRM CONCEPT IN BANGLADESH

In last 10 years, a vast amount of effort has been expended on exploring the relationship

between HRM and employee performance. The results of the effort are mixed and arecent review suggests that the Holy Grail of decisive proof remains elusive (Boselie

et al., 2005: p82).

While there is now a good deal of information on the causes and consequences of, and

strategies for, employee recruitment, performance analysis and employee benefits. The

wider commitment literature has revealed that behavioral outcomes of affective

commitment in particular include absenteeism, turnover intention, job performance and

organizational behavior (Mayer and Allen, 1997).

But, the concept of HRM is not new in the corporate level of Bangladesh. The concept of

HRM had been introduced in Bangladesh in the early 1990s.All the credit goes to the

foreign multi-national companies for introducing the HRM concept in corporate level,

such as Standard Chartered Bank, American Express Bank, Transcom Ltd, Grameen

Phone, Citycell etc. After that some Bangladeshi local companies have introduced the

concept of HRM in the corporate level, such as Bashundhara Group, Square Group,

Partex Group and Globe Shilpa Paribar. Now a days HRM is introduced in the most of

the private entrepreneurs in Bangladesh.

But still the concept of HRM is new for the consultancy and educational firms. But its

good news that some of these type organizations are introducing the concept of HRM,

SSIT is one of them.


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2.4 HRM CONCEPT IN SSIT

HR policy of SSIT is fully performance based. Job description is defined to the

employees at the very beginning. Moreover, corporate goals, department goals,employees goals are very much correspond to each other. Mission and vision are set

according to the goals of the organization by the HR department. For example- SSIT

wants to be the leading consultancy firm in Bangladesh within 5 years. For this they have

placed the best consulting executives from the different leading consultancy firms and

educational institutes of Bangladesh, like- Bhuiya, BSB, ABEC, Saifurs etc into its

various departments.

Performance criterion is the other aspect of HR policy of SSIT. Performance evaluation is

the key factor of that aspect. This is the HR policies of SSIT which are implemented in

the organization. In order to ensure the quality SSIT does the following things-Teaching

Evaluation (TE), Service Evaluation Form (SEF), Internal Inspection Report (IIR),

Monthly Staff Meeting Research and Development Cell (R&D), Performance Appraisal

Rating (PAR), Hotline, Monitoring by Course Coordinator, Complain & Suggestion

Desk.

Employee recruiting policy of SSIT is the typical traditional approach. Employees are

recruited through oral interviews. In SSIT Bachelor degree is must for recruiting any

employee in any posts. In order to recruit in senior marketing and administrative posts at

least Bachelor degree is required for the employees with at least 5 years of experience.

But in the junior marketing post experience is not must but educational qualification is at

least Bachelor degree.

Service rules can be defined as the code of conduct predetermined by the authority of any

corporation. Like any other corporation SSIT has also some distinctive service rules fixed

by the HR of the organization. Some of them are as follows-Honesty and Integrity,

Disciplined, Punctuality and Personality, Hard Worker, Friendly Attitude towards the


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Client and Colleague, Team Player, Decent, Proactive, Devoted & so on (Appointment

Letter of SSIT, 2007).

SSIT uses the performance evaluation of the employees for the performance appraisal

procedure. Here it uses Performance Appraisal Rating (PAR) for the performance

appraisal procedure. For example- the rating system that the SSIT uses is defined into

this- +4=Excellent, +3=Very Good, +2=Good, +1=Average,-1=Poor,-2=Very Poor;

marking system according to the job performance of the employees. According to this

marking system promotion, increase of salary depends on.

The marking procedure is based on the performance evaluation by the HR manager and

the fellow colleagues as well for every single employee. Rating system of evaluation

procedure is done in every month and 4 months performance ratings are taken into

notice for making any decision by the authority.

In order to retain the employees SSIT has the retention plan. They have the regular

retention criteria, like- one gross salary, two festival bonuses, and medical allowances

etc. But most important factor is that they dont have the performance bonus and

retention bonus for the employees.

SSIT has the development program for the human resources of the organization. They

have the traditional employee development program for the employees by the HR as well

as the higher training program for the faculties by the course coordinator himself

regarding their improvement.


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CHAPTER- 3 : FINDINGS & ANALYSIS

Though SSIT is providing very distinctive facilities to employees but it cant stop the

employees to become dissatisfied. After taking interview with all the employees of SSITand analyzing the questionnaires filled up by the employees, some problems have

identified.

