Monu Project

8/8/2019 Monu Project

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A

SYNOPSIS

ON

QUALITY OF WORK LIFE INDIAN PUBLIC

SECTOR OIL COMPANIES

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION (MBA)

(Session 2006-08)

Supervision of: Submitted By:Mr. Amit Sharma Ms. Preeti

Manager Enroll No.: 06061146035

BPCL MBA (HRM)

Submitted To:DIRECTORATE OF DISTANCE EDUCATION

GURU JAMBESHWAR UNIVERSITY OF SCIENCE

AND TECHNOLOGY, HISAR 125001

(HARYANA)


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A

PROJECT REPORT

ON

QUALITY OF WORK LIFE INDIAN PUBLIC

SECTOR OIL COMPANIES

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION (MBA)

(Session 2006-08)

Supervision of: Submitted By:Mr. Amit Sharma Ms. Preeti

Manager Enroll No.: 06061146035

BPCL MBA (HRD)

Submitted To:DIRECTORATE OF DISTANCE EDUCATION

GURU JAMBESHWAR UNIVERSITY OF SCIENCE

AND TECHNOLOGY, HISAR 125001


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(HARYANA)

Acknowledgement

It gives me immense pleasure to take this opportunity to acknowledge all those whodirectly or indirectly are part of this project and made this project successful. First Iwould like to thank my industry mentor Mr.Amit Sharma who not only guided methroughout the project but also took great effort in making this project a success. Withouthis keen interest, moral support, suggestion and valuable guidance the completion of thisproject would not have been possible.

I take this opportunity to sincerely thank my internal guide and director of my collegeMr.Gulshan(Director) for his guidance and moral support throughout my training.

I am also grateful to My Project internal Guide Mr.RAJAN Khurana placement

coordinator, who has given me significant directions and guidelines to complete myproject.

THANKS !

(Preeti)

Enrollment no.06061146035

MBA (HR D)


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CERTIFICATE

This is to certify that Ms. Preeti, Enrollment No. 06061146035 has proceeded

under my supervision his/ her Research Project Report on QUALITY OF

WORK LIFE INDIAN PUBLIC SECTOR OIL COMPANIES in the

specialization area HRM.The work embodied in this report is original and is of the

standard expected of an MBA student and has not been submitted in part of full to

this or any other university for the award of any degree or diploma. He has

completed all requirements of guidelines for Research Project Report and the work

is fit for evaluation.

Signature of Supervisor/ Guide (With Seal)

Name :Rajan Khurana

Designation :Faculty

Organization :BIMT

Forwarded by Head/ Director of Study Centre(with Signature, Name & Seal)


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DECLARATION

I, Preeti, Roll No 06061146035, MBA (HRM) of GURU

JAMBESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, do

hereby; declare that the Research entitled QUALITY OF

WORK LIFE INDIAN PUBLIC SECTOR OIL COMPANIES is an

original work and the same has not been submitted to any

other Institute for the award of any other degree. The

suggestions as approved by the faculty were duly

incorporated.

Presentation In-charge

Signature of the candidate

Signature:________________

Name of the Faculty: Mr. Rajan Khurana


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ContentsSerial No.

1. Certificate

2. Acknowledgement

3. Executive summary

4. Contents

5. Introduction

Profile of the study

Significance of the study

6. Objective of the study

7. Literature Review

8. Research Methodology

Sampling & Sample Design

Analytical Tools

Data Collection

Hypothesis Testing

Limitations of the study

9. Result & Discussions/Findings

10. Recommendation

11. Bibliography

12. Annexure


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EXECUTIVE SUMMARY

In todays world, Oil is considered as the backbone of the communication and Industry.Oil industry has travelled a long way since the discovery of oil when oil wells weredigged by hands. Today, diverse ranges of products are available from petrochemicalsand solvents to aircraft fuel and specialty lubricants, LPG etc.

In India, Indian oil Corporation Limited, Bharat Petroleum Corporation Limited,Hindustan Petroleum, IBP Co. Ltd. is the major oil companies providing oil and LPGservices.Major Players:

ONGC: Virtual monopoly in upstream crude oil and gas productionGAIL:Monopoly in marketing and distribution of gasIOCL:Market leader in Refining capacity and products marketedFollowed by BPCL and HPCL

The consumption of petroleum products has grown 30 times in the last50 years from 3 million tonnes during 1948-49 to about 91 milliontonnes in 1998-99. A vast network of over 29,000 dealerships anddistributorships has been developed backed by over 400 storagepoints over the years to serve the people even in the remote and once-inaccessible areas.

Petroleum Industry in India is one of the harbingers of huge economicgrowth. The arena for business has now gone global since tradeboundaries are fast dissolving. These developments present India withtremendous opportunities in the future to be one of the major playersin the export of petrochemical intermediaries.

"Quality of work life" has appeared in Research Journals and press in USA only in 1970s.

There is no generally acceptable definition about this term. However, some attempts

were made to describe the term quality of work life (QWL). It refers to the

favourableness or unfavourableness of a job environment for people. QWL means

different things to different people. J. Richard and J. Loy define QWL as "the degree

to which members of a work organization are able to satisfy important personnel needs

through their experience in the organization.


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Quality of work life is a process of work organizations, which enables its members at alllevels to actively participate in shaping the organization, environment, methods andoutcomes. This value-based process is aimed towards meeting the twin goals of enhancedeffectiveness of organization and improved quality of life at work for employees.

Quality of work life as internationally designed efforts to bring about increased labourmanagement cooperation to jointly solve the problem of improving organizationalperformance and employee satisfaction.

Quality of work life is the degree to which members of a work organization are able tosatisfy important personal needs through their experiences in the organization.

The success of any organization is highly dependant on how it attracts, recruits,motivates, and retains its workforce. Todays organizations need to be more flexible sothat they are equipped to develop their workforce and enjoy their commitment.

Therefore, organizations are required to adopt a strategy to improve the employeesquality of work life (QWL) to satisfy both the organizational objectives and employee

needs.

INTRODUCTION TO PETROLEUM INDUSTRY


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The petroleum industry in India stands out as an example of the stridesmade by the country in its march towards economic self-reliance. Atthe time of Independence in 1947, the industry was controlled byinternational companies. Indigenous expertise was scarce, if not non-existent. Today, a little over 50 years later, the industry is largely inthe public domain with skills and technical know-how comparable tothe highest international standards. The testimony of its vigour andsuccess during the past five decades is the significant increase incrude oil production from 0.25 to 33 million tonnes per annum andrefining capacity from 0.3 to 103 million metric tonnes per annum(MMTpa). The consumption of petroleum products has grown 30 timesin the last 50 years from 3 million tonnes during 1948-49 to about 91million tonnes in 1998-99. A vast network of over 29,000 dealershipsand distributorships has been developed backed by over 400 storagepoints over the years to serve the people even in the remote and once-inaccessible areas.

A major boost to the oil industry came in pursuance of the IndustrialPolicy Resolution, 1956 that intended to promote growth of the vitalsectors such as petroleum under the state control. ONGC, which wasformed as a Directorate in 1955, became a Commission in 1956. IndianRefineries Ltd., a Government company, was set up in 1958. In 1959,the Indian Oil Company (IOC), again a wholly-owned Governmentcompany, was formed for marketing of petroleum products. IndianRefineries Ltd. was merged with Indian Oil Company Ltd. to form IndianOil Corporation Ltd. in September, 1964.

During the period 1977-87, exploratory efforts by ONGC and OIL India

yielded discoveries of oil and gas in a number of structures in Bassein,Tapti, Krishna-Godavari-Cauvery basins, Cachar (Assam), Nagaland,and Tripura. The indigenous production reached 30 million tonnes by1984-85, a self-sufficiency level of 70% of the country's requirements.

Natural Gas

The Government set up the Gas Authority of India Ltd. (GAIL) inAugust, 1984 to deal in transportation, processing and marketing ofnatural gas and natural gas liquids. One of the major achievements ofGAIL has been the laying of a 1700 km-long gas pipeline (HBJ pipeline)

from Hazira in Gujarat to Jagdishpur in Uttar Pradesh, passing throughRajasthan and Madhya Pradesh.

