f

PROJECT REPORT
ON
EMPLOYEE SATISFACTION IN INDIAN OIL
CORP. LTD.

Submitted To M.D. University Rohtak, in the

Partial Fulfillment of the Requirement for the
Award of Degree
Of
MASTER OF BUSINESS ADMINISTRATION

2009-2011

SUBMITTED BY:
Sumit Malhotra
MBA (B.E.) Final Sem.
Roll No-7828

1
 Institute of Management Studies and Research
DECLARATION

I Deepali Walia student of M.B.A B.E. (2 nd Year) IVth Sem. Of IMSAR MDU
ROHTAK hereby declare that the Project Report entitled “ Performance

Appraisal System at JAGMOHAN MOTORS LTD.” is an original work and

the same has not been submitted to any other Institute for award of any degree.

Project In charge Signature of candidate

Counter Signed

Director of the Institute

2
 RESEARCH SUPERVISOR`S CERTIFICATE

Certified that the project report entitled “Employee

“ Satisfaction in Indian oil corp. Ltd.””
submitted to the IMSAR, M.D.U. Rohtak in the partial fulfillment for the award of degree
of Master of Business Administration is a record of independent research work carried
out by Sumit Malhotra a student, 2 yr. M.B.A.(B.E.), IMSAR, under my supervision and
guidance. This has not been previously submitted for the award of any diploma, degree or
other similar title.

Signature of Signature of
the Supervisor the student

Counter Signature
Director of Institute

3
 ACKNOWLEDGEMENT

It is the matter of great dignity and honor that I am the part of Department of

Business Economics, M.D.U ROHTAK, which provides me an opportunity.

In the present global world there is a race of competition for existence. Project is

a bridge which met the theoretical aspects with practical aspects. I really wish to express

my gratitude towards all those people who helped me in preparation of final projet report.

I am also gratitude to all my other teachers, friends who helped me in

accomplishing this project.

(Sumit malhotra)

4
 PREFACE

We cannot achieve any thing on the basis of theoretical knowledge only as

provided by books, in order achieve positive and successful results the classroom
learning’s are not sufficient the practical knowledge is also necessary with theoretical
knowledge. To develop healthy skills in management theoretical knowledge must be
supplemented with the real practical environment.
In production labors play his part one side and management plays his part on the
other side. In management the practical training gives us a great opportunity to stand in
this competitive world.
The main advantage of Project Training is to make the familiar to a student of any
particular organization environment, norms, culture, along with formal teaching. It is
very different kind of experience for any student.
I select Employee Satisfaction for my Project Report Purpose which is an integral part of
two years Master Degree in Management in M. D. University, Rohtak. This project is
undergone after the completion of the third semester of the course. After analyzing
employee satisfaction, I had the opportunity of getting practical with business world
which enhanced my practical knowledge

5
 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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 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.
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.

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 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:
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,

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 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-
 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.

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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 .

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 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.
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”.

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 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.

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.

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 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.

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 ORGANIZATION PROFILE

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.

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• 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:

• 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.

15
• 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
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

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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

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 30th June, 1959 as Indian Oil Company Ltd. upon merger with Indian
a) Date of incorporation: Refineries Ltd. on 1.9.1964, name of the company was changed to Indian
Oil Corporation Ltd.
b) Type of Company Government Company under Section 617 of the Companies Act, 1956.
c) Administrative Ministry Ministry of Petroleum & Natural Gas, Government of India
The shareholding pattern of the company under major shareholder
categories is as under :

a) Govt. of India 80.35%

b) Governor of Gujarat 0.11%
d) Shareholding Pattern 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%

The equity shares of the Company are presently listed with the following
e) Listing with Stock stock exchanges
Exchanges    i) The Stock Exchange, Mumbai
   ii) The National Stock Exchange of India Ltd.

