“ Specification of Methods and Procedures for Acquiring the Information Needed.”

8/17/2019 “ Specification of Methods and Procedures for Acquiring the Information Needed.”

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Oil and Natural Gas Corporation Limited

“Not only had India… set up her own machinery for oil exploration and

exploitation… an efficient oil commission had been built where a large

number of bright young men and women had been trained and to do

hard work!

"andit #awaharlal Nehru

India$s first "rime %inister

Today, ONGC is the flagship company of India; and making this possible is a dedicated

team of nearly 40,000 professionals who toil round the clock It is this toil which reflects

in the performance figures and aspirations of ONGC !he company has adopted

progressi"e polices in scientific planning, ac#uisition, utili$ation, training and moti"ation

of the team ONGC has a uni#ue distinction of being a company with in%house ser"ice

capabilities in all the acti"ity areas of e&ploration and production of oil and gas and

related oil field ser"ices Needless to emphasi$e, this was made possible by the men and

women behind the machine O"er '(,000 e&perienced and technically competent

e&ecuti"es mostly scientists and engineers from distinguished uni"ersities)institutes of

India and abroad form the core of our manpower !hey include geologists, geophysicists,

geochemists, drilling engineers, reser"oir engineers, petroleum engineers, production

engineers, engineering and technical ser"ice pro"iders, financial and human resource

e&perts, I! professional and so on

'


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ONGC& 'I(ION) %I((ION *N+ O,#-C.I'-(

ONGC& 'ision

!o be a world class oil and natural gas company integrated in energy business with dominant

Indian leadership and global presence

ONGC&%ission

/orld Class

• *edicated to e&cellence by le"erage competition ad"antages in +* and technology

with in"ol"ed people

• Imbibe high standards of business ethics and organi$ational "alues

• -biding commitment to health, safety and en"ironment to enrich #uality of community

life

• .oster a culture of trust, openness and mutual concern to make working a stimulating

and challenging e&perience for our people

•

/tri"e for customer delight through #uality products and ser"ices

Integrated in -nergy ,usiness

• .ocus on domestic and international oil and gas e&ploration and production business

opportunities

• ro"ide "alue linkages in other sectors of energy business

• Create growth opportunities and ma&imi$e shareholders1 "alue

+ominant Indian Leadership

• +etain dominant position in leadership in Indian petroleum sector and enhance India1s

energy a"ailability

2


3/68

ONGC&Ob0ecti1es

• Optimi$e production of hydrocarbons

•

/elf%reliance in technology

• romoting indigenous effort in oil and gas related e#uipment, material and ser"ices

• -ssist in conser"ation of hydrocarbons, more efficient use of alternate sources of

energy

• *e"elop scientifically oriented and technically competent human resource through

moti"ation and training

2I(.O34 O5 ONGC

5O3%*.ION O5 OIL *N+ N*.63*L G*( +I3-C.O3*.-

In '33, Go"ernment of India decided to de"elop the Oil and Natural Gas resources in

the "arious regions of the country in the ublic /ector 5ith this ob6ecti"e, an Oil and Natural

Gas *irectorate was set up towards the end of '3, as a sub%ordinate office under the then

ministry of Natural +esources of /cientific +esearch !he department was constituted with a

nucleus of geoscientists, whose ser"ices were secured from the Geological sur"ey of India

- delegation under the leadership of /hri 7*8al"iya, the then 8inister of Natural

+esources, "isited se"eral 9uropean countries to study the status of oil industry in those

countries and to as certain the a"ailability of e#uipment, facilities and training Indian

professional for future oil e&ploration program !hereafter foreign e&perts from :/-, 5est

Germany, +omania and ://+ "isited India for ad"ising the go"ernment .inally, the "isiting

/o"iet e&perts drew up a detailed plan for geological and geophysical sur"eys and drilling

operations to be carried out during the 2nd .i"e ear lan


4/68

In -pril '3=, the go"ernment of India adopted the industrial policy resolution, which

placed mineral oil industry among the schedule industries, the future de"elopment of which

was to be e&clusi"e responsibility of the state

CON'-3(ION O5 +I3-C.O3*.- IN.O CO%%I((ION

-fter the formation of the oil and Natural Gas *irectorate, it became apparent that it would

not be possible for the *irectorate with its limited financial and administrati"e powers and as

sub%ordinate office of the go"ernment, to function efficiently in its gigantic task !o o"ercome

this difficulty, in -ugust '3=, the *irectorate was raised to the status of a Commission with

enhanced powers, although it continued to be a sub%ordinate office at the go"ernment In

October '33, the Commission was con"erted into a statutory body by an act of India

arliament, which enhanced powers of the commission still further !he main function of the

oil and Natural Gas Commission


5/68


6/68

ONGC 'idesh Limited

ONGC Hidesh, the wholly owned subsidiary of ONGC concluded a deal for 20 F firm in

another 20F carried interest in /akhalin ' pro6ect 9stimated at :/ '> billion, this is the

largest single foreign in"estment e"er made by any Indian corporate

ONGC Hidesh also holds a 4F interest in Hietnam Offshore Gas ro6ect and the pro6ect has

started production

ONGIO International Limited

ONGIO International Eimited, a 0J0 6oint "enture between ONGC and IOC, has

incorporated to pro"ide training consultancy and ser"ices from drilling to dispensing, in India

and abroad

ONGC CO3"O3*.- 3*N7ING

In its annual sur"ey


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'*3IO6( IN(.I.6.-( O5 ONGC

IN(.I.6.- O5 -NGIN--3ING *N+ OC-*N .-C2NOLOG4 @I-O.A

It was founded in No"ember '33@ for inno"ation de"elopment of the future plans of ONGC to

achie"e self reliance in related technology !he institute has de"eloped e&pertise in the field of

Concept 9"aluation and +isk -nalysis, Geotechnical 9ngineering, /tructural 9ngineering and

8aterials and Corrosion 9ngineering

IN(.I.6.- O5 OIL *N+ G*( "3O+6C.ION .-C2NOLOG4 @IOG".A

!he institute was established in '3(4 to meet technological re#uirement of oil and gas field

with an ob6ecti"e to boost indigenous hydrocarbon production and impro"e the economies of

operation

ONGC *C*+-%4

!he -cademy, located at *ehradun, is the premier nodal agency for de"eloping human

resources of the organi$ation !he institute is committed to e&cellence in the cause of D+* and

the a"ailability of the appropriate systems and procedures for the knowledge and technology

intensi"e, risky and comple& oil and gas e&ploration and de"elopment industry in the energy

sector with a "iew to ensure managerial effecti"eness, #uality and producti"ity ONGC