To minimise the gap between demand and availibility, in general, andto encourage domestic production, in particular, the Government hastaken several measures. It has signed contracts for 23 blocks for


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exploration, awarded 30 small or medium-sized discovered fields toprivate companies for development and increased recovery factor toobtain more oil from the existing oil fields. It has also permitteddownstream oil companies to invest in exploration and production inIndia and abroad, announced details of the New Exploration LicensingPolicy (NELP) and offered for the first time some blocks in deep-waterareas.

Growth

In the 50 years since Independence India has witnessed a significantgrowth in the refining facilities and increase in the number of refineriesfrom one to seventeen now . There has been an increase in the refiningcapacity from 0.25 tonnes MMTpa to about 103 MMTpa.

The first decade of Independence (1947-57) saw the establishment ofthree coastal refineries by multinational oil companies operating in

India at that time, viz. Burmah Shell, Esso Stanvac and Caltex; the firsttwo at Mumbai and the third at Visakhapatnam.

The second decade (1957-67) witnessed the setting up of IndianRefineries Ltd. in 1958, a wholly-owned public sector Governmentcompany. Under its banner three refineries were set up at Guwahati(Assam), Barauni (Bihar) and Koyali (Gujarat) essentially to process theindigenous crude discovered in Assam and Gujarat. In addition, onejoint sector refinery was set up with the participation of an Americancompany at Cochin, based on imported crude.

The next ten year period (1967-77) witnessed the establishment of tworefineries, one with equity participation from American and Iraniancompanies at Chennai and another in the public sector at Haldia byIndian Oil.

The period 1977-87 saw the commissioning of two more refineries inthe public sector.

The Government has also announced that investments in the refiningsector will be encouraged by providing reasonable tariff protection andmaking marketing rights for transportation fuels viz. MS, HSD & ATF

conditional on owning and operating refineries with an investment of atleast Rs.2,000 crore or oil exploration and production companiesproducing at least 3 million tonnes of crude oil annually. As per thecurrent outlook, India's refining capacity is estimated to reach a levelof 129 MMT pa by the end of the IX Plan (2001-02).


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Future of Indian Petroleum Industry

The future ofIndian petroleum industry depends on:

Demand for petroleum is growing in leaps and bounds Shifting focus to more production of olefin - ethylene, propylene, butadiene,

Price and availability of crude oil and gas as feedstock would still be criticalfactors

The demand of the end products would affect the demand of the intermediary products

The future of Indian petroleum industry has good potential but it needs developmentalactivities in this sector to strengthen itself.

The world at present is experiencing a lot of changes of mammoth proportions. ThePetroleum Industry in India is one of the harbingers of huge economic growth. The arenafor business has now gone global since trade boundaries are fast dissolving. These

developments present India with tremendous opportunities in the future to be one of themajor players in the export of petrochemical intermediaries.

Today, India imports more than 70% of its oil requirements. The search for more oil ledIndia to sift through the international markets comprising of the emerging energy-tradingcountries - China, Russia, and Iran. India has made new partnerships with Venezuela,Burma, Middle East nations, and Pakistan.

The long-term energy strategies of India have to emphasize on the methods of usingenergy effectively and efficiently, and to enhance energy self-sufficiency. To lift theIndian economy to enhanced economic standards innovation, diplomacy, creativity, andvision are the need of the hour.

India has to compete for conventional energy sources and for that there must bedevelopmental activities for energy efficient buildings and vehicles. The main problemswith the Petroleum Industry in India are related to infrastructure developments. The lackof proper storage facilities, enhancements in refining capacities, and fluctuating importprices plays important role in the development of the sector. The target of improvementfor the growth of the economy for India should be in the area of the petrochemical sector.The need for intermediary products for the manufacturing of the end use products is animportant sector to tap in. With the per capita consumption for the petrochemicalproducts in India being low and the production of these products being high, India maybecome one of the leading exporters of such intermediary products.


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INDIAN OIL CORPORATION LIMITED

Vision

A major diversified, transnational, integrated energy company, with national leadership

and a strong environment conscience, playing a national role in oil security& publicdistribution.

Indian Oil Corporation Ltd. (Indian Oil) is India's largest commercial enterprise, with asales turnover of Rs. 2,20,779 crore (US $51 billion) and profits of Rs. 7,499 crore (US$1.73 billion) for fiscal 2006. Indian Oil is also the highest ranked Indian company in theprestigious Fortune 'Global 500' listing, having moved up 18 places to the 135th positionthis year based on fiscal 2006 performance. It is also the 20th largest petroleum companyin the world.

Indias Downstream Major

Beginning in 1959 as Indian Oil Company Ltd., IndianOil Corporation Ltd. was formed in 1964 with the mergerof Indian Refineries Ltd. (Estd. 1958). Indian Oil and itssubsidiaries account for 47% petroleum products marketshare, 40.4% refining capacity and 67% downstreamsector pipelines capacity in India.

For the year 2006-07, the Indian Oil group sold 57.97 million tonnes of petroleumproducts, including 1.63 million tonnes of natural gas and exports of 3.13 million tonnes.

The Indian Oil Group of companies owns and operates 10 of India's 19 refineries with acombined refining capacity of 60.2 million metric tonnes per annum (MMTPA, i.e., 1.2million barrels per day). These include two refineries of subsidiary Chennai PetroleumCorporation Ltd. (CPCL) and one of Bongaigaon Refinery and Petrochemicals Limited(BRPL).


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The Corporation's cross-country crude oil and product pipeline network spanning about9,300 km, the largest in the country, meets the vital energy needs of the consumers in anefficient, economical and environment-friendly manner.

Having commissioned projects valued at over Rs. 10,000 crore (US $ 2.3 billion) in2006-07, Indian Oil is investing Rs. 43,250 crore (US $10.65 billion) more during the XIPlan period (2007-12) in augmentation of refining and pipeline capacities, expansion ofmarketing infrastructure and product quality up gradation as well as in integration anddiversification projects.

Network Beyond Compare

As the flagship National oil company in the downstreamsector, Indian Oil reaches precious petroleum products to

millions of people everyday through a countrywidenetwork of about 32,500 sales points. They are backed forsupplies by 170 bulk storage terminals and depots, 101aviation fuel stations and 89 Indane LPG bottling plants.

Indian Oil operates the largest and the widest network of petrol & diesel stations in the country, numbering about 16,600. It reaches Indanecooking gas to the doorsteps of over 47.5 million households in 2,671 markets through anetwork of 4,990 Indane distributors.

Indian Oil's ISO-9002 certified Aviation Service commands a 63% market share in

aviation fuel business, meeting the fuel needs of domestic and international flag carriers,private airlines and the Indian Defence Services. IndianOil also enjoys a dominant shareof the bulk consumer business, including that of railways, state transport undertakings,and industrial, agricultural and marine sectors.

Indian Oil's world class R&D Centre is perhaps Asia's finest. Besides its pioneering workin lubricants formulation, refinery processes, pipeline transportation and alternative fuelssuch as bio-diesel, the Centre is also the nodal agency of the Indian hydrocarbon sectorfor ushering in Hydrogen fuel economy in the country. Indian Oil joined the league ofglobal technology providers in 2006-07 with the selection of its in-house developedINDMAX technology for the 4 MMTPA Fluidised Catalytic Cracking (FCC) unit at the

Corporation's upcoming 15 MMTPA refinery-cum-petrochemicals complex at Paradip inOrissa, as well as for the FCC unit coming up at BRPL.

Customer First


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At Indian Oil, customers always get the first priority. New initiatives are launched round-the-year for the convenience of the various customer segments.

Exclusive XTRACARE petrol& diesel stations unveiled in select urban and semi-urbanmarkets offer a range of value-added services to enhance customer delight and loyalty.Similarly, large format Swagat brand outlets cater to highway motorists, with multiplefacilities such as food courts, first aid, rest rooms and dormitories, spare parts shops, etc.Specially formatted Kisan Seva Kendra outlets meet the diverse needs of the ruralpopulace, offering a variety of products and services such as seeds, fertilisers, pesticides,farm equipment, medicines, spare parts for trucks and tractors, tractor engine oils andpump set oils, besides auto fuels and kerosene.

