SHUVO Full Report Final

An Analysis of the Employee Performance Appraisal of Nexus Hajj Group
Prepared By
Md. Al Amin Shuva
ID: 151-14-584
MBA Program
(Major in HRM)
40thBatch
Department of Business Administration
Faculty of Business & Economics
Daffodil International University

Date of Submission: 28th May, 2017

An Analysis of the Employee Performance Appraisal of Nexus Hajj Group
Submitted To:
Mohammed Masum Iqbal
Associate Professor and Head
Prepared By
Md. Al Amin Shuva
ID: 151-14-584
MBA Program
(Major in HRM)
40thBatch

Date of Submission: 28th May, 2017

Letter of Transmittal
28th May, 2017

Subject: An Analysis of the Employee Performance Appraisal of Nexus Hajj Group.
Dear Sir,
I have the pleasure to submit the internship report on An Analysis of the Employee
Performance Appraisal of Nexus Hajj Group. I thank you for allowing me to do such
practical oriented job. To prepare this intermediary report, I have tried to devote my best
effort and conducted extensive literature review to find out the study relevant materials. I
sincerely hope and believe that my report will secure your approval and serve its purpose.
During the process of preparation due to various constraints there may be some mistakes.
However, I apologize for all those and beg your kind consideration in this regard.
Finally, I hope that you would be kind enough to receive this report and bless me heartily.
Thanking you.
.
Md. Al Amin Shuva
ID: 151-14-584
MBA Program
(Major in HRM)
40th Batch

Students Declaration
I am Md. Al Amin Shuva, hereby declare that the presented report of Internship titled An
Analysis of the Employee Performance Appraisal of Nexus Hajj Group is uniquely
prepared by me. No part of this report has been previously submitted to any other university/
college/ institution/ organization for any academic certificate/degree/qualification.
I also confirm that, this report is only prepared to my academic requirement not for any other
purpose. It might not be used with the interest of opposite party of the corporation.
Md. Al Amin Shuva

ID: 151-14-584
MBA Program
(Major in HRM)
40th Batch

Supervisors Certificate
This is to certify that Md. Al Amin Shuva bearing ID No. 151-14-584 student of MBA
Program, Daffodil International University, has completed the internship report under my
supervision. He has worked with Nexus Hajj Group as an intern and completed the report
entitled An Analysis of the Employee Performance Appraisal of Nexus Hajj Group as
a partial requirement for obtaining MBA Degree. He has completed the report by himself. He
has been permitted to submit the report.
Md. Al Amin Shuva bears a strong moral character and a very pleasing responsibility. It has
indeed been a great pleasure working with him. I wish him all success in life.
----------------------------------------------------


Acknowledgement
It is well known that practical knowledge in subject matter is essential to substantiate the
theoretical knowledge gathered in the educational institutions. In order to resolve the
dichotomy between these areas, I was assigned to carry out on internship program in Nexus
Hajj Group. At the very outset, I would like to thanks to the All Mighty Allah for special
blessing in completing the report. There are also a few people who really deserve to be
thanked for making this paper a success. Without their support, this paper could never have
been completed.
This internship report is an accumulation of many peoples effort. So, with my full honesty I
would like to show my gratitude to them who helped me in preparing this report. First of all,
we would like to thank the Nexus Hajj Group authority to give me the opportunity for
internship program. In this regard, I express my gratitude to Mr. Abdul Awal Chowdhury,
Asst. General Manager, Training Department, Nexus Hajj Group to allow me to complete my
internship in the Travel Agency. I am also indebted to A.S.M. Masudul Alam, Business
Development Manager for providing his profound guidelines. In this regard, I also express
our heartiest gratitude to the officials of the various departments of travel agency. Especially
I am grateful to Mrs. Maksuda Siddiqua, Officer, Training Department who provided
various information and materials.
Finally, my sincere thanks go to my internship supervisor Mohammed Masum Iqbal Sir,

Associate Professor and Head, Department of Business Administration, Faculty of Business
& Economics, Daffodil International University for his appropriate suggestion, moral support
and invaluable co-operation, inspirations from time to time in completing the internship
program. His extended support and advice, any time discussion helped me more than
anybody in this regard.

ABSTRACT
We shall be Benefited by our education if we can efficiency apply the institutional education
in Practical fields. Hence, we need practical education to apply theoretical knowledge in real
world. By considering this importance arranges internship program compulsory for the
students of MBA to complete the of the course. As a part was this program, my topic of the
study was An Analysis of the Employee Performance Appraisal of Nexus Hajj Group. I
tried my best to conduct effective study by collecting current data.
Nexus Hajj Group offers all kind of Air Ticketing and Tour operation services. The main
purpose of this report is to analyze current situation of travel agency and tour operator in
Bangladesh and to highlight how the travel agency and tour operator activities can play the
vital role in the tourism development of a country like Bangladesh. Considering this view,
some marketing and promotional under taken by Nexus Hajj Group to operate develop a
tourism sector of Bangladesh.
This report is prepared on the basis of my two months practical experience at Nexus Hajj
Group. The internship program helps me to learn more about the ticketing and reservation
system of a travel agency.
It provides modern ticketing and reservation services to their customer. Customers get
different airlines tickets from it. It also provides different information about air fares, routes
and destinations. It helps to get visa for travelling a country and consults customers about air
journey. The founder and employees of the Nexus Hajj Group are having experienced about
air Ticketing, traveling and professional tour guides who are knowledgeable, capable &
passionate about the services that we offer. Nexus Hajj Group always try give best level to
provide best fare & best services to our valuable clients.
In this organization, I have found the task of reservation of airlines is very much important
for the travelers. Because it is so much difficult and expensive to get airlines tickets by trying
individually. It helps to get desirable tickets in an airplane. They properly maintain the rules
of using Abacus software and HUB.

Table of Contents
SL NO. TITLE PAGE

NO
Letter of Transmittal I
Students Declaration II
Supervisors Certificate III
Acknowledgement IV
Abstract V
List of Figures and Tables A
Abbreviations B
Chapter One: Introduction 1-7
1.1 Origin of the Study 2

1.2 Objectives of the Study 2
1.3 Methodology of the Study 3
1.4 Limitations of the Study 3
1.5 Scope of the Study 3-4
1.6 Sample Design 4
1.7 Types of Data and Their Sources 4-6
1.8 Literature Review 7
Chapter Two: Overview of Nexus Hajj Group 8-20
2.1 Historical Background 9

2.2 Mission, Vision & Objective of Nexus Hajj Group 10
2.3 Services of Nexus Hajj Group 10-16
2.4 Management Aspects 17-18
2.5 Client List of Nexus Hajj Group 18-19
2.6 Address of Nexus Hajj Group 20

Chapter Three: Literature Review 21-28
3.1.1 Definition of Travel Agency 22

3.1.2 Origins of Travel Agency 22
3.1.3 Most Important Functions of Modern Travel Agency 23-24
3.1.4 Sources of Travel Agency Income 24
3.2.1 Definition of Tour Operator 25
3.2.2 Functions of Tour Operator 25-27
3.2.3 Types of Tour Operator 27-28
3.2.4 Sources of Tour Operator Income 28
Chapter Four: Evaluation of Employee Performance Appraisal 29-54
System of Nexus Hajj Group

4.1 Meaning of Employee Performance Appraisal 30
4.2 Common use of Employee Performance Appraisal 31
4.3 Benefit of Employee Performance Appraisal 31-34
4.4 Methods of Employee Performance Appraisal 34-42
4.5 Potential Errors in Employee Performance Appraisal 43-45
4.6 Environmental Obstacles for Employee Performance 45-46
4.7 Evaluation of Employee Performance Appraisal S ystem in the 47-51
Nexus Hajj Group
4.8 Criteria for Objective Evolution/Appraisal Based on Merit-Performance 52
4.9 Promotion/Increment Policy Based on Employee Performance Appraisal of the 52-53
Nexus Hajj Group
4.10 Criterion for Promoting Employees through Performance 53-54
Appraisal
4.11 Increment Criteria 54
4.12 Employee Attitude toward the Performance Appraisal S ystem of 54
Nexus Hajj Group

Chapter Five: Problems, Recommendation and Conclusion 55-59
5.1 Problems 56
5.2 Recommendation 57
5.3 Conclusion 58-59
Appendices 60-61
Bibliography 62-63

List of Figures and Tables:
Figure No. Figure Title Page No.
1 Model of 360 Degree Appraisal 36
2 Ranking Scale 42
3 Employee Performance Appraisal Process 47
Table No. Table Title Page No.
1 Typical Graphic Rating Scale 38
2 An Example of Behaviorally Anchored Rating Scale 39
3 Forced Choice Items 40
4 Marks and Basis of Rating of Nexus Hajj Group 51
5 Visitors Arrival by Purpose of Visit 2016 60

Abbreviations:
1. IMF: International Monetary Fund

2. CIA: Central Intelligence Agency
3. WB: World Banks
4. LDCs: Least Developing Countries
5. DCs: Developing Countries
6. BTO: Bangladesh Tourism Organization
7. UNESCO: United Nations Educational, Scientific and Cultural Organization
8. WTO: World Tourism Organization
9. TO: Tour Operator
10: TOAB: Tour Operator Association of Bangladesh.
11. MBO: Management of Objectives
12. CRS: Computerized Reservation System

CHAPTER- 1

Introduction
1.1 Origin of the Study:
Internship means receiving practical training through attending particular work physically.
Practically training means a way through which a person or a trainee can gather experience about
the related subjects and be able to apply his theoretical experience in the field of real life action.
Practical training is necessary to achieve complete knowledge about something. Internship
program is actually a form of practical training.
As a student of MBA, major in Human Resource Management, internship is an academic

requirement. For doing internship every student is required to work in a selected institution to
enhance ones practical knowledge and experiences.
For my internship, I was sent to the Nexus Hajj Group and under the supervision of Mr. Somrat
Mofijul, Managing Partner, Nexus Hajj Group.
This Report has been prepared for fulfilling the requirement of the internship program (MBA).
Duration of the internship program was for 2 months, commencing on 1st January, 2017 and
finishing on 28th February, 2017.
1.2 Objectives of the Study:
The study has been carried out with the following objectives-
1. To explain performance appraisal process of Nexus Hajj Group;

2. To evaluate performance appraisal system of Nexus Hajj Group;
3. To identify problems related to performance appraisal system of Nexus Hajj Group;
4. To make some recommendations to solve the problems.

