SUMMER INTERNSHIP REPORT ON

THE STUDY OF ORGANIZATIONAL CULTURE

OF

IOCL, HALDIA REFINERY

SUBMITTED TO

AMITY SCHOOL OF BUSINESS

AMITY UNIVERSITY, KOLKATA

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE

DEGREE

BACHELOR OF BUSINESS ADMINISTRATION

SUBMITTED BY

KARISNA SAIKIA

A90606422057

BATCH: 2022-25

UNDER THE GUIDANCE OF

DR. NIBIR KHAWASH

(FACULTY GUIDE)

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 ACKNOWLEDGEMENT

It is a matter of pleasure for me to express gratitude to everyone who helped in successfully

completing this project. I would like to thank my mentor and faculty guide Dr. Nibir Khawash for
guiding me throughout the project without his help it’d have been impossible to understand and
complete this project on time. I would also like to express my gratitude to Amity school of business
for providing me with this opportunity to learn and gain experience in IOCL Haldia.

Lastly, I would like to acknowledge all the employees and staff working in the organization for their
cooperation and patience.

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 CERTIFICATE

This research work on the topic “ The study of organizational culture of IOCL, Haldia”, is submitted
by Miss. Karisna Saikia , Enrollment no.: A90606422057 in fulfillment of the requirements for
Summer Internship Report to Amity University, Kolkata is based solely on the studies carried out by
her. This work is original and has not been submitted in part or full for any other degree or diploma of
any university or institution.

(Signature of faculty guide)

Dr. NIBIR KHAWASH

FACULTY, AMITY BUSINESS SCHOOL

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 ABSTRACT

The culture of an organization is influenced as the organization faces and learns how to cope with
external and internal challenges. Those principles are maintained as the organization's way of doing
business offers an effective adaptation to environmental problems and maintains success. As a way to
do business, new members are taught certain principles and ways of doing business. In any program
for improving organizations and human resource policies and procedures, the culture of an
organization shapes the way people behave and needs to be taken into account as a contingency factor.
This is why understanding the idea of organizational culture, how it affects organisations, and how it
can be handled is important for industrial sociologists as well as human resources specialists. One
thing is common among most of them, despite the different meanings and viewpoints on
organizational culture, and that is the mutual existence of values, philosophies, and norms. In essence,
many argued that the role of organizational culture is to establish within the organization a feeling of
‘esprit de corps’. To this end, this study explores organizational culture as an important topic in the
area of industrial and human relations management to a large degree. This research is targeted at
groups within the organization; executive leaders and key workers (change agents) who play an
important role in identifying and introducing any change in the work atmosphere of the organization,
as well as organizations researching academics and practitioners. This study examines evidence that
provides discourse-relevant material.

Keywords: Organizational culture, organizational behaviour, employee behaviour.

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 DECLARATION

I, Karisna Saikia, a student of BBA, 2022-25 batch, Amity school of business, Amity University,
Kolkata hereby declare that the summer internship report titled "The Study of Organizational Culture
at IOCL Haldia Refinery” in partial fulfillment of the requirements for the award of the degree
Bachelor of Business Administration is my original work and has not been submitted previously for
any degree, diploma, title, or recognition.

This report is a result of my independent study and investigation, under the guidance of Dr. Nibir
Khawash ( Faculty guide) All sources of information used in this report have been duly
acknowledged.

Student’s signature

Karisna Saikia

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 TABLE OF CONTENTS

SL NO. TOPIC PG NO.

1. Introduction 7-9
2. Organizational profile 10-15
3. Literature review 16-26
4. Description of work carried out 27- 28
5. Research Methodology 29-31
6. Data analysis 32-38
7. Conclusion 39
8. References 40

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 1. INTRODUCTION

1.1 What is an organization?

Organization is the structural framework of duties and responsibilities required of personnel in

performing various functions with a view to achieve business goals through organization. The word
organization derived from the Greek work “organon” is a set up where people join hands to earn a
living for themselves as well as earn profits for the company. An organization consists of individuals
with different specializations, educational qualifications and work experiences all working towards a
common goal. Here the people are termed as employees.

1.2 What is a culture?

An organization's culture defines the proper way to behave within the organization. This culture
consists of shared beliefs and values established by leaders and then communicated and reinforced
through various methods, ultimately shaping employee perceptions, behaviors and understanding. The
attitude, traits and behavioural patterns which govern the way an individual interacts with others is
termed as culture. Culture is something which one inherits from his ancestors and it helps in
distinguishing one individual from the other.

1.3 ORGANIZATIONAL CULTURE

The attitude, traits and behavioural patterns that govern the way an individual interacts with others is
termed as culture. Culture is something which one inherits from his ancestors and it helps in
distinguishing one individual from the other. Organizational culture includes an organization's
expectations, experiences, philosophy, as well as the values that guide member behaviour, and is
expressed in member self-image, inner workings, interactions with the outside world, and future
expectations. Organizational culture varies from company to company and often may be difficult to
improve. In very large corporations, employees at the lowest level often feel that they do not matter to
the CEO’s and executive team and therefore they do not feel a strong sense 9 of organizational
commitment as well. In these cases, jobs become just a means of “getting a pay check” and these
employees are not actually connected to the company and their role within the company.

Organizational culture refers to the collective values, beliefs, norms, and practices that shape the
social and psychological environment of a business or organization. It is the implicit and explicit way
in which things are done within an organization, influencing how employees interact, make decisions,
and perceive their roles within the company. The culture of an organization can significantly impact
its success, employee satisfaction, and overall efficiency.

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Organizational culture has various key components:

Values and Beliefs: At the core of any organizational culture are its values and beliefs. These are the
fundamental principles that guide behaviors and decision-making processes within the organization.
Values might include innovation, integrity, customer focus, and teamwork. These principles are often
articulated in the company’s mission statement and are reflected in everyday actions and decisions.

Norms and Practices: Norms are the unwritten rules that govern behavior within the organization.
These include everyday practices, rituals, and routines that employees engage in. For example, a
company might have a norm of open-door communication where employees are encouraged to voice
their ideas and concerns freely. Practices might include regular team meetings, performance reviews,
and employee recognition programs.

Symbols and Language: Symbols such as logos, office design, dress codes, and other visual
elements play a significant role in conveying the organizational culture. Language, including the
specific jargon or terminology used within the company, also reinforces cultural identity. These
symbols and language create a sense of belonging and identity among employees.

Leadership Style: Leadership plays a critical role in shaping and maintaining organizational culture.
The behavior, communication style, and decision-making approach of leaders set the tone for the rest
of the organization. For instance, a participative leadership style, where leaders involve employees in
decision-making, can foster a culture of collaboration and empowerment.

Environment and Artifacts: The physical environment of an organization, including office layout,
design, and facilities, can influence the culture. Open-plan offices might encourage collaboration and
transparency, while private offices could signify a more hierarchical structure. Artifacts such as
company awards, memorabilia, and other tangible items also reflect and reinforce the culture.

Stories and Myths: Narratives about the organization’s history, key milestones, and legendary figures
form an important part of the culture. These stories, often shared informally among employees, serve
to communicate values and provide a sense of continuity and purpose. They can inspire employees by
highlighting past successes and reinforcing desired behaviors.

