himanshu pdcs
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PROJECTON
Submitted To,Submitted By,
Aakash
thaparBBA(Gen)3r
d sem
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DECLARATION
I hereby declare that this Project Report titled performance management and its
effectiveness at iocl. submitted by meaakash thapar to DELHI INSTITUTE OF
RURAL DEVELOPMENT ,nangli Poona and has not been submitted to any other
University or Institution for the award of any degree diploma / certificate or published
any time before.
(Signature of the Student)
Name: AAKASH THAPPAR
Enroll. No.:
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ACKNOWLEDGEMENT
First of all, I would like to pay my regards to Mr. Sudhir Bhalla,
Executive director (HR) of IOCL for giving me a chance to learn
in their esteemed organisation.
I would also like to take this opportunity to thank Ms. latika
(Faculty guide) for assisting me with the project and his valuableguidance.
Thanking you
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Table of Contents
marketing 66Protuct profile 67
TOPICS: Pag
Introduction 3
Industry Profile 5
Company Profile 10
Brief of HR Department 25
Research Methodology & Design 32
Introduction on performance management 33
Analysis & Interpretation 42
Findings 59
Suggestions 60
Conclusion 61
Annexure 62
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EXECUTIVE SUMMARY
Performance Management System is an integral part of any
organization. This is one such process which is looked into very keenly
by each and every employee because of various purposes it serves.
The system not only looks at the performance of the employees but
also strive for their development which is an essential part of the
employees career graph .it is necessary for the organization to keep it
self abreast of about the changes in the environment. It should also
check into the effectiveness of its present performance system.
In Indian Oil Corporation Performance Measurement is the process of
making progress towards achieving predetermined goals. Performance
Management is building on that process adding the relevant
communication and action on progress achieved against these pre
determined goals.
The main aim of Indian oil performance management system is to
develop
Develop clear job descriptions.
Select appropriate people with an appropriate selection process.
Negotiate requirements and accomplishment-based performance
standards, outcomes, and measures
.Provide effective orientation, education, and training.
Provide on-going coaching and feedback.
Conduct quarterly performance development discussions.
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Design effective compensation and recognition systems that
reward people for their contributions.
Provide promotional/career development opportunities for staff.
Assist with exit interviews to understand WHY valued employees
leave the organization.
The study was conducted to look into the method being adopted by
Indian Oil Corporation limited and also to look into its effectiveness.
The study, which was conducted among officers in grade A- F of
Refineries Head Quarter at New Delhi, was done using a questionnaire.
Randomly a sample of 25 officers was given administered the
questionnaire.
After completing the study it could be found that Indian oil corporation
has a well, structured PMS which not only looks into the performance
but also the development of officers .
The findings and analysis have been furnished in the corresponding
pages .It could be concluded that all the employees are well aware of
the existing system and the Present Performance Management System
has been found to a large extent effective also.
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INDUSTRY PROFILE
The Indian Petroleum industry is one of the oldest in the world, with oil
being struck at Makum near Marguerite in Assam in 1867 nine years
after Col. Drake's discovery in Titusville. The industry has come a long
way since then. For nearly fifty years after independence, the oil sector
in India, has seen the growth of giant national oil companies in a
sheltered environment. A process of transition of the sector has begun
since the mid nineties, from a state of complete protection to the
phase of open competition.
The sector in recent years has been characterized by rising
consumption of oil products, declining crude production and low
reserve accretion. India remains one of the least-explored countries in
the world, with a well density among the lowest in the world. Withdemand for 100 million tonne, India is the fourth largest oil
consumption zone in Asia, even though on a per capita basis the
consumption is a mere 0.1 tonne, the lowest in the region- This makes
the prospects of the Indian Oil industry even more exciting.
The years since independence have, however, seen the rapid growth of
the upstream and downstream oil sectors. There has been optimal use
of resources for exploration activities and increasing refining capacity
as well as the creation of a vast marketing infrastructure and a pool of
highly trained and skilled manpower. Indigeneous crude production has
risen to 35 million tonnes per year, an addition of fourteen refineries,
an installed capacity of 69 million tonnes per year and a network of
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5000 km of pipelines. But with the consumption of hydrocarbons said
to increase manifold in the coming decades (155mmtpa by the end of
the 10th plan) the liberalisation, deregulation and reforms in the
petroleum sector is essential for the health and overall growth of our
economy.
'With more than a billion people, a structural demographic shift
resulting in exploding consumption expenditure, full deregulation of a
100 m tonne market growing at twice world averages, India represents
one of the most exciting oil markets in the world today' - CLSA Asia
Pacific
As the Indian Economy breaks the shackles of a hindu rate of growth to
grow at a pace of 8% and above, the single biggest beneficiary should
be the oil & energy sector. Oil and energy are most happening sectors
of the Indian economy today. PSU Oil Companies were in the limelight
over the past two years for a variety of reasons- first, the companies,
then the huge surge in profits, and recently, the drama over sale of
government's stake through public offer.
Going forward, we should see much larger pick- up in sales of oil
products in line with the GDP growth rate, feel analysts.
High consumption has meant high profit margins for oil companies,
particularly refining majors like Hindustan Petroleum Corporation
(HPCL), Bharat Petroleum Corporation (BPCL), Indian Oil Corporation
(IOC) and a host of other smaller refining companies.
Refining margins are now ruling at their highest levels over the past
decade. According to analysts tracking the sector, refining margins are
now at $8 per barrel, one of the highest levels in many years. And
these margins have stayed high despite a rise in prices of crude oil.
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For integrated refining & marketing companies, like HPCL, BPCL and
IOC, the gains are even more substantial and their numbers may look
very impressive.
Exploration
India remains one of the least explored regions in the world with a well
density of 20 per 10000km2. Of the 26 sedimentary basins, only 6
have been explored so far. The Oil and Natural Gas Corporation
(ONGC) and the Oil India Limited (OIL) - the two upstream public sector
oil companies- in 1981/82 had taken their search to previously
unexplored areas. Number of wells drilled as well as the meter age
increased. However current reserve accretion continues to be low.
NELP
The government in order to increase exploration activity, approved the
New Exploration Licensing Policy (NELP) in March 1997 which would
level the playing field in the upstrem sector between private and public
sector companies in all fiscal, financial and contractual matters.
Salient features of the NELP
1) There will be no mandatory state participation through ONGC/OIL
nor there did any carry interest of the government.2) The two public sector upstream companies would compete for
petroleum exploration licenses, instead of the existing system of
granting of licenses on nomination basis. The public sector companies
will also be able to avail of the fiscal and contract benefits available to
private companies.
