A

SUMMER TRAINING PROJECT

REPORT
ON

“JOB ROTATION & TRANSFER POLICY IN ONGC”

(WITH SPECIAL REFERENCE TO TRANSFER POLICY)

SUBMITTED IN PARTIAL FULFILMENT OF THE DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION (2007-10)

GRAHFIC ERA UNIVERSITY,

DEHRADUN

SUBMITTED TO:
EXTERNAL GUIDE: INTERNAL GUIDE:
MR R.K. GANDHI MRS SAMIKSHA UNIYAL
ONGC GEU

SUMBITTED BY:
SWATI KOTHIYAL
BBA
 ACKNOWLEDGEMENT

We express our gratitude to MR.R.K.GANDHI ,ONGC , TEL BHAWAN ,

KDMIPE ,Dehradun who helped us during our summer training . MR .
R.K .GANDHI provided us with valuable information & shared his valuable
time in making us aware of various aspects of ONGC .

We should also extends my gratitude to the entire staff of TEL BHAWAN &
KDMIPE for their whole hearted cooperation .

We would like to express our gratitude towards H.O.D & faculty members for
their valuable suggestion & guidance .
 EXECUTIVE SUMMARY
This project of job rotation and transfer policy ONGC tel bhawan aims at
improving the efficiency of organization. Today , with business environment
changing at the blink of eyeorganisations need to achieve efficiency and
effectiveness in order to stay ahead. The problem of this research was to design the
job rotation and transfer policy for ongc dehradun as before there was no structured
design to transfer different employees according to their different needs and
requirements.
After co relating the expectation with the existing system several lapses were
found in present system.
These are:-
1. They are unable to differentiate between job rotation and transfer policy.
2. Transfer was affecting the educational life of the childrens of the employees
3. Transfer creates adjustment problems
4. Transfer policies are not fair and transparent

1. INTRODUCTION :-
a) Company profile.
b) ONGC vision.
c) ONGC mission.
d) ONGC objectives .
e) Specialization of ONGC .
f) Major products in ONGC.
g) ONGC institutes.
h) History of ONGC .
i) Board of directors .
j) Organization chart .
k) Global ranking .
l) HR in ONGC .
m) HR vision , mission , & objectives .
n) SWOT analysis.

2. INTRODUCTION TO TOPIC:-

a) Transfer .
b) Purpose of transfer.
c) Principles of transfer .
d) Transfer policy .
e) Procedure of transfer .

2. TRANFER POLICY IN ONGC :-

a) Objectives .
b) Applicaliblity .
c) Broad principles .
d) Administrative setup for policy implementation.
e) Transfer process.
f) Criteria for transfer .
g) Special provision .
h) Representation against transfers.
i) Competent authority to Approve transfers.
j) Implementation.

3. RESEARCH METHODOLOGY
4. ANALYSIS & INTERPRETATION
5. FINDINGS
6. CONCLUSIONS.
7. RECOMMENDATIONS..
8. BIBLIOGRAPHY
9. ANNEXURE.
INTRODUCTION

A.1 COMPANY PROFILE

Oil & Natural Gas Corporation Limited (ONGC) is one of the World’s largest
integrated exploration & production companies, Having the right expertise in
exploration, drilling technology, Reservoir studies, engineering & ocean
technology- dorm of Over decades of experience . ONGC is the producer of
more than 22 million tones of oil.

ONGC has set up seven exclusive institutes to meet its R & D Needs &
consultancy supports in all areas of hydrocarbons Sector, from exploration to
exploration , multi-dimensional Expertise in diverse fields of upstream
petroleum industry .ONGC institutes integrated services (OISS) is a common
Platform for these institutes & provide synergetic expertise In all the areas of
upstream oil sector through single window Service , of international
standards in terms of quality , Reliability , cost effectiveness & time
consciousness . ONGC has made important oil–gas discoveries in the country
& today the number of discovered fields are around 200.

