HR EMPLOYEE JOB SATISFACTIOI.doc

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A STUDY ON

“ EMPLOYEE JOBSATISFACTION ”

With reference to

OIL AND NATURAL GAS CORPORATION LTD

RAJAHMUNDRY

Dissertation su!itte" in #artia$ fu$fi$$!ent for

the a%ar" of the "e&ree of

MAST'R O( )USIN'SS ADMINISTRATION

)*

S+SASI,ANTH

Re&"+ No - ./P0.'1123Pro4ect Gui"e

Mr+ M+SAMNATH DM 5HR6Joint #ro4ect Gui"e

Mr+Y+S+N+MURTHYAssistent Professor7 M)A De#art!ent

SRI SAI ADITYA 'NGIN''RING COLL'G'

AD) ROAD

SURAMPAL'M

'8G8Dt7

1



DEPARTMENT OF MANAGEMENT STUDIES

SRI SAI ADITYA ENGINEERING COLLEGE

( APPROVED BY AICTE, AFFILIATED TO JNTU KAKINADA & GOVT. OF A.P )

ADB Road, Sura!#a$e!, E.G.Dist, Andhra Pradesh.

DECLARATION

I hereby declare that the project report entitled a study on E!P"#$EE

%#B&A'I&A'I#*+ ith re-erence to #I" A*D *A'RA" GA&

#RP#RA'I#* "'D, sub/itted under the 0uidance o- !r. !. &a/nath,

D!(R) is /y ori0inal or2. 'he -indin0s o- the report are based on the data

collected -ro/ the annual reports and /aterials.

I also declare that the project or2 is the results o- /y on e--ort and it has not

been sub/itted to any uni3ersity o- the aard o- any de0ree or diplo/a.

S+SASI,ANTH

Re0d. *o4 ./P0.'1123

5



ACKNOWLEDGEMENTS

I should ta2e the responsibility to ac2noled0e the -olloin0 distin0uished personalities ho

0raciously alloed /e to carry out this project or2 successi3ely.

I a/ also than2-ul to all other /e/bers o- the sta-- -or their 2ind o- cooperation in this

behal-. !ainly I a/ 3ery /uch than2-ul to Pro. Mr+G+9+SU))ARAJU and ead o- the

depart/ent o- the /ana0e/ent studies.

I a/ hi0hly than2-ul to /y 0uide Mr+Y+S+N+MURTHY+7 Assistent pro-essor -or his 3aluable

ad3ices and encoura0e/ent throu0hout the course.

I e6press /y deep sense o- 0ratitude to !r. !. &a/nath, D!(R) -or his 2ind help and

3aluable su00estions in preparin0 this project and also to o--ice sta-- /e/bers.

I also e6press /y sincere than2s to /y -a/ily /e/bers and ell ishers -or their 3aluable

su00estion in 0i3in0 a proper shape to study.

S+SASI,ANTH

7



CONT'NT

CHAPT'R I

• INTRODUCTION

• N''D O( TH' STUDY

• O)J'CTI9'S O( TH' STUDY

• M'THODOLOGY

• SCOP' O( TH' STUDY

• LIMITATION O( TH' STUDY

CHAPT'R II

• PRO(IL' O( TH' OIL:GAS INDUSTRY

• INDUSTRY PRO(IL'

CHAPT'R III

• COMPANY PRO(IL'

CHAPT'R I9

• CONC'PTUAL (RAM' WOR,

CHAPT'R 9

• DATA ANALYSIS:INT'RPR'TATION

• (INDINGS:SUGG'STIONS

8



HAPTER I

9



CHAPT'R : I

INTRODUCTION

Employee insight is key to any HR program. Knowledge satis!a"tion and

e#pe"tations need to $e meas%red in order to de&elop the organi'ation prepared

!or tomorrow. A strong and satis!a"tion s%r&ey ena$les the organi'ation to retain

and de&elop the $est talents. (ntelligent de"isions are the key to organi'ation)s

s%""ess. Hen"e the need to a"*%ire a""%rate and timely in!ormation on the

satis!a"tion le&el in the organi'ation $e"omes a ne"essity to make e+e"ti&e

de"isions in these iss%es and it has to "ome !rom the employees themsel&es.

Employee ,o$ satis!a"tion is a meas%re o! how happy workers are with

their ,o$ and working en&ironment. Keeping morale high among workers "an $e

o! tremendo%s $ene-t to any "ompany as happy workers will $e more likely to

prod%"e more take !ewer days o+ and stay loyal to the "ompany. There are

many !a"tors in impro&ing or maintaining high employee satis!a"tion whi"h wise

employers wo%ld do well to implement.

Employee ,o$ satis!a"tion s%r&eys help employers meas%re and

%nderstand their employees attit%de opinions moti&ation and general

satis!a"tion with their work en&ironment. Use employee satis!a"tion s%r&eys to

in!orm employee de"ision making $ene-ts work needs and more.

To meas%re employee ,o$ satis!a"tion many "ompanies will ha&e

mandatory s%r&eys or !a"e/to/!a"e meetings with employees to gain in!ormation.

0oth o! these ta"ti"s ha&e pros and "on and sho%ld $e "hosen "are!%lly. S%r&eys

are o!ten anonymo%s allowing workers more !reedom to $e honest witho%t !ear

o! reper"%ssion. (nter&iews with "ompany management "an !eel intimidating $%t

i! done "orre"tly "an let the worker know that their &oi"e has $een heard and

their "on"erns addressed $y those in "harge. S%r&eys and meetings "an tr%ly get

to the "enter o! the data s%rro%nding employee satis!a"tion and "an $e greattools to identi!y spe"i-" pro$lems leading to lowered morale.