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3) Open availability of exploration acreage to provide a continuous
window of opportunity to companies. The acreages will be demarcated
on grid system and pending preparation of the grid, blocks will be
carved out for offer.
4) Freedom to the contractors for the marketing of crude oil and gas in
the domestic market.
5) Royalty payments at the rate of 12.5% for the onland areas and
10%for the offshore. Half the royalty of the offshore area will be
credited to a hydrocarbon development fund to fund and promote
exploration related study and activity.
6) To encourage exploration in deepwater and frontier areas royalty
will be charged at half the prevailing rate for normal offshore area, for
deep water areas beyond 400m bathymetry for the first seven years
after commencement of commercial production.
7) Prompt action by the Ministry of Petroleum and Natural Gas to sign
the PSC's for exploration blocks.
Refining
The total installed refining capacity of the 15 refineries in the countryat the end of march 1998 was 69.140 million tones per annum and the
total is expected to go up to 131 mtpa by the year 2009. The expected
increase in refining capacity should be sufficient to meet the growth in
petroleum product demand (112 mtpa by the end of the ninth plan)
with minimum level of imports.
The Sub-group on refining has suggested certain financial incentives
for the efficient functioning of the refining sector and enhancing
private sector participation during the Ninth five year plan period. In
order to increase capacity utilisation of the existing refineries, 11 new
crude pipelines have been proposed by the Sub-group.
In addition, there is an urgent need to reduce fuel loss in refineries,
which reached a level of 7.1% in 1985/86 and declining marginally to
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6.1% in 1996/97. To reduce energy consumption, projects amounting
to Rs 7200 million have been identified, which on implementation, will
achieve a saving of 186000 tonnes per annum (tpa).
Demand and Supply
The aggregate consumption of petroleum products during 1997/98 was
90mt. In the period 1992-98, LPG and HSD registered the largestdemand growth rate of 9.2% and 8.6% respectively. The Transport
(38%) , residential (26%)and industrial(24%) sectors are the largest
consumers of petroleum products. The total production of petroleum
products during 1997/98 was 61mt (MoPNG 1998). India's self
sufficiency in petroleum products has declined to 34% in 1997/98 from
60% in 1985/86 resulting in a substantial growth in the import bill.
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COMPANY PROFILE
Indian Oil Corporation Limited
Indian Oil Corporation Ltd. (Indian Oil) was formed in 1964 through the
merger of Indian Oil Company Ltd. (Estd. 1959) and Indian Refineries
Ltd. (Estd. 1958).
It is currently Indias largest company by
sales with a turnover of Rs. 1,83,204 crore
and profits of Rs. 4,915 crore for fiscal 2005.
Indian Oil is also the highest ranked Indian
company in the Fortune Global 500 listing,at 153rd position. It is also the 21st largest
company in the world in petroleum refining category.
Indias Downstream Major
The Indian Oil Group of companies owns and operates 10 of Indias 18
refineries with a combined refining capacity of 60.20 million tonnes per
annum (1.2 million barrels per day). These include two refineries of
subsidiary Chennai Petroleum Corporation Ltd. (CPCL) and one of
Bongaigaon Refinery and Petrochemicals Limited (BRPL). Indian Oil
owns and operates the countrys largest network of cross-country
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crude oil and product pipelines spanning nearly 9,000 kilometers, with
a combined capacity of 60.42 MMTPA.
Indian Oil and its subsidiaries account for 44.50% petroleum products
market share among public sector oil companies, 42% national refining
capacity and 69% downstream pipeline throughput capacity.
For the year 2005-06, Indian Oil sold 49.61 million tonnes of petroleum
products, including 2.09 million tonnes through exports. To maintain its
competitive edge and leadership status, Indian Oil is investing Rs.
24,000 crore (US $ 5.6 billion) during the 10th Plan Period (2002-07) in
integration and diversification projects, besides refining and pipeline
capacity augmentation, product quality up gradation and retail
expansion.
Network beyond Compare
As the flag-ship national oil company, Indian Oils countrywide network
of 24,000 sales points is backed for supplies
by 158 bulk storage depots and terminals,
95 aviation fuel stations and 88 Indane LPG
bottling plants. Its subsidiary, IBP Co. Ltd., is
a stand-alone marketing company with a
nationwide network of nearly 4000 retail
sales points.
Indian Oil reaches Indane cooking gas to the doorsteps of 41.05 million
households in 2,353 markets through a network of nearly 4,700 Indane
distributors.
Indian Oil also operates the largest and the widest network of retail
outlets (petrol/diesel stations) in the country. A significant milestone
was achieved with the commissioning of the companys 10,000th
petrol station during the year 2004-05. Indian Oils SERVO brand
lubricants, being the first and only one in its category in India to be
accorded Superbrand status, is the country's leading, with over 42%
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market share and 450 grades. SERVO lubricants are sold through over
10,000 Company retail outlets, besides a countrywide network of
bazaar traders.
Indian Oils ISO-9002 certified Aviation Service commands a 65%
market share in aviation fuel business, meeting the fuel needs of
domestic and international flag carriers, private airlines and the Indian
Defence Services.
Customer First
At Indian Oil, customer is the first priority. During 2005-06, a slew of
initiatives were launched for the
convenience and benefit of the various
customer segments. Branded auto-fuels
(XtraPremium petrol and XtraMile diesel)
market was expanded to cover more retail
outlets across the country. Exclusive
XtraCare retail outlets were unveiled in select urban and semi-urban
markets during the year 2005-06, offering a range of services to
enhance customer delight and loyalty.
Specially formatted retail outlets - Kisan Sewa Kendras were also
launched during the year 2004-05 to meet the diverse needs of rural
customers were launched during the year. These outlets were
strategically positioned to offer product and services such as fertilizers,
seeds, pesticides, farm equipment, medicines, spare parts for trucks
and tractors, tractor engine oils and pump set oils besides auto fuels
and kerosene.
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R&D for Growth
Indian Oils world class R&D Centre is perhaps Asias finest. Besides
pioneering work in lubricants formulation, refinery processes, pipeline
transportation and alternative fuels such as bio-diesel, the Centre is
also the nodal agency of the Indian hydrocarbon sector for ushering in
Hydrogen fuel in the country.
Expanding Horizons
Indian Oil has set its sight to reach US$ 60 billion revenues by the year
2008-09 from current earnings of US$ 34.44
billion. The road map to attain this
milestone has been laid through vertical
integration forward into petrochemicals
and backwards
into exploration and production of crude oil, besides diversification into
natural gas business and globalization of our operations.
