Background of FSBL

2.
1 An Overview of FSIBL
The present day banking structure has evolved over several
decades. The far-reaching program of economic reform is being carried
out at present towards efficient utilization of scarce resource and the
development of private entrepreneurship. In a fast changing business
environment financial intermediaries are gradually being left to be guided
by mark it forces rather than regulations. Competition is strengthened by
the entry of new and innovative providers of "Financial service through
the development of money market and the capital market under the on
going financial liberalization program FI!"T "#C$!IT% I"&'(I )'*+
&imited emerges as a new bank in the ,rivate sector to operate the
commercial arena of )angladesh.
F"I)& is a bank of -.
st
century. It is a private commercial bank with
/ead 0ffice at -1 2ilkusha Commercial 'rea 2haka started operation on
-3
th
0ctober .444. From 5anuary 6. -664 the bank has converted into
Islami "hariah based banking system instead of conventional banking system.
The bank has 78 branches spread all over the country 9 8 branches are
remaining to be inaugurated. The founders of F"I)& are committed to make it
a little more different and a bit special :ualitatively. The bank has a new vision
to fulfill and a new goal to achieve. The bank has been manned with
e;perienced e;ecutives e:uipped with modern technology so as to make it
most efficient to meet the needs of -.
st
century. <ith assets of T+..8 -=> =7
million the bank has diversified activities in retail banking corporate banking
and international trade.
The )ank operates as a scheduled )ank under a banking license
issued by )angladesh )ank the central )ank of the country. The FI!"T
"#C$!IT% I"&'(I )'*+ &imited is sponsored by a group of renowned
industrialists business houses and professionals of the country. The bank
is efficient personalized and :uality services. There is no conventional system
of clerk guard and peon in the bank. The bank has a good number of
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC 6
professional angers to manage competitive and comple; situation efficiently
and effectively.
2.2 Vision and Mission of FSIBL
2.2.1 Vision:
The efforts of FI!"T "#C$!IT% I"&'(I )'*+ &imited are focused to be the
uni:ue modern Islami )ank in )angladesh and to make significant
contribution to the national economy and enhance customer?s trust 9 wealth
:uality investment employee?s value and rapid growth in shareholder?s e:uity.
2.2.2 Mission:

,rovide high :uality financial services in e;port 9 import trade.
,roviding efficient customer services.
(anaging corporate and business ethics.
)ring trusted depository of customer?s money.
(aking its products superior and rewarding to the customers.
2isplay team spirit and professionalism.
Fulfilling its social commitments by e;panding its charitable and
humanitarian activities.
2.3 Management of FSIBL
The decision making process of F"I)& is democratic and decentralized.
The upper level management hardly bothers about the operational task
of the bank.
The sponsors 2irectors of the bank are well-established businessmen
and professionals of the country having business in and out
)angladesh. ' board of 2irectors is formed taking .1 members out of
the entrepreneurs and 'lha@ (r. "aiful 'lam has elected as a
chairperson unanimously.
/ighly :ualified and efficient professionals manage the bank. The
(anaging 2irector of the bank is (r. '. '. (. Aakaria who has rich
e;perience of managing both the nationalized and private sector banks
as Chief #;ecutive.
(ost of the cases pending at /ead 0ffice level solved with higher
priority for smooth functioning of bank operation and :uick disposal of
the proposals. 'll the decisions made at /ead 0ffice level through
different committee.
't branch level all the decision taken by the )ranch manager complying
rules and regulations set by the /ead 0ffice. )ranch manager has the
supreme authority to final disbursement of the facility to the customer.
'll credit facilities under branch delegation e;ercise through credit
committee. 2eputy (anager coordinates all the functions of the branch
as (anager 0peration.
Management Efficienc
Senior Management
F"I) is functioning with professional management team headed by the
(anaging 2irector (r. '. '. (. Aakaria. 'mong other senior e;ecutives
currently two 2(2 0ne ,rincipleBTraining CenterC two "#D, eleven "D,
ten D, five FD, twelve "'D, five 'D, and eight F'D, are discharging their
services in progression of the banks business.
Managing !irector
(r. '. '. (. Aakaria (anaging 2irector of the bank is an eminent banking
personality having long 16 years of e;perience in banking industry. 'fter
successful completion of his ).'. B/onsC (.'. in #conomics from 2haka
$niversity (r. '. '. (. Aakaria has started his banking career in .488 as
"enior 0fficer of !upali )ank. )efore the current responsibility (r. '. '. (.
Aakaria was the 2eputy (anaging 2irector of 2utch-)angla )ank &imited. In
his multi-greeted banking service (r. '. '. (. Aakaria participated in many
courses training program and workshops on banking at home and abroad.
(r. '. '. (. Aakaria @oined in F"I) in 8
th
'ugust -663 as (anaging 2irector in
a crucial moment when the bank had fallen into ,roblem )ank with lots of
great comple; situations. <ithin a short span of time F"I) under his proper
guidance recovered from the E,roblem )ankF.
