Indian Oil Corporation Limited

Barauni Refinery in Harmony with nature

Project Report

On

PROMOTION POLICY

AT

INDIAN OIL CORPORATION LIMITED,

BARAUNI REFINERY

Submitted By:

ANAND VATSA

BANSAL INSTITUTE OF SCIENCE AND TECHNOLOGY BARKATULLAH UNIVERSITY

1

DECLARATION

I here declare that this project report entitled EMPLOYEES PROMOTION POLICY AT INDIAN OIL COOPRAT LTD. BARAUNI Refinery has been written and prepared by me under the guidance and supervision of Mr. R.D. Varghese in requirement for the fulfillment of Master of business administration.

I also declare that this is the result of my own effort and had not been presented to any other university or institution for the award of any degree or diploma.

Date:

Place

Anand vatsa

2

ACKNOWLEDGEMENT

No work is considered complete unless due indebtedness is expressed to all those, who made the work successful. Concentration, dedication, hard work & application are essential but the only factor to achieve the desire goal. There must be supplement by guidance assistance and co-operation of people to make it a success. Every complete successful assignment is the result of many hands joined together. I am highly thankful to Mr. Reji Daniel Varghese for his guidance. He has been a constant source of inspiration & his critical evaluation during our course in the Institute has helped me to complete this project properly.

A formal statement of my acknowledgement is hardly sufficient to express my gratitude to my coordinators Mr R.V. Varghese who have helped me to undertake this training. I am highly indebted to Ms Arunima & Mr Om Prakash and the cooperative staff of INDIAN OIL CORPORATION LTD., BARAUNI REFINERY for giving me weighty guidance in the study. It was really nice experience to work in their guidance & helping me in knowing practical things, which was my main objective, before entering the corporate world. They have provided me an unconditional support during the project work.

Through this acknowledgement I would like to thank all those who helped me from the start of my training, to its end.

ANAND VATSA

3

TABLE OF CONTENTS

TOPICS PAGE NO.

Acknowledgement I

Chapter I : INTRODUCTION

Literary Review

Purpose of Study

Scope of Study

Chapter II : COMPANY PROFILE

The Company

Barauni Refinery

HR Department of Barauni Refinery

Chapter III : RESEARCH

Methodology Used

Promotion Policy at IOCL

Conclusion

Recommendations

Limitations

Bibliography

4

CHAPTER I

INTRODUCTION

5

LITERARY REVIEW

WHAT IS PROMOTION?

Promotion refers to upward movement of an employee from current job to another that is higher in pay, responsibility and/ or organizational level. Promotion brings enhance status, better pay, increased responsibilities and better working condition to the promoter. There can, of course, be ‘dry promotion ‘where a person is moved to higher level job without increase in pay. Promotion is slightly different from up gradation which means elevating the place of the job in the organizational hierarchy (a better title is given now) or including the job in higher grade (minor enhancement in pay in tune with the limits imposed within a particular grade).A transfer implies horizontal movement of an employee to another job at the same level. There is no increased in pay, authority or status. Hence it cannot act as a motivational tool. Promotion, on the other hand, has in built motivational value, as it elevates the status and power of an employee within an organization.

TYPES OF PROMOTION

There are two types of promotion.

i. Vertical promotion In vertical promotion, employees are promoted from one rank to the next higher rank in the same department or division.

ii. Horizontal promotion In this promotion employee may be transferred from a position in one department to a position of higher rank in another department or to the same rank in a different department if the transfer gives him an opportunity to acquire greater knowledge and wider experience

IMPORTANCE OF PROMOTION POLICY

Promotion, based either on meritorious or continuous service has powerful motivational value. It forces an employee to use his knowledge, skills and abilities fully and become eligible for vertical growth. It inspires employee to compete and get ahead of others. Those who fall behind in the race are also motivated to acquire the required skills to be in the reckoning. Promotion thus, paves the way for employee self development. It encourages them to remain royal and committed to their jobs and the organisation the organization would also benefit immensely because people are ready to assume challenging roles by improving their skills constantly. Interest in training and development programmes would improve. The organisation would be able to utilise the skills and abilities of its personnel more effectively.

6

BASES OF PROMOTION

Organizations adopt different bases of promotion depending upon their nature, size management, etc. Generally, they may combine two or more bases of promotion. The well established bases of promotion are seniority and merit.

