AIRPORT AUTHORITY OF INDIA

AN INTRODUCTION
Airport Authority of India (AAI) is a statutory body incorporated by an act of
Parliament, and is a public sector Undertaking functioning under the Ministry of
Civil Aviation (MOCA). The core function of MOCA are formulation and
implementation of National Policies and programmer in the Civil Aviation
sector; Overall supervision of the PSU's/Authority subordinate offices under its
control which include, promoting air. Connectivity for passengers and cargo,
establishment of new Aerodromes, maintenance and up gradation of existing
Aerodromes, regulation of carriage of traffic by air, ensuring Civil Aviation in the
country. The MOCA is presently housed in Rajiv Gandhi Bhawan, Safdarjung
Airport, and New Delhi. The Hon'ble Minister of Civil Aviation heads this
Ministry who is assisted by the secretary (Civil Aviation). The Secretary (Civil
Aviation) is supported by four joint Secretaries.
The various PSU's under the Minister of Civil Aviation, in addition to AAI are;
Air India (AI), Indian Airlines (IA) and Pawan Hans Helicopter Ltd. The
attached/autonomous organisations under MOCA are Directorate General of
Civil Aviation (DGCA); Bureau of Civil Aviation Security (BCAS); Indira
Gandhi Rashtriya Udan Academy (IGRUA) & Commission of Railway Safety
(CRS).
Airport Authority of India (AAI) was constituted on 1 S~ April 1995 by merging
erstwhile National Airport Authority (N,AA), managing other Domestic Airports
& International Airports Authority of India (IAAI), then managing five International

Airports of Bombay, Delhi, Madras, Calcutta and Trivandrum. Headed by Chairman,

the Board of Airports Authority of India operates from the Corporate Hqrs. at Rajiv
Gandhi Bhawan, Safdarjung Airport, New Delhi operational Offices at Rangpuri,
Gurgaon Road, New Delhi. The integration of NAA & IAAI was aimed to derive
the synergy of merger and prepare a new organization to take up new upcoming
challenges and to successfully compete with private sector. Civil Aviation, world
over, has gone a sea change and the new organization is ready to meet challenges both
at national and international levels. The Tenth Five Year Plan has been prepared and
growth targets set for various economic parameter contributing to growth of Civil
Aviation are encouraging. Opportunities are many, and these need to be tapped to meet
the expectations of air travelers.
Customer satisfaction surveys conducted every year gives vital feedback about the
expectations of the travelling of the public and highlights the deficiencies in the system.
IGI Airport already has in place special facilities for the handicapped like separate
ramps, special toilets, escalators, special lifts, PCO's, premium car parking and even a
separate waiting area.
The manpower of AAI is over 22000 AAI, as on date, manages 124 Airport
spread throughout the country from Kargil in the North to Port Blair and
Thiruvananthapuram in the south; Agatti and Bhuj in the west to Teju and
Passighat in Arunachal Pradesh in the North East which include 11 international
airports, 83 domestic airport including Customs Airports and 128 Civil Enclaves at
Defence Airfields

STRUCTURE OF PERSONNEL DEPARTMENT

GM (P&A)

PM

PM

Asst. Mgr(P)

Recruitment IR & Confidential

&

Salary & Leave

Report

PM

Welfare

Asst. Mgr (OL)

Hindi/
Dispatch

Promotions

DEPARTMENT OF PERSONNEL
A PROFILE
RECRUITMENT

IR & CONFIDENTAL

LEAVE SECTION

SECTION

SECTION

Recruitment

Performance Appraisal

Maintenance of Leave

Process

Report

Records of AAI
Employees

Promotion

Quarterly Probation

Other Leave Related

Process

Report

Correspondence Like
Leave Encashment LTC
ETC.

Flexible Complimenting

Industrial Relation

Scheme
Dealing with

Housing Building

Apprentice Training

Advance

Handling of Court

Training Inside

Cases

Outside

INTERNATIONAL AIRPORTS
Mumbai, Delhi, Chennai, Kolkata Thiruvananthpuram, Bangalore, Goa,
(Civil Enclave), Hyderabad, Guwahati, Amritsar, Ahmedabad.
* CUSTOMS AIRPORTS (Where International traffic is handled)
Calicut, Coimbatore, Lucknow, Nagpur, Patna, Tiruchirapally, Varanasi and on
request Agra, Jaipur, Khajurao and Port Blair.
Constitution of the Authority:
An Act was made for the constitution of the AAI, that is called Airports Authority of
India Act, 1994
MOTIVES OF AIRPORTAUTHORITY OF INDIA
1. PASSENGER FACILITIES:
Improvement of passenger facilities is a continues process. AAI has to cater to very
demanding customer who in the make of globalization have the exposure to the
best of facilities are available at other international in the world over and the
Airlines operator. Who by virtue of their nature of operation are exposed to the best
of facilities and service available at other International Airports.
AN has been continuously striving to meet these challenges. Customer
satisfaction surveys conducted periodically by outside agencies has been a vital
source of feedback on the deficiencies of the system and also the expectation of the
traveling public. It has been our endeavor in AAI to address these issues on priority.
2. AIR NAVIGATION SERVICES:
In tune with global approach to modernization of Air Navigation infrastructure for
seamless navigation across state and regional boundaries, AAI has been going ahead
with its pleas for transition to satellite based communication, navigation surveillance
5

and Air Traffic management. A number of co-operation agreement and memoranda of

co-operation has been signed with U.S. Federal Aviation Administration, U.S.
Trade and Development agency, European union, air services Australia and the French
Government, co-operative project and studies initiated to gain from their experience.
Though these activities more and more executives of AAI are being exposed to the
latest technology, modern practices and procedures being adopted to improve the
overall performance of Airport and Air Navigation services.
Induction of latest state- of -the- Art equipment, both as replacement of old equipment
and also a new facilities to improve standard of safety at Airports and in the Air is a
continues process. Adoption of new and improved procedure go in hand with
induction of new equipment. Some of the major initiatives in this direction and
introduction of Reduced Vertical Separation Minima (RVSM) in Indian Airlines to
increase Airspace capacity and reduce congestion in the Air and implementation of
GPS and GEO Augmented Navigation GAGAN. Jointly with ISRO which when
operationalised would be one of the four such system in the world.
3. SECURITY:
The continuing security environment has brought into focus the need for
strengthening security of vital installation. There was thus an urgent need to revamp
the security at airport not only to thwart any misadventure but also to restore
confidence of the traveling public in the security of air travel as a whole, which was
shaken after the 9/11 tragedy. With this in view, a number of steps were taken
including induction of CISF for airport security, CCTV surveillance system at
sensitive Airport s, latest and state-of-the-Art X-Ray baggage inspection system.
Perimeter security and surveillance systems, smart card for access control to
vital installation at Airports are also being considered for introduction to
supplement efforts of security personnel at sensitive airport.