-cademy is committed and is continuously stri"ing for e&cellence in training programs

through inno"ati"e method and +* acti"ities

IN(.I.6.- O5 3-(-3'OI3 (.6+I-( @I3(A

!he I+/ was founded as a single source and multi ser"ice reser"oir engineering agency withob6ecti"es to integrate the skills and technologies for better reser"oir management, prepare

de"elopment plans for new disco"ery to select and design enhanced oil reco"ery schemes,

de"elop techni#ues for importing well producti"ity, ma&imi$e hydrocarbons reco"ery keeping

the cost in mind with market realities !here are si& online monitoring and reser"oir appraisal

multidisciplinary groups for continuous reser"oir management

>


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G-O+*.* "3OC-((ING *N+ IN.-3"3-.*.ION C-N.3- @G-O"ICA

G9OIC at *ehradun has the largest computing facility of the ONGC and is one of the few

centres around the world where integrated processing and interpretation of differentgeoscientific data from seismic to petrophysical, geological and reser"oir engineering is carried

out

It is the largest 2* @* seismic data processing centre in India with a pro"en capacity for

processing o"er '0,000 line km of marine and 000 line km of land data annually

IN(.I.6.- O5 +3ILLING .-C2NOLOG4 @I+.A

!he Institute, since its inception is engaged in relentless efforts in +* and has rendered e&cellent

ser"ice in the areas of oil and gas well drilling technology It has emerged as a premier +* centre

7-(2*'+-' %*L'I4* IN(.I.6.- O5 "-.3OL-6% -B"LO3*.ION @7+%I"-A

7*8I9 is also located at *ehradun and was set up in '3=2 as a research and training

institute with assistance from :N* It is the country1s premier centre for basic and applied

research in petroleum e&ploration

!he acti"ities of 7*8I9 are focused towards de"elopment of new methodologies,

technology upgradation, de"elopment of new concepts for e&ploration and e&ploitation,

de"elopment of hydrocarbon resources generation and upgradation of geoscientific data and

computer application

ONGC ("-CI*LI(-( IN&

• Geological and Geophysical /ur"eys

•

Geochemical studies, io%/tratigraphic -nalysis

• asin 9"aluation, !echno%9conomic -nalysis

• .ormation -nalysis and +eser"oir 8odeling

• 9stimation of +esources and +eser"oirs

• *rilling of 9&ploratory and *e"elopment 5ells

(


9/68

• ottom Dole +eser"oir /tudies

• +epair and +ehabilitation of /ick 5ells

• /imulation !echni#ues

•Computer application in etroleum Industry

• 9#uipment 8anagement and Kuality -ssurance

• 8aterial 8anagement and EogisticsJ on land, marine and air

• Construction and 8aintenanceJ Onshore and Offshore

• /afety -udits and 9n"ironmental /tudies

• Corrosion /tudies in Offshore /tructure

• 9rection and 8aintenance of Gas /weetening plants

(/O. *N*L4(I(

> (trengths

• ONGC is the only company in India who is in"ol"ed in offshore construction acti"ities

relates to oil and gas pro6ects for more than two decades

• It has rich e&perience o"er the last 2 years in its e&ecution and possesses abundant

data associated with these pro6ects

• ONGC contributes 30F of Indian crude oil production

• !he organi$ation possesses highly skilled manpower at a low cost

• !hee operational cost of ONGC is among the lowest in the world and its reser"e le"el is

e#ui"alent to 2@ years of production

3


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11/68

• ONGC has already obtained marketing rights for transportation fuels, this opens up the

opportunity to augment ONGC1s profitability through "alue addition consumer and

retail marketing

• ONGC is poised to enter downstream refining in a big way -fter the mini refineries in

!atipaka, it has signed a share purchase agreement to ac#uire @>4F e#uity held by 8)/

-ditya irla Group in 8angalore +efineries and etrochemical Eimited


12/68

property loss e&ceed +s Crore !he cost of insurance has increased, pilferage losses

are been sustained and operation has been restricted in sensiti"e areas

O3G*NID*.ION*L (.36C.63-&ONGC

'2


13/68

2I-3C2IC*L (.36C.63-& ONGC

+I3-C.O3

-B-C6.I'- +I3-C.O3 -E

G3O6" G-N-3*L %*N*G-3 -F

G-N-3*L %*N*G-3 -

+4 G-N-3*L %*N*G-3 -:

C2I-5 %*N*G-3 -;

%*N*G-3 -?

+4 %*N*G-3 -8

(-NIO3 O55IC-3 H -B-C6.I'- -9

O55IC-3 H -B-C6.I'- ->

*((I(.*N. O55IC-3 H -B-C6.I'- -<

'@


14/68

26%*N 3-(O63C-& 'I(ION) %I((ION O,#-C.I'-(

23 'ision

A!o attain organi$ational e&cellence by de"eloping and inspiring the true potential of

company1s human capital and pro"iding opportunities for growth, well being and enrichmentA

23 %ission

A!o create a "alue and knowledge based organi$ation by inculcating a culture of learning,

inno"ation team working and aligning business priorities with aspiration of employees

leading to de"elopment of an empowered, responsi"e and competent human capitalA

23 Ob0ecti1es

!o de"elop and sustain core "alues

!o de"elop business leaders for tomorrow

!o pro"ide 6ob contentment through empowerment, accountability and responsibility

!o build and upgrade competencies through "irtual learning, opportunities forgrowth and pro"iding challenges in the 6ob

!o foster a climate of creati"ity, inno"ation and enthusiasm

!o enhance the #uality of life of employees and their family

!o inculcate high understanding of L/er"iceL to a greater cause

23 (trategy

!o meet challenging demands of the business en"ironment, focus of the D+ /trategy is onchange of the employeesL Mmindset1

uilding #uality culture and resources

+e%engineering and redeployment for ma&imi$ing utilisation of D+ potential

!o build and upgrade competencies through "irtual learning, opportunities for growth and

pro"iding challenges in the 6ob

'4


15/68

+e%strengthening mutual faith, trust and respect

Inculcating a spirit of learning en6oying challenges

*e"eloping Duman +esource through "irtual learning, pro"iding opportunities for growth,

inculcating in"ol"ement and e&posure to benchmarking in performance

3ole of 23

-lignment of D+ "ision with corporate "ision

/hift from support group to strategic partner in business operations

D+ as a change agent

9nhance producti"ity and performance by de"eloping employee competency and potential

*e"eloping professional attitude and approach

*e"eloping MGlobal 8anagers1 for tomorrow to ensure the role of global players

%easuring 23 "erformance

D+ arameters ha"e been incorporated in the 8O: by ONGC since '334%3, to systematically

and scientifically e"aluate effecti"eness of D+ /ystems, which enables and facilitates time

bound initiati"es

23 "arameters of %o6 for 9


16/68

Introducing the concepts of mentoring and knowledge management

Conducting a Climate /ur"ey to identify areas for O* inter"entions

* %oti1ated .eam

D+ policies at ONGC re"ol"e around the basic tenet of creating a highly moti"ated, "ibrant

self%dri"en team !he Company cares for each e"ery employee and has in%built systems to

recognise reward them periodically 8oti"ation plays an important role in D+ *e"elopment