Merit-based promotion: Merit based promotions occur when an employee is promoted because of superior performance in the current job. Merit here denotes an individual’s knowledge, skills, and abilities and efficiency as measured from his educational qualifications, experience, and training and past employment record.

Seniority-based promotion: Seniority refers to the relative length of the service in the same organisation. Promoting an employee who has the longest length of service is often widely welcome by unions because it is fairly objective .it is easy to measure the length of service and judge the seniority. There is no scope for favouritism, discrimination and subjective judgement. Every one sure of getting the same, one day.

7

OBJECTIVE OF THE STUDY

The main objective of the study is to go in details and analyse a sound system and its implementation in IOC Barauni Refinery.

1. To study and analyse the employees’ promotion policy provided by the organization.

2. To know whether the employees’ are satisfied with the promotion policy provided by the organization and to know whether they want some improvement in promotion policy.

3. To know the impact of promotion policy. 4. To make suggestions for improvement in employees promotion policy by the

Organization.

In short the main objective of the study is to go in detail and analysed the promotion policy and its implementation in IOCL Barauni Refinery

8

SCOPE OF THE STUDY

The study was conducted in Indian Oil Corporation Limited, Barauni Refinery, during the time period starting from 24th October, 2011 & ending on 5th December, 2011. The scope of the study employees ‘promotion policy provided by the Indian Oil Corporation Limited, Barauni Refinery to its employees. The investigator wanted to know whether these policies are properly implemented or not. The aim was also to know how far the employees are satisfied with this policy & what their expectation from the organization.

.

9

CHAPTER II

COMPANY PROFILE

10

THE COMPANY

Indian Oil is Indian’s flagship national oil company with business interests straddling the entire hydrocarbon value chain –from refining, pipeline transportation and marketing of petroleum products to exploration & production of crude oil and gas, marketing of natural gas and petrochemicals.

On its 50th Golden years of service a petroleum major, Indian Oil Corporation Ltd.(Indian Oil) is celebrating its Golden Jubilee during 30th June 1st September 2009.

Established as an oil marketing entity on 30th June 1959, Indian Oil Corporation Ltd. On 1st September 1964 following the merger of Indian Oil Refineries Ltd. (establish in august 1958) with it. The integrated refining & marketing entity has since grown into the prestigious Fortune ‘Global 500’ listing of the world’s largest corporate.

At Indian Oil, operations are strategically structured along business verticals- Refineries, Pipeline, Marketing, R&D Centre and Business Development – E&P, petrochemicals and Natural Gas. To achieve the next level of growth , Indian Oil is currently forging ahead on a well laid out road map through vertical integration –upstream into oil exploration & production(E&P ) and downstream into petrochemicals- and diversification into natural gas marketing and alternative energy, besides globalisation of its downstream operations. Having set up subsidiaries in Sri Lanka, Mauritius and the United Arab Emirates (UAE), Indian Oil is simultaneously scouting for new business opportunity in the energy markets of Asia and Africa.

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 though value of products and services, and cost reduction.

11

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 though sustained Research and Development.

To foster a culture of participation and innovation for employee growth and contribution.

To cultivate high standards of business ethics and Total Quality Management for a strong corporate identity and brand equity.

OBJECTIVE

To serve the national interests in oil and related in oil and related sectors in accordance and consistent with Government policies.

To ensure maintenance of continuous and smooth supplies of petroleum products by way of crude oil refining , transportation and marketing activities and to provide appropriate assistance to consumers to conserve and use petroleum products efficiently.

To enhance the country’s self-sufficiency in crude oil refining and build expertise in lying of crude oil and petroleum products pipeline.

To further enhance marketing infrastructure and reseller network for providing assure service to customers throughout the country.

To create a strong research and development base in refinery processes, product formulations, pipeline transportation and alternative fuels with a view to minimizing / eliminating imports and to have next generation products.

To optimise utilisation of refining capacity and maximize distillate yield and gross refining margin.

To maximise utilisation of the existing facilities for improving efficiency and increasing productivity.

To earn a reasonable rate of return on investment.

12

To develop operational synergies with subsidiaries and joint ventures and continuously engage across the hydrocarbon value chain for the benefit of society at large.