In petrochemicals, a master plan envisaging Rs. 25,000 crore (US$ 5.7
billion) investment is already underway. The commissioning of the
worlds largest single train Linear Alkyl Benzene plant at Koyali refinery
in August 2004 and the on-going integrated Paraxylene/Purified
Terephthalic Acid (PX/PTA) plant and a world-scale Naphtha Cracker
with downstream polymer projects are part of this plan. Indian Oil also
proposes to convert the on-going Paradip refinery into a refinery-cum-
petrochemicals complex to strengthen its presence in the sector.
In exploration & production (E&P), Indian Oil has participated in the
first three rounds of NELP (New Exploration Licensing Policy) in India, in
consortium with other companies, and was awarded 11 exploration
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blocks. It has acquired participating interest in on-shore blocks in
Assam and Arunachal Pradesh region. Overseas ventures include 2
blocks in Sirte Basin in Libya and Farsi Exploration Block in Iran. The
Corporation is also exploring opportunities to acquire a suitable
medium-sized E&P company to quickly consolidate its upstream
operation.
In natural gas business, Indian Oil is already marketing 5.26 MMSCMD
(million metric standard cubic meters per day) of gas. To augment its
business in the sector, it has now finalized an import deal for 1.75
million tones of LNG per annum with Iran for supplies from the year
2009 onwards. The Corporation has also proposed partnering
Petropars, a subsidiary of National
Iranian Oil Company, in jointly developing gas blocks in the North Pars
fields of Iran. Indian Oil grossed its first US$ 1 billion in revenues
through initiatives in New business in 2004-05
Transnational PresenceTo emerge as a transnational energy major, Indian Oil has set up
offices in Sri Lanka, Mauritius and UAE and is simultaneously scouting
new opportunities in new energy markets in Asia and Africa.
The Sri Lankan subsidiary, Lanka IOC, operates 170 retail outlets
commanding a 27% market share. Its oil terminal at Trincomalee is
also Sri Lankas largest petroleum storage facility.
Indian Oil Mauritius Ltd. has garnered a 7% market share in the very
first year of its operation. It also operates a modern petroleum bulk
storage terminal at Mer Rouge port, besides five retail outlets. A
modern product testing laboratory and expansion of retail network
have also been proposed in Mauritius.
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Indian Oils Regional Office in Dubai, which is coordinating business
expansion in the Middle East, has commenced blending of SERVO
lubricants through contract blending arrangements for the first time
recently.
Synergy through Subsidiaries
A wholly owned subsidiary Indian Oil Technologies Ltd., has been
established for commercializing the innovations and technologies
developed by the R&D Centre across the globe. The merger of Indian
Oil Blending Ltd with the parent company, now approved by the
Government, is in the final stages of implementation.
The merger of IBP Co. Ltd., a retail focused subsidiary with a network
of 4,000 retail outlets, with the parent company is awaiting the
Governments nod after its approval by the Boards of Indian Oil and
IBP. On Governments approval, other statutory approvals, including
shareholders approval, would be sought to complete the merger at the
earliest.
The merger of Bongaigaon Refinery and Petrochemicals Ltd. with the
parent company has also been mooted with the respective Boards
approving the same already. Other formalities, including Governments
nod, would be sought in due course.
Spreading Wings
The Corporation has launched several joint ventures in partnership
with some of the most respected Corporate from India and abroad --
Lubrizol, Nyco SA, Petronas, Oil tankin GmbH, Marubeni, to name a
few. SERVO lubricants are being marketed in Dubai, Nepal, Bhutan,
Kuwait Malaysia, Bahrain, Indonesia, Sri Lanka, Kyrgyzstan, Mauritius,
Bangladesh, etc.
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Indian Oil has been lending its expertise for nearly two decades to
various countries in several areas of refining, marketing,
transportation, training and research & development. These include Sri
Lanka, Kuwait, Bahrain, Iraq, Abu Dhabi, Tanzania, Ethiopia, Algeria,
Nigeria, Nepal, Bhutan, Maldives, Malaysia, Sudan and Zambia.
Indian Oil's sincere commitment to Quality, Safety, Health and
Environment is reflected in the series of national and international
certifications and awards earned over the years.
The 18th largest petroleum Company in the world, Indian Oil is well on
its way to becoming an integrated, transnational energy corporate.
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.
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To cultivate high standards of business ethics and Total Quality
Management for a strong corporate identity and brand equity.
To help enrich the quality of life of the community and preserve
ecological balance and heritage through a strong environment
conscience.
Objectives
To serve the national interests in the oil and related sectors in
accordance and consistent with Government policies.
To ensure and maintain continuous and smooth supplies of
petroleum products by way of crude refining, transportation and
marketing activities and to provide appropriate assistance to the
consumer to conserve and use petroleum products efficiently.
To earn a reasonable rate of interest on investment.
To work towards the achievement of self-sufficiency in the field
of oil refining by setting up adequate capacity and to build up
expertise in laying of crude and petroleum product pipelines.
To create a strong research and development base in the field of
oil refining and stimulate the development of new product
formulations with a view to minimize/eliminate their imports and
to have next generation products.
To maximize utilization of the existing facilities in order to
improve efficiency and increases productivity.
To optimize utilization of its refining capacity and maximize
distillate yield from refining of crude to minimize foreign
exchange outgo.
To minimize fuel consumption in refineries and stock losses in
marketing operations to effect energy conservation.
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To further enhance distribution network for providing assured
service to customers throughout the country through expansion
of reseller network as per Marketing Plan/Government approval.
To avail of all viable opportunities, both national and global,
arising out of the liberalization policies being persuaded by the
government of India.
To achieve higher growth through integration, mergers,
acquisitions and diversification by harnessing new business
opportunities like petrochemicals, power, lube business,
consultancy abroad and exploration &production.
OBLIGATION
Towards customers and dealers
To provide prompt, courteous and efficient service and quality
products at fair and reasonable prices.
Towards suppliers
To ensure prompt dealings with integrity, impartiality and
courtesy and promote ancillary industries.
Towards employees
Develop their capability and advancement through appropriate
training and career planning.
Expeditious redressal of grievances
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Fair dealings with recognized representatives of employees in
pursuance of healthy trade union practice and sound personnel
policies.
Towards community
To develop techno-economically viable and environment-friendly
products for the benefit of the people.
To encourage progressive indigenous manufacture of products
and materials so as to substitute imports.
To ensure safety in operations and highest standards of
environment protection in its manufacturing plants and
townships by taking suitable and effective measures.
Towards Defense Services
To maintain adequate supplies to defense Services during
normal and emergency situations as per their requirement at
different locations.
