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Summer training project

On
“EMPLOYEE satisfaction”
IN

PANIPAT REFINERY

SUBMITTED TO:- SUBMITTED BY:-


Training & Development Department SAVITA KIRTH

Panipat Refinery MBA (HR)

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DECLARATION

I SAVITA KIRTH, a student of MBA of R.N. COLLEGE OF ENGINEERING &

TECGHNOLOGY, hereby declare that the summer training project report titled

“EMPLOYEE SATISFACTION” in “PANIPAT REFINERY IOCL” is my original

work and the same has not been submitted for the award of any other diploma or

degree.

Place: PANIPAT (SAVITA KIRTH)

Date:

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ACKNOWLEDGEMENT
I hereby express my deep gratitude to Mr. N. R. Choudhary, Manager (T & D), for giving me

an opportunity to do my Summer Internship at IOCL Refinery, Panipat. I am greatly indebted to my

Industry guide Mr. UJJWAL MISHRA, EMPLOYEE RELATIONS OFFICER who inspired,

encouraged and guided me throughout my summer training.

I also thank all HR Officers especially Mr. Vineet Narayan, Manager (ER) and other Officers

from different Departments of Company for their cooperation during training.

Thanking You,

(SAVITA KIRTH)

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PREFACE
No professional curriculum is considered complete without work experience. Each individual
who under takes management education has to pass this phase before he/ she considers him/ herself fully
qualified managers.

Entering the industry is like stepping in a new world at first, everything seems strange but with
passage of time one starts understanding all that is happening around him. All the fundamental concepts
are applicable in organization but leave the individual to work at its application. It is just a matter of
applying the theory you know to give a practical situation and there is no better place to learn than the
organization itself.

The detailed study of the HR Processes have benefited me a lot in terms of the practicality &
understanding the concept of existence of a Human Resource Department every organization.

This project report is a humble effort put in the study of HR Process.

I hope that the company would find the study ef6fective and utilize the results for their benefit.

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TABLE OF CONTENTS
Chapter-1

INTRODUCTION

Chapter-2

REVIEW OF LITERATURE

Chapter-3

RESEARCH METHODOLOGY

Chapter-4

ORGANIZATION PROFILE

Chapter-5

JOB SATISFACTION

Chapter-6

HR POLICIES

Chapter-7

OBJECTIVE WISE ANALYSIS AND FINDINGS

Chapter-8

SUMMARY

Chapter-9

SUGGESTIONS AND CONCLUSION

BIBLIOGRAPHY

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EXECUTIVE SUMMARY
PROJECT TITLE:-
Job satisfaction of Employees in IOCL Refinery Panipat.

OBJECTIVE

1. To study the HR policies of IOCL Refinery, Panipat.

2. To determine the Job Satisfaction level of the employees at IOCL, Panipat.

METHODOLOGY

Review of literature:-

The HR policies of IOCL concerning recruitment, training, leave, promotions, career planning, salaries,
and other benefits were studied. The problem areas were studied after discussion with senior managers
of the HR department.

Questionnaire was developed.

Sampling technique and sample size:-

*Departments were identified for carrying out the survey.

*Sampling technique – Quota sampling.

*The sample size – 100

Collection of data:-

Primary data: Questionnaire response.

Secondary data: HR manual, Internet.

Analysis of data:-

Data was compiled and then analyzed and interpreted with the help of graphs.

“Analysis showed that overall employees were satisfied with HR Policies of IOCL”.

Recommendations:-

The following recommendations were made after interpretation of the results of the survey.

• More transparent communication system.


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• Promotion and transfer policies should be revised to improve growth path.

• Equal pay packages among employees of same grade.

• Single window system should be more effective.

• Clarify the rules and regulation to employees time to time.

• By rewarding even at non- monetary level.

• By recognizing personal efforts

• New policy for promotions.


• Canteen requires more checking the quality of food and services.

Chapter-1
INTRODUCTION

CONCEPTUALISATION

Human resources are the unique assets of any organization. An organization can ill afford to have
dissatisfied employees these days. HR poaching has already shown up.

Job satisfaction has behavioral implications, particularly on such aspects as accidents, productivity,
turnover and unionization. A clear understanding of the causes and consequences of job satisfaction can
help management/ managers better diagnose and solve employee problems.

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SIGNIFICANCE OF THE STUDY

Job satisfaction surveys give management an indication of general levels of satisfaction in an


organization. Surveys also indicate specific areas of satisfaction and dissatisfaction (as with employees
services) and particular groups of employees (as among those above the age of fifty).

In other words survey tells us how employees feel about their jobs, which departments are particularly
affected, and whose feelings are involved. The survey is a powerful diagnostic tool for assessing
employee problem.

FOCUS OF THE STUDY/SURVEY

The main focus of the survey was the study the HR issues and practices in IOCL, Panipat which is one
of the biggest refineries in INDIA.

IOCL has been ranked as 105 in the ‘GLOBAL’ in 2009 by ‘FORTUNE’ magazine. In the year 2006-
2007. Panipat Refinery achieved the highest ever through throughput of 84,85000 tones. The total
capacity of the Panipat refinery is about 6 million tones p.a. (as on 1 April 2008).

This project report is focused on finding the level of job-satisfaction of employees of IOCL Panipat,
which would in turn help the senior management and the HR Department of Panipat Refinery to carry
out corrective measures accordingly.

OBJECTIVE OF THE STUDY

To study the HR policies of IOCL Refinery Panipat.

To determine the level of job satisfaction among the employees of Panipat Refinery.

Chapter-2.

LITERATURE REVIEW

There is ample material available on the HR issues and practices being followed at IOCL, Panipat
Refinery, and Panipat in the in-house magazines and journals, the Panipat Refinery’s
intranet site and the HR manual.

By reviewing the literature and discussions with the employees and Senior
HR Managers, I
came to know about the HR issues and practices being followed at IOCL Panipat.

HR INITIATIVES:

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During 2007-2008, the HR group initiated an ambitious project on upgrading the leadership
bench-strength. This involved competency mapping of officers in senior management
positions besides competency assessment to identify areas of individual and
organizational gaps.

To establish a linkage between individual contribution and incentive payable to individuals, a project on
designing an individual performance incentive scheme and e-enabling the goal setting and appraisal
process has been initiated on Corporation wide basis, initially for the officers.

www.indianoilexpress.com - an internet based portal – was launched by Corporate communications,


Corporate office, in February 2003 to strengthen internal communication. This portal was made
available via intranet through a mirror site since January 2005, and become the preferred medium for
Indian Oil people to source infotainment. Total number of registered users has crossed 5000.In 2008 the
facility of ‘e-suvidha’ was launched; employees can make use of it through intranet and can interact
online in all branches of IOCL. They have also introduced SAP. The challenge of SAP implementation
was to ensure that all the integrated elements (of the complex multi-modular integrated solutions that
impact the entire workflow of the organization) work seamlessly across the length and breadth of the
country,

CHAPTER-3
RESEARCH METHODOLOGY

Research in common parlance means search for knowledge. Research is defined as a scientific and
systematic search for pertinent information on specific topic.

It is an act of scientific investigation. The advanced learner’s dictionary of current English lays down
the meaning of research as “a careful investigation or enquiry specifically through
search, for new facts in any branch of knowledge”. Every research must have a
particular methodology, through which it is easy to define what the problem actually is and how it can be
resolved.

The research methodology is a way to systematically solve the research problem.

Research methodology involves the following steps:-

• Defining the research problem.


• Review of related literature.
• Research design.
• Collection of data.
• Analysis of data.
• Interpretation and report

RESEARCH DESIGN

A research designs the overall plan or program of research. It is the blueprint for the collection,
measurement and analysis of the data. It acts as a standard and a guidepost. A design is used to
structure the research to show how all of the major part of the research project-

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• The samples or groups.
• Measures.
• Treatments or programs.
• Methods of assignment.

Work together to try to address the central research problem.

It is the framework, which determines the course of action towards the collection, allocation and analysis
of required data, accurately in an economic manner. It is a set of instructions outlined rightly at the
beginning of the research.

The research design of my study is exploratory as it involves the opinion survey of the employees of
IOCL Refinery, Panipat.

UNIVERSE AND SURVEY POPULATION

All items in any field of enquiry constitute a ‘Universe’ or ‘Population’. The required information in
any scientific enquiry may be collected by following either the census method or sampling method. A
complete enumeration of all the items in the population is known as a census enquiry.

It can be presumed in such an enquiry that when all the items are covered highest degree of accuracy is
obtained, but this is not true in practice. Even the slightest element of bias in such an enquiry will get
larger and larger as the number of observations increases. Besides, this type of enquiry involves a great
deal of time, money and energy. This method is beyond the research of ordinary researchers. Further
many a time it is not possible to examine every item in the population.

Under sampling method information is collected about only a part of the population and on the basis of
this information conclusions are drawn for the whole population.

THE BASIS OF ALL SAMPLING IS THE PRINCIPLE OF STATISTICAL REGULARITY, which


tells us that if a sample is selected at random, it is likely to process all the characteristics of the universe.

The universe can be finite or infinite. If the number of items is certain it is finite and in case of infinite
universe the numbers of items are infinite.

In my research work the universe is finite, i.e., THE Employees of PANIPAT REFINERY.

SAMPLE SIZE AND TECHNIQUE

Researchers usually cannot make direct observations of every individual in the population they are
studying. Hence quite often they select only a few items, which represent the characteristics of the entire
cross section of the population. The items so selected constitute what is called a Sample.

SAMPLE SIZE:-

The use of appropriate sampling methods and an adequate response rate are necessary for a
representative sample but not sufficient, in addition, the sample size must be evaluated. Sample size
depends upon:-

1. Methodology selected.

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2. Degree of accuracy required for the study.

3. Extent to which there is variation in the population with regard to key characteristics of the study.

4. Likely response rate.

5. Time and money available.

Moreover in this sample the employees from grade ‘A’ to grade ’F’ among officers are included. Thus
after looking at all factors on which the sample size depends, for this project, I have chosen the
following departments at Panipat Refinery:

• Time Office.
• Finance Department.
• Purchase and Maintenance Department.
• Engineering Service Department.
• Quality Control Department.
• Fire and Safety Department.
• H.R. Department.
• Training Department.
• Project Department.
• Main Control Rooms.
• Porta Cabins.
• Workshop..

“In my survey sample size was 100”.

SAMPLING TECHNIQUE:-
Quota sampling has been used for the purpose of selecting the sample.

