Final Project on iocl

A Summer Training Project Report

On

Employee Job Satisfaction

in Indian oil Corporation Limited

Under Supervision of: Submitted By

Priyanka Setia Sanjana Dalal

(04921303914)

Submitted in partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

TECNIA INSTITUTE OF ADVANCED STUDIES

(Approved byAICTE,Affiliated by GGS Indraprastha University,Delhi

3 PSP, Institutional Area,Madhuban Chowk,Rohini,New Delhi-110085)

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CERTIFICATE

I certified that this project report titled “EMPLOYEE JOB SATISFACTION ON INDIAN

OIL CORPORATION.” is the bonafide work of SANJANA DALAL who carried out the

research under my supervision. Certified further, that to the best of my knowledge the work

reported herein does not form part of any other project report or dissertation on the basis of

which a degree or award was confirmed on an earlier occasion on this or any other candidate.

MISS PRIYANKA SETIA

(Project guide)

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ACKNOWLEDGEMENT

I would like to take this opportunity to sincerely thank to Miss Priyanka Setia

for her valuable support, guidance and suggestion. Under her guidance I was able

to accomplish my project with confidence. I would also like to thanks my friends

and my siblings who directly or indirectly helped me in my project. I would also

like to sincerely thank our institute “Tecnia Institute Of Advanced Studies”

where I spend my time to access to wide information on internet.

Sanjana dalal

(04921303914)

Declaration

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I Ms. Sanjana Dalal, hereby declare that this project report is the record of authentic work carried

out by me during the academic year 2014-2016 and has not been submitted to any University or

Institute towards the award of any degree.

Ms. Sanjana Dalal

(04921303914)

CONTENT

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TOPICS Page no.

CERTIFICATE FROM COLLEGE

ACKNOWLEDGEMENT

DECLARATION

CONTENT

EXECUTIVE SUMMARY

OBJECTIVE OF STUDY

RESEARCH METHDOLOGY

LITERATURE REVIEW

INDUSTRIAL PROFILE

CORPORATE PROFILE

DATA ANALYSIS

CONCLUSION

FINDINGS

BIBLIOGRAPHY

ANNEXURE

EXECUTIVE SUMMARY

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This project aims at studying job satisfaction at Indian Oil Corporation. This project

contains five sections. The first section contains the Objective of the project and

Research methodology. Second section Literature Review contains information about

the job satisfaction. “Job satisfaction is a general attitude towards one’s job: the

difference between the amount of reward workers receive and the amount they believe

they should receive.” Third section is the Company Profile which contains the

information about the company. Indian Oil Corporation Ltd. is India's largest

company by sales with a turnover of Rs. 4,14,909 crore and profit of Rs 5,005 crore

for the year 2012-13. Indian Oil is the highest ranked Indian company in the latest

Fortune ‘Global 500’ listings, ranked at the 88th position. Indian Oil's vision is driven

by a group of dynamic leaders who have made it a name to reckon with. The forth

chapter is the Finding and Analysis, which is shown with the help of pie charts and

bar graphs. Fifth chapter may contain the project limitation and conclusion and at last

bibliography and annexure. The data has been collected by the researcher using

questionnaire and it has been analyzed.

OBJECTIVES

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To study the concept and importance of job satisfaction.

To study job satisfaction towards Indian Oil Corporation Limited and their expectation

from Indian Oil.

To study job satisfaction in terms of salary and promotional opportunities provided by the

company.

To study job satisfaction in terms of relationship of employees with co -workers and

management.

To study job satisfaction in terms of working condition and nature of job.

To determine the reasons behind doing job in Indian Oil Corporation Limited.

RESEARCH METHODOLOGY

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Research methodology is considered as the nerve of the project. Without a proper well-organized

research plan, it is impossible to complete the project and reach to any conclusion.

Therefore, research methodology is the way to systematically solve the research problem. Research

methodology not only talks of the methods but also logic behind the methods used in the context of

a research study and it explains why a particular method has been used in the preference of the

other methods.

2.1 Research design

A research design specifies the methods and procedures for conducting a particular study.

According to Kerlinger, “Research Design is a plan, conceptual structure, and strategy of

investigation conceived as to obtain answers to research questions and to control variance.

Research design is important primarily because of the increased complexity in the market as well

as marketing approaches available to the researchers. In fact, it is the key to the evolution of

successful marketing strategies and programmers. It is an important tool to study buyer’s

behaviour, consumption pattern, brand loyalty, and focus market changes. A research design

specifies the methods and procedures for conducting a particular study. According to Kerlinger,

“Research Design is a plan, conceptual structure, and strategy of investigation conceived as to

obtain answers to research questions and to control variance

2.2 Type of Research

Descriptive:

Descriptive research includes surveys and fact-finding enquiries of different kinds. The major

purpose of descriptive research is description of the state of affairs as it exists at present. In

social science and business research we quite often use the term Ex post facto research for

descriptive research studies.

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2.3 Sampling Technique

Random Sampling:

Random sampling is a process of selecting the sample size randomly and no choice or

preference to be made about the selection of respondents for the market survey and questionnaire

to be put forth against him. Here, Random sampling being adopted by me.

2.4 Data collection tools

Primary Data: The primary data has been collected by using questionnaires to be filled by the

employees. Questionnaires are prepared and distributed to 100 customers of rilc.

Secondary Data–Secondary Data has been collected from company manuals, news papers,

magazines and documents, company’s website, journals and by internet.

Sample Size: - Sample of 100 respondents was taken.

2.5 Data analysis and interpretation

Pie chart:

This is very useful diagram to represent data, which are divided into a number of categories. This

diagram consists of a circle of divided into a number of sectors, which are proportional to the values

they represent. The total value is represented by the full create. The diagram bar chart can make

comparison among the various components or between a part and a whole of data.

Bar chart:

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This is another way of representing data graphically. As the name implies, it consist of a number of

whispered bar, which originate from a common base line and are equal widths. The lengths of the

bards are proportional to the value they represent

Questionnaires:

This is the most popular tool for the data collection. A questionnaire contains question that the

researcher wishes to ask his respondents which is always guided by the objective of the survey.

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LITERATURE REVIEW

LITERATURE REVIEW

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It’s a well known fact that no business can exist without employees. In the business of Website

design, it’s important to work closely with your employees to make sure the site or system you

create for them is as close to their requirements as you can manage. Because it’s critical that you

form a close working relationship with your employees, employees service is of vital

importance. What follows are a selection of tips that will make your employees feel valued,

wanted and loved.

JOB SATISFACTION

“Job satisfaction is a general attitude towards one’s job: the difference between the amount of

reward workers receive and the amount they believe they should receive.”

Job satisfaction represents the constellations of person’s attitude towards or about the job. In

general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function

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of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers,

promotion, etc., and of the particular weighting or importance one attaches to these respective

components.

The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have

begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western

Electronic Company in 1920s during the course of investigations.

However they become convinced that factors of a social nature were affecting satisfaction with

the job and productivity. Since the Hawthorne studies there has been an enormous output of

work on the nature, causes and correlates of job satisfaction.

The traditional model of job satisfaction is that it consists of the total body of feelings that an

individual has about his job. This total body of feelings involves, in effect, weighting up the sum

total of influences of the job, the nature of job itself, the pay, the promotion.

The promotion prospects, the nature of supervision and so on. Where the sum total of influences

gives rise to feelings of satisfactions the individual is job satisfied. Where in total they give rise

to feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these

influences will lead in the direction of job satisfaction, making less satisfactory any one of the

influences will lead in the direction of the job dissatisfaction.