1.3 Methodology of the Study:
To know the activities specially procedure of booking different airlines tickets, I had observed
the operations and worked with the mangers at the same time. I had interviewed Mr. Sattar
Hossen, Manager of sales (Nexus Hajj Group) for getting more information.
1.4 Limitations of the Study:
The entire team of Nexus Hajj Group is very cooperative but while doing this report I was came
up with few limitations. Those are as following:
a) Some employees were not well informed about their duties.

b) Up to date data are not available.
c) Unavailability of statistical data about annual sales of the organization
d) Not many researchers have been conducted in Bangladesh in this field
e) There is no organized information in this organization
f) Organizational structure is so small.
g) Omission and error may be there due to my lack of experience in preparing a professional
report like this one; nevertheless, I have tried utmost to avoid mistakes.
h) Because of time shortage many related areas cannot be focused in depth.
i) Unable to get the most updated information due to the lack of access.
j) Shortage of manpower needed to collect information.
k) Lack expertise knowledge in the field of tours and travels.
1.5 Scope of the Study:
This study provides insight into the GDS of air ticketing, general activities of a travel agency
and operator using Abacus software for booking airlines tickets and visa processing services of
Nexus Hajj Group. Specifically, this study examines the organizational structure, culture,

activities, values, and background objectives etc. of that operator. Another scope of that study
was to discuss with the clients about the different tourism services. What they want from travel
agency and operator. Whether the customers are satisfied of their services and ticketing system
of Nexus Hajj Group.
1.6 Sample Design:
A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure the researcher would adopt in selecting items for the sample. Sample
design may as well lay down the number of items to be included in the sample i.e., the size of the
sample. Sample design is determined before data are collected.
There are many sample designs from which a researcher can choose. Some designs are relatively
more precise and easier to apply than others. Researcher must select/prepare a sample design that
should be reliable and appropriate for his research study.
I have completed my internship program within a limited time and scope. Also, my organization
is small. That is why the size of sample I have determined and used is not so large but it is
reliable to find out the real fact of my sample firm.
1.7.1 Types of Data & Their Sources:
To make the Report more meaningful and presentable, two sources of data and information have
been used widely. Both primary and secondary data sources were used to generate the report.
A. Primary Sources:
The primary data are those, which are collected afresh and for the first time and thus happen to
be original in character. The primary sources are as follows:

a) Face to face conversation with the employees.
b) My observation.
c) Appointment with the managers.
d) By interviewing customers of the customers.
e) Practical work exposures from the different desks of the three departments of the travel
agency.
f) Study of the relevant files as instructed by the manager concerned.
g) My diary (that contains experience in organization while undergoing practical

orientation).
h) Last but not the least, my practical work experience as an employee.
B. Secondary Sources:
The secondary data are those which have already been collected by someone else and which
have already been passed through the statistical process. The secondary sources are as follows:
Internal Sources:
a) Manual
b) Prior research report.
External Sources:
a) Different books and periodicals related to the sector.
b) HUB report.

1.7.2 Methods of Data Collection:
I have used the following data collection methods to prepare this report
a) Interview Method: One method of collecting data is to interview. Interview can be face
to face or by telephone. I collect data and information by face to face. I have taken
interview of managers and other employees of Nexus Hajj Group.
b) Observation Method: Where are interviews elicits responses from the subjects; it is
possible to gather data without asking questions of the respondents. I have collected data
by observing different activities of the employees.
1.7.3 Techniques of Analysis:
After collecting the data, it is necessary to analyze or process the data to get meaningful
information. Under this study, the collected data are analyzed. To analyze the collected data
scrutinized, a person has to require following and applying some techniques. Accordingly, I used
Some important techniques for analyzing the required data, so that I can get fruitful result from
my study. The techniques that I have applied to prepare the report are as follows:
A. Processing of Data: Processing of data includes four steps:
a) Editing.
b) Coding.
c) Classification.
d) Tabulation.
B. Analyzing of Data: I have used the following tools to analyze the data
a) Tabular representation.
b) Chart etc.

1.8 Literature Review:
Knowledge and learning become perfect when it is associated with theory and practice.
Theoretical knowledge gets its perfection with practical application. A tour operator typically
combines tour and travel components to create a holiday. They prepare itinerary. The most
common example of a tour operator's product would be a flight on a charter airline plus a
transfer from the airport to a hotel and the services of a local representative, all for one price.
The advent of the internet has led to a rapid increase in self-packaging of holidays. However,
tour operators still have their competence in arranging tours for those who do not have time
to do in holidays, and specialize in large group events and meetings such as conferences or
seminars. Also, tour operators still exercise contracting power with suppliers (airlines, hotels,
other land arrangements, cruises, etc.) and influence over other entities (tourism boards and
other government authorities) in order to create packages and special departures for
destinations otherwise difficult and expensive to visit. This is an orientation to the entire
tours and travels in Bangladesh and finally a study on a particular Topic, which settle by
Honorable supervisor. While working, I can make a detail study and present my
understanding in this report about the productivity performance Nexus Hajj Group through
various ratios and with the help of possible hypothesis. This internship program brings me
closer to the practices in tours and travels and helps to develop a little understanding about
the productivity performance of Nexus Hajj Group. This practical orientation is also a
positive development in professional area. In this state, I have worked to reflect my entire
efforts at analyzing the experience of practical orientation related to productive activities of
this organization.

CHAPTER- 2

Overview of Nexus Hajj Group
The Nexus Hajj Group is a travel agency and tour operator managed by a professional and
experienced team strives to provide its best services to the valued travelers and clients in
Bangladesh and abroad. The Nexus Hajj Group is registered by Ministry of Civil Aviation &
Tourism and obtained IATA accreditation and also a member of HUB. The founder and
employees of the Nexus Hajj Group are having experienced about air Ticketing, traveling and
professional tour guides who are knowledgeable, capable & passionate about the services that we
offer. We always try our best level to provide best fare & best services to our valuable clients. As
a Bangladeshi Tours & Travel Agency, it is offering service of International & Domestic Air
Ticketing on different Airlines (Online/Offline) and to different destinations. Holidays Tours &
Travels also under take Hotel & Ticket Reservations all over Bangladesh, Transportations for
ground handling and Hotel reservations. Nexus Hajj Group always intend to provide the best
possible Hotel accommodation to our clients in different destinations at very
reasonable cost. Our services include package trips abroad (Saudi Arabia, India, Nepal,
Bhutan, Srilanka, Maldives, Malaysia, Singapore, Thailand, Indonesia, Egypt etc.) with
logistical support for individual travel needs as well as experienced guides.
2.1 Historical Background:
Nexus Hajj Group is licensed by Bangladesh Ministry of Civil Aviation. It got permission in
2005 and was established in same year. It is also member of HUB. It is not a member of IATA
and office in Purana Polton, Dhaka. There 18 employees in this organization. Two of them are
managers. It has manager of a general manger, manager of sales and manager of finance. It is
very popular to both tourist and other customers who take different services from it. Customer
satisfaction is high. As it is always determined to provide quality services. It is very popular to
both tourist and other customers who take different services from it. Customer satisfaction is
high. As it is not permitted to issue air tickets so it only books airlines tickets for customer.
IATA permission is needed to issue tickets.
2.2 Mission, Vision & Objective of Nexus Hajj Group:
Mission: Create and provide an exclusive Air ticketing services and tour package with
comprehensive and professionally matched terms at minimum cost and maximum pleasure to the
customers. Also, commitment and quality service. Thus, The Nexus Hajj Group want to become
one of the largest and most reliable travel organizations in the region for setting standards in the
industry for professionalism and reliability to the customer.
Vision: The Nexus Hajj Group treats their clients as guest and will provide best quality services
in travel and tourism industry with sincerity, and honesty in Bangladesh.
Objectives: Since opening in 2005, it has been goal to provide a unique and forgettable travel
experience that results its clients true desires. It performs this service professionalism,
knowledge and creativity while offering us the best value. Nexus Hajj Group want its clients to
experience a destination rather than view it. Nexus Hajj Group is regularly traveling the world to
bring new ideas, new technologies and new comforts precisely new ways of service.
2.3 Services of Nexus Hajj Group:
1. Air Ticketing: As a Tours & Travel Agency, we are offering service of International &
Domestic Air Ticketing on different Airlines (Online/Offline) and to different
destinations. Nexus Hajj Group also under take Hotel & Tours Reservations all over
Bangladesh, Transportations for ground handling and Hotel reservations. Nexus Hajj
Group always intend to provide the best possible Hotel accommodation to our clients in
different destinations at very reasonable cost. Nexus Hajj Group Gates the ADS member
Which is Very helpful to operate Tours. Our Membership Serial Number 58. The founder
and employees of the Nexus Hajj Group are having experienced about air Ticketing,
traveling and professional tour guides who are knowledgeable, capable & passionate