Top management of the bank is supported by human resource strength of =-.
e;ecutives and officers. For smooth functioning of the )ank following
committees have been formedG
1. Management committee (MANCO) comprises of senior members of the
management headed by (anaging 2irector of the bank. 'll divisional heads
are the member of the committee. ('*C0 meets on regular basis to discuss
relevant agenda.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC
2. Asst Liability Management Committee (ALCO) headed by the (anaging
2irector is responsible for balance sheet risk management. The committee
participate is the monthly '&C0 meeting and review the li:uidity position
review rate of interest on deposit and lending and review the '&C0 papers
on presentation by treasury back office on the position of profit deposit
advance cost analysis maturity bucket of deposit 9 advance balance sheet
profit and loss account and many other issues relating to banks business and
assets-liability management. Five relevant divisional heads including 2(2 are
the members and FD, 9 /ead of Treasury of the )ank is the member
secretary of the committee
"or#orate $overnance
Corporate governance is about how corporation is running its operations to
achieve its corporate ob@ectives. )angladesh )ank B))C gives emphasis on
implementing corporate governance among the financial institutions and to do
that )) emphasizes implementation of the guidelines issued by them for
improving corporate governance in banking. Hood Corporate Hovernance
practices enhance an entityIs corporate image and market credibility which
attract capital and increase its borrowing power. These can be reflected in the
:uality of financial reporting and disclosuresJ strength of internal control
system and internal audit function induction of professionally competent
independent non-e;ecutive 2irectors on corporate )oardJ formation of 'udit
CommitteeJ delegation of authority to e;ecutives and staffJ protection of
corporate governance for strengthening organizational strength. <ith a view
to ensure effective participation and deep interest in the affairs of the
company and as per 'rticles of 'ssociation of the Company and as per
)angladesh )ank Circular *o. .7 dated (arch -= -661 the bank has set up
the following - committeesG
.. #;ecutive committee
-. 'udit Committee
E%ec&tive "ommittee:
F"I) has constituted 64 members e;ecutive committee of the board as per
)angladesh )ank guidelines to ensure corporate governance in the business
of which managing director of the )ank is #;-officio (ember. The e;ecutive
committee of the board is responsible for developing policy and strategy for
smooth operations of business and business development of the bank to
ensure ma;imization of shareholders wealth protecting other stakeholders
interest in the company (r. 'lha@ (d. "aiful 'lam Chairman of the board of
2irectors is the Chairman of the present #;ecutive Committee of the bank. /e
is very dynamic person and leading the e;ecutive committee of the bank in a
very manner.
A&dit "ommittee:
F"I) has formulated an audit committee can play an effective role in
formulating an efficient and secured banking system. The 'udit Committee
has been formed comprising three members of the )oard of 2irectors. 's per
corporate governance guidelines the Chairman of the 'udit Committee should
have sound knowledge and e;pertise in finance 9 accounting or auditing. (r.
/amidul /a: who is also a 2irector of the )ank is Convener of the
committee. /e is associated in banking field over long years.
2.' Organi(ation str&ct&re of FSIBL
O)*E+,S LEVEL

*oteG 0ne 2irector 'ppointed )y )angladesh )ank.
E-E"./IVE,S LEVEL

Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC 1!
C/'I!('*
DIC# C/'I!('*
2I!C#T0!
(anaging 2irector B(2C
#;ecutive Dice ,resident
"enior Dice ,resident
Dice ,resident
"enior 'ssistant Dice
,resident
'ssistant Dice ,resident
First 'ssistant Dice
,resident
First Dice ,resident
OFFI"E+ LEVEL
O/0E+S:
Staff S&1 Staff
2espatch ,eon
Tele; 0perator Tea )oy
Computer 0perator Cook
#lectrician "weeper
"ecurity Huard
2.2 Ban3ing Services of FSIBL
Ban3 Services

Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC 1"
"enior #;ecutive 0fficer B"#0C
,rincipal 0fficer B,0C "enior 0fficer
0fficer ,robationary 0fficer
5unior 0fficer
#;ecutive 0fficer B#0C
'ssistant 0fficer
Trainee 'ssistant 0fficer
$enera4 Ban3ing "redit5Advance Foreign E%c6ange
'ccount Cash credit B/ypoC Import.

!emittance Cash credit B,ledgeC #;port.
Clearing /ouse Cash credit "cheme. !emittance.
Transfer &ease financing
Cash "avings over draft

Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC 1#
2.7 S#ecia4 Feat&res of FSIBL
The main features of this bank are as followsG -
'll activities of the bank are conducted according to Islamic "hariah
where profit is the legal alternative to interest.
The banks investment policy follows different modes approved by
Islamic "hariah based on Kuran 9 "unnah.
The bank is committed towards establishing welfare oriented banking
system economic enlistment of the low income group of people create
employment opportunities.
'ccording to the needs and demands of the society and the country as
a whole the bank invests money to different /alal business. The bank
participates in different activities aiming at creating @ob implementing
development pro@ects taken by the government and developing
infrastructure.