However, what makes a job satisfying does not depends only on the nature of the job, but on the

job expectations that individuals have of what their job should provide.

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Expectancy theory points to the importance of the individual’s expectations of his job in

determining job satisfaction. For individuals who have expectations that their job should give

them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to

dissatisfaction compared to a situation where no such expectation is involved. What expect

expectation of individuals will have of a job may vary.

For a large number of reasons, some deriving form social others from individual causes. These

proposing an expectancy theory usually regarded over all job satisfaction as a function of

satisfaction with various elements of the job.

Another theory that has dominated the study of the nature of job satisfaction is Herzberg’s

famous

“Two factory Theory’s of job satisfaction. In this he claims that the factors which cause job

satisfaction are separate and distinct from the factors which job dissatisfaction.

The factors causing job satisfaction, which level factors such as there relating to satisfaction with

the job itself. The factors which cause job dissatisfaction called hygiene factors are more

concerned with conditions of work such as pay and supervision. At no time does Herzberg argue

a job satisfactory, except may be for a short run. Philip apple while has listed five major

components of job satisfaction as,

1.Attitude towards work group.

2. General workings conditions.

3. Attitude towards company.

4. Monetary benefits and

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5. Attitude towards supervision

Other components that should be added to these five are the individual’s state of mind about the

work itself and about life in general. The individual’s health, age, level of aspiration, social

status and political and social activities can all contribute to job satisfaction.

A person attitude toward the job may be positive or negative. Job satisfaction is not synonymous

with organizational morale, which is the possession of felling of being accepted by and

belonging to a group of employees through adherence to common goals and confidence in

desirability of these goals.

Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind.

How ever the two concepts are interrelated in that job satisfaction can contribute to morale and

morale can contribute to job satisfaction.

For many years managers generally have believed that a satisfied worker is necessarily a good

worker. In other works if management could keep all the employees “HAPPY”, good

performance would automatically follow.

Charles Greene has suggested that many managers subscribe to this be life because it represent

“the path of least residence”. Greene’s thesis is that if a performance problem exists, increasing

an employee’s happiness is for more pleasant than discussing with the worker his or her failure

to meet standards. Although happiness eventually results from satisfaction, this feeling goes

much deeper and is far less tenuous than happiness.

Recent research evidence generally rejects the more popular view that satisfaction causes

performance. The evidence does, however, provide moderate support for the view that job effort

causes satisfaction. The evidence also strongly indicates that rewards constitute a more direct

cause of satisfaction that performance does and that rewards based on current effort causes

subsequent performance.

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Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an

individual’s physical and mental health, productivity, absenteeism,and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individual’s physical and mental health. Since job

satisfaction is a type of mental feeling, its favourableness or unfavourablesness affects the

individual psychologically which ultimately affects his physical health.

For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health

result from psychologically harmful jobs. Further, since a job is an important part of life, job

satisfaction influences general life satisfaction. The result is that there is spillover effect which

occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and productivity:

1. A happy worker is a productive worker

2. A happy worker is not necessarily a productive worker

The first view establishes a direct cause-effect relationship between job satisfaction and

productivity; when job satisfaction increases, productivity increases; when satisfaction decreases,

productivity decreases. The basic logic behind this is that a happy worker will put more efforts

for job performance.

However, this may not be true in all cases. For example, a worker having low expectations from

his jobs may feel satisfied but he may not put his efforts more vigorously because of his low

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expectations from the job. Therefore, this view does not explain fully the complex relationship

between job satisfaction and productivity.

The another view:

That is a satisfied worker is not necessarily a productive worker explains the relationship

between job satisfaction and productivity. Various research studies also support this view. This

relationship may be explained in terms of the operation of two factors: effect of job performance

on satisfaction and organizational expectations from individuals for job performance.

1. Job performance leads to job satisfaction and not the other way round. The basic factor for this

phenomenon is the rewards (a source of satisfaction) attached with performance. There are two

types of rewardsintrinsic and extrinsic. The intrinsic reward stems from the job itself which may

be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward

may help to increase productivity. The extrinsic reward is subject to control by management such

as salary, bonus, etc. Any increase in these factors does not hep to increase productivity though

these factors increase job satisfaction.

2. A happy worker does not necessarily contribute to higher productivity because he has to

operate under certain technological constraints and, therefore, he cannot go beyond certain

output. Further, this constraint affects the management’s expectations from the individual in the

form of lower output. Thus, the work situation is pegged to minimally acceptable level of

performance. However, it does not mean that the job satisfaction has no impact o productivity. A

satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker

leads to lower productivity.

Absenteeism:

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Absenteeism refers to the frequency of absence of job holder from the workplace either

unexcused absence due to some avoidable reasons or long absence due to some unavoidable

reasons. It is the former type of absence which is a matter of concern. This absence is due to lack

of satisfaction from the job which produces a ‘lack of will to work’ and alienate a worker form

work as for as possible. Thus, job satisfaction is related to absenteeism.

Employee turnover:

Turnover of employees is the rate at which employees leave the organization within a given

period of time. When an individual feels dissatisfaction in the organization, he tries to overcome

this through the various ways of defense mechanism. If he is not able to do so, he opts to leave

the organization.

For example, in the present context, the rate of turnover of computer software professionals is

very high in India. However, these professionals leave their organizations not simply because

they are not satisfied but because of the opportunities offered from other sources particularly

from foreign companies located abroad.

Improving job satisfaction:

Job satisfaction plays significant role in the organization. Therefore, manager should take

concrete steps to improve the level of job satisfaction.

1. Re-designing the job.

2. Improving the quality of work life.

3. Linking rewards with performance.

4. Improving overall organizational climate.

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Human life has become very complex and completed in now-a-days. In modern society the needs

and requirements of the people are ever increasing and ever changing. When the people are ever

increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied.

Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of

industrial workers us very important for the industry to function successfully.

Apart from managerial and technical aspects, employers can be considered as backbone of any

industrial development. To utilize their contribution they should be provided with good working

conditions to boost their job satisfaction.

Any business cab achieve success and peace only when the problem of satisfaction and

dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism

labour turnover require a social skill of understanding human problems and dealing with them

scientific investigation serves the purpose to solve the human problems in the industry.

a) Pay.

b) The work itself.

c) Promotion

d) The work group.

e) Working condition.

f) Supervision.

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PAY

Wages do play a significant role in determining of satisfaction. Pay is instrumental in fulfilling

so many needs. Money facilities the obtaining of food, shelter, and clothing and provides the

means to enjoy valued leisure interest outside of work. More over, pay can serve as symbol of

achievement and a source of recognition. Employees often see pay as a reflection of

organization. Fringe benefits have not been found to have strong influence on job satisfaction as

direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how

satisfied employees are with their jobs. By and large, workers want jobs that are challenging;

they do want to be doing mindless jobs day after day. The two most important aspect of the work

itself that influence job satisfaction are variety and control over work methods and work place. In

general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too

little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation

cause workers to feel psychologically stressed and ‘burnout’.

PROMOTION

Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher

level in an organization typically involves positive changes I supervision, job content and pay.

Jobs that are at the higher level of an organization usually provide workers with more freedom,

more challenging work assignments and high salary.

SUPERVISION

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Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in decision making, employee

who participates in decision that affect their job, display a much higher level of satisfaction with

supervisor an the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction to individual

employees. The working groups also serve as a social support system of employees. People often

used their co-workers as sounding board for their problem of as a source of comfort.

WORK CONDITION

The employees desire good working condition because they lead to greater physical comfort. The

working conditions are important to employees because they can influence life outside of work.