Auto LPG, ATF, Bitumen, High Speed Diesel, Industrial Fuels, LPG,
Lubricants and Greases, Marine Fuels, Petrochemicals, Gasoline, Superior
f) Products
kerosene Oil, Special products Like Benzene, Paraffin Wax, Propylene,
Sulphur etc.
Refining, Pipelines, Marketing, Research and Development, Gas, Training
g) Services
and Development, Petrochemicals, Exploration and Production etc.

IOCL ORG PROFILE

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 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.
 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.

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 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.

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  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-
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

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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 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..

22
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
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-
1Director(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.”

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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 -

“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

24
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.

25
  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 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

26
  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.

27
 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.”

28
 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.
1. SALARY
2. WORK
3. PROMOTION CHANCES
4. WORKING CONDITIONS
5. SUPERVISION
SALARY
Salary plays an important role in influencing job satisfaction. This is because of two
reasons:-
1. Money is an important instrument in fulfilling one’s needs.
2. 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.

29
 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:

30
 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
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”.

31
 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

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.

32
 EXTRINSIC
REWARD
EXTRINSIC
SATISFACTION
PERFORMANCE
ORMANCE SATISFACTION

INTRINSIC
REWARD
PERCEIVED EQUITY OF
REWARD EQUITY OF
REWARDS
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.
Availability of other places of employment also influences turnover. With the changing
economic scenario, more and more Multinational Companies coming to India. With their

33
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, not
withstanding 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

34
and treatment by supervisors and superiors are reasons, which make employees, join
unions. Another dimension is that job-dissatisfaction can have an impact on the tendency
to take action within the union, such as filing grievances or striking.

35
 CHAPTER-6.
HR POLICIES AT IOCL
RECRUITMENT

Preliminary
1. Recruitment action will be initiated by Personnel Department.
2. Recruitment for all posts in grade ‘A’ and above is made centrally on All –India
basis.
3. 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.
4. 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.
1. Trade test, I.Q. Test or Proficiency test will be given to candidates, wherever
necessary.
2. 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.
3. 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.
4. Preference to candidates possessing NCC Training / National Apprenticeship
Certificates.

36
 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: -

1. As per job requirements.

2. Due to technological reasons.
3. To increase productivity.
4. To increase quality of work.
5. To reduce accident rate.
6. To increase morale.
7. For personal growth of employees.

IOCL provides following type of training :-

1. Orientation training.
2. Job training.
3. Safety training.
4. Remedial training.
5. 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 :-

37
 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
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.
1. 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.
2. 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.
3. 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, which ever is
less.

4. 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.

38
5. 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.

6. LTC is admissible to an employee during regular or casual leave without any

minimum limit on the leave to be taken.

7. 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.

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 with in the
overall existing ceiling of 10 days.

8. 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.

39
 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: -
Amount entitled per member
Officers
(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
1010
IInd 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 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.

40
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

41
4.3.1 Conveyance advance for purchase of vehicles is admissible to officers as
under:

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

42
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.

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

43
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 with in 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
1. 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.
2. Special casual leave for six working days may be granted to male employees
undergoing vasectomy operation.
3. Special Casual leave not exceeding 14 days is admissible to female employees
undergoing non-puerperal sterilization operation.
4. A male employee may be granted special casual leave up to 7 days if his wife
undergoes puerperal/ non-puerperal tubectomy operation.
5. 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.

44
 6. 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.
7. 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

45
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.
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.

46
 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.

47
 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.

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:-

48
 Age Groups Rate of Contribution
38 years or less 2%
Above 38 years but less than 3% 

48 years
48 years but less than 53 years 4%

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.

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.

49
 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 Rs.100
above
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

COMPUTER ADVANCE TO EMPLOYEES

50
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 Award
Service
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

51
subject Outstanding 45 to the
Very
Good                       40

Satisfactory
30

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’&

PDA(Performance) Report            - 45 GRADE ‘B’ TO ‘C’:-

Seniority                                  -   50 GE

Educational Qualification             -   30 NERAL:-

DPC                                           - 05 1.There shall be only one

Total                                         - 130 channel of promotion.