The bank is committed to establish an economic system through social
@ustice and e:ual distribution of wealth. It is committed to bring about
changes in the underdeveloped rural areas for ensuring balanced socio-
economic development of the country through micro credit program.
2.8 9erformance of FSIBL
This has been appreciable improvement in the performance of the )ank
ill all respects. 's such there has been a *oticeable rise in deposits as
well as advances as also in foreign e;change business. ,rofits of the
)ank witnessed a marked up trend from Tk. .-.8. Crore in -66> to tk.
--..- crore in -664 showing a rise of 8=.6= percent. 'll these have
been possible due to the pursuit of pragmatic and prudential policies in
overall management of the bank under the able guidance of the board
of 2irectors. 's a part of our prudential policies provision has been
made for bad and doubtful loans to the true of tk. >.7= Crore against
loan classified during -661.
12.81
22.12
3:
;
2
1;
12
2;
22
3;
32
';
'2
2;
crore
2;;< 2;;: 2;1;
=ear
9rofit
2.< !e#osits of FSIBL
The total deposits of the )ank increased sharply by Tk..48-.-1 millions
at the end of -66>. Tk.1864.61 millions at the end of -664 and
Tk.=7=>.7. at the end of -6.6. ' guide presentation of the year wise
deposit movement can be on the right hand side.

!e#osits
1:82.2'
38;:.;'
'7'<.71
;
2;;;
';;;
7;;;
<;;;
1;;;;
2;;< 2;;: 2;1;
ear
M
i
4
4
i
o
n
s
2.: Loans > Advances
&oans and advances made by the year ending -6.6 stood at Tk.
-17-.-= million up by 36.>. percent from Tk. -4.=.41 million a year
ago. ' year wise graphic presentation of the same is provided at the
right hand side.
Advances
13:8.81
2:1'.:3
2372.23
;
1;;;
2;;;
3;;;
';;;
2;;;
7;;;
8;;;
2;;< 2;;: 2;1;
=ears
M
i
4
4
i
o
n
s
2.1; Foreign E%c6ange B&siness
1? Im#ort: The )ank?s foreign e;change business relating to import
into )angladesh #;panded markedly by 36.31 percent to Tk. 37=3.76
million at the end of 2ecember -6.6 from tk. 1836.76 million a year
ago. ' year wise graphic presentation of the same is provided in the
Hiven )elowG
----.7
1836.7
37=3.7
6
.666
-666
1666
=666
3666
7666
Mi44ions
-66> -664 -6.6
=ears
Im#ort

Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC !0
2? E%#ort: #;port business handled by the bank during -6.6 stood
at Tk. ->68million showing a growth of =...8 percent from Tk.
.4>>.=6 million during -664. ' year wise graphic presentation of the
same is provided on the graph.
121'.2
1:<<.'
2<;8
;
2;;
1;;;
12;;
2;;;
22;;
3;;;
Mi44ions
2;;< 2;;: 2;1;
=ears
e%#ort
2.11 9+OFI/ OF FSIBL@ A.BILEE +OA!
B+A*"0
3.2
'.33
7.'3
;
2
'
7
<
1;
12
1'
17
1<
2;
crore
2;1; 2;;: 2;;<
=ear
9rofit
,rofit of F"I)& 5ubilee !oad )ranch Increase year by year. In the year
-66> profit was T+. 1.3 crore and the end of -6.6 profit is T+. 7.=1
crore. 's a branch bank the performance is :uite satisfied.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC !!
3.1 +ecr&itment > Se4ection
!ecruitment is the process of identifying and attracting potential candidates
from within and outside an organization to begin evaluating them for future
employment. 0nce candidates are identified an organization can begin the
selection process. This includes collecting measuring and evaluating
information about candidates? :ualifications for specified positions.
0rganizations use these processes to increase the likelihood of hiring
individuals who possess the right skills and abilities to be successful at their
@obs.
9rereB&isite of +ecr&itment and Se4ection
5ob analysis is the prere:uisite for recruitment and selection which is revealed
in the following chartG
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC !"
5ob 'nalysis
!ecruitment 9
"election
,erformance
'ppraisal
5ob #valuation Training
!e:uirement
5ob 2escription 9
5ob "pecification
Ao1 Ana4sis:
5ob analysis is the procedure for determining the duties and skill re:uirement
of a @ob and the kind of person who should be hired for. 5ob analysis includes
5ob description and @ob specification.
Ao1 !escri#tion Cdetai4s of t6e ro4e?:
' @ob description is a key document in the recruitment process and must be
finalized prior to taking any other steps in the process. It should clearly and
accurately set out the duties and responsibilities of the @ob and must includeG
The @ob title Bwhich must be se; neutralC
The location of the @ob i.e. departmentLfacultyLdivisionLresearch
group
Hrade of the post
The post to whom the post holder is responsible
'ny posts reporting to the post holders.
(ain purpose of the @ob
(ain duties and responsibilities
'ny special working conditions Be.g. unsocial or shift working
patterns the re:uirement M for clinical posts M to obtain health
clearance the re:uirement for a criminal record checkC.