;



1any e#perts $elie&e that one o! the $est ways to maintain employee ,o$

satis!a"tion is to make workers !eel like part o! a !amily or team. Holding o2"e

e&ents s%"h as parties or gro%p o%tings "an help $%ild "lose $onds among

workers. 1any "ompanies also parti"ipate in team/$%ilding retreats that are

designed to ha&e !o%nd s%""ess. Strengthen the working relationship o! the

employees in a non/work related setting. 3amping trips $a"kpa"king wars and

g%ide $a"kpa"king trips are &ersions o! this type o! team/$%ilding strategy with

whi"h many employers ha&e !o%nd s%""ess.

JOB SATISFACTION:

4o$ satis!a"tion is one o! the most di2"%lt "on"epts to meas%res in the

-eld o! organi'ational $eha&ior. There are two e#treme points o! &iew within

whi"h one may "hose a !ramework !or the st%dy o! satis!a"tion.

One &iew is to ass%re that satis!a"tion is a totality or %nitary "on"ept

representing a state o! mind in the indi&id%al whi"h has no single re!erent. This

is not to say that satis!a"tion or the indi&id%als o&erall !eeling o! "ontent or

dis"ontent in a parti"%lar so"ial "onte#t is %nreal. This indi&id%als satis!a"tion or

dissatis!a"tion is determined $y his total sit%ation at work and at home in e&ery

<



aspe"t o! his li!e. Dissatis!a"tion in one aspe"t o! li!e say work still o&er and

$e"ome dissatis!a"tion in another.

The se"ond &iew point in the e#treme holds that an indi&id%als

satis!a"tion "an $e separated !ar p%rposes o! st%dy into ma,or areas s%"h as his

,o$ the pay he re"ei&es his s%perior the "ompany he works !or and so !orth.

The s%$,e"t "an identi!y and separate these elements "ons"io%sly and indi"ate

relati&e degree o! satis!a"tion.

4o$ satis!a"tion is de-ned as the pleas%ra$le emotional state res%lting

!rom the appraisal o! ones ,o$ as a"hie&ing or !a"ilitating the a"hie&ement o!

ones ,o$ &al%es5. (n "ontrast ,o$ dissatis!a"tion is de-ned as the %npleas%ra$le

emotional state res%lting !rom the appraisal o! ones ,o$ as !r%strating or

$lo"king the attainment o! ones ,o$ &al%es or as entailing dis&al%es. Howe&er

$oth satis!a"tion and dissatis!a"tion were seen as a !%n"tion o! the per"ei&ed

relationship $etween what on per"ei&es it as o+ering or entailing.

0e!ore *%oting pop%lar de-nitions on ,o$/satis!a"tion it is %se!%l to

highlight its important aspe"ts. There are three important dimensions to 4o$

satis!a"tion6

4o$ satis!a"tion re!ers to ones !eeling towards ones ,o$. (t "an only $e

in!erred $%t not seen.

4o$ satis!a"tion is o!ten determined $y how well o%t"omes meet or e#"eede#pe"tations. Satis!a"tion in ones ,o$ means in"reased "ommitment in the

!%l-llment o! !ormal re*%irements. There is greater willingness to in&est personal

energy and time in ,o$ per!orman"e.

The terms ,o$/satis!a"tion and attit%des are %sed inter"hangea$ly. 0oth

re!er to e+e"ti&e orientations on the part o! indi&id%als towards their work roles

whi"h they are presently o""%pying. 7ositi&e attit%des towards the ,o$ are

"on"ept%ally e*%i&alent to ,o$/satis!a"tion and negati&e attit%des towards the

,o$ indi"ate ,o$/orientations.

Tho%gh the terms ,o$/satis!a"tion and attit%des are %sed inter"hangea$ly

there are di+eren"es $etween the two. An attit%de as was mentioned earlier

re!ers to predisposition to respond. 4o$/satis!a"tion on the other hand relates to

per!orman"e !a"tors. Attit%des re8e"t ones !eeling towards indi&id%als

organi'ations and o$,e"ts. 0%t satis!a"tion re!ers to ones attit%de to a ,o$

employee satis!a"tion is there!ore a spe"i-" s%$set o! attit%des.

=



NEED OF THE STUDY

4o$ / satis!a"tion impro&es the "omm%ni"ation 8ows in all dire"tions as

people plan the s%r&ey talk 9 dis"%sses its res%lts. :hen employees are

en"o%raged to "omment a$o%t what they really ha&e in their minds it $ene-"ial

to the "ompany.

Thro%gh ,o$/satis!a"tion we "an know the indire"t prod%"ti&ity

pro$lems s%"h as a$senteeism t%rno&er.

(t "an help management to assess training needs. Us%ally employees

gi&en an opport%nity to report now they !eel the s%per&isor per!orms "ertain

parts o! the ,o$s s%"h as delegating work o! gi&ing ade*%ate ,o$ instr%"tions.

:hether the $est per!orman"e are re"ei&ing the most rewards and the most

satis!a"tion !rom their ,o$s.

Thro%gh ,o$/satis!a"tion s%r&eys we know the impa"t we know the impa"t

o! organi'ational "hanges on employees attit%des.

OBJECTIVES OF THE STUDY

To -nd whether the employees are $eing satis-ed with the ,o$ pro&ided

with the !a"ilities in large organi'ation like ON;3 <Oil and Nat%ral ;as

3orporation =imited>.

To st%dy whether employees are satis-ed with the training programs

To %nderstand whether the lea&e str%"t%re pro&ided to the employees is

ade*%ate and satis-ed <or> not

To re&iew whether wel!are !a"ilities sa!ety meas%res pro&ided $y

organi'ation are satis!a"tory !or the employees

To re&eal whether the organi'ation pro&ide proper working "onditions to

the employees

>



To know a$o%t the se"%rity and standing orders maintained $y the

organi'ation

To -nd o%t the per"entage o! a$senteeism in the organi'ation

To know a$o%t the t%rno&er o! the employees.

The $a"k$one o! employee ,o$ satis!a"tion is respe"t !or workers and the

,o$ they per!orm. (n e&ery intera"tion with management employees sho%ld $e

treated with "o%rtesy and interest. An easy a&en%e !or employees to dis"%ss

pro$lems with %pper management sho%ld $e maintained and "are!%lly

monitored. E&en i! management "annot meet all the demands o! employees

showing workers that they are $eing heard and p%tting honest dedi"ation into

"ompromising will o!ten help to impro&e morale.