Firstly quotas are set up according to the grade and respondents are then selected within the quota on the
basis of availability and willingness to participate.

DATA COLLECTION

The data collected for the research is undertaken through the primary as well as secondary data method.
This can be illustrated in the following way:-

1. PRIMARY DATA-

The primary data has been collected from various mediums like:

• Questionnaire.
• Personal interview.
• Observation.

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2. SECONDARY DATA-

The secondary data has been collected from various mediums like:

• Information acquiring through Intranet


• HR manual- P& A manual.
• www.iocl.com

ANALYSIS PATTERN

Analyzing the data is the most important decision. It is very important to use the appropriate methods of
data analysis so that the maximum amount of information can be extracted from the data. The purpose
of all the work that has gone into designing, collecting and finally using is to obtain data, that, when
properly analyzed should determine to a great degree the objectives of the project. Thus, in my project
data has been analyzed with the help of tables and charts.

The scale has been grouped as follows:-

1. Strongly disagree
2. Disagree somewhat
3. Neutral.
4. Agree somewhat
5. Strongly agree.

LIMITATIONS

• Sample chosen may not be representing the characteristics of the entire population

• Secondary data was considered while undertaking studies, so all the shortcomings of secondary
data are inherent.

CHAPTER-4.
ORGANIZATION PROFILE
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India has different Petroleum and Natural Gas Companies. These include IBP, Bharat Petroleum, IOCL,
Reliance Petrochemicals Ltd., ONGC etc..

My study comprises the detailed study of IOCL. i.e. Indian Oil Corporation Limited. It is a PSU,
although ONGC, IBP, Bharat Petroleum are also PSU’s. Reliance Petrochemicals is the only private
sector firm competing successfully with these PSU’s.

Reliance Petrochemicals Limited founded by Reliance Industries Limited, is India’s largest private
sector enterprise with business in energy and material value chain. The flagship company, Reliance
Industries is a “Fortune Global 500” company. The group activities span exploration and production of
Oil and Natural Gas, Petrochemicals, Petroleum refining and Marketing, polyesters, fibers and Textiles.
Reliance Industries is India’s largest private sector company on all major financial parameters with
turnover Rs. 89,124 crore.

Reliance Petroleum Limited was set up to harness an emerging value creation opportunities in global
refining sector by RIL. Currently, RPL is a subsidiary of RIL. RPL also benefits from a strategic
alliance with Chevron India holding Pte Ltd, Singapore, which currently hold 5% equity stake in
company.

RPL was formed to set up in special Greenfield Economic Zone at Jamnagar Distt. in Gujrat. With an
annual crude processing capacity 580,000 barrels per stream per day. RPL will set up the sixth largest
refinery in the world. Refinery project is being implemented at a capital cost of 27,000 crore. RPL
appears for the low capital cost due to “intelligent repeat” of engineering and design of RIL’s existing
refinery, proactive procurement strategy and faster implementation of refinery project.

OIL AND NATURAL GAS COMPANY (ONGC) is repositioning itself to foster the principle of
relational enterprise through partnership/ strategic alliances/ joint ventures with preferred partners and
adopts a business strategy, which relies on company skills and positional assets with focus on core
business. The corporation will: -

• Continue to access business both in domestic and international sectors.

• Strive to reach out to opportunities specific related business of downstream sector, core competence
service business, energy and other sectors.

A joint venture company, PETRONET LNG LIMITED is place in with ONGC with an equity interest of
12.5% on marketing and import of LNG in India. Other partners are IOCL, BPCL, GAIL each with
12.5% equity. Remaining 50% will be offered to strategic partners, financial institutions and public.
The company is planning to install two LNG terminals (Dabej in Gujarat and Cochin in Kerela).

ONGC is engaged in E&P activities both in onshore and offshore. Engagement in these areas will
require best-in technology, use of R&D assets to their fullest advantage.

ONGC is fully equipped Petroleum company in India,which:-

•Holds largest share of hydrocarbon acreages in India.

•Contributes 78% of India’s oil and gas production.

•About one-tenth of Indian refining capacity.

Its main competitive strength are:

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• All crude’s are sweet and light with sulphur content of 0.02-0.10.

• Maximum no. of exploration Licenses.

• ONGC operates more than 15000 km Pipelines in India. No other company in India operates more
than 50% of its total length.

Its vision are :

• Doubling reserves.

• Improving average recovery from 28% to 40%.

• Tie up 20MMTP of equity hydrocarbon from abroad.

Its ranking are:

• ONGC ranks as Numero Uno Oil and Gas Exploration Production Company in Asia, as per Platts 250
global energy companies list for the year 2007.

• ONGC ranks 23rd leading Global Energy Major amongst the top 250 Energy majors of the-

world in Platt’s List.

• ONGC ranks 9th in position in Industry of Mining and crude oil production.

• ONGC ranks 369 in FORUNE GLOBAL 500 list for the year 2006 based on revenue.

• It is ranked as most respected PSU of India in the year 2006.

• It won the “BIGGEST WEALTH CREATOR” award for the year 2000-2006.

BHARAT PETROLEUM CORPORATION LIMITED (BPCL) also occupies a good position:-


• In Nov 2006, BPCL has been voted as one of the leading brands in India by Media, a leading
International magazine. The company stands first among Indian Petroleum Companies, 17
among Indian Brands and 204 among Asia’s 1000 brands based on survey of Asian
Integration Media.

• Bharat Petroleum has been ranked 32 according to Fortune Magazine.

• In September 2006 BPCL was ranked 110 in Platts, with HP at 122 and IOCL at 41 in list.

• In 2006, BPCL ranks 5th among top 28 Oil and Gas Company in Asia surveyed by ‘Institutinal
Investor’, a US journal which serves the global investors. The next Indian company ranked in the list
was Indian Oil Corporation Limited in the 12th position.

• In April 2006 BPCL has been ranked third at Rs.134673 million after IOCL and SBI as India’s most
valuable brand, in a survey conducted by “Brand Finance”.

• In October 2005, BPCL was awarded ‘ Business Superbrands Award’ 2005-2006.

Vision of BPCL

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Apply the Best Technology

Be an Ethical company

Strong and Dynamic system

Sound Business performance and operational efficiency.

Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents to aircraft fuel
and speciality lubricants and markets them through its wide network of Petrol Stations, Kerosene
Dealers, LPG Distributors, Lube Shoppes, besides supplying fuel directly to hundreds of industries, and
several international and domestic airlines.

Today, Bharat Petroleum is restructured into a Corporate Centre, Strategic Business Units (SBUs) and
Shared Services and Entities

Bharat Petroleum is the first Public Sector Oil Company to implement Enterprisewide Resource
Planning (ERP) solutions - SAP. The implementation project known as ENTRANS (Enterprisewide
Transformation) has been awarded the 'SAP Star Implementation Award'. With SAP as the IT backbone,
Bharat Petroleum plans to take advantage of the Internet based capabilities along the entire value chain
with a Customer Relationship Management solution.

HINDUSTAN PETROLEUM LIMITED (HPCL) is a Fortune 500 company, with an annual turnover
of over Rs 1,03,837 Crores ($ 25,142 Millions) during FY 2007-08, 16% Refining & Marketing share in
India and a strong market infrastructure. Corresponding figures for FY 2006-07 are: Rs 91,448 crore
($20,892 Million).

The Corporation operates 2 major refineries producing a wide variety of petroleum fuels & specialties,
one in Mumbai (West Coast) of 5.5 MMTPA capacity and the other in Vishakapatnam, (East Coast) with
a capacity of 7.5 MMTPA. HPCL holds an equity stake of 16.95% in Mangalore Refinery &
Petrochemicals Limited

HPCL also owns and operates the largest Lube Refinery in the country producing Lube Base Oils of
international standards. With a capacity of 335 TMT. This Lube Refinery accounts for over 40% of the
India's total Lube Base Oil production.

Awards

HPCL Bags Readers Digest- "Trusted Brand - Asia" Platinum Award, 2008

HPCL Wins Petro fed Oil & Gas Award - 2007

IOCL ORG PROFILE

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a) Date of 30th June, 1959 as Indian Oil Company Ltd. upon merger with Indian Refineries Ltd. on
incorporation: 1.9.1964, name of the company was changed to Indian Oil Corporation Ltd.
b) Type of Government Company under Section 617 of the Companies Act, 1956.
Company
c) Ministry of Petroleum & Natural Gas, Government of India
Administrative
Ministry
d) Shareholding The shareholding pattern of the company under major shareholder categories is as under :
Pattern a) Govt. of India 80.35%
b) Governor of Gujarat 0.11%
c) ONGC Ltd 8.93%
d) Banks, Financial institutions, Insurance 4.23%
companies and Mutual Funds
e) Foreign Institutional Investors and NRIs 2.15%
f) Public 4.23%
Total 100.00%
e) Listing with The equity shares of the Company are presently listed with the following stock exchanges
Stock i) The Stock Exchange, Mumbai
Exchanges ii) The National Stock Exchange of India Ltd.

f) Products Auto LPG, ATF, Bitumen, High Speed Diesel, Industrial Fuels, LPG, Lubricants and
Greases, Marine Fuels, Petrochemicals, Gasoline, Superior kerosene Oil, Special
products Like Benzene, Paraffin Wax, Propylene, Sulphur etc.

g) Services Refining, Pipelines, Marketing, Research and Development, Gas, Training and
Development, Petrochemicals, Exploration and Production etc.

Functions & duties:-

Indian Oil Corporation Ltd. has been established to carry out the objectives specified in the
Memorandum & Articles of Association of the Company. The main activities of Indian Oil are refining,
transporting and marketing of petroleum products.

Vision:-

A major diversified, transnational, integrated energy company, with national leadership and a strong
environment conscience, playing a national role in oil security & public distribution

Mission:-

• To achieve international standards of excellence in all aspects of energy and diversified business
with focus on customer delight through value of products and services, and cost reduction.
• To maximize creation of wealth, value and satisfaction for the stakeholders.
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• To attain leadership in developing, adopting and assimilating state-of- the-art technology for
competitive advantage.
• To provide technology and services through sustained Research and Development.
• To foster a culture of participation and innovation for employee growth and contribution.
• To cultivate high standards of business ethics and Total Quality Management for a strong
corporate identity and brand equity.
• To help enrich the quality of life of the community and preserve ecological balance and heritage
through a strong environment conscience.