If people are require to work long hours and / or overtime, they will have very little felt for their

families, friends and recreation outside work.

Thus, all those factors which provide a fit among individual variables, nature of job, and

situational variables determine the degree of job satisfaction. Let us see what these factors are.

Individual factors:

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Individuals have certain expectations from their jobs. If their expectations are met from the jobs,

they feel satisfied. These expectations are based on an individual’s level of education, age and

other factors.

Level of education: Level of education of an individual is a factor which determines the degree

of job satisfaction. For example, several studies have found negative correlation between the

level of education, particularly higher level of education, and job satisfaction. The possible

reason for this phenomenon may be that highly educated persons have very high expectations

from their jobs which remain unsatisfied. In their case, Peter’s principle which suggests that

every individual tries to reach his level of incompetence, applies more quickly.

Age: Individuals experience different degree of job satisfaction at different stages of their life.

Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,

and finally dips to a low degree. The possible reasons for this phenomenon are like this.

Other factors: Besides the above two factors, there are other individual factors which affect job

satisfaction. If an individual does not have favourable social and family life, he may not feel

happy at the workplace. Similarly, other personal problems associated with him may affect his

level of job satisfaction. Personal problems associated with him may affect his level of job

satisfaction.

Nature of job :

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Nature of job determines job satisfaction which is in the form of occupation level and job

content.

Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. This

happens because high level jobs carry prestige and status in the society which itself becomes

source of satisfaction for the job holders.

For example, professionals derive more satisfaction as compared to salaried people: factory

workers are least satisfied.

Job content: Job content refers to the intrinsic value of the job which depends on the requirement

of skills for performing it, and the degree of responsibility and growth it offers. A higher content

of these factors provides higher satisfaction.

For example, a routine and repetitive lesser satisfaction; the degree of satisfaction progressively

increases in job rotation, job enlargement, and job enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational context – formal and

informal. Formal organization emerges out of the interaction of individuals in the organization.

Some of the important factors which affect job important factors which affect job satisfaction are

given below:

1.Working conditions: Working conditions, particularly physical work environment, like

conditions of workplace and associated facilities for performing the job determine job

satisfaction. These work in two ways. First, these provide means job performance. Second,

provision of these conditions affects the individual’s perception about the organization. If these

factors are favourable, individuals experience higher level of job satisfaction.

2. Supervision: The type of supervision affects job satisfaction as in each type of supervision;

the degree of importance attached to individuals varies. In employee-oriented supervision, there

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is more concern for people which is perceived favourably by them and provides them

moresatisfaction. In job oriented supervision, there is more emphasis on the performance of the

job and people become secondary. This situation decreases job satisfaction.

3. Equitable rewards: The type of linkage that is provided between job performance and

rewards determines the degree of job satisfaction. If the reward is perceived to be based on the

job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based

on considerations other than the job performance, it affects job satisfaction adversely.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job

nature and work environment by they also attach importance to opportunities for promotion that

these job offer. If the present job offers opportunity of promotion is lacking, it reduces

satisfaction.

5. Work group: Individuals work in group either created formally of they develop on their own

to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the

degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive

group, people derive satisfaction out of their interpersonal interaction and workplace becomes

satisfying leading to job satisfaction.

FACTORS AFFECTING JOB SATISFACTION

Environmental factors

Communication overload and communication underload

One of the most important aspects of an individual’s work in a modern organization concerns the

management of communication demands that he or she encounters on the job. Demands can be

characterized as a communication load, which refers to “the rate and complexity of

communication inputs an individual must process in a particular time frame.”

According to the ideas of communication over-load and under-load, if an individual does not

receive enough input on the job or is unsuccessful in processing these inputs, the individual is

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more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a

low level of job satisfaction.

Superior-subordinate communication

Superior-subordinate communication an important influence on job satisfaction in the workplace.

The way in which subordinates perceive a supervisor's behavior can positively or negatively

influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal

expression, and body movement is crucial to the superior-subordinate relationship. Nonverbal

messages play a central role in interpersonal interactions with respect to impression formation,

deception, attraction, social influence, and emotional.

Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will

naturally receive negative feedback and create low job satisfaction in their subordinates in the

workplace.

Strategic Employee Recognition

A Watson Wyatt Worldwide study identified a positive outcome between a collegical and

flexible work environment and an increase in shareholder value. Suggesting that employee

satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top

100 of Fortune magazine’s,

Employee recognition is not only about gifts and points. It's about changing the corporate culture

in order to meet goals and initiatives and most importantly to connect employees to the

company's core values and beliefs. Strategic employee recognition is seen as the most important

program not only to improve employee retention and motivation but also to positively influence

the financial situation.

The difference between the traditional approach (gifts and points) and strategic recognition is the

ability to serve as a serious business influencer that can advance a company’s strategic objectives

in a measurable way.

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Individual factors

Emotion

Mood and emotions form the affective element of job satisfaction. Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense, short-

lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and negative

emotions were also found to be significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage emotional

states and displays. Emotion management includes all of the conscious and unconscious efforts

to increase, maintain, or decrease one or more components of an emotion.

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction concerns two models:

Emotional dissonance. Emotional dissonance is a state of discrepancy between public

displays of emotions and internal experiences of emotions, that often follows the process

of emotion regulation. Emotional dissonance is associated with high emotional

exhaustion, low organizational commitment, and low job satisfaction.

Social interaction model. Taking the social interaction perspective, workers’ emotion

regulation might beget responses from others during interpersonal encounters that

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subsequently impact their own job satisfaction. For example: The accumulation of

favorable responses to displays of pleasant emotions might positively affect job

satisfaction.

Genetics

It has been well documented that genetics influence a variety of individual differences.Some research

suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or

achievement (as opposed to extrinsic, environmental factors like working conditions).

One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic

influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was

due to environmental factors (70%), genetic influence is still a minor factor.

Genetic heritability was also suggested for several of the job characteristics measured in the experiment,

such as complexity level, motor skill requirements, and physical demands.

Personality

Some research suggests an association between personality and job satisfaction. Specifically, this

research describes the role of negative affectivity and positive affectivity.

Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in

negative affectivity are more prone to experience less job satisfaction. Positive affectivity is

related strongly to the personality trait of extraversion. Those high in positive affectivity are

more prone to be satisfied in most dimensions of their life, including their job.

Differences in affectivity likely impact how individuals will perceive objective job

circumstances like pay and working conditions, thus affecting their satisfaction in that job.

There are two personality factors related to job satisfaction, alienation and locus of control.

Employees who have an internal locus of control and feel less alienated are more likely to

experience job satisfaction, job involvement and organizational commitment.

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A meta-analysis of 135 studies of job satisfaction concluded that there is a positive relationship

between internal locus of control and job satisfaction. The study also showed characteristics like

high self-esteem, self-efficacy and low neuroticism are also related to job satisfaction.

Psychological factors

Psychological well-being (PWB) is defined as “the overall effectiveness of an individual’s

psychological functioning” as related to primary facets of one’s life: work, family, community,

etc. There are three defining characteristics of PWB.

First, it is a phenomenological event, meaning that people are happy when they subjectively

believe themselves to be so.

Second, well-being involves some emotional conditions. Particularly, psychologically well

people are more prone to experience positive emotions and less prone to experience negative

emotions.

Third, well-being refers to one's life as a whole. It is a global evaluation. PWB is primarily

measured using the eight-item Index of Psychological Well-Being developed by Berkman

(IPWB). IPWB asks respondents to reply to a series a questions on how often they felt “pleased

about accomplishing something,” “bored,” “depressed or unhappy,” etc.