Financial Objectives
To ensure adequate return on the capital employed and maintain
a reasonable annual Dividend on its equity capital.
To ensure maximum economy in expenditure.
To manage and operate the facilities in an efficient manner so as
to generate adequate internal resources to meet revenue cost
and requirements for project investment, without budgetary
support.
To develop long-term corporate plans to provide for adequate
growth of the activities of the Corporation.
To endeavor to reduce the cost of production of petroleum
products by means of systematic cost control measures.
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To endeavor to complete all planned projects within the
stipulated time and cost estimates
CORPORATE RESPONSIBILITY
Indian Oil, it is a Mission to help enrich the quality of life and preserve
cultural heritage of the communities in which they operate.
Indian Oil's community development plans have avowed objectives to
improve the quality of life of economically and socially weaker sections
of society, to develop techno-economically viable and environment
friendly products for people, and to ensure safety in operations and the
highest standards in environment protection. They have been taking
concrete actions to realize these principles of Business philosophy,
thereby building value for shareholders and customers. They are
constructive partners in the communities where we do business. They
respect human rights, value employees and invest in innovative
technologies and solutions to meet the need for sustainable energy
and economic growth.
Since inception, Indian Oil has supported dozens of social initiatives in
India. Touching the lives of millions of people positively through
sponsorship of environmental and health-care initiatives as well as
cultural and educational programmes. Indian Oil People have rallied to
help victims of natural calamities.
Indian Oil has a concerted social responsibility programme to partner
communities in health, family welfare, education, environmentprotection, providing potable water, sanitation, and empowerment of
women and other marginalized groups.
Every year, a fixed profit-linked percentage goes towards spreading
smiles in millions of lives across the country through welfare and
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Community development activities. The budget allocation for a typical
year towards Indian Oil's social responsibility activities looks like this:
Participation of people is vital for the successful implementation of
community level interventions
SWOT ANALYSIS
Data was collected from IOCL website, annual report (2005-06) and
interaction with the officer on the basis of the information SWOT
Analysis as follows.
Strengths
Most powerful Player
IOC being the highest ranked Indian Company and ranked at 153rd
in the fortune 500 companies holds a high brand image. It is the
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In rural areas it has 231 multipurpose distribution centers. Indian Oil
has over 100 Indane LPG distributorship commissioned in rural and
semi-rural areas.
Weaknesses
Government Control
The functioning of IOC is greatly influenced by the governments
policy and regulations. The government has 82% stake in the
company. There is always a risk of its proposal being rejected as
there is uncertain environment prevailing in the country.
Large Size
Indian Oil is marketing wing a huge organization having its head
office at Mumbai, 4 regional offices, 15 state offices, 44 divisional
offices and 33 area offices Indian oil all together employee
33515(approx. 33000) employees in various levels of organizational
hierarchy. Hence leading to slowing down of processes and inefficient
performance due to numerous departmental layers. Handling such
large pool f human recourses and channeling their skill in a direction
same as a organization is not a easy task. This hinders the fast
growth required by the organization within and overall.
People Perception
In our country, the perception of the corporate and consumer toward
the government organization and office is not favorable, hence
though IOC has performed excellently it is still viewed as inefficient
company, not getting the due importance.
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Retail Market Share
Even through IOC controls most of the retail outlets it has the market
share of only 33.8% in the petrol and 39.6% share in diesel
registering an increase in 0.55 and 0.3% respectively over the last
year. This is comparatively too small compared to its size, reach and
production. This because of the fact that its retail outlets are
concentrated more in semi- urban areas and rural areas.
Unexplored Areas
The Company has very little presence in the central and southern
parts of the country. Neither do they have any refineries in theseregions it has only Subsidiary Chennai Petroleum Corporation limited
Opportunities
More revenue
With the dismantling of APM (Administered pricing mechanism) in
2002, IOC was able to fix the prices of its products without
government intervention resulting in an upsurge in revenue earning.
Firstly, since the new players used the infrastructural facilities
provided by IOC and pay for the services rendered for example, IOCL
has signed the marketing rights agreement for 10 years with RPL.
Secondly, by reducing the existing prices to the permissible extent
and providing better facilities. This helped in capturing more market
share making better facilities however, government stared exercising
control over pricing mechanism since 2004 due to various
compulsion.
Extensifying Infrastructure
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The competitors entering the sector are still not fully operational. While
they are building up there infrastructure IOC should grab the
opportunities to extend and strengthen it in deficit areas. It can
modernize its plants and augment capacity, extend pipelines to middle
and southern regions facilitating cheaper transport in those areas. Also
more jubilee retail outlets, which are state- of -the-art, should be
commissioned in different parts of the country for greater customer
satisfaction.
Threats
Tastes of Competition
As we are closing in on the dismantling of APM we see lot of private
participation in the sector. With the government opening the
upstream sector and taking away the sole rights of distribution from
PSUs, private sector see lot of scope for business. As a result
Reliance has already entered the field and has started production and
ESSAR refineries is following suite. If these companies are able to do
profitable business in this sector then other national andmultinational companies many also are lured into this field. IOCs
shift from a monopoly in a protected environment to a free market
may not be easy.
Price WarsIn this free market operation, where all the firms have the full liberty
to control the prices of their products, a price war may happen in the
near future. Since, this will be a major factor of determining their
market share. If MNCs with deep pocket decide to enter this sector
then they may be able to make this war harsher by cutting down
prices even below the permissible level, initially to capture market
share.
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Better-equipped competitors
The new players will give tough competition, as they will have latest
technology and more advanced research and development resources,
skill and expertise. They will have better and more efficient machines
capable of producing more and better. They will have easy access to
foreign markets due to their global presence and standards.
BRIEF OF HR DEPARTMENT
HR DEPARTMENT
ED (HR) heads it with the following functions:
Personnel
Administration
Management services
Human resource development
Training and Development
Corporate communications
Personnel department- Objectives, Functions and
Responsibilities
The primary objectives of personnel department are to:
Design and develop an organizational structure with well
defined relationship commensurate with the business plan and
corporate strategies.
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Promote and develop cooperative attitude amongst employees
by fostering harmonious relation at all levels.
Evolve progressive and pragmatic personnel policies, procedures
and practices and ensure its uniform interpretation and judicious
implementation
Develop capability and proficiency of employees and their
advancement through appropriate training and continuous
knowledge updating to face corporate challenges and new
technologies.
Promote and inculcate the culture of employees participation in
management.
Inculcate productivity consciousness amongst employees.