Attitudes and Behaviors: The collective attitudes and behaviors of employees are both a product and
a reflection of the organizational culture. Positive attitudes and proactive behaviors can enhance the
overall work environment and contribute to the organization's success. Conversely, negative attitudes
and resistance to change can hinder progress and innovation.

Objective of the internship

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IOCL, a large government-owned organization, helped in understanding how large organizations
work. I’ve learned about IOCL's work culture and how such large organizations in the public sector
manage their culture while balancing work and life. This internship aimed to build industry-specific
knowledge and comprehend the HR needs and challenges in the oil and gas sector. This encompasses
safety training, adherence to sector regulations, and effectively managing a technically skilled
workforce and also to gain practical experience in HR functions, such as recruitment, onboarding,
employee relations, performance management, and training and development. It also involves
understanding the application of HR policies and procedures in a corporate setting.

Purpose of this internship is to foster a deep understanding of organizational culture and values. IOCL
is known for its commitment to integrity, innovation, and social responsibility. Interns observe how
these values are embedded in the organization’s policies and practices, influencing everything from
hiring decisions to employee development programs. By experiencing this culture firsthand, interns
gain a better understanding of how organizational values shape the work environment and contribute
to a company’s identity. This insight is invaluable for interns, as it teaches them the significance of
aligning HR practices with organizational culture to promote a cohesive and positive work
atmosphere.

HR issues can range from managing employee grievances to navigating complex labor laws. Interns
have the chance to witness how HR professionals address these challenges, balancing employee needs
with organizational goals. They learn how to resolve conflicts, understand labor regulations, and
maintain ethical standards in handling sensitive issues. Such experiences prepare interns for the
unpredictable nature of HR work, equipping them with problem-solving skills that will be invaluable
in their future careers. During the internship, interns got to participate and observe the planning and
execution of various engagement activities, such as team-building events, wellness programs, and
recognition initiatives. It gives an idea about how these programs contribute to job satisfaction, reduce
employee turnover, and improve overall morale. Moreover, observing these activities helps interns
understand how employee engagement directly impacts productivity and organizational loyalty.
Engaged employees are crucial to any organization’s success, and IOCL places significant emphasis
on fostering a positive work environment

Scope of work

As an intern at IOCL, Haldia, I was assigned numerous tasks and responsibilities, which provided me
with hands-on experience. My role was to participate in planning and organizing employee
engagement activities, such as team-building events, cultural programs, and sports events, to boost
employee morale. Also assisted in conducting employee satisfaction surveys, collecting feedback on
various HR initiatives, and summarizing data for further analysis. Various data was collected through
surveys and feedback. Preparing announcements, internal communications, and newsletters to

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promote upcoming events or initiatives is another key responsibility that was assigned. This helps
interns understand the impact of effective communication on employee engagement.

2. OVERVIEW OF IOCL

Indian Oil Corporation Limited (IOCL), often known as IndianOil, is India’s largest commercial
enterprise, standing as a flagship national oil company under the Ministry of Petroleum and Natural
Gas. Established in 1959, IOCL is a Fortune 500 company that has played a pivotal role in India's
energy sector, encompassing the entire hydrocarbon value chain—from refining, pipeline
transportation, and marketing of petroleum products to exploration and production of crude oil and
gas, marketing of natural gas, and petrochemicals.

With a widespread network of refineries, pipelines, and over 50,000 customer touchpoints, IOCL
serves a diverse and extensive customer base, catering to the energy needs of millions of consumers
across the nation. Its extensive refining capacity, which is among the largest in the world, is
complemented by a robust pipeline network facilitating the seamless transportation of crude oil, gas,
and petroleum products. Furthermore, IOCL has expanded its global footprint through strategic
investments and joint ventures, enhancing its presence in various international markets. Emphasizing
innovation and sustainability, IOCL has been at the forefront of introducing eco-friendly fuels and
advancing green energy solutions, including biofuels, electric vehicle infrastructure, and solar energy
projects. The corporation's commitment to research and development is evident in its state-of-the-art
R&D centres that drive advancements in fuel quality and alternative energy sources.

IOCL’s strategic initiatives, including digital transformation and customer-centric services, aim to
enhance operational efficiency and customer satisfaction, ensuring it remains a leader in the dynamic
energy sector. In 1964, Indian Oil Company Ltd. merged with Indian Refineries Ltd. to form Indian
Oil Corporation Ltd. This merger marked a significant milestone, consolidating the refining and
marketing activities under one entity.

During the 1960s, IOCL laid the foundation for its future growth by setting up refineries and
establishing a robust marketing network. The first refinery, Guwahati Refinery, was commissioned in
1962, followed by Barauni Refinery in 1964 and Gujarat Refinery in 1965. IOCL ventured into the
production of petrochemicals, with the establishment of the Panipat Petrochemical Complex. The
company also expanded its refining capacity and pipeline network to ensure efficient transportation of
petroleum products across the country. In the early 2000s, IOCL undertook several strategic initiatives
to strengthen its position in the energy sector. The company diversified into natural gas exploration

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and production, and expanded its petrochemical business. It also focused on improving operational
efficiency and customer service through digital transformation and automation. Indian Oil
Corporation Limited has grown from a nascent oil company to a leading player in the global energy
sector over the past six decades. Its journey is marked by strategic expansions, technological
advancements, and a commitment to sustainability and innovation. As IOCL continues to evolve, it
remains dedicated to meeting the energy needs of India and contributing to the country's economic
development.

2.1 Hierarchical structure of IOCL

The Human Resources (HR) department at Indian Oil Corporation Limited (IOCL) has a structured
hierarchy designed to efficiently manage its vast workforce and support its strategic goals. Given the
size and scope of IOCL, the HR department operates at both corporate and regional levels, ensuring
that HR functions are streamlined across the organization.

 Director of Human Resources (Top-Level)

The Director of Human Resources is at the top of the HR hierarchy at IOCL, reporting directly to the
Chairman and Board of Directors. This position is responsible for defining and leading the overall HR
strategy, aligning it with the corporation’s mission, vision, and long-term goals. The Director oversees
all HR functions and policies, including recruitment, employee relations, training, and compliance,
and provides strategic direction to the HR department at large.

 Executive Directors (HR)

Under the Director of HR, the Executive Directors (EDs) manage major HR divisions within IOCL,
typically overseeing specialized HR areas such as Talent Management, Employee Relations,
Compensation & Benefits, and Learning & Development. They are responsible for implementing HR
policies, planning HR initiatives at a broad level, and ensuring HR alignment across various business
units. They may also handle high-level compliance and regulatory matters.

 Chief General Managers (CGM)

Chief General Managers (HR) oversee specific HR functions or geographical regions within IOCL.
They work closely with Executive Directors and ensure that HR operations align with the company’s
strategic goals. The CGMs are often responsible for managing HR operations for a group of regions or
divisions, leading high-level employee engagement strategies, overseeing major recruitment drives,
and managing labor relations within their assigned areas.