In order to keep its employees moti"ated the company has incorporated schemes such as

3eward and 3ecognition (cheme, Grie1ance 2andling (cheme and (uggestion (cheme

Incenti1e (chemes to -nhance "roducti1ity

roducti"ity Donorarium /cheme

Bob Incenti"e

Kuarterly Incenti"e

+eser"e 9stablishment Donorarium

+oll out of /uccession lanning 8odel for identified key positions

Group Incenti"es for cohesi"e team working, with a "iew to enhance producti"ity

.raining +e1elopment

-n integral part of ONGC1s employee%centred policies is it1s thrust on their knowledge

upgradation and de"elopment !he Institute of 8anagement *e"elopment, which has an I/O

300' certification, along with > other training institutes, play a key role in keeping our

workforce at pace with global standards

!he Institute of 8anagement *e"elopment is the premier nodal agency responsible for

de"eloping the human resource of ONGC It also focuses on marketing its D+* e&pertise in

the field of 9&ploration roduction of Dydrocarbons ONGC1s /ports romotion oard, the

-pe& body, has a Comprehensi"e /ports olicy through which top honours in sports at national

and international le"els ha"e been achie"ed

'=


17/68

.ransforming the Organi=ation

ONGC has undertaken an organi$ation transformation e&ercise in which D+ has taken a lead

role as a change agent by e"ol"ing a communication strategy to ensure in"ol"ement and

participation among employees in "arious work centers 9&clusi"e workshops and

interactions)brainstorming sessions are organi$ed to facilitate in"ol"ement of employees in this

pro6ect

"ro0ect (hramik

!o mo"e towards world%class systems, processes and practices, a pro6ect for integrated /ystem

of Duman +esource -utomated 8anagement Information for 7-I9N


18/68


19/68

PARAMETERS

YESTERDAY TODAY TOMORROW

/uccess factorsusiness 6udgment,

IntuitionInformation/trategic lan

8ission

.le&ibility-gility

/peed

Organi$ational /tyleaternalistic rofessional 9mpowered

EearningHibrant

9mployees considered as Dungry, Naked *efenseless

creatures

!hinking and+ational eings

.ully e"ol"ed,completely satisfied,mature human beings

8oti"ational 8ethods*ri"ing people

through basic needs*ri"ing people

through social

intellectual needs

eople dri"e themsel"es

+ole of D+ ro"ide people withfood, clothing and

shelter

8oti"ate by pro"iding

effecti"e fair appraisals andcompensation

systems

-s a Change -gent-s a Inno"ator -s a /trategic artner

'3


20/68

26%*N 3-(O63C- %*N*G-%-N.

ONGC considers the human resource to be its greatest asset in its stride to achie"e corporate

e&cellence !he success of the company is due to its highly moti"ated, professionallycompetent, committed multidisciplinary workforce comprising of scientists, technologists,

engineers and other support personnel /e"eral initiati"es and measures ha"e been taken to

ensure that human resource is managed and de"eloped

2eadJuarters%

-t the head#uarters Duman +esource *e"elopment


21/68

.he -3 department has the following functions&

Grie"ance 8anagement

olicy 8aking

*ealing with 9state matter

CO3"O3*.- 23+ "OLIC4

!he most "aluable resource an organi$ation possesses is undoubtedly its people !he D+*

philosophy of ONGC belie"es in continuously ensuring that the dynamism, competency,

moti"ation and effecti"eness of the employees remain al high le"els

!he principal ob6ecti"e of our D+* policy are J%

• !o prepare employees to take up challenges in aspects of upstream sector in the

petroleum industry

• !o build competence for career growth through continuing education program

• !o contribute towards impro"ement in managerial effecti"eness and leadership

de"elopment

• !o carry out management de"elopment studies for upgrading systems rocedures and

introducing professionalism

• !o cater to special needs with regard to managing absorption, transfer and de"elopment

of technologies to insure an organi$ational culture responsi"e to the en"ironment

26%*N 3-(O63C- "L*NNING

ONGC has always gi"en great priority to Duman +esource 8anagement by formulating

enlightened personnel policies form time to time !he organi$ation has taken "arious measures

to ensure that o"erall manpower strength is contained and utili$ed optimally+ecruitment has

been negligible and filling up of post falling "acant due to separations has also been a"oided

-s a result of all these efforts, the o"erall manpower strength of ONGC has reduced from

44,4( as on @'0@'33= to 40,22= as on 0'04200' a decrease of (F

2'


22/68

-%"LO4-- .63NO'-3

*espite increasing competition, there has been a consistent decline in employee turno"er in

ONGC !he results indicate about @2F of the employees are in the age of 4 and abo"e

3-+-"LO4%-N. O5 %*N"O/-3

!hough redeployment of manpower is carried out on a regular basis depending on the specific

needs of a work centre, special initiati"es were taken to redeploy manpower from N+C and

C+C due to reduced work programmes in these regions .rom N+C, 22> persons declare

surplus being redeployed .rom C+C,4(0P2@ personnel had been deployed in phases Inter%

regional redeployment is also planned and carried out on a regular basis -lways there is thrust

on re%deployment !his keeps on manpower re"ol"ing from the areas of redundancy to areas of

need

CO%"-.-NC4 +-'-LO"%-N. *N+ .3*NING -55-C.I'-N-((

!raining and *e"elopment in ONGC is a dynamic system continuosly acti"e in achie"ing the

growth of indi"iduals and the organi$ation 5ith the rapid changes taking place in the field of

technology worldwide, it is essential to keep upto date with all the latest de"elopments in the field

of information% production acti"ities -d"anced technology and cost effecti"eness ha"e become

"ital for gaining a competiti"e edge, I8* is the nodal agency which annually lands the training

acti"ities of the organi$ation which are implemented through the +!Is and /!Is in the regions

!he organi$ation has tried to adapt and reform training e"aluation and feedback scheme to

continuously impro"e effecti"eness of training and de"elopmental system !here is anelaborate to impro"e the #uality of training programs 9ach trainee fills a M.eedback form1 at

the end of a program, which is carefully analy$ed by the program directors

22


23/68

!o make training more rele"ant to the organi$ation needs, senior e&ecuti"es are being in"ol"ed

in the process esides de"elopment of managers, I8* is concentrating on de"elopment of

workers, union leaders, women employees

Identification of training needs is another thrust area of I8* 9&posure to appropriate training

is a de"elopmental mechanism for ac#uiring competencies for the present and the future