Objectives:-

• To serve the national interests in oil and related sectors in accordance and consistent with
Government policies.
• T by way of crude oil refining, transportation and marketing activities and to provide appropriate
o ensure maintenance of continuous and smooth supplies of petroleum products assistance to
consumers to conserve and use petroleum products efficiently.
• To enhance the country’s self-sufficiency in crude oil refining and build expertise in laying of
crude oil and petroleum product pipelines.
• To further enhance marketing infrastructure and reseller network for providing assured service to
customers throughout the country.
• To create a strong research & development base in refinery processes, product formulations,
pipeline transportation and alternative fuels with a view to minimizing/eliminating imports and to
have next generation products.
• To optimize utilization of refining capacity and maximize distillate yield and gross refining
margin.
• To maximize utilization of the existing facilities for improving efficiency and increasing
productivity.
• To minimize fuel consumption and hydrocarbon loss in refineries and stock loss in marketing
operations to effect energy conservation.
• To earn a reasonable rate of return on investment.
• To avail of all viable opportunities, both national and global, arising out of the Government of
India’s policy of liberalization and reforms.
• To achieve higher growth through mergers, acquisitions, integration and diversification by
harnessing new business opportunities in oil exploration & production, petrochemicals, natural
gas and downstream opportunities overseas.
• To inculcate strong ‘core values’ among the employees and continuously update skill sets for full
exploitation of the new business opportunities.To develop operational synergies with subsidiaries
and joint ventures and continuously engage across the hydrocarbon value chain for the benefit of
society at large.

Obligations

To provide prompt courteous and efficient service and quality products at competitive prices.

Towards suppliers-
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To ensure prompt dealings with integrity, impartiality and courtesy and help promote ancillary industries

Towards employees

• To develop their capabilities and facilitate their advancement through appropriate training and
career planning.
• To have fair dealings with recognized representatives of employees in pursuance of healthy
industrial relations practices and sound personnel policies.

Towards community

• To develop techno-economically viable and environment-friendly products.


• To maintain the highest standards in respect of safety, environment protection and occupational
health at all production unit

Towards

Defense

Services-

To maintain adequate supplies to Defense and other Para-military services during normal as well as
emergency situations.

VAST EXPANSION OF IOCL

IOCL is running with different units at Barauni, Gujarat, Guwahati, Haldia, Mathura, Panipat. IOCL has
its head-quarter at Delhi.

IOCL has also started 11 new projects for further expansion and to implement advanced technology.
These plants will help them to prepare by-products from different products.

Their gross total turnover for the year 2008 moved up by 38.7%, to Rs. 80,735 crore from Rs. 58,205
crore.

IOCL with highest sales turnover in 2004-2005 in ‘Business India’s Super 100’ list of top private and
public sector.

EMPLOYEE PROFILE

The human resource in corporation is 31,675 of which 9,728 are in the officer cadre and 21947 are
in the staff cadre . There are 5,672 employees from SC category and 2097 from ST category. The
SC and ST employees constitute 24.53% of the total employee strength. There are 2,387 women
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employee, out of whom 692 are in the officer cadre and 1695 in staff cadre. The women employees
constitute 7.54% of total employee strength

Welfare of Employees

Indian Oil Corporation Ltd. Has continued to upgrade facilities and promote the welfare of the
employees. With a view to promote employees welfare the corporation is bringing improvement in
policies. Apart from attractive scales and perks, Indian Oil provides its employees many facilities
and welfare measures, which are continuously upgraded. The medical facilities extended to the
employees are rated amongst the best in the country. Apart from fully equipped hospitals at
refinery townships, the corporation also has nominated hospitals at various locations to meet
employee needs. Holiday homes at selected locations throughout the country help employees and
their families unwind.

Career Growth Opportunities

Indian Oil Officers at the junior most level of the management hierarchy. First division
professional degree holders and post graduates from relevant disciplines are recruited as
management/engineer trainees, accounts officer, medical officers, lab officers, system officers,
communication officers, scientists etc..

Job rotation and inter location transfers throughout the country facilitate planned development of
careers and broaden outlook. Career growth opportunities are based on the individual’s
performance and contribution to the common goal of sustained growth. Indian Oil’s top executives
have grown from within a testimony to the unlimited opportunities for growth available to the
meritorious.

A Bond Forever

Indian Oil builds lifetime bonds with its people. Even after retirement, employees continue to
enjoy some of the basic facilities they have availed of while in service. The company offers a
contributory superannuation benefit fund scheme, post-retirement medical facilities and even the
use of holiday homes to retired employees.

Welfare of weaker Section

IOCL has been diligently following the presidential directives and various instructions/guidelines
by the Govt. of India regarding reservation in services SC’s/ST’s/OBC’s/Physically
Handicapped/Ex-serviceman etc. sincere efforts has been made to recruit reserved category
candidates as per the govt. instructions.

Industrial Relations

Industrial relations are harmonious and peaceful. The main area of concern remains the right
sizing of the manpower. Most of the new locations are by and large manned through internal
manpower generations and redeployment. This is possible mainly due to better employee
relation’s management and the constructive approach of the employees union.

Entrepreneurial Culture
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In addition, Indian Oil has three subsidiary companies- Chennai Petroleum Corporation Ltd.,
Bongaigoan Refinery and Petrochemicals Ltd. and IBP Co. Ltd.

The Corporation is managed by Board of Directors. Besides the Chairman, the Board has the
following full time directors-

1.Director(Refining)
2. Director (Marketing)

3. Director (Pipelines)

4. Director (R&D)

5. Director (Finance)

6. Director (HR)

7. Director(Planning and Business Development.

IOCL REFINERY, PANIPAT – A PROFILE


“Panipat Refinery has doubled its refining capacity from 6 MMT/yr to 12 MMT/yr with the
commissioning of its Expansion Project.”

Indian Oil is the country’s largest commercial enterprise and the leading Indian corporate in the
prestigious Global ‘Fortune 500’ listing of the world’s largest companies. It nurtures a vision to
become a major, diversified, transnational, integrated energy company, with national leadership
and a strong environment conscience, playing national role in oil security and public distribution.

IOCL Refinery, Panipat is the seventh refinery of Indian Oil. It is located in the historic district of
Panipat in the state of Haryana and is about 23 km from Panipat City. The original refinery with
6 MMTPA capacity was built and commissioned in 1998 at a cost of Rs. 3868 crore (which
includes Marketing & Pipelines installations). The major secondary processing units of the
Refinery include Catalytic Reforming Unit, Once through Hydrocracker unit, Resid Fluidised
Catalytic Cracking unit, Visbreaker unit, Bitumen blowing unit, Sulphur block and associated
Auxiliary facilities. In order to improve diesel quality, a Diesel Hydro Desulphurisation Unit
(DHDS) was subsequently commissioned in 1999.

Referred as one of India’s most modern refineries, Panipat Refinery was built using global
technologies from IFP France; Haldor-Topsoe, Denmark; UNOCAL/UOP, USA; and Stone &
Webster, USA. It processes indigenous and wide range of imported grades of crude oil. It receives
crude from Vadinar through the 1370 km long Salaya-Mathura Pipeline.

Petroleum products are transported through various modes like rail, road as well as environment-
friendly pipelines. The Refinery caters to the high-consumption demand centres in North-Western
India including the States of Haryana, Punjab, J&K, Himachal, Chandigarh, Uttarakhand, as well
as parts of Rajasthan and Delhi.

The LPG produced from the refinery is pumped through a dedicated pipeline to Indian Oil’s
Kohand Bottling plant where bottling and bulk despatches are done.

PANIPAT REFINERY EXPANSION -


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“Due to a growing deficit of petroleum products in the high demand centres of North India, it was
decided to expand the capacity of Panipat Refinery from 6 million tonnes to 12 million tonnes with
matching secondary processing facilities. M/s ElL was chosen as the Project Management
Consultant.”

Built at a cost of Rs. 4300 crore, the Refinery expansion units have been designed to process 100%
high sulphur crude. This has enhanced the processing of high sulphur crude to 75% of the total
refinery processing. The technologies have been supplied by M/s Axens; France, Haldor-Topsoe;
Denmark, UOP USA, Black & Veatch, USA and ABB Lummus. Diesel hydrotreating unit,
Hydrocracking unit and Hydrogen unit of the plant are largest in the country. For supply of
crude oil for the expansion units, the Kandla-Panipat product pipeline has been converted to
crude oil service. The crude oil is received from Mundra Port in Gujarat coast and supplied to the
Refinery through Kandla-Panipat Pipeline.

SALIENT FEATURES OF EXPANSION UNITS:-

The expansion of the refinery has been done for doubling the crude processing capacity from 6
MMT/yr to 12 MMT/yr.
Total facilities are located inside the existing refinery complex.
The expansion refinery has been designed to process 100% high sulphur crude.
Process technologies have been selected to maximize the production of LPG, and HSD.
A Delayed Coking unit has been installed to process Short residue from the HS crude for
maximizing distillate yield and for reducing the black oil generation.
Condensate collection and polishing facilities have been incorporated to process surplus
condensate to optimize water consumption.
The total effluent generated will be reused inside the refinery including green belt and no trade
effluent will be discharged to any outside water body.
Treated effluent would be further treated in Reverse Osmosis plant to reuse the same as DM water
and to reduce water consumption.
Very high efficiency (99.9%) Sulphur Recovery has been installed to reduce SO2 emissions.
To enhance efficiency of power generation and to reduce SO2 emission, Naphtha fired Gas
Turbines have been installed in place of conventional Steam Turbo Generators.
SO2 emission from the refinery will be restricted to the stipulated limit of 1000 kg/hr by fuel
management.
Mounded bullets have been considered for storage of LPG.

NAPHTHA CRACKER COMPLEX

Making a committed foray into the petrochemicals, Indian Oil has already set up a world class
PX/PTA plant in the Panipat Refinery. Further, it is setting up a Naphtha cracker & downstream
polymer units (Naphtha Cracker complex) in the Refinery, thereby making it an integrated
refinery-cum-petrochemicals complex.

The Naphtha Cracker Complex will see an estimated capital investment of about Rs. 14000 crore
and is scheduled for commissioning by 2009. This project aims to utilize the surplus Naphtha
available from Indian Oil refineries and create valuable polymer products and other key
intermediates.