Items that should be included in @ob descriptions areG
' note that indicates that as duties and responsibilities
change the @ob description will be reviewed and amended in
consultation with the post holder.
'n indication that the post holder will carry out any other
duties as are within the scope spirit and purpose of the @ob as
re:uested by the line manager or /ead of 2epartmentL2ivision.
The language in @ob descriptions shouldG
'void @argon and une;plained acronyms and abbreviations.
)e readily understandable to potential applicants for the post.
'void ambiguity about responsibilities and be clear about the post
holder?s accountability for resources staff etc.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC !#
F4ow c6art of recr&itment and se4ection #o4ic
and #roced&re
0n the basis of discussion the recruitment and selection policy and
procedures of F"I)& can be summarized as per model given belowG-
Dacant post identified and reviewed
2ecision to fill vacancy made
,repare @ob description
,repare person specification
<rite @ob advert
"ubmit to monitoring group
'dvertise
2ecide selection panel
!eceive application forms
"hort listing by designated selection panel
Inform short listed candidates about interview dates date for the selection test
Bwhere applicableC
'nd any other details
Take up references of short listed candidates
,anel preparation for interviews
Conduct selection interviewsLtests
(ake decision to appoint successful candidate
$ndertake appropriate checks and administrative procedures
Inform successful candidates about the selection decision
'rrange for contract to be issued
"uccessful candidate commences duty
3.2 Em#4oee ed&cation@ /raining and
!eve4o#ment
In general education is Imind preparationI and is carried out remote
from the actual work area training is the systematic development of the
attitude knowledge skill pattern re:uired by a person to perform a given task
or @ob ade:uately and development is Ithe growth of the individual in terms of
ability understanding and awarenessI.
<ithin an organization all three are necessary in order toG
2evelop workers to undertake higher-grade tasksJ
,rovide the conventional training of new and young workers Be.g. as
apprentices clerks etc.CJ
!aise efficiency and standards of performanceJ
(eet legislative re:uirements Be.g. health and safetyCJ
From time to time meet special needs arising from technical legislative and
knowledge need changes. (eeting these needs is achieved via the training.
First "ecurity Islami )ank &td has 78 branches spread all over the country 9 8
branches are remaining to be inaugurated. First "ecurity Islami )ank &td has
its own training institute 9 /uman resource management is practiced in F"I)&
by its /! department. The /! department providing its manpower efficacy in
motion for reaching the goals. The human resources position as on
1...-.-6.6 was 3.6 B#;ecutive 9 0fficersC.
F"I)& arrange training for their employees from all the branches by its /!2
department. ' figure of training in 5ubilee !oad )ranch is here-
Total *o. of #mployees Het training <ithout training
-= .4 63
3.3 9E+FO+MA*"E A99+AISAL
,erformance appraisal is a formal system of measuring evaluating and
influencing an employee?s @ob-related attributes behaviors and outcomes. The
ob@ective is to determine how productive an employee is and to determine if
an employee?s productivity can be improved. 's such performance appraisals
serve an important purpose in managing people and meeting company goals.
This tendency to @udge without a systematic procedure has the potential to
create serious motivational ethical and legal problems within the firm. 0n the
other hand a structured appraisal system is more likely to be lawful fair
defensible valid and reliable.
,erformance appraisals telling subordinates how they are doing and
suggesting needed changes in behaviors attitudes skills or @ob knowledge.
In F"I)& appraisal results used to determine relative rewards in the firm --
who should get merit pay increases bonuses or promotions.
3.3.1 9erformance A##raisa4 9rocess:
The appraisal process begins with the establishment of performance
standards in accordance with the organizations strategic goals. These should
have evolved out of the company?s strategic decision- and more specifically
the @ob analysis and @ob description. These performance standards should
also be clear and ob@ective enough to be understood and measured. The
appraisal process is as followsG
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC !
#stablish performance standards with employees
(utually set measurable goals
(easure actual performance
Compare actual performance with standards
2iscuss the appraisal with the employee
If necessary initiate corrective action
The performance appraisal process typically consists of eight steps as
followsG
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC "0
(onitoring
performance
'ppraising
Feedback
0rganization?s purpose
strategic and operational
ob@ectives and plans
2evelopment of
performance
2ecision making
#stablishing standards and
measures based on @ob
description
Communicating @ob
e;pectations
,lanning
Ci? Esta14is6ing standards and meas&res
The first step is to identify and establish measures which would differentiate
between successful and unsuccessful performances. These measures should
be under the control of the employees being appraised. The methods for
assessing performance should be decided ne;t. )asically management
wants toG
+now the behavior and personal characteristics of each employeeJ and
'ssess their performance and achievement in the @ob.
Cii? "omm&nicating Do1 e%#ectations
The second step in the appraisal process is communicating to employees the
measures and standards which will be used in the appraisal process. "uch
communication should clarify e;pectations and create a feeling of
involvement.
Ciii? 94anning
In this stage the manager plans for the realization of performance
e;pectations arranging for the resources to be available which are re:uired
for attaining the goals set. This is an enabling role.