PWB in the workplace plays an important role in determining job satisfaction and has attracted

much research attention in recent years.These studies have focused on the effects of PWB on job

satisfaction as well as job performance.

MEASURING JOB SATISFACTION :–

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How job satisfaction is measured depends on whether affective or cognitive job satisfaction is of

interest. The majority of job satisfaction measures are self-reports and based on multi-item

scales.

Several measures have been developed over the years, although they vary in terms of how

carefully and distinctively they are conceptualized with respect to affective or cognitive job

satisfaction. They also vary in terms of the extent and rigour of their psychometric validation.

The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly affective as opposed

to cognitive, measure of overall affective job satisfaction. The BIAJS differs from other job

satisfaction measures in being comprehensively validated not just for internal consistency

reliability, temporal stability, convergent and criterion-related validities, but also for cross-

population invariance by nationality, job level, and job type. Reported internal consistency

reliabilities range between .81 and .87.

The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction measure. It

measures one’s satisfaction in five facets: pay, promotions and promotion opportunities,

coworkers, supervision, and the work itself.

The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in

response to whether given statements accurately describe one’s job.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ),

the Job Satisfaction Survey (JSS), and the Faces Scale.The MSQ measures job satisfaction in 20

facets and has a long form with 100 questions (five items from each facet) and a short form with

20 questions (one item from each facet).

The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the

Faces Scale of job satisfaction, one of the first scales used widely, measured overall job

satisfaction with just one item which participants respond to by choosing a face.

RELATIONSHIP AND PRACTICAL IMPLICATIONS:-

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Job Satisfaction can be indicative of work behaviors such as organizational citizenship, and

withdrawal behaviors such as absenteeism and turnover.Further, job satisfaction can partially

mediate the relationship of personality variables and deviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction. This

correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their

job and people who are satisfied with their job tend to be satisfied with life.

However, some research has found that job satisfaction is not significantly related to life

satisfaction when other variables such as nonwork satisfaction and core self-evaluations are

taken into account.

An important finding for organizations to note is that job satisfaction has a rather

tenuous correlation to productivity on the job. This is a vital piece of information to researchers

and businesses, as the idea that satisfaction and job performance are directly related to one

another is often cited in the media and in some non-academic management literature.

In short, the relationship of satisfaction to productivity is not as straightforward as often

assumed and can be influenced by a number of different work-related constructs, and the notion

that "a happy worker is a productive worker" should not be the foundation of organizational

decision-making.

For example, employee personality may even be more important than job satisfaction in regards

to performance.

JOB SATISFACTION AND ABSENTEEISM:-

Numerous research was done to discover the correlation of job satisfaction and absenteeism. 244

employees of a Hospital having different positions, professional and blue collar participated in a

following study.

Goldberg and Waldman looked at absenteeism in two dimensions as total time lost (number of

missed days) and the frequency of time lost. Self-reported data and records-based data were

collected and compared. Following absenteeism measures were evaluated according to

absenteeism predictors.

30

1. Self-report time lost

2. self-reported frequency

3. records-based time lost

Only three categories of predictors had a significant relationship ratio and were taken in account

further:

Wages

Position level

This research results revealed that absenteeism cannot be predicted by job satisfaction, although

many researches are proving opposite hiding details.

JOB SATISFACTION LEADS TO:

31

COMPANY PROFILE

COMPANY PROFILE

32

INTRODUCTION

Indian Oil Corporation Ltd. is India's largest company by sales with a turnover of Rs.

4,14,909 crore and profit of Rs 5,005 crore for the year 2012-13.

IndianOil is the highest ranked Indian company in the latest Fortune ‘Global 500’ listings,

ranked at the 88th position. IndianOil's vision is driven by a group of dynamic leaders who have

made it a name to reckon with. In this section, read about IndianOil’s business and its spread

across the country & abroad. You can also know about IndianOil's current financial performance,

special initiatives and recognitions & awards that have come its way.

Indian Oil is India'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 & gas, marketing of natural gas and

petrochemicals. It is the leading Indian corporate in the Fortune 'Global 500' listing, ranked at the

83rd position in the year 2012.

33

At Indian Oil, operations are strategically structured along business verticals - Refineries,

Pipelines, 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 globalization 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 opportunities in the energy markets of Asia and Africa.

REACH AND NETWORK

Indian Oil and its subsidiary (CPCL) account for over 48% petroleum products market share,

34.8% national refining capacity and 71% downstream sector pipelines capacity in India.

34

The Indian Oil Group of companies owns and operates 10 of India's 20 refineries with a

combined refining capacity of 65.7 million metric tonnes per annum (MMTPA, .i.e. 1.30 million

barrels per day approx.). Indian Oil's cross-country network of crude oil and product pipelines

spans 10,899 km with a capacity of 75.26 MMTPA of crude oil and petroleum products and 10

MMSCMD of gas. This network is the largest in the country and meets the vital energy needs of

the consumers in an efficient, economical and environment-friendly manner. It has a portfolio of

powerful and much-loved energy brands that include Indane LPG Gas, SERVO lubricants, Xtra

Premium petrol, Xtra Mile diesel, PROPEL, petrochemicals, etc.

Validating the trust of 56.8 million households, Indane has earned the coveted status of

'Superbrand' in the year 2009 and now has a customer base of 61.8 million.

Indian Oil has a keen customer focus and a formidable network of customer touch-points dotting

the landscape across urban and rural India. It has 20,421 petrol and diesel stations, including

3517 Kisan Seva Kendras (KSKs) in the rural markets. With a countrywide network of 36,900

sales points, backed for supplies by 140 bulk storage terminals and depots, 3,960 SKO/LDO

dealers (60% of the industry), 96 aviation fuel stations and 89 LPG bottling plants, Indian Oil

services every nook and corner of the country. Indane is present in almost 2764 markets through

a network of 5456 distributors (51.8% of the industry). About 7780 bulk consumer pumps are

also in operation for the convenience of large consumers, ensuring products and inventory at

their doorstep.

With a steady aim of maintaining its position as a market leader and providing the best quality

products and services, Indian Oil is currently investing Rs.47,000 crore in a host of projects for

augmentation of refining and pipelines capacities, expansion of marketing infrastructure and

product quality upgradation.

35

Indian Oil -The Energy of India

With facilities at multiple locations and ever-expanding market opportunities, Indian Oil is

poised to become an integrated energy company. As the flagship public sector enterprise of

India, Indian Oil has also successfully combined its corporate social responsibility agenda with

its business offerings, meeting the energy needs of millions of people every day, across the

country.

FINANCIAL PERFORMANCE

During the year 2011-12, Indian oil maintained its leadership position in the industry on

the basis of superlative performance on all operational indices. The overall sale of petroleum

products grew by 5% over the previous year. Capacity utilization of 102.6%was achieved. The

overall capacity utilization was 100% for the 5th year in a row, while pipelines throughput of

crude oil and petroleum products grew by 10.2%.

Indian oil’s gross turnover for the financial year 2011-12 was Rs.4,09,957 crore, an increase of

24.7% as compared to the gross turnover of Rs.3,28,652 crore during 2010-11. The profit after

tax for the year 2011-12 was Rs.3,955 crore. The profit has been affected due to the higher

interest cost of Rs.2,918 core, on account of delay in receipt of compensation from the

government of India and higher interest rate; and keeping a provision of Rs.8,157 crore for UP

entry tax. The corporation’s earnings per share (EPS) were Rs16.19 as compare to rs.30.67 for

2010-11.