SERVOX press has been launched recently as a one-stop shop for auto care services. Tosafeguard the interest of the valuable customers, interventions like retail automation,vehicle tracking and marker systems have been introduced to ensure quality and quantityof petroleum products.

Synergy through Subsidiaries

A wholly-owned subsidiary, Indian Oil Technologies Ltd., is engaged in commercializingthe innovations and technologies developed by Indian Oil's R&D Centre, across theglobe. The merger of IBP Co. Ltd., the marketing subsidiary, with the parent company iscomplete. Merger of Bongaigaon Refinery & Petrochemicals Ltd. with the parentcompany is in process.

Widening Horizons

Indian Oil has a well laid-out road map for realizing itsvision of becoming 'a diversified, transnational, integrated

energy company' through vertical integration - forwardinto petrochemicals and backwards into exploration &production of oil - and diversification into natural gasmarketing, besides globalization of its downstreamoperations.

In petrochemicals, Indian Oil is currently implementing amaster plan envisaging Rs. 30,000 crore (US$ 6.8 billion) investment by the year 2011-12. Through the world-scale Linear Alkyl Benzene (LAB) plant set up at its GujaratRefinery, the Corporation has already captured a significant market share in India besidesexporting the product to Indonesia, Turkey, Thailand, Vietnam, Norway and Oman. An

integrated Paraxylene/Purified Terephthalic Acid plant for polyester intermediates isalready in operation at Panipat, while a Naphtha Cracker with downstream polymer unitsis also coming up at Panipat. Indian Oil's refinery-cum-petrochemicals complex atParadip is proposed to be completed by 2011-12 and is expected to strengthen itspresence in the sector.


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HUMAN RESOURCE- A BOND FOREVER

Employee Profile

The Corporation's employee strength as on 31st December, 2007 is 31,796.

Indian Oil's unique work culture is based on trust, openness and a commitment tocreativity and consultation. The organisation identifies each and everyone of itsemployees as an achiever who will make a difference. The experience and the knowledgegained by its people in building this mammoth organisation is now sought after by otherdeveloping countries.

Entrepreneurial culture

Indian Oil encourages employee participation in management and suitably rewardsinnovative suggestions. Participative forums in the form of joint management councils,quality circles, suggestions scheme, etc. enrich its work culture. IndianOil today has oneof the best records in the industry for accident-free man-hours.

Career growth opportunities

Indian Oil inducts officers at the junior-most level of the management hierarchy. First

division professional degree holders and post-graduates from relevant disciplines arerecruited as management / engineer trainees, accounts officers, medical officers, labofficers, systems officers, communications officers, scientists, etc.

Job rotation and inter-location transfers throughout the country facilitate planned


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development of careers and broaden outlook. Career growth opportunities are based onthe individual's performance and contribution to the common goal of sustained growth.Indian Oil's top executives have grown from within -- a testimony to the unlimitedopportunities for growth available to the meritorious.

Welfare of employees

Apart from attractive scales and perks, Indian Oil provides its employees many facilitiesand welfare measures which are continuously upgraded. The medical facilities extendedto the employees are rated amongst the best in the country. Apart from fully equippedhospitals at refinery townships, the Corporation also has nominated hospitals at variouslocations to meet employee needs. Holiday homes at select locations throughout thecountry help employees and their families unwind.

Training and development

Indian Oil has an apex-learning institute Indian Oil Institute of Petroleum Management(IiPM) at Gurgaon - which conducts Management Development Programmes round theyear on organisational goals and strategies, diversification and globalisation plans.

The Indian Oil Institute of Petroleum Management has been established with theobjective of imparting management education. In a dynamic business environment,managers need to constantly upgrade competencies and strengthen individual capacitiesfor organisational effectiveness. The Institute offers unique learning opportunities aroundcontemporary management practices and applications through a wide range of learningstrategies, including management development programmes in all major areas.

The pedagogies and programmes are primarily focused on petroleum and energymanagement. The repertoire of learning services is on offer on select basis to managersfrom industry on national and international basis.


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HINDUSTAN PETROLEUM CORPORATION LIMITED

OUR MISSION

"HPCL, along with its joint ventures, will be a fully integrated company in thehydrocarbons sector of exploration and production, refining and marketing; focusing onenhancement of productivity, quality and profitability; caring for customers andemployees; caring for environment protection and cultural heritage. It will also attainscale dimensions by diversifying into other energy related fields and by taking uptransnational operations."

OUR VISION

To be a World Class Energy Company known for caring and delighting the customerswith high quality products and innovative services across domestic and internationalmarkets with aggressive growth and delivering superior financial performance. The

Company will be a model of excellence in meeting social commitment, environment,health and safety norms and in employee welfare and relations.

HPCL is a Fortune 500 company, with an annual turnover of over Rs 91,448 crores

($20892 Million) (FY 2006-07), 16% Refining & Marketing share in India and a strong marketinfrastructure.

The Corporation operates 2 major refineries producing a wide variety of petroleum fuels &

specialties, one in Mumbai (West Coast) of 5.5 MMTPA capacity and the other in

Vishakapatnam, (East Coast) with a capacity of7.5 MMTPA. HPCL holds an equity stake of16.95% in Mangalore Refinery & Petrochemicals Limited, a state-of-the-art refinery at Mangalorewith a capacity of 9 MMTPA. In addition, HPCL is progressing towards setting up of a refinery in the

state of Punjab in the joint sector.

HPCL also owns and operates the largest Lube Refinery in the country producing Lube Base Oils

of international standards. With a capacity of 335 TMT. This Lube Refinery accounts for over

40% of the India's total Lube Base Oil production.


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The vast marketing network of the Corporation consists of Zonal offices in the 4 metro cities andover 85 Regional offices facilitated by a Supply & Distribution infrastructure comprising Terminals,Aviation Service Stations, LPG Bottling Plants, and Inland Relay Depots & Retail Outlets. TheCorporation over the years has moved from strength to strength on all fronts. Our refining capacitysteadily increased from 5.5 million tonnes in 1984/85 to 13.70 million metric tonnes (MMT)presently. On the financial front, the turnover grew from Rs. 2687 crores in 1984-85 to animpressive Rs 91,448 crores in 2006-07.

HPCL, a Fortune 500 company, is one of the major integrated refining and marketing oilcompany in India. It is a mega Public Sector Undertaking (PSU) with Navratna status.

HPCL accounts for about 16% of the market share and 10.3% of the nations refiningcapacity with two coastal refineries, one at Mumbai (West Coast) having a capacity of5.5 MMTPA and the other in Vishakapatnam (East Coast) with a capacity of 7.5MMTPA. 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 capacityof 9 MMTPA. HPCL is well on its way towards setting up another grassroot refinery inthe state of Punjab, called Guru Gobind Singh Refineries Limited.

HPCL also owns and operates the countrys largest Lube Refinery, producing Lube BaseOils of international standards. With a capacity of 335,000 Metric Tonnes. This refineryaccounts for over 40% of the countrys total Lube Base Oil production.

HPCL has returned Excellent performance for fifteen Consecutive years upto 2005-06,since signing of the first MOU with the Ministry of Petroleum & Natural Gas. HPCL wonthe prestigious MOU Award for the year 2005-06 for Excellent Overall Performance andfor being one of the Top Ten Public Sector Enterprises who fall under the Excellentcategory. HPCL performance for the year 2006-07 also qualifies for Excellent rating.

The Corporation over the years has moved from strength to strength on all fronts. Ourrefining thruput has increased three fold between 1984/85 to 2006/07, rising from 4.47million tonnes in 1984/85 to 13.70 million tonnes currently.

Consistent excellent performance has been made possible by highly motivated workforceof more than 10,891 employees working all over India at its various refining andmarketing locations.

To succeed in the competitive environment, the Corporation had taken up initiatives suchas Business Process Reengineering exercise, creation of Strategic Business Units, ERPimplementation, HR initiatives such as Organizational transformation, Balanced ScoreCard, Competency Mapping, bench marking of refineries and terminals for productspecifications / safety, ISO certification of Refineries / marketing / pipeline operations,branding of fuels, Supply Chain Management for improving logistics, customer orientedapproach, up-gradation and modernization of facilities.

