A PROJECT REPORT

ON
“A STUDY ON THE EFFECTIVENESS OF PERFOMANCE MANAGEMENT
SYSTEM IN AAI”

Submitted in partial fulfilment of the requirements for the award of the Degree of Masters
of Business Administration (MBA) under the University of Science and Technology,
Meghalaya.

SUBMITTED BY:
TINA KALITA
ROLL NO: - 2022/MBA/0078
MBA 3rd Semester

Under the guidance of

Organizational guide Instituitional guide
Mr. Anil Kumar Kalita Ms. Jyoti Hatiboruah
Asst. General Manager (HR) Assistant Professor
Airports Authority of India Dept. of Business
North-Eastern Region, Ghy-15 Administration

DEPARTMENT OF BUSINESS ADMINISTRATION

SCHOOL OF BUSINESS SCIENCE
UNIVERSITY OF SCIENCE AND TECHNOLOGY, MEGHALAYA , Techno –City,
9th mile, Killing Road, Baridua, Meghalaya--79310
 DECLARATION

I , TINA KALITA, a full-time Bonafede student of , Masters of Business

Administration (MBA), Batch- 2022-24 of Department of Business
Administration, University of Science and Technology, Meghalaya, hereby
certify that this summer internship training carried out by me at Airports
Authority of India and the report submitted in partial fulfilment of the
requirements of the programme is an original work of mine under the guidance
of the industry mentor Sh. Anil Kumar Kalita, AGM (HR), RHQ-NER and is not
based or reproduced from any existing work of any other person or any earlier
work undertaken at any other time or for any other purpose and has not been
submitted anywhere else at any time.

Date
Place: signature
 ACKNOWLEDGEMENT
Firstly, I would like to express my sincere gratitude to the Airports Authority of
India, Regional Headquarter, North-East Region, Guwahati, for giving me an
opportunity to undertake this training. I am using this opportunity to express my
gratitude to everyone who has supported me throughout the completion of the
project. I am thankful for aspiring guidance, invaluably constructive criticism and
friendly advice during the project work. I am grateful to the department of
Human Resource and Sh. Gian Batra sir, GM (HR), NER, for allowing me to do
this training from the department of Human resource.
I would like to express my heartfelt thanks to my organizational guide, Sh. Anil
Kumar Kalita, AGM (HR), RHQ-NER, Guwahati and Sh. Rajesh Das, Supervisor
(HR) for the guidance and encouragement.
I am very thankful to Ma’am Jyoti HatiBoruah (Institutional guide), Assistant
Professor of Department of Business Administration for her valuable guidance
in this endeavour. She has been a constant source of inspiration and I sincerely
thank her for her suggestions and help in preparing this project.
 PREFACE
This project report has been prepared in partial fulfilment of the requirement
for the subject of the summer internship programme on the topic “A Study on
the Performance Management system of Airports Authority of India and
employees’ perception towards it” in MBA 3rd semester in the academic year
2022-24.
For preparing the project report, I have completed my internship from Airports
Authority of India under Shri Anil Kumar Kalita Sir during the suggested duration
for the period of two months i.e., from 1st August to 30st September, 2023, to
enhance my knowledge. The blend of learning and knowledge acquired during
my summer internship in the organization is presented in this project report.
 EXECUTIVE SUMMARY

Title of the project: “A study on the Performance Management System

in Airports Authority of India and employees’ perception towards it”.

Name of the organization: Airports Authority of India.

Organization guide: Shri. Anil Kumar Kalita, AGM (HR) and Shri.
Rajesh Das, Supervisor (HR)
Duration of study: 2 months i.e., 3rd July to 31st August, 2023

Objectives of the project: -

 To study the employee’s perception towards performance
appraisal system in the organization.
 To study the impact of performance appraisal system in the
organization.
 To study about the process and methods of existing
Performance Management System.
 To study Performance review techniques; employee’s
performance; performance incentives and employee morale.

Types of data:
► Primary data: Data collected from employees; questionnaires.
► Secondary data: Secondary data collected from the organizational
documents, manual of the organization, www.aai.aero website and
different websites for information.