Civ? Monitoring 9erformance
,erformance appraisal is a continuous process involving ongoing feedback.
#ven though performance is appraised annually it has to be managed Ieach
day all year long.I (onitoring is a key part of the performance appraisal
process. It should involve providing assistance as necessary and removing
obstacles rather than interfering. The best way to effectively monitor is to walk
around thus creating continuous contacts providing first-hand information
and identifying problems which can then be solved promptly.
Cv? A##raising
This stage involves documenting performance for the @ob responsibilities and
for the individual competencies through observing evaluating @udgment and
analysis of data.
Cvi? Feed1ac3
'fter the formal appraisal stage a feedback session is desirable. This session
should involve verbal communication listening problem solving negotiating
compromising conflict resolution and reaching consensus.
Cvii? !ecision ma3ing
0n the basis of appraisal and feedback results various decisions can be
made about giving rewards Be.g. promotion incentives etc.C and
punishments Be.g. demotionC.The outcome of an appraisal system should
also be used for career development.
Cviii? !eve4o#ment of #erformance
The last stage of performance appraisal is Idevelopment of performanceI or
professional development by providing opportunities for upgrading skills and
professional interactions. This can be done by self initiatives formal Training
and Informal 0n-the-5ob Training.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC "!
3.3.2 A##raisa4 Met6ods
A##raisa4 met6od !efinition
Hraphic rating scale ' scale that lists a number of traits and a range of
performance for each. The employee is then rated
by identifying the score that best describes his or
her level of performance for each trait.
'lternative ranking method !anking employees from best to worst on a
particular trait choosing highest then lowest until
all are ranked.
,aired comparison method !anking employees by making a chart of all
possible pairs of the employees for each trait and
indicating which the better employee of the pair is.
Forced distribution method "imilar to grading on a curve predetermined
percentage of rates is placed in various
performance categories.
Critical incident method +eeping a record of uncommonly good or
undesirable e;amples of an employees work
related behavior and reviewing it with the
employee at predetermined times.
)ehaviorally anchored
rating scales
'n appraisal methods that aims at combining the
benefits of narrative critical incidents and :ualified
ratings by anchoring a :ualified scale with specific
narrative e;amples of good and poor
performance.
#ssay appraisal method The assessor writes a brief essay providing an
assessment of the strengths weaknesses and
potential of the sub@ect. In order to do so
ob@ectively it is necessary that the assessor
knows the sub@ect well and should have interacted
with them. "ince the length and contents of the
essay vary between assessors essay ratings are
difficult to compare.
The management by
ob@ective method
Involves setting specific measurable goals with
each employee and then periodically reviewing
the progress made.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC ""
3.3.3 So&rces of 9erformance A##raisa4
The sources of performance appraisal areG
So&rces e%#4anation
"uperior ,erformance evaluation has been conducted by
the employees? immediate supervisor as a way of
monitoring task completion.
"ubordinate "ubordinate appraisal can be used for evaluating
trend in a manager?s behavior.
,eer group ' performance evaluation situation in which co-
workers provide input into the employee?s
performance.
"elf evaluation #valuate himL herself .<hen reward depends on
performance but if there is good training system
communication system then this self evaluation
should be effective.
!ating committee These committees contain the employee?s
immediate supervisor and three or four other
supervisors. First they monitor the individual
rating then make average.
176 Feedback ,erformance appraisal process in which
supervisors peers employee customers and the
like i.e. all around the employee evaluate him.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC "#
3.3.' "6aracteristics of an a##raisa4
Sstem
,erformance appraisal cannot be implemented successfully unless it is
accepted by all concerned. There should be a common and clear
understanding of the distinction between evaluation and appraisal. 's ,atten
B.4>-C argues evaluation aims at Iob@ectiveI measurement while appraisal
includes both ob@ective and sub@ective assessment of how well an employee
has performed during the period under review. Thus performance appraisal
aims at Ifeedback development and assessment.I The process of
performance appraisal should concentrate on the @ob of an employee the
environment of the organization and the employee him- or herself. These
three factors are inter-related and inter-dependent. Therefore in order to be
effective the appraisal system should be individualized sub@ective and
:ualitative and oriented towards problem-solving. It should be based on
clearly specified and measurable standards and indicators of performance.
"ince what is being appraised is performance and not personality personality
traits which are not relevant to @ob performance should be e;cluded from the
appraisal framework.
"ome of the important considerations in designing a performance appraisal
system areG
$oa4: The @ob description and the performance goals should be
structured mutually decided and accepted by both management and
employees.
+e4ia14e and consistent: 'ppraisal should include both ob@ective and
sub@ective ratings to produce reliable and consistent measurement of
performance.
9ractica4 and sim#4e format: The appraisal format should be
practical simple and aim at fulfilling its basic functions. &ong and
complicated formats are time consuming difficult to understand and
do not elicit much useful information.
+eg&4ar and ro&tine: <hile an appraisal system is e;pected to be
formal in a structured manner informal contacts and interactions can
also be used for providing feedback to employees.