about the services that we offer. Nexus Hajj Group always try best level to provide best
fare & best services to our valuable clients.
It Creates and provide an exclusive Air ticketing services and tour package with
comprehensive and professionally matched terms at minimum cost and maximum
pleasure to the customers. Also, commitment and quality service.
2. Visa Assistance: Travelers who are planning their independent trip throughout the world
are welcomed to use our exclusive VISA services. Nexus Hajj Group is serving a
personal tour for its clients since 2005 and the feedbacks written by just a few of the
clients who used our services, prove that we're quite professional in this area. Below you
will find some countries and our service charges to process your travel VISA. Nexus Hajj
Group is offering exclusive VISA service to all of our clients who don't want to go into a
hassle (standing on the queue) to collect their own VISA from High commission. Nexus
Hajj Group will process all of your documents and represents you to Embassy, which
helps you to get VISA more easily.
3. Hajj & Umrah Services: It is offering service of Hajj and Umrah Air Ticketing on
different Airlines (Online/Offline). Nexus Hajj Group also under take Hotel & Ticket
Reservations, Transportations for ground handling and Hotel reservations. Nexus Hajj
Group always intend to provide the best possible Hotel accommodation to our clients at
very reasonable cost.
A. Required Documents for Umrah Visa:
1. Minimum 6-month valid passport.

2. 2 copy passport size pictures.
3. Age limit 40 years for single Traveler.
4. 7-10 working days for visa.

C. Cost of Umrah Package:
1. VISA FEES BDT: 15,000/= (UMRAH)
2. AIR TICKET ON SAUDI AIRLINE: 60,025/=
3. AIR TICKET ON BD BIMAN: 60,750/=
4. AIR TICKET ON QATAR AIR: 64,115/=
5. AIR TICKET ON EMIRATES NET: 63,420/=
MAKKAH HOTEL
Star Hotel Name Per day Breakfast Location

Category Twin Share
Based.
Fairmont Hotel Makkah SR 1070 Include Facing Haram at Abdul Aziz
Gate-1
Moven Pick SR 870 - Facing Haram at King Fahad
5* Hotel Gate
Raffles Makkah Palace SR 1215 Include Facing Haram at Abdul Aziz
Gate-1
Dar Al Tawheed SR 1000 Include Facing Haram at King Fahad
Intercontinental Gate
Makkah Hilton Tower SR 720 - Facing Haram at King Fahad
Gate
Al Shohada Hotel SR 640 Include Aiyad Street
Makkah Grand Coral SR 590 - 500 Meters from Haram
Hotel

4* Hotel Elaf Aiyad Hotel SR 455 Include 200 Meters from Haram,
Aiyad Street
Burj Al Sultan SR 450 - 120Meters from Haram,
Misyal Street
Areej Al Falah Hotel SR 440 - 350 Meters from Haram,
3* Hotel Misyal Street

Diafat Al Rashideen SR 390 - 600 Meters from Haram,
Aiyad Street
Rehab Al Rawda SR 375 - 550 Meter facing Haram
MADINAH HOTEL
Star Hotel Name Per day Breakfast Location

Category Twin Share
Based.
Dar Al Taqwa SR 890 Include Facing Masjid Nabawi
Madinah Hilton SR 945 Include Facing Masjid Nabawi
Madinah Oberio Hotel SR 1210 Include Facing Masjid Nabawi
5* Hotel Shaza Al Madinah SR 790 Include Facing Masjid Nabawi

Dar Al Iman SR 770 Include Facing Masjid Nabawi
Intercontinental
Safaraa Al Huda SR 515 Include 50 meters from Masjid
Nabawi
4* Hotel
Elaf Al Huda SR 475 Include 50 meters from Masjid
Nabawi

Al Haram Hotel SR 705 Include Walking distance to
Haram
Al Andalus Classy Suites SR 570 - Facing Masjid Nabawi
Mubarak Al Salam SR 320 - 175 meters from Masjid
Nabawi
Mubarak Al Massi SR 485 - 175 meters from Masjid
3* Hotel Nabawi
Al Israq Hotel SR 425 - 175 meters from Masjid
Nabawi
Rawdat Mubarak SR 425 - 175 meters from Masjid
Nabawi
C. Condition:
a) Rate is subject to change without prior notice.

b) Below 40 years single traveler is not allegeable for Umrah visa and even accompanying by
Father only.
D. Other Conditions of Hajj Package:
* SR= BDT 22.00 (ROE is subject to change should Saudi Riyal fluctuates against
Bangladesh Taka)
* Visa fees isn't applicable for the month of RAMADAN
* Confirmation and Rates depends on availability at time of booking and subject to change
without prior notice.
* This quotation is based on Bangladeshi nationality.
* All REQUEST and room type (double / twin bed / inter-connecting / same floor) is on request
basis subject to availability upon check-in.
* Makkah & Madinah hotel check-in time is 1800hrs and check-out time is 1200hrs.
* All rates are quoted is NET RATE.

1. Tour Packages: We are very much specialized group tour with our experienced, skill
and professional manpower. We can take your full tension for your any kind of tours
(like weekend tours, family tours, recreational tours, honeymoon tour, corporate
events etc.), corporate Picnic & exclusive river cruise to make it memorable, enjoyable
and unforgettable. Our services include package trips abroad (India, Nepal, Bhutan,
Srilanka, Maldives, Malaysia, Singapore, Thailand, Indonesia, Egypt etc.) with
logistical support for individual travel needs as well as experienced guides.
Some Tour Packages Given Bellow:
Package Duration BDT per Person Package Includes

Bhutan Package 3 Night and 4days 36,000 Tk 1. Return ticket with all
Nepal Package 6 Night and 7Days 36,500 Tk taxes.
Darjeleeing 4 Night and 5Days 15,000 Tk 2. Hotel Accommodation
Package 3. Break Fast, Lunch and
Bangkok 2 Night and 3 29,8000 Tk Dinner.
Package Days 4. Pickup and Drop up
Kualalumpur 2 night and 3 Days 45,500 Tk 5. Sighting
Package
Singapore 2 Night and 3 days 59,500 Tk
Package
Dubai Package 2 Night and 3 69,000 Tk
Days

Itinerary of Nepal Package:
Day 01: Arrive at the Airport, we will come to pick you up at the Airport and take you to the
Hotel. Briefing about the program and free evening on your own.
Day 02: After breakfast, we drive to Pokhara, (6hrs) Beautiful town in Nepal where you can see
the Mountain View from your Hotel window. We take you around Pokhara. Overnight stay in
Hotel.
Day 03: After breakfast, we take you for a short hike (2hrs) to peace pagoda stupa and afternoon
we go for boating and Davis falls. Overnight stay in Hotel.
Day 04: We drive to Chitwan National park for Jungle safari. (6hrs). Overnight stay in the
Jungle resort.
Day 05: Full day inside the park activities including, Elephant ride, Canoeing, Jungle walk,
Culture show etc. Overnight stay in resort.
Day 06: We drive to Kathmandu (6hrs) and in the evening, we will take you for the Nepali
culture show and dinner. Overnight stay in Hotel.
Day 07: After breakfast, depending on your flight schedule we drop you to the airport and final
Namaste!
2. Hotel Reservation: Welcome to Nexus Hajj Group, opening the door to nearly 95,000
hotels including small independent hotels and apartments, regional and international
chains, tourist-class properties, resorts, and many of the world's most luxurious addresses.
When you are ready to make a reservation, simply fill up the following form Or, if you
wish, you can call any of our reservation offices located worldwide.