Location of the study: Airports Authority of India, Regional

Headquarters, Northeast Region, Guwahati-15
 CONTENTS

Chapter 1: Introduction

1.1 Performance Management System

Chapter 2: organizational profile

2.1 Organizational overview

2.2 Misson and Vision
2.3 Organizational Structure
2.4 Functions of AAI
2.5 Official language
2.6 Model Airport
2.7 North – Eastern Regional Headquarter, Ghy
2.8 Human Resource Department, RHQ-NER

CHAPTER 3: ABOUT SUBJECT

3.1 PMS IN AAI
3.2 Steps in PMS
3.3 PMS guidelines for Non-Executive
3.4 PMS guidelines for Executive
3.5 Officials involved in the PMS process
3.6 Reporting Channel table

CHAPTER 4: CONCLUSION
CHAPTER-1
INTRODUCTION
1.1: Performance Management System:

Performance Management is the process through which managers ensure that

employees activities and output contribute to organizational goals.
Performance Management may be defined as a planned and systematic
approach to managing the performance of individuals ensuring their personal
development and contribution towards organizational goals.
Performance Management System is a tool which is used to communicate the
organizational goal to employees individually. Allot individual accountability
towards that goal and tracking of the progress in the achievement of the goals
assigned and evaluating their individual performance.
According to Bagul (2014), Performance Management is a process which
ensures organization employees output contribution benefit to the company
mission achievement. The process including employees have to understand task
which they carry out, feedback from managers and discuss on expectations.
Employees performance management implementation is the basic principle to
achieve effective company operation as company shall retain and develop
talented or potential employees (Mustafa, 2013). Furthermore, employees’
individual objective shall align with the department plan and company vision
(Kumari, 2017).
In the PMS, employers have to develop a comprehensive job description to be
use in the recruitment and selection processes. Employer need to identify the
selection criteria for a particular position and job role to ensure that the
candidate is potential to be fill up the position. An employee has to know the
accomplishment- based performance standards and ways of measurement by
the employer. Employer shall provide on-going training and coaching to helps
employees effectively carry out task and perform well. Communication is
important to make Performance Management System effective and efficient.
Employer shall communicate with employee on the performance developing
planning semi-annually or yearly, including promotional and career
development opportunities (Sherman, 2014).

By implementing PMS, it helps to establish the consistency on selection of

employees on career plan development decision, e.g., job promotion, job
rotation, etc. If employees are highly motivated, they are encouraged to
improve performance in order to obtain company reward. PMS should improve
the employee retention in a company as employees who being motivated are
likely to be more loyal. Furthermore, employee morale will improve, more
enjoyment in job, job satisfaction improved, output increased, and overtime
work will be reduced (Mid Atlantic Employers’ Association, 2015). An effective
Performance Management System implementation will bring benefits to the
company and employees (Bulawa, 2011).
 CHAPTER-2
ORGANIZATIONAL PROFILE
Airports Authority of India (AAI):
Airports Authority of India (AAI) was constituted by an act of Parliament and
came into being on 1st April, 1995 by merging erstwhile National Airports
Authority and International Airports Authority of India. The merger brought into
existence a single organization entrusted with the responsibility of creating,
upgrading maintaining and managing civil aviation infrastructure both on the
ground and air space in the country.

AAI plays a crucial role in the growth and development of the aviation sector in
India. It manages a network of more than 130 airports, including international,
domestic, and regional airports. These airports serve as vital gateway for both
passenger and cargo traffic, facilitating connectivity across the country and
promoting economic development.

The AAI provides Air Traffic Management Services (ATMS) over the entire Indian
airspace and adjoining oceanic areas with ground installations at all airports and
25 other locations to ensure the safety of Aircraft operations.

AAI covers all major air routes over Indian landmass via 29 Radar installations at
11 locations along with 700 VOR/DVOR installations co-located with Distance
Measuring Equipment (DME). 52 runways are provided with Instrument Landing
System (ILS) installations with Night Landing Facilities at most of these airports
and an Automatic Message Switching System at 15 Airports.

AAI Board consists of a chairman and five whole time members which are
appointed by the Central Government. Director General of Civil Aviation is an
ex-officio member of AAI Board. Apart from this, AAI Board also has part-time
members. AAI is divided into five administration regions, each headed by a
Regional Executive Director (RED). AAI having its corporate headquarters at
Rajiv Gandhi Bhawan, New Delhi is operating from its five Regional
Headquarters namely-
1. Eastern Regional Headquarter at Kolkata, West Bengal
2. Western Regional Headquarter at Mumbai, Maharashtra
3. Northern Regional Headquarter at Delhi, NCR
4. Southern Regional Headquarter at Chennai, Tamil Nadu
5. North-Eastern Regional Headquarter at Guwahati, Assam

AAI has five training establishments, including three ATS training organizations
(ATSTO) viz.
1. The Civil Aviation Training College (CATC) at Prayagraj, Uttar Pradesh.
2. Hyderabad Training Centre (HTC) at Hyderabad, Telangana
3. National Institution of Aviation Training and Management (NIATAM) at
Gondia, Maharashtra
4. Indian Aviation Academy [National Institute of Aviation Management and
Research (NIAMR)] at Delhi [a joint venture of Airports Authority of India,
Directorate general of Civil Aviation (India) and Bureau of Civil Aviation Security,
Govt. of India]
5. Fire Training Centres (FTC) at Delhi & Kolkata

Fig 1.1 Central Headquarter at New Delhi (Source: Google)

MISSION:

“TO BE THE FOUNDATION of an enduring Indian aviation network,

providing high quality, safe and customer-oriented airport and air
navigation services, thereby acting as a catalyst for economic growth in
the areas we serve.”