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  General Managers (HR)
Reporting to the CGMs, General Managers (HR) typically manage regional HR activities or specific
functional areas, such as recruitment, employee relations, performance management, and training &
development. GMs are responsible for setting objectives and ensuring that HR initiatives are
successfully executed within their assigned regions or functional areas. They handle more specific HR
tasks, such as developing policies for employee welfare, ensuring regional compliance, and handling
escalated grievances or disputes.

 Deputy General Managers (DGM)

DGMs support the General Managers in executing HR policies and processes. They often supervise
HR teams, oversee day-to-day HR operations within their assigned regions or functions, and help
manage HR projects. DGMs may be responsible for specific areas such as employee benefits,
recruitment, or training within a region, ensuring consistency in HR practices across various divisions.

 Senior Managers (HR)

Senior Managers are involved in the detailed planning and implementation of HR initiatives at the
regional or functional level. They supervise HR officers, manage daily HR activities, handle
employee engagement programs, and ensure compliance with corporate policies. They may also
handle recruitment drives, conduct employee training sessions, and support managers in performance
reviews. Senior Managers play a critical role in bridging the gap between top-level HR strategy and
on-ground execution.

 Managers (HR)

Managers in the HR department handle specific HR processes and functions, such as employee
relations, performance management, or recruitment, within their assigned regions or divisions. They
are involved in executing policies and managing operational tasks, including supervising payroll,
handling grievances, assisting in compliance issues, and ensuring smooth onboarding processes for
new employees. They report to Senior Managers and coordinate with other HR personnel to address
daily operational needs.

 Assistant Managers (HR)

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Assistant Managers support Managers in various HR functions. They are involved in administrative
tasks, assisting with recruitment, employee engagement activities, and maintaining employee records.
They also help track HR metrics, support training programs, and handle employee queries related to
HR policies or benefits. Assistant Managers are responsible for operational details, allowing
Managers and Senior Managers to focus on strategic tasks.

 HR Officers / Executives

HR Officers or Executives are typically entry-level professionals who perform day-to-day HR

operations. They are responsible for handling HR administrative tasks, assisting with employee record
maintenance, processing payroll data, supporting recruitment processes, and assisting in training and
development initiatives. They also serve as the first point of contact for employees seeking
information or clarification on HR policies.

2.2 Products and services offered by IOCL

Indian Oil Corporation Limited (IOCL) is one of India’s largest public sector oil and gas companies,
and it plays a significant role in meeting the country’s energy needs. IOCL offers a wide range of
products and services across multiple energy segments, from petroleum and natural gas to
petrochemicals and alternative energy.

1. Petroleum Products
 Automotive Fuels: IOCL provides automotive fuels such as petrol (gasoline) and diesel.
These fuels are sold under the brand names XtraPremium for premium petrol and
XtraGreen for premium diesel, which offer better mileage and performance.
 Liquefied Petroleum Gas (LPG): Branded as Indane, IOCL’s LPG is widely used for
household cooking, commercial kitchens, and industrial purposes. Indane has a vast
distribution network and serves millions of households across India.
 Aviation Turbine Fuel (ATF): IOCL is a major supplier of ATF to airlines and airports in
India. The company provides high-quality ATF to both domestic and international carriers.
 Kerosene: IOCL supplies kerosene for household use and is a key distributor under the
Public Distribution System (PDS) for areas where cooking gas may be less accessible.

2. Natural Gas

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  Compressed Natural Gas (CNG): IOCL distributes CNG, a cleaner fuel option for vehicles,
through its network of gas stations, especially in urban areas to promote green transportation.
 Piped Natural Gas (PNG): IOCL offers PNG for domestic, commercial, and industrial
consumers, allowing direct delivery of natural gas to homes and businesses as a cleaner
alternative to traditional fuels.
 Liquefied Natural Gas (LNG): IOCL is involved in the import, distribution, and marketing
of LNG, serving as a reliable energy source for large industrial clients.

3. Petrochemicals
 Polymers: IOCL produces polymers like polypropylene, high-density polyethylene (HDPE),
and linear low-density polyethylene (LLDPE) that are used in packaging, automotive parts,
agriculture, and various industrial applications.
 Fertilizer Feedstock: The company provides feedstock for the production of fertilizers,
playing a crucial role in supporting the agriculture sector.
 Aromatics and Chemicals: IOCL manufactures aromatics, such as benzene, toluene, and
xylene, along with other chemicals that are used in the production of solvents, paints, plastics,
and synthetic fibers.

4. Lubricants and Greases

 SERVO Lubricants: IOCL’s lubricant brand, SERVO, is one of India’s most trusted and
widely used lubricant brands, offering products for automobiles, industrial machinery,
marine, and agricultural equipment. The product range includes engine oils, hydraulic oils,
and greases, ensuring optimal performance and longevity of machines and vehicles.

5. Alternative and Renewable Energy Solutions

 Biodiesel and Ethanol-Blended Fuels: IOCL promotes alternative fuels by producing and
distributing biodiesel and ethanol-blended petrol, which help reduce carbon emissions and
dependency on conventional fuels.
 Solar Energy Solutions: IOCL has made strides in solar energy by installing solar power
plants, solar rooftops, and solar panels at its facilities and fuel stations. It also provides solar
energy solutions for industrial and commercial clients.
 Electric Vehicle (EV) Charging Stations: In line with the shift toward electric mobility,
IOCL is developing a network of EV charging stations across India, enabling charging
infrastructure for electric vehicles at various fuel stations.

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6. Exploration and Production (E&P)
 Upstream Exploration and Production: IOCL is involved in the exploration, development,
and production of oil and gas resources. The company has investments in oil fields both
domestically and internationally, contributing to India’s energy security.

7. Specialty Products
 Bitumen: IOCL produces bitumen for road construction and maintenance. It offers various
grades of bitumen, including VG and PMB grades, to meet diverse infrastructure
requirements.
 Sulfur: Sulfur, a byproduct of refining, is used in fertilizers and chemical manufacturing.
IOCL supplies sulfur to industries across India.
 Naphtha: Used as a feedstock for petrochemicals and in power plants, naphtha from IOCL’s
refineries is widely supplied to industries that require high-grade fuel.

8. Technical Services
 Technical Consulting: IOCL provides consulting and technical services related to refining,
pipeline operations, and other specialized fields. The company leverages its technical
expertise to offer services to other industries, helping them optimize processes and improve
efficiency.
 Training and Skill Development: Through its training facilities, IOCL offers specialized
training programs to develop technical and managerial skills for employees in the oil and gas
sector. It also partners with educational institutions to build a skilled workforce.

9. Pipeline Transportation
 Crude Oil and Petroleum Product Pipelines: IOCL owns and operates one of the largest
pipeline networks in India, transporting crude oil, petroleum products, and natural gas across
the country. This infrastructure ensures safe, efficient, and reliable energy distribution.