2.4 Management Aspects:
The Nexus Hajj Group want to become one of the largest and most reliable travel organizations
in the region for setting standards in the industry for professionalism and reliability to the
customer. It is most experienced tour operator in Bangladesh. Nexus Hajj Group like to introduce
ourselves as one of the leading one stop logistic supporting company to Tourism industries.
Nexus Hajj Group team is working Bangladesh tourism sector since 2005. Nexus Hajj Group are
very much specialized group tour with our experienced, skill and professional manpower. Every
team member trained & Certified by BPC - Bangladesh Porjaton Corporation (Bangladesh
National Tourism Organization). It is fully balanced team to serve our guest with real hospitality
in Bangladesh.
Promoter: The plan is developed in January 2005 and stared working at July. The promoter of
Nexus Hajj Group is Mohammad Farkhrul Islam.
Organizational Structure:
Managing Director
Finance and Ticketing and Marketing and Manager of

Account Booking Manager Selling Manager Management
Information system
Manager

Total Number of Employee:
Team Number of person

Key Management 1
Ticketing and reservation 3
Marketing and sales 5
Training 2
Accounts 3
Other staffs 4
Total 18
2.5 Client List of Nexus Hajj Group:
Client Name Client Name
Central Pharmaceutical Angel Group
Ahmed Trade International Fozila Corporation
Dhaka International Exhibition Company Artistic International
Mostafa & sons Samarita Hospital (Pvt) Ltd.
Mahin Traders Prime Bank Ltd.
NCC Bank Ltd. Green Delta Housing Ltd.
Binimoy Properties Industrialist & Businessman Welfare Forum (IBWF)
Bangladesh Union Parishad Forum (BUPF) Multimode Group
Diganta Television Mission Group
Beacon Group Koras Aviation

K.M Aviation Manarat International
Munshi Enterprise Al-Zilani Overseas
Javed Overseas Bon-Voyage Travels & overseas (Pvt) Ltd.
Venus International Al-Munsur Overseas
Alif Overseas Shapa Trade International
Cathersis International Millennium Air Services
Green Bengal International Rabbi International
Mohammadi Trade International Human Resource Dev. Center
Life Line International Reem Overseas
Sharif & Sons Takdir Trade International
Air Speed Trade International Al-Razi International
Sun Way Travels Janata Bank Ltd.
Akhwan Trade International C.T.B
Ucksel (Pvt) Ltd. Zumar International
Tanzir International Uttaran Properties Ltd.
Barisal Overseas Comet Overseas
P.K.S.F Save The Children
Roxy Paint Agrani Bank Ltd.
Premier Bank Ltd Prime Bank ltd

Staffing: Human resource strategy represents key decision that has been made to shape and
guide HR program including staffing. HR strategies are both derived from and contribute to the
formulation of the organization strategy. The employee for Nexus Hajj Group operation
smoothly and also employee guides, drivers and helpers and security gourds. For staff
mobilization, it will employ supervisor who can supervise them. They also can report about staff
performance and job done properly.
2.6 Address of Nexus Hajj Group:
NEXUS HAJJ GROUP

House-419, Road-30, Mohakhali DOHS (Behind RAWOA Club), Dhaka-1212.
Phone: Chairman: +88 01822900900
Managing Director: +8801715937455

E-mail: nexushajj@gmail.com
Web: www.nexushajj.com

CHAPTER- 3

Literature Review
3.1.1 Definition of Travel Agency:

A travel agency is a private retailer or public service that provides travel and tourism related
services to the public on behalf of suppliers such as airlines, car rentals, cruise lines, hotels,
railways, and package tours. In addition to dealing with ordinary tourists most travel agencies
have a separate department devoted to making travel arrangements for business travelers and
some travel agencies specialize in commercial and business travel only. There are also travel
agencies that serve as general sales agents for foreign travel companies, allowing them to have
offices in countries other than where their headquarters are located.
3.1.2 Origins of Travel Agency:
The modern travel agency first appeared in the second half of the 19th century. Thomas Cook, in
addition to developing the package tour, established a chain of agencies in the last quarter of the
19th century, in association with the Midland Railway. The first ever tour organized was from
Southborough to Leicester carrying 500 passengers 12 miles journey for 1 shilling. They not
only sold their own tours to the public, but in addition, represented other tour companies. Other
British pioneer travel agencies were Dean & Dawson,[1] the Polytechnic Touring Association,
and the Co-operative Wholesale Society. The oldest travel agency in the United States is
Brownell Travel; on July 4, 1887, Walter T. Brownell led ten travelers on a European tour,
setting sail from New York on the SS Devonia.
Travel agencies became more commonplace with the development of commercial aviation,
starting in the 1920s. Originally, travel agencies largely catered to middle and upper class
customers, but the post-war boom in mass-market package holidays resulted in the proliferation
of travel agencies on the main streets of most British towns, catering to a working class clientele
looking for a convenient way to book overseas beach holidays.

3.1.3 Most Important Functions of Modern Travel Agency:
The functions of a modern travel agency have widened much after the introduction of air travel.
The most important functions of a travel agency are described below:
1. Travel Information: A retail travel agency provides necessary travel information to the
general public. The intending tourists come to the office of the travel agent and seek information
regarding their proposed visit. The travel agent should be a very knowledgeable man and should
supply up to date and concrete information relating to travel. He must have great communication
skill and he should be thorough in the art of catching the potential customers. The knowledge of
foreign language is a desirable qualification for those working in a travel agency
2. Preparation of Itineraries: A tourist journey involves preparation of different types of

itineraries. There are different means of transport with their respective advantages and
disadvantages. A travel agent advises the potential tourist to choose the most convenient course.
3. Liaison with Providers of Service: A travel agent should maintain constant contact with the
providers of various services like the transport companies, hotel managers and providers of
surface transport like motor cars from airport to hotel and for sightseeing etc.
4. Ticketing: Selling tickets to tourists for different modes of transport like air, rail and sea is a
very important function of a travel agent. Ticketing is not an easy job as the range of
international air fares is very complex. Computerized Reservation System (CRS) has
revolutionized the reservation system both for air and train tickets and also a room in a hotel.
5. Provision of Foreign Currencies: Provision of foreign currency to an intending foreign

tourist is an important function of a travel agent. The travel agent will arrange for the purchase of
foreign exchange on behalf of his intending travelers. This facility will save a lot of time and
harassment for the intending tourists.

6. Insurance: Insurance for personal accident risks and risk for loss of baggage is an important
function of a travel agent.
7. Planning and Costing Tours: The contracts and arrangements having been entered into, there
comes the task of planning and costing tours, both for inclusive programs and to meet individual
requirements. This job is intensely interesting and at the same time challenging. This job calls for
a great deal of initiative and drive. The job calls for travel to those places which are to be
included in the itineraries.
3.1.4 Sources of Travel Agency Income:
Traditionally, travel agencies' principal source of income was, and continues to be, commissions
paid for bookings of car rentals, cruise lines, hotels, railways, sightseeing tours, tour operators,
etc. A fixed percentage of the main element of the price is paid to the agent as a commission.
Commissions may vary depending on the type of product and the supplier. Commissions are not
paid on the tax component of the price. Travel agencies also receive a large variety of bonuses,
benefits, and other incentives from travel and tourism related companies as inducements for
travel agents to promote their products. The customer is normally not made aware of how much
the travel agent is earning in commissions and other benefits. Other sources of income may
include the sale of insurance, travel guide books, public transport timetables and exchange. Since
1995, many airlines around the world and most airlines in the United States now do not pay any
commission to travel agencies. In this case, an agency adds a service fee to the net price.
Reduced commissions started in 1995 in the United States, with the introduction of a cap of $50
on return trips and $25 on one way. In 1999, European airlines began eliminating or reducing
commissions, while Singapore Airlines did so in parts of Asia. In 2002, Delta Air Lines
announced a zero-commission base for the U.S. and Canada; after a few months United Airlines,
American Airlines, Continental Airlines, Northwest Airlines, US Airways and American Trans
Air all followed suit.

3.2.1 Definition of Tour Operator:
A tour operator typically combines tour and travel components to create a holiday. They prepare
itinerary. The most common example of a tour operator's product would be a flight on a charter
airline plus a transfer from the airport to a hotel and the services of a local representative, all for
one price. Niche tour operators may specialize in destinations, e.g. Italy, activities and
experiences, e.g. skiing, or a combination thereof.
In simple terms the tour operator will organize, package together different elements of the tourist
experiences (transport companies, tourist services, and accommodation providers) and offer them
for sale to the public either through the medium of a brochure, leaflet or advertisement, or using
Information Communication Technologies (ICT) (Cavlek, 2005, p. 325). Tour operator
organized and sells the packages for holiday with doing the cooperation with other companies.
According to travel Trust Association, a Tour Operator buys (or owns in some cases) a high
volume of travel services across carriers, accommodation and services. These services are then
assembled into packages for purchase by the consumer. The packages are sold via travel agents
(independent or owned) or through the phone and internet. A good example of a tour operator is
Thomas Cook.
3.2.2 Functions of Tour Operator:
The functions of a modern Tour Operator have widened much after the introduction of air travel.
The most important functions of tour operators are described below:
1. Planning a Tours: One of the many activities Tour Operator includes making holiday plan for
its valued clients. With high experience and professional qualifications, the employees of the
organization can help the potential clients make the best possible holiday making plan. Other
than providing the above services, the organizations staffs are also busy with selling Mountain
Flight tickets, providing English Speaking Guide, cable car ticketing and casino coupon etc.