The personnel department will direct its activities through 3 channels:
Service to workers
.Service to supervisory personnel
.Service to management
Functions:
1. Planning Manpower Requirement
Estimating vacancies
Recruitment to seek and attract qualified applicants to fill
vacancies
Recruitment after judicious decision and based on specific
skill requirement in the organization.
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Meeting specialized man power requirement of the new
business venture of the organization.
2. Organizing man power resources
Organizational planning to determine the organizational
structure and selection needed to meet company
objectives
Selection
3. Staffing
Induction
Transfers and promotions
Manpower development
Training
4. Motivation
Job analysis
Recreation
Communication
Collective bargaining
Employee counseling
Safety
Medical services
Precaution and security
Personnel research
Grievance handling
Effective performance assessment system
Carrier plan and carrier progression of employees
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Succession planning
Schemes for personal Development
Responsibilities
It will be responsibility of the personnel department to
formulate personnel policies and programs to
communicate same to units.
Personnel management essentially being a staff function,
its role will be that of a staff department with emphasis on
its advisory character in all matters connected with
personnel activities except in respect of the promotion of
welfare measures which will be the executive responsibility
of this department.
Personnel department shall also be responsible for
ensuring compliance with provision of various laws and
other statutes
Administration Department- Objectives, Functions and
Responsibilities:
On all Administrative and policy matters other than those
pertaining to personnel, finance and material procurement /
custom clearance, Calcutta and Mumbai offices are advised
by the administration department at the Head quarters.
The primary objectives of administration department are to:
1. Assist management in implementation and execution of various
administrative decisions taken by the board of directors of the
corporation.
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Co-ordination
2. Render assistance to refinery units and various departments at
the head quarters in maintaining liaison with the various
ministers of the government of India, Lok Sabha Secretariat etc
Functions
1. Policy matters
Delegation of powers
Implementation of Boards decisions
Office and residential accommodation.
Maintenance of records.
Transport facilities
2. Co ordination
Reports to ministry on projects under construction.
Reply to parliament questions.
3. Legal matters
Processing of contracts and agreements.
Lease agreements.
Bonds and mortgage deeds.
Office services contracts.
Dealing with court cases
4. General Administration
House keeping of office space
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Implementation of provision of the official language Act
and instructions issued by Government of India
Providing guidelines and assistance in encouraging
correspondence in Hindi
Translation of documents like manual, handbooks,
contracts, resolutions, general orders
Organization of Hindi classes.
RESEARC METHODOLOGY &DESIGN
MEANING OF RESEARCH
Research in common parlance refers to a search for knowledge. One
can also define research as scientific and systematic search for
pertinent information on a specific topic
Well, all possess the vital instincts of investigation for, when the
unknown confronts us, we wonder and our inquisitiveness makes us
probe and attain full data and fuller understanding of the unknown, can
be termed as research. It comprises defining and redefining problems,
suggesting solution, collecting, organizing and evaluating data, making
deduction and reaching conclusions and at last carefully testing the
conclusions. Research methodology is a way to systematically solve
the problem.
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A research design is an arrangement of condition for the
collection and analysis of data in a manner that aims to
combine the relevance to the research purpose with economy
in procedure.
In fact, the research design is the conceptual structure with in which
research is conducted; it constitutes the blue print for the collection
measurement and the analysis of the data. The research work which is
undertaken is to get a detailed knowledge about the project
(PERFORMANCE MANAGEMENT SYSTEM).
Research design
1. Qualitative research: this is through
Personnel manual
Corporate website www.iocl.com
Graphical interpretation
2. Quantitative research
Design used: Descriptive
Secondary data plan:
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Sampling plan
1. Target Population:
Sampling element refineries division IOCL, Lodhi road, New
Delhi
2. Sampling Technique:
Random sampling
3. Sample Size:
25
4. Research Tool
Standard questionnaire
Limitations of the study
1. Sample size is small
DATA SOURCE INFORMATION
CONTAINED
INFORMATION
RECIEVEDPersonnel manual
of the company
Complete record of
HR policies andpractices
HR policies prevalent
in the company
Website of the
company
Company
background and
profile, new projects
and developments,
overview of
company
Company back
ground , awareness
of employees about
incentive scheme.
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2. Survey look at particular aspect of peoples belief and actions
without looking at the context in which they occur, so some of
the analysis may not lead to proper interpretation
Questionnaire was objective one with multiple-choice answers. In some
cases employees found two equally prevailing situations but since only
one most like situation had to be marked their complete or overall
perception in that particular dimensions could not be studied.
INTRODUCTION ON PERFORMANCE MANAGEMENT SYSTEM
Performance management System
Performance management is the process of creating a work
environment or setting in which people are enabled to perform to the
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best of their abilities. Performance management is a whole work
system that begins when a job is defined as needed. It ends when an
employee leaves your organization
A performance management system includes the following actions.
Develop clear job descriptions.
Select appropriate people with an appropriate selection
process.
Negotiate requirements and accomplishment-based
performance standards, outcomes, and measures
.Provide effective orientation, education, and training.
Provide on-going coaching and feedback.
Conduct quarterly performance development discussions.
Design effective compensation and recognition systems
that reward people for their contributions.
Provide promotional/career development opportunities for
staff.
Assist with exit interviews to understand WHY valued
employees leave the organization.
Performance measurement is the process of assessing progress
toward achieving predetermined goals. Performance management is
building on that process, adding the relevant communication and
action on the progress achieved against these predetermined goals.
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In network performance management, (a) a set of functions that
evaluate and report the behavior of telecommunications equipment
and the effectiveness of the network or network element and (b) a
set of various sub functions, such as gathering statistical information,maintaining and examining historical logs, determining system
performance under natural and artificial conditions, and altering
system modes of operation.[2]
In organizational development (OD), performance can be thought of
as Actual Results vs Desired Results. Any discrepancy, where Actual
is less than Desired, could constitute the performance improvement
zone. Performance management and improvement can be thought ofas a cycle:
Performance planning where goals and objectives are established
Performance coaching where a manager intervenes to give feedback
and adjust performance
Performance appraisal where individual performance is formally
documented and feedback delivered
A performance problem is any gap between Desired Results and
Actual Results. Performance improvement is any effort targeted at
closing the gap between Actual Results and Desired Results.
Application Performance Management (APM) refers to the discipline
within systems management that focuses on monitoring and
managing the performance and availability of software applications.
APM can be defined as workflow and related IT tools deployed to
detect, diagnose, remedy and report on application performance
issues to ensure that application performance meets or exceeds end-
users and businesses expectations.
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Business performance management (BPM) is a set of processes that
help businesses discover efficient use of their business units,
financial, human and material resources.