4. AERODROME FACILITIES:
In Airports Authority of India, the basic approach to planning of airport facilities has
been to create capacity to ahead of demand. In our efforts towards implementation of
this strategy, a number of projects for extension and strengthening of runway,
taxi track and aprons at different Airports has been taken up. Extension of runway
to 7500 feet to support operation of Airbus-320/ Boeing 737-800 category of aircraft
at all airport where Jet Aircrafts currently operate has been taken up. Among the major
project currently in progress completed during the last year include new terminal
building at Bhuj, Kangra and Pathankot, Ahmedabad, Porbandar construction of
canopies, extension of terminal building at Bangalore, Caticut, Ahmedabad extension
and strengthening of runway at Agartala, Varanasi and Jaipur.
5. SAFETY:
In tune with global approach to Air Navigation Services, AAI has been
progressing with its plans for transition to satellite-based communication,
Navigation, surveillance and Air Traffic management. To gain from International
experience of other countries who are in the forefront of development of new
systems, a number of co-operation agreement, memoranda of co-operation have been
signed with US Federal Aviation Administration, U.S. Trade and Development
Agency and European Union and co-operative project has been initiated. Though
these activities more and more executives of AAI are being exposed to the latest
technology under development, modern practices and procedure being adopted to
improve the overall performance of airports. Induction of latest State-of-the-Art
equipment, both as replacement of older equipment as also new facilities to improve
standards of safety at Airport and in the Air is a continues process. Replacement
of old crash fire tenders, Instrument landing system equipment and provision
monopoles secondary surveillance radar as a new facility are some of major
undertaken this year.

FUNCTIONS OF THE AUTHORITY

(1)

It shall be the function of the Authority to manage the airports, the civil

enclaves and the aeronautical communication stations efficiently.

(2)

It shall be duty of the Authority to provide air traffic service and air
transport service at any airport and civil enclaves.

(3)

Without prejudice to the generality of the provisions contained in sub

sections (1) and (2), the Authority may
(a) Plan, develop, construct and maintain runways, taxiways, aprons and

terminals and ancillary buildings at the airports and civil enclaves;

(b) Plan, procure, install and maintain navigational aids, communication
equipment, beacons and ground aids at the airports and at such locations as
may be considered necessary for safe navigation and operation of
Aircrafts;
(C) Provide air safety services and search and rescue, facilities in co
ordination with other agencies;
(d) Establish schools or institutions or centers for the training of its officers
and employees in regard to any matter connected with the purposes of
The Airports Authority Of India Act, 1994;
(e) Construct residential buildings for its employees;
(f) Establish and maintain hotels, restaurants and restaurants and
Restrooms at or near the airports;
(g) Establish warehouses and cargo complexes at the airports for the
storage or processing of goods;
(h) Arrange for postal, money exchange, insurance and telephone facilities for
the use of passengers and other persons at the airports and civil
enclaves;
(i)

Make appropriate arrangements for watch and ward at the airports and
8

civil enclaves;
(j)

Regulate and control the plying of vehicles the entry and exit of
passengers & visitors, in the airports and civil enclaves with due regard
to the security and protocol functions of the Government of India;

(k)

Develop and provide consultancy, construction or management services

and undertake operations in India and abroad in relation to airports, airnavigation services, ground aids and safety services or any facilities thereat;

(I) Establish and manage heliports and airstrips;

(m) Provide such transport facility as are, in the opinion of the Authority,
necessary to the passengers traveling by air;
(n) Form one or more companies under the Companies Act, 1956 or under any
other law relating to companies to further the efficient discharge of the
functions imposed on it by this Act;
(o) Take all such steps as may be necessary or convenient for, or may be
incidental to, the exercise of any power or the discharge of any function
conferred or imposed on it by this Act;
(p) Perform any other function considered necessary or desirable by the
Central Government for ensuring the safe and efficient operation of
aircraft to, from and across the air space of India;
(q) Establish training institutes and workshops;
(r) Any other activity at the airports and the civil enclaves in the best
commercial interests of the Authority including cargo handling, setting
up of joint ventures for the discharge of any function assigned to the
Authority.
(4)

In the discharge of its functions under this section, the Authority shall have due
regard to the development of air transport service and to the efficiency,
economy and safety of such service.
9

INTRODUCTION 0F THE TOPIC

PERFORMANCE APPRAISAL
Human Resources Management rests on the basic premise that recruitment would
ensure have the right man on the right job at the right time. It further takes care of the
growth of development of the existing employees, so as to prepare them of jobs
involving their responsibilities. In this sense the development function logically
follows and supplements the staffing function.
The first step in development is personnel rating or, what is commonly know as
"Performance Appraisal". Systematic performance appraisal is practiced by many
organizations as mean of helping assessors in evaluating the work of their
subordinates. These appraisal are used frequently as the basis for selecting candidates
for promotion to higher jobs and for granting merit increasing in salaries. They
also serve as check on the success of recruitment, selection,
placement and procedure.
Another frequently practiced method of Appraisal is the informal Performance
Appraisals take place when a supervisor comments, "I think A is better than B". One
difficulty of this kind of appraisal is that without systematic information,
regularly gathered and periodically reviewed, it is hard for the supervisor to be fair
with the employee. There is no logical or structured format and this leads to
uncertainty in the minds of the employees.