9artici#ator and o#en: 'n effective appraisal system should
necessarily involve the employeeIs participation usually through an
appraisal interview with the supervisor for feedback and future
planning. 2uring this interview past performance should be discussed
frankly and future goals established. ' strategy for accomplishing these
goals as well as for improving future performance should be evolved
@ointly by the supervisor and the employee being appraised. "uch
participation imparts a feeling of involvement and creates a sense of
belonging.
+ewards: !ewards both positive and negative - should be part of the
performance appraisal system. 0therwise the process lacks impact.
Feed1ac3 s6o&4d 1e time4: $nless feedback is timely it loses its
utility and may have only limited influence on performance.
Im#ersona4: feedback must be impersonal if it is to have the desired
effect. ,ersonal feedback is usually re@ected with contempt and
eventually de-motivates the employee.
Feed1ac3 m&st 1e noticea14e: The staff member being appraised
must be made aware of the information used in the appraisal process.
'n open appraisal process creates credibility.
+e4evance and res#onsiveness: ,lanning and appraisal of
performance and conse:uent rewards or punishments should be
oriented towards the ob@ectives of the program in which the employee
has been assigned a role. For e;ample if the ob@ectives of a program
are directed towards a particular client group then the appraisal
system has to be designed with that orientation.
"ommitment: !esponsibility for the appraisal system should be
located at a senior level in the organization so as to ensure
commitment and involvement throughout the management hierarchy.
3.3.2 .ses of an A##raisa4 Sstem
' properly designed performance appraisal system canG
help each employee understand more about their role and become
clear about their functionsJ
be instrumental in helping employees to better understand their
strengths and weaknesses with respect to their role and functions in
the organizationJ
help in identifying the developmental needs of employees given their
role and functionJ
increase mutuality between employees and their supervisors so that
every employee feels happy to work with their supervisor and thereby
contributes their ma;imum to the organizationJ
act as a mechanism for increasing communication between employees
and their supervisors. In this way each employee gets to know the
e;pectations of their superior and each superior also gets to know the
difficulties of their subordinates and can try to solve them. Together
they can thus better accomplish their tasksJ
provide an opportunity to each employee for self-reflection and
individual goal-setting so that individually planned and monitored
development takes placeJ
help employees internalize the culture norms and values of the
organization thus developing an identity and commitment throughout
the organizationJ
help prepare employees for higher responsibilities in the future by
continuously reinforcing the development of the behavior and :ualities
re:uired for higher-level positions in the organizationJ
be instrumental in creating a positive and healthy climate in the
organization that drives employees to give their best while en@oying
doing soJ and
assist in a variety of personnel decisions by periodically generating
data regarding each employee.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC "
3.' Attri1&tes considered in eva4&ating
#erformance
The important personality traits fall into two categoriesG personal :ualities and
demonstrated :ualities. /ere are these followsG
/raits F&ndamenta4 conce#t
Ada#ta1i4it 'd@ustment with new or changing
situations or people.
A##earance and 1earing /aving good bearing and
appearance.
!ecisiveness 'bility to arrive at conclusions
promptly and to decide on a definite
course of action.
!e#enda1i4it 'bility to consistently accomplish
allocated @obs without supervision.
!rive and determination 'bility to e;ecute @ob vigorously and
resolutely and induce others to do so.
Ingen&it !esourcefulness and ability to
creatively devise means to solve
unforeseen problems.
Initiative 'bility to take necessary and
appropriate action independently.
Integrit 'bility to maintain an honest
approach in all dealings.
Loa4t 'bility to faithfully willingly and loyally
support superiors e:uals and
subordinates.
Mat&rit $nderstanding and balance
commensurate with age and service.
Stamina 'bility to withstand and perform
successfully under protracted physical
strain.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC #0
/raits F&ndamenta4 conce#t
/enacit 'bility to preserve in face of odds and
difficulties.
Ver1a4 e%#ression 'bility to e;press oneself clearly and
concisely.
)ritten e%#ression 'bility to e;press oneself clearly and
concisely in writing.
,rofessional knowledgeG 'bility to
apply professional knowledge to
assigned duties so as to achieve a
high standard of performance.
Administrative a1i4it /aving administrative ability to use
resources economically and
@udiciously.
+es#onsi1i4it for staff
deve4o#ment
'bility to fulfill responsibilities in the
development and training of staff.
Foresig6t 'bility to display foresight and plan
beyond immediate needs.
!e4egation 'bility to delegate responsibilities and
e;ercise re:uired degree of guidance
and supervision.
Motivation 'bility to motivate subordinates
effectively to produce desired results.
Mora4e 'bility to maintain morale and look
after the management of staff.
"ontro4 'bility to e;ercise control over
subordinates and gain their
confidence.