Information technology is being harnessed by the Company to improve productivity


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across the functions. The Enterprise Resource Planning (ERP) system is now operationalon Oracle Software across the Company.

COMPANY EVOLUTION

1952: The Company was incorporated in the name of Standard Vacuum RefiningCompany of India Limited on July 5, 1952.

1962:On 31st March,1962 the name was changed to ESSO Standard RefiningCompany of India Limited.

1974: Hindustan Petroleum Corporation Limited comes into being after thetakeover and merger of erstwhile Esso and Lube India Undertaking.

1976:Caltex Oil Refining Ltd. is taken over by the Government of India andsubsequently merged with HPCL in 1978.

1979: Kosan Gas Company, the concessionaries of HPCL in the domestic LPGmarket, are taken over and merged with HPCL.

HPCL thus comes into being after merging four different organizations atdifferent points of time.

o HPCL accounts for about 16% of the market share and 10.3% of the

nations refining capacity with two coastal refineries, one at Mumbai(West Coast) having a capacity of 5.5 MMTPA and the other in

Vishakapatnam (East Coast) with a capacity of 7.5 MMTPA. HPCL alsoholds an equity stake of 16.95% in Mangalore Refinery & PetrochemicalsLimited (MRPL), a state-of-the-art refinery at Mangalore with a capacityof 9 MMTPA. HPCL is well on its way towards setting up anothergrassroot refinery in the state of Punjab, called Guru Gobind SinghRefineries Limited.

o The Greentech Awards instituted by Greentech Foundation are given for

outstanding performance and achievements in the field of environmentalmanagement and industrial fire safety & security


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BHARAT PETROLEUM CORPORATION LIMITED

CORPORATE VISION

The corporate vision of Bharat Petroleum Corporation limited or BPCL which focuses onthe complete satisfaction for its customers. It believes that best can be achieved withproviding The Best.

The following caption of the company speaks it all

Bharat Petroleum, is one of Indias largest petroleum refining corporations and is owned by the Government of India. Bharat Petroleum, now is Indias second largest oilcompany in terms of market share, and has a turnover exceeding Rs. 330 billion.

Today the company produces a diverse range of products, from petrochemicals andsolvents to aircraft fuel and specialty lubricants and market them through 4510 petrolstations, 967 Kerosene dealers and 1389 LPG distributorships, besides fuel directly to

hundreds of industries and several international and domestic airlines.

Company profile Bharat Petroleum Corporation Limited

Ticker BPCL


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Type Public ( NSE, BSE)

Founded 1976

Exchanges BOM

Location Mumbai

Key people Ashok Sinha

Industry Petroleum

Products Oil, Lubricants, Gas & Related Services

Revenue $ 12.47 billion

Operating income $ 470 million

Employees 13968

2007 Sales 984,190,000,000

Website www.bharatpetroleum.com

The core strength ofBharat Petroleum Corporation limitedhas always been the ardentpursuit ofqualitative excellence for maximization of customer satisfaction. Thus BharatPetroleum, the erstwhile Burmah Shell, has today become one of the most formidablenames in the Petroleum Industry.

Bharat Petroleum produces diverse range of products, from Petrochemicals and solventsto aircrafts fuel and specialty lubricants and market them through its wide network of petrol stations, Kerosene Dealers, LPG distributorships, Lube Shoppes, besidessupplying fuel directly to hundreds of industries, and several international and domesticairlines.

Bharat Petroleum realizes that, in the long run, success can only come with the TotalReorientation and change in approach with the customer as the focal point. Today,Bharat Petroleum is restructured into a corporate centre, strategic business unit (SBUs)and share services and entities. The organizational design comprising of five customersfacing SBUs, viz. Aviation, Industrial and Commercial, LPG, Lubricants and Retail

and one asset based SBU, viz. Refinery is based on the philosophy of Greater Customer

focus.


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collective aspirations is set free, and where people are continually learning to learntogether.

ERP IN HUMAN RESOURCE

BPCL has become the first ever organization to implement

ERP i.e. Enterprise Resource Planning in its human resource

department.

Off-cycle payroll: We began the fiscal year with the introduction of off-cycle payroll inHR. The vouchers which were hitherto getting printed for major heads of expenses weredone away with resulting in simpler process and direct credit to individual staff bankaccounts.

IPF scheme: EPF authorities granted exemption to our staff force under the scheme andall employees under the EPF scheme were migrated to the company trust IPF scheme inJune 2006.

Master Governance: Extensions to material master & credit master maintenance havebeen introduced through web based system in INTRALINK, besides incorporating thegovernance mechanism.


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OIL AND NATURAL GAS CORPORATION LIMITED

Type PSU

Founded 1956

Headquarters Dehradun,India

Key people R S Sharma, Chairmanand MD

Industry Petroleum andGas

Revenue US$16.6 billion (2006)

Net income US$3.48 billion (2006)Employees 34,000

Website http://www.ongcindia.com

Oil and Natural Gas Corporation Limited (ONGC) (incorporated onJune 23, 1993) is an Indianpublic sector petroleum company. It is a Fortune Global 500company, and contributes 77% of India's crude oil production and 81% ofIndia's natural gas production. It is the highest profit making corporation inIndia. It was set up as a commission on August 14, 1956. Indian governmentholds 74.14% equity stake in this company.

ONGC is engaged in exploration and production activities. It is involved in exploring forand exploiting hydrocarbons in 26 sedimentary basins of India. It produces about 30% ofIndia's crude oil requirement. It owns and operates more than 11,000 kilometers ofpipelines in India. Until recently (March 2007) it was the largest company in terms ofmarket cap in India.[1]
http://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/Public_Sector_Undertakinghttp://en.wikipedia.org/wiki/Dehradunhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Managing_Directorhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Petroleumhttp://en.wikipedia.org/wiki/Gashttp://en.wikipedia.org/wiki/Gashttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/USDhttp://en.wikipedia.org/wiki/USDhttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/USDhttp://en.wikipedia.org/wiki/USDhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Websitehttp://www.ongcindia.com/http://en.wikipedia.org/wiki/June_23http://en.wikipedia.org/wiki/1993http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Public_sectorhttp://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Petroleumhttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Government_agencyhttp://en.wikipedia.org/wiki/August_14http://en.wikipedia.org/wiki/1956http://en.wikipedia.org/wiki/Market_caphttp://en.wikipedia.org/wiki/#_note-0http://en.wikipedia.org/wiki/Image:ONGC_Logo.jpghttp://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/Public_Sector_Undertakinghttp://en.wikipedia.org/wiki/Dehradunhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Managing_Directorhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Petroleumhttp://en.wikipedia.org/wiki/Gashttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/USDhttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/USDhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Websitehttp://www.ongcindia.com/http://en.wikipedia.org/wiki/June_23http://en.wikipedia.org/wiki/1993http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Public_sectorhttp://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Petroleumhttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Government_agencyhttp://en.wikipedia.org/wiki/August_14http://en.wikipedia.org/wiki/1956http://en.wikipedia.org/wiki/Market_caphttp://en.wikipedia.org/wiki/#_note-0


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ONGC is one of the pioneers ofoffshore and onshore drilling in India and is now lookingforward towards expansion in deepwater exploration and drilling and other allied areas ofservice sector.

The ONGC group has announced anet profit of Rs 15,485 crore for the financial year2005-06. ONGC has registered a growth of 6 percent in its net profit over the last year.The group's turnover on a gross basis was Rs 86,414 crore, witnessing a growth of 21 percent than Rs 71,627 crore in 2004-05.

The ONGC Ltd recorded revenues of Rs 50,900 crore and its profits rose by nine percent to Rs 14,175 crore. The market capitalisation of ONGC crossed Rs 190,000 crore onMarch 30 this year.

Strategic Vision

To focus on core business of E&P, ONGC has set strategic objectives of:

Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG). Improving average recovery from 28 per cent to 40 per cent. Tie-up 20 MMTPA of equity Hydrocarbon from abroad.