10. Research and Development (R&D) Services

 Innovative Product Development: IOCL’s R&D center focuses on developing innovative
products and improving fuel formulations to meet environmental standards and enhance fuel
efficiency.
 Environmental Solutions: The R&D center also develops environmentally friendly
technologies, such as biofuels and fuel additives that help reduce emissions and improve fuel
quality.
3. LITERATURE REVIEW

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3.1 ORGANIZATIONAL CULTURE OF IOCL

Indian Oil, the nation's premier Maharatna national oil company, has operations across the whole
hydrocarbon value chain, from pipeline transportation, refining, and marketing petroleum products to
R&D, natural gas exploration and production, marketing, and petrochemicals. The fact that they work
for the most prestigious public sector organization with an outstanding reputation in the industry fills
employees with great pride. When an employee joins IOCL, they are joining a family rather than an
organization because they are confident in the quality of care, they and their family will get under
IOCL's compassionate roof. Being employed by IOCL is a mark of social standing and pride. At
IOCL, every facet of employees' lives is well-nurtured and supported. It is undoubtedly a proud and
wonderful place to work.

Some of the Best People Practices and Initiatives at Indian Oil Corporation Limited include –

 Coffebytes: L&D Southern Region Office has introduced micro-learning in a capsulated form
of knowledge appropriately captioned as ‘Coffeebytes’ mimicking morning coffee that comes
everyday morning during the coffee-time carrying the latest knowledge bits on the Oil & Gas
industry in a one-minute readable image format shared through Social media platform namely
WhatsApp groups to reach out to maximum target audience in a click. Coffeebytes equips the
learners to develop a ‘Line of Sight’ on these shifts and avoid being captive of their
designations. It creates an addiction for ‘Energy News’ thereby creating a craving for
Coffeebytes every morning. Because, always people like to learn and know what is happening
around them, and Coffebytes exceptionally stimulates the moods of the people exactly in the
early morning hours immediately after getting off the bed - the time when the brain reboots
and ready to receive fresh news with intense interest.

 Yourspace: Although a scheme is already in place for employees to give suggestions. Where
suggestion which is not a part of routine work is evaluated and subsequently rewarded and
implemented. Another top-driven approach for giving suggestions directly to the respected
Chairman was initiated by the corporation. Employees can directly write their views to the
Chairman via a dedicated portal. The suggestions are then evaluated and assessed by a high-
level committee and if found feasible are adopted and implemented.

Visionary Leadership Guiding Strategic Direction

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Maintaining the highest standards of corporate governance and developing visionary leadership are of
utmost significance to IOCL. The Board of Directors plays a crucial role in terms of providing
strategic direction, establishing a firm ethical framework, and promoting efficient decision-making.
They seamlessly incorporate strategic initiatives, risk management, performance optimization, and
sustainable development considerations into the core of Indian Oil's business procedures with their
impartial and knowledgeable judgment, which acts as a guiding force for important decisions.
IOCL believe that a strong organisational culture is crucial for success. Therefore, IOCL’s Board’s
influence extends to shaping their culture by defining their visionary mission, strategic pursuits, and
core values. By fostering an environment that prioritises integrity, responsibility, and ethical conduct,
IOCL empowers as a conscientious and forward-thinking corporate entity. This strong cultural
framework enables to seize emerging market opportunities while promoting a governance framework
that continuously generates value for all their stakeholders.

Promoting an Honest Culture

IOCL has created a strong Code of Conduct (CoC) that acts as a framework for all Directors and
employees of the Company to ensure compliance with applicable laws and regulations. IOCL’s code
of conduct emphasizes the value of honesty, ethical behavior, and integrity on both a personal and
professional level. They strongly encourage everyone who works with us to uphold these values.

They have established a Whistle-blower Policy as the cornerstone of our dedication to morality and
honesty. The policy is a tool for upholding the CoC and encouraging all directors and staff to take
constructive actions that are consistent with their fundamental values.

3.2 THE IMPORTANCE OF CULTURE IN ORGANIZATIONS

Every organization has its own culture. Since many employees spend 40 or more hours at their
workplace, their organization’s culture obviously affects both their work lives as well as their personal
lives. Organizational culture refers to the beliefs, ideologies, principles and values that the individuals
of an organization share. This culture is a determining factor in the success of the organization.

 UNITY: A shared organizational culture helps to unite employees of different demographics.

Many employees within an organization come from different backgrounds, families and
traditions and have their own cultures. Having a shared culture at the workplace gives them a
sense of unity and understanding towards one another, promoting better communication and

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 less conflict. In addition, a shared organizational culture promotes equality by ensuring no
employee is neglected at the workplace and that each is treated equally.

 LOYALTY: Organizational culture helps to keep employees motivated and loyal to the
management of the organization. If employees view themselves as part of their organization’s
culture, they are more eager to want to contribute to the entity's success. They feel a higher
sense of accomplishment for being a part of an organization they care about and work harder
without having to be coerced.

 COMPETITION: Healthy competition among employees is one of the results of a shared

organizational culture. Employees will strive to perform at their best to earn recognition and
appreciation from their superiors. This in turn increases the quality of their work, which helps
the organization prosper and flourish.

 DIRECTION: Guidelines contribute to organizational culture. They provide employees with

a sense of direction and expectations that keep employees on task. Each employee
understands what his roles and responsibilities are and how to accomplish tasks prior to
established deadlines.

 IDENTITY: An organization’s culture defines its identity. An entity's way of doing business
is perceived by both the individuals who comprise the organization as well as its clients and
customers, and it is determined by its culture. The values and beliefs of an organization
contribute to the brand image by which it becomes known and respected.

3.3 WORK ENVIRONMENT AND PHYSICAL SPACE

The work environment and physical space in an organizational culture play critical roles in shaping
employee experiences, behaviors, and overall productivity. These elements can influence how
employees interact, collaborate, and perform their duties. Below are key aspects of how the work
environment and physical space contribute to an organization's culture

Importance of Physical Space

The physical workspace is more than just a location where employees perform their tasks; it is an
embodiment of the organization's identity and values. A well-designed workspace can foster
collaboration, creativity, and a sense of belonging among employees. Conversely, a poorly designed

18
environment can lead to disengagement, decreased productivity, and even higher turnover rates. The
physical layout and design should, therefore, align with the organization's mission, values, and work
style.

Elements of Physical Space

1. Office Layout:
 Open Plan vs. Private Offices: Open-plan offices are designed to encourage communication
and collaboration by removing physical barriers. They are often used by organizations that
value teamwork and transparency. However, they can also lead to distractions and noise,
potentially reducing productivity for tasks that require deep concentration. On the other hand,
private offices offer quiet spaces for focused work and confidential discussions but might
inhibit spontaneous collaboration and communication.
 Flexible Spaces: Modern work environments often incorporate flexible spaces that can be
adapted to various activities. This includes movable furniture, multipurpose rooms, and areas
that can be reconfigured for different types of work, from collaborative projects to individual
tasks. Flexibility in design allows organizations to accommodate changing needs and support
diverse work styles.
2. Ergonomics and Comfort:
 The physical comfort of employees is paramount in designing a productive work
environment. Ergonomic furniture, such as adjustable chairs, sit-stand desks, and proper
lighting, helps prevent physical strain and enhances comfort. An emphasis on ergonomics
shows that the organization cares about the well-being of its employees, which can improve
morale and reduce absenteeism.
3. Aesthetic and Ambiance:
 The aesthetic aspects of the workplace, including color schemes, decor, and overall design,
contribute to the ambiance and can affect mood and productivity. Bright, vibrant colors might
stimulate creativity and energy, while softer, neutral tones can create a calming and focused
atmosphere. Natural light, indoor plants, and art can also enhance the work environment,
making it more pleasant and inspiring.
4. Technology Integration:
 Seamless integration of technology in the workspace is crucial for modern organizations. This
includes high-speed internet, reliable communication tools, and access to the necessary
software and hardware. Smart office solutions, such as automated lighting, climate control,
and digital collaboration tools, can improve efficiency and create a more comfortable and
connected work environment.
5. Breakout and Recreational Areas:

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  Providing spaces for relaxation and social interaction is essential for maintaining employee
well-being and fostering a positive organizational culture. Breakout areas, lounges, and
recreational facilities allow employees to take breaks, recharge, and engage with colleagues in
a more informal setting. These areas can promote camaraderie and reduce stress, contributing
to a healthier work-life balance.
6. Personalization and Ownership:
 Allowing employees to personalize their workspaces can create a sense of ownership and
pride. Personal items, such as photos, plants, and unique decor, make the workspace feel
more inviting and comfortable. Encouraging personalization can also reflect the
organization’s respect for individual identities and preferences, enhancing employee
satisfaction and engagement.