!herefore efforts are being made to link training with performance appraisal and career

planning

"-35O3%*NC- *N+ "O.-N.I*L *""3*I(*L

7eeping in "iew the organi$ational needs, new performance appraisal system for the

e&ecuti"es of 9'%9= has been designed with the assistance of Institute of -dministrati"e

8anagement, New *elhi

%*#O3 56NC.ION( O5 23+

' !o prepare employees to take up challenges in aspect of upstream sector

2 !o contribute to impro"ements in managerial effecti"eness and leadership de"elopment

@ !o e&ecute of management de"elopment studies to help in upgrading systems and

procedures

4 !he selection and training of personnel, manpower forecasting and planning,

succession planning and career de"elopment of employees

2@


24/68

3ole of 23+

In this en"ironment the role of D+ has e"ol"ed from the Maternalistic ro"ider1 to that of an

M9nabler1 and a M/trategic artner

!he acti"ities of D+ thus mainly focuses onJ

• 9nrolling employees to the Company1s Hision

• 8anaging the e&pectations of its stakeholders

• Ee"eraging !alent

• Creation of /econd Generation Eeadership

!his is accomplished through the mechanisms ofJ

• 5orkforce lanning

• +ewards +ecognitions

• olicy +e%engineering

• Career /uccession lanning

• Capability uilding

• Compensation structuring

• Organi$ation *e"elopment

D+ is thus the thread that wea"es the fabric of the company, uniting the re#uirements of business

with those of its stake%holders

24


25/68

/orkforce "rofile

- brief "iew of the current workforce profileJ

*A

!hese streams comprise of '0( disciplines

,A !he workforce is distributed across the different work%groups as underJ

/ork Groups .otal Nos K

0'%CO+ O..IC9 4(2> '

02%-/IN/ @@40 '0

0@%-//9!/ '03'= @@

04%/9+HIC9/ '03' @@

0%E-N!/ '02

0=%IN/!I!:!9/ '@=' 4

0>%O!D9+/< OHE)*9? 2(' '

Grand .otal 88>F >= '3@ 4@=0 '@

9ngineering '20=0 '(=3 400 '(423 =

/upport /er"ices @34= ='4 2(> @242 '0@(3 @'

Grand .otal >EEE 9:;E 9F< 89?9 88>F

2


26/68

CA 3eligion 3eser1ation Gender (tate of +omicile

Dindu @0''> Gen 2@4@( 8ale @'2>28uslim '== /C 243 .emale '30=

Christian (2= /! 2>G

.otal 88>F

/ikh @@( OCs '>@=

uddhist >3G

.otal 88>F

Bain '4(arsi @oro%astrian 2

G .otal 88>F

-ssam =433

Gu6arat 32'

:ttar radesh @>

8aharashtra 2>3@

:ttarakhand 2'3(

5est engal 2003

-ndhra radesh '(23

!amil Nadu '>0

ihar ''@2

7erala (0=

!ripura >>4+a6asthan >2

8adhya radesh 0@

un6ab 4=(

*elhi 44

Orissa @@0

Daryana @0

7arnataka 23'

Dimachal radesh 203

N- 20

Bharkhand '>

Bammu 7ashmir '2@ondicherry =(

Goa, *aman *iu @

Nagaland 2

Chhattisgarh @3

8eghalaya @4

Chandigarh @'

8anipur '=

Nepal ''

-ndaman Nicobar 3

-runachal radesh 2/ikkim 2

*adra, NagarDa"eli '

Eakshwadeep '

8i$oram '

Grand .otal 88>F

2=


27/68

%*#O3 56NC.ION( O5 23G

• -ssessment of manpower re#uirement in "arious pro6ects and disciplines at "arious

le"els !his is done on the basis of detailed $ero%based studies and D+G1s

recommendations for appro"al !hus, for deciding the recruitment, D+G plays a

nodal role

• 9"aluation of manpower norms and practice in different functional areas

• /tudying and recommending the needs of internal redeployment of manpower with

a "iew of enhancing producti"ity utili$ation of manpower

• ro"iding primary data inputs for succession planning of corporate le"els

e&ecuti"es

• ro"iding essential data inputs for promotion and transfer of e&ecuti"es

• 8aintaining computeri$ed manpower databases, work center wise, and le"el wise

etc, along with details like number of women and /C)/! employees Compiling

and dissemination M erformance growth parameters1 in the area of Duman

+esource 8anagement% an annual report from D+G which is essential input for

- report

• -cting the nodal agency for computeri$ation of personnel function in the entire

corporation, also coordination training of personnel on computer in this regard with

I8*

• -cting the nodal agency for administering the erformance Incenti"e /cheme, its

annual re"ision and making amendments)pro"iding clarifications from time to time

to region ) pro6ects

• Coordinating corporate change programs, like re"ision of erformance -ppraisal

/ystem in the corporation and corporate restructuring) transformation

• .ormulation and modification of "oluntary +etirement /cheme

• ro"iding periodic inputs for organi$ing trainings by ONGC -cademy -

personnel

• Carrying out system studies ) optimi$ation studies, whene"er assigned by

management, or at D+G1s own initiation

2>


28/68

-%"LO4-- ,-N-5I.( *N+ (-3'IC-(

L-*3NING O,#-C.I'-(

• :nderstand the nature of employee benefits an appreciate their role in attracting

and retaining competent people

• Identify the different fringe benefits pro"ided to employees and describe the more

significant of them

• Identify the principles of fringe benefits

• *escribe the different steps in administration of benefits and ser"ices

• Hisualies the future of fringe benefits

• Identify the problems faced by an 8NC in administering benefits and ser"ices

9mployee remuneration


29/68

/imilarly, the terms benefits and ser"ices are often used interchangeably by some

writers ut some maintain distinction between the two .or these people, the term

benefit applies to those items for which a direct monetary "alue to the indi"idual

employee can be ascertained, as in the case of pension, medical insurance, or holiday pay

!he word ser"ice applies to such items as a company cannot be readily established

Dowe"er, we ha"e used the two terms interchangeably in the chapter 5e also ha"e no

ob6ection against the use of the term fringes

/24 ,-N-5I.( *N+ (-3'C-(

Nearly e"ery organisation in our country pro"ides benefits and ser"ices to its

employees !hese fringes continue to grow in their importance se"eral reasons account

for this trend

!hey represent increased earnings to employees In fact, employees prefer indirect

remuneration to direct pay -ny increase in direct pay only adds to one1s ta&able income

but most benefits are not ta&ed and hence are ad"antageous to employees .urthermore,

there are economic reasons why benefits are preferred by employees Dealth and life

insurance can generally be purchased by the employer at group rates, which are typically

lower than those the employees would ha"e to pay

9mployees, too prefer indirect remuneration to direct pay Increase in benefits

distort salary structures less and are often more easy to e&plain to shareholders as the

social responsibility of the company esides, they often in"ol"e comple& financial

arrangements and underwritings so that their true cost may not be discernible by

employees or unions

8ore than salary structures and financial arrangements, there is a need to attractand retain competent personnel -n employee 6oins and stays with an organisation which

guarantees attracti"e fringe benefits esides, "acations along with holidays and rest

breaks help employees mitigate fatigue and enhance producti"ity during the hours

actually employees work /imilarly, retirement, health%care and disability benefits may