The focus of management will be to monetise the assets as well as toassetise the money.

Foundation

In August, 1956 Oil and Natural Gas Commission was formed, raisedfrom a mere Directorate status to Commission,it had enhancedpowers. In 1959 these powers were further enhanced by convertingcommission into a statutory body by an act of Indian Parliament. Majorfunctions of ONGC according to this provision were to plan, promote,organize and implement programs for development of PetroleumResources and the production and sale of petroleum and its products.

1960-1990

Since its foundation stone was laid, ONGC is transforming Indias viewtowards Oil and Natural Gas by emulating the countrys limitedupstream capabilities into a large viable playing field. ONGC, since1959, has made its presence noted in most parts of India and inoverseas territories. ONGC found new resources in Assam and also
http://www.naukrihub.com/india/mining/top-companies/ongc/http://www.naukrihub.com/india/mining/top-companies/ongc/http://www.naukrihub.com/india/mining/top-companies/ongc/http://en.wikipedia.org/wiki/Indian_Parliamenthttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Assamhttp://www.naukrihub.com/india/mining/top-companies/ongc/http://www.naukrihub.com/india/mining/top-companies/ongc/http://en.wikipedia.org/wiki/Indian_Parliamenthttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Assam


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established the new oil province in Cambay basin (Gujarat). In 1970with the discovery of Bombay High (now known as Mumbai High), ONGCwent offshore. With this discovery and subsequent discovery of hugeoil fields in the Western offshore, a total of 5 billion tonnes ofhydrocarbon present in the country was discovered. The mostimportant contribution of ONGC, however, is its self-reliance anddevelopment of core competence in exploration and productionactivities at a globally competitive level.

Post-1990

Post 1990, the liberalized economic policy was brought into effect,subsequently partial disinvestments of government equity in PublicSector Undertakings were sought. As a result, ONGC was re-organizedas a limited company and after conversion of business of the erstwhileOil & Natural Gas Commission to that of Oil and Natural GasCorporation Ltd in 1993, 2 percent of shares through competitive

bidding were disinvested. Further expansion of equity was done by 2percent share offering to ONGC employees. Another big leap was takenin March 1999, when ONGC, IOC (Indian Oil Corporation) and Gas Authority of India Ltd.(GAIL) agreed to have cross holding in each others stock.Consequently the Government sold off 10 per cent of its share holdingin ONGC to IOC and 2.5 per cent to GAIL. With this, the Governmentholding in ONGC came down to 84.11 per cent. In 2002-03 ONGC tookover Mangalore Refinery and Petrochemicals Limited (MRPL) from Birla Group andannounced its entrance into retailing business. ONGC also went toglobal fields through its subsidiary, ONGC Videsh Ltd. ONGC VideshLtd. (OVL). ONGC has made major investments in Vietnam, Sakhalin

and Sudan and earned its first hydrocarbon revenue from itsinvestment in Vietnam.

Stakes and subsidiaries

MRPL known as Mangalore Refinery & Petrochemicals Limited (71% equitystake)

ONGC Videsh Limited (ONGC's overseas arm) Indian Oil Corporation (9.6% equity stake) Mansarovar Energy Columbia Limited, a 50:50 joint venture between OVL and

SINOPEC of china.
http://en.wikipedia.org/wiki/Bombay_Highhttp://en.wikipedia.org/wiki/Indian_Oil_Corporationhttp://en.wikipedia.org/wiki/GAILhttp://en.wikipedia.org/wiki/Mangalore_Refinery_and_Petrochemicalshttp://en.wikipedia.org/w/index.php?title=Birla_Group&action=edithttp://en.wikipedia.org/wiki/MRPLhttp://en.wikipedia.org/wiki/MRPLhttp://en.wikipedia.org/w/index.php?title=ONGC_Videsh&action=edithttp://en.wikipedia.org/wiki/Indian_Oil_Corporationhttp://en.wikipedia.org/w/index.php?title=Mansarovar_Energy_Columbia_Limited&action=edithttp://en.wikipedia.org/wiki/SINOPEChttp://en.wikipedia.org/wiki/Bombay_Highhttp://en.wikipedia.org/wiki/Indian_Oil_Corporationhttp://en.wikipedia.org/wiki/GAILhttp://en.wikipedia.org/wiki/Mangalore_Refinery_and_Petrochemicalshttp://en.wikipedia.org/w/index.php?title=Birla_Group&action=edithttp://en.wikipedia.org/wiki/MRPLhttp://en.wikipedia.org/w/index.php?title=ONGC_Videsh&action=edithttp://en.wikipedia.org/wiki/Indian_Oil_Corporationhttp://en.wikipedia.org/w/index.php?title=Mansarovar_Energy_Columbia_Limited&action=edithttp://en.wikipedia.org/wiki/SINOPEC


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INTRODUCTION TO THE TOPIC

Employees at the grass-root level experience a sense of frustration because of low levelof wages, poor working conditions, unfavorable terms of employment, inhumantreatment by their superiors and the like whereas managerial personnel feel frustratedbecause of alienation over their conditions of employment, inter-personal conflicts, roleconflicts, job pressures, lack of freedom in work, absence of challenging work etc.

Certain values were attributed to work in the past. Work was worship and people hadsincerity and commitment to work. But today's employee would not believe in suchvalues of work. He works for his salary, he works hard if the conditions of work areconducive and congenial and terms of employment are favorable to him. As such, thework norms have been changing from time to time.

Work norms in modern industrial society indicate that (i) employee's role in industry isdifferent from his role in the family, (ii) superior knows the best and he has the right to


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impose on the subordinates, (iii) rules are for employees and they have to follow them,and (iv) employer has the right to layoff the workers due to marketing and technologicalfactors.

The working time has been established by the state according tolegislation, which is a 40- hour working week in Estonia. The standardlimits on overtime, time of vacation and taking of free days beforenational holidays have been separately stipulated. The differencesregarding the working time have been established for the persons lessthan 18 years of age, pregnant women, breast-feeding mothers andthe person raising the disabled child.

The employee and the employer agree upon the appropriate salary.The Government of the Republic establishes each year the rate ofminimum salary; the employer should not pay less than that to theemployee.

Work represents such a role in life, which has been designated to it bythe person himself.On the one hand work is an earning of ones living for the family, onthe other hand it could be a self-realization providing enjoyment andsatisfaction.

QWL entails the design of work systems that enhance the working life experiences oforganizational members, thereby improving commitment to and motivation for achievingorganizational goals. Most, often, this has been implemented through the design of jobsthat afford workers more direct control over their immediate work environment.

The Quality of Life Profile was developed to provide a measure that considers both thecomponents and determinants of health and well-being. It draws upon a conceptual modelthat is consistent with recent definitions of health and health promotion as provided bythe World Health Organization. The profile emphasizes individuals' physical,psychological, and spiritual functioning; their connections with their environments; andopportunities for maintaining and enhancing skills.

CONTEMPORARY PROBLEMS OF MANAGERIAL PERSONNEL

Due to these work norms, the managerial personnel at the middle and higher levels in theorganisation hierarchy face a variety of problems. They are dissatisfied with the strict

economic functions of the job and dealing with social relationships in organizationconsequent upon the mechanization and automation of the industry. Further disregard byothers and less and less utilization of capabilities and skills also cased frustration amongthe managerial personnel.


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Employees also experience alienation which may result from poor design of socio-technical systems. Alienation is a feeling of powerlessness, lack of meaning, loneliness,boredom, lack of ego involvement and lack of attachment to job. The workers at thelower level are not happy with their work due to tight schedule of work, speed ofmachine, close watch and supervision and less social interaction. Even the ministerialstaff complain that they are unhappy with the job due to routine nature of work andfixation of schedules and standards. Thus job, discontent is due to the limited scope ofthe job, short cycle of operations, lack of opportunity to exercise discretion, initiative,existence of bureaucratic controls, oppressive supervision, low wages, poor workingconditions etc.

Job discontent and job pressures have their substantial effect on employees' health in theform of reduction in general happiness, increase in smoking, drinking putting on excessbody weight etc. Frustration would further cause heart disease, joint pain etc.