Work environment and physical space of IOCL

As a leading public sector oil and gas enterprise, IOCL’s operational spaces vary widely, from
corporate offices to refineries, R&D centers, and field operations. Each environment is designed to
meet the specific needs of its workforce while adhering to high standards of safety, innovation, and
environmental sustainability. IOCL’s corporate offices are designed with collaborative areas, open-
plan desks, meeting rooms, and technology-equipped conference halls. These spaces foster team
interactions, brainstorming, and departmental collaborations. Corporate offices often include break
rooms and cafeterias where employees can unwind and socialize, supporting a balanced work culture.
Given the potentially hazardous nature of refinery work, IOCL’s facilities strictly adhere to safety
protocols. These areas are equipped with emergency response systems, fire-fighting equipment, and
advanced monitoring technology to ensure employee safety. Employees working in these settings are
provided with personal protective equipment (PPE) such as helmets, gloves, goggles, and ear
protection to ensure safety. Safety protocols, including regular drills, inspections, and training, ensure
strict adherence to standards.
IOCL’s R&D centers are equipped with state-of-the-art laboratories, testing facilities, and advanced
research equipment for energy technology, petrochemicals, and sustainable solutions. These centers
are designed to facilitate high-quality research and innovation.
Field operations, including pipeline maintenance and distribution, require employees to work in
diverse and sometimes challenging conditions, such as remote locations, extreme temperatures, or
outdoor settings. IOCL ensures that field employees have the necessary resources, including mobile
devices, GPS-enabled tools, and real-time communication devices.
Fieldwork at IOCL follows rigorous safety protocols, with employees equipped with PPE and other
safety tools to navigate difficult environments. Regular inspections, safety training, and emergency
response procedures are in place to ensure their safety.

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3.4 REWARD SYSTEM

Reward systems in organizations are crucial mechanisms for motivating employees, fostering job
satisfaction, and enhancing overall performance. A well-designed reward system can align employees’
goals with the organizational objectives, encouraging behaviors that contribute to the company’s
success. Here's an in-depth look at reward systems, their types, principles, and best practices. The
reward system in an organization is crucial for several reasons, as it significantly influences the
overall culture, employee motivation, performance, and retention. Here are some key points
highlighting its importance:

1. Motivation and Performance

- Incentives and Motivation: A well-structured reward system provides incentives that motivate
employees to perform better. When employees know their efforts will be recognized and rewarded,
they are more likely to go above and beyond in their roles.
- Goal Alignment: Rewards aligned with organizational goals ensure that employees focus their
efforts on activities that contribute to the company's success. This alignment fosters a sense of
purpose and direction.

2. Employee Satisfaction and Engagement

- Job Satisfaction: Employees who feel appreciated and rewarded for their contributions experience
higher job satisfaction. This satisfaction translates to increased loyalty and a positive attitude towards
their work.
- Engagement: Engaged employees are more committed, productive, and likely to stay with the
company. Rewards play a pivotal role in fostering this engagement by making employees feel valued.

3. Retention and Attraction of Talent

- Retention: A robust reward system can significantly reduce turnover rates. When employees are
rewarded appropriately, they are less likely to seek opportunities elsewhere.
- Attraction: Competitive reward systems attract top talent. Prospective employees often consider an
organization's rewards and recognition policies when making employment decisions.

4. Organizational Culture and Values

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- Reinforcement of Values: Reward systems help in reinforcing organizational values and culture. By
rewarding behaviors that align with company values, organizations can promote and perpetuate their
desired culture.
- Positive Work Environment: Recognizing and rewarding employees fosters a positive and supportive
work environment. This environment encourages teamwork, collaboration, and mutual respect among
employees.

5. Continuous Improvement and Innovation

- Encouraging Innovation: Rewarding creative and innovative ideas encourages employees to think
outside the box and contribute new ideas. This culture of innovation is crucial for the long-term
success of any organization.
- Continuous Improvement: Recognizing and rewarding continuous improvement efforts helps in
creating a culture of ongoing development and excellence.

6. Clear Expectations and Fairness

- Clarity: A transparent reward system sets clear expectations for employees. They understand what is
required to achieve rewards, which helps in setting performance standards.
- Fairness and Equity: A well-designed reward system ensures fairness and equity, which is essential
for maintaining employee morale and trust. Employees are more likely to be satisfied and motivated
when they perceive the reward system as fair and just.

Reward system of IOCL

IOCL offers a blend of monetary rewards, career development opportunities, and other benefits to
create a supportive and rewarding work environment. The following are the components of IOCL's
reward system:

1. Competitive Salary and Increment Structure

 Base Salary: IOCL offers competitive salaries aligned with public sector norms and market
rates. The base pay varies according to job role, qualifications, and experience.
 Annual Increments: Employees receive regular annual increments based on their
performance and tenure. This structured increment system is designed to reward loyalty and
consistent performance over time.
 Pay Revisions: IOCL conducts periodic pay revisions to align employee salaries with
changes in the market, inflation rates, and cost-of-living adjustments.
2. Performance-Based Bonuses and Incentives