VISION (TILL 2026):

To be the pre-eminent Air Navigation Service provider with Global

Recognition.  To adopt state of art technology to drive safe navigation in
the Indian airspace.  To maintain highest standards of excellence in
providing modern, sustainable and robust airport infrastructure.  To have
and effective organization quipped to face the emerging challenges from
the exponential air traffic growth.  To focus on profitable operations at
major airports through continuing efforts on cost reduction and enhancing
no-aeronautical revenue.
Organizational Structure of AAI:
Functions of AAI:
The Airport Authority of India (AAI) carries out several key functions to
ensure the efficient and safe operation of airports and the development
of civil aviation infrastructure in India.
Some of the main functions of AAI are as follows:

 Airport Development and Management: AAI is

responsible for developing, maintaining, and managing
airports across the country. This includes planning,
designing, construction, and operation of airport facilities to
ensure smooth and efficient air travel.
 Air Traffic Management (ATM): AAI provides Air traffic
Management services over Indian Territory airspace and
adjacent marine areas. This involves managing and
controlling air traffic, ensuring safe take off, landing and
movement of aircraft within Indian airspace.
 Safety and Security: AAI prioritize safety and security
measures at airports. This includes implementing safety
protocols, conducting regular inspections, and ensuring
compliance with international aviation standards to
maintain a secure environment for passenger and aircraft
operations.
 Airside operations: AAI manages airside operations,
including aircraft movement, ground handling services,
runway maintenance, taxiway operations, apron
management, and fuelling services, to facilitate smooth
operations at airports.
 Terminal Management: AAI overseas terminal operations,
including passenger facilitation, baggage handling, check-
in processes, security screening, and airport facilities
management, to provide a seamless and comfortable
experience for travellers.
 Infrastructure Development: AAI undertakes the
development and modernization of airport infrastructure
including railways, taxiways, aprons, terminals, navigational
 aids, and communication systems, to enhance the capacity
and efficiency of airports.
 Regional Connectivity: AAI plays a vital role in promoting
regional connectivity by developing and upgrading airports
in underserved and remote areas, thereby facilitating air
travel and contributing to regional economic growth.
 International Cooperation: AAI collaborates with
international aviation bodies, organizations, and foreign
counterparts to ensure adherence to global aviation
standards, exchange best practices, and foster cooperation
in areas such as air navigation services and airport
management.
 List of all Airports Managed by Airports
Authority of India:

INTERNATIONAL AIRPORTS
1. AAI (Including Delhi, Mumbai, and Nagpur) 21

2. AAI CIVIL ENCLAVES 3

3. JV/STATE 5

TOTAL INTERNATIONAL AIRPORTS 29

DOMESTIC AIRPORTS
1. AAI OPERATIONAL 55
2. AAI CIVIL ENCLAVES OPERATIONAL 20
3. AAI NON-OPERATIONAL 25
4. AAI CIVIL ENCLAVES NON-OPERATIONAL 3
5. JV/STATE/PRIVATE OPERATIONAL 11
TOTAL DOMESTICAIRPORTS 114

CUSTOM AIRPORTS
1. AAI 6
2. AAI CIVIL ENCLAVES 4
CUSTOMS AIRPORTS 10

TOTAL AIRPORTS (AAI & JV/STATE/PVT) INTL+DOM 153

OFFICIAL LANGUAGE:

Progressive use of Hindi for effective implementation of official

languages act and rule is constantly encouraged. AAI has begged a
number of prises for successful implementation of the Rabhasa.

Model Airport:

AAI has identified 12 Domestic Airports which are being developed as

Model Airports based on the importance of the city, traffic/tourist potential
and coverage of all the region in the country.