2. Arranging a Tour: Working within any range of budget, tour duration, desired itinerary or
destination, tour operator will work with you to create a tailor made touring experience. They
make your reservations in hotels of your choice, arrange all of your transportation in reliable and
comfortable cars or buses, and provide you with the finest tour guides. Every detail of your
custom-made tour will be arranged for you at competitive prices.
3. Advice on Sightseeing: travel preparation is the key to hassle free trip to Bangladesh. By
doing your homework before you leave for Bangladesh, you can minimize the chances of
something going wrong. Thousands of travelers often regret for not taking these simple pre-
travel steps before travelling to Bangladesh. You will, also, find a broad range of information
from tour operator to help you prepare for a safe and enjoyable journey to Bangladesh and a safe
stay whilst you are in there.
4. Evaluate the Options Available: One important step in your decision-making process is to
tour colleges you are considering. Make sure you have all the information you need and know
the right questions to ask to get the most out of your campus visits. These tours can help you
narrow your choices and feel confident in your school selection. This checklist can help you
evaluate your options. Make copies, and take notes before and during each campus visit.
5. Promotion: Travel promotions can be used to promote special offers, sample tours,
tournaments etc. Each promotion can consist of any combination of services in the same way as
a custom FIT itinerary. Promotions can be operated with fixed prices or flexible database driven
pricing and like fixed Packages can be easily published on your website for online booking.
6. Sales and Marketing: A package tour or package holiday consists of transport and
accommodation advertised and sold together by a vendor known as a tour operator. Other
services may be provided such a rental car, activities or outings during the holiday. Transport can
be via charter airline to a foreign country, and may also include travel between areas as part of
the holiday. Package holidays are a form of product bundling. Package holidays are organized by

a tour operator and sold to a consumer by a travel agent. Some travel agents are employees of
tour operators, others are independent.
3.2.3 Types of Tour Operator:
There are four types in the world which are given bellow:
1. Inbound Tour Operator: Tour operators who deal and handle directly inbound foreign
tourists, provide them various services on their arrival and departure such as transfer,
accommodation, transportation, sightseeing, entertainment, currency, insurance services etc. are
known as inbound tour operators.
2. Outbound Tour Operator: These categories of operators are specialized in promoting and
designing multi-national tours especially foreign countries. The outbound tour operator sells a
package tour to an individual or a group of people of his own country to another country or a
number of countries for a specific pre-decided period. The outbound tour operator arranges travel
documents, transportation to a central point where the tour starts and contracts with inbound tour
operators/ground operators to provide accommodation, transportation, local sightseeing and
other services as needed throughout the tour.
3. Domestic Tour Operator: Today, the domestic market has witnessed attractive growth rates
as large players in the travel industry are aggressively entering and promoting this market.
Leading tour operators usually focus on the international market where margins are higher but
now, in addition, they are floating new packages to create a niche in this segment to tap the vast
potential in the domestic market.

4. Ground Operator: Ground operators are normally expected to provide land
arrangements at a particular destination. Thus, a ground operator who provides the
services required by large tour companies where they do not have a local branch/office or
are not dealing at the source with the principal suppliers such as hoteliers, transport
operators, car rentals, entertainment organizations and so forth.
3.2.4 Sources of Tour Operator Income:
1. Variable mark-up based on contracted rates from suppliers: The tour operator makes or adds
his own mark-up, which should not be higher than the rate of his suppliers.
2. Use of cost savers and concessions: Example: 15+1=16 free of charge. A maximum of 4
concessions is allowed. For a group of 64 persons, suppliers pay for 60 only and the 4 is income
for the tour operator.
3. Use of advance deposits and cancellation fee: Money can be used for other services
4. By selling optional tours: Selling services outside the tour package
5. Foreign exchange earnings: Tour operators can gain or lose on this facet, depending on the
exchange rate.

CHAPTER- 4

Evaluation of Employee Performance Appraisal System of Nexus
Hajj Group
4.1 Meaning of Employee Performance Appraisal:
Modern Appraisal
Performance appraisal may be defined as a structured formal interaction between a subordinate

and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in
which the work performance of the subordinate is examined and discussed, with a view to
identifying weaknesses and strengths as well as opportunities for improvement and skills
development.
In many organizations - but not all - appraisal results are used, either directly or indirectly, to
help determine reward outcomes. That is, the appraisal results are used to identify the better
performing employees who should get the majority of available merit pay increases, bonuses and
promotions. By the same token, appraisal results are used to identify the poorer performers who
may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in
pay. Organizations need to be aware of laws in their country that might restrict their capacity to
dismiss employees or decrease pay.
Whether this is an appropriate use of performance appraisal - the assignment and justification of
rewards and penalties is a very uncertain and contentious matter.

4.2. Common use of Employee Performance Appraisal:
There are many acceptable definitions of both performance appraisal and performance
management, but the key difference to bear in mind is that performance management is an
ongoing process, while performance appraisal is one method often used by management as part
of an ongoing performance management scheme. Performance appraisals are used for many
purposes, including:
1. Deciding Promotions
2. Determining Transfers
3. Making Termination Decisions
4. Identifying Training Needs
5. Identifying Skill and Competency Deficits
6. Providing Employee Feedback
7. Determining Reward Allocations
Perhaps the main purpose of systematic performance appraisal is that it provides information of
great assistance in making and enforcing decisions about such subjects as promotion, pay
increase, lay-off, transfer and merit pay increases.
4.3. Benefit of Employee Performance Appraisal:
Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working
life, it offers a rare chance for a supervisor and subordinate to have "time out" for a one-on-one
discussion of important work issues that might not otherwise be addressed.
Almost universally, where performance appraisal is conducted properly, both supervisors and
subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable

opportunity to focus on work activities and goals, to identify and correct existing problems and
to encourage better future performance. Thus, the performance of the whole organization is
enhanced.
For many employees, an "official" appraisal interview may be the only time they get to have
exclusive, uninterrupted access to their supervisor. Said one employee of a large organization
after his first formal performance appraisal, "In twenty years of work, that's the first time anyone
has ever bothered to sit down and tell me how I'm doing."
The value of this intense and purposeful interaction between a supervisor and
Subordinate should not be underestimated.
a) Motivation and Satisfaction:
Performance appraisal can have a profound effect on levels of employee motivation and
satisfaction - for better as well as for worse.
Performance appraisal provides employees with recognition for their work efforts. The power of
social recognition as an incentive has been long noted. In fact, there is evidence that human
beings will even prefer negative recognition in preference to no recognition at all. If nothing else,
the existence of an appraisal program indicates to an employee that the organization is genuinely
interested in their individual performance and development. This alone can have a positive
influence on the individual's sense of worth, commitment and belonging. The strength and
prevalence of this natural human desire for individual recognition should not be overlooked.
Absenteeism and turnover rates in some organizations might be greatly reduced if more attention
were paid to it. Regular performance appraisal, at least, is a good start.

b) Training and Development:
Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for
a supervisor and subordinate to recognize and agree upon individual training and development
needs.
During the discussion of an employee's work performance, the presence or absence of work
skills can become very obvious - even to those who habitually reject the idea of training for
them! Performance appraisal can make the need for training more pressing and relevant by
linking it clearly to performance outcomes and future career aspirations.
From the point of view of the organization as a whole, consolidated appraisal data can form a
picture of the overall demand for training. This data may be analyzed by variables such as sex,
department, etc. In this respect, performance appraisal can provide a regular and efficient
training needs audit for the entire organization.
c) Recruitment and Induction:
Appraisal data can be used to monitor the success of the organization's recruitment and induction
practices. For example, how well are the employees performing who were hired in the past two
years?
Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies.
By following the yearly data related to new hires (and given sufficient numbers on which to base
the analysis) it is possible to assess whether the general quality of the workforce is improving,
staying steady, or declining.

d) Employee Evaluation:
Though often understated or even denied, evaluation is a legitimate and major objective of
performance appraisal.
But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative and
developmental priorities appear to frequently clash. Yet at its most basic level, performance
appraisal is the process of examining and evaluating the performance of an individual.
Though organizations have a clear right - some would say a duty - to conduct such evaluations of
performance, many still recoil from the idea. To them, the explicit process of judgment can be
dehumanizing and demoralizing and a source of anxiety and distress to employees.
It is being said by some that appraisal cannot serve the needs of evaluation and development at
the same time; it must be one or the other.
But there may be an acceptable middle ground, where the need to evaluate employees
objectively, and the need to encourage and develop them, can be balanced.
4.4. Methods of Employee Performance Appraisal:
A. Management by Objectives (MBO):
The use of management objectives was first widely advocated in the 1950s by the noted
management theorist Peter Drucker.

