Employee commitment-Indian Oil corportion Ltd: Mathura,

Abstract

Indian Oil Corporation is a public sector company involved in the business of refining, transportation and marketing of petroleum products in India. The human resources of IOC are highly skilled and experienced. IOC is operating in a highly regulated and protected market for the last three decades. The first impact of liberalisation was felt by IOC in lubes market when its market share decreased to less than 40% in the past three years. Three new grassroots refinery projects being setup by private companies are under various stages of execution. The private companies are poaching on IOC to meet their manpower requirements as IOC is a soft target By the turn of century total decontrol in oil industry is anticipated. It is feared that a sense of complacency has crept into company and its employees due to its operations in protected market. Human resources are the most valuable resource for any organisation. To accomplish the company's objectives, the employees are to be satisfied and committed to the organisation. IOC has to retain its highly experienced and skilled manpower to sustain its growth and retain its market leader position. The time is opportune for introspection and assessing the morale and commitment of employees to the company. The objectives of the project are • To assess the morale and commitment of employees to the company. • To identify the pptential causes of dissatisfaction among employees • To suggest the measures to improve motivation and morale of employees. Methodology: The scope of the project is confined to Mathura refinery only. A scientific survey through a written questionnaire was conducted among both officers & workers. An objective type questionnaire was designed covering various aspects of the job in which the participants were asked to rate their perception and satisfaction on a scale of 1 to 5. The sample size for officers was 145 which forms 33% of population and 105 for staff which forms 8% of population. Officers sample was stratified one whereas staff sample was randomly selected. Findings of the survey : • Most of employees are proud to be part of IOC and have very high sense of belongingness to IOC. • The satisfaction with compensation package is very high in staff and moderate in officers. Job satisfaction is high in general among all employees. • Employees are satisfied with freedom on job. • Employees are confident of IOC's bright future in emerging competition. • Satisfaction with the growth prospects in IOC is moderate. Employees in general are not satisfied and expressed their concern on these aspects. • Lack of accountability in general. • Lack of recognition and fairness in rewards system. • Improper distribution of workload. • Too many rules and lengthy work procedures. Officers in particular expressed their dissatisfaction on these aspects. • Lack of proper feed back on employees performance on job. • Lack of transparency in existing appraisal system. • Lack of consistency in policies and fairness in implementation. The satisfaction level in staff is higher than officers in general. However officers have higher satisfaction levels than staff in aspects such as recognition & rewards and job variety. Similarly the satisfaction in officers without professional qualification is higher than those with professional qualification on all aspects. Recommendations: • Self appraisal is to be included in the appraisal system. Performance appraisal and review should be conducted with reference to the performance planning minimum twice in a year for all officers. • All the officers are to be given feed back on their work performance minimum once in a quarter by their immediate superior. • Outstanding performers are to be recognised and felicitated in the official functions in company and their achievements are to be communicated to all employees through house journals, newsletters etc. • Merit increments are to be sanctioned to employees based on their performance and contribution only as personal pay. • High performers who could not be given promotions due to lack of sufficient vacancies are to be given the higher scale (i.e. of next grade). However they will continue to work in existing grade only till they are promoted. • Promotion policy is to be formulated clearly and to be implemented for a minimum period of five years without any change. • Employees are to be given training in their respective work areas after identification of their training needs. Every employee should attend minimum one training programme a year. • Employees with specialised training should be given assignments to utilise their special knowledge and skills . • HRD and Training departments are to be given due prominence. Top management should exhibit their support and commitment to these functions openly. • Career plans are to be made for all officers and to be implemented strictly. • Employees should be made accountable for the jobs assigned to them. After the key result areas and the goals are identified, job responsibilities are to be clearly defined and enough discretionary power is to be given to the employees to achieve the goals. Delegation of power is to be practiced by managers. • Non-Performers are to be identified and have to be trained adequately and motivated to improve their performance. The existing VRS is to be modified so that Management has the option to offer golden handshake to nonperformers. • Timebound job rotation i.e. once in four years for all those employees who desire to change their present assignment is to be practiced. • All the promotions and transfers for officers should be declared in a span of one month and to be completed by March end of every year.