Frequently, there are charges of favoritism and unfair evaluation, causing frustration
and loss of interest in the employees. There is a great degree of unhappiness all
around with performance appraisal. Rarely does one come across managers who are
10

happy with the appraisal system in their organizations, when such a great degree of
unhappiness exists about them, why should we continue to have them. But managers
find it difficult to do with them because in the absence of an appraisal mechanism
howsoever weak it may be, it is difficult to get work out of people. It is a good
mechanism to control people.

Formal appraisals are required to reduce the element of favoritism and "Snap
judgment", in personnel rating. But performance Appraisal is not a substitute for
objective records of output, quality piece-work or incentive-earnings and other
concrete data that indicate relative employee performance. It must be
understood that even this system of appraisal does leave some scope for individual
bias as it is in effect one individual rating another. However, when this based on pooled
judgments periodically rendered by superiors when comparing one employee with
another in the same work group or being rated against specified standards of
performance for such factors as "Supervision required", "Job knowledge", quality of
wok, quantity of work, adaptability etc., these results are certainly better than the
individual judgments and hasty decisions that might otherwise be taken.
DEFINITION
Performance Appraisal is a systematic, periodic and so far as humanly possible, an
impartial rating of an employee's excellence in matters pertaining to his present job and
to his potentialities for a better job. In other words, it is the normal process of
evaluating some or all the individuals who are responsible for the success or failure
of any venture that an organization may undertake.
According to Ronald Benjamin, a "Performance appraisal determines who shall
receive merit increases; counsels employees on their improvement; determines
11

training need; determines profitability; identifies those who should be transferred.

Moreover, it improves employee job performance, encourages employees to
express their views or to seek clarification on job duties; broadens their outlook,
capacity and potential; promotes a more effective utilization of manpower and
improves placement; facilitates selection, reward and promotion of the best qualified
employees; prevents grievances and increases the analytical abilities of supervisors.
According to Cummins, "the overall objective of performance appraisal is to improve
the efficiency of an enterprise by attempting to mobilize the best possible efforts from
individuals employed in it. Such appraisals achieve four objectives including the
salary reviews, the development and training of individuals, planning job rotation and
assistances promotions,".
There is no denying the fact that in any organization, the most valuable asset is its
employees and performance appraisal evaluates an individual with repeat to his
development. In the modern era of scientific management, performance appraisal
has been gaining significant importance and any organization worth its name uses
one form or the other of performance appraisal to gauge the proficiency of its
employees.
Performance appraisal in also known as
Merit rating
Behavioral assessment
Progress report
Efficiency rating
Employee rating
Service rating
Performance rating
12

 Experience rating
However, the term "Performance Appraisal" or "Evaluation" is most widely used.

APPRAISAL POLICIES

To administer effective performance Appraisal system, the following policy decisions

are required to be made:
1.

Frequency and Timing of appraisal

2.

Responsibility of appraisal

3.

The relevance of appraisals to HRD

1.FREQUENCY AND TIMING OF APPRAISAL

Frequency of appraisals is partly a function of the specific appraisal program planned.
The normal interval between formal appraisals is one year. A greater time span
encourages further postponement of action by dilatory
managers/supervisors and lessons its importance in dyes of the employees.
A six month interval between appraisals eliminates the main objectives of a longer
period but has the drawback of added responsibilities for managers and supervisors.
It takes more time and costs more money. It may encourage managers to treat the
procedure mechanically and to resent the task of appraising. In some organizations a
six month period is adopted for the first two or three years of a plan, after which the
time span may be extended.
It is important the managers understand that the formal appraisal mark only one in an
on-going continuous relationship. The appraisal itself does not build or destroy the
13

basic relationship but rather reflects this relationship in a structured form. Without a
periodic and systematic plan, however, performance appraisal becomes an exercise if
futility.
2.RESPONSIBILITY OF APPRAISAL
In order to make the performance appraisal system successful, it is very
important that the responsibility for completing the process be taken up by each and
every employee in so far as his or her individual cooperation is concerned. Though
the responsibility for getting the paper-work process completed lies with the Personnel
Deptt. the appraisal of an employee can only be done by the immediate superior. He is
the only person equipped to comment on the subordinates performance for the period
under review, his potential for growth, his carrier plan, his training needs and
other allied matters, as he is the only one continually observing and judging the
individual and his "performance related behavior.
Company policies must be such that recognize the fact that the one of the major
supervisory functions is the development of the employee and that the key
elements of such development is the Performance Appraisal Process.
3.RELEVANCE OF APPRAISALS TO HRD
A critical element of the successful Performance Appraisal System is the use to which
the results are put surprisingly, a large number of companies do not make full or
wise use of the information the appraisal system supplies. Numerous policy
considerations given such uses and there are numerous ways in which managers
may apply the results.
The common use of appraisal include:
14

1.

Career planning

2.

Rewarding & recognizing performance

3.

Further developing the present performance level of individuals.

4.

Estimating the potential of individuals for higher responsibilities.

5.

Making salary adjustments/increases

6.

An assistance in deciding reallocations

7.

Training programs

In the subsequent chapters, we shall outline the various Performance Appraisal

Systems and applications of appraisals in detail.
This project emphasizes on the "Performance Appraisal System", one of the major
tools in making a success of the concept of "Human Resource Management", Human
beings are a resource to an organization there is a fundamental truth in cliche that
"people are most important asset in organization". In every organization, however
resources are a pivotal variable without which the inanimate assets are worthless. Like
cash put into a saving account, human resources can respective and utilized
effectively to achieve the goals of an organization.
The study aims to understand how an organization can ensure that it has "the right
man on the right job at the right time" and capable of effectively and efficiently
completing those tasks that will aid an organization in achieving its overall objectives.
A proper appraisal system ensures that performance reward without being linked to
extraneous factors that are really not relevant to the individual's performance.
This project has a part, which deals with the concept of performance appraisal this
part is divided into three chapters:

15

The first chapter gives an introduction of performance appraisal system. It also elves
an answer to the questions, "What should done to administer effective performance
appraisal system? (Appraisal Policies)
Another pail consists of comprehensive selected bibliography, which I considered
during my study of this project.
Next part represents the Annexure, which contain the appraisal form of workers, staff
and officers.
Every part outlines the importance of Performance Appraisal it, an organization.
I take this opportunity to express my gratitude to the culture in "Airport Authority of
India", which became a source of inspiration and guidance
I would welcome the suggestions, comments and criticism by the readers to improve
my project report.