OBLIGATIONS

Towards customers and dealers:-To provide prompt, courteous& efficient service and quality products at competitive prices.

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

Towards employees:-To develop their capabilities and facilitate their advancement through appropriate training and career planning. To have faire dealing with recognised representatives of employees in pursuance of healthy industrial relation practices and sound personnel policies.

Towards community:-To develop techno-economically viable and environment friendly product. To maintain the highest standards in respect of safety, environment protection and occupational health at all production units.

Towards defence service:-To maintain adequate supplies to defence and other Para- military services during normal as well as emergency situation.

ORGANISATIONAL SET-UP OF IOCL .: The Indian Oil Corporation Limited has five following division:

Refineries Division

Pipeline Division

Marketing Division

Assam Oil Division

Research & Development Division

Refineries Division : I.O.C.L. has 7 operating refinery as following with its capacity.

REFINERY YEARGUWAHATI 1962BARAUNI 1964HALDIA 1974GUJARAT 1965MATHURA 1982

13

PANIPAT 1998DIGBOI 1901

Subsidiary refineries — Bongaigaon Refinery (2.95 MMTPA), Chennai Petroleum (9.5 MMTPA)

Pipeline Division: I.O.C.L. has two types of pipelines:1. Crude Pipelines

Salaya - Viragram

Viragram - Koyali

Viragram - Chaksu

Chaksu – Mathura

Chaksu - Panipat

Haldia - Barauni

2. Product pipelines

Haldia – Barauni

Barauni – Kanpur

Guwahati – Silliguri

Koyali – Ahmedabad

Mathura – Jallandhar

Kandla – Bhatinda

Haldia – Mouri – Rajbandh

Digboi – Tinsukia

14

BARAUNI REFINERY

The second jewel of IOCL was born in 1964, on the northern banks of holy Ganga, at Barauni, on the periphery of the district town Begusarai, Bihar. It gave a boost to not only the morale of the people but to the economy of this agrarian region as well. It is located at the crossroads of two very important national highways - NH-30 and NH-31 – connecting the east end of our country to its west end. It is also the point where two important railways meet – the Eastern Railways and North Eastern Railways.

The sixth Refinery of India and the second State owned Oil Refinery, Barauni was established in the midway of its feeding zone, Assam, and catering zone, Northern and North Central India. Its location in Barauni also gave an impetus to industrialization to the primarily agrarian land of Bihar as a result of which it is also know as “Luminous Jewel of Bihar”. Built at an initial cost of Rs. 49.4 crores, it was testimony of Indo Soviet alliance assisted by Romania. Starting from a humble crude processing capacity of 1 Million Metric Tonne per annum of sweet crude ex Assam, its has steadily added and expanded its capacity to the current 6 MMTPA capacity with capability of processing partial sour crude also. The 3.3 MMTPA capacity since 1969 was augmented to 4.2 MMTPA capacity in 2000 and then subsequently to 6 MMTPA capacity in 2002. Keeping in line with the market requirement on product quality, Catalytic Reformer Unit was setup in 1997 to provide unleaded gasoline and Diesel Hydro-treater Unit was setup in 2002 for supplying Euro-II grade Diesel by reducing sulfur to 500 ppm level. Barauni Refinery witnessed a major expansion in 2004 through the Barauni Expansion Project, fondly referred to by us as BXP.

PRODUCTSThe various products produced by Barauni Refinery are: LPG Naphtha Motor spirit Superior Kerosene Oil Mineral Turpentine Oil High Speed Diesel

15

Light Diesel Oil Slack Wax Paraffin Wax Low Sulphur Heavy Stock Carbon Black Feed Stock Raw Petroleum Coke Calcined Petroleum Coke

DEPARTMENTS : Technical Department:

Production Department Technical Services Department Power and Utility department Mechanical Maintenance Department Civil Maintenance department Instrument Maintenance Department Project department Quality Control department Fire and Safety department

Non Technical Department : Human Resources Department Medical department Finance department Internal Audit department Information Systems Vigilance department

Size & Composition of The Workforce:

OFFICERS:

GRADE DESIGNATION STRENGTH MALE FEMALEI EXECUTIVE

DIRECTOR01 1 0

H GENERAL MANAGER 03 3 0G DY.GENERAL

MANAGER06 5 0

F CHIEF MANAGER 13 13 0E SENIOR MANAGER 43 0D MANAGER 42 01

16

C DY. MANAGER 65 01B SENIOR

OFFICER/SENIOR ENGINEER

80 01

A OFFICER/ENGINEERS 139 04TOTAL 390 08

WORKMEN:

GRADE DESIGNATION STRENGTH Male FEMALE8th Master Technician. ( Civil /

Mech / Electrical), Operator-D (PN, P&U-Turbine, /Boiler/ PH) Office Superintendent /Office secretary, Accountant

179 35

7th Senior Assistant, Technician-I (Production / PH/Civil / Mech / Electrical), Operator-A (PN, P&U-Turbine / Boiler/PH), Personal Assistant, Jr. Accountant.

239 27

6th Assistant, Technician-II (Production / PH/Civil / Mech / Electrical), Operator-B (PN, P&U-Turbine / Boiler/PH), Personal Assistant, Accountant Assistant

255 13

5th Sr. Accounts Clerk, Sr. ClerkTechnician-III (Production / PH/Civil / Mech / Electrical), Operator-C (PN, P&U-Turbine / Boiler/PH),

212 05

4th Junior Clerk / Typist, Technician-IV (Production / PH/Civil / Mech / Electrical), Operator-D (PN, P&U-Turbine / Boiler/PH),

316 10

I to III Messenger, Helper, Yardman etc.

032 14

TOTAL 1309 108

17

GRAND TOTAL 1699 116

18

HR DEPARTMENT

OBJECTIVE

Design and develop an organizational structure with well defined

relationships, commensurate with business plans and corporate

strategies.

Promote and develop co-operative attitude amongst employees

by fostering harmonious relations at all levels and indicate sense

of belongingness.

Evolve progressive and pragmatic personnel policies procured

and practice and ensure its uniform interpretation and judicious

implementations.

Develop the capacity and proficiency of employees and their

advancement through appropriate training and continuous

knowledge updating to face corporate challenges and new

technologies.

Promote and develop/inculcate the culture of the employees

participation in management.

Ensure compliance of social and statutory obligations and

government directives.

Inculcate productivity consciousness amongst employees.

FUNCTION

1. Planning manpower requirement

a) Estimating vacancies

b) Requirement to seek and attract qualified applicants to fill

vacancies.

2. Organizing the man power resource

19

a) Organizational planning to determine the Organizational

structure. Manpower needed to effectively meet the

company objective.

b) Selection

c) Classification of employees

3. S t a f f I n g

a) Induction

b) Transfer and promotion.

c) Manpower and development.

d) Training.

4. M o t i v a t i o n

a) Job analysis

b) Recreation

c) Communication

d) Employee discipline

20

CHAPTER III

RESEARCH

21

METHODOLOGY USED

The methodology is the practical aspect of the research. It involved several steps by which the research attended the journey of the research and finally reached to a conclusion. These are the steps, which are as follows:-

Primary Source:- The data which is collected from the various sources where the information got generated is called primary source of data. Under this, following techniques were adopted.

o Personal interview with the employees

o Informal talk with executive personnel

Secondary Source:- The data which is derived from the original sources & is reprocessed one’s own purpose is called secondary sources. The information was provided by the Human Resources Department of IOCL, Barauni Refinery, Begusarai.

o Manuals of I.O.C.L

o Files & Documentary Sources

o Intranet of I.O.C.L.

22

PROMOTION POLICY AT INDIAN OIL CORPORATION LIMITED

Criteria of Promotion :

A. Promotion involves a movement from a post in the lower grade to a post in the higher grade. Employees are eligible for consideration for promotion within the same cadre/discipline on completion of the prescribed period and attainment of satisfactory standards in conduct and performance.

B. Promotion are effected based on the following criteria: Performance as reflected in performance appraisal /confidential reports Qualifications Seniority Discipline viz. Clearance from vigilance and discipline angle.

Assessment year :

The assessment period for recording the performance of officers is financial year basis i.e. April to March.

e –PMS/ CRs are to be recorded in respect of period of service exceeding 3 months unless the employee having rendered more than 3 months’ service in a particular year has been separated before the end of assessment year.