23


30/68

allow workers to be more producti"e by freeing them of concerns about medical and

retirement costs /o, it is #uite accurate to state that indirect remuneration mayJ

@0


31/68

' 8itigate fatigue

2 *iscourage labour unrest,

@ /atisfy employee ob6ecti"e

4 -id recruitment,

+educe turno"er and

= 8inimise o"ertime costs

5ringe benefits

.ringe benefits help build up a good corporate image /chemes like housing, educational

institutions, and recreational acti"ities bring benefits to the society at large In the case of

some, the benefits are direct for a religious programme or a sports e"ent or a company

school, the company draws its clientele not only from the employees but also from

surrounding communities In others, such as housing, there are indirect gains in terms of

reduced pressure on the limited li"ing accommodation and release of public funds for

additional housing programmes -ll these ha"e wider dimensions than immediate gains to

the employees

!hus, an organisation, with the introduction of fringes, seeks to enhanceemployees morale, remain cost% effecti"e, and introduce changes without much

resistance

@'


32/68

,enefits are Incenti1e

*o benefits moti"ate employeeR .rederick Der$berg group benefits along with

other factors such as working conditions into the Mhygiene1 area% they are needed, and the

human appetite for them is limitless et, they do not moti"ate people to perform betterIn 8aslow1s need structure, benefits may affect the "arious aspects of Msecurity1


33/68

.able >8> -xamples of 5ringes

> Legally reJuired payments

i Old age, sur"i"ors, disability and health insurance


34/68

"3INCI"L-( O5 53ING-(

!he following principles must go"ern the administration of fringe benfitsJ

'% enefits and ser"ices must b pro"ided to the employees on the basis of a genuine

interest in the protection and ser"ices must be pro"ided to the employees on the basis of a genuine interest in the protection and promotion of their well%being

!he managements should not feel that the fringes are thrust upon them Nor

should the managements feel that they are pro"iding the benefits as a matter of

charity

2% !he benefit must satisfy a real need 9mployees resist or are indifferent to any

benefit which is not liked by them

@% !he benefit must be cost%effecti"e

4% !he benefit should be as broad%based as possible

% -dministration of the benefits should be preceded by sound planning

=% !he wishes of employees as e&pressed by their union representati"es and the

bargaining power of the union must be considered

>% 9mployees should be educated to make use of the benefits

@4


35/68

.ypes of Non&monetary 3ewards

(IGNI5IC*N. ,-N-5I. *N+ (-3'IC- "3OG3*%%-(

-s !able shows, some organisagtions pro"ide an ama$ing range of benefits !hediscussion below, howe"er, focuses on ma6or benefits to which organisations contribute a

substantial amount of ser"ice

"*4%-N. 5O3 .I%- NO. /O37-+

Companies pro"ide payment for time not worked, both on% and off%the%6ob On% the% 6ob

free time includes lunch periods, rest periods, coffee breaks, wash%up times and get%ready

times Off%the%6ob time includes "acations, sick lea"es, public holidays, and personal or

casual lea"es

IN(63*NC- ,-N-5I.(

Organisations offer life and health insurance programme to their employees 8ost

organisations offer insurance at a cost far below what indi"iduals would ha"e to pay to

buy insurance by themsel"es

CO%"-N(*.ION ,-N-5I.(

*isability and worker1s compensation benefits are also employees 9mployers contribute

funds to assist workers who are ill or in6ured and cannot work owing to occupational

in6ury or ailment !hese benefits are regulated by the 5orkmen1s Compensation -ct

"ension "lans

8ost organisations offer plans to pro"ide supplementary income to employees after they

retire !hese are either company%paid or 6oint employee%and%company%paid programmes

meant to supplement social security

-long with pensions, organisations pay gratuity to employees attaining

superannuation !here is, howe"er, a ceiling on gratuity which may not be 6ustified If an

@


36/68

employee has ser"ed an organisation for a long time, there is no reason why he or she

should be denied the benefit of higher gratuity

- company1s social security, and worker1s compensation contributions are set by

the law ut how much to contribute for other kinds of benefits is upto each company to

decide

/ome organisations contribute more to the cost of these benefits than others do

/ome others pay the entire cost, others pay a percentage of the cost of certain benefits,

such as health and insurance, and bear the entire cost of others S

Organisations are disco"ering newer ways of rewarding their employees


37/68

-mong the nominations, ' to '( are short listed by the 8* himself !hos

shortlisted are e&pected to work closely with 8* on his total #uality programme It is

considered an honour for the shortlisted employees

On the other hand, the members of the resident1s Club are noted on the basis of

speed and inno"ation Once again, the '( winners work closely with NII!1s president to

enrich the organi$ation /imilarly, 8odi Tero& has instituted an Honours Club, which

recogni$es outstanding performance, /o far, @0 employees from the company ha"e

bagged their honours, an all%e&penses%paid holiday abroad

Club membership is a"ailable for e"en non%members but who ha"e stayed with

the organi$ations .or instance, NII! has an Old Timfers Club for employees who, ha"e

been with the company for fi"e years, and a +eal Old Timer’s Club for those who ha"e

completed '0 years 8embers of both the club recei"e special recognition along with

pla#ues In addition, Nll! has introduced paternity lea"e for men employees, with the

added options of employment and an additional +s 200 con"eyance allowance for new

parents !he new year day has been designated as LGranny Gratitude *ayL and is a

compulsory holiday for all Colgate% a'moli"e, 8odi Tero& and Nll! conduct annual

painting contests for their respecti"e employees children Nll! uses the award%winning

painting for its calendar

*+%INI(.3*.ION O5 ,-N-5I.( *N+ (-3'IC-(

Organisations fumble while administering employee benefits and ser"ices ielding to the

pressure of :nion employees, demand or in deference to social response trends,

companies ha"e added newer enefits and ser"ices to the list, which is already lengthy

Organisations ha"e seldom established ob6ecti"e, systematic plans, and standards to

determine the appropriateness of the programmes !his patchwork of benefits and

ser"ices has caused se"eral problems

"roblems in *dministration

!he main problem in indirect remuneration is the lack of employee participation Once a

fringe benefits programme is designed by the company, employees ha"e little discretion