ONGC is ranked among top 20 oil companies in the world & is ranked 1
according to its net worth , reserves & profits .

ONGC , which has been granted the status of “ NAVARATNA” Is one of the
eleven elite public sector organization selected for development as global
giants , & may be accorded the status of “ MAHANAVARATNA”.

Today , ONGC is fortune 2000 company , the most valuable Company in

India (by market capitalization) contributing 77% Of Indian crude oil
production & 81% of Indian total gas Production . It is the highest profit
making corporation of India.
A.2 ONGC VISION

“ To be a world class oil & natural gas company integrated in energy business
dominant Indian leadership & global presence”.

A.3 ONGC MISSION

Earlier ONGC’s was “ To stimulate, continue & accelerate exploration Efforts

to develop & maximize the contribution of hydrocarbons to the Economy of
the country”.

But with the Liberalization & Globalization in the economy , it changed its
mission . Now it is :

* WORLD CLASS COMPANY

#Dedicated competitive advantages in R & D

technology with involved people .

# Imbibe high standards of business ethics &

organizational values .

# Abiding commitment to health , safety & environment to enrich

quality of life .

# Foster a culture of trust , openness & mutual concern to make

working a stimulating & challenging experience for our people .

# Strive for customer delight through quality products & services .

* INTEGRATED IN ENERGY BUSINESS

# Focus on domestic & international oil & gas exploration &

production business opportunities .
# Provide value linkages in other sector of energy business .

# Create growth opportunities & maximize shareholder value.

*DOMINANT INDIAN LEADERSHIP

# Retain dominant position in leadership in Indian petroleum sectors &

enhance India’s energy availability .

A.4 ONGC OBJECTIVES

# Optimization production of hydrocarbons.

# Self-reliance in technology.

# Promoting indigenous efforts in oil & gas related equipments, material&

services.

# Assist in conservation of hydrocarbons, more efficient use of energy

& development of alternate sources of energy.

# Develop scientifically oriented & technically competent human

resource through motivation & training.

A.5 SPECIALISATION AREAS OF ONGC

# Geo chemicals studies, Bio-sratigraphic analysis .

# Basic evaluation , prospects generation & techno-economic analysis.

# Formation evaluation & reservoir modeling

# Application of secondary recovery & EOR techniques .

# Drilling operations including horizontal & drain hole .

# Well loading operations .

# Reservoir management .

# Design erection & maintenance of oil & gas production installation

#Artificial, lift, design. Down-whole completion system .

# Long distance transportation of oil sweetening plants .

# Corrosion studies in offshore structure.

# Training of manpower

# Engineering & construction of offshore , platform $ pipelines .

#Equipment management & quality assurance

# Safety audits & environment studies .

A.6 MAJOR PRODUCTS IN ONGC

# Crude oil .

# Natural gas .

# Liquefied petroleum gas .

# Ethane /propane .

# Achromatic naphtha .

# Superior kerosene oil .

A.7 INSTITUTES

ONGC has institutionalized research & development in the oil & gas
& related sectors established separate institutions to undertake specific
activities in key areas of exploration , drilling , reservoirs management ,
production technology , ocean engineering , safety & environment protection
in the form of 9 independently – managed
R & D centres . These R& D institutes with highly experienced & highly
qualified manpower support exploration & production activities of ONGC .

LIST OF ONGC

# GEOPIC:- Geo data Processing & Interpretation .

# KDMIPE :-Keshav Deva Malviya Institutes of Petroleum

Exploration .

# IDT :- Institute of Drilling Technology .

# IEOT :- Institute of Engineering & Ocean Technology .

# IMD :-Institute of Management Development .

# INBIGS :- Institute of Biotechnology & Geotropic Studies .

# IOGPT :- Institute of oil & Gas Production Technology .

# IPSHEM :-Institute of Petroleum Safety , Health & Environment

Management .