A. PROMOTION POLICY OF NON-OFFICERS

1. Promotion within Cluster : • Minimum 4 years and 55 marks • Marks for qualification : 20 + 5 marks for Professional Qualification ,• Seniority : 5 marks for each year, 1.25 marks for completed quarter• Marks for CR ratings : OS – 15 marks, AA – 10 marks, A – 5 marks.• Promotion from one grade to another on completion of 7 years.

2. Inter – Cluster Promotions : Minimum 4 years subject to vacancy in the higher cluster. Promotions in order of merit. In case there is no vacancy in the higher cluster the candidate shall be placed in the higher salary scale subject to his completing 5 years in the grade and attaining minimum 55 marks.

23

3. Promotions from Cluster-A to B are governed by the 40 : 40 : 20 policy : • 40 % by Direct Selection • 40 % by Candidates having minimum induction level qualification• 20 % by candidates having a minimum qualification of Matric.

4. Selection Under Accelerated Career Progression Scheme :

Selection Criteria Marks Length of Service : (2 marks for each year in excess of 5 years)

10

Performance Score : Average of last 3 years CR rating OS : 20, AA – 10, A – 5.

20

Qualification Score : 60 % above : 20 marks, 55 % to 60% - 15 marks, 50 to 55% - 10 marks

20

Qualification acquired in own area of work :Qualification acquired in other than own area of work : 0 marks

10

Pre-qualification Interview : Final Interview :

2515

Total 100

Eligibility Criteria :Minimum 5 years service in IOCL as on 30th June of every year.

No of attempts : 5 – Preliminary Interview3 – Final Interview.

Eligible Educational Qualification : Graduate in Engineering or equivalent . Post Graduate Degree in Management or Equivalent (HR/Mktg./Finance)MCA or equivalentCA/ICWA (Finance discipline)

The promotion of non-officers are based on the Confidential Reports which contains ratings on the employee’s performance.

B. PROMOTION POLICY OF OFFICERS

Eligibility Condition : Promotion from `A’ to `B’• Total Marks : 85 • Completion of three calendar years of service in the Grade.

24

• On completion of Seven Calendar years of service with one “Very Good” rating in the last five years for officers possessing matriculation qualification or above.

Eligibility Condition : Promotion from `B’ to `C’ • Total Marks : 87• Completion of four years of service in the grade. • On completion of seven calendar years of service with one “Outstanding” rating

in the last five years for officers possessing matriculation qualification or above.

Parameters for achieving qualifying marks :

Qualification : Professionally Qualified : 30 Post Graduate : 24 Graduate : 18 Intermediate : 12 Matriculation : 06

Seniority : 5 marks for each completed year of service (1.25 marks for each completed quarter).

Confidential rating : Outstanding : 45 Very Good : 40 Satisfactory : 30

DPC marks : 05Minimum Eligibility period for promotion between Grades

Grade Number of years C to D 4 yearsD to E 3 yearsE to F 4 years

Career Path : Grade –C & above.

Grade Number of Years

C to D One Inter-Discipline posting with at least 04 years of field posting.

D to E Two inter / intra discipline posting with atleast 07 years in the field at two locations

E to F Three Inter / Intra Discipline posting with atleast 10 years in the field at two locations in 2 regions or in 2 Refineries, with at least one full tenure, covering 03 appraisals as Head of the Unit in Mktg./ Pipeline or

25

Head of function in Ref. / R&D.

Responsibility of Appraisee and Appraiser:• Define Key Performance areas. • Set Target for accomplishing activities defined under KPAs.• Target – Quantified by Measurable Output and Time – frame. • Matching of actual results vis-à-vis mutually agreed target.

Responsibility of Reviewing & Countersigning Officer : • Poor rating to be duly communicated to the appraisee- review of the same by

reviewing & countersigning officer.• Fair rating to be justified & duly communicated to the appraisee.

e-PMS (EMPLOYEE-PERFORMANCE SYSTEM)The promotion is based on an online system, e-PMS (i.e. Employee-Performance System).

Objective: The performance management system aims to encourage the following. Creation of high performance orientation at IOC Stronger alignment of individual performance with organisational goals Higher degree of transparency, uniformity and process efficiency Performance ownership at the employee level.

Coverage:-All officers are working in Grades A to I.

Key Roles In PMS: Following are the key roles in the PMS:

APPRAISAL: An individual who is assessed as part of the performance cycle. They are the key driver of own PMS.