3.2 0&man +eso&rces !eve4o#ment
First "ecurity Islami )ank &td gives much importance in developing
human resources to take the challenges of managing the ever changing
banking activities. F"I)& has a separate /uman !esources 2ivision B/!2C to
manage the employee policies and practices. 's on F%# -668 Total 3.6
e;ecutives 9 officers of the bank have been working for smooth banking
operations. )ank follows a standardized human resources policy. /!2 of the
)ank follow a transparent and free 9 fair system to ensure the standard
recruitment training 9 development of human resources of the bank. The
bank has defined /! policies including recruitment training 9 development
promotion leave transfer and disciplinary action policy. $sually internal
recruitment procedures are considered to fill up the mid and top management
positions while entry-level positions are filled with regularly through
competitive recruitment e;ams. They follow transparent well-defined and
strict rules for appointment of officers and staff in the )ankIs service.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC #!
'.1 +ES.L/ > !IS".SSIO*
/6e factors t6at affect t6e "&stomer Satisfaction in A&1i4ee
+oad Branc6 of FSIBL:
There are so many factors that affect the customer satisfaction. The following
factors are considered and which have been calculated through the standard
deviation 9 coefficient of variation.
"a4c&4ation of c&stomer satisfaction:
SL
*o
FA"/O+S ".S/OME+
A B " ! E F $ 0 I A
AV$ S! "V
6. #mployee
cooperation
3 = = 3 3 = = 3 3 = =.3 .3 .....N
6- 0nline
service
= 1 = 3 1 = 3 1 = = 1.4 .8 .8.4=N
61 Timely
service
= 3 = 3 3 = 3 = = 3 =.3 .3 .....N
6= (inimum
waiting
service
1 1 - . - = = - 1 1 -.8 .4 11.11N
63 #asy
process
= 3 = = 3 1 1 3 = = =.. .8 .8.68N
67 /igh fees 9
service
charge
3 3 = 1 = 3 3 = 3 = =.= .77 .3N
68 "ecured = 3 3 = 3 = = 3 = 3 =.3 .3 .....N
6> #nvironment 3 = 3 = = 3 3 = = = =.= .=> .6.46N
64 Kuick
response to
any problem
3 = = 1 = 3 = 1 = 3 =.. .8 .8.68N
.6 #asy access
re:uired
information
3 = = 3 1 = 1 3 3 = =.- .8= .8.7.N
/ota4 == =- =6 14 =6 =- =- =6 =- =-
Average
satisfaction
4eve4
=.= =.- =.6 1.4 =.6 =.- =.- =.6 =.- =.-
"a4c&4ation of 4eve4 of c&stomer satisfaction
&et
.O (ost dissatisfied -O 2issatisfied 1O *eutral =O "atisfied 3O (ost
satisfied.
nO sample of customers O .6
*umber of factorsO .6
Individual customer satisfaction levelO Total weight of factorsL *umber of
factors
"atisfaction levelO ==L.6O =.=
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC #"
Total individual customer satisfaction
*ow the overall satisfaction levelO
*umber of factors
=.=P=.-P=.6P1.4P=.6P=.-P=.-P=.6P=.-P=.-
O
.6
=..1
O
.6
O =..1 BsatisfiedC
/ere the sample of customer is very small in numbers. 'lthough it is not
possible to get complete picture of satisfaction level but it supplies some
ideas about easily satisfaction level. The result B=..1C shows that the level of
customer satisfaction is in the satisfied level but F"I)& can reach to most
satisfied level by developing its products and customer services.
'll the factors are mentioned in table. The table shows that the average of
factors of employee cooperation timely service easy process :uick response
to any problem environment are above =. It means F"I)& functions at
satisfied level. )ut the bank should take appropriate measures such that it
reaches are the most satisfied level. )ut other factors situation is very
discouraging. Their positions are below =. F"I)& must be serious about those
factors. 0therwise F"I)& may suffer from problem in future.
The table also shows that the factors of online service 9 minimum waiting
time are lower than other factors. It indicates that the performances of these
two factors are not satisfactory from other factors in respect of customer?s
opinion. "o F"I)& should take appropriate measures against these factors as
soon as possible to ensure the ma;imum profit.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC ##
/6e factors t6at affect t6e Em#4oee Satisfaction in A&1i4ee
+oad Branc6 of FSIBL:
There are so many factors that affect the employee satisfaction. The following
factors are considered and which have been calculated through the standard
deviation 9 coefficient of variation.
"a4c&4ation of em#4oee satisfaction:
SL
*o
FA"/O+S OFFI"E+S
A B " ! E F $ 0 I A
AV$ S! "V
6. "kill 1 = 1 = 1 1 1 = = = 1.3 .3 .=.->N
6- #mployee
professionalism
= 1 1 1 = 1 1 3 1 = 1.3 .78 .4..=N
61 "alary 1 = - - - 1 - - - - -.= .77 -8.36N
6= <orking
environment
= 3 = = 1 1 = 1 1 = 1.8 .7= .8.-4N
63 "afety 9
security
3 = = = 1 = 3 = = = =.. .31 .-.4-N
67 *epotism . - . - . - - - . . ..3 .3 11.11N
68 #:uipment
availability
1 - 1 = - 1 1 1 1 = 1.6 .71 -.N
/ota4 -1 -= -6 -1 .> -. -- -1 -6 -1
Average
satisfaction 4eve4
1.1 1.= -.4 1.1 -.7 1 1.. 1.1 -.4 1.1
"a4c&4ation of 4eve4 of em#4oee satisfaction
&et
.O (ost dissatisfied -O 2issatisfied 1O *eutral =O "atisfied 3O (ost
satisfied.
nO sample of employees O .6
*umber of factorsO 68
Individual employee satisfaction levelO Total weight of factorsL *umber of
factors
"atisfaction levelO -1L8O 1.-> or 1.1
Total individual employee satisfaction
*ow the overall satisfaction levelO
*umber of factors
1.1P1.=P-.4P1.1P-.7P1P1..P1.1P-.4P1.1
O
.6
1...