The runways at these airports are designed to cater to A-320 operations

with standard approach and leading aids, modern communication and
navigational facilities. The terminal buildings offer excellent facilitation
keeping in view the ecology and local environment. The modern airports
are Jaipur, Lucknow, Vadodara, Calicut, Coimbatore, Patna,
Bhubaneswar, Guwahati, Hyderabad and Imphal. Apart from this, AAI is
developing some of the cardinal airports which generate tourist. This
includes Goa, Bangalore, Varanasi and Agra.
NORTH-EASTERN REGIONAL HEADQUARTER, GHY:

RHQ-NER servers as a prominent section in the Airports Authority of

India, RHQ-NER manages 22 airports in seven states of N.E. Region and
two in the state of West Bengal. Out of these airports 12 are operational
and rest are non-operational.

In the above-mentioned airports, the RHQ-NER ensures the functioning

of the following activities:

1. Upkeep, maintenance and management of the airport, terminal

buildings within the region.

2. Proving and maintain various passenger facilities at the airport.

3. Ensure safe and security of passengers and aircraft at airports.

4. Ensure safety and expeditious provisions of air traffic at airports.

5. Ensure provision of communication and navigation services and

their maintenance.

6. Ensure provision of safety and rescue services and maintenance of

vehicles at the airport’s region.

7. Effective monitoring of the ongoing projects at various stations for

timely completion and suggests new proposals/schemes for airport
improvements.

8. Financial management to achieve the corporate mission by

monitoring resources and expenditure.

9. Enhancement of revenue and reduction in expenditure

10.Land management in and around the airports prevents

encroachment and achieves non-traffic revenue by judicious land use.

11.We are maintaining coordination with outside agencies, like state

governments, central governments, etc.
 12. Human resources development planning, like recruitment, training,
promotion, etc.

13. Provide welfare measures for staff and ensures implementation.

14. Implementation of aviation safety parameters and ensures

compliance

15. Industrial relations.

16. General overall vigilance.

The Regional Executive Director, North-Eastern Region

RED-NER managers above functions at 22 airports in
seven states of N.E. Region and two in the state of West
Bengal. Out of these, 12 are operational and rest 10 are
non-operational.

OPERATIONAL AIRPORTS NON-OPERATIONAL AIRPORTS

1. GUWAHATI 1. KAMAPUR

2. LENGPUI 2. KHOWAI

3. BARAPANI 3. KAILASHAHAR

4. SILCHAR

5. AGARTALA

6. IMPHAL

7. DIMAPUR

8. JORHAT

9. DIBRUGARH

10. TEZPUR

11. TEZU

12. LILABARI

13. RUPSI

14. HOLONGI
AIRPORTS UNDER—NORTH EASTERN REGION:

Domestic Operational Airports

Agartala

Dibrugarh

Dimapur

Imphal

Lilabari

Shillong

International Civil Enclave-

Daporijo

Lengpui

Zero

Domestic Operational Civil Enclaves-

Jorhat

Silchar

Tezpur

Hollongi

Domestic Non- Operational Airports-

Kailashahar

Kamalpur
Khowai

Pasighat

Rupsi

Tezu
 Department- wise Manpower in the North- East
Region:

DEPARTMENT A B B(NE) C D GRAND

TOTAL
Airport System 1 - - - - 1
Architecture 1 - - - - 1
ATM 103 79 - - 8 190
Canteen - - - - 6 6
Cargo 1 1 - - - 2
Civil 50 11 2 1 11 75
Communication 116 50 2 2 10 180
Commercial 4 2 - - - 6
Electrical 44 11 - 1 21 77
Finance 27 7 1 8 - 43
Fire Services 17 18 49 86 - 170
HRM 20 13 33 23 29 118

Law 2 - - 1 - 3
Official Language 1 1 1 3 - 6
Operation 1 20 - 1 - 22
Security 6 - - - - 6
Steno 0 - 4 1 - 8
MM/Stores 1 1 1 - 1 4
Technical 2 5 20 20 3 50
Land management 1 - - - - 1
Terminal 1 1 2 1 15 20
management
Corporate 1 - - - - 1
Communication
Information 2 - - - - 2
Technology

GRAND TOTAL 402 223 115 148 104 992

 HR Department, RHQ-NER:

The area of training during my internship program is Human Resource

Management in Airports Authority of India, RHQ-NER
HR Departmental Hierarchy chart of RHQ-NER:

GENERAL MANAGER

JOINT GENERAL MANAGER

DEPUTY GENERAL MANAGER

ASSISTANT GENERAL MANAGER

SEMIOR MANAGER

MANAGER

ASSISTANT MANAGER

SENIOR SUPERINTENDENT

SUPERVISOR

SENIOR ASSISTANT
Roles and Responsibilities :-

The HR Department has the following roles and responsibilities :

 Recruitment related works

 Engagement of Contractual related works
 Seniority/DPC & Promotion related works
 Pension related works
 Hospital related works
 Hotel related works
 Transfer related works
 Disciplinary related works
 PMS related works
 Official Event Related Works
 Apprentice & Training related works
 Loans & Advances related works
 Establishment related works