16

REVIEW OF LITERATURE
MEHARI MEKONNEN AKALU ( April 2002) We present the various views and
methods of measuring and controlling project performance, and factors affecting a
project. The review indicates that there is a shift in the type and understanding of
factors of project success or failure. However, the presence of various measurement
methods, in addition to diverse interest groups, makes performance decision-making
more complex and subjective. A holistic and uniform measurement approach is
suggested for both project appraisal and subsequent follow-ups.
DON (TISSA) U.A. GALAGEDERA (2003) This paper offers a review of
investment performance appraisal methods. The review starts with an exhaustive
coverage of various methods ranging from early measures of risk-adjusted return to
more recent methods including the rating given by ASSIRT, a financial services
organisation that assess managed investment in Australia. We then extend the
discussion to performance evaluations based on the concept of production frontier
estimation. Primarily, there are two competing theories of frontier estimation, known
as stochastic frontier estimation and data envelopment analysis (DEA). DEA enables
the inclusion of many factors in the analysis in addition to the usual return and risk
measures and therefore is widely used in empirical studies in finance. The DEA
methodology and its application in the finance sector are discussed in detail.
DEANNA GEDDES (2003)This study addresses demographic differences between
employees and their managers with regard to perceptions of performance appraisals,
in general, and negative feedback, in particular. A sample of non-supervisory
employees (n = 197) was surveyed from an organization whose members represent
over 120 nationalities. We hypothesized from status characteristics theory (Ridgeway,
1991; Ridgeway & Balkwell, 1997; Webster & Hysom, 1998) that employees would
react more favorably to performance evaluations from "high status" management
17

groups, including males, Whites, and native English-speakers. Results indicate this is
accurate regarding males and White managers.
MATTHISAM. ICK (2005) In this paper we investigate the risk return relationship
of Private Equity (PE) relative to Public Market Equity (PM) investments to assess
the adequateness of PEs return premium. We analyze cash flows of PE projects gross
of fees and any other externalities. Our analysis is based on simulated PM
investments, mimicking the cash flow patterns of the PE investments. The comparison
of alternative cash flow based performance measures reveals a substantial impact of
the reinvestment hypothesis. Prior to any risk adjustment, PE investments outperform
their PM counterparts with varying levels depending on the chosen benchmark (broad,
industry specific, local). Next we compare standard risk measures and find downside
deviation and shortfall to better describe the characteristics of not normally distributed
PE investment returns than standard deviation
NICOLAS P.B. BOLLEN (2007) Accurate appraisal of hedge fund performance
must recognize the freedom with which managers shift asset classes, strategies, and
leverage in response to changing market conditions and arbitrage opportunities. The
standard measure of performance is the abnormal return defined by a hedge fund's
exposure to risk factors. If exposures are assumed constant when, in fact, they vary
through time, estimated abnormal returns may be incorrect. We employ an optimal
changepoint regression that allows risk exposures to shift, and illustrate the impact on
performance appraisal using a sample of live and dead funds during the period
January 1994 through December 2004.
NEETI LOHANI (2007) The case study sets a base for the decision taken by the
senior manager (Marketing) Supreme Electricals regarding promoting one of his
junior officials. There are three people with varied skills and experience working

18

under the senior manager. He finally selects one. The question that rises is whether he
took the right decision.
JASMIJN C. BOL This paper presents a conceptual framework for analyzing the
role of subjectivity in compensation contracting. We start by examining how
introducing subjectivity can improve compensation contracting. Both theoretical and
empirical papers that model the benefits of subjectivity and that examine the weight
placed on subjective performance appraisal are examined. Subsequently, we discuss
the drawbacks of subjective performance appraisal.
VISWANATHA SANKARA RAMA SUBRAMANIAM

Ph.D Thesis of the

Author in Jamnalal Bajaj Institute of Management Studies, University of Bombay,

India. Year 1975. First Ph.D awarded in the Faculty of management by the University
of Bombay, after the inception of the Subject of Management. The Productivity of any
organisation is directly correlated to the Effectiveness of the Employee Performance
Appraisal System, subject to the Effectiveness of other Support Systems.

19

References
Paice, G., Lyone, M. (2001), Addressing the people puzzle, Financial Executive,
Morristown:

Sep

2001,Vol.17,

Iss.

6;

pg.

59,

pgs

The Work Foundation, (2002), Managing Best Practice No. 99: Recruitment and
Selection Case Study 5, pp 32-33, The Work Foundation, Birmingham
The Work Foundation, (2002), Managing Best Practice No. 99: Recruitment and
Selection Case Study 1, pp 24-25, The Work Foundation, Birmingham
The Work Foundation, (2003), Managing Best Practice No. 102: The psychological
contract

Case

Study

3,

pp

30-31, The Work

20

Foundation,

Birmingham

RESEARCH METHODOLOGY

1.Research design-

A research design sets up the frame work so as to plan for

observations to be made on a particular study. Moreover. It is a blue print for the

methodology to be adopted for analyzing the information & finding conclusions. It is the
arrangement of the conmodation for the collection & analysis of data in a manner that aim
combines relevance to research purpose with economy to procedure thus good design is the
characteristic of being flexible appropriate, efficient& economical.
Need for research design1

Research design is needed because it facilitates the smooth selling of the various
research operations.

For making research as efficient as possible yielding max information with min
expenditure of a effort & money.

It is necessary for advance planning of the method to be adopted for collecting the
relevant data & technique to be used.

Research design has a great bearing on the salability.

2.SAMPLE DESIGN:
Sample selection

sample selection is random in nature.

Sample size

sample size is 28

Sample Composition

managerial , technical and

clerical staff.

3. DATA COLLECTION METHODS :Primary sourcesprimary data is collected by means of self administrated structured
questionnaire. The questionnaire is attached multiple choice questions, lasting about 8-10
minutes. A copy of questionnaire is attached in the annexure interviews were conducted from
group a level. The interview follows a set procedure.

21

Secondary sources- the secondary data has been collected from various sources a such as
journals, books, annual report, notifications & various websites.