METHODOLOGY

Resear"h is a systemati" method o! -nding sol%tions to pro$lems.

Resear"h methodology is the systemati" way to sol&e the resear"h pro$lem. (t

gi&es an idea a$o%t &ario%s steps adopted $y the resear"her in a systemati"

manner with an o$,e"ti&e to determine &ario%s manners.

(n the pro,e"t the resear"h is "ond%"ted !or the p%rpose to -nd o%t the

employee)s satis!a"tion le&el in ON;3 and the !a"tors a+e"ting the le&el o!

employee)s satis!a"tion.

RESEARCH PROCESS

Di+erent steps are to $e !ollowed in the resear"h pro"ess and they are e#plained

as $elow6

RESEARCH PROBLEM

This is the $asi" step in the resear"h pro"ess. (t is well said? @A pro$lem

well de-ned is hal! sol&ed here the pro$lem is @To analy'e the attit%des o! the

employees and also their satis!a"tion le&els regarding the &ario%s $ene-ts

pro&ided to them $y ON;3.

There are a &ariety o! !a"tors that "an in8%en"e satis!a"tion o! employees

in"l%de

B. The le&el o! pay and $ene-ts?

C. The per"ei&ed !airness o! promotion system within a "ompany?

. %ality o! the working "onditions?

1?



F. =eadership and so"ial relationships?

G. Employee re"ognition?

. 4o$ se"%rity?

I. 3areer de&elopment opport%nities et".

RESEARCH DESIGN

On"e the pro$lem is de-ned the ne#t step is the Resear"h Design.

Resear"h design is the $asi" !ramework whi"h pro&ides g%idelines !or the rest o!

the resear"h pro"ess.

The resear"h design !or this pro,e"t is des"ripti&e resear"h design as

des"ripti&e st%dies attempt to o$tain a "omplete and a""%rate des"ription o! this

sit%ation. So in this st%dy !%ll des"ription o! the attit%des o! the employees

regarding the $ene-ts pro&ided to them will $e known so it is a des"ripti&e st%dy.

RESEARCH APPROACH

The resear"her "onta"ted the respondents personally with well/prepared

se*%entially arranged *%estions. The *%estionnaire is prepared on the $asis o!

o$,e"ti&es o! the st%dy. Dire"t "ontra"t is %sed !or s%r&ey i.e. "onta"ting employeesdire"tly in order to "olle"t data.

SAMPLING DESIGN

A sample design is a -nite plan !or o$taining a sample !rom a gi&en pop%lation.

The resear"her has %sed pro$a$ility sampling in whi"h Simple random sampling is %sed

!or this st%dy.

POPULATION

The total element o! the %ni&erse !rom whi"h the sample is to $e sele"ted

to $e st%died is known as pop%lation. The pop%lation o! this resear"h is the

employees o! ON;3.

SAMPLE SIZE

N%m$er o! the sampling %nits sele"ted !rom the pop%lation is "alled the

si'e o! the sample. Sample o! BJJ respondents were o$tained !rom the

pop%lation among whi"h GJ were e#e"%ti&es and GJ were non/e#e"%ti&es.

COLLECTION OF DATA

11



The task o! data "olle"tion $egins a!ter the resear"h pro$lem has $een

de-ned and the resear"h design plan "halked o%t. The data %sed in this st%dy are

primary data and se"ondary data.

Primary Daa

( approa"hed to employees o! ON;3 !or the p%rpose o! s%r&eying a$o%t

the satis!a"tion le&el o! the employees. 1ost o! the data "olle"ted $y the

resear"her is primary data thro%gh personal inter&iew and *%estionnaire where

the resear"her and the respondent operate !a"e to !a"e. The *%estionnaire is

shown in the appendi#.

S!"#$%ary Daa

Se"ondary data is "olle"ted thro%gh ON;3 we$sites li$rary 0%siness

maga'ines and "ompany re"ords et".

STATISTICAL TOOLS

The statisti"al tools %sed !or analy'ing the data "olle"ted are per"entage

method $ar diagrams and graphi"al representation.

PROJECT PERIOD

The resear"h period o! the st%dy has !rom rd De"em$er to 4an%ary BLth

CJBB ha&ing FG days o! d%ration.S3O7E OM THE STUDY

The st%dy has the !ollowing s"ope6

To st%dy the nat%re and importan"e o! ,o$ satis!a"tion at workpla"e.

To st%dy &ario%s !a"tors determinants and o%t"omes o! ,o$ satis!a"tion.

To assess the e#pe"tations satis!a"tion le&els o! employees in an

Organi'ation.

To identi!y the reasons !or their satis!a"tion and dissatis!a"tion.

To re"ommend meas%res !or impro&ing the satis!a"tion le&els employees

so as to ena$le them to impro&e their per!orman"e.

15



LIMITATIONS OF THE STUDY

The respondents hesitated to answer $e"a%se they !elt that the personal

details and the in!ormation "olle"ted !rom them "o%ld $e made p%$li".

There is an e&ery "han"e o! mis%nderstanding o! the *%estion in s%"h a

"ase the response may $e inappropriate.

There is e&ery possi$ility o! de&iation in the answering pattern o!

respondents !rom what they really !eel.

D%e to time "onstraint only a sample o! BJJ employees is taken and the

-ndings may not $e generali'ed.

Respondents may not $e in a position to respondent in !a&or o! the

*%estionnaire $e"a%se those are illiterate. This st%dy helps to make a managerial de"ision to the "ompany.

Some o! the respondents hesitated to answer some *%estions.