The Naphtha Cracker complex along with the PX-PTA units will have synergistic impact in the
growth of downstream industries for the production of Polyester Staple Fibre (PSF), Polyester
Filament Yarn (PFY) and Textiles. Based on the above raw material availability, there will be
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steady growth of related industries in this region and Panipat will develop into a world scale
petrochemical hub of the country. The Hub will push Haryana to one of the top states in
petrochemicals productions in the country.

In addition to this, the capacity of Panipat Refinery is currently being expanded from 12 to 15
million tonnes. Work on this project has already been started and project is expected to be
commissioned in 2009.

PANIPAT REFINERY - The Eco-Friendly Refinery

Only Desulphurised Fuel Gas and Low Sulfur Fuel Oil with sulphur content below 0.5% is used in
Refinery furnaces.
Sulfur Recovery Plant helps in reduction of Sulfur Dioxide emission. There are 4 Sulphur recovery
unit.2 no. Of 115 TPD and 2 no. Of 225 TPD. Two Sulphur Recovery Unit always remain in
operation to keep the environment clean.
Two state-of-the art Effluent treatment plant.
On line stack analyzers provided to monitor and control emissions.
Treated effluent meeting Minimal National Standards (MINAS) totally reused within Refinery
making Panipat.
Refinery a Zero Effluent Discharge Refinery.
500 acres of land around Refinery has been developed as Green Belt and Ecological Park. Around
five lakh trees already planted.

Community Development Programme

The Refinery is committed to the improvement of life of the people in its vicinity with the objective
of making them self-reliant. Such social responsibility includes support community initiatives in
the field of health, water management, vocational training, education and literacy etc. Panipat
Refinery encourages the villagers to develop social accounting systems to carry out social audit of
their operations. It has been the endeavor of the Refinery to utilize 25% of its Community
Development funds towards Special Component Plan.

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CHAPTER-5.

JOB SATISFACTION

Job satisfaction is often determined by how well outcomes meet or exceed expectations.

Satisfaction in ones job means increased commitment in the fulfillment of formal requirements.
There is greater willingness to invest personal time and energy in job performance.

Job satisfaction and job attitude are typically used interchangeably, but there are differences
between the two. Attitude reflects one’s feeling towards individuals, organization and objects. But
satisfaction refers to one’s job. It can only be inferred but not seen.

Attitudes endure generally, but job satisfaction is dynamic, it can decline even more quickly than
it developed. Managers, therefore, cannot establish the conditions leading to high satisfaction now
and then neglect it, for employee needs may change suddenly. Managers need to pay attention to
job satisfaction constantly.

Job satisfaction is defined as - “A pleasurable or positive emotional state resulting from appraisal
of one’s job or job experience.”

“Job satisfaction is a set of favorable and unfavorable feeling with which employees view their
work.”

SOURCES OF JOB SATISFACTION

Several job elements contribute to job satisfaction. The most common amongst them
are wage structure, nature of work, promotion chances, quality of supervision, work
groups and working conditions.

SALARY
WORK
PROMOTION CHANCES
WORKING CONDITIONS
SUPERVISION

SALARY

Salary plays an important role in influencing job satisfaction. This is because of two reasons:-

Money is an important instrument in fulfilling one’s needs.


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Employees often see pay as a reflection of management’s concern

For them.

Employees want a pay system, which is simple, fair and in line with their expectations.
When pay is seen as fair, based on job demands, individual skill level, and community pay
standards, satisfaction is likely to result. What needs emphasis is that it is not the absolute
that matters, rather it is one’s perception of fairness.

NATURE OF WORK

Most employees crave intellectual challenges on jobs. They tend to prefer being given
opportunities to use their skills abilities and being offered a variety of tasks, freedom, and
feedback on how well they are doing. These characteristics make jobs mentally challenging. Jobs
that have too little challenge create boredom. But too much challenge creates frustration and a
feeling of failure. Under conditions of moderate challenge, employees experience pleasure and
satisfaction.

PROMOTIONS

Promotional opportunities affect job-satisfaction considerably. The desire for promotion is


generally strong among employees as it involves change in job content, pay, responsibility,
independence, status and the like. An average in a government organization or PSU can get
promotions according to the services rules and seniority. The chances of promotion based on
performance are better in the private sector. It is no surprise that employee take promotion as the
ultimate achievement in his career and when it is realized, he feels extremely satisfied.

SUPERVISION

There is a positive relationship between the quality of supervision and job satisfaction. Supervisor
who establish a supportive personal relationship with the subordinates and take a personal
interest in them contribute to their employee satisfaction. Realizing the role of supervision in
creating satisfaction the following actions are suggested:

SUPER VISORY ACTIONS FOR MAINTAINING SATISFACTION-

Maintain open lines of communication.


Create a good physical environment.
Remedy sub standard conditions.
Transfer discontented employees.
Change the perception of dissatisfied employees.
Display concern for employees.
Give ample recognition.
Allow for participative management.
Practice good management.
Conduct moral building programmes.

WORK GROUP
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The work does serve as a source of satisfaction to individual employees. It does so, primarily by
providing group members, by providing opportunities for interaction, with each other. It is well
known that, for employees, work fills the need for social interaction

The work group is an even stronger source of satisfaction when members have similar attitudes
and values. Having people around with similar attitudes causes less friction on a day-to-day basis.
Co-workers with similar attitude and values can also provide some confirmation of person’s self -
concept: “We are OK and you are OK”.

WORKING CONDITIONS

Working conditions, which are compatible with an employee’s physical comfort and facilitate
doing a good job, contribute to job satisfaction. Temperature, humidity, Ventilation, lighting and
noise, hours of work, cleanliness of work place, and adequate tools and equipment are the feature
which affect the job satisfaction

The assumption that working conditions and satisfaction are interrelated contradicts the two-
factor theory of motivation. According to this theory, working conditions are a part of
maintenance factors, which, when provided, help remove dissatisfaction. This does not mean that
they are satisfied now; it only implies that now they are not dissatisfied now i.e. Opposite of
dissatisfaction is non-dissatisfaction but not satisfaction.

Thus while working conditions constitute a source of job-satisfaction, they are a relatively minor
source. Generally, unless working conditions are either extremely good or bad, they are taken for
granted by most employees. Only when employees themselves change job or when working
conditions change dramatically over time (e.g. moving into new facilities) do working conditions
assume more relevance. In other words, all workers are not satisfied or dissatisfied with favorable
or non –favorable conditions.

CONSEQUENCES OF JOB SATISFACTION


High job-satisfaction may lead to improved productivity, reduces turnover, improved attendance,
reduced accidents, less job-stress, and lower unionization.

Productivity

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The relationship between satisfaction and productivity is not definitely established. The consensus
however is that, in the long run job satisfaction leads to increased productivity.

There is more evidence to suggest that job performance leads to job satisfaction and not the other
way round (Lawler and Porter, 1967) the following figure developed by these two illustrates the
similarity between performance and satisfaction. An employee who performs well in his job gets
both intrinsic and extrinsic rewards, which will lead to his satisfaction. A poor performer will feel
worse about his incompetence and will receive fewer rewards. He will be less satisfied with his
work experiences.

EXTRINSIC

ORMANCE SATISFACTION

REWARD EQUITY OF

REWARD

Job Satisfaction and Employee Turnover

High employee turnover is of considerable concern for employers because it disrupts normal
operations, causes moral problems for those who stick on, and increases the cost involved in
selecting and training replacements. The employer does whatever possible to minimize turnover,
making the employees feel satisfied on their jobs.

Though a certain degree of turnover is good for organization health, it should not be from the side
of newly recruited ones, because they are the fresh blood of the organization. Every possible effort
should be made to retain them, as a lot of organizational resources are spent on recruitment,
selection and training of these employees.

Unlike the relationship between satisfaction and productivity, the connection between job-
satisfaction to employee turnover is established beyond doubt. It has been found by researchers
that workers with relatively low levels of job-satisfaction are most likely to quit their jobs and that
organizational units with the lowest average satisfaction levels tend to have the highest turnover
rates.

However, the withdrawal behavior of employees is modified by certain factors. Loyalty to the
organization is one such thing. Some people cannot imagine themselves working somewhere else,
however dissatisfied they are in their present jobs.

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Availability of other places of employment also influences turnover. With the changing economic
scenario, more and more Multinational Companies coming to India. With their excellent pay -
packages and highly challenging and competitive work culture these companies are attracting
competent professionals from other organizations also. Thus if greener pasture are available, an
employee does not mind going in search of them, notwithstanding the present level of job-
satisfaction he enjoys.

Satisfaction and Absences

Correlation of satisfaction with absenteeism is also proves conclusively. Workers who are
dissatisfied are more likely to take “mental health” days, i.e. days off not due to illness or
personal business.

Simply stated absenteeism is high when satisfaction is low. As in turnover, absenteeism is subject
to modification by certain factors. The degree to which people feel that their jobs are important
has a moderating influence on their absences and ultimately turnover.

Employees who feel that their work is important tend to clock in regular attendance.

Besides it is important to remember that while high job-satisfaction will not necessarily result in
low absenteeism, low satisfaction is likely to bring about high absenteeism.

Satisfaction and Safety

Poor safety practices are a negative consequence of low satisfaction level. When people are
discouraged about their work, organization and supervisors, they are more liable to commit
mistakes that result in accidents. An underlying reason for such accidents is that discouragement
may take one’s attention away from the task at hand. Inattention leads

directly to accidents. For example:- many hand injuries from power tools can be attributed to the
operator not paying careful attention.

Satisfaction and Job Stress

Job stress is the body’s response to the job related factor threatens to disturb the person’s
equilibrium. In the process of experiencing stress, the employee’s inner state changes. Prolonged
stress can cause the employee serious ailments such as heart disease, ulcer, blurred vision, lower
back pain, dermatitis and muscle aches.

Chronic job-satisfaction is a powerful source of job stress. The employee may see no satisfactory
short-term solution to escape this type of stress. An employee trapped in a dissatisfying job may
withdraw by such means as high absenteeism and tardiness, or employee may quit.

Employee under prolonged stress stemming from job dissatisfaction often consumes too much
alcohol, tobacco and drugs. These employees are costly to the organization in terms of the time
lost due to frequent absences and increased payments towards medical reimbursement.

Unionization

It is proved that job-dissatisfaction is a major cause for unionization (Allen and Keaveny, 1981).
Dissatisfaction with wages, job security, fringe benefits, chances for promotion and treatment by
supervisors and superiors are reasons, which make employees, join unions. Another dimension is
27
that job-dissatisfaction can have an impact on the tendency to take action within the union, such as
filing grievances or striking.