APPRAISER: An individual who assesses the performance of one or more appraises that report to him/her. It helps to manage performance and provides continuo’s feedback & counseling.

REVIEWER: An individual who is responsible for reviewing the entire performance process & typically is appraiser’s appraiser.

COUNTERSIGNING OFFICER: An individual who is responsible for ensuring sanctity of process at the highest level he will be the final authority.

Features of PMS: The following are system of PMS Performance Period Performance Planning Mid-year Review

26

Final Appraisal ,Review &Feedback Cornerstone of PMS.

The features and tools of PMS have been designed to Reduced subjectivity and individual biases that the effectiveness of a performance management system.

Performance Period:PMS follows an April-March annual cycle aligned to the financial year. The cycle consist of three phases namely

Performance planning Mid-year review Final performance review

DEFINTION OF PERFORMANCE:Definition of performance in PMS is based upon Key Result Area, Competencies, and Values &Potential. The achievement against target set for each of these will together the appraiser’s performance:

KRA are identified areas of performance that support the organization goal that are to be accomplished during the year. Each KRA is accompanied by one or more KPLs.

Competencies are knowledge, skills &abilities descried in behavioural terms that are coachable , observable, measurable &critical to successful performance.

Values are statement that express Indian Oil’s ethical commitment and guiding principles which are timeless and will stand the test of time ,market forces and management practices, and on upholding of which individual are assessed.

The relative weight age of these 4 sections has been pre decided.

KRA:Key result area is “critical outcomes towards which effort is directed to support achievement of desired business result ‘each KRA in a role profile would fall in one of the following brackets:

1. Operational /Direct or Critical outputs: KRAs pertaining to functional /operational activities as performance in the organization.

2. Financial KRAs pertaining to direct impact on top line or bottom line at a decision making level

27

3. Strategy and growth planning: KRAs pertaining to strategic direction setting or establishment differentiation with respect to manufacturing, selling and marketing product and development and delivery.

4. People /team management: KRAs pertaining to people development, training performance management and employee satisfaction activities for all appraisers with direct reports.

5. Boundary Management/Coordination and Liaison: KRAs pertaining to liaison /coordination with government administrative, regulatory, statutory bodies & vendors/customs.

DEFINING KPIs FOR KRAs:

Key performance indicators (KPI) are specific indicators of performance to measure extent of achievement on set KRAs within a given time frame. Each KRA corresponds to KPIs defined to qualify or verify the extend of performance achievement in a given time frame. For each KRA selected the appraises should select at least one KPL. In case of special KRAs s/he would define a KPI .Once the appraises has finalised the list of KRAs and corresponding KPIs s/he will propose weight ages and 5 level of targets for each KPI.

STRETCH: Stretch is defined as the degree of difficulty built into targets. A consistent process for target setting ensures uniformity in degree of loading and stretch in target for individuals. The target setting process in PMS works on the following 5 dimensions:

Relative to previous achievement Degree of dependence on uncontrollable Degree of complexity Skills requirement Skills requirement Need for innovation.

COMPETENCIES:Behavioural competencies are defined as ‘skills and abilities described in behavioural terms that are coachable, observable, measurable & critical to organizational performance.Competencies form the foundation of ‘what’ capabilities are required for the successful execution of roles and responsibilities, thereby driving functional, unit and organization performance.

28

The list of behavioural and leadership competencies are: Planning & organizing Strategic orientation Change leadership Championing customer focus Performance focus Seizing opportunities Personnel effectiveness Team leadership Developing self & other Impact and influence Strategic thinking Practical creativity Openness and learning Customer service orientation Achievement orientation Analytical ability Decision making Problem solving Negotiation skills team effectiveness People development Communication skills.

VALUE:Following are the values which have been defined by the organization as essential to display for grade A-F.