Different Sections in HR Department, RHQ-NER:

 Recruitment
 Establishment & Dispatch
 MIS
 DPC
 Disciplinary & Contract
 SAP
 PMS
 RTI
 IR
 Terminal Benefit Cell
 Pension Loan and Advances
 Tour & Training Cell
 Apprentice / KY
 SWOT ANALYSIS OF AAI:
STRENGHT
 Highly Profitable
 Widespread Land Holdings
 Experienced Workforce
 Safety & Speed
 Recording every Step
 Radar Safety each & every place
OPPORTUNITIES
 Growth in tourism industry
 Disaster relief and medical
evacuation
 Expansion
 There is a vast potential to
develop India as an MRO hub
since the second-highest cost
component or Indian Airline
Companies after fuel is
maintenance.
 Leverage on improved technology
 If the AAI focuses on five
priorities: NCAP, RCS, AAICLAS,
UAH & MRO that will enhance its
reputation and position on global
platform.
 Increasing the cargo business
 International opportunities for
consulting and other services
marketing initiatives to improve
engagement with customers.
WEEKNESS
 High Cost of Operation
 Low share of non-aeronautical
revenue
 Foreign dependency on technology
 High cancellation rates
 High competition
 Being a highly capital-intensive
industry, the airport industry takes a
much longer term to recover the
higher cost of capital which impacts
airport lease terms.
THREAT
 Global terrorism risk centre
 Congestion of air risk
 Weather
 The substantial challenge in
expanding ground infrastructure and
Air navigation Services
 Competition from other Airport
developers and operators
 Regulatory hurdles
 CHAPTER-3
ABOUT THE SUBJECT
3.1 Performance Management System in AAI:
Performance Management is the process though which managers ensure
that employees activities and output contribute to organizational goals.
Performance Management is a tool that helps the manager to manage
their resources and eventfully result in the success of the organization.
Performance Management system is very broader and complicated
function of HR. It includes activities such as joint goal settings, frequent
communications, continuous progress review, feedback of the
performance and rewarding the achievements.

 PMS has been now made as online procedure for appraising the
performance of the appraisee (employee concerned) starting from
the financial year i.e. 2016-17.
 It was first introduced for the executives belonging to grade E-8 and
above in 2016-17. Since, 2017-18 all Executives (i.e. E-1 to E-8 and
above) are required to fill up their PAR through online.
 Now, from the financial year 2020-21 all Non- Executives also (i.e.
NE-1 to NE-10) are required to fill up their performance appraisal
form instead of PAR, through online procedure.

OBJECTIVE:
The primary objectives of the PMS are:
 To set goals and targets of work performance as well as to
monitor work progress of employees.
 To facilitate placements of employees in accordance with
their suitability for different assignments.
 To provide objective basis for determination of
merit/efficiencies.

EVALUATION:
The performance Management System seeks to evaluate:
 An individual’s performance and current competency level.
 The readiness/ potential of the individual to accept higher
responsibilities.
 The behavioural attributes, attributes and abilities.
SCORES:

SCORE (OUT OF 100) RATING

Above 90 Outstanding

Above 70 to 90 Very good

Above 50 to 60 Good

Above 30 to 50 Average

30 and below Poor

ROLE OF PMS CELL:

On receipt of relationship data through mail from stations, channel of
Reporting (Relationship data) to be defined by PMS cell at the start of the
year indicating the following:
i. Appraiser/ Reporting Officer
ii. Reviewing Officer.
iii. Counter Signature Authority.
After that the correction of reporting channel of PMS form is done by PMS
admin -- RHQ-NER.

Availability of Forms:
Black PMS forms in respect of Non executives working under the
concerned HOD/reporting Officer shall be supplied by the Department of
Human Resource Management at Hqrs/RHQ/Airports. In case, the black
forms are not received by the Reporting Officer. He shall obtain the same
from the Department of HR at Hqrs/RHQ/Metro Airports as the case may
be.
PERFORMANCE ASSESMENT YEAR:
Performance Assessment year commences from 1st April of each year and
continues until 31st March for the following year.

ROLE OF PMS CELL:

On receipt of relationship data through mail from stations, channel of
Reporting (Relationship data) to be defined by PMS cell at the start of the
year indicating the following:
i. Appraiser/ Reporting Officer
ii. Reviewing Officer.
iii. Counter Signature Authority.
After that the correction of reporting channel of PMS form is done by PMS
admin -- RHQ-NER.