CHAPTER-6.
HR POLICIES AT IOCL

RECRUITMENT

Preliminary

Recruitment action will be initiated by Personnel Department.


Recruitment for all posts in grade ‘A’ and above is made centrally on All –India basis.
Total recruitment of officers in grade ‘A’ is met by recruitment from open market and by
promotion from staff on the basis of 50:50 formula.
Existing employees may apply for any of the posts advertised by corporation from any of the units
and will be considered along with others provided they have the prescribed educational
qualifications and experience.

Principles governing the Recruitment:

Educational specifications, merit and experience of the right type will be the Primary
considerations governing recruitment.
Trade test, I.Q. Test or Proficiency test will be given to candidates, wherever necessary.
For recruitment to posts carrying pay scales the maximum of which does not exceed Rs.1250 p.m.,
the “IOCL” as registered in and sponsored by local Employment Exchange will, other things
being equal, get preference over others, with priority being given to outers/ land losers.
While selecting candidates for various posts, the respective Selection Committees will keep in view
the corporation’s policies based on the Presidential Directive in the matter of reservation of
posts as well as certain Relaxations allowed to SC/ST candidates / ex-servicemen / physically
handicapped.
Preference to candidates possessing NCC Training / National Apprenticeship Certificates.

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TRAINING

Training is the process which is used for increasing the knowledge and skills of a person. It is a
milestone in overall development of a person.

IOCL provides training because of the following reasons: -

As per job requirements.


Due to technological reasons.
To increase productivity.
To increase quality of work.
To reduce accident rate.
To increase morale.
For personal growth of employees.

IOCL provides following type of training :-

Orientation training.
Job training.
Safety training.
Remedial training.
Personality development training

PAY AND ALLOWANCES

The employees are placed in one of the scales of pay. The scales of pay with some typical
designations of the employees in Refineries Division are as follows :-

OFFICERS (w.e.f. 1.1.2007)

GRADE SCALE OF PAY


I Rs.62000-80000
H Rs.51300-73000
G Rs.51300-73000
F Rs.51300-73000

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E Rs.43200-66000
D Rs.36600-62000
C Rs.32900-58000
B Rs.29100-54500
A Rs.24900-50500

AVAILING OF LTC

LTC is admissible to all employees (and their families as defined in the LTC rules) in the approved
scales of pay on completion of one-year continuous service on the date of journey.
LTC is allowed once in a period of two calendar years (viz. two yearly blocks) from headquarters
to hometown and back. The two yearly blocks are 1993-1994, 2001-2002, 2003-2004 and so
on. In the case of Gujarat Refinery and Mumbai office, the block year ends with odd
number in the case of those employees who joined at these places prior to 1.9.1975. The
concession that is not availed during that block may be availed in the first year of next block.
Employees and their families in any given block period of two years have the option of availing of
LTC of any place in India in lieu of hometown.
Employees while availing LTC are also reimbursed for local travels, actual taxi fare or twice the
entitled rate of local conveyance under TA rules at the stations of commencement and
termination of outward and inward journeys, whichever is less.

Four /Fifths of the estimated fare and expenses for hiring accommodation (as per entitlement) may
be drawn as an advance towards cost of the journey by the shortest route to the destination
and back.

Employees posted to Assam and other northeastern states, but whose declared hometown is
outside any of these states are entitled to the liberalized LTC/ home travel facility.

LTC is admissible to an employee during regular or casual leave without any minimum limit on
the leave to be taken.

Employees while availing LTC are entitled to drawn an amount equivalent to 10% of the amount
of DA (as per applicable rate under TA rules) for self, spouse, and two dependent children
above five years of age 4 and dependent parents towards expenses.

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On hiring accommodation at places of visit in the country which should be other than the
employees home town for actual number of nights spent at such a place4, up to ceiling of 10
days. This is subject to the condition that holiday home/ guest house/ transit
accommodation facility, if existing at places of visit is not availed by employee/family.
Further, transit DA for the period of journey @75% DA admissible (at the rates applicable
for other cities) shall be reimbursed within the overall existing ceiling of 10 days.

Employees who are entitled to travel by rail by first class and entitled members of their families
for availing LTC either to Port- Blair or to Agatti can travel by –air. However, travel
entitlement from the place of posting up Chennai or Calcutta (for journey to Port-Blair) and
up to Trivendrum (from journey to Aggati will be regulated within the to and fro ceiling by
the shortest route as per the existing entitled class of travel. In case of workmen this facility
will be available only once during the entire service.

10. While availing LTC, such workmen who are current entitled to llnd - class rail
travel, will be allowed reimbursement of three - tier AC fare for rail travel actually
undertaken by the shortest route. Their basic entitlement however, will not undergo any
change.

LTC ENCASHMENT:-

The existing rates of LTC encashment (w.e.f. 1.04.2002) in respect of employees are asunder:-
OFFICERS:

ENCASHMENT OF LTC

The existing rates of LTC encashment in respect of employees who wish to encash their
LTC are as under: -

Officers Amount entitled per member


(Rs.)
Gr. ‘D’ & above 8368
Gr. ‘A’, ‘B’ & ‘C’ 4792
Workmen
For those entitled to travel by 1st 3882
Class
For those entitled to travel by IInd 1010
Class

HOUSE BUILIDING ADVANCES

With a view to own a residential accommodation for his/her self occupation, HBA may be granted
to an employee provided the employee has completed a minimum of 5 years of service in one of the

31
regular scales of pay of the corporation including the service in Government/Public sector
undertaking.

The maximum ceiling of HBA entitlement of an employee is 100 months Basic pay +DA ( as on the
date of sanction) or Rs. 10 lacks( Gr. A to C)/ Rs. 14 lacks (Gr. D to F) /Rs. 12 lacs (Gr. G & above)
or the cost of the house/flat, whichever is lowest. The employee if he so wishes, may adjust the
gratuity amount against HBA, which would be computed on the basis of maximum stage of salary
scale at the time of sanction and subject to the ceiling applicable.

For the purpose of extension, enlargement and/or modification of a house/flat already owned by an
employee, the HBA entitlement would be restricted to 50% of the above entitlement.

The HBA entitlement as mentioned above includes actual amount of expenses to be incurred on
stamp fee/registration charges limited to Rs. 1 lacs may be granted for the purpose of registration
of the piece of land/house/flat in the name of the employee.

The present rate of interest on HBA amount disbursed is 5% p.a. simple interest calculated on the
balance HBA amount outstanding on the last day of each month. An additional interest @0.5% is
payable by the borrower employee towards premium against the outstanding HBA under
Mortgage Redemption Scheme.

The grant of HBA to an employee is subject to submission of various documents and fulfillment of
laid down condition

The recovery of the principal amount of HBA together with interest shall be affected within a
maximum period of 25 years or the period left for the employee for superannuation, whichever is
earlier.

The lones employee shall be required to mortgage the property thus purchased with HBA by
deposit of original title deed in favour of the Corporation.

The employee who has a house purchased/ constructed/ extended/ enlarged/ modified with HBA
and which is located at the station of posting shall be required to occupy the same for his own
residence. Alternatively, he may be allowed to rent out the house with the permission of the
Corporation subject to the condition that 50% of the gross rent received is repaid to the
Corporation towards repayment of HBA.

House Building loan for acquiring alternate property upon scale of the property purchased with
HBA with due permission from the competent authority or for extension of the previous advance.

CONVEYANCE ADVANCE

A permanent employee of the corporation may be sanctioned interest bearing loan/ advance for
purchase of conveyance upon satisfaction of the competent authority that the possession of
the vehicle by the employee will be in the interest of the corporation.

The mode of the conveyance and the amount of advance admissible is as under:

Officers

4.3.1 Conveyance advance for purchase of vehicles is admissible to officers as under:

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For Cars:

Grade Maximum entitlement


A Rs.2.65 lakhs
B&C Rs. 4.50 lakhs
D, E, & F Rs. 5.0 lakhs
G&H Rs. 6.50 lakhs
I Rs. 7.50 lakh

In addition expenses incurred on account of comprehensive insurance, registration & road tax
limited to maximum advance of Rs. 10,000/- shall also be admissible. However, they will be
entitled to the maintenance allowance as applicable to the two wheeler vehicle.

The loan/advance bears simple interest as may be fixed from time to time (present rate being
2.5%). The loan/advance bears simple interest as may be fixed for different categories.

LEAVE

Earned Leave

Employees are allowed earned leave with full pay and allowances at the rate of 8 days for each
completed quarter, 3/4 of the leave earned is credited into encashable portion and ¼ into non-
encashable portion. Earned leave credit in the encashable portion can be encashed at any time
either fully or partly in multiples of five subject to a minimum of five days and a maximum of 90
days at a time without necessarily availing any earned leave. Earned leave in the non-encashable
portion as well as in the encashable portion can be availed by an employee by taking leave, if he so
desires and the same is sanctioned by a competent authority. Earned leave can be accumulated up
to a maximum of 300 days. The leave beyond the combined ceiling of 300 days shall automatically
stand encashed from the encashable side and the encashment amount shall be paid along with the
salary of the month succeeding quarter.

Special Earned Leave

Teaching and non teaching vacation staff of departmentally run and managed schools are entitled
to special earned leave @ 5 days per year which can be accumulated up to 40 days and is not
encashable. Credit is given at the rate of 1.25 days ay the end of each quarter. It cannot be
availed in periods of less than one whole day.

Maternity Leave

Female employees are allowed maternity leave for a period of 135 days (only for 2 children) & 3
months (for subsequent occasions) from the date the employees desires to proceed on leave or from
the date of actual confinement, whichever is earlier, and for 6 weeks in case of miscarriage or
abortion on the basis of Medical certificate.

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Child-Care Leave

Female employees are allowed to avail CCL for a period not exceeding two years during entire
service career, in spells of 6 months or more subject to fulfillment of stipulated conditions.

Sick Leave

Employees are entitled to sick leave on half pay @ 5 days for completed quarter of service. The
leave can be commuted on full pay by debiting twice on half pay standing to the credit of the
employee.

Medical as well as fitness certificates are required to be submitted if the leave applied is for more
than 2 days in respect of workmen and more than one day in respect of officers. However the
grant of sick leave shall not exceed 10 days on full pay (without submission of medical certificate)
which is earned during a year.

Casual Leave

Admissible for 10 days in a calender year. It cannot be combined with other kinds of leave, shall
lapse at the end of the year. Sundays, holidays and weekly off days falling before, after or within
the period of casual leave are not counted as part of the casual leave. I can be availed to a
maximum of six days at a stretch.