0e"a%se o! their $%sy work the data is "olle"ted in h%rry this st%dy is

analy'ed $ased on a&aila$le in!ormation

At the time o! the "olle"tion o! the data the organi'ations "limate had its

in8%en"e on the opinion o! the employees as they were $%sy in their work we

had some delay in getting the data !eed$a"k d%ring the working ho%rs

17



CHAPTER II

CHAPTER&II

PROFILE OF OIL AND GAS INDUSTRY

Oil and gas ind%stry is the most important se"tor in any e"onomy sin"e it

"aters to a wide range o! ind%stries in"l%ding petro"hemi"als !ertili'ers

a%tomo$iles et". (n "%rrent s"enario this is one se"tion in e"onomy whi"h is really

hot and $oiling se"tor with "r%de oil at BF per $arrel and raring to "ross CJJ

per $arrel.

This se"tor is s%ddenly gi&ing sleepless nights to all the ma,or e"onomies

18



o! the world. (t is also responsi$le !or in"rease in in8ation thro%gho%t the world.

The ma,or oil "ons%mers are US and 3hina with (ndia at si#th position the irony is

that none o! these "o%ntries is ma,or prod%"er o! oil so they ha&e to rely on other

"o%ntries like O7E3 R%ssia !or their needs.

O7E3 <organi'ation o! petrole%m e#porting "o%ntries> has BB mem$er

"o%ntries and they together a""o%nt !or FJP o! total oil prod%"tion in the world

and they ha&e the market share o! aro%nd ILP in potential "r%de reser&es. O7E3

is the largest e#porter o! oil so it dire"tly impa"ts the pri"e o! "r%de oil in the

market.

The whole oil se"tor is di&ided in to two "ategories

U'(r!am )

(t in&ol&es e#ploration and prod%"tion o! "r%de oil with limited "r%de

reser&es on the earth.

D#*$(r!am )

(t in&ol&es the re-ning and transportation o! oil. The ma,or "ompanies in

this -eld are Shell 07 and (O3= et"

The oil and gas se"tor in (ndia presents a signi-"ant opport%nity !or

in&estors and is e#hi$ited to demonstrate ro$%st growth in line with the growth

o! the (ndian e"onomy. The New E#ploration =i"ensing 7oli"y <NE=7> "on"ei&ed to

address the in"reasing demand s%pply gap o! energy in (ndia.

Other segments s%"h as Re-ning =N; and ;as Distri$%tion et". are also

seeing some a"tion. (ndia is now s%rpl%s in re-ning "apa"ity and aims to

esta$lish itsel! as a re-ning h%$.

The 7etrole%m and Nat%ral ;as Reg%latory 0oard aims to make a&aila$le

7iped Nat%ral ;as <7N;> and 3ompressed Nat%ral ;as <3N;> in new "ities a"ross

the "o%ntry $esides !a"ilitating the "onstr%"tion o! in!rastr%"t%re to transport

nat%ral gas to demand "enters.

The la"k o! a&aila$le s%pplies has so !ar hindered the growth o! this

segment. (n addition some gas/$ased power plants ha&e $een operating at low

load !a"tors owing to the shortage o! !%el.

19



Two ma,or e&ents last year the "ommen"ement o! prod%"tion o! nat%ral

gas !rom Relian"e (nd%stries =tds <R(=> Krishna ;oda&ari <K;> -elds and the

s"hed%led "ommen"ement o! prod%"tion o! "r%de oil !rom 3airn (ndia =tds -elds

later this year ha&e pro&ided a ma,or $oost to the domesti" oil and gas se"tor in

(ndia and ha&e meant that %pstream a"ti&ities ha&e re"ei&ed ma,or attention

o&er the past years. At the same time (ndia already imports o&er IJ per"ent o!

its "r%de oil re*%irements with its oil import $ill $eing "lose to USD QJ $illion in

CJJL/JQ.

A'ar +r#m ,i(-

(ndia is Ninth largest "r%de oil importer in the world.

(ndia ranks si#th in re-ning "apa"ity in the world with "apa"ity at C.G million

$arrels o! oil per day whi"h is per "ent o! the world)s re-ning "apa"ity.

(ndia met IG per "ent o! its "r%de oil demand thro%gh imports. The domesti"

prod%"tion o! "r%de oil has $een in the range o! C/F 11T o&er the past !ew

years. A$o%t J per "ent o! it)s "r%de imports are !rom the 1iddle East.

(ndia has C sedimentary $asins with an area o! .BF million s*%are km and

7rognosti"ated reser&es o! CL $illion tone o! oil e*%i&alent o! gas. The 3o%ntry is

relati&ely %ne#plored with only BL per "ent o! area e#tensi&ely e#plored Only CG

per "ent o! the prognosti"ated reser&es ha&e $een esta$lished till date.7ost CJJJ (ndia witnessed some world "lass dis"o&eries. R(= str%"k gas in the

o+shore Krishna ;oda&ari <K;> 0asin on the East "oast o! (ndia with estimated

reser&es o! BF in CJJC <world)s $iggest gas dis"o&ery o! CJJC> and 3airn Energy

7l". dis"o&ered oil onshore in Ra,asthan <:estern region o! (ndia> in CJJF with

estimated prod%"tion "apa$ility o! BJJJJJ $arrels per day <F.Q 11T7A>.

The national oil "ompanies <NO3s> Oil 9 Nat%ral ;as 3orporation =td. <ON;3>

and Oil (ndia =td. <O(=> dominate %pstream segment with LJ per "ent

"ontri$%tion o! oil 9 nat%ral gas prod%"tion o! (ndia. Other ma,or players o! this

segment are R(= 0ritish ;as 3airn Energy and Nikos Reso%r"es.

(ndia has a total o! BL re-neries with (ndian Oil <(ndian Oil 3orporation =td.>

"%rrently owning the ma#im%m re-ning "apa"ity. 0esides $eing the largest

re-nery in (ndia in terms o! re-ning "apa"ity Rill)s 4amnagar re-nery is the

$iggest grassroots re-nery in the world and is the third largest in the world.