# IRS :- Institute of Reservoir Studies .

 A BRIEF HISTORY OF ONGC (OIL AND
NATURAL GAS CORPORATION)
In 1955, Government of India decided to develop the oil and natural gas resources
in the various regions of the country as part of the Public Sector development.
With this objective, an Oil and Natural Gas Directorate was formed. In 1956
directorate raised to the status of commission with enhanced powers. The
directorate was converted in statutory body by an act of parliament. So ONGC was
setup to explore oil and natural gas resources in the country.
Since its inception, ONGC has been important in transforming the country's limited
upstream sector into a large viable playing field, with its activities spread throughout
India and significantly in overseas territories. ONGC went offshore in early 70's and
discovered a giant oil field in the form of Bombay High, now known as Mumbai High
.With the liberalized economic policy, adopted by the Government of India in July 1991,
ONGC was re-organized as a limited Company under the Company's Act, 1956 in
February 1994.
ONGC is a public sector undertaking. It has impressive track record of
progressive over the last 50 years. ONGC is today one of the largest oil
exploration and production companies. It is premier National Corporation
contributing over 40% of domestic oil and gas production. ONGC ranks among
the top 20 oil companies of the world. ONGC has discovered 225 oil and gas
fields and out of wells. It has deployed around over 4000 Oil/Gas injections wells.
It has deployed around 43 seismic parties for 2D and 3D data acquisition in India.
ONGC operates 91 on land and 21 offshore rigs during 1996. It maintains about
2300 km. Oil and gas sub-sea pipeline and 7699 km. of on land pipelines totaling
about 10,000 km. of pipeline. As on 1st April 2002 ONGC has strength of 44,596.
 ONGC SPECIALISES IN

1. Geological and Geophysical surveys.

2. Geochemical studies Bio - stratigraphic and analysis.

3. Basin evaluation, techno-economic analysis.

4. Formation analysis and reservoir modeling.

5. Estimation of resources and reservoirs.

6. Drilling of wildcat, exploratory and development wells.

7. Bottom hole reservoir studies.

8. Repair and rehabilitation of sick wells.

9. Simulation techniques.

10. Computer application in petroleum industry.

11. Equipment management and quality assurance.

12. Construction and maintenance onshore and offshore.

13. Material management and logistics on land, marine and air

WORK CENTERS IN ONGC
 A.12. GLOBAL RANKINGS

# ONGC is Asia’s best Oil 7 Gas Company , as per

November 2004 survey conducted by US – based
magazine “ GLOBAL FINANCE”

# ONGC ranks as the biggest E & P company (1 in

profits ) , as per Platts Energy Business Technology
(EBT ) survey 2004 .

# ONGC ranks 15 among the world’s oil & gas

companies by market capitalization as per PFC
Energy 50 List of February 2005 .

# Topper from India in the FORBES 400 List .

# Topper from India in Financial Times Global 500.

# ONGC isb among the 30 oil & gas companies in the

world with daily production exceeding 1 million barrels
of Oil & Oil Equivalent Gas ( O+OEG).
HUMAN RESOURCE IN ONGC

# HR VISION:-

“ To attain organizational excellence by developing &

inspiring the true potential of the company‘s human
capital & providing opportunities for growth , well being
& enrichment “.

# HR MISSION :-

“To create a value & knowledge based organization

by inculcating a culture of learning , innovation & team
working & aligning business priorities with aspiration of
employees leading to development of an empowered ,
responsive & competent human capital”

HR OBJECTIVES

# To develop & sustain core values .

# To develop business leaders for tomorrow .

# To provide job contentment through empowerment,

accountability & responsibility .

# To Foster a climate of creativity , innovation &

enthusiasm .
# To build & upgrade competencies through virtual
learning , opportunities for growth & providing
challenges .

# To enhance the quality of life of employees & the

family .

# To inculcate high understanding of “service “ to a

greater cause .

HR STRATEGIES

1. To meet challenging demands of the business

environment , focus of the HR strategy is on change of
the employees “Mindset”.

2. Re- engineering & redeployment for maximizing

utilization of HR potential.