The facility of availing of availing half day CL is not admissible to officers and workmen working
in rotating shifts as well as the workmen working in other than rotating shifts i.e. administrative
offices.

Casual Special Leave

Employees participating in a representative capacity in PSCB, Inter Refinery or Inter Division


Sports Meet which are sponsored by the company may be allowed special casual leave not
exceeding 10 days in a calendar year.
Special casual leave for six working days may be granted to male employees undergoing
vasectomy operation.
Special Casual leave not exceeding 14 days is admissible to female employees undergoing non-
puerperal sterilization operation.
A male employee may be granted special casual leave up to 7 days if his wife undergoes puerperal/
non-puerperal tubectomy operation.
Employees joining Territorial Army are granted special casual leave for period spent in training
camps, attending celebrations, attending a course of instructions, period speny in medical
examination/ interview, and preparatory time of 6 days (excluding Sundays and holidays) at
the time of embodiment (for training as well as service) or on its termination.
For a maximum period of 15 days including transit period both ways to such of the ex-servicemen
who are required to appear before the Medical Re-Survey Boards for reassessment of their
disability.

34
Employees who donate blood on a working day may be granted on request a special casual for that
day.

Special Leave for Serious Sickness

Up to 1 year on full pay in case of serious and chronic/ contagious diseases like TB, Cancer etc.
before grant of special leave the employee is first required to avail sick leave as due to him leaving
balance of 20 days on half pay in his leave account. In case of death of the employee due to any
illness during hospitalization, the period of hospitalization till the date of death is treated as special
leave.

Extraordinary Leave without Pay

Ordinary not exceeding one month in a year when no other leave in due and up to 18 months in
case of serious ailments. As the title suggests, this leave is granted without pay.

Leave not due

When no other leave is due, a regular employee who has completed a continuous-
service of not less than four years may be allowed leave not due up to 80 days on half pay
during the period of entire service on medical grounds under exceptional circumstances. This
leave is debitable to future earning of sick leave and is sanctioned subject to there being
reasonable prospect of the employee earning sufficient leave after resumption of duty.

Study Leave

Employees who have put in a minimum period of five year’s service in the company may be
granted study leave for two years extendable by one or more year during the entire period of
service, whether in one spell or more. The employees have to first avail of earned leaves due to
them and only the balance period will be treated as study leave which is without pay. No benefits
are admissible to the employees during the period of study leave.

Special Leave without Pay for Female Employees to join their husband at Outstations/
Abroad

A female employee whose husband has been transferred/ posted to another location in India or
Abroad may be granted Extraordinary leave without pay for a period not exceeding three years in
all during the entire service career provided she has put in a minimum of three year’s service
subject to fulfillment of laid down conditions. The period of such leave is not counted for any
purpose whatsoever.

Special Compensatory Off to Officers

Officers, who are on field duty and working in 48 hours per week work schedule, are granted
Special - Compensatory Off (SCO) to the extent of 36 SCOs per year. The SCOs are automatically
encashed on a quarterly basis in the beginning of the succeeding quarter.

35
Disability Leave

Disability leave is granted to an officer disabled by injury caused by accident while on duty. The
leave is granted on full pay to the extent as certified by the Corporation’s Medical Officer or
nominated Doctor. The leave up to 120 days can be granted locally and beyond 120 days the
approval of Director is required.

OTHER BENEFITS
CANTEEN SERVICE

Canteen services for employees are available at the Refinery units. Where subsidized canteen
facilities are available, employees are entitled to receive cash in lieu of subsidized canteen/lunch
subsidy.

MEDICAL FACILITIES

The Corporation maintains its own hospitals at the township attached to each refinery. Employees
along with their eligible dependents residing with them in township are entitled to get medical
attendance from the Corporation’s hospitals.

A patient may be referred to an outside hospital/specialist by the CMO only in cases where
treatment cannot be had in the refinery hospitals.

Employees at other locations may receive medical attendance from an authorized medical
attendant, as defined under the medical rules, either under allopathic or homeopathic system.

Some reputed hospitals/ nursing homes have been nominated at these locations where the
employees and their dependents can have both outdoor and indoor treatment. The
reimbursement of expenses incurred on hospitalization except diet charges is made limited to the
charges for such treatment related to the entitlement of the employee. Medical rules may be
referred to for details on the consultation fee, room entitlement, list of nominated hospitals, etc.

HOUSING FACILITIES

Township is being maintained in all refineries. Employees are allotted quarters in the township
for which house rent recovery is made from them at prescribed rates. In other places, the facility
of leased accommodation and self-lease is available to employees within the prescribed ceilings.

RECREATIONAL CLUBS AND CENTRES

Each refinery unit has adequate facilities for the recreation of the employees and their family
members in the township through clubs and community centres. These include library, indoor &
outdoor games, cultural activities and regular film shows.

36
Offices such as at Head - Quarters, Calcutta, Mumbai, R&D centre, Pipelines H.Q. etc. where club
facilities are not available employees are entitled to an excursion trip with an option to go
anywhere in India once in a year and they are entitled to claim reimbursement of a fixed amount
which is decided every year for the excursion. The amount for the year 2002-2003 is Rs. 615/-.

SUPERANNUATION BENEFIT FUND SCHEME

GENERAL-

As a measure of social security in the post retirement period, a scheme known as superannuation
benefit fund scheme has been introduced in the corporation. The scheme is applicable to all the
officers and workmen in the refinery division. The scheme is also extended to the officers of AOD
who are not covered by AOD pension scheme and all non-officers.

CONTRIBUTION-

The rate of direct monthly contribution is as per the following table and is determined by the age -
group to which an employee belongs at the time of joining the scheme. The rate once determined
remains unchanged.

Following rates of contribution calculated on BP + DA + Protected Pay + NPA (wherever


applicable) are payable by employees depending upon their age group:-

Age Groups Rate of Contribution


38 years or 2%
less
Above 38 3%
years but less
than

48
years
48 years but 4%
less than 53
years
53 years and
above
5%

INDIAN OIL EMPLOYEES WELFARE CO-OPERATIVE SCHEME

An Employee who is confirmed or has completed one year of service in the corporation may
become a member under this scheme. He is required to pay an entrance fee of Rs. 1/- and should
pay for one share of Rs. 10/-, which is refundable on cessation of membership. Effective July 1988,
the rate of contribution is Rs. 10/-p.m. In the event of death of an employee while in service, the
society shall pay to the legal family members of the deceased employee a sum of Rs.750/- per
month for a period of 5 years.
37
SCHEME FOR MAKING EX-GRATIA LUMPSUM PAYMENT TO AN EMPLOTEE
SUFFERING DEATH OR PERMANENT TOTAL DISABLEMENT DUE TO AN ACCIDENT
ARISING OUT OF AND IN THE COURSE OF EMPLOYMENT

Upon an employee suffering death or permanent total disability due to an accident arising out of
and in the course of employment, a compensation equivalent to 100 months pay (BP+DA) is
payable. The compensation payable under the scheme is exclusive of any other legally admissible
benefits.

GROUP SAVINGS LINKED INSURANCE SCHEME (GSLIS)

A group savings linked insurance scheme under the aegis of LIC, which provides for twin benefit
of risk coverage and savings is in operation. Initially, the scheme was optional for officers and
workmen on roll as on 20.07.86 and 20.05.87 respectively, where after it is compulsory for all new
entrant employee

The amount of monthly contribution, risk coverage provided for different groups under the
scheme is as per following table:-

Group Category Monthly Contribution


I Grade `C’ and above Rs.100
II Grade `A’ and `B’ Rs. 75
III Grade IV to VIII Rs. 50
IV Grade I to III Rs. 25

The scheme is intended to provide the member employees insurance cover along with accumulated
savings to help their families in the event of death in service and a lump sum payment to augment
their resources after attaining the age of superannuation. About 1/3 amount the monthly
contribution is paid towards risk coverage and balance goes into saving account, on which
currently 11% compound interest is paid by LIC.

In addition to the above, w.e.f. July 1993 all employees are covered under the Oriental Insurance
Company’s Group Personal Accident Insurance Policy.

The Insurance Coverage is provided as under:

Group Insured amount


I Rs.1,00,000
II Rs.75,000
III Rs.50,000
IV Rs.25,000

38
COMPUTER ADVANCE TO EMPLOYEES

Max. of Rs. 29000/- (interest free) and an additional loan of Rs. 6000/-@ 2.5% p.a. interest.
Principal recoverable in 96 equal monthly installments and interest on interest bearing advance to
be recoverable in 4 monthly installments thereafter.

LONG SERVICE AWARD

The corporation gives a long service award to its regular employee on rendering good and
satisfactory service in the following manner

Period of Service Award


15 yrs An item of value of 5 gm Gold Coin (24 ct)
25 yrs An item of value of 10 gm Gold Coin (24 ct)
30 yrs An item of value of 20 gm Gold Coin (24 ct)
35 yrs An item of value of 20 gm Gold Coin (24 ct)

PRODUCTIVITY INCENTIVE SCHEME

Employees are paid productivity linked incentive on the basis of the respective performance of
unit/ office where posted, in accordance with laid down parameters and subject to the provisions
of the scheme. The benefit under the scheme will not exceed 155 of the actual basic pay plus DA
drawn by the employee in the relevant financial year.

PROMOTION POLICY OF OFFICERS GRADE ‘A’ TO ‘B’& GRADE ‘B’ TO ‘C’:-

GENERAL:-

1.There shall be only one channel of promotion.

2. The marking system will be as follows:


39
PDA(Performance) Report - 45
Seniority - 50
Educational Qualification - 30
DPC - 05
Total - 130

2.1) The manner of calculating marks for PDA(Performance) for the last 3 years shall be as
under :

Outstanding 45
Very
Good 40

Satisfactory 30

2.2) The marks for educational qualifications shall be assigned as per Annexure.

3.0) To be eligible for consideration for promotion, the following two conditions shall apply :

i) The concerned officer must have completed at least three calendar years of
service in the present grade.

ii) The performance ratings for the last three years should be ‘Satisfactory’ or
higher.

4.0) For calculation of seniority marks, service upto 31st December of the calendar year
previous to which the promotions are being made, shall only be counted.

5.0) The Officer :

a) should have clean record of service in the previous year;

b) should not be undergoing any punishment awarded under disciplinary action; and

c) should not have any vigilance case and/or disciplinary proceedings pending against him.