Minally the ma,or players in I$%ia$ #i. a$% /a( I$%0(ry ar!:

1;



0harat 7etrole%m 3orporation =imited

3hennai 7etrole%m 3orporation =imited

;as A%thority o! (ndia =imited

Hind%stan 7etrole%m 3orporation =imited

(ndian Oil 3orporation =imited

Oil and Nat%ral ;as 3orporation =imited

Relian"e 7etrole%m =imited

1<



INDUSTRY HISTORY:

1234& 1256

D%ring the pre/independen"e period the Assam Oil 3ompany

in the northeastern and Atta"k Oil "ompany in. northwestern part o!

the %ndi&ided (ndia were the only Oil 3ompanies prod%"ing Oil in the

"o%ntry with minimal e#ploration inp%t.

Alter independen"e the national ;o&ernment reali'ed the

importan"e Oil and ;as !or rapid ind%strial de&elopment and its

strategi" role in de!ense. 3onse*%ently while !raming the ind%strial

poli"y statement o! BQFL. The de&elopment o! petrole%m ind%stry in

the "o%ntry was "onsidered to $e o! %tmost ne"essity.

(n BQGG ;o&ernment o! (ndia de"ided the Oil and Nat%ral

;as reso%r"es in the &ario%s regions o! the "o%ntry as part o! the

p%$li" se"tor de&elopment. :ith this o$,e"ti&e an Oil and Nat%ral

;as Dire"torate was set %p towards the end o! BQGG.

A delegation %nder the leadership o! 1r. (3 D. 1al&iya the

then 1inister o! Nat%ral Reso%r"es &isited se&eral E%ropean

"o%ntries to st%dy the stat%s o! Oil (nd%stry in those "o%ntries and

to !a"ilitate the training o! (ndia pro!essionals !or e#ploring potential

Oil and ;as reser&es Moreign e#perts !rom USA :est ;ermany

Romania and erstwhile U.S.S.R &isited (ndia and helped the

go&ernment with their e#pertise. Minally the &isiting so&iet e#perts

drew %p a detailed plan !or geologi"al and geophysi"al s%r&eys and

drilling operations to $e "arried o%t in the se"ond -&e year plan

BQG / GI to BQJ / B>.

Soon a!ter the !ormation o! the Oil and Nat%ral ;as

Dire"torate it $e"ame apparent that it wo%ld not $e possi$le !or the

Dire"torate with its limited -nan"ial and administrati&e powers as

s%$ordinate o2"e o! the ;o&ernment to !%n"tion e2"iently. So inA%g%st BQG the Dire"torate was raised to the stat%s o! "ommission

1=



with enhan"ed powers altho%gh it "ontin%ed to $e %nder the

;o&ernment. (n O"to$er BQGQ the 3ommission was "on&ened into a

stat%tory $ody $y an a"t o! the (ndian 7arliament whi"h enhan"ed

powers o! the "ommission !%rther. The main !%n"tions o! the Oil and

Nat%ral ;as 3ommission s%$,e"t to the pro&isions o! the A"t were

5to plan promote organi'e and implement programs !or

de&elopment o! 7etrole%m Reso%r"es and the prod%"tion and sale o!

petrole%m and petrole%m prod%"ts prod%"ed $y it and to per!orm

1251 & 1226

Sin"e its in"eption ON;3 has $een instr%mental in trans!orming

the "o%ntrys limited %pstream se"tor into a large &ia$le playing

-eld with its a"ti&ities spread thro%gho%t (ndia and signi-"antly in

o&erseas territories. (n the inland areas. ON;3 not only !o%nd new

reso%r"es in Assam $%t also esta$lished new Oil pro&in"e in 3am$ay

$asin <;%,arat> while adding new petroli!ero%s areas in the Assam/

Arakan Mold 0elt and East "oast $asins <$oth inland and o+shore>.

ON;3 went o+shore in early IJ s and dis"o&ered a giant Oil -eld in

the !orm o! 0om$ay High now known as 1%m$ai High.

AFTER 1226

The li$erali'ed e"onomi" poli"y adopted $y the

;o&ernment o! (ndia in 4%ly BQQB so%ght to dereg%late and de/

li"ense the "ore se"tors <in"l%ding petrole%m se"tor> with partial

disin&estments o! ;o&ernment e*%ity in 7%$li" Se"tor Undertakings

and other meas%res. As a "onse*%en"e thereo! ON;3 was re/

organi'ed as a limited 3ompany %nder the "ompanys A"t BQG in

Me$r%ary BQGF.

A!ter the "on&ersion o! $%siness o! the erstwhile Oil 9

Nat%ral ;as 3ommission to that o! Oil 9 Nat%ral ;as 3orporation

=imited in BQQ the ;o&ernment disin&ested C per"ent o! its shares

thro%gh "ompetiti&e $idding. S%$se*%ently ON;3 e#panded its

e*%ity $y another C per"ent $y o+ering shares to its employees.

1>



D%ring 1ar"h BQQQ ON;3 (ndian Oil 3orporation <(O3> / a

downstream giant and ;as A%thority o! (ndia =imited <;A(=> / The

only gas marketing "ompany agreed to ha&e "ross holding in ea"h

others sto"k.

(n the year CJJC/J ON;3 di&ersi-ed into the

downstream se"tor. ON;3 will soon $e entering into the retailing

$%siness. ON;3 has also entered the glo$al -eld thro%gh its

s%$sidiary ON;3 idesh =td. <O=>.

ONGC&HIGHLIGHTS OFFY 16 :

@ Total CB Dis"o&eries made in MYBJ whi"h in"l%de BB New

7rospe"ts <B Deep water Shallow water I Onshore> and BJ

New pools < onshore F o+shore>.

@ ON;3s %ltimate reser&e a""retion o! LC.QL 1TOE !rom

domesti" a"reages is highest in CJ years.

@ 3r%de prod%"tion de"lines CP !rom CI.B 11T to C.F 11T.

Nat%ral ;as prod%"tion in"reases BP !rom CG.F 031 to CG.J

031

@ Net 7ro-t o! FMYBJ in"reases IBP !rom Rs CCJI 3rore to

Rs. II 3rore. Ann%al net pro-t o! ON;3 in"reases FP !rom

Rs. BBC 3rore to Rs. BIL 3rore in MYBBJ.