Passion for excellence Care for all stakeholder i.e customer, shareholder, employees and community Commitment to organization including it’s national obligation. Honesty Integrity Transparency Truthfulness

Following are the values for grades G,H,I(prescribed by the public enterprises selection board)

Fairness Transparency Trust Collaboration Involvement

29

Flexibility Willingness to accept challenge Discipline Ethical behaviour

POTENTIAL:Following are the attributes which have been defined by the organization for grade A, B, C:

Adaptability to change Collaboration Cost consciousness/ resource utilization Dependability Quality of work /output

Following are the attributes which have been defined by the organization for grades D, E, F:

Managing change Boundary management Entrepreneurial Leadership Enhancement of quality and output

Following are the attributes which have been defined by the organization for grades G,H,I:

Leadership abilities Team building Ability to build a strategic vision Business sense Communication skills

FEEDBACK AND COUNSELLING:

The process of continuous feedback and counselling is an inherent and critical part of e-PMS. The mid-year and final review are specifically focused on feedback & counselling and hence require the appraises and the appraiser to have a formal feedback session.

For feedback and counselling to be truly effective it should be provided and received on an on-going basis. When used effectively, feedback and counselling are powerful means of positive impacting performance.

30

Feedback and counselling helps an appraiser in both obtaining information and providing input on how an appraises is performing and whether or not he /she in the right direction. It is also an opportunity for the appraises to solicit resources and help that may be required for enhancing his/her own performance.

Feedback is of various types: Positive feedback corrective feedback Feedback focused on identifying obstacles to performance Feedback for the purpose of sharing information etc.

PERFORMANCE DIARY:

The performance diary is a tool provided to the appraises to keep record of key information related to performance. The appraises can make as when required all the entries will be stamped by the date and time entered. Every appraises is intimated to appraiser and every appraiser entry is intimated to appraises.The reviewer is able to view the appraises performance diary when he desires.

The diary is expected to ease the effort of tracking key performance events/activities. This would be used as a support document during performance reviews.

MID-YEAR REVIEW:

The objective of mid-year review is to ensure that performance management is not limited to ‘once –a-year report card but ‘has a mid -year process for reviewing and tracking achievement. It also reduces the scope for surprises at the end of the year and ensure that the appraises is always aware of expectations.

Criteria Of Promotion :

C. Promotion involves a movement from a post in the lower grade to a post in the higher grade. Employees are eligible for consideration for promotion within the same cadre/discipline on completion of the prescribed period and attainment of satisfactory standards in conduct and performance.

D. Promotion are effected based on the following criteria: Performance as reflected in performance appraisal /confidential reports Qualifications Seniority Discipline viz. Clearance from vigilance and discipline angle.

31

RECOMMENDATIONS & SUGGESTIONS

Establish a fair and equitable basis for promotion i.e. merit or seniority

A promotion policy established thus should provide equal opportunities for promotion in all categories of job, departments and regions of an organisation.

It should ensure an open policy in the sense that every eligible employee is considered for promotion rather than a closed system which consider only a particular class of employee.

The norms for judging merit, length of service, potentiality etc, must be established beforehand. The relative weightage to be given to merit or seniority or both should also be spelt out clearly.

Appropriate authority should be entrusted with responsibility of taking a final decision on promotion policy.

Detailed record of service performance, etc should be maintained for all employee to avoid charges of favouritism, nepotism etc.

Promotion policy, once it is formulated, should be communicated to all employees particularly to the trade union leaders. It should be reviewed periodically based on the experiences and finding of the attitude and morale surveys.

32

CONCLUSION

Promotion policy motivates employees to work hard, improve their knowledge acquire new skills and contribute to achieve the organisational goal efficiently & effectively.

Promotion policy is important to recognise the performance of employee and it is also fulfils the objective of the corporation.

It also inspires other employee to improve their standards of performance through active participation in all development initiatives undertaken by the employer .

But it is not easy measure merit. Personal prejudices biases and union pressures may come in the way of promoting the best performance.

According to seniority based promotions ‘the assumption that the employees learn

more with length of service is not valid as employee may learn up to a certain stage, and learning capabilities may diminish beyond a certain age.

Reward and recognition should be considered at the time of promotion policy.

33

LIMITATION

For the study of Fortune 500 like Indian Oil Corporation in such a short span of only 5weeks seems to be insufficient to understand the whole personnel phenomenon of the organization.

The data is not very accurate as the total number of officers is 361 and the sample space of my survey is only 100.

In this regard, I am happy to note that within such a short span of training programme, I learnt many practical aspects of administrative management. Though, there is a limitation in this study, but it serves as a threshold of knowing the practical application. The Researcher had limited knowledge about the system prior to the project.

34

BIBLIOGRAPHY

35