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  Performance-Linked Incentives (PLI): IOCL provides performance-linked incentives to
reward employees for meeting or exceeding their performance targets. This incentive is based
on individual, departmental, and organizational performance, promoting a results-driven
culture.
 Profit-Linked Bonus: Employees may receive bonuses linked to the company’s overall
profitability. This aligns employee interests with organizational success and promotes a sense
of shared ownership.
 Recognition for Achievements: Employees who make significant contributions or exhibit
exceptional performance in their roles are often awarded monetary rewards and certificates,
motivating them and acknowledging their hard work.
3. Career Growth and Promotion Opportunities
 Promotion Pathways: IOCL offers a transparent promotion process, with employees
evaluated based on their performance, skills, and qualifications. This system allows for
upward mobility within the organization and encourages employees to continually improve.
 Career Development Programs: IOCL invests in skill development and career growth
opportunities through internal training programs, leadership development workshops, and
cross-functional assignments. Employees who complete these programs are often considered
for promotions and higher responsibilities.
 Fast-Track Promotions: Outstanding performers may have the opportunity to move up the
ranks faster through fast-track promotion programs. This pathway is typically available to
employees who demonstrate exceptional skills and commitment to the organization.
4. Employee Recognition Programs
 Awards and Honors: IOCL has a well-established recognition system, with awards like
“Employee of the Year,” “Best Performer,” and other achievement awards in various
categories. These awards are often accompanied by monetary rewards or gifts, recognizing
employees' exceptional dedication.
 Service Recognition Awards: IOCL celebrates employee loyalty through service recognition
awards, acknowledging employees who have completed significant milestones (e.g., 10, 15,
20 years of service). These awards often include certificates, mementos, and cash rewards.
 Team Achievements: Recognizing the importance of teamwork, IOCL also rewards teams
that excel in projects or achieve significant milestones. This team-based approach fosters
collaboration and strengthens the organizational culture of shared success.
5. Benefits and Allowances
 Housing Allowance: IOCL provides housing allowances or subsidized housing options to
eligible employees, particularly those posted in remote or high-cost areas.
 Medical Benefits: Comprehensive medical benefits cover employees and their families,
including health insurance, preventive health check-ups, and access to specialized treatments.

23
 This support promotes a healthy workforce and provides employees with peace of mind
regarding healthcare needs.
 Travel Allowances and Perks: Employees who travel for work are reimbursed for travel
expenses, including transportation, lodging, and meals. Additionally, employees in field roles
often receive additional allowances to support their work-related travel needs.
 Retirement Benefits: IOCL offers a robust retirement package, including provident fund
contributions, pension schemes, and gratuity. These benefits help ensure long-term financial
security for employees and their families.

3.5 EMPLOYEE BEHAVIOUR AND ATTITUDE

Employee behavior and attitude are critical elements of an organization’s culture and overall success.
They influence workplace dynamics, productivity, job satisfaction, and the organization's ability to
achieve its goals. Understanding and managing these aspects can lead to a more positive and
productive work environment.

Key Factors Influencing Employee Behavior and Attitude

1. Leadership Style

o The approach leaders take can significantly impact how employees behave and feel.
Supportive and transformational leadership tends to foster positive attitudes, while
autocratic or laissez-faire leadership can lead to disengagement.

2. Organizational Culture

o The shared values, beliefs, and norms within an organization shape how employees
interact and perform. A positive culture promotes collaboration, innovation, and
loyalty, while a toxic culture can lead to conflict and high turnover.

3. Work Environment

o The physical and psychological environment in which employees work affects their
behavior and attitude. A safe, comfortable, and inclusive workspace promotes positive
behavior and attitudes.

4. Job Satisfaction

o Factors like job role clarity, fair compensation, career growth opportunities, and
work-life balance contribute to job satisfaction, influencing overall employee
behavior and attitude.

5. Peer Relationships

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 o Interpersonal relationships among colleagues affect morale and productivity. Positive
relationships foster teamwork and cooperation, while negative relationships can lead
to conflict and disengagement.

6. Communication

o Open and effective communication helps in building trust and transparency, leading
to positive employee behavior and attitudes. Poor communication can result in
misunderstandings and frustration.

7. Recognition and Rewards

o Recognizing and rewarding employees for their contributions boosts morale and
encourages positive behavior. Lack of recognition can lead to feelings of
undervaluation and negativity.

8. Personal Factors

o Individual characteristics, such as personality, personal values, and external life

circumstances, also play a role in shaping employee behavior and attitude.

Employee behavior and attitude in IOCL

The employee behavior and attitude at Indian Oil Corporation Limited (IOCL) are shaped by the
organization’s strong values, mission, and commitment to integrity, safety, and innovation. As a
prominent public sector enterprise in India’s oil and gas industry, IOCL fosters a work culture that
emphasizes respect, teamwork, accountability, and a customer-centric approach.

IOCL employees are generally highly dedicated to the organization’s mission of meeting India’s
energy needs. This sense of purpose is seen in their commitment to achieving targets, maintaining
safety standards, and delivering high-quality services to customers. The organization’s values—Care,
Innovation, Passion, and Trust—guide employee behaviors. These values foster a culture of respect,
ethical practices, and social responsibility. Employees are encouraged to embody these values in their
day-to-day roles, contributing to a cohesive and principled work environment. IOCL employees
display a strong customer-oriented mindset, whether dealing with individual customers at retail outlets
or fulfilling large industrial contracts. This focus on customer satisfaction is evident in the way
employees prioritize quality, address customer concerns, and ensure timely delivery of products and
services. Employees tend to adopt a problem-solving attitude when working with customers. Whether

25
addressing technical issues, quality concerns, or service inquiries, IOCL employees often strive to find
effective solutions and maintain a positive relationship with stakeholders.

Given the high-risk nature of the oil and gas industry, IOCL places significant emphasis on safety.
Employees demonstrate a strong safety-first attitude, following stringent protocols and guidelines to
ensure both personal and workplace safety. Employees at IOCL are proactive in maintaining a safe
work environment, especially in high-stakes areas such as refineries, pipelines, and manufacturing
plants. They participate actively in safety drills, report potential hazards, and adhere strictly to
established safety norms, reflecting a shared commitment to minimizing risks.

IOCL promotes a respectful and inclusive workplace, where employees are expected to respect
diversity in terms of gender, age, culture, and professional background. This support for inclusivity
fosters positive interactions and relationships among employees. IOCL’s Corporate Social
Responsibility (CSR) initiatives encourage employees to participate in community welfare activities.
This involvement fosters a strong sense of social responsibility and pride among employees. The
organization emphasizes on sustainable practices and reducing environmental impact reflects in the
attitudes of employees, who are increasingly aware of environmental concerns and strive to adopt eco-
friendly practices in their roles.

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 4. DESCRIPTION OF WORK CARRIED OUT

During my summer internship at IOCL Haldia Refinery, I was assigned to study the organizational
culture within the company. Under the guidance of Mrs. Mahima Pandey from the HR department, I
undertook various tasks and activities aimed at understanding and analyzing the cultural dynamics of
the organization. The work carried out during the internship can be summarized as follows:

1. Orientation and Introduction:

 Attended an initial orientation session to understand the overall functioning and structure of
IOCL Haldia Refinery.
 Met with my mentor and the HR team to discuss the objectives and expectations of the
internship.

2. Literature Review:
 Conducted a comprehensive review of existing literature on organizational culture, including
theories, models, and case studies.
 Reviewed company documents, reports, and previous studies related to the culture at IOCL.

3. Data Collection:
 Designed and distributed questionnaires to employees at various levels within the organization
to gather data on their perceptions and experiences of the organizational culture.
 Conducted interviews with selected employees and management personnel to gain deeper
insights into the cultural practices and values of the organization.
 Observed day-to-day operations and interactions within different departments to understand the
implicit cultural norms and behaviors.

4. Data Analysis:
 Analyzed the collected data using qualitative and quantitative methods to identify patterns,
trends, and key themes.
 Compared the findings with the theoretical framework established in the literature review to
draw meaningful conclusions.

27
5. Evaluation of Organizational Culture:
 Assessed the core values, beliefs, and practices that define the organizational culture at IOCL
Haldia Refinery.
 Evaluated the impact of the existing culture on employee satisfaction, motivation, and overall
organizational performance.
 Identified strengths and areas for improvement within the organizational culture.