Operational performance management (OPM) focus is oncreating methodical and predictable ways to improve business
results, or performance, across organizations.
Simply put, performance management helps organizations achieve
their strategic goals. Rather than discarding the data accessibility
previous systems fostered, performance management harnesses it to
help ensure that an organizations data works in service to
organizational goals to provide information that is actually useful inachieving them. and focus on the Operational Networking Processes
between that performance level
Performance appraisal, also known as employee appraisal, is a method
by which the performance of an employee is measured (generally in
terms of quality, quantity, cost and Time). The roots of Performance
Appraisal can be found in Frederick Winslow Taylor's time and motion
study. Performance appraisal is a part of career development.
Performance appraisals are a regular review of employee
performance within organizations.
Generally, the aims of a scheme are:
Give feedback on performance to employees.
Identify employee training needs.
Document criteria used to allocate organizational rewards.
Form a basis for personnel decisions-salary (merit) increases,
promotions, disciplinary actions, etc.
Provide the opportunity for organizational diagnosis and
development.
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Facilitate communication between employee and administrator.
Validate selection techniques and human resource policies to
meet federal Equal Employment Opportunity requirements.
A common approach to assessing performance is to use a numerical
or scalar rating system whereby managers are asked to score an
individual against a number of objectives/attributes. Employees are
also allowed the opportunity to assess the person (manager) at the
same time. this is known as 360 appraisal
The most popular methods that are being used as performance
appraisal process are:
Graphic rating scale method
Alternation Ranking Method
Paired Comparison Method
Critical incident Method
Narrative Forms
Management by objectives (MBO)
360 degree appraisal
Comparing Performance Appraisal and Performance
Management
The idea that appraisals should improve employee performance isnothing new many managers take the integrated nature of that
process of setting goals, training employees, and then appraising and
rewarding them more seriously today then they have in the past.
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Performance management is the notion that the employees effort
should be goal directed .There are two aspects to this. First the
manager should appraise the employee based on how that person
performed with respect to achieving the specific the standards by
which the employee expected to be measured.second, the employees
goals and performance standards should make sense in terms of the
strategic goals
In practice clarifying what you expect from the employee is trickier
than it may appear .for example employers usually write job
description not for specific jobs but for groups of jobs and the
description rarely include specific goals .All sales managers in the firm
may have the same job description for instance .your sales managers
job description may list duties such as supervise sales force and be
responsible for all phases of marketing the divisions products
Assign Specific goals- Employees who are given specific goals
usually perform better than those who are not.
Assign Measurable Goals-Express goals in quantitative terms and
include target dates or deadlines .Goals set in absolute terms are less
confusing than goals set in relative terms. if measurable results will not
be available then satisfactory completion such as satisfactorily
attended workshop or satisfactorily completed his or her degree is the
next best thing .In any case target dates or deadlines should always be
set.
Assign challenging but Doable Goals-Goals should be challenging
but not so difficult that they appear impossible or unrealistic. when is a
goal too difficult or too hard ? one expert says
A goal is probably too easy if it calls for little or no improvement in
performance when condition are becoming more favorable or if the
targeted level of performance is well below that of most other
employees in comparable positions .A goal is probably too difficult if it
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calls for a large improvement in performance when conditions are
worsening or if the targeted level of performance is well above that of
people in comparable positions
Encourage Participation- Throughout your management career
youll be faced with this question .should I tell my employees what
their goals are or should I let them participate with me in setting their
goals? The evidence suggest that anticipatively set ones .it is only
when the anticipatively set goals are more difficult then the assigned
ones that the anticipatively set goals produce higher performance.
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ANALYSIS AND INTERPRETATION OF QUESTIONAARIE
60% officers feel good about ePMS and 8% officers feels that ePMS is
excellent .68%respondent feeling satisfied about a new HRD initiative
in the organization is a very encouraging. Officers have had an
experience of going through the entire process right from Performance
Appraisal only for one cycle .it is felt that as people go through the
system again and again. they would be more confident which helps in
system getting established . 32%respondent feels that the system isnot good .Gradually this percentage is expected to go down as
assignment years pass through.
46
2. Feeling of officers about the ePMS
0%
24%
60%
8%
8%
BadNot Good
Good
Very Good
Excellent
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A total of 42% officers feel that e-PMS has rendered benefits in terms
of training opportunities and promotion .This is an area where people
need to be aware that e-PMS is change of appraisal system from pen
paper version of Performance Appraisal to electronic mode of
Performance Management System where the process moves
electronically.
Performance planning well at the beginning of the year following it
up through the year by achieving the target one by one is giving to be
beneficial to the organization
0
5
10
15
20
25
Training
Opportunities
Promotion Paid Study leaveDo not know
3.Opinion of officers on benefits derived
from PMS
Yes No
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4. Influence of ePMS at the individual or depart mental level on
various aspects.
0
2
4
6
8
10
12
14
16
18
20
Yes 19 20 14 12 17
No 2 2 4 6 5
Productivity
Improveeffectiveness and
CareerDevelopment of the
Succession
Planning
Focusedapproach
to job
It may be observed from the above graph that to the officers ePMS
influence their productivity 90% of the executive officers think that
ePMS improve their efficiency and effectivness at work ,77% officers
think that ePMS help in carrer development of the individuals, 66.5%
officers think that the present ePMSis helpful in succession planning in
organization and % officers think that ePMS is helpful in focused
approached to job.
The thinking process of officers is in the right direction Since there are
the primary objectives with which ePMS has been implemented in IOC
over and above everything else the system is expected to being in a
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lot of discipline is timely seting of goals for the year and go about
achieving their in a focused manners
60% of the executive feel that PMS is useful to them and for the
organization. 32% feel that it is only an annual ritual. There are
else about 8% respondents who feel it as a management
gimmick
Indian Oil needs to connect there 40% respondents who other
wise feel that it is only an annual ritual or a management
gimmick through appropriate interventions like training
programme and refresher like training programmes and
5.Thinking of officers about the ePMS
in general ?
0
2
4
6
8
1012
14
16
An annual ritual Something useful tothe employees & the
organization
A managementgimmick.
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refresher session this would make them more aware of the
hidden benefits of the system
40% of the executive agreed that the present PMS has contributed to
their increased performance while performing different type of work
there is a need to seriously took into the factor above gives an
6.Opinion of people whether thepresent ePMS has contributed
to increased performance.
40%
32%
28%
Yes
No
Can't say
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indicator that only 40% respondents have seriously gone through the
process 28% respondents are still in different about the impact of
ePMS on increasing performance Indian Oil can think of sharing the
benefits of the system through appropriate media channels of
communication already available with them
7. opinion of people on capability of ePMS in
assessing the performance effectively.