3.2 STEPS IN PMS:

a) Performance planning:
 Defining expectations that is the work to be done/the
results/targets to be achieved. The goals/targets/
objectives shall be SMART (specific, measurable,
agreed, realistic and time bound), and the results
should be measurable.
 Setting measures and targets, determining priorities
and weightages of results to be achieved after due
discussion between appraisee and reporting officer.

b) Annual Assessment:
The Annual Assessment shall initially be made by the
Reporting Officer and shall involve.

►Assessment of key performance area (KPA):

  The annual assessment shall measure the actual
achievement of the appraise each KPA identified
 The marks obtained under each KPA constituent
shall add up to the total score for a KPA index. These
scores can be written down in the summary table
under the head “Key Performance Areas (KPA)-
Annual Assessment” by the reporting officer.
 The total marks for this section shall be calculated as
per the formula provided in the KPA based
Performance Appraisal System form.

c) Moderation:
The designated authority/Nodal Officer for moderation/normalization
shall ensure that by and large in totality, the final grading of PAR’s of the
non-executive of various disciplines are placed in different grades as
indicated below
OUTSTANDING 15%
AVERAGE 75%
VERY GOOD 75%
GOOD 75%
POOR 10%

◘ Outstanding will be supported by factual examples

◘ Average and poor must be supported by copies of Memo/written
warning etc.

d) Feedback and Counselling:

After the process of normalization of scores is complete, the normalization
committee/Nodal officer shall hand over forms to the HR department. The
HR department shall after consolidation of scores, prepare a summary
sheet of scores indicating relative ranking of the officials under each
reporting officer and forward the same to the concerned reporting officer.
The concerned reporting officer shall then communicate his feedback to
each appraise working under him/her.
Considering that performance feedback is a delicate matter, the reporting
officer shall create suitable condition for providing performance feedback
in the most effective manner.
Counselling shall be aimed at sorting out the issues which determines
in the performance of the appraisee. The reporting officer shall encourage
individuals to plan for their own self development.

e) Training and Development plan:

KPA based Performance appraisal system is aimed at identifying and
recording the development needs of the appraisee in the individuals
development plan. The ratings obtained in the functional and supervisory
competencies provide the basis for identifying the training and
development needs of the appraisee.

3.3 PMS GUIDELINES FOR NON- EXECUTIVE:

Steps for filling PMS for NE-1 to NE-3 employees:
● The PMS document receives on the portal of Reporting Officer.
● Reporting Officer when opens the form there is provision of
correcting the relationship data of it is showing wrong. The RO selects the
option “yes it need correction” and have to select the Radio button
“Relationship correction needed”.
● If the reporting details are correct then RO has selected “No it is
correct” and will fill the part I and part II Appraisal by RO and evaluate the
assesses on various factors. After evaluation of RO, the same will be
saved and sent to the Reviewing Officer for finalisation of PMS.
● The RV. Officer/CS will either agree or disagree with the evaluation
under part IV&V and the final marks will be saved and the PMS will be
forwarded to PMS administrator for records.
● The PMS administrator will send marks obtained to the concerned
assessee for his/her acceptance and information. Assessee has the
option to accept the marks or represent if not satisfied.
Steps for filling online PMS for NE-4 to NE-7 employees:
● The PMS document receives on the portal of Assessee.
● Assessee when opens the form, there is provision of correcting the
relationship data of it is showing wrong. The RO selects the option, “yes
it need correction” and have to select the radio button “relationship
correction needed”.
● If the reporting channel is correct then Asseesee has to select “No it is
correct” and will fill the part 1 self appraisal and send to his reporting officer
for evaluation.
● The reporting officer will assess on the various functional and
behavioural competencies in part II & III. After evaluation of by the RO,
the same will be saved and sent to the RV. Officer for review the PMS.
● The Rv. Officer/CS will either agree or disagree with the evaluation
under part IV & V and the final marks will be saved and the PMS will be
forwarded to PMS administrator for records.
● C.S. will further submit the form to the PMS admin by clicking on
normalisation by HR. Status shown in ESS portal of employee will be
normalization by HR.
● PMS admin will send the form to employee/assessee once again for the
acceptance of marks.

● The PMS administrator will send marks obtained to the concerned

assessee for his/her acceptance and information. Assessee has the
option to accept the marks or represent if not satisfied.