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MEANING

There has been much concern today about the decent wages, convenient working hours,conducive working conditions etc. Their term "Quality of worklife" has appeared inResearch Journals and press in USA only in 1970s. There is no generally acceptabledefinition about this term. However, some attempts were made to describe the termquality of worklife (QWL). It refers to the favourableness or unfavourableness of a jobenvironment for people. QWL means different things to different people. J. Richardand J. Loy define QWL as "the degree to which members of a work organisation are

able to satisfy important personnel needs through their experience in the organisation.

Quality of worklife improvements are defined as any activity which takes place of everyof an organisation, which seeks greater organisational effectiveness through theenhancement of human dignity and growth... a process through which the stockholders inthe organisation management, unions and employees-learn how to work together better todetermine for themselves what actions, changes and improvements are desirable andworkable in order to achieve the twin and simultaneous goals of an improved quality oflife at work for all members of the organisation and greater effectiveness for both thecompany and the unions.Working-life quality deals with these four elements: personal quality of life in your work, developing mastery,experiencing real fellowship with colleagues and managers and contributing to the creation of real value for

customers and the surrounding world through your job.

DEFINITION OF QUALITY OF WORKLIFE

According to American Society of Training and Development, QWL as a process ofwork organizations which enables its members at all levels to actively participate inshaping the organization, environment, methods and outcomes. This value based process

is aimed towards meeting the twin goals of enhanced effectiveness of organization andimproved quality of life at work for employees.

According to Cohen and Rosenthal, QWL as an internationally designed efforts tobring about increased labour management cooperation to jointly solve the problem ofimproving organizational performance and employee satisfaction.

According toJ. LIoyd Suttle, Quality of work life is the degree to which members of awork organization are able to satisfy important personal needs through their experiencesin the organization.


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CONCEPTUAL FRAMEWORK OF QUALITY OF WORKLIFE

BE

ING

Physical Being Being physically able to get around.

My nutrition and the food I eat.

Psychological Being

Being free of worry and stress.

The mood I am usually in.

Spiritual Being Having hope for the future.

My own ideas of right and wrong.

B

ELO

NGI

NG

Physical Belonging The house or apartment I live in.

The neighbourhood I live in.

Social Belonging Being close to people in my family.

Having a spouse or special person.

B

ELO

NGI

NG

Physical Belonging

The house or apartment I live in.

The neighbourhood I live in.

Social Belonging

Being close to people in my family.

Having a spouse or special person.

Community Belonging Being able to get professional services (medical, social, etc.)

Having enough money.

B

ECO

MI

NG

Practical Becoming Doing things around my house.

Working at a job or going to school.

Leisure Becoming Outdoor activities (walks, cycling, etc.)

Indoor activities (TV, cycling, etc.)

Growth Becoming

Improving my physical health and fitness.

Being able to cope with changes in my life.

Source - Quality of Life Research Unit, University of Toronto


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RICHARD E. WALTON EIGHT BROAD CONSIDERATIONS

Richard E. Walton explains quality of worklife in terms of eight broad conditions ofemployment that constitute desirable quality of worklife (QWL). He proposed the samecriteria for measuring QWL. Those conditions criteria include:

(i) Adequate and Fair Compensation:

There are different opinions about the adequate compensation. The committee onFair Wages defined fair wage as" ...the wage which is above the minimum wagebut below the living age."

(ii) Safe and Healthy Working Conditions:

Most of the organizations provide safe and healthy working conditions due tohumanitarian requirements and/or legal requirements. In fact these conditions area matter of enlightened self interest.

(iii) Opportunity to Use and Develop Human Capacities:

Contrary to the traditional assumptions, QWL is improved..."to the extent that theworker can exercise more control over his or her work, and the degree to whichthe job embraces an entire meaningful task" ... but not a part of it. Further QWLprovides for opportunities like autonomy in work and particiaption in planning inorder to use human capabilities.

(iv) Opportunity for Career Growth:

Opportunities for promotions are limited in case of all categories of employeeseither due to educational barriers or due to limited openings at the higher level.

QWL provides future opportunity for continued growth and security by expandingone's capabilities, knowledge and qualifications.

(v) Social Integration in the Work Force:

Social integration in the work force can be established by creating freedom fromprejudice, supporting primary work groups, a sense of community and inter-personnel openness, legalitarianism and upward mobility.

(vi) Constitutionalism in the Work Organisation:

QWL provides constitutional protection to the employees only to the level ofdesirability as it hampers workers. It happens because the management's action is

challenged in every action and bureaucratic procedures need to be followed at thatlevel. Constitutional protection is provided to employees on such matters asprivacy, free speech, equity and due process.


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(vii) Work and Quality of Life:

QWL provides for the balanced relationship among work, non-work and familyaspects of life. In other words family life and social life should not be strained byworking hours including overtime work, work during inconvenient hours,business travel, transfers, vacations etc.

(viii) Social Relevance of Work:

QWL is concerned about the establishment of social relevance to work in asocially beneficial manner. The workers' selfesteem would be high if his work isuseful to the society and the vice versa is also true.


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Source: - The University of Oklahoma School of Social WorkQuality of Life is the product of the interplay among social, health, economic andenvironmental conditions which affect human and social developmentQuality Of Work life Environment is one which:

provides for basic needs to be met (food, shelter, safety, social contact)

provides for a range ofopportunities within the individual's potential

provides forcontrol and choice within that environment

SPECIFIC ISSUES IN QWL GIVEN BY KLOTT, MUNDICK AND SCHUSTER

Trade unions claim that they are responsible for the improvement in variousfacilities to workers whereas management takes credit for improved salaries,benefits and facilities. However, P/HR manager has (identified) specific issues inQWL besides normal wages, salaries, fringe benefits etc.and takes lead inproviding them so as to maintain higher order QWL Klott, Mundick and Schustersuggested 11 major QWL issued. They are:

1 Pay and Stability of Employment:Various alternative means for providing wages should be developed in view of increasein cost of living index, increase in levels and rates of income tax and professiontax.


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2 Organizational Health Programmes:

Organizational health programmes aim at educating employees about health problems, means of maintaining and improving of health etc. Effectiveimplementation of these programmes result in reduction in absenteeism,hospitalisation, disability, excessive job turnover and premature death. Thisprogramme should cover relaxation, physical exercise, diet control etc.

3 Alternative Work Schedules:

Alternative work schedules including work at home, flexible working hours,staggered hours, reduced work week, part-time employment which may beintroduced for the convenience and comfort of the workers as the work schedulewhich offers the individual the leisure time, flexible hours of work is preferred.

4 Participative Management and Control of Work:

Trade unions and workers believe that workers' participation in management anddecision-making improves QWL. Workers also feel that they have control overtheir work, use their skills and make a real contribution to the job if they areallowed to participate in creative and decision making process.

5 Recognition:

Recognising the employee as a human being rather than as a labourer increases

the QWL. Participative management, awarding the rewarding systems,congratulating the employees for their achievement, job enrichment, offeringprestigious designation to the jobs, providing well furnished and decent workplaces, offering membership in clubs or association, providing vehicles, offeringvacation trips are some means to recognise the employees.

6 Congenial Worker Supervisor Relations:

Harmonious supervisor-worker relations gives the worker a sense of socialassociation, belongingness, achievement of work results etc. This in turn leads tobetter QWL.

7 Employment on Permanent basis:

Employment of workers on casual temporary, probabationary basis gives them asense of insecurity. On the other hand, employment on permanent basis gives themsecurity and leads to higher order QWL.

The success of any organization is highly dependant on how it attracts, recruits,motivates, and retains its workforce. Todays organizations need to be moreflexible so that they are equipped to develop their workforce and enjoy theircommitment.

Therefore, organizations are required to adopt a strategy to improve theemployees quality of work life (QWL) to satisfy both the organizational

objectives and employee needs.

More specifically, QWL may be set into operation in terms of employees perceptionsof their physical and psychological well-being at work. It includes virtually everymajor issue that labor has fought for during the last two decades.