@>


38/68

.or e&ample, the same pension usually is granted to all workers, ounger employees see

pensions as distant and largely irrele"ant Older female workers feel that membernity

benefits are not needed !he uniformity of benefits fails to recogni$e a workforce

di"ersity -dmittedly, uniformity leads to administrati"e and actuarial economics, but

when employees recei"e benefits they neither want nor need, these economies are

#uestionable

8anagers, too, ha"e little interest in the benefits programmes and trade unions are

almost hostile to the schemes 8anagers are not e"en aware of the company1s policy

towards benefits and their contribution to the #uality of corporate life !rade union

entertain a feeling of alienation as the benefits are likely to erode their base

/ince employees ha"e little choice in their benefit packages, most workers are

unaware of all the benefits to which they are entitled !his lack of knowledge often

causes employees to re#uest for more benefits to meet their needs .or e&ample, older

workers may want impro"ed retirement plans, while younger workers seek impro"ed

insurance co"erage for dependents !he result is often a proliferation of benefits and

increased employer costs -nd perhaps e"en worse, employee confusion can lead to

complaints and dissatisfaction about their fringe benefit package, particularly when

employees do not ha"e to contribute financially

!hese problems can be a"oided if the following lines are taken while

administering indirect remuneration !he steps are


39/68

length of ser"ice, and performance should also recei"e due attention in the ob6ecti"e%

setting process

!ypically, benefits accomplish four ob6ecti"esJ


40/68

competiti"e prices for their products and ser"ices, managers look to reduce, or at least

curtail, increases in labour costs -s their products and ser"ices, mangers look to reduce,

or at least curtail, increases in labour costs -s indirect remuneration constitutes a ma6or

chunk of labour costs, benefits and ser"ices recei"e tap priority in the cost%reduction

dri"e

On the other hand, competition in the labour market to attract and retain

production employees creates pressure to match the benefits offered by others

Organisational strategies and ob6ecti"es, employee preferences and demographics

constitute the internal en"ironment of employee benefits and ser"ices - large, well%

established employer in a growing or mature industry, for e&ample, may offer a relati"ely

better benefits package ut a smaller, newly formed, emerging company may find that

the high fi&ed costs attached to many benefits, particularly pensions, entail too great a

financial burden Instead, such organisations emphasise incenti"e pay or profit sharing,

where costs "ary with companyLs profitability and de%emphasise insurance or other fi&ed%

cost benefits

!he preferences and demographics of a particular employee in an organisation

also affect indirect remuneration 8ost employee benefits are ta& free, and hence are

likely to appeal to employees with higher incomes - "ast ma6ority of workers may not be

attracted by such ta&%free benefits .or them, fewer ta& ad"antages e&ist, or these

employees may ha"e more immediate needs which can be met only by cash benefits

/imilarly, employees ha"ing college%going children or marriageable daughters ha"e

different benefit preferences than those who are newly hired with working spouses and

children who ha"e not reached the school%going age

*ssessing Competiti1eness

8ore often than not, organisations offer benefits to match or outstrip those offered by

competitors Dow to ascertain the competitorsL benefit packagesR !hese are assessed

through market sur"eys conducted by professional associations and consultants !hese

40


41/68

sur"eys pro"ide data on the "arious benefits offered, their co"erage, eligibility and costs

!he data allow employers to assess the competiti"eness of their benefits and costs, with

those offered by others

Communicating the ,enefits

enefit programmes must be communicated to employees through booklets, brochures,

slide presentations, and regular employee meetings -n effecti"e techni#ue is to use

employee calendars, which communicate the total remuneration components 9ach month

of the calendar shows a company employee recei"ing a benefit .or e&ample, one month

may feature a photo of an employee building a new home, made possible through the

companyLs sa"ings plan -nother month may feature the usefulness of the companyLs

medical plan

Communication helps remo"e ignorance of employees


42/68

-1aluation and Control

One way of assessing the usefulness of fringes is to ascertain how far the ad"antages

claimed in fa"our of indirect monetary schemes ha"e really benefited the employees !he

#uestions rele"ant in this conte&t areJ


43/68

= -nalyse how satisfied the indi"idual is with the employerLs programme as compared to

the competitorLs programme

eriodic action on the abo"e lines would not only control benefit costs but would

also ensure usefulness of fringe benefits

.2- 56.63- O5 53ING- ,-N-5I.(

Current benefit packages ha"e e"ol"ed o"er the years from plans that addressed

the basic needs of the workers and pro"ided minimum benefits to the indi"iduals !oday,

we see a much more comple& pattern of plans with enhanced fle&ibility, tailored to meet

the needs of indi"iduals and costing public sector and pri"ate sector organisations dearly

in terms of rupees 9mployees in general are more educated, more sophisticated and more

demanding of remuneration including fringe benefit 9mployers are, therefore, re#uired

to de"ise newer benefit plans to attract and retain competent personnel, keeping a watch

on the benefits costs Certain guidelines to make benefit programmes more effecti"e are

gi"en here

4@


44/68

+I55-3-N. "OLICI-(

CON(OLI+*.-+ O55IC- O3+-3(

' -*H-NC9

2 -EEO5-NC9

@ *I/CIEIN9

4 9/!-!9 -N* DO:/ING

9/!-EI/D89N! 8-!!9+/ INC9N!IH9 +95-+* /CD989

( IN*:/!+I-E +9E-!ION

3 BO +O!-!ION !+-N/.9+ OEIC

'0 E9-H9 +OE9/

'' E9G-E

'2 89*IC-E

'@ O..ICI-E E-NG:-G9 /9-+-!ION/

'( !+-INING .IN-NCI-E 98OE:89N!/)

DONO+-+I:8

'3 !+-H9EEING -EEO5-NC9

20 !+:/!

2' 59E.-+9

22 DO/I!-EI!

44


45/68

/-L5*3- "OLICI-(

' G+-!:I! +OE9/

2 DOEI*- DO89

@ E9-H9 .-+9 -//I/!-NC9

4 /CD989 .O+ 9& G+-!I- !O +9 ''0'33 98EO99/

-G+-NI /-88-N 9& G+-!I- 9N9.I!/ /CD989

= CDIE*+9N 9*:C-!ION -EEO5-NC9

> DO:/9 CONH9-NC9 8O+!G-G9 +9*98!ION /CD989

( !+-N/O+!) :/ .-CIEI!