4 . DATA ANALYSIS :- We have used cross tabulation technique to

analyze significance of performance appraisal on each individual
parameter separately. The intensity of the feedback is measured on
percentage basis.

22

OBJECTIVE
EVALUATION OF PERFORMANCE APPRAISAL METHODS IN AIRPORT
AUTHORITY OF INDIA
Performance Appraisal attempts to evaluate an employee in terms of both performance
and potential on a number of specified qualities, its objectives are as follows:
To appraisal performance vis--vis set standards
To provide feedback on accomplishments/shortcomings
To motivate/encourage employees
To determine increments and provide a reliable index for promotions and
transfers to positions of greater responsibility.
To determine training/growth needs
To place people to do the right kind of jobs
In order to achieve these objectives, the appraisal form should include the
following lists of personal qualifications as being the most important qualities in
identifying an individual's potential not only for better performance of his present job
but also for his growth in the organization:
1. Health and physical stamina
2. Initiative
3. Executive ability (i.e. planning & organization)

4. Dependability
5. Ambition
23

6. Job Knowledge and ability

7. Judgment
8. Leadership
9. Dynamism
10.Ability to get along with colleagues
11.Stability
12. Effectiveness
13.Ability to clearly communicate-ideas, instructions and policies
14.Target achievement/KRA fulfillment

24

LIMITATIONS
1. Time factor.
2. Hesitation among the employees. 3.Sample restrictions.
3. Sample restrictions
4. As the performance appraisal is done on yearly basis, so therefore many of
them does not have a sufficient exposure to provide the judgments or
perception on performance appraisal.

25

ANALYSIS AND INTERPRETATION

RELEVANCE
FULLY
SATISFIED
EDUCATION

AVERAGE

LESS

DIS SATISFIED TOTAL

EDUCATION

SATISFIED
EDUCATION

EDUCATION

EDUCATION

Graduate

5 Graduate

3 Graduate

3 Graduate

Graduate

11

Technical

2 Technical

2 Technical

Technical

Technical

Post Graduate

5 Post Graduate

7 Post Graduate

Post Graduate

Post Graduate

12

EXPERIENCE

EXPERIENC

EXPERIENCE

EXPERIENCE

EXPERIENCE

E
Up to 3 yrs
3-8 yrs

4 Up to 3 yrs
3-8 yrs

> 10 yrs

8 > 10 yrs

JOB

JOB PROFILE

2 Up to 3 yrs

1 Up to 3 yrs

Up to 3 yrs

3 3-8 yrs

1 3-8 yrs

3-8 yrs

7 > 10 yrs

1 > 10 yrs

> 10 yrs

16

JOB PROFILE

JOB PROFILE

JOB
PROFILE

PROFIL
E
Technical

1 Technical

2 Technical

Clerical

7 Clerical

7 Clerical

Managerial

5 Managerial

3 Managerial

Technical
3 Clerical
Managerial

Technical

Clerical

17

Managerial

I RELEVANCE
More than 85% of the respondent found the PR relevant. It is found more relevant in
case of the employee with post graduate qualification & in the highest age group& it
has been more relevant among the employee at the managerial it clearly indicates it is
found relevant in case of matured employees with professional background.

26

I RELEVANCE
FULLY
SATISFIED
EDUCATION
Graduate
Technical
Post Graduate

EXPERIENCE

AVERAGE

LESS

DIS SATISFIED TOTAL

EDUCATION

SATISFIED
EDUCATION

EDUCATION

5 Graduate
2 Technical
5 Post Graduate

EXPERIENCE

3 Graduate
2 Technical
7 Post Graduate

3 Graduate
Technical
Post Graduate

EXPERIENCE

EXPERIENCE

EDUCATION
Graduate
Technical
Post Graduate

11
4
12

EXPERIENC
E

Up to 3 yrs
3-8 yrs
> 10 yrs

JOB

4 Up to 3 yrs
3-8 yrs
8 > 10 yrs

JOB PROFILE

2 Up to 3 yrs
3 3-8 yrs
7 > 10 yrs

1 Up to 3 yrs
1 3-8 yrs
1 > 10 yrs

JOB PROFILE

JOB PROFILE

Up to 3 yrs
3-8 yrs
> 10 yrs

7
4
16

JOB
PROFILE

PROFIL
E
Technical
Clerical
Managerial

1 Technical
7 Clerical
5 Managerial

2 Technical
7 Clerical
3 Managerial

Technical
3 Clerical
Managerial

Technical
Clerical
Managerial

I RELEVANCE

More than 85% of the respondent found the PR relevant. It is found more relevant in
case of the employee with post graduate qualification & in the highest age group& it
has been more relevant among the employee at the managerial it clearly indicates it is
found relevant in case of matured employees with professional background.

27

3
17
8

II OBJECTIVE
FULLY
SATISFIED
EDUCATION
Graduate
Technical
Post Graduate

EXPERIENCE

AVERAGE

LESS

DIS SATISFIED TOTAL

EDUCATION

SATISFIED
EDUCATION

EDUCATION

4 Graduate
Technical
4 Post Graduate

EXPERIENCE

6 Graduate
3 Technical
5 Post Graduate

2 Graduate
1 Technical
3 Post Graduate

EXPERIENCE

EXPERIENCE

EDUCATION
Graduate
Technical
Post Graduate

12
4
12

EXPERIENC
E

Up to 3 yrs
3-8 yrs
> 10 yrs

JOB

3 Up to 3 yrs
3-8 yrs
5 > 10 yrs

JOB PROFILE

5 Up to 3 yrs
1 3-8 yrs
8 > 10 yrs

Up to 3 yrs
2 3-8 yrs
4 > 10 yrs

JOB PROFILE

JOB PROFILE

Up to 3 yrs
3-8 yrs
> 10 yrs

8
3
17

JOB
PROFILE

PROFIL
E
Technical
Clerical
Managerial

Technical
6 Clerical
2 Managerial

2 Technical
9 Clerical
3 Managerial

1 Technical
5 Clerical
Managerial

Technical
Clerical
Managerial

II OBJECTIVE

Only 33% of the employee found PR & objective evaluation 50% of them found it is
on parameter Post Graduate have PR low on objective parameter. While among the
other educational qualification.