Steps for filling online PMS for NE-8 to NE-10 employees:

● The PMS document receives on the portal of assessee.
● Assessee when opens the form there is provision of correcting the
relationship data showing wrong, The RO selects the option “yes it need
correction” and have to select the radio button “relationship correction
needed”.
● If the reporting channel is correct then assessee has to select “No it is
correct” and will fill the par 1 performance planning and assessment and
send to his reporting officer for evaluation.
● After that the RO check the KPAs and any change if required any of the
KPAs the same will be sent to assessee for amendment. After amendment
RO in turn will approve the KPAs. The KPAs so approved will freeze by
reporting officer and will be sent to the PMS administrator. PMS
administrator again send again send back the PMS to RO for evaluation.
RO will evaluate KPAs supervisory competencies functional
competencies and capability. Assessment of assessee in part I II II
After evaluation of by the RO, the same will be saved and sent to the
Rv.officer for review the PMS.
● The Rv.officer/CS will either agree or disagree with the evaluation under
part IV & V and the final marks will be saved and the PMS will be
forwarded to PMS administrator for records.
C.S. will further submit the form to the PMS admin by clicking on
normalisation by HR. Status shown in ESS portal of employee will be
normalization by HR.
The PMS administrator will send marks obtained to the concerned
assessee for his/her acceptance and information. Assessee has the
option tp accept the marjs or represent if not satisfied.
If satisfied, the status will be shown as completed.
If employee represents, the status will be shown as “make a
representation closure by HR”. Shown in the ESS portal.
HR processes the PMS representation to CHQ with full details for
decision.
Decision will be conveyed to the employee by mail by PMS admin.

3.4 PMS GUIDELINES FOR EXECUTIVE:

Since, 2017-18 all Executives (i.e. E-1& E-7 & E-8 and above) are
required to fill up their performance appraisal form instead of PAR,
through online procedure.
ROLE OF EMPLOYEE—VERIFICATION OF RELATIONSHIP
DATA:

 Individual employee has to login to ESS portal with his/her

user id and password and to go to:
 Employee self service>PMS>choose KPI from KPI
LIBRARY.
 Employee can check his/her basic information in the
Appraisal form such as reporting channel, designation,
station of posting and duration of the form.
 If the reporting details are not correct then employee need
to select the check box “change relationship data and
submit the details of correct reporting channel by clicking
on “Submit change request”.
 The change relationship data and choose KPI/modify KPI
option will work only in status “In planning and sub status
“KPA by Assessee”(Employee).
PMS cell will correct the relationship data. The Assess(Employee) needs
to wait until correct details of reporting are reflecting in the KPI form.
Employee can check the status of his/her PMS documents in his portal
through “Employee self service> PMS> document status”.
After Correction of Reporting channel, the assessee needs to enter the
Appraisal duration in the field and click on “verify form details”
FREEZING KPI SELF APPRAISAL
For selecting KPI by employee
Open ESS PORTAL
GO TO EMPLOYEE SELF SERVICE
GO TO PMS
CLICK CHOOSE KPI
FILL UP THE PERIOD OF EVALUATION
CLICK VERIFY FORM DETAILS
IF FORM DETAILS ARE CORRECT- CHOOSE DISCIPLINE FROM
DROP DOWN
CHOOSE KPI FROM KPI LIBRARY
SELECT THE KPIS FROM KPI LIBRARY AND PRESS “SUBMIT”.
KEEP CHOOSING KPI ONE BY FROM KPI LIBRARY- MIN 7/8 KPI.
FREEZING KPI AND SELF APPRAISAL

After completion of KPIS employee to send this to Reporting Officer for approval
of KPI by clicking “Send to Reporting Officer for approval.”
System would send it to Reporting Officer (Both Quantitative and others KPIS).
Total 70% (check the total weightage) wherein other KPI should not more than
30% of 70.
If the R.O. agree with KPIS he will click “KPA FREEZE”.
Form will be sent to HR.
Or If R.O. disagrees with KPA proposed by the employee, he can send the
document back to assessee by clicking “KPA correction needed”.
Same procedure is again followed by employee for resubmission of KPI and then
it is seen by R.O. for approval once approved form goes to HR.

MID YEAR REVIEW PROCESS

Now status shown in the ESS portal of employee will be “KPA got frozen-
lies with HR.
PMS admin will release the form ( KPA frozen)to assesse for mid-year
review.
Employee to fill the necessary fields such as achievement/road blockage
against the already frozen KPI.
Employee to send the PMS to R.O. by clicking button “send to R.O. for
mid-year assessment”.
R.O. will do the assessment and then click on “submit to HR”.
Form will go to PMS admin in HR.
After that PMS admin will release the form to assessee for annual
appraisal.