6.0) In all other matters pertaining to promotions, the existing procedure and practices will
continue.

40
SPECIFIC FOR PROMOTION FROM GRADE ‘A’ TO ’B’

7.1 The seniority marks will be assigned @ 1-1/4 marks for every full calendar quarter of service
and also for the part calendar quarter with a minimum of 45 days of service in that quarter.

7.2 An officer shall be promoted to Grade ‘B’ on acquiring 85 (Eighty Five) or more marks based
on the above factors.

7.3 Officers with minimum Matriculation Qualification or above who are otherwise not able to
achieve the promotion as per the cut-off marks shall be considered for promotion:

· after completion of 7 (seven) calendar years of satisfactory service provided such officers have at
least one "VERY GOOD" rating in grade "A" in the previous 5 (Five) Years.

· after completion of 6 (six) calendar years of satisfactory service provided such officers have at
least TWO "VERY GOOD" ratings in grade "A" in the previous 5 (Five) Years.

7.4 For the purpose of promotion and career planning of officers, there will be flexibility of job
responsibilities between Grade ‘A’ and Grade ‘B’ in all respects.

7.5 The total strength of vacancies/sanctions will be considered as one cluster.

 An officer in Grade ‘A’ who is promoted to Grade ‘B’ may be required to continue with
present/similar assignment

SPECIFIC FOR PROMOTION FROM GRADE ‘B’ TO’C’.

Five marks for every completed calendar year of service in the present scale shall be assigned for
seniority. For this purpose, the seniority shall be reckoned from 1st January of the year in
which the officer is promoted to Grade ‘B’ subject, however, to his/her having joined in
Grade ‘B’ within 3 months of issue of promotion order. For every full-completed calendar
quarter of a year and also for the part calendar quarter with a minimum of 45 days of
service in that quarter, 1.25 marks will be added. The maximum marks for seniority will be
50.

8.2 An officer shall be promoted to Grade ‘C’ on acquiring 87 (Eighty Seven) or more marks
based on the above factors.

8.3 Officers with minimum Matriculation Qualification or above who are otherwise not able to
achieve the promotion as per the cut-off marks shall be considered for promotion:-

· after completion of 7 (seven) calendar years of satisfactory service provided such


officers have at least one "OUTSTANDING" rating in grade "B" in the previous 5 (Five)
Years.

· after completion of 6 (six) calendar years of satisfactory service provided such officers
have at least one "VERY GOOD" and one "OUTSTANDING" rating in grade "B" in the
previous 5 (Five) Years.

41
MARKS FOR EDUCATIONAL QUALIFICATIONS FOR PROMOTION FROM
GRADE ‘A’ TO ‘B’ AND GRADE ‘B’ TO ‘C’:-

1. TECHNICAL DEPARTMENT

30
Degree in Engineering
M.Sc. from recognised University 24
Diploma in Engg./B.Sc. from a recognised University 18
Intermediate in Science or its equivalent 12
12
Matriculation with ITI Certificate
06
Matriculation/Higher Secondary

BelowMetric

*Refinery Laboratory

- Degree in Engg./M.Sc. Tech/Ph.D in Chemistry 30


- M.Sc/AIC (By examination) 24
- B.Sc. 18
- I.Sc. 12
- Matriculation/Higher Secondary 06
- Below Matric 0

2. FINANCE DEPARTMENT.

- Chartered Accountancy/Cost Accountancy/MBA with 30

42
Specialisation in Financial Management 30
- M.Com 24
- Bachelor’s Degree in Commerce or in any other faculty 18
- Intermediate in Commerce or its equivalent 12

3. PERSONAL AND ADMINISTRATION DEPARTMENT.


- MBA with specialisation in Personnel Management &

Industrial Relations /Master's Degree in Social Welfare or its equivalent/Graduate with Company
30
secretary/Ph.D in Management/Graduate with LL B.

- Master’s Degree in any subject other than Personnel

Management & Industrial Relations/Graduate in any faculty with Diploma in Personnel Management
and/ or Industrial Relations or its equivalent. 24
- Graduate 18 18
- Intermediate 12
- Matriculation/Higher Secondary 06

- Below Matric 0

CODE OF DISCIPLINE AND RIGHTS TO RECOGNIZED UNIONS

Code of Discipline-

The code of discipline in Industry, both in public and private sectors, was ratified the Central
Employers and Workers organizations at the 16 session of the Indian Lab our Conference held at
Nainital in May, 1958 and came into force with effect from July1, 1958. Its salient features are
given below:

There has to be

A just recognition by employers and workers of the rights and responsibilities of either party, as
defined by the laws and agreements.
A proper and willing discharge by either party of its obligations consequent on such recognition.

43
Both the Management and Unions agree that:

No unilateral action be taken in connection with industrial matter and the disputes should be
settled at appropriate level.

The existing machinery for settlement of disputes should be utilized with the
utmost expedition.

There should be no strike or lock- out without notice.


Affirming their faith in democratic principles, they bind themselves to settle all future differences,
disputes and grievances by mutual negotiation, conciliation and voluntary arbitration.
Neither party will have resources to coercion, intimidation, victimization or go slow.
They will avoid litigation, sit-down and stay- in strikes or lockouts.
They will promote constructive cooperation between their representatives at all levels and between
workers themselves and abide by the spirit of arrangements mutually entered into.
They will establish, upon a mutually agreed basis, a grievance procedure, which will ensure a
speedy and full investigation leading to settlement.
They will abide by various stages in the grievance procedure and take no arbitrary action, which
would by-pass, this procedure.
They will educate the Management personnel and workers regarding their obligations to each
other

The Management agrees

1.Not to increase workload unless agreed upon or settled otherwise.

2. Not to support or encourage any unfair labor practice.

3. To take prompt action for settlement of grievances

4.To display in conspicuous places in the undertaking the provision of this code
in the local language.

5.To distinguish between actions justifying immediate discharge and those where warning
must precede discharge.

To take appropriate disciplinary action against its officers and members in cases where enquires
reveal that they were responsible for precipitate action by workers leading to indiscipline.
To recognize the union in accordance with the criteria evolved at the 16 session of the Indian
Labour Conference held in May, 1958

The Unions agree

Not to engage in any form of physical duress.

Not to permit demonstrations, which are not peaceful, and not to permit rowdyism in
demonstation.
Not to engage or cause other employees to engage in any union.

44
To discourage unfair labour practices such as negligence of duty, careless operation, damage to
property, interference with or disturbance to normal work and insubordination
To take prompt action to implement awards, agreements, settlements and decisions.
To display in conspicuous places in the union offices, the provisions of thi code in the local
languages.
To express disapproval and to take appropriate action against office bearers and members for
indulging in action against the spirit of this code.

Rights To Recognized Union

1) To raise issues and enter into collective agreements with employers on general questions
concerning the terms of employment and conditions of services of workers in an establishment or
in the case of a representative union, in an industry in a local area.

2) To collect membership fees/ subscription payable by members to the union within the premises
of the undertaking.

3) To put or cause to put up a notice board on the premises of the undertaking in which its
members are employed and affix or cause to be affixed notice relating to meetings, statements of
accounts or its income and expenditure and other announcements which are not abusive, indecent
or inflammatory or subversive of discipline or otherwise contrary to the code.

4) For the purpose of prevention or settlement of an industrial dispute:


a) to hold discussion with the employees who are members of the union at a suitable place or
places with in the premises of office/ factory establishment as mutually agreed upon.

b) to met and discuss with an employer or any person appointed by him for the purpose, the
grievances of its members employed in the undertaking.

c) to inspect prior arrangements, in an undertaking, any place where any member of the union is
employed

5) To nominate its representative on the:-

a) Grievance committee constituted under the grievance procedure in an establishment

b) Joint management councils

c) Non-statutory bipartite committees, e.g. production committee, welfare committee, canteen


committees, house allotment committees etc. set up by the management.

45
CHAPTER 7

OBJECTIVE WISE ANALYSIS


AND
FINDINGS

1. IOCL's leadership and planning

46
Leadership and planning

Half of the employees are satisfied with the leadership planning in the IOCL ie.49%
Nearly 22% say that IOCL lacks leadership planning among the employees.

2. Corporate Culture

Corporate culture.

Corporate culture generally represents the norms, assumptions and shared values within the firm.

In IOCL, 65% of the employees say that the company has good corporate culture.

While 20% are not satisfied with the culture in the organization.

47
Communications

Communications

For the organization to function successfully, effective communication is the basic requisite.

Inter-personal, intra-group, inter-group communications are essential for information to flow, to


generate ideas and feelings to be exchanged.

Communications can be upward, downward or lateral. It plays an important role in changing the
people’s attitude.

4. Career Development

48
Opportunities to learn and grow, establishing a clear path and performance appraisal constitute
for the career development of an employee in an organization.

Here, studies reveal that ,

Approximately half of the employees are find career development at IOCL.


And 30% are not happy.

5. Your Role

Roles and responsibilities alloted to different departments and individual play an important role in
the progress of an organization.

Majority of the employees are satisfied with the roles and responsibilities 61%

49
Recognition and Rewards

Recognition and rewards helps in motivating the employees.

52% employees are satisfied with the rewards given at IOCL.

50
Teamwork and Cooperation

A quality of teamwork is measured by analyzing the effectiveness of the collabration of

Communication, co-ordination, balance of contribution, mutual support and efforts.

52% employees are satisfied with the teamwork in IOCL.

Working Conditions

51
Working conditions include the surrounding in which somebody works taking into account

Office, space, lighting, furniture and other equipments.

Majority of the employees are satisfied with the working conditions in the IOCL ie.58%

Your Immediate Supervisor

The satisfaction of the employees are much concerned with the behaviour and co-ordination with
the immediate supervisor.

In IOCL,

Many of the people are satisfied with the behaviour of the immediate supervisor 68%.

52
IOCL's Training Program

Training is the next step after recruitment and selection. Training is also necessary to keep the
employees update with the changing technology. With each promotion employees are send to the
training programmes. It is not only restricted to promotion but at many stages during job.

44% of the employees are satisfied by training given to them.

53
Benefits

Overall, satisfaction of employees with IOCL 's benefits package

Satisfaction and dissatisfaction by the benefits given to employees effects the retention level of the
employees in the organization. It also effects the performance of the employees. Here benefits
include LTC, Housing loan, Furniture loan, Medical facility, etc.