6. Preparation of Report:
 Compiled the findings, analysis, and conclusions into a comprehensive report.
 Included recommendations for enhancing the organizational culture based on the study's
results.
 Prepared a presentation summarizing the key points of the report for the final review.

7. Feedback and Revision:

 Presented the draft report to my mentor and received feedback and suggestions for
improvement.
 Revised the report accordingly and prepared the final version for submission.

Throughout the internship, I actively engaged with employees across different levels and departments,
which provided me with a holistic understanding of the organizational culture at IOCL Haldia
Refinery. This experience has significantly enriched my knowledge and skills in organizational
behavior and human resource management.

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 5. RESEARCH METHODOLOGY

Research methodology captures the complexity and depth of cultural factors within a large and
multifaceted organization. Below is an outline of a suitable research methodology, including research
design, type of research, and justification.

5.1 RESEARCH DESIGN

Research design is the overall plan or structure of a study that guides the process of collecting,
analyzing, and interpreting data to answer specific research questions. It serves as a blueprint for the
study, ensuring that the research is systematic, coherent, and able to achieve its intended objectives. In
this study, the research design outlines the approach and methods used to explore and analyze the
organizational culture within IOCL.
The purpose of the research design in this study is to provide a structured approach to understanding
IOCL's organizational culture, which includes the values, beliefs, norms, and practices shared by
employees across various departments and levels. By employing a suitable design, the study can
accurately capture insights into employee perceptions, cultural practices, and the impact of
organizational culture on performance, employee satisfaction, and organizational outcomes.

5.2 TYPE OF RESEARCH

For examining the organizational culture in IOCL, a descriptive research design is most appropriate.
 Descriptive Research: This type of research is used to systematically describe characteristics
of a specific group, situation, or phenomenon, allowing researchers to provide an accurate
portrayal of various aspects of organizational culture within IOCL.
 Data Collection Methods: Descriptive research often involves both quantitative and
qualitative methods. For IOCL’s organizational culture study, surveys and structured
interviews with employees across different levels provides quantitative data, while focus
groups and case studies offered qualitative insights.

Why Descriptive Research is Suitable for Studying IOCL’s Organizational Culture?

A descriptive research design is well-suited for studying IOCL's organizational culture because it
provides a comprehensive view of how employees experience and perceive the cultural environment
within the company. IOCL is a large organization with a complex and layered culture influenced by its
status as a public sector enterprise, its regional diversity, and its operational structure. Descriptive

29
research allows for an in-depth exploration of these complexities, capturing a broad range of cultural
factors. The descriptive design accommodates both quantitative (e.g., survey data on employee
satisfaction, perceptions, and values) and qualitative data (e.g., narratives from interviews and focus
groups). This mixed-methods approach enables a holistic understanding of IOCL’s organizational
culture. The descriptive approach enables researchers to observe, document, and interpret key
elements of IOCL’s organizational culture, such as shared values, symbols, communication practices,
and decision-making processes. IOCL has a diverse workforce with employees from varied
backgrounds, experiences, and roles. The descriptive research design allows for data collection
across these groups, ensuring a well-rounded view of the cultural landscape.

5.3 RESEARCH APPROACH

For examining organizational culture at IOCL, a mixed-methods approach was used. Mixed-methods
research combines both qualitative and quantitative techniques, allowing researchers to gather both
measurable data and in-depth insights
.
 Quantitative Approach: This part of the approach involves the use of surveys or structured
questionnaires to gather data from a large sample size across various IOCL departments and
locations. Quantitative methods help measure the prevalence of certain cultural elements,
employee satisfaction levels, or engagement scores, making it possible to analyze patterns,
correlations, and trends.

 Qualitative Approach: Through interviews, focus groups, and observational techniques, the
qualitative component provides a richer, deeper understanding of IOCL’s culture. It allows
researchers to explore the underlying beliefs, values, and attitudes that shape employee
experiences. This approach can also reveal unique insights into regional cultural influences,
leadership styles, and employee relationships.

5.4 DATA COLLECTION METHODS

In this study, primary data was used to draw out relevant and accurate data. Primary data is gathered
through direct methods that enable researchers to collect firsthand information from employees and
other stakeholders. This approach allows for a deep understanding of the organizational culture by
capturing authentic experiences, perceptions, and insights from those directly involved in the
organization.

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a. Surveys and Questionnaires

Surveys and questionnaires are distributed to a large sample of employees across various departments
and levels within IOCL. They help in gathering quantitative data related to employees’ perceptions,
values, attitudes, and behaviors, which collectively shape the organization’s culture.
The questionnaire is designed with a combination of closed-ended and open-ended questions. Closed-
ended questions help quantify aspects of culture, such as communication styles, leadership
perceptions, and job satisfaction. Open-ended questions provide employees the space to elaborate on
specific cultural elements, such as challenges, expectations, and their overall experience at IOCL.

b. Interviews

Semi-structured interviews are conducted with selected employees, managers, and HR personnel to
gain qualitative insights into specific cultural attributes, values, and practices. These interviews
provide deeper, context-rich data that cannot be captured through surveys alone. The interview guide
is structured around key themes such as communication, leadership, work-life balance, teamwork, and
employee engagement. Semi-structured questions allow interviewees to express their thoughts freely
while ensuring that all important topics are covered.

5.5 Data collection tools

a. Questionnaire

The questionnaire includes both Likert-scale questions and open-ended questions. The Likert-scale
questions quantify perceptions (e.g., satisfaction with leadership, agreement with core values),
allowing for statistical analysis. Open-ended questions invite employees to share personal insights,
adding depth to the quantitative data.

b. Interview Guide

The interview guide is developed with a set of open-ended questions to encourage in-depth responses.
Questions are structured to explore aspects such as job satisfaction, motivation, employee
relationships, and communication practices within IOCL.

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DATA ANALYSIS ON WORK ENVIRONMENT

Q1. Do you find your workspace comfortable? Frequency Percentage

Yes 80 80
No 20 20
Q2. Are you satisfied with your working environment?
Fully satisfied 70 70
Partially satisfied 20 20
Neutral 10 10
Not at all satisfied 0 0
Q3. Is the technology well integrated into your workplace
to support your work?
Yes 90 90
No 10 10
Q4. Are there sufficient meeting rooms available for team
discussions?
Yes 70 70
No 30 30
Q5. How do you rate the cleanliness and hygiene of your
workplace?
1 60 60
2 20 20
3 10 10
4 5 5
5 5 5
Q6. Does your workplace provide common areas for
informal interactions?
Yes 70 70
No 30 30
Q7. Do you agree that your workplace provide open and
private areas suitable for different type of work?
Agree 70 70
Disagree 10 10
Partially agree 20 20
Strongly disagree 0 0

32
 Neither agree nor disagree 0 0
Q8. Does your workplace follow safety procedures?
Yes 100 100
No 0 0
Q9. Are you aware of all the emergency safety procedures
in the workplace?
Fully aware 90 90

Partially aware 5 5
Not at all aware 5 5
Q10. Does your organization provide wellness programs or
resources?
Yes 70 70
No 30 30

From the given data we can interpret that almost 70% of the population working in the organization
are satisfied with their working environment and the rest are either partially satisfied or not satisfied at
all. With this, we can conclude that the overall working space of IOCL is designed to support
productivity, employee engagement, and safety across a diverse range of operational settings.