For the year 2011-12, Indian oil has accounted for government assistance of Rs.45,486 crore. In

addition, the company has been granted discount of Rs.29,961 crore from PSU companies/

refiners, as per the under recovery mechanism.

MISSION

To cater the customer needs in dynamic hydrocarbon market through continuous upgradation of

skills, capabilities and technologies to attain global benchmarks

36

VISION AND VALUES

To be the preferred business entity contributing to national energy security and delivering high quality

products and services with care for environment.

37

BUSINESS DIVISIONS

(INDIAN OIL)

REFINERY

Indian Oil controls 10 of India’s 20 refineries. The group refining capacity is 65.7 million metric

tonnes per annum (MMTPA) or 1.30 million barrels per day –the largest share among refining

companies in India. It accounts for 34.8% share of national refining capacity. The strength of

Indian Oil springs from its experience of operating the largest number of refineries in India and

adapting to a variety of refining processes along the way. The basket of technologies, which are

in operation in Indian Oil refineries include: Atmospheric/Vacuum Distillation; Distillate

FCC/Reside FCC; Hydrocracking; Catalytic Reforming, Hydrogen Generation; Delayed Coking;

Lube Processing Units; Visbreaking; Merox Treatment; Hydro-Desulphirisation of Kerosene&

Gasoil streams; Sulphur recovery; Dewaxing, Wax Hydro finishing; Coke Calcining, etc.

REFINERIES IN INDIA:-

In Assam

Digboi Refinery, in Assam, is India’s oldest refinery and was commissioned in 1901.

Originally a part of Assam Oil Company, it became part of Indian Oil in 1981. UOP

licensed the technology for the Coking process in this refinery.

Guwahati Refinery, the first public sector refinery of the country, was built with

Romanian collaboration and was inaugurated by Late Pt. Jawaharlal Nehru, the first

Prime Minister of India, on 1 January 1962. Its capacity is 1 MMTPA.

38

IBPRefinery AODBDR&DPipelineMarketing

Bongaigaon Refinery became the eighth refinery of Indian Oil after merger of

Bongaigaon Refinery & Petrochemicals Limited w.e.f. 25 March 2009. It is located at

Dhaligaon in Chirang district of Assam, 200 km west of Guwahati.

In Bihar

Barauni Refinery, in Bihar, was built in collaboration with Russia and Romania. It was

commissioned in 1964 with a capacity of 1 MMTPA. Its capacity today is 6 MMTPA.

In Gujarat

Gujarat Refinery, at Koyali (near Vadodara) in Gujarat in Western India, is IndianOil’s

second largest refinery. The refinery was commissioned in 1965. It also houses the first

hydrocracking unit of the country. Its present capacity is 13.70 MMTPA.

In West Bengal

Haldia Refinery is the only coastal refinery of the Corporation, situated 136 km

downstream of Kolkata in the Purba Medinipur (East Midnapore) district. It was

commissioned in 1975 with a capacity of 2.5 MMTPA, which has since been increased to

7.5 MMTPA

In Uttar Pradesh

Mathura Refinery was commissioned in 1982 as the sixth refinery in the fold of

IndianOil and with an original capacity of 6.0 MMTPA. Located strategically between

the historic cities of Delhi and Agra, the capacity of Mathura refinery was increased to

8.8 MMTPA.

In Haryana

Panipat Refinery is the seventh and largest refinery of IndianOil. The original refinery

with 6 MMTPA capacity was built and commissioned in 1998. Panipat Refinery has

since expanded its refining capacity to 15 MMTPA.

39

MARKETING

Indian Oil has one of the largest petroleum marketing and distribution networks in Asia, with

over 35,000 marketing touch points. Its ubiquitous petrol/diesel stations are located across

different terrains and regions of the Indian sub-continent. From the icy heights of the Himalayas

to the sun-soaked shores of Kerala, from Kutch on India’s western tip to Kohima in the verdant

North East, Indian Oil is truly ‘in every heart, in every part’. Indian Oil’s vast marketing

infrastructure of petrol/diesel stations, Indane (LPG) distributorships, SERVO lubricants &

greases outlets and large volume consumer pumps are backed by bulk storage terminals and

installations, inland depots, aviation fuel stations, LPG bottling plants and lube blending plants

amongst others. The countrywide marketing operations are coordinated by 16 State Offices and

over 100 decentralized administrative offices.

Domestic sales: 71.248 million tones (1.66% growth)

No. of new ROs commissioned, excluding KSK outlets: 860

No. of outlets added: 1050 (24% of total retail network)

No. of LPG connection added: About 69 lakh

Indane distributiorships added under RGGLV scheme: 422

PIPELINES

Indian Oil Corporation Ltd. Operates a network of 11,214 km long crude oil, petroleum product

and gas pipelines with a capacity of 77.26 million metric tonnes per annum of oil and 10 million

metric standard cubic meter per day of gas. Cross-country pipelines are globally recognised as

the safest, cost-effective, energy-efficient and environment-friendly mode for transportation of

crude oil and petroleum products.

40

The operational throughput of pipelines was recorded at 75.49 million metric tonnes during

2009-10. The offshore terminals of Indian Oil at Vadinar, Mundra and Paradip have handled 218

tankers including 128 VLCCs during the year.

RESEARCH & DEVELOPMENT

The R&D Centre continues to provide significant support to the Indian Oil Group refineries in

product quality improvement, evaluation of catalysts and additives, health assessment of

catalysts, material failure analysis, troubleshooting and in improving overall efficiency of

operations. In-house developed FCC models are not only being used in Indian Oil refineries for

process optimisation but a similar model has also been sold to a multinational company. Indian

Oil has formed a joint venture company, Indo Cat Pvt. Ltd., with Intercat, USA, for

manufacturing 15,000 tonnes per annum of FCC (fluidised catalytic cracking) catalysts &

additives in India, for catering to rising global demand.

As a step towards ensuring energy security for the nation, Indian Oil has launched several

initiatives to exploit alternative sources of energy such as Hydrogen and Bio-fuels. Subsequent to

commissioning India’s first experimental H-CNG (Hydrogen-Compressed Natural Gas)

dispensing unit at the R&D Centre campus at Faridabad, demonstration projects are underway on

use of H-CNG blends in heavy and light vehicles.

Patents applied for: 52

No. of lubricant formulations developed: 120

Active patents: 254

Patents granted:

41

PRODUCTS

INDANE GAS

Indane is today one of the largest packed-LPG brands in the world and has been conferred the

coveted ‘Consumer Superbrand’ status by the Superbrands Council of India.

AUTO GAS

Auto Gas (LPG) is a clean, high octane, abundant and eco-friendly fuel. It is obtained from

natural gas through fractionation and from crude oil through refining. It is a mixture of petroleum

gases like propane and butane. The higher energy content in this fuel results in a 10% reduction

of CO2 emission as compared to MS.

NATURAL GAS

Drawing on its vast experience and carefully nurtured skill sets, Indian Oil has made successful

forays in diverse areas such as Natural Gas, Petrochemicals, Exploration & Production,

Renewable Energy, etc.

PETROL/GASOLINE

Automotive gasoline and gasoline-oxygenate blends are used in internal combustion spark-

ignition engines. These spark ignition engine fuels are primarily used for passenger cars. They

are also used in off-highway utility vans, farm machinery and in other spark ignition engines

employed in a variety of service applications.

CRUDE OIL

Crude oil – as petroleum directly out of the ground is called – is a remarkably varied substance,

both in its use and composition. Crude oil is formed from the preserved remains of prehistoric

zooplankton and algae, which have been settled to the sea (or lake) bottom in large quantities

under anoxic conditions.