28

3
20
5

III COMPREHENSIVE

FULLY
SATISFIED
EDUCATION
Graduate
Technical
Post Graduate

5
2
6

EXPERIENCE

AVERAGE

LESS

DIS SATISFIED TOTAL

EDUCATION

SATISFIED
EDUCATION

EDUCATION

Graduate
Technical
Post Graduate

5 Graduate
2 Technical
3 Post Graduate

EXPERIENCE

EXPERIENCE

1 Graduate
Technical
1 Post Graduate

EXPERIENCE

EDUCATIO
Graduate
Technical
Post Graduate

EXPERIENC
E

Up to 3 yrs
3-8 yrs
> 10 yrs

1 Up to 3 yrs
2 3-8 yrs
10 > 10 yrs

JOB

3 Up to 3 yrs
4 3-8 yrs
3 > 10 yrs

JOB PROFILE

JOB PROFILE

1 Up to 3 yrs
3-8 yrs
1 > 10 yrs

JOB PROFILE

Up to 3 yrs
3-8 yrs
> 10 yrs

JOB
PROFILE

PROFIL
E
Technical
Clerical
Managerial

1
7
5

Technical
Clerical
Managerial

2 Technical
7 Clerical
1 Managerial

Technical
1 Clerical
1 Managerial

III COMPREHENSIVE

50 % Of the respondent found this exercise quite comprehensive while other 40% rate
it at average on comprehensive parameter. Almost all the graduate rate it very high
and average on comprehensive/ parameter. While only 75% of PGs rate PR avg. &
high on comprehensive parameter experienced people have found it more
comprehensive as compared to fresher. More than 85% of the employee in managerial
category are satisfied on comprehensiveness of PR technique. Whereas in the clerical
& technical cadre only approx 50% are satisfied with PR.

29

Technical
Clerical
Managerial

IV MOTIVATING
FULLY
SATISFIED
EDUCATION
Graduate
Technical
Post Graduate

7
3
7

EXPERIENCE
Up to 3 yrs
3-8 yrs
> 10 yrs

AVERAGE

LESS

DIS SATISFIED

TOTAL

EDUCATION

SATISFIED
EDUCATION

EDUCATION

EDUCATION

Graduate
Technical
Post Graduate

EXPERIENCE
3 Up to 3 yrs
2 3-8 yrs
12 > 10 yrs

JOB

JOB PROFILE

3 Graduate
1 Technical
1 Post Graduate

EXPERIENCE
2 Up to 3 yrs
3-8 yrs
3 > 10 yrs

2 Graduate
Technical
3 Post Graduate

EXPERIENCE
1 Up to 3 yrs
2 3-8 yrs
2 > 10 yrs

JOB PROFILE

Graduate
Technical
1 Post Graduate

12
4
12

EXPERIENCE
Up to 3 yrs
3-8 yrs
1 > 10 yrs

JOB PROFILE

6
4
18

JOB PROFILE

PROFIL
E
Technical
Clerical
Managerial

2 Technical
11 Clerical
4 Managerial

1 Technical
4 Clerical
Managerial

Technical
5 Clerical
Managerial

Technical
1 Clerical
Managerial

IV MOTIVATING

60% of the employee find PR quite motivating Only 50% of the staff within
experience of less than 5 years have found this exercise motivating & the
corresponding ratio in respect of veferans is 67%. Almost all employee in managerial
category find this motivating while the clerical & technical staff are not so excited
about it.

30

3
21
4

V IMPROVED PERFORMANCE
FULLY
SATISFIED
EDUCATION
Graduate
Technical
Post Graduate

EXPERIENCE

AVERAGE

LESS

EDUCATION

SATISFIED
EDUCATION

3 Graduate
1 Technical
3 Post Graduate

7
3
4

EXPERIENCE

DIS SATISFIED TOTAL

Graduate
Technical
Post Graduate

EDUCATION
2 Graduate
Technical
5 Post Graduate

EXPERIENCE

EXPERIENCE

EDUCATION
Graduate
Technical
Post Graduate

12
4
12

EXPERIENC
E

Up to 3 yrs
3-8 yrs
> 10 yrs

JOB

Up to 3 yrs
2 3-8 yrs
5 > 10 yrs

5
1
8

JOB PROFILE

Up to 3 yrs
3-8 yrs
> 10 yrs

1 Up to 3 yrs
2 3-8 yrs
4 > 10 yrs

JOB PROFILE

JOB PROFILE

Up to 3 yrs
3-8 yrs
> 10 yrs

6
5
17

JOB
PROFILE

PROFIL
E
Technical
Clerical
Managerial

Technical
4 Clerical
3 Managerial

3 Technical
11 Clerical
Managerial

Technical
5 Clerical
2 Managerial

Technical
Clerical
Managerial

V IMPROVED PERFORMANCE

Only 50% of the employee has found the rate of PR as average in improving their
performance. Only 25% of the employee irrespective of their educational qualification
has appreciated its role in PR. We have found the similar statistics acress the length
of experience, however a slightly higher percentage is seen in the managerial cader in
expressing their satisfaction of the a foreset parameter.

31

3
20
5

VI PROMOTION

FULLY
SATISFIED
EDUCATION
Graduate
Technical
Post Graduate

EXPERIENCE
Up to 3 yrs
3-8 yrs
> 10 yrs

JOB

AVERAGE

LESS

EDUCATION

SATISFIED
EDUCATION

3 Graduate
1 Technical
2 Post Graduate

4 Graduate
3 Technical
2 Post Graduate

EXPERIENCE
Up to 3 yrs
1 3-8 yrs
5 > 10 yrs

EXPERIENCE
2 Up to 3 yrs
3 3-8 yrs
4 > 10 yrs

JOB PROFILE

JOB PROFILE

DIS SATISFIED

TOTAL

EDUCATION
4 Graduate
Technical
3 Post Graduate

EDUCATIO
1 Graduate
Technical
5 Post Graduate

EXPERIENCE
2 Up to 3 yrs
3-8 yrs
5 > 10 yrs

EXPERIENC
2 Up to 3 yrs
3-8 yrs
4 > 10 yrs

JOB PROFILE

JOB PROFIL

PROFIL
E
Technical
Clerical
Managerial

Technical
4 Clerical
2 Managerial

3 Technical
6 Clerical
Managerial

Technical
5 Clerical
2 Managerial

Technical
5 Clerical
1 Managerial

II OBJECTIVE

There is a mixed view the role of PR towards employees promotion. In the education
among the graduates there is a mixed view on its significance in promotion while the
PGs are highly dissatisfied with its application in promotion opportunities. The
similar ratio has been observed in the other categories also it indicates that the
employee doest rate PR very high on its promotion output.