2. The marking system will

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

52
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.

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.

53
 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’.

8.1 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

54
 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.

MARKS FOR EDUCATIONAL QUALIFICATIONS FOR

PROMOTION FROM GRADE ‘A’ TO ‘B’ AND GRADE ‘B’ TO ‘C’:-

1. TECHNICAL DEPARTMENT

30

55
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

56
 2. FINANCE DEPARTMENT .

- Chartered Accountancy/Cost Accountancy/MBA with                                           30

  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

30
equivalent/Graduate with Company
secretary/Ph.D in Management/Graduate with LL B.

57
- 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

58
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
i) A just recognition by employers and workers of the rights and
responsibilities of either party, as defined by the laws and agreements.
ii)A proper and willing discharge by either party of its obligations consequent
on such recognition.

Both the Management and Unions agree that:

i) 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.
iii) There should be no strike or lock- out without notice.
iv) Affirming their faith in democratic principles, they bind themselves to
settle all future differences, disputes and grievances by mutual
negotiation, conciliation and voluntary arbitration.
v) Neither party will have resources to coercion, intimidation, victimization or
go slow.
vi) They will avoid litigation, sit-down and stay- in strikes or lockouts.
vii) 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.

59
 viii) They will establish, upon a mutually agreed basis, a grievance
procedure, which will ensure a speedy and full investigation leading to
settlement.
ix) They will abide by various stages in the grievance procedure and take
no arbitrary action, which would by-pass, this procedure.
x) 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.
iii) 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.
iv) 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
I) Not to engage in any form of physical duress.
ii) Not to permit demonstrations, which are not peaceful, and
not to permit rowdyism in demonstation.
iii) Not to engage or cause other employees to engage in any
union.
iv) To discourage unfair labour practices such as negligence of
duty, careless operation, damage to property, interference
with or disturbance to normal work and insubordination

60
 v) To take prompt action to implement awards, agreements,
settlements and decisions.
vi) To display in conspicuous places in the union offices, the
provisions of thi code in the local languages.
vii) 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.

61
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.

62
CHAPTER 7

ANALYSIS

AND

FINDINGS

63
 1. IOCL's leadership and planning

24%
7% 15%

Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

25% 29%

Leadership and planning

1. Half of the employees are satisfied with the leadership planning in the IOCL
ie.49%

2. Nearly 22% say that IOCL lacks leadership planning among the employees.

64
 2. Corporate Culture

11% 9%
35%

Dissatisfied strongly
Dissatisfied somewhat
15% Neutral
Satisfied somewhat
Satisfied strongly

31%

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.

65
 3. Communications

27% 8% 11%

Dissatisfied strongly
Dissatisfied somewhat
Neutral
21% Satisfied somewhat
Satisfied strongly

33%

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.

66
4. Career Development

29% 14%

16%
Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

24% 17%

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

2. And 30% are not happy.

67
5. Your Role

28% 17%

10%
Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly
12%
33%

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%

68
 6. Recognition and Rewards

Chart Title

15%
23%

Dissatisfied strongly
Dissatisfied somewhat
Neutral
16%
Satisfied somewhat
Satisfied strongly

29%
18%

Recognition and rewards helps in motivating the employees.

1. 52% employees are satisfied with the rewards given at IOCL.

69
 7. Teamwork and Cooperation

14%

27%

12%
Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

22%
25%

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.

70
 8. Working Conditions

Chart Title
10%

28%
Dissatisfied strongly
15%
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

17%

30%

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%

71
 9. Your Immediate Supervisor

7%
32% 5%

20%
Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

36%

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%.

72
 10. IOCL's Training Program

Chart Title

16%
20%

Dissatisfied strongly
Dissatisfied somewhat
Neutral
14% Satisfied somewhat
Satisfied strongly

24%

26%

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.
1. 44% of the employees are satisfied by training given to them.

73
 11. Benefits

Overall, satisfaction of employees with IOCL 's benefits package

26% 8%
18%

Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

16%
32%

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.