O
.6
O 1... B*eutralC
/ere the sample of employee is very small in numbers. 'lthough it is not
possible to get complete picture of satisfaction level but it supplies some
ideas about easily satisfaction level. The result B1...C shows that the level of
employee satisfaction is in the neutral level but F"I)& can reach to most
satisfied level by developing employee?s skills 9 evaluate their performance.
'll the factors are mentioned in table. The table shows that the average of
factors of employee?s skill employee?s professionalism working environment
safety 9 security are above 1.3 which is very close to satisfied level. It means
F"I)& functions at satisfied level. )ut the bank should take appropriate
measures such that it reaches are the most satisfied level. )ut other factors
situation is very discouraging. Their positions are below 1. F"I)& must be
serious about those factors. 0therwise F"I)& may suffer from problem in
future.
The table also shows that the factors of employee?s salary e:uipment
availability 9 nepotism are lower than other factors. It indicates that the
performances of these factors are not satisfactory from other factors in
respect of customer?s opinion. !e:uired e:uipment are not available 9
nepotism are everywhere in F"I)&. "o F"I)& should take appropriate
measures against these factors as soon as possible to ensure the ma;imum
profit.
'.2 Findings
1$ Customers treat high fees and service charges of F"I)& as ma@or
problem.
!$ Customers are satisfied with the services provided by the customer
care department of F"I)&.
"$ "tatistical analysis shows that customers are moderately satisfied with
the employees? professionalism.
#$ "tatistical analysis shows that customers are not satisfied with online
banking service of F"I)&.
3. "ometime customers used to wait in the :ueue for getting the service.
7. Computer is not available in every desk.
8. *epotism are everywhere in F"I)&.
'.3 +ecommendations
.. F"I)& should reduce their fees and service charges especially in pay
order 9 demand draft for being competitive market.
-. F"I)& should take necessary steps to improve its online banking
service further to be competitive with other banks.
1. Though customers are satisfied but opportunity is there to improve it
further customer care dept. should focus on individualJ customer 9
introduce EcustomizationF.
=. To increase the professionalism 9 skill of the employees the bank
should develop different training program for employees and arrange
different seminar 9 workshop for the e;ecutive to develop their
communication 9 conceptual skills.
3. )ank should continue their service 9 can ask customers what other
services they would like to get from the F"I)& and seek their opinion
and suggestions.
7. Computers should be provided in every desk to see the balance.
8. Computerized vouchers should be used to reduce waiting time of
customers.
>. #mployee?s performance should be measured regularly.
4. Incentives should be handsome 9 regular based on performance.
.6. *epotism should be avoided in measuring performance.
'.' "O*"L.SIO*

<e know that F"I)& is one of the reputed private banks in our country
which is enriched with some of modern banking facilities. 2uring my
internship period I tried to find out the present condition of the bank and
to find there is any limitation for customer e;pectation and employee
perception. I find out some limitation or gap and customer e;pectation
and employee perception. It was great pleasure for me to do my Internship
,rogram in an esteemed organization &ike FI!"T "#C$!IT% I"&'(I )'*+
)angladesh &td. Though my practical e;posure in F"I)& 5ubilee !oad
)ranch for @ust Two (onths it provides me a wide range of scope to observe
the functions of bank through the cordial assistance of its members. I had the
scope to observe the functions of banking system.
)anking is a dynamic business. Today is beset by momentous changes in
virtually every fact of industrial activities. )y assessing the current position of
the bank any hindrance must be seen as a challenge and not as threat. 'ny
kind of problem must be tackled wisely and courageously. The bank should
maintain a well-structured communication from upper level to lower level.
#ach official should be valued and treated as a part of the bank and they must
have the privilege to devote themselves for the betterment of service of the
bank.
0verall the bank must make a positive attempt to be more outward looking in
their goals and aware of what is happening. They must also emphasize on the
domestic scenario more closely and analyze any certain trend and strategy of
their competitors. The bank must accept any failure and think of them as an
ob@ective to pursue future goals instead of blaming such failures on other
factors. I hope in spite of my all limitations this e;perience of sharing works
with such working environment will help me a lot in my professional life. I wish
total success of FI+S/ SE".+I/= ISLAMI BA*E of Bang4ades6 Limited@
and "pecial thanks to all #mployees of A&1i4ee +oad Branc6@ "6ittagong.
Niyamul Yashir Mahmood, R101105, MBA (HRM), IIUC #

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