3 /9CI-E -5-+*/ !O CDIE*+9N ON /9C:+ING O/I!ION/

'0 ONGC /CDOE-+/DI .O+ /C) /! /!:*9N!/

'' 9& O..ICIO +9/I*9N! !O O..IC9+/ CE: -N*

8-DIE- /-8I!I

'2 CO+O+-!9 CI!I9N/DI OEIC

'@ ONGC1s /O+!/ OEIC

'4 +9I8:+/989N! O. -**I!ION-E C-N!99N

/:/I* !O !D9 98EO99/ O. :NIONI/9*

C-!9GO+ ' ONGC 98EO989N! -//I/!-NC9 /CD989

*+'*NC-

' DO:/9 .:+NI/DING -*H-NC9

2 E:8/:8 -*H-NC9 .O+ :NIONI/9* C-!9GO+

@ CO8:!9+ -*H-NC9

4 CONH9-NC9 -*H-NC9

DO:/9 :IE*ING -*H-NC9


46/68

INC-N.I'- *N+ 3-/*3+ (C2-%-

' INC9N!IH9 .O+ DIGD9+ K:-EI.IC-!ION

2 INC9N!IH9 .O+ !9++I!O+I-E -+8

@ -89N! O. +9/9+H9 9/!-EI/D89N! DONO+-+-I:8 /9CI-E -EEO5-NC9 .O+ .I+9 9+/ONN9E

'( 7I! 8-IN!-IN-NC9 -EEO5-NC9

'3 .OO* CO89N/-!O+ -EEO5-NC9

20 CD-+G9 -EEO5-NC9 .O+ 9*)-9*)GG8

4=


47/68

%-+IC*L

' +9I8:+/989N! O. CO/! O. /9C!-CE9/) *-+7

GE-//9/)GOGGE9/

2 .I+/! -I* !+-INING EOO* *ON-!ION

@ 89*IC-E .-CIEI!I9/ !O CON!ING9N! 98EO99/

4 +9/ON/IIEI! O. CON!+OEEING O..IC9+ IN C-/9 O. -CCI*9N!

EOC-E :+CD-/9 O. 89*ICIN9/ IN 989+G9NC

= 89*IC-E .-CIEI! .O+ .+99*O8 .IGD!9+/

> 89*IC-E .-CIEI! .O+ CI/. 9+/ONN9E

( INC9N!IH9 .O+ -*O!ING /8-EE .-8IE NO+8

3 89*IC-E .-CIEI! .O+ +9!I+9*) /9-+-!9* 98EO99/ '0 INCO89 C9IEING/ .O+ *9!9+8INING *99*-NC

O. -+9N!/

'' 89*IC-E .-CIEI! .O+ +9G:E-+ 98EO99/

'2 +9I8:+/989N! O. 89*IC-E CE-I8/ .O+

!+9-!89N! IN 989+G9NC IN +IH-!9 DO/I!-E/

'@ 9+IO*IC-E 89*IC-E 9T-8IN-!ION G:I*9EIN9/ .O+ 98O59+89N! O. DO/I!-E/,

N:+/ING DO89/ -N* 89*IC-E /9CI-EI/!/

'( 9T!9N!ION O. 89*IC-E .-CIEI! !O !D9

*99N*-N!/ O. 98EO99/ 5DO *I9 5DIE9 IN

/9+HIC9

'3 G:I*9EIN9/ .O+ 9NG-G989N! O. *OC!O+/ -N*

-+-89*IC-E /!-.. ON CON!+-C!

4>


48/68

+9/9-+CD 89!DO*OEOG

+-5IN*.ION O5 3-(-*3C2

-ccording to Clifford 5oody , M It comprises defining and redefining problems;

formulating hypothesis or suggested solutions; collecting, organi$ing and e"aluating data;

making deductions and reaching conclusion; and at last, carefully testing the conclusions

to determine whether they fit the formulation hypothesis1

3-(-3C2 +-(IG2

U /pecification of methods and procedures for ac#uiring the information neededV

+-(C3I".I'- +-(IGN

U !hese desigh are used to establish accurate descriptions of "ariables rele"ant to the

decision being taken without demonstrating the e&istence of the relationships between

"ariablesV

(*%"L- +-(IGN

!he sample design is usually consistent to the M rele"ant popularion 1 specific to the

research problem

!he researcher concentrate on three things while designing the sample

• (ample 6nit !he sample unit decided was from 9%' le"el to 9%= le"el ie from

Officer to General 8anager

• 5rom where the sample was selected !9E D-H-N, 7*8I9, G9OIC

ranch of ONGC

4(


49/68

• .he sample si=e =0 employees

• .he process of selection +andom /ampling

• .ools of data collection J UK:9/!IONN-I+9 89!DO* V

LI%I.*.ION( O5 .2- "3O#-C.

> /ample si$e was =0 which cannot be true respecti"e of the company ha"ing morethan 2'000 e&ecuti"es in office work 8ore response was collected from the

e&ecuti"es in office work response so collected ha"e across the corporation

9 !he efforts has been made to distribute the #uestionnaire in proportion of theemployee in different business groups to ha"e a true representati"e of all the business group !he response recei"ed are not in similar proportion

8 9&ecuti"e in a company are spread at all le"el !he#uestionnaire should ha"e been distributed in proportion totheir strength

? !he assignment being "ery challenging and of e&hausti"e in nature re#uireappreciable time to carry out the sur"ey and to compile recommendation

; It was obser"ed that upon a certain e&tent e&ecuti"e were trying to get a idealisticresponse there after a correction factor has to be done

: .eed back is not communicated in general

43


50/68

3-(6L.( *N+ 5IN+ING(

M>A !he company has e&cellent enefits 5elfare .acilities for the employees and their families

5IN+ING( 3(F of the people agree that company has e&cellent benefits welfare facilities

M9A enefits are fair for responsibility

5IN+ING( (2F 9mployees agree that benefits are fair for responsibilities,

0


51/68

M8A !he office en"ironment is conduci"e

5IN+ING( -lmost ==F people agree that office en"ironment is F people disagree to this

M?A +epresenting the company at public forum is based on authority

5IN+ING( 8ore than 0F people agree that representing the Company should be based on authority

'


52/68

M;A Bob rotation transfer is based on organi$ational re#uirement

5IN+ING( -lmost 44F employees agree that 6ob rotation transfer is ased on organi$ational re#uirement while 2@F employees /trongly disagree to this

M:A !he amount of lea"es are satisfactory

5IN+ING( 9mployees agree that the amount of lea"es are satisfactory while non strongly disagree to this

2


53/68

MA -ll the system facilities utilities are fully documented

5IN+ING( (0F employees agree that system facilities utilitiesare fully documented while '>F were neutral

MFA 9ntitlement of class accommodation in hospitals is necessary

J

5IN+ING( 8ore than 0F employees agreed to this while F stronglydisagree to this and '@F were neutral

@


54/68

MEA E.- policy is beneficial to employees

5IN+ING( 40F 9mployees strongly agree that E.- olicy is beneficial ut 2F disagree to this