@ S%$sidy payo%t o! Rs.F QQQ 3rore as "ompared to Rs. LGC

3rore in FMYJQ. On ann%ali'ed $asis s%$sidy payo%t o! Rs.

BB GGF 3rore as "ompared toRs. CLCCG 3rore in MYJQ.

@ Di&idend6 Re"ommended payo%t o! Rs. per share <in"l%ding

interim di&idend Rs. BL per share> aggregating to Rs. IJGL

3rore <MY JQ/ RsC per share aggregating to Rs LFF "rore>

HIGHLIGHTS OF FY 762

Net de"lines P !rom Rs. BIJC 3rore to Rs. BBC "rore in MYJQ

d%e to the !ollowing6

5?



Higher s%$sidy payo%t o! Rs. CLCCG 3rore as "ompared to Rs.

CCJJB in MYJL

V Higher e#ploration "ommitment

VTemporary prod%"tion set/$a"k E#"eptional pro&isions

W Hiiiher rig rate

@ Di&idend6 Re"ommended payo%t o! Rs. C/ per share <in"l%ding

interim di&idend Rs. BL per share> aggregating to Rs. LFF

"rore <same as last year>

@ ON;3s %ltimate reser&e a""retion o! L.QJ 1TOE !rom

domesti" a"reages is highest in BL years.

@ Total CL Dis"o&eries made in MYJQ whi"h in"l%de BG New

7rospe"ts <C Deep waters B Shallow water BC Onshore> and

B new pools.

HIGHLIGHTS OF FY768

@ T%rno&er Rs. CJ.BC 3rore <%p FIP !rom Rs. BICL 3rore> d%e

to higher pri"e reali'ation a!ter netting o! s%$sidy $%rden o!

Rs. QLBB 3rore

@ The s%$sidy $%rden has in"reased !rom Rs. FQ 3rore in l MY

JI / JL to Rs. Q.LBB 3rore in l MYJQ / Highest e&er so !ar

@ The gross reali'ation in respe"t o! 3r%de Oil d%ring l MYJQ is

US BCG.LF$$l <USS IB.QJ$$l in l MYJL>. The net reali'ation

is US Q.BF$$l The net pro-t is Rs. 3rore as against

Rs. FBB "rore in l MYJL

@ 3r%de Oil prod%"tion in l MYJQ is .FB 11T <e#"l. 4s share o!

J.F 11T> "ompared to .L 11T <e#"l. 4s share o! J.GJ

11T> in l MYJL. The prod%"tion has impro&ed marginally in

respe"t o! ON;3 <e#"l. 4s>

@ Nat%ral ;as 7rod%"tion in l MYJQ is G. 031 <e#"l. 4s share

o! J.I 031> as against G.GJ 031 <e#"l. 4s share o! J.J 031>

in l MYJL. The prod%"tion has impro&ed marginally.

A9ARDS:

51



• Re"ei&ed E#"ellen"e Award !or CJJC / J !rom the 7etrole%m

Sports 7romotion 0oard <7S70>.

• ;olden 7ea"o"k National Training Awards !or CJJ $y the

instit%te o! Dire"tors Awarded to ON;3s6

• (nstit%te o! Drilling Te"hnology <(DT> Dahrad%n.

• (nst it%te o! 7etrole%m Sa!ety Health 9 En&ironment

1anagement

<(7SHE1>.

• ;olden 7ea"o"k Award !or En&ironmental 1anagement CJJC /

J.

• ;reen Te"h Mo%ndation Award !or En&ironmental E#"ellen"e

;old Award CJJC / J.

• E#"ellen"e in Minan"e 1anagement CJJC / J.

• 1olilal Oswald Award !or the $iggest wealth "reator / JF.

• Asia 1oney Award !or 50est deals o! the year CJJFB.

• National mineral Award !or ;eo S"ientists CJJF.

• National Award !or E#"ellen"e in "ost 1anagement CJJF.

• 7%$li" Se"tor 3ompany o! the year CJJF.

• ;olden 7ea"o"k Award !or (nno&ation in prod%"ts and ser&i"es

!or the year CJJG.

• ;olden pea"o"k en&ironment management award !or CJJ.

COMPETITIVE STRENGTH:

1.All "r%des are sweel and most <IP> are light with s%lph%rper"entage ranging !rom J.JC/J.BJ A7( gra&ity range C/F deg and

hen"e attra"t a premi%m in the 1arket

1.Strong intelle"t%al property $ase in!ormation knowledge skills and

e#perien"e.

7.1a#im%m n%m$er o! E#ploration =i"enses in"l%ding "ompetiti&e

NE=7 ro%nds. ON;3 has $agged LG o! the BC 0lo"ks <1ore than

55



GJP> awarded in the ro%nds o! $idding %nder the New E#ploration

=i"ensing 7oli"y <NE=7> o! the (ndian ;o&ernment.

8.ON;3 owns and operates more than BGJJJ kilometer o! pipelines in

(ndia (n"l%ding nearly LJJ kilometers o! s%$/sea pipelines. No

other "ompany in (ndia operates e&en GJ per"ent o! this ro%te

length.

STRATEGIC VISION:

To !o"%s on "ore $%siness o! E97 ON;3 has set strategi" o$,e"ti&es

o!61. Do%$ling reser&es <i.e. a""reting $illion tonnes o! OXOE; >

5. (mpro&ing a&erage re"o&ery !rom CL per"ent to FJ per"ent.

7. Tie %p CJ 11T7A o! e*%ity Hydro"ar$on !rom a$road.

FINANCIALS 662&16:

1. ON;3 posted a net pro-t o! Rs. BI.JB $illion the

highest $y any

(ndian 3ompany.

5. Net worth Rs.QQ $illion.

7. 7ra"ti"ally ero De$t 3orporate.

8. 3orporate o&er Rs.JJ $illion to the e#"he*%er.