32

VII FREQUENCY
FULLY
SATISFIED
EDUCATION
Graduate
Technical
Post Graduate

5
3
5

EXPERIENCE
Up to 3 yrs
3-8 yrs
> 10 yrs

AVERAGE

LESS

EDUCATION

SATISFIED
EDUCATION

Graduate
Technical
Post Graduate

EXPERIENCE
1 Up to 3 yrs
2 3-8 yrs
11 > 10 yrs

JOB

JOB PROFILE

DIS SATISFIED

2 Graduate
1 Technical
5 Post Graduate

EXPERIENCE
3 Up to 3 yrs
1 3-8 yrs
4 > 10 yrs

EDUCATION
1 Graduate
Technical
1 Post Graduate

EDUCATION
3 Graduate
Technical
1 Post Graduate

EXPERIENCE
Up to 3 yrs
1 3-8 yrs
1 > 10 yrs

JOB PROFILE

TOTAL

12
4
12

EXPERIENCE
1 Up to 3 yrs
2 3-8 yrs
1 > 10 yrs

JOB PROFILE

5
6
17

JOB PROFILE

PROFIL
E
Technical
Clerical
Managerial

3 Technical
10 Clerical
1 Managerial

1 Technical
5 Clerical
2 Managerial

Technical
1 Clerical
1 Managerial

Technical
4 Clerical
Managerial

VII FREQUENCY
50% of the employee they are fully satisfied on frequency of PR procedure & other
30% finds it average 50% of the graduates are fully satisfied with the frequency while
20% have expressed their concern of frequency while among the PGs 80% found it
satisfied & remaining found it average more than 50% among the vaterens are
satisfied among the frequency while only 30% of the new comers are satisfied with
the frequency only 33% of the managerial have found itrs frequency adequate while
among the rest 50-75% of technical & clerical cadre have found its okay.
1.On the basis of job profile, how many people of the sample size are Satisfied,

Dissatisfied and fully satisfied satisfied with the performance appraisal method of
33

4
20
4

company?

FULLY
SATISFI
SR. NO

JOB PROFILE
1TECHNICAL
2CLERICAL
3MANAGERIAL

ED

AVERAGE LESS SATISFIED DIS SATISFIED

1
2
0
0
7
7
3
0
5
3
0
0

Interpretation
On the basis of above chart we may conclude that 46% of total respondents are fully
satisfied , 42% are average and remaining 10% are not satisfied.

2. On the basis of the Education, how many people of the sample size satisfied,
34

dissatisfied and fully satisfied with the performance appraisal method of

company?
EDUCATION
1GRADUATE
2TECHNICAL
3POST GRADUATE

No. of Respondent

SR. NO

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

5
3
3
0
2
2
0
0
5
7
0
0

8
7
6
5
4
3
2
1
0

GRADUATE
TECHNICAL
POST GRADUATE

FULLY
SATISFIED

AVERAGE

LESS
SATISFIED

Response

Interpretation :
From the above chart we may show that 42% of total respondent are fully satisfied, 42% are
average satisfied and remaining 10% less satisfied.3. On the basis of experience how many
people of sample size are satisfied, fully

35

3.On the basis of satisfied and not satisfied with the performance appraisal methods of
company?

Experience
1Up to 3 yrs
23-8 yrs
3> 10 yrs

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

4
2
1
0
0
3
1
0
8
7
1
0

9
8
7
6
5
4
3
2
1
0
DIS
SATISFIED

LESS
SATISFIED

AVERAGE

Up to 3 yrs
3-8 yrs
> 10 yrs
FULLY
SATISFIED

NO OF RESPONDENTS

SR. NO

RESPONSE

Interpretation
From the above chart we may conclude that 42% of total respondent are fully satisfied ,
42% are average satisfied and remaining 10% are not satisfied.

36

4. On the basis company objectives, what kind of responses are obtained through various
kind of people ?
1. On the basis of Education

Education
1Graduate
2Technical
3Post Graduate

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

4
6
2
0
0
3
1
0
4
5
3
0

7
6
5
4
3
2
1
0
AV
ER
AG
LE
E
SS
SA
TIS
FI
ED
D
IS
SA
TIS
FI
ED

IE
D

1 Graduate
2 Technical
3 Post Graduate

SA
TIS
F
FU
LL
Y

NO OF RESPONDENTS

SR. NO

RESPONSE

Interpretation
From the above chart we may conclude 28% of total respondent are fully satisfied, 46% are
average satisfied and remaining 28% are not satisfied.

37

2. On the basis of Experience

EXPERIENCE
1up to 3 yrs
23-8 yrs
3above 10 yrs

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

3
5
0
0
0
1
2
0
5
8
4
0

9
8
7
6
5
4
3
2
1
0
DIS
SATISFIED

LESS
SATISFIED

AVERAGE

up to 3 yrs
3-8 yrs
above 10 yrs
FULLY
SATISFIED

NO OF RESPONDENT

SR. NO

RESPONSE

Interpretation
From the above chart we may conclude that 28% of total respondent are fully satisfied
46% are average satisfied and remaining 26% are less satisfied.

38

3. On the basis of Job Profile

Job Profile
1Technical
2Clerical
3Managerial

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

1
2
0
0
7
7
1
3
5
1
1
0

8
7
6
5
4
3
2
1
0
DIS
SATISFIED

AVERAGE

LESS
SATISFIED

Technical
Clerical
Managerial
FULLY
SATISFIED

no. of respondents

SR. NO

Responses

Interpretation
From the above chart we may conclude that 46% of total respondents are fully
satisfied, 42% are average satisfied and remaining 12% are less satisfied.