ANNUAL APPRAISAL

Employee/ Assessee to fill the part-III performance and assessment and

submit to R.O. for evaluation by clicking the button “send to R.O. for
evaluation”.
R.O. will evaluate the employee on the scale of 1 to 10 by filling part-III,
part-IV, part-V, part-VI, part-VIII of the PMS and also provide comment on
integrity of employee.
After evaluating, R.O. to send the form to Reviewing Officer by clicking
button “send to Reviewing officer”.
Rv. Officer conveys his approval or disapproval of the rating given by
Reporting Officer in part IX “total marks” and send the form to
Countersigning Officer (C.S) by clicking “send to counter signing officer”.
C.S in part IX “total marks” conveys his approval or disapproval over the
marks given by Rv. Officer by clicking agree or disagree.
C.S. will further submit the form to the PMS admin by clicking on
normalization by HR. Status shown in ESS portal of employee will be
normalization by HR.
PMS admin will send the form to employee/assesse once again for the
acceptance of marks.
After seeing the marks employee/assessee may either accept the marks
by clicking on satisfied button or may represent if not satisfied. If satisfied,
the status will be shown as completed.
If employee represents, the status will be shown as “make a
representation closure by HR”. Shown in the ESS portal.
HR processes the PMS representation to CHQ with full details for
decision.
Decision will be conveyed to the employee by mail by PMS admin.

3.5 OFFICIALS INVOLVED IN THE PMS PROCESS:

1. The Reporting Officer: The Reporting officer shall assess the

officials work performance and conduct during the period.
The Reporting officer, normally the official’s immediate supervisor must
have firsthand knowledge of the work and conduct of the official an must
have been in frequent contact with the official for at least three months of
the period covered in the appraisal.
2. Reviewing and Countersigning officer: The Reviewing Officer shall
be one who has observed/overseen the work conduct of the staff reported
upon for at least three months. In case such Reviewing/countersigning
officers are more than one, the report will be reviewed/countersigned by
the senior-most officer in consultation with the others. The Reviewing
officer will ensure that all the reports which are required to be reviewed by
him are completed by 30th may and sent to the countersigning officer.
In case, the Reporting officer has been suspended/removed from service
or there being no Reporting officer who has observed the work and
conduct of the employee reported upon at least for three months, the
Reviewing officer concerned will also act as Reporting officer.
The countersigning officer shall ensure that all the reports which are
required to be countersigned by him are completed by 10th June and sent
Department of HR.
The Reporting/Reviewing and Countersigning Authorities, before
signing respective portion, should indicate their name, designation legibly
(or use Rubber stamp) and mention the date for ready reference/disposal
for the representations that might be received in future some of the
employees.

3.6 REPORTING CHANNEL TABLE:

In order to align organizational objectives with employee’s performance
and to bloster organizational growth the following reporting channel is
practiced.
 Reporting Channel- Regional Headquarters

EXECUTIVE Reporting Reviewing Counter Signing

Officer Officer Officer
RED Member(ops) Chairman Chairman

GM RED Member Chairman

Concerned
JGM/DGM GM concerned RED Member Concerned

E-4/E-5 DGM/JGM GM Concerned RED

concerned
NE-9/NE-10/E- SM/AGM DGM/JGM GM Concerned
2(SG) concerned
GROUP C AM/Manager SM/AGM JGM/DGM
Concerned

GROUP D Section
Incharge

Secretarial Officer to
staff whom attached
 CHAPTER 4
CONCLUSION

The performance Management System in the Airport Authority of India has

demonstrated its value as fundamental tool for enhancing performance,
employee engagement, and organizational effectiveness. The lessons learned
from this study can serve as a foundation for other organizations seeking to
optimize their own performance management systems and achieve greater
levels of success.
This whole experience in AAI was great. The objectives of the study have been
fulfilled. The analysis of effectiveness pf performance management system
(PMS) has facilitated a transparent and objective assessment of employee
performance, leading to a fair and merit-based reward system.
As a student of Management studies, the aim and purpose of this internship
was to acquire knowledge as how HR plays a vital role in the aviation
processes. In the whole internship, I learned many new concepts, ideas and got
to experience the applications of HRM inside an organization. I am very
grateful to AAI, Guwahati-15 and I firmly believe that this experience will prove
useful in my near future.
As a HR intern of Airport Authority of India, RHQ-NER. I gained
hands on experience in a professional work environment. The
internship provides opportunities to enhance our skills and
acquire new ones relevant to our field of study. Working with the
AAI provides us with the insight into the various roles and
responsibilities within the organization.
The Airport Authority of India, also benefit from having interns:
Interns bring new ideas, perspectives and approaches to problem
solving which can contribute to process improvement within the
organization. Interns can assist with workload and support
ongoing projects, increasing overall productivity and efficiency.
While mentoring interns and providing us with valuable learning
experiences also contributes to the development of the
organization’s employee