3. To build & upgrade competencies through virtual

learning Opportunities for growth & providing challenges
in the job .

4. Re-strengthening mutual faith, trust & respect .

5. Inculcating a spirit of learning & enjoying challenges

 ROLE OF HR

1. Alignment of HR vision with corporate vision .

2. Shift from support group to strategic partner in
business Operations.
3. HR as a change .
4. Enhance productivity & performance by developing
employee competency .
5. Developing “GLOBAL MANAGERS “ for
tomorrow to
Ensure the role of global players .

MEASURING HR PERFORMANCE

HR parameters have been incorporated in the MOU by

ONGC since 1994-95 , systematically evaluate
effectiveness of HR systems , which enables & facilitate
time bound initiatives

HR PARAMETRES OF MOU FOR 2000-01 :-

1. Transformation of ONGC–HR as facilitator & change

agent for pilot implementation at WRBC .
2. ERP for HR- Project SHRAMIK .
3. Training & Development .
4. Action Plan & implementation for achieving HR mission
& objectives .
5. Roll out of succession planning model for identified key
positions .
6. HR audit .
7. IR for enhancing efficiency & productivity .
8. Introducing the concept of mentoring & knowledge
management .
9. Conducting a climate survey to identify areas for OD
interventions .
INTRODUCTION

TO

TOPIC
 TRANSFER

Transfer has been defined as “shifting of employee from one job to

another & may involve a new geographical location. A transfer may
require an employee to change his group, work place or organizational
unit.
A transfer is a horizontal or lateral movement of employee for one job,
department, shift, plant or position to another at the same or another
place where his salary, status responsibility are the same.
A transfer may be either temporary or permanent depending on the need
& division or between plants within a company.
Yoder has defined “ a lateral shift causing movement of individual from
one position to another usually without involving any marks change in
duties responsibilities, skills needed or compensation.
PRINCIPLES OF TRANSFER

These are as follows ;-

# The frequency of transfer & the minimum period

between the transfer need to be decided upon & made
known to the all the employees .

# The authority which would handle transfer is to be

decided upon . The best course is to be the centralize the
authority handling transfers & make HR DEPARTMENT
RESPONSIBLE FOR THEM .

# The criteria for centralizing transfers need to be laid

down & strictly adhered to .

# The area of the organization over which transfer can be

made need to be defined .

# The effect of the transfer on the pay & seniority of the

transferred employee may be clearly evaluated .

# Transfer should be clearly defined as permanent or

temporary.

# The interest of the organization are not to be forgotten in

framing a policy of transfer .
PROBLEMS IN TRANSFER
# Transfer from one place to another results in lees man days

# Adjustment problems to the employees to the new job , place , envoirnment , superior &
collegues .

# Company initiated transfers result in reduction in

employees contribution.

# Discriminatory transfers affect employee morals , job satisfaction , commitment &

contribution .

TRANSFER POLICY
# Specifically clarify the types of transfer & the conditions
under which these will be made .

# Locate the authority in some officer who may initiate & implement transfer .

# Indicate whether transfer can be made only with in a submit or also between departments
division .

# Indicate the basic for transfer , i.e , it will be based on seniority or on the skills & competence
or any other factorn .

# Decide the rate of pay to be given to the transferee.

# Intimate the fact of transfers to the person concerned well in advance .

# Be in writing & duly communicated to all concerned .

# Not be made frequently & not for the sake of transfer only.
JOB ROTATION & TRANSFER POLICY IN ONGC
OBJECTIVITY :-

To enable planned movement of employees from one job to another to meet operation or
administrative requirement
Of the organization from time to time .

To enable employees acquire multi – dimensional knowledge & skills for self – development , to
shoulder higher supervisory & managerial resposiblities through a
Structured job rotation profile & exposure to the diversified geographic & operational
envoirnments.
To enable employees develop their own career path by opting for specific job placement in job
assignment & out station placements so as to have an effective linkage with their career
development .
To provide flexibility in pursuing specialist task .