39

5.

On the basis of Frequency, how many people of sample size are satisfied, fully
satisfied and not satisfied with the performance appraisal methods of company?

JOB PROFILE
1Technical
2Clerical
3Managerial

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

3
1
0
0
10
5
1
4
1
2
1
0

12
10
8
6
4
2
0
IE
D

IE
D
IS

SA
TIS
F

SA
TIS
F
S

LE
S

FU
LL
Y

AV
ER
AG
E

IE
D

Technical
Clerical
Managerial

SA
TIS
F

NO OF RESPONDENT

SR. NO

RESPONSE

Interpretation
From the above chart we may conclude that 48% of total respondents are fully
satisfied, 42% are average satisfied and remaining 10% are less satisfied.

40

6.

On the basis of Promotion, how many people of sample size are satisfied, fully
satisfied and not satisfied with the performance appraisal methods of company?

Experience
1Up to 3 yrs
23-8 yrs
3> 10 yrs

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

0
2
2
2
1
3
0
0
5
4
5
4

6
5
4
3
2
1
0
DIS
SATISFIED

LESS
SATISFIED

AVERAGE

Up to 3 yrs
3-8 yrs
u> 10 yrs
FULLY
SATISFIED

NO OF RESPONDENTS

SR. NO

RESPONSES

Interpretation
From the above chart we may conclude that 40% of total respondents are fully
satisfied, 30% are average satisfied and remaining 30% are less satisfied.

41

7.

On the basis of Improve Performance , how many people of sample size are satisfied,
fully satisfied and not satisfied with the performance appraisal methods of
company?

Education
1Graduate
2Technical
3Post Graduate

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

3
7
2
0
1
3
0
0
5
4
5
0

8
7
6
5
4
3
2
1
0
DIS
SATISFIED

LESS
SATISFIED

AVERAGE

Graduate
Technical
Post Graduate
FULLY
SATISFIED

NO OF RESPONDENTS

SR. NO

RESPONSES

Interpretation
From the above chart we may conclude that 45% of total respondents are fully
satisfied, 45% are average satisfied and remaining 10% are less satisfied.
42

8. On the basis of Motivating , how many people of sample size are satisfied,fully
satisfied and not satisfied with the performance appraisal methods of company?

Job Profile
1Technical
2Clerical
3Managerial

No. of Respondents

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

2
1
0
0
11
4
5
1
4
0
0
0

12
10
8
6
4
2
0

FU
LL
Y

SA
TIS
F

IE
D

Technical
Clerical
Managerial

AV
ER
AG
LE
E
SS
SA
TIS
FI
ED
D
IS
SA
TIS
FI
ED

SR. NO

Responses

Interpretation
From the above chart we may conclude that 50% of total respondents are fully
satisfied, 40% are average satisfied and remaining 10% are less satisfied.

43

9.

On the basis of Comprehensive , how many people of sample size are satisfied,fully
satisfied and not satisfied with the performance appraisal methods of company?

Experience
1Up to 3 yrs
23-8 yrs
3> 10 yrs

FULLY SATISFIED AVERAGE LESS SATISFIED DIS SATISFIED

1
3
1
0
2
4
0
0
10
3
1
3

12
10
8
6
4
2
0
DIS
SATISFIED

LESS
SATISFIED

AVERAGE

1 Up to 3 yrs
2 3-8 yrs
3 > 10 yrs
FULLY
SATISFIED

NO. OF RESPONDENTS

SR. NO

RESPONSE

Interpretation
From the above chart we may conclude that 40% of total respondents are fully
satisfied, 30% are average satisfied and remaining 30% are less satisfied.

44

FINDINGS AND CONCLUSIONS

1. They have adopted a common procedure of performance appraisal for
all the employees irrespective of their designation experience , job
profile , job nature etc.
2. The PR is done by an outsider panel after a particular time interval i.e
every year.
3. It therefore follows that the peers subordinates and the immediate
superiors are not considered during PR.
4. The variable or attribute on which an individual is rated is same for all
departments and for all employees which clearly indicates that PR
procedure is over simplified.
5. The employees are given the feedback on the pitfalls in their
performance that leads to demonstration and resentment among the
employees.
6. Despite the awareness on employees dissatisfaction once the PR
procedure the organisation has never taken the serious step to Overcome
it.

45

SUGGESTIONS
l.)To begin with AAI should set up their own hospitals in metropolitan cities
instead of allowing the employees to get treatment from open market.
2.) Work study should be carried out to identify the work load in concerned
department and on each employee on the basis of report suitable system should be
installed to minimize or stop the practice of 'over time.
3.)Non- monetary incentive program can be introduced like one hour short leave to
be allowed f0r those have perfect attendance all the ~{eek.
4.) For checking unauthorized absence of the people reporting on the duty can be
checked by introducing punch card on Swipe card system Advantage will be that
you can monitor the activities of employees in or outside of the organization .
5.)Authority should also include those people in the unauthorized absentee list
who report on duty in between without intimating to the immediate boss.
6.) Essence of 'pride and accomplishment should be inculcated among the
employees in regard to their in1porlalice to the Organization I
7.) The organization should treat alcoholism as an illness Joe us on the job
behavior caused by alcoholism and provide both medical and psychological help
for alcoholics.

46

Bibliography
References
Paice, G., Lyone, M. (2001), Addressing the people puzzle, Financial Executive,
Morristown:

Sep

2001,Vol.17,

Iss.

6;

pg.

59,

pgs

The Work Foundation, (2002), Managing Best Practice No. 99: Recruitment and
Selection Case Study 5, pp 32-33, The Work Foundation, Birmingham
The Work Foundation, (2002), Managing Best Practice No. 99: Recruitment and
Selection Case Study 1, pp 24-25, The Work Foundation, Birmingham
The Work Foundation, (2003), Managing Best Practice No. 102: The psychological
contract

Case

Study

3,

pp

30-31, The Work

Internet (various sites from google includes)

www.whizlabs.com/corporation
www.ci.yuma.az.us/recruitment
www.jobsite.co.uk
www.expresscomputeronline.com
www.hinduonnet.com
www.airtelworld.com

47

Foundation,

Birmingham