Overall, more than half of the employees ie. 58% are satisfied with the benefits given to them in
IOCL.

54
Leave policy

62% of the employees are satisfied with the leave policy at IOCL.

LTC

60% of the employees are satisfied with the leave travelling concession policy provided at IOCL.

55
Salary

Salary

Remuneration is what an employee receives in exchange for their contribution to the organization.

Generally wage and salary helps an organization obtain, retain and maintain a productive
workforce.

From the analysis of the pie chart the following inferences can be drawn:

1. Majority of the people are satisfied with their pay packages offered by the organization- 64%

2. less of the employees are not very satisfied from the salary 24%

Medical Facilities

56
Studies reveal that most of the employees 74% are happy with the medical facilities policy in
IOCL.

Housing Loan

52% employees are satisfied with the house building allowances policy at IOCL

Where there are also 30%employees who are not saisfied with this policy and ask for the revision.

57
Car Loan

58% of employees are satisfied with the personal vehicle allowances given to them

58
Furniture loan

60% of the employees are satisfied with the furniture loan policy at IOCL.

While 30% are not satisfied with it.

Canteen

There are 46% of the employees are satisfied with the cafeteria allowances and canteen facilities.

But theres a big number of the people who are not satisfied ie.34%

59
Bus transport

50% employees are satisfied with the transportation facilities given to them.

How much employees are satisfied with the services provided by


Employee care centre?
60
Employee care centre deal with the problem like grievances, leaves, other official issues.

42% employees are satisfied with the employee care centre.

34% are dissatisfied with that

11. Overall, how satisfied are you with IOCL as an employee?

Employees rate their overall satisfaction level in the IOCL

Among which 34% are satisfied

And 34% are not satisfied while 32% are ok in IOCL

61
How long do employees plan to continue career with IOCL?

62
FINDINGS & CONCLUSION:-

1. People are satisfied with the pay and perks given to them.

2. Employees agree that they can fully utilize their knowledge and skills in their job profile.

3. Employees are satisfied with the working conditions.

4. People are satisfied with the Promotion policies of IOCL but some improvement is required
after Grade ‘C’

5. Employees are satisfied with other facilities like LTC, Loans etc.

6. Officers are reluctant to accept transfers

7. Employees are not much satisfied with the welfare facilities like Canteen, Transportation, and
Security facility at township.

8. Officers need an improvement in their Performance Appraisal system.

CHAPTER-8.

SUMMARY

63
SUMMARY OF OBSERVATIONS

“The HR policies of Panipat Refinery (IOCL) are the best”- opinion of most of the employees. The
HR deptt takes utmost care of its employees.

1.Recruitment

•Recruitment for officer grades is made on centrally on all India basis.

•Total recruitment of officers in grade ‘A’ is met by recruitment from open market and
promotions from staff on 50:50 formula.

2.Training

•Orientation training

•Job training

•Safety training

•Remedial training

•Personality development training

3. Pay and Allowances

•Entry level (grade A) pay scale in officers is Rs. 24900 - 50500.

•Rate of annual increment-3% of the basic pay.

•Increment granted as benefits on promotion- 3% of the basic pay.

4. Loan facility

•House building advance

•Conveyance advance

64
5.Leave

•Earned leave

•Special earned leave

•Maternity leave

•Childcare leave

•Sick leave

•Casual leave

•Study leave

6. Other benefits

•Canteen service

•Medical facilities

•Housing facilities

•Superannuation benefit fund scheme

CHAPTER-9.

SUGGESTIONS AND CONCLUSION

SUGGESTIONS

1. Employees want to improve their performance appraisal system as they don’t want to bound
themselves under their bosses but also want their performance appraisal system through peers
and subordinates.
65
2. Transfer policy should be formed in a way, which suits the requirement of the Employees and
should be after a definite fixed period.

3. Areas of promotion need to be improved, as it should be like in Private sectors where


promotions are based only on the performance and not on no. of years.

4. The supervisors should hold more number of meetings/ get-together towards inculcating the
team spirit and sense of belonging amongst employees.

5. People are not satisfied with canteen facilities as quality of food, service etc. needs an
improvement and separation should be made in the sitting arrangement between staff and
officers.

6. People are satisfied with security system at work place by CISF but are dissatisfied at township,
so a tight security system is required at township.

CONCLUSION:-

As it may be seen from the analysis from previous pages of the report, the overall rating about the
job satisfaction amongst employees at Panipat Refinery is quite good. However certain perception
of the people has been noted down while administering the questionnaire to employees.

1. The employees have shown concern over the financial loss incurred recently.

2. With the employment opportunities opened up in the oil sector, it will be a challenge for the
management to retain highly skilled people, as much more attractive pay packages and perks are
available to highly skilled professionals.

3. The young professionals have joined IOCL with very high expectations, both in terms of
emoluments and professionalism. Some of the engineers might be finding their job monotonous.

66
IOCL Employee Satisfaction Survey
Dear Sir/Ma’am,

I am doing my vocational training in IOCL as a part of my MBA course. Under this, I


have been given “Employee Satisfaction” as my project topic. Therefore, I am doing the
survey on Employee Satisfaction. You are requested to kindly fill this questionnaire so that
it can help me in completing my project. It will also help in further improvement of the
employees’ welfare. This information would be kept confidential.

What is your age?

Under 21 

21 to 34 

35 to 44 

45 to 54 

55 or older 

What is your sex?


67
Male 

Female 

Which of the following best describes your role in the organization?

First-level supervisor 

Manager/supervisor higher than first level

(including senior management positions) 

Not a manager or supervisor 

What is your grade?

Officer (A to I) _____

Staff (I to VIII) _____

1. IOCL's leadership and planning (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

I have confidence in the leadership of IOCL 1 2 3 4 5

Management does not play favorites 1 2 3 4 5

Management does not “say one thing and do another” 1 2 3 4 5

68
2. Corporate Culture (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

Quality is a top priority with IOCL 1 2 3 4 5

Individual initiative is encouraged at IOCL 1 2 3 4 5

Nothing at IOCL keeps me from doing my best every day 1 2 3 4 5

3. Communications (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

IOCL 's corporate communications are frequent enough 1 2 3 4 5

I feel I can trust what IOCL tells me 1 2 3 4 5

There is adequate communication between departments 1 2 3 4 5

4. Career Development (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

I have a clearly established career path at IOCL 1 2 3 4 5

I have opportunities to learn and grow 1 2 3 4 5

The performance appraisal system is fair 1 2 3 4 5

69
\5. Your Role (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

I am given enough authority to make decisions I need to make 1 2 3 4 5

I feel I am contributing to IOCL 's mission 1 2 3 4 5

I have the materials and equipment I need to do my job well 1 2 3 4 5

6. Recognition and Rewards (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

If I do good work I can count on being promoted 1 2 3 4 5

I feel I am valued at IOCL 1 2 3 4 5

IOCL gives enough recognition for work that's well done 1 2 3 4 5

My salary is fair for my responsibilities 1 2 3 4 5

7. Teamwork and Cooperation (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Strongly Strongly

I feel part of a team working toward a shared goal 1 2 3 4 5

“Politics” at this company are kept to a minimum 1 2 3 4 5

70
8. Working Conditions (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

My physical working conditions are good 1 2 3 4 5

Deadlines at IOCL are realistic 1 2 3 4 5

My workload is reasonable 1 2 3 4 5

I can keep a reasonable balance between work and personal life 1 2 3 4 5

9. Your Immediate Supervisor (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

My supervisor treats me fairly 1 2 3 4 5

My supervisor treats me with respect 1 2 3 4 5

My supervisor handles my work-related issues satisfactorily 1 2 3 4 5

My supervisor asks me for my input to help make decisions 1 2 3 4 5

My supervisor is an effective manager 1 2 3 4 5

10. IOCL's Training Program (Please circle one number for each statement)

71
Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

IOCL provided as much initial training as I needed 1 2 3 4 5

Poor Average
Good Very Good Excellent

Please rate the in-house training provided by IOCL …………………………1…………


2………..3…………..4………..5

11. Benefits (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

Overall, I'm satisfied with IOCL 's benefits package 1 2 3 4 5

Specifically, I'm satisfied with the:

Leave policy 1 2 3 4 5

LTC 12345

Salary 12345

Medical Facilities 1 2 3 4 5

Housing Loan 1 2 3 4 5

Car Loan 1 2 3 4 5

Furniture Loan 1 2 3 4 5

Canteen 1 2 3 4 5

Bus Transport 1 2 3 4 5

72
Any suggestions for the improvement specifically in Canteen and Bus Transport?

______________________________________________________________________________
______________________

______________________________________________________________________________
______________________

______________________________________________________________________________
______________________

How much satisfied you are with the services provided by Employee care centre?

Very Very

Dissatisfied Satisfied

1234567

What, if any, changes would you like made to IOCL's compensation package?

______________________________________________________________________________
______________________

______________________________________________________________________________
______________________

______________________________________________________________________________
______________________

12. How long do you plan to continue your career with IOCL?

Less than a year 1 to 5 years 6 to 10 years More than 10 years Don't Know

73


13. Would you recommend employment at IOCL to a friend?

Definitely not Probably not Maybe Probably would Definitely would



14. What can IOCL do to increase your satisfaction as an employee?

______________________________________________________________________________
______________________

______________________________________________________________________________
______________________

______________________________________________________________________________
_____________________

15. How long have you worked for IOCL?

Less than 1 year 

1 year to less than 5 years 

5 years to less than 10 years 

10 years to less than 20 years 

20 years or more 

16. Overall, how satisfied are you with IOCL as an employee? (Please circle one number)

74
Very Very

Dissatisfied Satisfied

1234567

BIBLIOGRAPHY

1.www.iocl.com
(Home Page, Profile)

2.Kothari C.R.( Research methodology, New age International Publications, New Delhi,

Pg no.-1-2, 24-29, 31-52, 55-67, 95-117, 122-147)

3.Robbins Stephen,(Organizational Behaviour,Prentice Hall of India, New


Delhi,August 2001, Pg. No.76-80 )

4.www.bharatpetroleum.com ( Home Page, corporate vision)

5.www.hindustanpetroleum.com (Home Page, Profile

6.www.ongc.com (Home page, Profile)

7.www.google.com

8.IOCL Intranet.(HR Deptt., Organogram, Manual)

9.IOCL HR- Manual(Personnel manual, 1.6.07, Chapter 3, 5, 10, 12, 13, 15, 24, 25)

۞۞۞

75

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