Evaluation of Performance Appraisal System at GSK, Bangladesh, Limited

This report evaluates the performance appraisal system at GSK Bangladesh Limited. It begins with an acknowledgement and executive summary, followed by an introduction detailing objectives, methodology, scope, and limitations. The report provides an organizational overview, including GSK's global presence, history, mission, and structure, specifically focusing on GSK Bangladesh. It then delves into the performance appraisal system, covering its history, techniques, and perceptual errors. The core of the report analyzes the existing appraisal system at GSK Bangladesh, its uses, strengths, and weaknesses. Findings are presented with data analysis, followed by conclusions and recommendations, including an implementation plan. The research utilizes both primary data from questionnaires and interviews, and secondary data from annual reports and websites, with a focus on the pharmaceutical industry context in Bangladesh. The report aims to identify shortcomings and suggest improvements to the performance appraisal system at GSK Bangladesh.

Acknowledgement
All praises goes to all mighty Allah, the most gracious and the most merciful without whose blessing we could
not have completed this report.
The accomplishment and completion of this report would not have been viable without the contribution of some
accommodative people, who gave their valuable time from their busy schedule to guide us in doing our
project work.
We would like to extend our heartiest gratitude to all those who directly or indirectly contributed to the
competition of the report. At the beginning, we would like to convey our gratitude and appreciation to our
supervisor at GSK, Bangladesh Mr. Syed Ali Sajjad, Training Manager for his intimate and tremendous
support and cooperation.
We would also like to express our gratitude to Mr. A.K.M. Firoz Alam, Director HR at GSK, Bangladesh for
giving us the opportunity to experience real life business environment.
we would also like to thank to our academic supervisor Mr. Masnoon Salehin, Lecturer in Management of Dhaka
University Business School for providing valuable guidelines in preparing the report.

Executive Summary
GSK started its journey in Bangladesh on the year 1949 as an importer of its own products and its importing
activities used to hold in Chittagong but eventually it emerged its roles to manufacturing sector also and
established factory in Chittagong. So, GSK is operating in Bangladesh for 63 years and it’s really providing
excellent service in Consumer Healthcare and Pharmaceutical sector. GSK has a strong HR department
which is working in line with the strategies of the organization and working with the aim of attaining the
mission and vision of the company. GSK has mainly three divisions in HR department and these are - HR
development, HR services and administration. Under the HR department performance appraisal system takes
place. A survey is conducted at corporate office of GSK to evaluate the appraisal system. The whole report
is divided into six parts. First part comprises of introduction part which includes- objectives, methodology,
scope, limitations of the study, second part comprises of organizational overview which includes GSK
worldwide to GSK Bangladesh. Moreover, third part comprises a briefing on performance appraisal system;
its history, techniques, perceptual errors; fourth part comprises of performance appraisal system conducted
at GSK Bangladesh and fifth part includes findings and analysis of the research conducted through my
internship period and last part comprises conclusion and recommendation and its effective implementation.

Table of Contents
Contents Page no.
Letter of transmittal -
Acknowledgement -
Executive summary -
Chapter-1(Introduction)
1.1 Introduction 1-2
1.2 Objectives of The Study 2-3
1.3 Scope of The study 3
1.4 Methodology 3-5
1.5 Limitations 5
Chapter-2 ( Organizational Overview)
2.1 GSK- At a Glance 6
2.2 GSK in time 6
2.3 History of GSK 6-7
2.4 GSK- Mission, Strategic
Intent & Spirit
8
2.5 Global Operation 8-9
2.6 GSK Bangladesh Limited 9-11
2.7 Organizational structure of Company 12-14
2.8 Functional Department of
GSK Bangladesh Ltd.
14-16
2.9 Product line of GSK, Bangladesh, Limited 17
2.10 GSK’S Market Share & Position 18
2.11 SWOT Analysis 19-20
Chapter-3(Overview of Performance
Appraisal System)
3.1 History of Performance Appraisal 21
3.2 Objectives of Performance Appraisal
Method
21-22
3.3 Performance Appraisal Techniques 22
3.4 Brief Discussion of some performance
appraisal tools and techniques
22-25