VISION OF ONGC:

To $e a world / "lass Oil and ;as 3ompany integrated in Energy

$%siness with dominant (ndian leadership and glo$al presen"e.

MISSION OF ONGC:

Dedi"ated to e#"ellen"e $y le&eraging "ompetiti&e ad&antages in R

9 D and te"hnology with in&ol&ed people.

(m$i$e high standards o! $%siness ethi"s and organi'ational &al%es.

57



A$iding "ommitment to health sa!ety and en&ironment to enri"h

*%ality o! "omm%nity li!e.

Moster a "%lt%re o! tr%st openness and m%t%al "on"ern to make

working a stim%lating and "hallenging e#perien"e !or o%r people.

Stri&e !or "%stomer delight thro%gh *%ality prod%"ts and ser&i"es.

I$!/ra!% I$ E$!r/y B0(i$!((:

Mo"%s on domesti" and international Oil and ;as e#ploration and

prod%"tion $%siness opport%nities.

7ro&ide &al%e linkages in other se"tors o! energy $%siness.

3reate growth opport%nities and ma#imi'e shareholder &al%e.

Dominate (ndian =eadership

Retain dominant position in (ndian 7etrole%m Se"tor and enhan"e

(ndias energy a&aila$ility.

OBJECTIVES OF ONGC:

Optimi'e prod%"tion o! hydro"ar$ons.

Sel!/ relian"e in te"hnology.

7romoting indigeno%s e+ort in Oil and ;as related e*%ipment

material and ser&i"es.

Assist in "onser&ation o! hydro"ar$ons more e2"ient %se o! energy

and

de&elopment o! alternate so%r"e o! energy.

En&ironment prote"tion.

;enerate ade*%ate reso%r"es o! re / in&estment.

De&elop s"ienti-"ally oriented and te"hni"ally "ompetent h%man

reso%r"e thro%gh moti&ation and training.

58



ENER;Y 3ONSU17T(ON 0Y SOUR3E CJJQ6

Renewa$l

e

"ons%mp

tion

Non

Renewa$le

3ons%mp

tion

0iomass .P 7etrole%

m

I.

GP

Hydro 7ower C.FP Nat%ralgas

C.P

;eolherm

al

J.P 3oal CC.

GP

:ind J.P Urani%m L.

P

Solar and

Other

J.BP 7ropane B.

IP

59

Reneable ener0y sources*on reneable ener0y sources&olar Ener0y#il Ener0yind

Ener0yoal Ener0yGeolher/al Ener0y*atural 0as Ener0yater Ener0y*uclear

Ener0yBio !ass ener0y

'AB"E # E*ERG$ &#RE&4



ORGANIZATION CHART OF ONGC

Dir.

<HR>

Dir.

<Minan"e>

Dir.

<Onshore>

Dir.<O+ shore> Dir.<Te"h9

Mield Ser&i"es>

Dir.

<E#ploration

>

E / Q E#e"%ti&e Dire"tor <E.D>E / L ;ro%p ;eneral 1anager <;.;.1>E / I ;eneral 1anager <;.1>E / Dy. ;eneral 1anager <D.;.1>E / G 3hie! 1anager <31>E / F 1anager

E / Dep%ty 1anagerE / C Sr. Admm. O2"erSr. Min. 9 A""t. O2"er

E /B Administrati&e O2"er <A.O> M 9 A.O

E Z J Asst.Admn. O2"er <AAO> <A.M 9 A.O>

SEPERATION:

Hea&y 7etrole%m !ra"tions are on the $ottom light !ra"tions are on

the top. This allows the separation o! the &ario%s petro"hemi"als. 1odem

separation in&ol&es piping all thro%gh hot !%rna"es.

(nside the towers the li*%ids and &apo%rs separate into "omponents

or !ra"tions a""ording to weight and $oiling point. The lightest !ra"tions

in"l%ding gasoline and li*%id petrole%m gas <=7;> &apori'e and rise to the

top o! the lower where they "ondense $a"k to li*%ids. 1edi%m :eight

=i*%ids in"l%ding Kerosene and Diesel Oil distillates slay in the middle.

CONVERSION:

Chair!an an" Mana&in& Director

O;'<ecuti=e



The -nishing to%"hes o""%r d%ring the -nal treatment. To make

gasoline "ra"king and rearranging mole"%les adds &al%e to the prod%"ts.

This is where re-nings !an"iest !ootwork lakes pla"e/where !ra"tions !rom

the distillation towers are trans!ormed into streams <intermediate

"omponents> that e&ent%ally $e"ome -nished prod%"ts.

TREATMENT:

The -nishing to%"hes o""%r d%ring the -nal treatment. To make

gasoline re-nery te"hni"ians "are!%lly "om$ine a &ariety o! streams !rom

the pro"essing %nits. Among the &aria$les that determine the $lend are

o"tane le&el &apo%r press%re ratings and spe"ial "onsiderations s%"h as

whether the gasoline will $e %sed at high altit%des.

STORAGE:

0oth the in"oming "r%de oil and the o%tgoing -nal prod%"ts need to

$e stored. These li*%ids are stored in large tanks on a tank !orm. 7ipelines

"arry the -nal prod%"ts !rom the tank !arm near the re-nery to other tanks

all a"ross the "o%ntry.

ENERGY USAGE FOR TRANSPORTATION

A$o%t CLP o! the energy we %se goes to transporting people and

goods !rom one pla"e to another. A%tomo$iles 1otor"y"les tr%"ks and

$%ses dro&e nearly .J trillion miles in CJJ. Thats almost one/twel!th the

distan"e to the nearest star $eyond the solar system. (ts like dri&ing to the

s%n and $a"k BFFJ times.

:hat A+e"ts 7rod%"tion 3osts[

Reser&oir "hara"teristi"s s%"h as press%re and physi"al "hara"teristi"s

and important !a"tors a+e"t the "ost o! prod%"ing oil. 0e"a%se these

"hara"teristi"s &ary s%$stantially among di+erent geographi" lo"ations the

"ost o! prod%"ing oil also &aries s%$stantially. (n CJJI a&erage 5li!ting5

"osts <all the "osts asso"iated with $ringing a $arrel o! oil to the s%r!a"e>.