APPLICABILITY:-

The policy applies to all employees as defined in service

Rules 1995 , as modified from time to time .

Employees belonging to unionized categories shall not , normally , be transferred out of their
sectors except for operational requirements . ( SECTORS defined vide 3.v (b) )
This policy on job rotation & transfer mainly relates to executives (EO & above ) . For example ,
non executives job rotations shall be planned at regional office or asset or service
unit level guided through this policy .
ADMINISTRATIVE SET UP FOR POLICY
IMPLEMENTATION

Job rotation & transfer of the executives is a continous exercise , which needs close monitoring
& maintenance of indivisuals record

Transfer policy should not merely be a one –to-one statistical replacement , but should also
effectively address the issue of ‘ functional – support – balancing
at various levels for functional & operational efficiency.

Overall accountability on transfer related matters shall remain vested with the chief HRD , who
in turn shall be responsible for maintainance of the employee database , data validation ,
consistent implementation of transfer policy & issuance of transfers orders .

Transfer planning is to be carried out by the concerned Directors .

Each director shall nominate one representative , who shall report to CHIEF HRD & act as a
facilitator , enabler & liason \interface on transfer planning carried out by respective
directorates .
JOB ROTATION/TRANSFER PROCESS:-
1. PROCESS
Sub-process :-
Responsibility :-
Completion Date :-
GENRATING TRANSFER
REQUIREMENTS
1. Generating Transfer
requirement Optimum
manpower requirement for
N.E> to be worked out
discipline/level wise by HRG
each year and transfer to
NE to be limited to actual
requirement and not on
replacement.
2. Generating the list of
candidates in the transfer
zone and bio-data of all
executives, discipline-wise ,
Sector/Asset-wise order of
Sector stay seniority.
Office of Chief HRD (Assistance
to be provided by respective
establishments).
August 15

2. PROCESS OBTAINING FEEDBACK

Sub-Process : Putting The generated list on the
net and circulation to the key
executives. Obtaining the
feedback from the key
executives/individuals regarding
requests/preference/constraints.
Responsibilities : Office of Chief HRD
Completion Date : September 15

3. PROCESS DEVELOPING DRAFT

TRANSFER LIST
Sub-Process : Office of Chief HRD to work
with respective establishments
at head quaters.
Responsibilities : Office of Chief HRD
Completion Date : October 15

4. PROCESS OBTAINING INPUTS FROM

KEY EXECUTIVES
Sub-Process : 1. Draft transfer list to be
circulated to Key
Executives
2. The input of the key
executives is to be
considered before the
transfer list is finalised.
Responsibilities : Office of Chief HRD
Completion Date : November 15

5. PROCESS DEVELOPING FINAL

TRANSSFER LIST
Sub-Process : Finalizing the transfer list after
approval of competent authority.
Responsibilities : Office of Chief HRD
Completion Date : December 15

6. PROCESS ISSUE OF TRANSFER ORDERS

Responsibilities : Concerned Establishment at
Headquarters
Completion Date : 2nd week of January
5.CRITERIA FOR JOB ROTATION \ TRANSFERS

Job rotation & transfer will be based on organizational need , however to the extent
possible the indivisual preference & recommendations of the key executives should be
taken into account .
The executives who have completed their full tenure in
NE Ssector shall not be transferred from NE sector to Karaikal except at their own
request or on administrative grounds .However their will be no bar on transfer of
executives from Karaikal to NE sector .

a) Executives posted on transfer to NE sector shall be required to join duty at the

particular station in NE sector latest by May 31 of the year in which they are transferred
& will be required to complete a tenure of minimum 3 years from the date of their
joining .

b) Executives posted in NE sector will need to be present in NE sector for a period of not
less than 150 days in each of the 3 years of tenure . This period of 150 days will be
exclusive of closed holidays & period spent on official tours outside NE sector & EOL
etc ,but inclusive of period spent on training (in indias& abroad ) to which he\she is
nominated by the Corporation . In case of short fall of this period of 150 days , the
relevant year shall not taken into account for the purpose of computing the tenure .