74
Leave policy

Chart Title

12%

6%
32% Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly
20%

30%

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

75
 LTC

Chart Title
8%
6%
30%
Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly
26%

30%

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

76
Salary

Chart Title

12%

28%
Dissatisfied strongly
12%
Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

12%

36%

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%

77
 Medical Facilities

Chart Title
8%

8%

Dissatisfied strongly
Dissatisfied somewhat
10% Neutral
44%
Satisfied somewhat
Satisfied strongly

30%

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

78
Housing Loan

Chart Title

16%
24%

Dissatisfied strongly
Dissatisfied somewhat
Neutral
14% Satisfied somewhat
Satisfied strongly

28% 18%

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.

79
Car Loan

Chart Title

14%

28%
Dissatisfied strongly
12% Dissatisfied somewhat
Neutral
Satisfied somewhat
Satisfied strongly

16%

30%

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

80
Furniture loan

Chart Title

12%

28%
Dissatisfied strongly
Dissatisfied somewhat
18% Neutral
Satisfied somewhat
Satisfied strongly

10%

32%

60% of the employees are satisfied with the furniture loan policy at IOCL.
While 30% are not satisfied with it.

81
Canteen

Chart Title

20% 18%

Dissatisfied strongly
Dissatisfied somewhat
Neutral
Satisfied somewhat
16% Satisfied strongly

26%

20%

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%

82
Bus transport

Chart Title

14%
24%

Dissatisfied strongly
Dissatisfied somewhat
14% Neutral
Satisfied somewhat
Satisfied strongly

26%
22%

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

83
How much employees are satisfied with the services
provided by Employee care centre?

20% 12%

22%
Very dissatisfied

22% Very satisfied

24%

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

84
11. Overall, how satisfied are you with IOCL as an
employee?

14%
4%
30%

20% Very dissatisfied

Very satisfied

32%

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

85
How long do employees plan to continue career with
IOCL?

7% 13%

41%

less than 1 year

1 to 5 years
6 to 10 years
19% more than 10 years
Don't know

20%

86
 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 satisfied with the welfare facilities like Canteen, Transportation,
Security facility at township.

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

87
 CHAPTER-8.

SUMMARY

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. 12000-17500.
•Rate of annual increment-4% of the basic pay.
•Increment granted as benefits on promotion- 6% of the basic pay.

88
 4.Loan facility
•House building advance
•Conveyance advance

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

89
 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.

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.

90
 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.

91
 IOCL Employee Satisfaction Survey

What is your age?

Under 21.........................................................
21 to 34..........................................................
35 to 44..........................................................
45 to 54..........................................................
55 or older......................................................

What is your sex?

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) _____

92
 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

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 day1.............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

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

The performance appraisal system is fair............................1.............2.............3.............4..............

5

\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

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

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 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)
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

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 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 ..........................................................................1.............2.............3.............4..............
5
Salary .........................................................................1.............2.............3.............4..............
5
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

Any suggestions for the improvement specifically in Canteen and Bus

Transport?
__________________________________________________________________
__________________________________

__________________________________________________________________
__________________________________

__________________________________________________________________
__________________________________

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 How much satisfied you are with the services provided by Employee care
centre?
Very
Very
Dissatisfied
Satisfied
1 2 3 4 5 6 7

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
    

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?

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 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)
Very
Very
Dissatisfied
Satisfied
1 2 3 4 5 6 7

BIBLIOGRAPHY
1. www
.iocl.com
2.Kothari C.R.( Research methodology, New age International
Publications, New Delhi,
3.Robbins Stephen,(Organizational Behaviour,Prentice Hall of India,
New Delhi,August 2001,
4.www.bharatpetroleum.com
5.www.hindustanpetroleum.com
6.www.ongc.com
7.www.google.com
8.IOCL Intranet. (HR Deptt., Organogram, Manual)
9.IOCL HR- Manual (Personnel manual, 1.6.07)

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