42

KEROSENE

Kerosene is distillate fraction of crude oil in the boiling range of 150-250°C. They are treated

mainly for reducing aromatic content to increase their smoke point (height of a smokeless flame)

and hydrofining to reduce sulphur content and to improve odour, colour & burning qualities

(char value).

ATF JET FUEL

Aviation Turbine Fuel (ATF) is dispensed from specially designed refuellers, which are driven

up to parked airplanes and helicopters. Major airports have hydrant refuelling systems that pump

the fuel right up to the filling outlets on the tarmac through underground pipelines for faster

refuelling.

MARINE FUELS & LUBRICANTS

Indian Oil caters to all types of bunker fuels and lubricants required by various types of vessels

operating throughout the world in the shipping industry. Bunker supplies are made at all major

ports of India; Mumbai, Kandla, Vasco, Chennai, Tuticorin, Kakinada, Visakhapatnam, Kochi,

New Mangalore, Kolkata, Paradip, JNPT, Port Blair and Haldia.

BULK/INDUSTRIAL FUELS

Indian Oil’s provides complete Fuel Management Solutions to customers who require fuels in

bulk and have dedicated facilities for storage and handling.

43

COMPETITORS

Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and Hindustan

Petroleum. Both are state-controlled, like Indian Oil Corporation.

Hindustan Petroleum Corporation Limited

HPCL, a Government of India undertaking and a Fortune 500 company, is one of the major

integrated oil refining and marketing companies in India. It is a Mega Public Sector Undertaking

(PSU) with Navaratna status.

HPCL accounts for about 20% of the market share and about 10% of the nation's refining

capacity with two coastal refineries, one at Mumbai (West Coast) having a capacity of 6.5

Million Metric Tonnes Per Annum (MMTPA) and the other in Vishakapatnam (East Coast) with

a capacity of 8.3 MMTPA. HPCL also holds an equity stake of 16.95% in Mangalore Refinery &

Petrochemicals Limited (MRPL), a state-of-the-art refinery at Mangalore with a capacity of 9

MMTPA. In addition, HPCL, in collaboration with M/s Mittal Energy Investment

Pte.Ltd. has set up a 9 MMTPA refinery at Bathinda.

HPCL owns the country's largest Lube Refinery with a capacity of 335,000 Metric Tonnes which

amounts to 40% of the national capacity of Lube Oil production. HPCL has given India a firm

ground in this sector with its world class standard of Lube Base Oils. Presently HPCL produces

over 300+ grades of Lubes, Specialities and Greases.

HPCL has earned "Excellent" performance for fifteen Consecutive years upto 2005-06, since

signing of the first MOU with the Ministry of Petroleum & Natural Gas. HPCL won the

prestigious MOU Award for the year 2007-08 for Excellent Overall Performance, and for

being one of the Top Ten Public Sector Enterprises who fall under the 'Excellent' category.

HPCL's performance for the year 2010-11 also qualifies for "Excellent" rating.

44

http://www.india.gov.in/spotlight/spotlight_archive.php?id=78#mf4

Bharat Petroleum Corporation Limited

Bharat Petroleum Corporation Limited (BPCL) is an Indian state-controlled oil and gas

company headquartered in Mumbai, Maharashtra. BPCL has been ranked 225th in the Fortune

Global 500 rankings of the world's biggest corporations for the year 2012

Bharat Petroleum Corporation Ltd. was formed on 24th January, 1976 when the Government

of India took over the Burmah Shell Group of Companies. On 1st August, 1977 the company

was renamed as Bharat Petroleum Corporation Limited (BPCL). It was the first refinery to

process newly found indigenous Crude (Bombay High) in the country. The core business of

BPCL is Petroleum Refining. Bharat Petroleum produces a diverse range of products, from

petrochemicals and solvents to aircraft fuel and specialty lubricants and markets them through its

wide network of Petrol Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides

supplying fuel directly to hundreds of industries, and several international and domestic airlines.

The core strength of Bharat Petroleum Corporation Limited has always been the ardent pursuit of

qualitative excellence for maximization of customer satisfaction. Thus Bharat Petroleum, the

erstwhile Burmah Shell, has today become one of the most formidable names in the petroleum

industry. Opening up of the Indian economy in the nineties brought with it more competition and

Challenges, kindled by the phased dismantling of the Administered Pricing Mechanism (APM)

and emergence of additional capacities in the region in refining and marketing. In 1996, Bharat

Petroleum went through a process of visioning, involving people at all levels, which evolved a

shared vision and a set of shared values.

45

CORPORATE SOCIAL RESPONSIBILITY:

CSR: A Cornerstone of our Enduring Success.

At IndianOil, corporate social responsibility (CSR) has been the cornerstone of success right

from inception in the year 1964. The Corporation’s objectives in this key performance area are

enshrined in its Mission statement: "…to help enrich the quality of life of the community and

preserve ecological balance and heritage through a strong environment conscience." which

succinctly portrays the commitment of the Corporation to its Corporate Social Responsibility

(CSR). CSR and working with the communities has been the cornerstone of success for

IndianOil right from inception. The three thrust areas of the Corporation’s CSR initiatives are

‘Clean Drinking Water’, ‘Health & Medical Care’ and ‘Expansion of Education’. CSR projects

are mostly undertaken in the vicinity of IndianOil’s installations or establishments for improving

the quality of life of the community, which include marginalised groups viz., SCs, STs, OBCs,

etc.

IndianOil’s annual CSR budget has gradually increased from 0.5% of previous year’s net profit

in 1991 to 2% of previous year’s retained profit effective 2009.

We at IndianOil have defined a set of core values for ourselves – Care, Innovation, Passion and

Trust – to guide us in all we do. We take pride in being able to claim almost all our countrymen

as our customers.

That’s why, we coined the phrase, “IndianOil – India Inspired", in our corporate campaigns.

Public corporations like IndianOil are essentially organs of society deploying significant public

resources. We, therefore, are aware of the need to work beyond financial considerations and put

in that little extra to ensure that we are perceived not just as corporate behemoths that exist for

profits, but as wholesome entities created for the good of the society and for improving the

quality of life of the communities we serve.

As a constructive partner in the communities in which it operates, IndianOil has been taking

concrete action to realise its social responsibility objectives, thereby building value for its

shareholders and customers.

46

The Corporation respects human rights, values its employees, and invests in innovative

technologies and solutions for sustainable energy flow and economic growth. In the past five

decades, IndianOil has supported innumerable social and community initiatives in India.

Touching the lives of millions of people positively by supporting environmental and health-care

projects and social, cultural and educational programmes.

Besides focusing primarily on the welfare of economically and socially deprived sections of

society, IndianOil also aims at developing techno-economically viable and environment-friendly

products & services for the benefit of millions of its consumers, while at the same time ensuring

the highest standards of safety and environment.

PIPELINES DIVISION

47

INTRODUCTION

In India’s infrastructure, the petroleum pipelines form a crucial part enabling sustained

availability of petroleum products in all parts of the country for economic growth. The pipelines

transport petroleum products from refineries to demand areas and crude oil from import

terminals as well as domestic sources to the inland refineries. India being a vast country, a wide

network of pipelines becomes the paramount requirement of transporting petroleum products to

interiors from refineries and crude oil to the land locked refineries.

Indian Oil, the pioneer in cross-country petroleum product pipeline in the Indian sub-continent

constructed and commissioned its first petroleum product pipeline, Guwahati - Siliguri Pipeline

in the year 1964. Since then Indian Oil has mastered the art and technology of pipeline

engineering. Over the last four decades the pipeline network of Indian Oil has grown to 11,140

km.