c) For executives posted on ON –OFF duty , closed holidays will be taken as working
days . In theur case ,requirements of 150 days will also reduced to 120 days each year .

d) In case , an executive has completed 150\120 days in each year , as the case may be ,
for reckoning his stay for the first two years , for the purpose of transfer decision ,for
third year he will be considered for transfer provided he can complete 150\120 days (as
the case may be ) by 31 MAY , of the third year of his stay . However , if any reason
150\120 days stay in third year is not completed by 31 MAY ; his relieving date will get
extended till he completes the requisities stay during third of tenure .

e) Executives belonging to geological \ geophysical field parties deployed in NE sector &

who have been physically working in the NE sector for continously 5 consecutive years ,
shall be considered to have completed their full NE tenure .

Except for administrative reasons an executive should not be transferred from one station
to the other in a period less than 3 years . Similarly continousn stay in the same sector for
a period exceeding 10 years , unless on administrative grounds , will be an unfavourable
feature for promotion considerations .
If the transfer of an indivisual , who is engaged in a specialized nature of job is likely to
adversely affect such aspecialised job ( to the satisfaction of the authority , competent to
approve transfer ) then the transfer order of such indivisual should be issued giving the
relieving date of following year & action should be initiated to transfer skill to the next
executive by the following year , so that such an indivisual can be relieved positively by
next year .

Personnel trained in specialized discipline should not normally be transferred to places

where the specialized disciplines requirements does not exist ; specialized disciplines
\assignments to be identified by respective DIRECTORS , for all work centres .

Tenure posting should normally be 3 years , & not more than 5 years in any case . Also ,
no executive should be posted for a second tenure in the same department .
Second tenure to NE to be considered as 3 sector for fulfillment of clause 3(v) & 7 (iii) .
 6.SPECIAL PROVISION

To the extent possible , husband & wife employees of the Corporation , would be posted
at the same Asset \ Station , so as to enable them to lead a normal family life.

Elected office bearers of recognized unions , ASTO & the All INDIA SC \ST Employees
Welfare Association shall not be transferred during the term of their office of two years .
This relaxation will not b, however , be applicable to an executives who is in the transfer
zone or under transfer .

Mobility constraints of executives on grounds of children education or medical for self &
dependents may be considered by the management provided such a constraints is
declared in advance .

The transfer constraints on medical grounds for self & dependents must have been
expressed in the PAR of the executives & should be endorsed in the personal Dossier of
the executives . This constraints must be kept in view at the time of consideration for
promotion .

Transfer request of the executive on account of family problems or medical grounds , is ,

in his\her own interest & such request are to be recorded in the personnel record \ PAR
of the employee . Such

7.REPRESENTATION AGAINST TRANSFER:-

# After transfer orders have been issued with the approval of Competent authority ,
executives will stand relieved on or before 15 may as mentioned in the transfer order .
Notwithstanding their representation , their personnel files etc will be transferred to the
place of their respective transfer and their salary will not be drawn till they report for duty .

# In case an employee is transferred on promotion , he will be allowed to join the promoted

post only at the new place of posting. How ever , in case of mid-academic, they shall be
permitted to retain their families at their existing place of posting , if they so desire & shall
continue to occupy the ONGC , colony till the completion of academic session .

# Any external reference w.r.t to the promotion\transfer of an executive should be placed in

his personal dossier & must be adversely viewed at the time of promotion.
8.COMPETENT AUTHORITY TO APPROVE TRANSFER:-

Competent authority to approve transfer will be as per the HR BDP item no. PM4.

9. IMPLEMENTATION:-
# All executives who have not served NE sector or have served NE sector but less than 3
sectors , should ,make request for their movement in view of their growth in the
organization . However , their consideration for transfer will be governed by
organizational need .

# All the provision of transfer policy will be implemented meticulously without any
deviation . Relaxation can only be considered by EC.
RESEARCH METHODOLOGY

In order to carry out the proposed study data are to calculated and analysis is
accordingly. These are 2 main sources of data collection – primary data and
secondary data.