33
DATA ANALYSIS ON REWARD SYSTEM

Q1 How satisfied are you with the current reward Frequency Percentage
system in your organization?

Very satisfied 80 80

Dissatisfied 10 10

Neutral 5 5

Satisfied 5 5

Very dissatisfied 0 0

Q2 Is the reward system in your organization fair and

transparent?

Agree 50 50

Strongly Agree 5 5

Neutral 10 10

Disagree 5 5

Strongly disagree 30 30

Q3 Does the reward system motivate you to perform

better?
Strongly agree 30 30

Agree 50 50

Neutral 10 10

Disagree 10 10

Q4 Does the reward system contribute to a positive

work environment?
Strongly Agree 50 50

Agree 20 20

Neutral 10 10

Disagree 20 20

Strongly Disagree 0 0

34
Q5 Do you feel the reward system is distributed based in
performance?
Strongly agree 50 50

Agree 20 20

Neutral 10 10

Disagree 10 10

Strongly disagree 0 0

Q6 How well do you understand the reward system ?

Very well 70 70

Well 20 20

Somewhat 10 10

Not at all 0 0

Q7 Does the organization provide performance based

bonuses?
Yes 0 0

No 100 100

Q8 Do you feel that the reward system takes into

account individual preferences and needs?
Yes 70 70

No 30 30

Q9 Are you satisfied with your salary?

Very satisfied 0 0

Satisfied 0 0

Dissatisfied 100 100

Strongly dissatisfied 0 0

Neutral 0 0

Q10 Is the reward system well communicated and

understood by the employees?
Agree 70 70

Strongly agree 10 10

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 Neutral 5 5

Disagree 5 5

Strongly disagree 10 10

The given data tells us that IOCL has a well-built reward system that focuses on the well-being of
workers, employees, and labourers. Most of the organization's employees are satisfied with the reward
system provided by IOCL. This proves that IOCL offers a blend of monetary rewards, career
development opportunities, and other benefits to create a supportive and rewarding work
environment.

DATA ANALYSIS ON EMPLOYEE BEHAVIOUR AND ATTITUDE

Q1 How would you describe your overall attitude Frequency Percentage

towards your job?
Positive 70 70
Very positive 10 10
Neutral 10 10
Negative 0 0
Very negative 0 0
Q2 Do you feel motivated to perform your best at work?
Always 90 90
Often 0 0
Sometimes 10 10
Rarely 0 0
Never 0 0
Q3 How satisfied are you with your current job role and
responsibilities?
Very satisfied 70 70
Satisfied 10 10
Neutral 10 10
Dissatisfied 10 10
Very dissatisfied 0 0
Q4 How would you describe the culture of your

36
 organization?
Positive 90 90
Very positive 10 10
Neutral 0 0
Negative 0 0
Very negative 0 0
Q5 How does the organizational culture impact your
daily behavior and attitude?
Very positively 70 70
Positively 20 20
Neutral 10 10
Negatively 0 0
Very negatively 0 0
Q6 How well do you communicate with your co-
workers?
Well 60 60
Very well 40 40
Somewhat 0 0
Not at all 0 0
Q7 Do you feel that your colleagues are cooperative and
supportive?
Always 40 40
Often 20 20
Sometimes 10 10
Rarely 10 10
Never 20 20
Q8 How would you describe your relationship with your
colleagues?
Positive 50 50
Very positive 30 30
Neutral 10 10
Negative 10 10
Very negative 0 0
Q9 How do external life circumstances (family, health,
etc.) affect your behavior and attitude at work?

37
 Very positively 60 60
positively 20 20
Neutral 10 10
Negatively 10 10
Very negatively 0 0
Q10 How do peer relationships influence your behavior
and attitude at work?
Positively 70 70
Very positively 20 20
Neutral 10 10
Negatively 0 0
Very negatively 0 0

This study shows that the employees of IOCL has a positive attitude towards their work as IOCL
provides a work culture that emphasizes respect, teamwork, accountability, and a customer-centric
approach.

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 CONCLUSION

My summer internship at IOCL Haldia Refinery provided a valuable opportunity to study and analyze
the organizational culture within a large and complex industrial organization. The experience allowed
me to gain a deep understanding of the factors that shape the workplace environment and influence
employee behavior and attitudes.

Throughout the internship, I was able to observe and interact with employees at various levels,
gaining insights into the core values, beliefs, and practices that define the organizational culture at
IOCL Haldia Refinery. The data collected through questionnaires and interviews revealed several key
themes, including the importance of safety, teamwork, and continuous improvement. The analysis
highlighted both the strengths and areas for improvement within the existing culture.

One of the key strengths of IOCL's organizational culture is its strong emphasis on safety and
operational excellence. This focus has fostered a culture of diligence and responsibility among
employees, contributing to the overall success and reputation of the refinery. Additionally, the
commitment to teamwork and collaboration has created a supportive and cohesive work environment.

However, the study also identified areas where the organization could benefit from further
development. For instance, enhancing communication channels and increasing opportunities for
employee feedback and involvement could further strengthen the sense of ownership and engagement
among staff. Additionally, ongoing efforts to promote diversity and inclusion will be crucial in
ensuring that the organization remains adaptive and resilient in a rapidly changing business
environment.

Based on the findings of this study, several recommendations have been proposed to enhance the
organizational culture at IOCL Haldia Refinery. These include implementing regular training and
development programs, fostering open communication, and promoting a culture of innovation and
continuous improvement.

In conclusion, the internship has been an enriching and educational experience that has significantly
broadened my understanding of organizational culture and human resource management. The insights
gained from this study will undoubtedly inform my future career in the field and contribute to my
professional growth.

I am grateful for the support and guidance provided by my mentor, Mrs. Mahima Pandey, and the HR
team at IOCL Haldia Refinery. Their encouragement and assistance were instrumental in the
successful completion of this project. I look forward to applying the knowledge and skills acquired
during this internship in my future endeavors.

39
REFERENCES

1. Books and Articles:

o Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing

o Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
o Deal, T. E., & Kennedy, A. A. (2000). Corporate Cultures: The Rites and
Rituals of Corporate Life. Perseus Books.
o Organizational Culture: Based on the Competing Values Framework. Jossey-
Bass

2. Journals:
o Chatman, J. A., & Cha, S. E. (2003). Leading by Leveraging Culture.
California Management Review, 45(4), 20-34.
o Hofstede, G. (1991). Cultures and Organizations: Software of the Mind.
Administrative Science Quarterly, 35(2), 286-287.
3. Online Sources:
o "Organizational Culture." (2023). Harvard Business Review. Retrieved from
https://hbr.org/topic/organizational-culture
o IOCL Official Website. (2023). Retrieved from https://www.iocl.com
4. Internal Documents and Reports:
o IOCL Haldia Refinery. (2023). Annual Report 2023.
o Training & Development Department, IOCL Haldia Refinery. (2023).
Employee Satisfaction Survey.

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