3.1. HIGHLY CENTRALIZED ORGANIZATION

A highly centralized organization (Exhibit-2) structure enabled SSITs strategy. Product

division was the fundamental business unit and its general managers were authorized to

make decision for their business. As a way, the employees felt degraded the solidarity of

the company about acquisition, consolidation and outsourcing. This has shifted SSITs

environment from its traditional ways by changing the process of teamwork.

3.2. UNSATISFACTORY RATING SYSTEM

Employees are unsatisfied with the rating system. One main reason is that the rating

system procedure which is filled up by the office colleagues about job performance.

Though the rating system is checked by the HR manager but it cant be 100% accurate.

There is a higher chance that employees might miss use of that rating system against any

employee whom he or she doesnt like at all. And employees dont get the chance to see

what rating has he or she got from the other employees.

3.3. INTERNAL PROBLEMS

SSITs policy to self-financing policy was intended to supports its human resource

philosophy and policies particularly employment security. In SSIT, employees never

fired for poor performance or never laid-off even its profits suffered in an economic


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downturn. Its commitment to its employees also led SSIT to avoid contract business. But

in 2008, SSIT face severe challenged due to some political changes in Bangladesh. A

downturn in this industry led SSIT to changes its management policies; the most

important change was in SSITs employment security policies. To reduce cost and avoid

layoffs SSIT decided not to give any performance bonus and retention bonus. The

employees were emotionally shaken by these policies of SSIT. Due to these policies

employees started to feel that they are loosing job security.

The activities of SSIT employees were guided by the HR manager. But no executive is

allowed to give any decision, no matter how smart or able that executive may be.

Employees are asked to support what the management decides. Though SSIT believes in

employees equality, in practical scenario such practice is not found.

Employees have problem with payment system of salary also. The salary is provided to

the employee in 2nd week of the month. As a result it hampers the financial activities of

the employees to run their family.

There is no prescribed career development or progression in SSIT. They rank their

employees based on a sustained contribution, sudden dramatic changes in performance

position was very rare. The employees of SSIT must go through a defined process in

which they dont have a lot of flexibility. If any employee does something in his own

style other employees dont appreciate it.

Hiring in SSIT is conducted by traditional multiple interviewing processes in which

applicants are asked what knowledge they have rather than how they would approach a

problem. Testing is rare and limited to specialized skill test to a particular position.

Previously, in every morning and afternoon all employees were provided coffee or tea

and cake or biscuits in the break times. But currently those facilities are not provided. As

a result social bonding is not growing between the employees of SSIT.


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CHAPTER- 4 : RECOMMENDATIONS & CONCLUSION

The goal of SSIT in Bangladesh is very much comprehensible and pragmatic. The reason

of saying this is that the sector of educational or professional consultancy firm inBangladesh is expanding day by day and the numbers of existing customers are also

increasing rapidly. So, it is very much precise that SSIT has a bright prospect in the

upcoming years in Bangladesh.

Again, the question arises is that only the proper goal would make SSIT successful in

Bangladesh? The answer is straight no.

The thing that would make SSIT successful in Bangladesh is that the implementation of

inventive consultancy firm activities for the clients of Bangladesh. And this will be

possible by the proper plan of HR department of the organization through the execution.

Some recommendations are as followed-

The HR of SSIT, Bangladesh has made distinctive service rules where honesty,

integrity and loyalty to the organization and customers get the precedence than

any other employee trait. The performance appraisal procedure and HR

development program has added more versatility to organizational system of

SSIT. This helps the employees to boost their self-assurance and adds more

sincerity to their effort. They need to provide the proper facilities to the

employees as the employee retention plan then success would come to SSIT

within their vision.

SSIT should carefully handle the different employees of the organization inregard to provide better service. HR manager must let the employees to see what

other colleagues have rated him or her as monthly job performance analysis rating

and must provide the salary within the 1st week of the month to the employee.

Otherwise employees might leave the organization.


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Authority of SSIT must empower the employees. Practically employee equity

theory should be established. Each employee need to give top most priority to

take right decision in his own field based on his capability. Manager andsupervisor should appreciate and support their subordinate decision.

CEO of SSIT must seek monthly report containing detail information from

individual division which will be prepared by their divisional head. This will help

him to review all the information of SSIT and its employees also.

SSIT must develop a well defined career path. Promotion should be given to

employee according to organizational chart and career path. This will help to

reduce the discrimination among the employees. Management also needs to

provide performance bonus and retention bonus to the employees.