Primary data- it means collection of information for the first time in order to
collect such type of information. Questionnaire were constructed and information
was collected from the respondants.

Secondary data – in order to carry out my project successfully I have relied on the
secondary data already available. Secondary data includes:-
 Annual reports of ongc
 Website of ongc
 Library of ongc

Research design :- research design in the conceptual structure with in which

research is conducted, its constitute the blue print for the collection measurement
and analysis of data for the preparation of effective research.

Sample size :- the sample size of 100 employees

Sample procedure :- simple random sampling is used as a means to collect data

from the target population.

Data collection instrument :- the study is based upon the analysis and interpretation
of questionnaire and schedule prepared to gather information relevant to the
awareness.

The survey instrument included 10 close ended questions in the beginning of the
questionnaire the demographic data and information about the number of years
employees are working in ONGC is selected.
RESEARCH METHOD :-

 Literature survey
 Data collection
 Feedback from various department
 Interaction with personal associate
 Interpretation
ANALYSIS
Ques 1: Your company’s Job Rotation and transfer is well defined & shared with all employees?

Strongly Agree Neither agree Disagree Strongly

agree nor disagree disagree
In figures 37 52 2 9 0
In % 37 52 2 9 0

Ques 2: Job Rotation and Transfer policy helps employee to develop their own career path by
opting for specific job placement/assignment?

Stongly agree Agree Neither agree Disagree Strongly

nor disagree disagree
In figures 30 60 2 8 0
In % 30 60 2 8 0
Ques 3: Employee preference are taken into account while deciding the transfers?

Stongly agree Agree Neither agree Disagree Strongly

nor disagree disagree
In figures 6 65 4 22 3
In % 6 65 4 22 3

Ques 4: To the extent possible, husband & wife employees of ONGC are posted at the some
stations, so as to enable them to lead a normal family life?

Strongly Agree Neither agree Disagree Strongly

agree nor disagree disagree
In figures 41 54 5 0 0
In % 41 54 5 0 0
Ques 5: Job Rotation and Transfer policy adversely affects the education of employees children?

Stongly agree Agree Neither agree Disagree Strongly

nor disagree disagree
In figures 13 41 4 42 0
In % 13 41 4 42 0

Ques 6: Job Rotation and Transfer policy of your organization satisfied you?

Strongly agree Neither agree Disagree Strongly

agree nor disagree disagree
In figures 5 75 2 15 3
In % 5 75 2 15 3
Ques 7: Job Rotation and Transfer policy is helpful in increasing company performance?

Strongly Agree Neither agree Disagree Strongly

agree nor disagree disagree
In figures 18 44 4 28 6
In % 18 44 4 28 6

Ques 8: Class 3rd & 4th employees should also be transferred outside the region?

Strongly Agree Neither agree Disagree Strongly

agree nor disagree disagree
In figures 15 49 3 27 6
In % 15 49 3 27 6
Ques 9: The transfer results always benefited to ONGC?

Strongly Agree Neither agree Disagree Strongly

agree nor disagree disagree
In figures 0 39 4 54 3
In % 0 39 4 54 3
FINDINGS:-

Findings of the transfer policy of ONGC after analysis &

Interpretation of data collected .

# Employees are not fully aware that transfer policy provides flexibility in
pursuing specialized tasks because they are unable to differentiate between transfer
& job rotation .

# Employees agrees that transfer policy affects education of employees children

because when they are transferred the family has also to shift whether it is in the
mid of a school session .

# There is no provision for those who are ready for more transfer , but employees
want that those should be rewarded , as they are taking initiative of moving from
one place to another .

# As per employees feedback transfer policy enables employees to acquire multi –

dimensional skills & knowledge for self development .