M>F agreed thateriodical medical e&amination is beneficial, while non

*isagree to this

4


55/68

M>>A !he a"ailment reimbursement of "arious policies andthrough /-8-+C is effecti"e

5IN+ING( 8ore than 0F employees agreed 40F strongly agree that/-8-+C is effecti"e

M>9A ONGC /ports policy is successful in reducing the stress of monotonous work

5IN+ING( -lmost >>F employees agreed that ONGC sports policy is effecti"e F disagree @F strongly disagree


56/68

M>8A !he present ONGC +etirement policy is beneficial to secure the future

5IN+ING( 40F employees are strongly satisfied with the ONGC +etirement policy while 'F are not satisfied

M>?A !he -grani /amman 9& Gratia enefit is goodenough to sustain the life of old people

5IN+ING( >F 9mployees agree that -grani /amman 9& Gratia enefit is good while 'F disagree to this

=


57/68

M>;A Initial training should be pro"ided as much as possible

5IN+ING( 3@F 9mployees agree that initial training must be pro"ided 5hile >F were neutral but non disagree

M>:A Certain employee enefits are biased

5IN+ING( 'F 9mployees agree that certain employee benefit are biased 5hile 40F were neutral but @F disagree to this

>


58/68

M>? 8edical facilities are ade#uate pro"ided on time

5IN+ING( 30F 9mployees are satisfied with the medical facilities while

@F are dissatisfied

M>FA -ll the allowances ad"ances are pro"ided on time

5IN+ING( 3=F 9mployees are satisfied with the allowances ad"ances 5hile 'F disagree to this

(


59/68

M>EA Get all information about the e"ents and affairs of the company which ha"e an effect on the work

5IN+ING( >(F 9mployees agree that they get all information about the 9"ents and affairs of the company

M9


60/68

M9>? Da"e good opportunities to learn new skills and new 6obs

5IN+ING( (2F 9mployees agree that they ha"e good opportunities to new /kills new 6obs, while F disagree

M99? !he current romotion policy is satisfactory

5IN+ING( 8ore than 0F employees agree that the current retirement olicy is satisfactory, while 20F disagree 22F were neutral

=0


61/68

M98A !he annual Increments enefits should be directly linked to performance attendance

5IN+ING( -lmost >0F employees agree that increments benefits /hould be linked to performance, while 2@F were neutral

M9?A !he H+/ scheme of ONGC is satisfactory

5IN+ING( @F 9mployees are satisfied with the ONGC retirement policy, while @@F are neutral '4F disagree to this

='


62/68

M9;A !he Douse uilding ad"ance scheme is satisfactory

5IN+ING( >F 9mployees are satisfied with the Douse uilding -d"ance scheme, while '2F disagree to this

M9:A Children education allowance is beneficial to employees and their wards

5IN+ING( 3F 9mployees are satisfied with the Children 9ducatuon allowance 5hile 2F are dissatisfied

(6GG-(.ION(

=2


63/68

.ringe benefits programmes should be looked at as worth while Corporate

instrument in D+8

.uture policy planning in this area will ha"e to keep in "iew some fresh

reference points Non unioni$ation and skill shortage are no more rele"ant for

policy considerations

-ny meaningful package of benefits must reflect some perspecti"e lanning

Infle&ibility brings stagnation

/eparate programmes directly beneficial to workers from those that are

directed towards community welfare Clubbing them together adds to their

cost !his may not be liked by workers

It is ad"isable not to ha"e a facility rather than neglecting it in its

administration

oor internal communication hurts the programme in at least three waysJ


64/68

CONCL6(ION

!he study can be concluded by saying that the 9&ecuti"es ha"e a positi"e attitude

towards employee benefits and ser"ices !he 8anagers really appreciate the enefits and/er"ices pro"ided to employees !he 8anagers are ready to empower employees by

gi"ing responsibility and accountability, Information , better means of communication ,

opportunity to create new ideas and to use them to enhance Kuality of work , 8oti"ating

them getting their participation and in"ol"ement in work decisions , and rewards

=4


65/68

,I,LIOG3*"24

Organisation beha"ioural && @L% "3*(*+A

ersonnel D+8 %% @(.-"2-N"3O,,IN(A

Duman +esource 8anagement %% @*(/*.2*"*A

Oil Natural Gas Corporation %% @ #O63N*L(

%*G*DIN-( O5 ONGC A

Dindustan !imes %% @ *rticals 3egarding

ONGC 5rom 2. A

Internet %% 'isit to ONGC sites

wwwongcindiacom

wwwongc"ideshcom

=


66/68

QUESTIONNAIRE

Name &*ge &

Gender &

Length of tenure in the organi=ation

&

+esignation &StronglyAgree

Agree NeutralDisagree

StroDisa

1!he company has e&cellent enefits 5elfare

.acilities for the employees and theirfamilies

2 enefits are fair for responsibilities

3 !he office en"ironment is conduci"e

4+epresenting the company at public forum is based onauthority

5Bob rotation transfer is based on organi$ationre#uirement

6 !he amount of lea"es are satisfactory

7 -ll the system facilities utilities are fully documented

89ntitlement of class accommodation in hospitals isnecessary

9 E.- policy is beneficial to employees

10

eriodical medical e&amination is beneficial

11!he a"ailment reimbursement of "arious policies andschemes through /-8-+C is effecti"e

12

ONGC /ports policy is successful in reducing the stressof monotonous work

13

!he present ONGC +etirement policy is beneficial tosecure the future

14

!he -grani /amman 9& Gratia enefit is good enoughto sustain life of old people

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15 Initial training should be pro"ided as much as ossible

16 Certain 9mployee enefits are biased

17 8edical facilities are ade#uate pro"ided on time

18 -ll the allowances and ad"ances are pro"ided on time

19

Get all information about the e"ents and affairs of thecompany which ha"e an effect on the work

20

9mployees recei"e recognition and appreciation for their abilities, efficiency good work done

2

1

Da"e good opportunities to learn new skills and new

6obs

22

!he current romotion policy issatisfactory

23

!he annual Increments enefits should be directlylinked to performance and attendance

24 !he H+/ scheme of ONGC is satisfactory

25 !he Douse uilding ad"ance scheme is satisfactory

26

Children education allowance is beneficial to employeesand their wards

VerySatisfied

S atisfied UncertainDissatisfied

Verysatis

27

How satisfied are you with the physical conditionsmentioned below in the orani!ation"

#rin$in water facilities

%oilet facilities

&ihtin

'or$ area space(aintenance of computer ) other e*uipment

+leanliness of wor$ place

,ports club

-oise control

%elephone facilities

+anteen facilities

Thank you for your cooperation

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Documents

“ Specification of Methods and Procedures for Acquiring the Information Needed.”