There should be prescribed career development or progression for the employees

in SSIT.Flexibility in the defined process of SSIT must be given to the

employees. HR manager and higher authority must appreciate and encourage the

employee to do things differently if that doesnt go against the organizations

defined process.

Written test must be introduced for all candidates to prove their technical

knowledge in specified field. In case of manager recruitment, practical situation

handling test such as aptitude test, decision making, problem solving, etc should

be conducted along with the written test.

Orientation must be given to the new employees by the SSIT to help them to

adapt with the new environment. Managers need to co-operative and supportive

towards the new comers to help them to figure out their responsibilities.


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SSIT needs to reintroduce its common coffee break which will help to increase

employee interactions and bonding. Also it will help to refresh the mind of

employees.


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BIBLIOGRAPHY

Appointment Letter of SSIT, (2007)

Brochure of SSIT, (2008)

Boselie et al., (2005). Commonalities and contradictions in HRM and Performance

research. Human Resource Management Journal, 15:3, 67-73

Daily Prothom Alo, (2007). Consultancy firms in Bangladesh

Mayer and Allen, (1997). Commitment in the Workplace: Theory, Research and

application.

Natasha Wainwright, (2008) Measuring Success in Recruitment

Samaria Jones, (2008) Match Employee Performance to Business Performance

www.sssitbd.com


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APPENDIX

Exhibit 1: QUESTIONNAIRES

1. How many years have you been working in S.S. Information Technology?

A. Less than 1 year

B. More than 1 year but less than 2 years

C. More than 2 years & above

2. In which position of the organization have you been working?

A. Entry level

B. Mid level

C. Top level

3. What is your designation in the organization?

A. Junior Executive

B. Executive

C. Senior Executive

4. What you think about the goal of the organization?

A. Clear & Achievable

B. Clear but Unachievable

C. Unclear

D. No Comments

5. What do you think about the working environment of the organization?

A. Excellent

B. Very Good

C. Satisfactory

D. Poor


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6. What do you think about your own department?

A. Excellent

B. Very Good

C. Satisfactory

D. Poor

7. Do you find difficult to cope with your departmental goal and organizational goal?

A. Yes

B. No

C. No Comments

8. Do you think HR department conducts equally to all the departments of the

organization?

A. Yes

B. No

C. No Comments

9. Are you satisfied with the employee rating system?

A. Yes

B. No

C. No Comments

10. What do you think about the employee hiring system of the organization?

A. Traditional

B. Advanced

C. Mixed of Traditional & Advanced

D. No Comments


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11. Do you think the hiring system of the organization is effective?

A. Yes

B. No

C. No Comments

12. Do you think HR department try to create pressure on other departments?

A. Yes

B. No

C. No Comments

13. Do you welcome new type of employee evaluation process, if any?

A. Yes

B. No

C. No Comments

14. Are you happy with your salary and other benefits provided by the organization?

A. Yes

B. No

C. No Comments

15. Do you think organization is treating you well in terms of salary and other benefits?

A. Yes

B. No

C. No Comments

16. Do you think office hour (9 am to 6 pm) is ok?

A. Yes

B. No

C. No Comments


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17. Do you want to reduce the office hour?

A. Yes

B. No

C. No Comments

18. Do you work in the holidays in the office?

A. Regularly

B. No

C. Some Times

D. According to Offices needs

19. Do you get extra money for doing work in extra hours or holidays?

A. Yes

B. No

C. No Comments

20. Are you happy with the amount of money you are getting for doing extra works?

A. Yes

B. No

C. No Comments

21. In which week of the month generally you get the salary?

A. 1st week

B. 2nd week

C. 3rd week

D. 4th week

22. Do you have the authority to take any decision for your department?

A. Yes

B. No

C. No Comments


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23. Is there any prescribed career development for the employees?

A. Yes

B. No

C. No Comments

24. Are you happy with your overall situation in the organization ?

A. Yes

B. No

C. No Comments

24. Do you wish to continue with this organization few years more?

A. Yes

B. No

C. No Comments


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Exhibit 2 : MANAGEMENT HIERARCHY

CHAIRMAN

BOARD OF DIRECTOR

MANAGING DIRECTOR

OPERATION MANGER

HUMAN RESOURCE MANGER

ACCOUNTS MANAGER

MARKETING MANGER

ADMINISTRATIVE MANAGER

SENIOR MARKETING OFFICER

JUNIOR MARKETING OFFICER

PROBATIONARY OFFICER

Employee Recruitment and Job Performance Appraisal Procedure of S S Information Technology (SSIT)

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Employee Recruitment and Job Performance Appraisal Procedure

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