# As per employees perception transfer policy helps in providing career growth &
opportunities to employees because as they are transferred to different regions &
new environment they gain experience & learn new skills .
# Employees are aware that transfer policy is helpful in increasing efficiency of the
employees as they gain experience & get specialized after performing a job that are
assigned to them .

# As per employees feedback they are not frequently transferred from one location
or job to another as it is according to the time duration that is fixed .

# As per employees feedback transfer policy creates many adjustments problems

because normally they are transferred to new environment & regions where people
, their living standards , their life style are totally different specially in north
sector i.e Assam , Darjelling where language , food , outfit are totally different
areas where they have their drilling. sites .

CONCLUSIONS :-
Today ONGC is poised to emerged as a complete energy company & making
this possible is a dedicated team nearly 39,000 professionals who toil round the
clock . it is this toil which amply reflects in the performance figures and
aspirations of ONGC over 18000 experienced & technically competent
executives mostly scientists & engineers from distinguished institutes of India
& abroad from the core of our man power.

After analyzing the total factor listed in my project , majority of employees are
not at the level of satisfaction . Positive points
Present in transfer policy of ONGC are :-

# The policy applies to all the employees of ONGC as defined in service rules
-1995 ,& specially covers executives .

# To the extent possible , husband ,& wife employees of the ONGC , are posted
at the same place so that they could lead a normal life .
 RECOMMENDATIONS :-

There are some suitable recommendations to improve the

“TRANSFER POLICY” OF “ONGC”

# The transfer should be done on need basis only not merely

because of policy , in order to lead a stable life by the employees

# Period of north east tenure may be increased from 3 to 5

years , with increased benefits , so that expenditure incurred on transfer could
be diverted for its gainful utilization .

# MULTI – SKILLING should help employees in achieving faster career

growth within the company .

# Efforts should be made in such a way that each executive get required
transfer during his service life .

# It is very necessary to make the employees aware about the advantages of

transfer .
BIBLIOGRAPHY

For preparing the project report on “JOB ROTATION & TRANSFER POLICY “
in ONGC , I have referred to the following :-

# HUMAN RESOURCE MANUAL

# INTERNET

# MR. R.K.GANDHI

# MR.K.P.KOTHIYAL

MY SPECIAL THANKS TO MR.K.P.KOTHIYAL & MR.R.K.GANDHI & THE

ENTIRE STAFF OF ONGC FOR GUIDING & PROVIDING ME ALL THE
INFORMATION & MATERIAL REUIRED FOR THE PROJECT WORK
ANNEXURE
QUESTIONAIRE ON JOB ROTATION & TRANSFER POLICY IN ONGC
TARGET GROUP: Executives (E1 to E6)
Level : Discipline : Length of service:……yrs
Department : Name (optional) :

Dear Sir/Madam,
I am doing project on “JOB ROTATION POLICY IN ONGC” as a part of fulfillment of my BBA
degree for which you are requested to fill up the questionnaire. The information will be kept
confidential and used for academic purpose.

PLEASE GO THROUGH THE QUESTIONAIRE GIVEN BELOW & TICK ( ) AGAINST

THE OPTION YOU FIND MOST APPROPRIATE

Sr. QUESTIONS Strongl Agree Neither Disagre Strongly

No y agree agree e disagree
. nor
disagree
1. Your company’s job rotation and
transfer is well defined & shared
with all employees?

2. Job rotation and transfer policy

helps employee to develop their
own career path by opting for
specific job
placement/assignment?

3. Employee preferences are taken

into account while deciding the
transfers?
4. To the extent possible husband
and wife employees of ONGC are
posted at some stations so as to
enable them to lead a normal
family life?

5. Job rotation and transfer policy

adversely affects the education of
employee’s children?

6. Job rotation and transfer policy of

your organization satisfied you?
7. Job rotation and transfer policy is
helpful in increasing company
performance?
8. Class 3rd and 4th employees
should also be transferred outside
the region?

9. The transfer results always

benefited to ONGC?

Please give your suggestions for making the present Job Rotation & Transfer policy more
effective:
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Thanks for your cooperation.