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ISSUES IN QWL IDENTIFIED BY JEROME M RASOW SEVEN CRITICAL

FACTORS

Jerome M Rosow, president of the Work in American Institute, has identified sevencritical factors which will affect the quality of work life during the years ahead. These

are pay, employee benefits, job security, alternative work schedules, occupational

stress, participation and democracy in the workplace.

Pay

QWL must be built around an equitable pay programs. In future more workers may wantto participate in the profits of the firm.

Benefits

Since workers are now better organized, educated and vociferous, they demand morefrom the employers all over the world-apart from the pay-in the form of social securityand welfare benefits as matter of right which were once considered a part of thebargaining process.

Alternative Work Schedules

With a view to tackle job boredom, modern organizations have been experimenting withseveral forms of alternate work schedules such as four-day work week, flexi-time andpart-time work. Compressed work week is a work schedule in which a trade is madebetween the number of hours worked per day, and the number of days worked per week,or order to work the standard length hours-four days, 10 hours each day or three days, 12hours each day are examples of the QWL schedule. In India this is being implemented bya few companies successfully.

QWL and Fringe Benefits

P/HR manager has to build and maintain QWL providing a wide range of fringe benefits.Fringe benefits and social security benefits result in improvement in productivity,reduction in absenteeism, turnover, sick leave, alienation etc. These benefits ormaintenance activities include medical and health benefits, safety measures, legal andfinancial services, consumer services, retirements benefits, conveyance, canteen facilities,recreational services, career counselling, employee information report etc.


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Quality of Worklife and Human Resources Management

Quality of worklife is broader than motivation though these two terms seem to be similar.All personnel related activities affect quality of worklife. Some examples are:

HR Activity Effect on Quality of Worklife

Job Analysis Analyse the job in such a way that human needs like freedom,challenging work, autonomy can be satisfied.

Selection Selecting the right man and placing him in the right position. Thissatisfies his needs for reward, interesting work etc.

Job enrichment Satisfied higher order needs like pride, ego.

Job evaluation Equitable wages.

(E) BARRIERS TO QUALITY OF WORKLIFE

Quality of worklife suffers from barriers like any other new scheme. Managementemployees and unions fear the effect of unknown change. All these parties feel that thebenefits of this concept are few though they are convinced about its effect on personnelmanagement as a whole and on the individual parties separately. Management shoulddevelop strategies to improve quality of worklife in view of the barrier.

JUSTIFICATION OF STUDY

PROBLEM STATEMENT: Quality of work life

Quality of work life improvements are defined as any activity which takes place at everylevel of an organization, which seeks greater organizational effectiveness through theenhancement of human dignity and growth. A process through which the stockholdersin the organization management, union and employees- learn how to work together betterto determine for themselves what actions, changes and improvements are desirable andworkable in order to achieve the twin and simultaneous goals of an improved quality of

life at work for all members of the organization and greater effectiveness for both thecompany and the unions.

Now with the change in the organizational scenarios, more focus is being given tomaintain good quality of work life so as employees are happy working with organizationand it can grow better. Moreover, also to analyze factors such as

Adequate and fair compensation

Safe and healthy working conditions

Opportunity to use and develop human capacities

Constitutionalism in the work organization

Social Integration in the work force


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OBJECTIVES OF THE STUDY

Every research study that is done is carried out with some pre-determined objectives.Similarly, this study is carried out for understanding the quality of work life parameters.

Theprimary objectives of study are as follows:

To know about the Quality of Work Life parameters prevailing in industry.

Performing a Quality of Work Life assessment is to identify the key areas, whichwork as the strength areas to make environment congenial and enhance overallproductivity.

Along with the above mentioned primary objectives, there are certain secondaryobjectives such as analyzing

Work and Quality of life

Adequate and fair compensation

Safe and healthy working environment

Opportunity to use and develop human capacities

Social Integration in the workforce


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RESEARCH METHODOLOGY

It is a way to systematically solve the research problem. This research methodology isdifferent research methods or technique. So it is necessary for the researcher to study

both the things. Researcher is a scientific inquiry and has three essential characteristic i.e.objectivity, accuracy and continuity. Methodology has an important bearing in thecollection of reliable and pertinent information as well as on the outcome of the study.

.

Historical method has been adopted to expound information regarding the pastand phase wise development of the organization till date.

The statistical method has been adopted to collect and compile structuredinformation on various aspects of the subject and organization under study.

So we should consider following steps in research methodology: Meaning of Research

Problem statement

Research design

Sample design

Data Collection

Analysis and Interpretation of data

Meaning of research

Research is defined as a scientific and systematic search for pertinent information on aspecific topic. Research is an art of scientific investigation. It is a careful inquiry

especially through search for new facts in any branch of knowledge.

Sample Size

A sample size of 200 was taken out of the management staffs of the Petroleum companiesi.e. HPCL, BPCL, IOCL and ONGC.

Sources of Data Collection

The task of data collection began after a research problem has been defined and researchdesign chalked out. For collection of data the researcher go through different sections ofexecutives at various level were interviewed personally by the researcher at the work

place on various subjects with the help of earlier prepared questionnaires. Generally,there are two sources of data those are:

A. Primary Source of Data


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Primary data are those, which are, collected a fresh and thus happens to be original incharacter. The primary data is collected from a sample sample size of 200 was taken outof the management staffs of the Petroleum companies i.e. HPCL, BPCL, IOCL andONGC.B. Secondary Source of Data

Secondary data are those which have already been collected by someone else and whichhave already been passed through statistical process. The secondary data is collectedfrom the records such as official brochures, journal, Business Magazines, Annual reports,Newspaper, Website and relevant text

Research Design

A research design is the arrangement of conditions for collection and analysis of data ina manner that aims to combine relevance to the research purpose with economy inprocedures.

Different Research Designs

1. Research design in case of exploratory research2. Research design in case of descriptive and diagnostic research3. Research design in case of hypothesis testing research studies.

Data Collection Form

A structured non-disguised questionnaire is designed. The questions in the questionnairewere designed as a multiple-choice type.

TYPES OF

RESEARCHDESIGNS

EXPLORATOR

Y RESEARCH

STUDIES

DESCRIPTIVE

RESEARCH

STUDY

HYPOTHESIS-

TESTING

RESEARCH

STUDIS


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RESULTS AND DISCUSSIONS

Q 1. Does organization conduct health programmes aimed at educating employees abouthealth problem?

Response No.s of Respondents No. of Respondents (%)

Strongly Agree 73 36.5 %

Agree 60 30%

Undecided 67 33.5%

Disagree - -

Strongly disagree - -

Total 200 100%

0

10

20

30

40

50

60

70

80

Strongly

Agree

Agree Undecided Disagree Strongly

Disagree

Source: Primary Data

73 employees agree that organization conduct health programmes aimed at educating

employees about health problem.


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Q 2. Do you think, employees get opportunity to use and develop human capacities?

Response Nos. of Respondents Nos. of respondents (%)

Yes 110 55%

No 90 45%

Total 200 100%

Yes (50%)

No (50%)


Most of the employees agree that employees get opportunity to use and develop humancapacities.


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Q 3. Does organization provides safe and healthy working conditions to the employees?


Strongly Agree 46 23 %

Agree 57 28.5%

Undecided 51 25.5%

Disagree 46 23%


Total 200 100%

0

10

20

30

40

50

60

Strongly Agree Agree Undecided Dis agree Strongly

Disagree



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46 respondents agree that organization provides safe and healthy working conditions tothe employees.

Q 4. Does organization provide opportunities for career growth?



Agree 50 26%

Undecided 54 28%

Disagree 49 24%


Total 200 100%

0

10

20

30

40

50

60

Strongly Agree Agree Undecided Disagree Strongly

Disagree


Most of the employees agree that organization provide opportunities for career growth.


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Q 5. Do you think that organization provides for balanced relationship among work andquality of life?


Yes 102 51%

No 98 49%

Total 200 100%

Yes

(51.12%)

No

(48.88%)


51% of the employees agree that organization provides for balanced relationship amongwork and quality of life.


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Q 6. Do you think organization follows trends of social integration in workforce?