3.5 Perceptual errors of Raters 25-26
Chapter-4(Performance Appraisal System
at GSK,Bangladesh,LTD)
4.1 Aim of Existing Performance Appraisal
System at GSK, Bangladesh, Limited
27
4.2 Uses of Performance Appraisal System at
GSK
27-32
4.3 Performance Appraisal System 28-32
4.4 Evaluation Period 32
4.5 HR Actions 32
4.6 Strengths and Weakness of Performance
Appraisal of GSK
33-34
Chapter-5( Findings and Analysis)
5.1 Analysis and Interpretation of Collected
Data from Respondents
35-40
5.2 Summary of Major findings 40-41
Chapter-6( Conclusion &
Recommendation-Implementation Plan)
6.1 conclusion 42
43-44
6.2 Recommendation and Implementation plan
References 45
Appendix – A 46-49
Appendix – B 50-51

Chapter-1
Introduction

1.1 Introduction
The pharmaceutical industry in Bangladesh is one of the most developed hi-tech sectors within the country's
economy. After the promulgation of Drug Control Ordinance in 1982, the local pharmaceuticals companies
of our country get rapid support for growth and development of this sector was accelerated however, from
then MNC’s are lag behind. There are now about 231 companies in this sector and the approximate total
market size is about Taka 76,500 million per year. Bangladesh Pharmaceutical Industry is now heading
towards self-sufficiency in meeting the local demand. The industry is the second highest contributor to the
national exchequer after garments, and it is the largest white-collar intensive employment sector of the
country.
There are about 450 generics registered in Bangladesh. Out of these 450 generics, 117 are in the controlled
category i.e. in the essential drug list. The remaining 333 generics are in the decontrolled category, the total
number of brands /items that are registered in Bangladesh is currently estimated to be 5,300, while the total
number of dosage forms and strengths are 8,300. Bangladesh pharmaceutical industry is mainly dominated
by domestic manufacturers. Of the total pharmaceutical market of Bangladesh, the local companies are
enjoying a market share reaching around 80%, while the MNCs are having a market share of 20%. The
growth of the country’s domestic pharmaceutical market to the tune of $1.13 billion in terms of value, as it
stands now, is quite a positive development. Such a development has occurred because of decreasing
dependence on imported drugs. Currently about 97% of the total requirement of medicines is created by the
local companies and the rest 3% is imported. The imported drugs mainly comprise of the cancer drugs,
vaccines for viral diseases, hormones etc. Its value-wise growth, recorded at 23.59% in 2011 over that of
2010 points to the fact that many of the pharmaceutical companies have not only successfully replaced the
imported medicines in quality and quantity, but also reached a point where they could be able to capture
markets abroad if only the policy regime is favorable enough.
The top 12 leading pharmaceuticals company in Bangladesh including local and MNC’s are - Square, GSK
Pharma, Beximco, Opsonin Pharma, Eskayef, Renata, A.C.I., Aristopharma, Drug International,
Sanofi Aventis, GSK. Market share of those top pharmaceutical companies’ are shown on a chart below-

Figure: 1 GSK’s market share among top 12 pharmaceutical industries in Bangladesh
With an enviable image and reputation for the past 6 decades GSK (GSK) Bangladesh Limited running its
operation as a subsidiary of GSK plc- one of the world's leading research-based pharmaceutical and
healthcare companies. GSK is at 12th position among top 12 pharmaceuticals in Bangladesh. Relentless
commitment, setting of standards of ethical standards and quality backed leading edge technology of the
Company has built a strong relationship between the stakeholders and GSK Bangladesh. With the ever
committed 701 numbers of personnel all over the country GSK Bangladesh, which now comprises of both
pharma and consumer, continually strive to meet this organization’s mission. Human Resources Department
of GSK, Bangladesh plays a vital role in favor of achieving enviable image. As a HR major I have done
internship under Human Resources Department of GSK and carried out internship report based on
the topic-“Evaluation of Performance Appraisal System At
GSK, Bangladesh, Limited” assigned by our academic supervisor Masnoon salehin.
1.2 Objectives of The Study
The main objective of this report is to get an extensive idea about the performance appraisal system at GSK.
The broad and specific objectives of this report are given below-
1.2.1 Broad Objectives:
 To analyze the present performance appraisal system of GSK, Bangladesh, Limited and
determine strengths and weakness of their system.
Market
share2.57%
1.95%
SQUA
RE
3.75%
3.99% 19.18
%
4.08
%
4.44%
4.73% 9.05
%
4.84
%
4.94
%
8.62
%
INCEPTA PHARMA
BEXIMCO
OPSONIN PHARMA
ESKAYEF
RENATA ACME
A.C.I.
ARISTOPHARMA
DRUG
INTERNATIONAL
SANOFI AVENTIS
INCEPTA