MBO (management by objectives) methods of performance appraisal are results-oriented. That
is, they seek to measure employee performance by examining the extent to which predetermined
work objectives have been met.
MBO represents a modern method of evaluating the performance of personnel. Thoughtful

managers have become increasingly aware that the traditional performance evaluation systems
are characterized by somewhat antagonistic judgments on the part of the rater. There is a
growing feeling nowadays that it is better to make the superior work with subordinates in fixing
goals. This would inevitably enable subordinates to exercise self-control over their performance
behaviors. Management by objectives can be described as a process whereby the superior and
subordinate managers of an organization jointly identify its common goals, define each
individuals' major areas of responsibility in terms of results expected of him and use these
measures as guides for operating the unit and assessing the contributions of each of its
members. MBO thus represents more than an evaluation program and process.
B. 360-Degree Feedback (also written as 360 feedback):
360 feedback is one of the more common business improvement techniques used in modern
organizations, especially for building stronger teams. This annual performance appraisal method
depends upon having a manager/appraiser interviewing peers, colleagues, supervisors and
managers of the person being appraised for feedback relating to the employee.
An employee is assessed based on technical elements as well as their behavior & character
throughout the time period. This level of subjectivity means that a broader range of assessments
feed into evaluating each employees performance.

The model of 360-degree appraisal which is followed by the company are shown below:
Self
Manager Other Relevant

Managers
External
Customers Employee
Peers
Other repots i.e.

assessment center
Internal performance
Customers
Subordinates
Fig: 1 Model of 360 Degree Appraisal
C. Essay Appraisal:
In the essay method approach, the appraiser prepares a written statement about the employee
being appraised. The statement usually concentrates on describing specific strengths and

weaknesses in job performance. It also suggests courses of action to remedy the identified
problem areas. The statement may be written and edited by the appraiser alone, or it be
composed in collaboration with the appraise.
Advantages:
The essay method is far less structured and confining than the rating scale method. It permits the
appraiser to examine almost any relevant issue or attribute of performance. This contrast sharply
with methods where the appraisal criteria are rigidly defined.
Appraisers may place whatever degree of emphasis on issues or attributes that they feel
appropriate. Thus, the process is open-ended and very flexible. The appraiser is not locked into
an appraisal system the limits expression or assumes that employee traits can be neatly dissected
and scaled.
Disadvantages:
Essay methods are time-consuming and difficult to administer. Appraisers often find the essay
technique more demanding than methods such as rating scales.
The techniques greatest advantage - freedom of expression - is also its greatest handicap. The
varying writing skills of appraisers can upset and distort the whole process. The process is
subjective and, in consequence, it is difficult to compare and contrast the results of individuals or
to draw any broad conclusions about organizational needs.
D. Graphic rating scale:
Perhaps the most commonly used method of performance evaluation is the graphic rating scale.
Of course, it is also one of the oldest methods of evaluation in use. Under this method, a printed
form, as shown below, is used to evaluate the performance of an employee. A variety of traits
may be used in these types of rating devices, the most common being the quantity and quality of

work. The rating scales can also be adapted by including traits that the company considers
important for effectiveness on the job. A model of a graphic rating scale is given below.
Table: Typical Graphic Rating Scale
Employee Name................... Job title .................
Department ......................... Rate ...............
Data ..................................
Quantity of work: Volume Unsatisfactory Fair Satisfactory Good Outstanding

of work under normal
working conditions
Quality of work:
Neatness, thoroughness
and accuracy of work
Knowledge of job
A clear understanding of
the factors connected with
the job
Attitude: Exhibits
enthusiasm and
cooperativeness on the job
Dependability:
Conscientious, thorough,
reliable, accurate, with
respect to attendance,
reliefs, lunch breaks, etc.
Cooperation: Willingness
and ability to work with
others to produce desired
goals.
Table: 1 Typical Graphic Rating Scale

E. Behaviorally Anchored Rating Scales (BARS):
Also, known as the behavioral expectations scale, this method represents the latest innovation in
performance appraisal. It is a combination of the rating scale and critical incident techniques of
employee performance evaluation. The critical incidents serve as anchor statements on a scale
and the rating form usually contains six to eight specifically defined performance dimensions.
The following chart represents an example of a sales trainee's competence and a behaviorally
anchored rating scale.
Table: An Example of Behaviorally Anchored Rating Scale (BARS)
Performance Points Behavior

Extremely good 7 Can expect trainee to make valuable suggestions for
increased sales and to have positive relationships with
customers all over the country.
Good 6 Can expect to initiate creative ideas for improved sales.
Above average 5 Can expect to keep in touch with the customers throughout
the year.
Average 4 Can manage, with difficulty, to deliver the goods in time.
Below average 3 Can expect to unload the trucks when asked by the
supervisor.
Poor 2 Can expect to inform only a part of the customers.
Extremely poor 1 Can expect to take extended coffee breaks and roam
around purposelessly.
Table: 2 An Example of Behaviorally Anchored Rating Scale
F. Forced Choice Method:
This method was developed to eliminate bias and the preponderance of high ratings that might
occur in some organizations. The primary purpose of the forced choice method is to correct the

tendency of a rater to give consistently high or low ratings to all the employees. This method
makes use of several sets of pair phrases, two of which may be positive and two negatives and
the rater is asked to indicate which of the four phrases is the most and least descriptive of a
particular worker. Actually, the statement items are grounded in such a way that the rater cannot
easily judge which statements applies to the most effective employee. The following box is a
classic illustration of the forced choice items in organizations.
Table: Forced Choice Items
1. Least Most
A Does not anticipate difficulties A
B Grasps explanations easily and quickly B
C Does not waste time C
D Very easy to talk to D
2. Least Most
A Can be a leader A
B Wastes time on unproductive things B
C At all times, cool and calm C
D Smart worker D
Table: 3 Forced Choice Items
The favorable qualities earn a plus credit and the unfavorable ones earn the reverse. The worker
gets over plus when the positive factors override the negative ones or when one of the negative
phrases is checked as being insignificantly rated.

G. Work Standard Approach:
The work standard approach to performance appraisal is most frequently use for production
employees and is basically a form of goal setting for this employee. It evolves setting a standard
or an expected level of output and then comparing each employees performance to the
standards. Generally, work standers should reflect the average output of a typical employee.
Work standers attempt to define a fair days output. Work standard approach is that the
performance review is based on highly objective factors. The most serious criticism of work
standards is a lack of comparability of standards different job categories.
H. Ranking Methods:
The oldest and simplest system of formal systematic rating is to compare one person with all
others for the purpose of placing them in a simple rank order of worth. The procedure followed
usually involves identifying the best performer and the worst performer.
Ranking Scale
For the trait organization is measuring, list all the employees they want to rank. Put the highest-
Ranking employees name on line 1. Put the lower-ranking employees name on the line 20, Then
next highest ranking on line 2, the neat lowest ranking on the 19, and so on. Continue until all
names are on the scale.

Highest-ranking employees:
1.
11
2. ...
12...
3.
13
4.
14
5. .
15.
6.
16
7.
17
8.
18
9.
19
10.
20
Lowest ranking employee
Fig: 2 Ranking Scale

4.5. Potential Errors in Employee Performance Appraisal:
Central Tendency Error
Some supervisors tend to rank all employees at about average, regardless of an employee's
performance. A supervisor who believes in never rating an employee as excellent is
demonstrating central tendency error.
Contrast Error
Supervisors who rate subordinates as they compare against each other rather than how they
compare against the performance standards commit contrast error. This error can cause an
employee who is performing average against performance standards to rate high because his
peers are under performing.
False Attribution
False attribution is the tendency to attribute bad performance to internal causes and good
performance to external causes. In other words, if an employee performs well, it's because the
employee had help, such as a good leader; and if the employee performs badly, it's because the
employee did something wrong, such as procrastinate.
Halo Effect
The halo effect is when a supervisor forms a positive impression of an employee's skill in one
area and then gives her high ratings across all rating criteria. Humans tend to view some traits as
more important than other traits. When a supervisor rates employees with the traits that he deems
more important higher in all rating areas than employees who do not possess those traits, the
supervisor is committing the halo effect error.

Leniency Error
Leniency error is the tendency of a supervisor to rate an employee higher than what his
performance warrants. Reasons that a supervisor might do this could include avoiding
confrontations, or feeling that by giving the employee a high rating, he will work harder to live
up to the rating.
Perceived Meaning
Perceived meaning becomes an issue when appraisers do not agree on the meaning of the rating
criteria. For example, one supervisor may perceive an employee's constant reporting of problems
as initiative, while another supervisor may feel this behavior demonstrates dependence on
supervisory assistance instead of initiative.
Recency Error
Recency error happens when a supervisor uses recent events to rate the employee. This usually
occurs due to a lack of documentation of the employee's performance over the course of the
entire performance appraisal period. An employee who performed highly over the course of the
appraisal period may be rated low if the most recent events where negative.
Severity Error
Severity error is the opposite of leniency error. In severity error, a supervisor tends to rate an
employee lower than what her performance warrants. A potential cause of the error could be the
use of unrealistic standards of comparison, such as the supervisor rating a new employee against
himself. In this scenario, the supervisor forgets that it took time to reach the level of performance
he operates at, and a new employee would not have had enough time to develop to that level.