Indian Oil’s sustained pursuit and implementation of proven safety and environmental

management systems have brought rich results.

All operating pipeline units have been accredited with ISO 9000 and ISO 14001 certificates.

Various initiatives in the field of project management, operations and maintenance including

training in countries like Oman, Ethiopia, Kuwait and Sudan have been undertaken.

Indian Oil is well placed to provide seamless services in the entire spectrum of petroleum

pipelines covering techno-economic feasibility studies, design and detailed engineering, project

execution, operations and maintenance, consultancy services in augmentation and modernization.

Supervisory Control and Data Acquisition (SCADA) and application software expertise are

available from project implementation to commissioning including field services, maintenance

and operational support. Tanker handling, petroleum product and crude oil accounting, quality

control, ocean loss control, pigging procedure development and analysis of pigging data,

selection, testing and evaluation of drag reducers, operations and maintenance of tank farm and

pump stations are other areas of expertise available with Indian Oil’s Pipelines Division.

48

PIPELINES DIVISION ASSETS

Pipeline network having total length of 11,140 km, comprising pipelines of sizes ranging

from 8” to 48” diameter and capacity of 75.26 MMTPA for Crude oil and Petroleum

products & 10 MMSCMD for Gas.

76 stations

14 Windmills (21 MW)

3 Single Point Mooring systems

Around 4 Million KL Crude Oil tankage

Dedicated Telecom (with over 6,500 km OFC), SCADA system

2,400 employees

INCOME AND EXPENSES OF IOCL- PIPELINE DIVISION

INCOME

Freight Recovery. This is a contra item in Divisional Accounts and is nullified at

corporate level. Since Pipeline freight includes an element of profit, the margin is

eliminated for closing stock valuation.

Consultancy Income/ Training & Development

Sale of Scrap/Wind Power

Recoveries from employees/contractors

Unspent/ Unclaimed Liabilities written back

Interest on Employee advances

EXPENSES

49

Establishment Cost

Power & Fuel

Repairs & Maintenance

Chemical Consumption

Depreciation

General Administration expense

IOCL’S EXISTING PIPELINE NETWORK

50

ORGANIZATION STRUCTURE

51

PIPELINE DIVISIONS

HRMBPL (9220)

PHBP

(9280)

BKPL (9230)

GSPL (9210)

ERPL

KAPL (9240)

SMPL (9270)

DPPL (9330)

MPPL (9250)

PLHO (9200)

PRPL (9250)

PBPL (9250)

CBPL (9291)

PIPELINE HOWRPL SRPLNRPL

CTMPL (9291)

Jaipur Constr-uction Office (9290)

PJPL (9250)

PRRPL (9320)

ER Admn. Office (9201)

OPERATIONAL INTERVENTION FOR IMPROVING PROFITABILITY

Increased Crude Handling at Paradip

13.296 MMT pumped in Paradip-Haldia section of Paradip-Haldia-Barauni

pipeline against design capacity of 11 MMTPA

Lighterage reduced from 2.97 MMT (2010-11) to 0.95 MMT (2011-12)

Substantial saving in Lighterage and allied services

Increase in Cairn Crude Blending Ratio

Blending ratio increased from 8 to 12% (2010-11) to 10 to 14% (2011-12)

Resulted in higher off-take of Cairn crude (958 TMT) through regular pigging

during winter to remove wax deposits

Reduction in Minimum Batch Length

Segregation of rich SKO-MS interface and blending with HSD resulted in

reduction (about 35%) of minimum batch length

Implemented in CBPL due to tankage constraints

Annual saving on account of rail linkage - Rs. 2.93 Crore

Evacuation of surplus SKO at Bijwasan

Surplus SKO received at Bijwasan - 66 TKL/annum requiring disposal through

road

Receipt facility at Panipat modified to receive SKO through Bijwasan-Panipat

pipeline

Saving Rs. 5.76 Crore /annum

SWOT ANALYSIS OF IOCL 52

53

STRENGTHSHuge Pipeline Network

High Crude Oil Handling CapacityHigh Capacity Utilisation

Safe & Environmental Friendly Distribution

Cost Effective InitiativesExpertised Personnel

WEAKNESS

Increasing Operating Cost of Projects

Absence of Adequate Infrastructure

Delay in Decision Making

OPPORTUNITIESIncreasing Preference for Pipelines

Widening HorizonEnergy Efficient Mode

Cost-Effective & Competitive ProjectsExpanding Gas Market

Overseas Expansion

THREAT

Diverse Culture

Difficult Terrain

Harsh Climate

DATA ANALYSIS &

INTERPRETATION

1) From how long you are a member of Indian Oil Corporation?

RESPONSE NO. OF SHARE (%)

54

RESPONDENTS

From 1 year 30 30%

From 2 years 20 20%

From 5 years 50 50%

Total 100 100%

30%

20%

50%

RESPONSE

FROM 1 YEARFROM 2 YEARSFROM 5 YEAR

INTERPRETATION:

The above table reveals that

30% of employees are member of Indian Oil Corporation from 1 year.

20% of employees are member of Indian Oil Corporation from 2 years.

50% of employees are member of Indian Oil Corporation from 5 years.

2) In which department do you work ?

55

RESPONSE NO. OF

RESPONDENTS

SHARE (%)

Human resourse 13 13%

Finance 22 22%

Marketing 65 65%

Total 100 100%

13%

22%

65%

RESPONSE

HRFINANCEMARKETING

INTERPRETATION:


13% of employees are in hr.

22% of employees are in finance.

65% of employees are in marketing.

3) Are you satisfied with your working environment ?

56

RESPONSE NO. OF

RESPONDENTS

SHARE (%)

Strongly satisfied 80 80%

Satisfied 15 15%

Dissatisfied 5 5%

Total 100 100%

80%

15%

5%

RESPONSE

STRONGLY SATISFIEDSATISFIEDDISSATISFIED

INTERPRETATION:


80% of employees are strongly satisfied.

15% of employees are satisfied.

5% of employees are dissatisfied.

4) Are you satisfied with the opportunities (promotion) given to you?

57

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 25 25%

Dissatisfied 20 20%

Total 100 100%

55%

25%

20%

RESPONSE


INTERPRETATION:





5) Are you satisfied with the payment of salary on time?

58

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 10 10%

Dissatisfied 8 8%

Total 100 100%

82%

10%

8%

RESPONSE


INTERPRETATION:





6) Are you satisfied with the infrastructure of the company?

59

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 25 25%

Dissatisfied 15 15%

Total 100 100%

60%25%

15%

RESPONSE


INTERPRETATION:





7) Are you satisfied with the canteen facility available to you ?

60

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 30 30%

Dissatisfied 20 20%

Total 100 100%

STRONGLY SATISFIED

SATISFIED

DISSATISFIED

0 5 10 15 20 25 30 35 40 45 50

RESPONSE

INTERPRETATION:





8) Are you satisfied with the rules and responsibilities given to you ?

61

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 40 40%

Dissatisfied 15 15%

Total 100 100%

STRONGLY SATISFIED SATISFIED DISSATISFIED05

101520253035404550

RESPONSE

INTERPRETATION:





9) Are you satisfied with the freedom given to you at work ?

62

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 15 15%

Dissatisfied 5 5%

Total 100 100%

STRONGLY SATISFIED SATISFIED DISSATISFIED0%

10%

20%

30%

40%

50%

60%

70%

80%

RESPONSE

INTERPRETATION:





10) Are you satisfied with the job security?

63

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 15 15%

Dissatisfied 5 5%

Total 100 100%

80%

15%

5%

RESPONSE


INTERPRETATION:





11) Are you satisfied with the working hours in which you are working?