Strongly Agree 50 25%

Agree 55 27.50%

Undecided 49 24.50%

Disagree 46 23 %


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that organization follows trends of social integration inworkforce.

Q 7. Does participative management and control of work exist in organization?


47/96


Yes 108 54%

No 92 46%

Total 200 100%

Yes

(48.88%)

No

(51.12%)


Most of the employees agree that participative management and control of work exist inorganization.

Q 8. Does organization take steps to minimize the stress?


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Agree 56 28%

Undecided 44 22%

Disagree 46 23%


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that organization take steps to minimize the stress.

Q 9. Does organization provides adequate and fair compensation to employees?


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Agree 54 27%

Undecided 46 23%

Disagree 44 22%


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that organization provides adequate and fair compensationto employees.

Q 10. Does organization provide alternative and flexible work schedules to theemployees?


50/96


Yes 108 54%

No 92 46%

Total 200 100%

Yes

(48.88%)

No

(51.12%)


Most of the employees agree that organization provide alternative and flexible workschedules to the employees

Q 11. Is organization conceived about the establishment of social relevance to work?


51/96


52/96


Strongly Agree 53 26.50%

Agree 52 26%

Undecided 50 25%

Disagree 45 22.25%

Strongly disagree - -Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree

Agree Undecided Dis agree Strongly

Disagree


Most of the employees say that organization takes alternative measures for pay andstability of employment.

Q 13. Recognition for better results in job is given to employees?


53/96


Yes 108 54%

No 92 46%

Total 200 100%

Yes

(48.88%)

No

(51.12%)


Most of the employees agree that Recognition for better results in job is given toemployees.

Q 14. Does harmonious relation between worker supervisor exists?


54/96



Agree 46 23%

Undecided 52 26%

Disagree 48 24%


0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that harmonious relation between worker supervisor exists


55/96

Q 15. Effective Grievances handling procedure exists in organization?



Agree 50 25%

Undecided 50 25%

Disagree 49 24.50%


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that Effective Grievances handling procedure exists inorganization.

Q 16. Adequate resources are available to employees to attain their objectives?


56/96



Agree 54 27%

Undecided 52 26%

Disagree 47 23.35%


0

10

20

30

40

50

60

Strongly

Agree


Disagree


54% of the employees agree that adequate resources are available to employees to attain

their objectives.


57/96

HINDUSTAN PETROLEUM CORPORATION LIMITED

Q1. Organization embraces diversity in the workplace?


Strongly Agree 75 37.5%Agree 50 25%

Undecided 55 27.50%

Disagree 20 10%


Total 200 100%

0

10

20

30

40

50

6070

80

Strongly

Agree


Disagree


37.50% of employees agree that organization embraces diversity in the workplace.

Q2. Organization takes concern about layoff and closing of units?


58/96



Agree 56 28%

Undecided 51 25.50%

Disagree 39 19.50%

Strongly disagree -

Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


27% of the employees think that organization takes concern about layoff and closing ofunits.

Q3. Organization fosters employee training and lifelong learning?


59/96


60/96

Agree 44 22%

Undecided 48 24%

Disagree 41 20.05%


Total 200 100%

0

10

20

30

40

50

60

70

Strongly

Agree


Disagree


33.50% of the employees think that organization provides provisions for childcare ofemployees.

Q5. Organization implements employee ownership plans on a sustainable basis?


61/96



Agree 49 24.50%

Undecided 48 24%

Disagree 46 23%


0

10

20

30

40

50

60

Strongly

Agree


Disagree


28.50% of the employees think that organization implements employee ownership planson a sustainable basis.



62/96

Q1. Corporation organizes social, cultural and educational programmes for employees?



Agree 54 27%

Undecided 49 24.50%

Disagree 35 17.50%


Total 200 100%

0

10

20

30

4050

60

70

Strongly

Agree


Disagree


31% of the employees think that Corporation organizes social, cultural and educationalprogrammes for employees

Q2. Corporation encourages the empowerment of women employees?


63/96



Agree 49 24.50%

Undecided 37 18.50%

Disagree 34 17.00%

Strongly disagree 33 16.50%Total 200 100%

0

5

10

15

20

25

30

35

40

45

50

Strongly

Agree


Disagree


23.50% of the employees think that Corporation encourages the empowerment ofwomen.

Q3. Does organization invest in Innovative technologies?



64/96

Strongly Agree - -

Agree 80 40.00%

Undecided 65 32.50%

Disagree 55 27.50%


Total 200 100%

010

20

30

40

50

60

70

80

Strongly

Agree


Disagree


40.00% of the employees think that organization invest in Innovative technologies.

Q 4. Does organization respects human rights and values its employees?



65/96


Agree 51 25.50%

Undecided 46 23.00%

Disagree 39 19.50%

Strongly disagree 44 22%

Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees think that organization respects human rights and values itsemployees.

Q 5. Organization has developed safety standards and safe work place?


66/96



Agree 52 26%

Undecided 54 27%

Disagree 44 22%Strongly disagree - -

Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees think that organization respects human rights and values itsemployees.


67/96

OIL AND NATURAL GAS CORPORATION LIMITED

Q 1. Do you think Re-engineering and redeployment is done for maximizing utilizationof HR potential?


Strongly Agree 52 26%Agree 50 25

Undecided 51 25.50

Disagree 47 23.50


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees think that Re-engineering and redeployment is done formaximizing utilization of HR potential.

Q 2. Organization builds and upgrades competence through virtual learning, opportunitiesfor growth and providing challenges in the job?


68/96



Agree 48 24

Undecided 52 26

Disagree 50 25%


0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that Organization builds and upgrades competence throughvirtual learning, opportunities for growth and providing challenges in the job.

Q 3. Organization fosters climate of creativity, innovation and enthusiasm?


69/96



Agree 51 25.50%

Undecided 53 26.50%

Disagree 46 23%


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that Organization fosters climate of creativity, innovation

and enthusiasm.

Q 4. Do you think to meet challenging demands of the Business environment, focus ofHR strategy is on change of employee mindset with concept of mentoring and knowledgemanagement?


70/96



Agree 52 26%

Undecided 50 25%

Disagree 45 22.50%


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that to meet challenging demands of the Businessenvironment, focus of HR strategy is on change of employee mindset with concept ofmentoring and knowledge management.

Q 5. Do you think Organization take steps to provide job contentment throughempowerment, accountability and responsibility?


71/96



Agree 51 25.50%

Undecided 48 24%

Disagree 10 05.00%

Strongly disagree 42 21%Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree Organization take steps to provide job contentment throughempowerment, accountability and responsibility.

BHARAT PETROLEUM CORPORATION LIMITED

Q1. Does organization focuses on acquisition of new skills for overall and developmentof employees?


72/96



Agree 55 27.50%

Undecided 49 24.5%

Disagree 46 23%Strongly disagree - -

Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree organization focuses on acquisition of new skills for overall

and development of employees.

Q 2. Do you think employee thinking is nurtured and focus is on continuous learning tocreate results?



73/96


Agree 53 26.50%

Undecided 49 24.50%

Disagree 47 23.50%


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that employee thinking is nurtured and focus is oncontinuous learning to create results.

Q 3. Do you think that effective procedure for change management exists inorganization?



74/96


Agree 58 29%

Undecided 50 25%

Disagree 47 23.50%


Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that effective procedure for change management exist inorganization

Q 4. Is Employee satisfaction enhancement cell is working for the employees?



75/96

Strongly Agree 55 27.50Z%

Agree 50 25%

Undecided 44 22%

Disagree 41 20.50%

Strongly disagree 10 05.00%

Total 200 100%

0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that Employee satisfaction enhancement cell is working forthe employees.

Q 5. Do you think initiative of Enterprise Resource Planning Scheme taken byorganization is beneficial for employees?


76/96



Agree 56 28%

Undecided 44 22%

Disagree 41 20.50%


0

10

20

30

40

50

60

Strongly

Agree


Disagree


Most of the employees agree that initiative of Enterprise Resource Planning Schemetaken by organization is beneficial for employees.

STATISTICAL TOOLS


77/96

Statistical tools are the basic measures, which help in defining th

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Monu Project