Stereotyping
Stereotyping is the tendency to apply the same generalizations to all members of specific social
groups. One of the more common types of stereotyping that occur in the workplace is gender
stereotyping. Research conducted by Madeline Heilman, a professor of psychology at NYU,
suggests that women are often evaluated more negatively than men, even when both are trained
to do a job the same way.
4.6. Environmental Obstacles for Employee Performance:
The environmental factors as employee performance obstacles are as follows:
1. Conflicting Demand on the Employees Time: The employees performance cannot be

good if the organization did not give the proper time doing their job. The conflict on the
demand of employees time is a vital thing for employees performance.
2. Inadequate Work Facilities and Equipments: Inadequate work facilities and

equipment are also hampered the employees performance that is they did not work
properly because of shortage of equipment as well as shortage of work place.
3. Restrictive Policies that Affected the Job: There is some restrictive policy of an
organization which also hampered the employees performance like as any one employee
does not go out for his or her leisure time for refreshment, one department employees
does not go for another department employees for any kind of information and also the
executive officer does not talk or gasping in their lunch time.

4. Lack of Co-Operation: Some time lack of co-operation from the subordinate and also
from the colic of his or her can be hampered employees performance.
5. Lack of Supervision: Some time lack of supervision also hampered employees

performance.
6. Temperature: Temperature is also a vital environmental thing for employees

performance. If the Temperature is hot than the employees mind does not work properly
and thats why the employees get any serious mistake.
7. Lighting: Lighting is also a vital element for better performance of an employee.

Because of poor light any one did not work properly.
8. Noise: Noise is also an element of environmental factor of performance obstacle. In

noising environment, anyone employee did not focus on his/her task.
9. Machine or Equipment Pacing: Some task or job need some essential machine without
that particular machine that task did not complete. So, machine is also an element of
environment factor of performance obstacle.
10. Luck: Luck is obviously a vital element of environmental factor of performance obstacle.
Because luck is God gifted no-one without belongs to lick.

4.7. Evaluation of Employee Performance Appraisal System in the Nexus
Hajj Group:
Usually employees who shall complete a service length of minimum 1 year shall be eligible for
annual performance appraisal.
The Employee Performance Appraisal Process can be Shown by the Following Figure:
Establish Performance Standards
Communicate Performance Expectations to Employees
Measure Actual Performance
Compare Actual Performance with Standards
Discuss the Appraisal Results with the Standards
If necessary Initiate Corrective Action.
Fig: 3 Performance Appraisal Process

Step-1: Setting Performance Standard: The process of employee performance appraisal of the
Nexus Hajj Group (Figure-3) begins with the establishment of performance standards. These
should have evolved out of job analysis and job description. These performance standards are
clear objective enough, understood and measured by each and every employee.
Step-2: Communicating Performance Expectation to Employee: Once performance standards

are established, it is necessary to communicate these expectations to employees. It is important to
note that communication is a two-way street. That is why, feedback is necessary from the
subordinates to the manager.
Step-3: Measuring Actual Performance: The third step in the appraisal process is the
measuring of performance. To determine what actual performance is, it is necessary to acquire
information about it. In this regard, line managers collect information about the employees
through performance observation, statistical, oral reports, and written reports. After collecting
relevant information about performance of employees, then line managers select the criteria in
order to measure the actual performance of employees.
Step-4: Comparing Actual Performance with Standards: In this step, the line manager should
compare the actual performance of each employee with the setting standards. He/she tried to find
out the deviations between standard performance and actual performance.
Step-5: Discussing the Appraisal Results with the Employees: It is often accomplished
through evaluation interview. The evaluator provides feedback to the employees through several
approaches, these are as follows:

Tell and Sell Approach
Tell and listen Approach
Problem Solving Approach
Step-6: Initiating Corrective Actions: The final step in the appraisal is taking corrective
actions necessary. Corrective actions can be of two types, one is immediate and deals with
predominantly with symptoms. The other is basic, which deals with causes. Two types of
corrective actions are taken by the line managers of the on-Nexus Hajj Group on the basis of the
needs and demands of the situation.
Personnel included into the Appraisal Process:
Based on the employee performance appraisal system, the employees of Nexus Hajj Group have
been grouped as follows:
Group-A
Managing Director
Group-B
Junior Officer to Senior Executive Office
Group-C
Sales Representatives, Medical Representatives
Driver
Peon
Guard

Marks and Basis for Rating:
All employees are rated on 100 marks. That is allocated to different factors. The different boards
categories of factors are given different weight age depending on the category of employees.
These categories are as follows:
Outstanding (85%and above)
Employees achieving exceptional results consistently under adverse conditions are rated as
outstanding. An outstanding employee is one who demonstrates complete mastery of the job and
is recognized as a rare professional in the field. If employees performance is outstanding then he
or she is recommended for promotion to the upper post.
Very Good (75% - 84%)
Employee showing higher acceptable performance, which meets above expectation, in which
largest have always exceeded under normal conditions are rare as very good. If employees
performance is very good then he or she is recommended for Annual Guard Increment.
Good (60%-74%)
Employees showing acceptable performance, which meets normal expectation where targets
have always been met and occasionally exceeded under normal conditions, are rated as good. If
employees performance is good then he or she is recommended for 2 or 3 increment within 1
year.

Category Marks (Out of 100)
Outstanding 85% and above
Very good 755-84%
Good 60%-74%
Average 50%-59%
Below Average Below 50%
Table: 4 Marks and Basis of Rating of Nexus Hajj Group
Average (50%-59%)
Employees showing marginal performance, with occasional failure to achieve expected results
are rated as average. An average performer who has reached his/her peak requires corrective
actions to become good or very good performer. If employees performance is average then he or
she is recommended for 1 increment within 1 year.
Below Average (Below 50%)
Employees showing acceptable performance, with frequent failure to meet expected results are
rated as below average. She/he lacks adequate knowledge of the job and exists little to overcome
his/her shortcomings and finds excesses around he/she is totally unfit for future jobs in the
organization.

4.8. Criteria for Objective Evolution/ Appraisal Based on Merit-
Performance:
The following criterias is generally used in Nexus Hajj Group Performance appraisal. Basically,
these are the facts which are considered most informative while appraising employee
performance:
Job analysis which includes Job Specification and Job Description.

The nature of the Job Designation and the Span of Job Control/ Authority.
Basic job functions both managerial and non-managerial.
Appraisal guidelines approved by the proper authority
Determinants for skill requirements and professional attitude.
Rating of the job by the supervisor or divisional head in the form.
Including letter of show-causes or warning if any.
The Nexus Hajj Group also puts concern in promotion which subject to scope of
additional responsibility in the respective division.
In case of non-managerial job functions increments are usually awarded and promotion
scopes are limited.
The Nexus Hajj Group appraisal system is based on job performance the length of service
is considered as a last resort in overall performance rating.
4.9. Promotion/ Increment Policy Based on Employee Performance

Appraisal of the Nexus Hajj Group:
Nexus Hajj Group appraised their employee in two ways:
Promotion
Increment

The Nexus Hajj Group is using percentage restrictions in their appraisal system which is
distributed as following:
Employee sets their promotion and Increment based on their performance.

In case of permanent employee promotion is eligible in 2 years and increment is eligible
in 1 year.
A maximum of 10% of the employees in the division may be recommended for
promotion.
Employees with performance rating good and above, if no warning letter with
withholding of increment exists for the appraisal year shall be eligible for 1
Employees with average or below average performance rating shall be entitled with zero
increment.
Normally every employee gets 1 increment within 1 year. But employees get more than 1
increment or promotion based on their rating.
4.10. Criterions for Promoting Employees through Performance Appraisal:
As mentioned before a maximum of 10% employee of a particular Division will be

recommended for promotion. The following people may be considered for promotion.
Employee belonging to the outstanding category.

Employees who Ha two consecutive Good category and Very Good category this year.
Divisional Heads shall prepare a short note highlighting all key professional
achievements of the nominated employee and inform them to be mentally prepared for an
interview.
The Divisional Heads should consider a persons ability to shoulder greater
responsibilities whenever they are willing to promote someone.

Promotions are solely based on performance of the concerned employees not the length
of the service.
4.11. Increment Criteria:
A maximum of 30% of the total employees in a division will be eligible for 2 step
increments. Employees belonging to Very Good and upper of good shall be eligible for 2
step increments.
Employees belonging to Good category will be entitled to 1 increment.
Employees rated Average / Below Average or accused of Misconduct for the appraisal year shall
be disqualified from receiving any increments.
4.12. Employee Attitude toward the Performance Appraisal System of Nexus

Hajj Group:
Most of the Employee tries to improve their performance.

Most of the employee does not know the detail of Performance Appraisal System.
Because of lack of knowledge they cannot understand how way they follow to improve
their Appraisal point.
Employees opinion, they cannot protest any illegal attitude of Manager/Managing
Director, because they provide the Appraisal point.