32%
48%
20%
Yes
No
Can't say
Only 32% of the executives agreed that the existing PMS is capable for
assessing the performance effectively while 48% respondents feel that
the system is not capable of effectively performance 20% respondents
were indifferent It would be a worthwhile exercise for Indian Oil to
deeply probe into the reason as to why such a large percentage of
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people feel that ePMS is not capable of effectively assessing the
performance
This is inspite of the fact that 50 to 60% of ePMS entire goal portion is
totally transparent and scores known to the employee
8. Opinion of the people wheather t
prevailing PMS is able to create hig
performance orientation at IOCL.
0
2
4
6
8
10
12
1
Yes
No
Can't say
Only 40% officers believe that PMS is able to create higher
performance orientation at IOCL.This is also an area of concern for
Indian oil and needs to be looked into seriously
Structural information sharing on Performance Management System
could help to a great extent in this regard
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11. Opinion of officers wheather ePMS
brings stronger alignment of individual
performance with organizational goals.
40%
20%
40%Yes
No
Can't sa
40% of the executive agreed that the e PMS in IOCL brings strongeralignment of individual performance with organizational goals while40% did not agree 20% were in different on the issue This is also notan encouraging finding
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An overwhelming majority of 76% of the executive agreed that the
goal setting has really improved their performance and stretched
targets. This is really encouraging since people are able to link goalssetting and their performance
Goal setting as a matter fact helps the employees to systematically
perform and hence the goals in a focused controlled manner The
process gives a sense of direction and accomplishment
10. Opinion of people whether goalsetting improves performance
76%
12%
12%
Yes
No
Can't say
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52% officers agree that the present Performance Management System
is helping in the growth & development of the organization &
employees.
11. opinion of the people whetherthe present system will help future
growth & development of organization.
52%
28%
20%
Yes
No
can't say
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Indian Oil needs to look into the 28% people as to why they feel that
ePMS will not help future growth and development of the organization
14. Opinion of the people wheather
subordinates can effectively judge their
performance while doing their self-appr
under ePMS
53%
29%
18%
Yes
NoCan't say
53% employees believe that e-PMS help them to effectively judge their
own Performance while doing their self appraisal. This reflect the level
of confidence of the officers in handling a new system .It is however
suprising to see that 18%employees are in different ie they do not
know whether they are able to judge themselves effectively or not.
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15.Opinion of officers wheather t
superiors can effectively judge t
performance under ePMS
50%
38%
12%
Yes
No
Can't say
50% officers agreed that their supervisor can judge the performance of
the subordinates effectively This gives an indicator that the officers are
confident about the proficiency and ability of their supervisors in
effectively judging their performance under ePMS
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64% officers strongly believe that they can effectively judge their own
performance ePMS. This is a good indicator 36% respondents still do
not seem to be confident in handling the new system and consequently
feel that they cannot effectively judge their own performance under e-
PMS .Indian Oil could probably intervene with a suitable training
programmed to make once people confident with the system .To a
16.opinion of the officers about their own
ability to effectively judge their own
performance under ePMS.
0
2
4
6
810
12
14
16
18
1
Yes No
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great extent the supervisor can also help these people to develop their
competency in this regard
17. Opinion of officers on opportuni
for self-review & projection provide
by ePMS.
56%32%
12%
Yes
No
Can't say
56% officers agreed upon the PMS give an opportunity for self- review
&projection .It is however felt that with passage of time ,officers would
understand e-PMS and its various facts more and more and they would
be able to project themselves better.
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FINDINGS
FINDINGS
The results, which have been reflected in charts / graphs, indicate that officers are well
aware of the norms, rules and regulations and the existing system. They know the
emerging trend ,which is well suited for a truly competitive market. Officers are wellaware of the role of performance management system in the organization.
The findings of the survey conducted are
The performance management system is done annually for all the grades of the
officers. All officers are well aware of the existing performance system in the organization
officers are satisfied with the effectiveness of the performance management
system in the organization and they also agree on the ability of knowing theirpotential ,
Helps in the future growth and development
60% officers feel good about ePMS and 8% officers feels that ePMS is excellent,
68%respondant feeling satisfied about new HRD initiative in the organization isvery encouraging.
A total of 42% officers feel that ePMS has rendered benefits in terms of training
opportunities and promotion
60% of the executive feels that PMS is useful to them and for the organization .
32%feel that it is only an annual ritual There are all about 8% respondents who
feel that it is management gimmick
40% of the executive agreed in their that the present PMS has contributed to
increase performance while performing different types of work gives an
indication that only 40% respondent have seriously gone through the process.
40% officers believe that PMS is able to create higher performance orientation at
Indian oil
An overwhelming majority of 76% of the executive agrees that the goal setting
has really improved their performance and stretched targets.
53% employees believe that ePMs help them to effectively judge their ownperformance while doing their self-appraisal .this reflects the level of confidenceof the officials in handling a new system.
52% employees think that negative reporting does not affect their performance
and balance 48% employees think that is such reporting does affect the
performance.
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SUGGESTION
In recent years the concept of the HR Department as a different functional area in an
organization has taken a lot of enthusiasm. This is the result of the due importance given
to the employees, since it has been, understood that the most valuable asset of anorganization is its employees who have to be taken care properly in the organization
Since performance of the employees has to be monitored on a continuous basis, the
performance management system should be used properly in such a way that it gives outmaximum desired results .A well design Performance Management system is such a tool
that it can help of the employee not only to improve his or her performance but also for
career planning, assessing potential etc.
Some of the suggestions that, which could be considered by the organization, are as
follows:
Make PMS more transparent gradually
Performance planning well at the beginning of the year following it up through
out the year by achieving the targets on one by one is going to be beneficial to theorganization. timely planning should be effectively monitored
Indian oil should make appropriate intervention, like trainings programmed and
refreshers sessions. This would make them more and more aware of the hiddenbenefits of the system.
Respondent are still in different about the impact of ePMS on enhancing
performance. Indian oil must think of sharing the benefits of the sys tem throughappropriate media channel s of communication already available with them.
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CONCLUSION
An organizations excellence depends upon its employees performance ,which has not
only to be maintained on a consistent level but also be improved constantly .Employee
performance has to be constantly monitored and evaluated on a continuous basis to
identify different levels of performance for reward and developmental decisions
As said earlier, in todays highly competitive age the biggest problem is of retention of
highly skilled employees in the organization Performance Management System plays a
vital role in this regard. But it should be seen that no system is without any flaws. Every
system has its strong and weak points and is open for change at any time .The main ideabehind which should be seen is whether the system has to be able to perform its role
taking the organization to its desired position .And if the organization has been able to
stabilize itself on the above said problem then the credit with the HR policies can also be
given to its Performance Management System.