 To recommend best practices for GSK, Bangladesh, Limited.
1.2.2 Specific Objectives:
 To analyze present appraisal system of GSK, Bangladesh, Limited.
 To find out how the reward system is linked with performance appraisal systems of this
organization.
 To identify any shortcoming in the performance appraisal system of this organization.
 To recommend ways to improve deficiency of performance appraisal systems for this
organization.
1.3 Scope of the study
The scope of the study is basically limited to the analysis of the present performance appraisal system of
GSK, Bangladesh, Limited and to the analysis of the strengths and weaknesses of the system to recommend
best practices for GSK. Moreover, this study was conducted only at corporate office of GSK so it does not
cover any District Marketing Offices (DMO) and factory office (Chittagong) of the company.
1.4 Methodology
1.4.1 Type of research
The project falls in the category of exploratory and descriptive research, i.e., a research designed to evaluate
the performance appraisal system of GSK, Bangladesh, Limited. This applies to the research part. Prior to
that, the organizational part is helpful for the clear understanding of the existing position of GSK,
Bangladesh, Limited and also serves the purpose of the exploratory research.
1.4.2 Basic Research Method
The basic research method in this is based on the empirical review method. In that the annual report and
websites were the major sources of secondary data. Alongside, the discussion with the concerned
managers/employees (primary data) provided the additional information and helped in clear understanding.
1.4.3 Sources and Method of Data Collection
To carry out the research study, data has been collected both from primary and secondary sources.
1.4.3.1 Primary Data
Primary data have been collected as follows-
 Structured Questionnaire
Keeping the problem statement- “Evaluation of Performance Appraisal System At GSK, Bangladesh,
Limited” in view, a number of questions in the form of checklist had been formulated. The checklist had
been the main tool for relevant question to the primary data sources to formulate the operational definition of
problem statement and precisely find out the area of study. Single questionnaire is formed for managers and
officers/executives (questionnaire is shown in appendix A) and it is designed in such a way so that all
important elements of the performance appraisal system can be covered by it.
After questionnaire formulation, a comprehensive and deliberate discussion was conducted and necessary
adjustments were made. Pretest for screening of the questionnaire (to investigate things as difficulties with

question wording, problems with leading questions and bias due to order) has been carried out. After pretest,
the final questionnaire has been prepared.
 Face to Face Interview
The primary source also includes unstructured interview with HR development Manager and HR services
manager. They were asked several open-ended questions on various aspects of the performance appraisal
system to know about the system.
 Observing the Ongoing Process
Observing the ongoing performance appraisal system as an intern at GSK, Bangladesh, Limited has been a
useful source of information to write this paper.
1.4.3.2 Secondary Data
Secondary data have been gathered from followings:
 Annual Reports and Other Publications - Annual reports and other publications were the main
sources of secondary information.
 Internet Websites - Websites of GSK, Bangladesh, Limited were explored to obtain relevant
information about the organization.
1.4.4 Sampling Plan
Sampling as prepared for the purpose of this research is specified subsequently:
1.4.4.1 Target Population
The target population included in the research is the personnel who had gone under some performance
appraisal process at corporate office of GSK, Bangladesh, Limited.
1.4.4.2 Sample Type
Nonprobability, convenience and judgmental sampling have been used. This has been done in congruence
with the objective of the study. Total population has been divided into strata for example- managers and
officers/executives. Again for each stratum respondent has been selected on convenience and judgmental
method.
1.4.4.3 Sample Size
Total 15 respondents have been selected. Total population and their distribution are as follows-
 GSK- 5 Managers 10 Officers/Executives
1.4.5 Samples Selection
Samples were selected from all the strata as spelt before. Besides, HR people respondents were selected
from all functional departments of the company.

1.5 Limitations of The Study
Followings are the limitations of the study-
1. Due to time constraint, I could not make the report a more detailed one.
2. Study on performance appraisal system needs lot of fieldwork which involved huge cost so lack of
fund was also one of the major limitations.
3. Respondent’s unwillingness/ hesitation on providing confidential information. They felt they are
leaking out some information, which they are not supposed to.
4. Most of the respondents were not conversant with the whole system of the performance appraisal
system.