CHAPTER- 5

PROBLEMS, RECCOMANDATION AND CONCLUSION
5.1 PROBLEMS IDENTIFIED:
Nexus Hajj Group is one of the pioneers in modern day tourism business. While doing the report
on An Analysis of the Employee Performance Appraisal of Nexus Hajj Group, I came up with
some problems and also providing recommendations against these problems which I have given
below:
The problems of employee performance appraisal systems of the Nexus Hajj Group have been
shown below:
1. The company does not accurately follow the given policy of appraisal.
2. Manager cannot avoid the biasness so; many efficient employees cannot get proper
reward for their performance.
3. Under the present appraisal system, the company is used only one type of form to
appraise the performance of all employees from assistant officer to managing director.
This is not authentic because all employees tasks, duties and responsibilities are not the
same.
4. The Nexus Hajj Group employee appraisal process is confidential. Appraise cannot see
the feedback of appraisal and he / she is not fee to comment on the result of assessment
done by the concerned manager/primary appraiser. So, they cannot take corrective
measures to improve their weak aspect of performance in future.
5. Under the present appraisal system, the company is used only annual performance
appraisal but it is not sufficient because the objective of performance appraise is to
appraise the performance of the employees more accurately and give the promotion,
bonus, increment and so on. That is why, periodic performance review is essential.

5.2 RECOMMENDATION:
Based on the problems of the study, my recommendations are given below:
1. The authority of the Nexus Hajj Group should prepare uniform performance appraisal
policy.
2. Manager should avoid the biasness so that efficient employee can get proper reward for
their performance.
3. The authority of this company may use three types of forms: one for junior-level
employees one for mid-level employees and other for top-level employees. Assessment
of junior-level employees on the items leadership, planning, professional knowledge and
judgment is irrelevant as they do not plan or take part in decision making.
4. The appraiser should be free, fair, and credible irrespective of all employees while
evaluating the performance of his/her subordinates. He/she should be honest, sincere and
serious so that there is no question arise from the employee side about his/her activities.
5. The authority of this company may conduct the performance appraisal programs
periodically along with the annual performance appraisal program. Because periodic
performance review helps the rater to identify the development needs of employees.
6. Appraiser should have direct communication with the employees for proper evaluation of
weak points.
7. The company should monitor the performance appraisal system so that it is assurance and
biasfree.

5.3 CONCLUSION:
A Performance appraisal is a review and discussion of an employee's performance of assigned

duties and responsibilities. The appraisal is based on results obtained by the employee in his/her
job, not on the employee's personality characteristics. The appraisal measures skills and
accomplishments with reasonable accuracy and uniformity. It provides a way to help identify
areas for performance enhancement and to help promote professional growth. It should not,
however, be considered the supervisor's only communication tool. Open lines of communication
throughout the year help to make effective working relationships.
Each employee is entitled to a thoughtful and careful appraisal. The success of the process
depends on the supervisor's willingness to complete a constructive and objective appraisal and on
the employee's willingness to respond to constructive suggestions and to work with the
supervisor to reach future goals.
Tourism sector plays a vital role to develop a countrys economy. There are many countries
which are totally depending on tourism sector. Here travel agency is the most essential
organization to provide smooth tourism services. For easy and comfortable journey airlines plays
most significant role. Tourist can go to the everywhere in the world through airlines. In this case
travel agency assists tourist ii different ways.
Tourist can buy less expensive tickets from travel agency and also time saving. For issuing
tickets travel agency gets 8% commission from Airlines Company. But if a tourist buys tickets
from airlines company then he/she does not enjoy 8% commission. For this reason, people buy
air tickets from travel agency. Nexus Hajj Group does the mentioned things for tourist. As an
internee student in this travel agency, I have truly enjoyed my internship from the learning and
experience. I am confident that 2-month internship program helps me in a great. I have learned

many new things from it. Specifically learning of Abacus software for ticketing was amazing to
me. I have totally earned new knowledge and techniques from it.
Nexus Hajj Group also under take Hotel & Ticket Reservations all over Bangladesh,
Transportations for ground handling and Hotel reservations. Nexus Hajj Group always intend to
provide the best possible Hotel accommodation to our clients in different destinations at very
reasonable cost.
The organization is small and they have only one software access. Time limitation was also a
great problem to me. For this reason, it is not possible to go to the depth of each activity. So,
objectives of the internship program have not been fulfilled with complete satisfaction. However,
highest effort has been given to achieve the objectives of the internship program.
In conclusion, it can be said that every organization has its positives as well as negatives. Nexus
Hajj Group also has some limitations. The employees and managers of this organization are
trying to develop its services. Day by day it gets much customer satisfaction. Its air ticketing
system is satisfactory to compare with others travel agency in our country.

Appendices
Tourist Arrivals in Bangladesh
Month Tourism Business Office Study Religion Other Total

January 14,028 9,985 823 605 2,102 1,089 28,632
February 13,047 9,882 279 454 1,599 1,025 26,286
March 12,747 9,679 327 540 627 1,194 25,114
April 12,858 9,319 312 578 578 1,141 24,786
May 12,541 8,613 340 616 449 1,145 23,704
June 8,924 10,504 295 672 523 1,326 22,244
July 9,122 10,187 364 549 506 1,052 21,780
August 7,908 8,108 231 533 479 980 18,239
September 5,947 6,678 234 498 502 890 14,749
October 7,504 10,236 222 429 498 1,074 19,963
November 7,612 9,492 209 479 507 1,037 19,336
December 10,661 8,886 259 522 613 1,333 22,274
Total 122,899 111,569 3,895 6,475 8,983 13,286 267,107
Table 5: Visitors Arrival by Purpose of Visit 2016

Bibliography
A. Books:
Ministry of Civil Aviation and Tourism, (2004), Travel and Tourism Yearly
Report, published by the Ministry of Civil Aviation and Tourism, Bangladesh
Ministry of Civil Aviation and Tourism, (2006), Travel and Tourism Yearly
Report, published by the Ministry of Civil Aviation and Tourism, Bangladesh
Siddiqui, R., (2006), Tourism in Bangladesh suffers: Policy makers lack

understanding, government lacks strong intention, The Independent March 16th,
Dhaka, Bangladesh
Randall, Schules, S., (2005), Managing Human Resources, (sixth edition), New
York, USA, pp. 415-447
Dessler, Gray, (2007), Human Resources Management, (9th edition), Boston, USA,
pp. 241-269
Gani, E.G. (1995), Appraising the performance appraisal system, Journal of the
institution of Management Studies,
Decenzo, David, A., and Robbins, Stephen, P., (2008), Personnel/Human Resources
Management, (9th edition)

B. Annual Reports & Journals:
Rahman, M. M., (2004) Prospects of Tourism Industry in Bangladesh, the Financial

Express, September, 27, p.9
Bangladesh Monitor (2007) Tourism: Sustainable tourism in developing countries,

A travel trade journal on aviation, Tourism, Cargo-Shipping, Hotel-Restaurant and
bank-commerce, Volume-XVI, Issues 17
Annual report of Nexus Hajj Group.
D. Web:
a) http:// www.businessdictionary.com/definition/Global-Distribution-System-GDS.html
b) http://www.nexushajj.com/
c) http://en.wikipedia.org/wiki/Passenger_name_record

SHUVO Full Report Final

Caricato da

Informazioni sul documento

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

SHUVO Full Report Final

Caricato da

Copyright:

Formati disponibili

An Analysis of the Employee Performance Appraisal of Nexus Hajj Group

Daffodil International University

Daffodil International University

Daffodil International University

Daffodil International University

Associate Professor and Head

Department of Business Administration

Subject: An Analysis of the Employee Performance Appraisal of Nexus Hajj Group.

Daffodil International University

Md. Al Amin Shuva

Daffodil International University

Mohammed Masum Iqbal

Associate Professor and Head

Department of Business Administration

Daffodil International University

Finally, my sincere thanks go to my internship supervisor Mohammed Masum Iqbal Sir,

Daffodil International University

Daffodil International University

SL NO. TITLE PAGE

1.1 Origin of the Study 2

2.1 Historical Background 9

Daffodil International University

3.1.1 Definition of Travel Agency 22

System of Nexus Hajj Group

Daffodil International University

5.3 Conclusion 58-59

Daffodil International University

Figure No. Figure Title Page No.

1 Model of 360 Degree Appraisal 36

3 Employee Performance Appraisal Process 47

Table No. Table Title Page No.

1 Typical Graphic Rating Scale 38

2 An Example of Behaviorally Anchored Rating Scale 39

3 Forced Choice Items 40

4 Marks and Basis of Rating of Nexus Hajj Group 51

5 Visitors Arrival by Purpose of Visit 2016 60

Daffodil International University

1. IMF: International Monetary Fund

Daffodil International University

Daffodil International University

1.1 Origin of the Study:

As a student of MBA, major in Human Resource Management, internship is an academic

1.2 Objectives of the Study:

1. To explain performance appraisal process of Nexus Hajj Group;

Daffodil International University

1.4 Limitations of the Study:

a) Some employees were not well informed about their duties.

1.5 Scope of the Study:

Daffodil International University

1.6 Sample Design:

1.7.1 Types of Data & Their Sources:

Daffodil International University

c) Appointment with the managers.

d) By interviewing customers of the customers.

f) Study of the relevant files as instructed by the manager concerned.

g) My diary (that contains experience in organization while undergoing practical

h) Last but not the least, my practical work experience as an employee.

b) Prior research report.

Daffodil International University

1.7.3 Techniques of Analysis:

A. Processing of Data: Processing of data includes four steps:

Daffodil International University

efforts at analyzing the experience of practical orientation related to productive activities of

Daffodil International University