Indian Oil Corporation Ltd has a well-developed system for its officers .Its merits and
performance based system lends opportunities for growth and development .The goal
based system for D & above officers look in for the overall development of the officers.
And both these provides scope for employees on future growth, career planning, training
and development etc. Which are well suited for the system?
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ANNEXURES
QUESTIONNAIRE
PERFORMANCE MANAGEMENT SYSTEM & ITS EFFECTIVENESS
Personal details
Age:
Qualification:
Department:
Grade:
No. of yrs of service in IOCL:
Please tick mark () your answer for the following:
Q1.Do you have Performance Management System?
Yes No
Q2. How do you feel about the ePMS?
a) Bad b) Not good c) good d) verygood e) excellent
Q3. Now that ePMS is in its 3rd round of implementation. Are you
confident of handling the issues built into the system for your self &your subordinates?a) Yes b) No
If no, suggest three ways of educating the users of ePMS.
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Q4. What benefits could be derived from the PMS?
a) Training Opportunities Yes No
b) Promotion Yes No
c) Paid Study leaves Yes No
d) Do not know Yes No
e) Other, Please specify
Q5.Can the PMS influence any of the following at the individual ordepartmental level?
YesNo
a. Productivity YesNob. Improve effectiveness and efficiency at work Yes
Noc. Career Development of the individuals YesNod. Succession planning in organization yesNoe. Focused approach to job YesNo
Q6. What do you think about the PMS in general?a) An annual ritual
b) Something useful to the employees & the organizationc) A management gimmick.
Q7. Has the present PMS contributed to your increased performance?
a) Yes b) No c) cant say
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Q8. Do you think the existing PMS is capable of assessing theperformance effectively?
a) Yes b) No c) cant say
Q9. Do you think the prevailing PMS is able to create higherperformance orientation at IOCL?
a) Yes b) No c) cant say
Q10. Do you want to suggest changes in your present PMS?
a) Yes b) No c) cant say
If yes, can you please specify the changes that need to beincorporated?
Q11. Do you think the present PMS, which is followed in IOCL; isstronger alignment of individual performance with organizationalgoals?
a) Yes b) No c) cant say
Q12. Does goal setting improve the performance?
a) Yes b) No c) cant say
Q13. Do you think that the present system will help in future growth& development of the organization?
a) Yes b) No c) cant say
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Q14. Do you think that your subordinates can effectively judge theirown performance while doing their self-appraisal under ePMS?
a) Yes b) No c) cant say
Q15.Do you think that your superiors can effectively judge yourperformance under ePMS?
a) Yes b) No c) cant say
IQ16. Do you think that u can effectively judge your own performanceunder ePMS?
a) Yes b) No.
Q17. Do you think the existing PMS gives an opportunity for self-review& projection?
a) Yes b) No c) cant say
Q18. PMS should be transparent rather than keeping it confidential?
a) Yes b) No c) cant say
If, yes why do you feel so and what other portions should be madeopen?
Q19. Is there a need for identification of managers as specialist &generalist?
a) Yes b) No c) cant say
Q20. Do you think the identification helps in future career planning?
a) Yes b) No c) cant say
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MARKETING:-
IndianOil is the leading marketer of petroleum products in India
with a market share of approximately 56% of total petroleumproducts sold by PSU oil companies. The company distributes its
products directly to bulk customers and to retail customers via a
network of retail outlets and dealers/distributors.
The companys overall distribution network encompasses over
24,000 sales points incorporating its own franchise as well as
independent outlets, consumer pumps, distributors etc. the
substantial majority of which are governed by dealershipagreements. Products are transported to the distribution points by
pipeline, ship tanker, rail tankers and road tanker trucks.
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PRODUCT PROFILE
1. BRANDS :-
a) Kisan sewa Kendras : -
As a new growth area in retail business, IndianOil unveiled a
small-format 'Kisan Sewa Kendras for rural markets. These
outlets meet the diverse needs of the rural populace offering a
variety of products and services besides autofuels and kerosene.
The Kendras will primarily market petroleum fuels, SERVO
lubricants, fertilizers and agro inputs like seeds, and other items.This initiative is also expected to create employment avenues in
rural India.
b) SERVO :
SERVO is India's largest selling lubricant brand. SERVO range of
lubricants enjoy approvals from major Original Equipment
Manufacturers (OEMs) including new generation cars. 9,000
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Retail Outlets and a countrywide network of SERVO SSls and
SSAs Bazaar traders offer SERVO range of lubricants to
customers.
c) XtraPower :-
IndianOil's XtraPower Fleet Card Program is a complete fleetmanagement solution for Fleet Owners / Operators and Corporates.
XtraPower is a Smart Card based Fleet Card Program, which
facilitates cashless purchase of fuel & lubes from designated retail
outlets of IndianOil through flexible prepaid and credit facilities.
d)XtraCare :-
The launch of XtraCare was the culmination of a series of plans inretail design, product and service upgradation, capability training,
automation, loyalty programme, retail site management techniques
all benchmarked to global standards.
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e)Premium Fuels:-
Indian Oils branded fuels XtraMile and XtraPremium have made
a significant impact in the petroleum retail market. India's first 91
Octane petrol, XtraPremium is reinforced with multifunctional
additives including 'Friction Buster'. XtraMile, IndianOil's new
generation High Speed Diesel with world-class additives has takena leadership position in the market.
f)Indian Oil Aviation Service:-
Indian Oil Aviation Services is ISO 9002 certified which meet the
complete Aviation Fuel requirements of the Defence Services and
for over 75 Domestic and International airlines besides privateaircraft operators. IndianOil's prompt, courteous and 'No-Delay'
Aviation Fuel Service has received accolades from major
customers.
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g)Indane LPGas :-
Indian Oil Indane LPGas is used in 40 Million homes as cooking
fuel and commands over 48% market share in India. Indane LPGas
is marketed through a network of 4350 Indane distributors and is
widely used in commercial sectors like industries, etc. 87 IndaneBottling Plants are spread across the country with a combined
bottling capacity of 3.77 MMTPA.
h)Autogas:-
Autogas (LPG) has been introduced in Hyderabad, Bangalore and
Mumbai markets. This alternative fuel is a good business
proposition in the long term, and IndianOil intends to further
expand its marketing in a big way
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