64

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 25 25%

Dissatisfied 5 5%

Total 100 100%

70%

25%

5%

RESPONSE


INTERPRETATION:





12) Are you satisfied with the targets achievable?

65

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Satisfied 15 15%

Dissatisfied 50 50%

Total 100 100%

35%

15%

50%

RESPONSE


INTERPRETATION:





13) Are you satisfied with the training programme arranged by the company?

66

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Dissatisfied 15 15%

Satisfied 30 30%

Total 100 100%

55%30%

15%

RESPONSE


INTERPRETATION:





14) Are you satisfied with the performance appraisal system?

67

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Dissatisfied 15 15%

Satisfied 20 20%

Total 100 100%

RESPONSE


INTERPRETATION:





15) Are you satisfied with the forum for face to face communication?

68

RESPONSE NO. OF

RESPONDENTS

SHARE (%)


Dissatisfied 15 15%

Satisfied 15 15%

Total 100 100%

RESPONSE


INTERPRETATION:





16) Overall, are you satisfied with your job?

RESPONSE NO. OF SHARE (%)

69

RESPONDENTS


Satisfied 10 10%

Dissatisfied 05 05%

Total 100 100%

85%

10%

5%

RESPONSE


INTERPRETATION:




5% of employees are dissatisfied

70

FINDINGS AND

RECOMMENDATIONS

FINDINGS

71

Most of the employees work in the marketing and finance and the percentage is 65 & 22

respectively and rest are in hr department.

80% of employees are strongly satisfied with the working environment and 15 % are

satisfied and rest are dissatisfied.

60% of employees are strongly satisfied with the infrastructure of the company and 25 %

are satisfied and are dissatisfied.

Half of the employees are strongly satisfied(50%) with the canteen facility and 30% are

satisfied and 20% are dissatisfied.

Most of the employees are strongly satisfied with the rules & responsibilities given to

them and rest are dissatisfied.

80% of the employees are feel freedom while working in the organization and 15 % are

satisfied and rest 5% are not satisfied.

The job security given to the employees in which 80% are strongly satisfied and rest of

the employees are dissatisfied.

70% of the employees are strongly satisfied with the working hours and 25 % are

satisfied and rest 5% are dissatisfied.

35% of the employees are strongly satisfied with the targets achievable and 15% are

satisfied and 50% are dissatisfied.

72

55% of the employees thinks that the opportunities given to them are strongly satisfied

and 25 % thinks satisfied and rest are not satisfied with these promotion opportunities.

82% of employees are strongly satisfied with the payment of the salary is on time and 10

% are satisfied and rest of the employees are dissatisfied.

55% of the employees are strongly satisfied with the training programs done in the

organization and 30% are satisfied and rests 15% are dissatisfied.

Overall, 85% of the employees are strongly satisfied with their job and rest are

dissatisfied.

73

CONCLUSION

CONCLUSION

From the study, the researcher has come to know that most of the respondents have job satisfaction; the

management has taken the best efforts to maintain cordial relationship with the employees. Due to the

working conditions prevailing in this company, job satisfaction of each respondent seems to be the

maximum.

From the study, the researcher has come to know that most of the employees were satisfied with the

welfare measures provided by company. The employees of genesis colors pvt. Ltd. get more benefits

compare to other companies. The main problem of shortage of man power is less in the genesis colors

74

pvt. Ltd. compare to other companies. To employees of the company are totally agree that they have the

capability to achieve the targets on time and do not feel over burden on the job.

Most of the employees also have the salary satisfaction and also satisfied with the promotional

opportunities. The employees have taken the best efforts to maintain the good relationship with their co-

workers.

This is also concluded that the employees think that nature of their job is satisfied and also as per their

convenience.

Moreover, most of employees are satisfied with the canteen facility given to the employees by the

company. As I have also seen when I have visited there for my project work. Employees like the canteens

because of the space and the food they provide in a very low and reasonable prices and the quality and

quantity is also really very good.

And most of the employees are strongly satisfied with the working environment because the company

provides a very family kind of environment to their employees and the space they provide is really very

good. The job satisfaction is important for every company.

Half of the employees are satisfied with the training programme which the company is providing to the

employees and they provide a good trainer to their employees.

IOC provides a job security to the employees and in short most of the employees are strongly satisfied

with the job security.Most of the employees are satisfied with the forum for face to face communication

and rest are dissatisfied.

LIMITATIONS OF THE RESEARCH

The research is confined to a certain parts of Delhi and does not necessarily shows a

pattern applicable to all of Country.

Some respondents were reluctant to divulge personal information which can affect the

validity of all responses.

75

In a rapidly changing industry, analysis on one day or in one segment can change very

quickly. The environmental changes are vital to be considered in order to assimilate the

finding.

76

BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS:

PRASAD L.M HUMAN RESOURCE MANAGEMENT.

CHOPRA R.K, ORGANISATIONAL BEHAVIOUR.

CHHABRA T.N, BUSSINESS ORGANIZATION MANAGEMENT.

77

MAGAZINES:

India Today

Business World

Business Economics

NEWSPAPER:

The Economics times

The Hindustan times

Times of India

Business line

REFERENCES:

http://www.shrm.org/hrdisciplines/employeerelations/Pages/jobsat.aspx

http://www.surveymonkey.com/mp/job-satisfaction-survey/

http://www.iocl.com

78

http://www.iocl.com/

http://www.surveymonkey.com/mp/job-satisfaction-survey/

http://www.shrm.org/hrdisciplines/employeerelations/Pages/jobsat.aspx

ANNEXURE

ANNEXURE

PERSONAL BACKGROUND

Name of the employee:_____________________

79

Age :___________________

Gender : Male ______ Female _______

Educational Qualification : _________________

Martialstatus : Married _____ Single ________

Family size : ____________________

Nature of job : ___________________

1)From how long you are a member of IOCL ?

From 1 years

From 2 years

From 5 years

2)In which department do you work ?

Human resourse

Finance

Marketing

80

3)Are you satisfied with your working environment ?

Strongly satisfied

Satisfied

Dissatisfied

4)Are you satisfied with the infrastructure of the company?

Strongly satisfied

Satisfied

Dissatisfied

5)Are you satisfied with the canteen facility available to you ?

Strongly satisfied

Satisfied

Dissatisfied

6)Are you satisfied with the rules and responsibilities given to you ?

Strongly satisfied

Satisfied

Dissatisfied

7)Are you satisfied with the freedom given to you at work ?

Strongly satisfied

Satisfied

Dissatisfied

8)Are you satisfied with the job security?

81

Strongly satisfied

Satisfied

Dissatisfied

9)Are you satisfied with the working hours in which you are working?

Strongly satisfied

Satisfied

Dissatisfied

10)Are you satisfied with the targets achievable?

Strongly satisfied

Satisfied

Dissatisfied

11)Are you satisfied with the opportunities (promotion) given to you?

Strongly satisfied

Satisfied

Dissatisfied

12)Are you satisfied with the payment of salary on time?

Strongly satisfied

82

Satisfied

Dissatisfied

13)Are you satisfied with the training programme arranged by the company?

Strongly satisfied

Satisfied

Dissatisfied

14) Are you satisfied with the performance appraisal system?

Strongly satisfied

Satisfied

Dissatisfied

15) Are you satisfied with the forum for face to face communication?

Strongly satisfied

Satisfied

Dissatisfied

16) Overall, are you satisfied with your job?

Strongly satisfied

Satisfied

Dissatisfied

83

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Documents

Final Project on iocl