HISTORY OF OPEC:

OPEC: The Organi'ation o! 7etrole%m e#porting "o%ntries

organi'ed !or the p%rpose o! negotiating with oil "ompanies on matters o!

oil prod%"tion pri"es and !%t%re "on"ession rights. 3%rrent mem$ers <as o!

the dale o! writing this de-nition> are Algeria (ndonesia (ran. (ra* K%wait

=i$ya Nigeria atar Sa%di Ara$ia the United Ara$ Emirates and

ene'%ela. See O7E3s site at http6ww.ope".org !or more in!ormation.

T,! 1256(:

These were O7E3s !ormati&e years with the Organi'ation whi"h had

started li!e as a gro%p o! -&e oil/prod%"ing de&eloping "o%ntries seeking to

assert its 1em$er 3o%ntries legitimate rights in an international oil market

dominated $y the Se&en Sisters m%ltinational 3ompanies. A"ti&ities were

generally o! a low/pro-le nat%re.

T,! 1246(:

O7E3 rose to international prominen"e d%ring this de"ade as its

1em$er 3o%ntries took "ontrol o! their domesti" petrole%m ind%stries and

a"*%ired a ma,or say in the pri"ing o! "r%de oil on world markets. The -rst

S%mmit o! O7E3 So&ereigns and Heads o! State was held in Algiers in 1ar"h

BQIG.

T,! 1286(:

7ri"es peaked at the $eginning o! the de"ade $e!ore $eginning a

dramati" de"line whi"h 3%lminated in a "ollapse in BQL/the third oil

pri"ing "risis pri"es rallied in the -nal years o! the de"ade with o%t

approa"hing the high le&els o! the early/BQLJs as awareness grew o! the

need !or ,oint a"tion among oil prod%"ers

T,! 1226(:

A !o%rth pri"ing was a&erted at the $eginning o! the de"ade on the

o%t$reak o! hostilities in the middle east when a s%dden steep rise in pri"es

on pani"/stri"ken markets was moderated $y o%tp%t in"reases !rom O7E3

mem$ers. 7ri"es then remained relati&ely sta$le %ntil BQQL when there was

a "ollapse in the wake o! the e"onomi" downt%rn in So%th/East Asia.

http://ww.opec.org/

http://ww.opec.org/



L#"ai#$(:

The o2 "ial address o! the NY1E\ head*%arters and trading !a"ili ty is

one North End A&en%e. New York NY BJCLC/BBJB. The "ompany has

additional o2"es in Ho%ston :ashington D.3... D%$ai =ondon and Hong

Kong.

NYME; Di<i(i#$:

@ 3oal

@ 3r%de oil

@ Ele"tri"ity

@ ;asoline@ Heating oil

@ Nat%ral gas

@ 7alladi%m

@ 7latin%m

@ 7ropane

@ Urani%m

F00r! #+ P!r#.!0m Pr#%0"i#$:

The !%t%re o! petrole%m as a !%el remains somewhat "ontro&ersial.

USA today news inCJJF that there were FJ years o! petrole%m le!t in the

gro%nd. Some arg%e that $e"a%se the total amo%nt o! petrole%m is -nite

the dire predi"tions o! the BQIJs ha&e merely $een postponed.

USES OF NATURAL GAS:

@ 7ower generation

@ Domesti" %se







CHAPTER – III

COMPANY PROFILE

(Oil and Natural GaS)

CHAPTER ) III

COMPANY PROFILE

=Oi. a$% Na0ra. Ga(>

Altho%gh oil was dis"o&ered in Assam in BLG some se&en

years a!ter the -rst oil well in U.S.A was opened in 7ennsyl&ania $y

3ol. Drakes no e+ort was made either lo a%gment Assam prod%"tion

or to en*%ire into its potentialities. (t was only BQGG that the

go&ernment o! (ndia !ormed a dire"torate %nder the ministry o!

nat%ral reso%r"es and s"ienti-" resear"h to in&estigate into the

"o%ntries oil reso%r"es. (n BQG !rom oil and nat%ral gas dire"torate

to !%n"tion e2"iently in the task o! oil e#ploration and prod%"tion. (n

O"to$er BQG the oil and nat%ral gas "orporation was "on&erted intoa stat%tory $ody $y an a"t o! parliament whi"h enhan"ed the powers

75



o! the "ommission still !%rther and "on&erted into ON;3 =td. in

Me$r%ary BQQF %nder the (ndian "ompany)s a"t BQ.

ON;3 is ele"ted $y the go&ernment is one o! the

5NARATNAS5 with greater empowerment in de"ision making pro"ess

and also with highest market "apitali'ation ad,%sted as the most

&al%a$le "ompany in the "o%ntry. ON;3 will $e stepping in to its

-!tieth year on BF A%g%st CJJG. Mi&e de"ades o! ON;3 nearly

"oin"ides with the se"ond hal! o! the CJlh "ent%ry / the most

in&enti&e h%ndred years that h%manity has seen.

=ooking $a"k in this hal! ON;3 has $ro%ght together all

a&aila$le s"ienti-" and engineering knowledge and pra"ti"es to

a"*%ire and de&elop J.F per"ent o! the prognosti"ated glo$al

hydro"ar$on reser&es in the (ndian sedimentary $asins to meet the

growing aspirations o! more than BG per"ent o! the world pop%lation

that li&es in (ndia.

The ,o%rney o! ON;3 o&er these years has also $een a tale o!

a "on&i"tion "o%rage and "ommitment whi"h "arried a newly /independent nation away !rom e+orts to re"ogni'e it e"onomi"ally?

Oil and ;as $%siness is di+erent !rom other deterministi"

endea&ors. (n a $road sense it demands e#ploration and

de&elopment o! the Earths s%$ / s%r!a"e / a region where h%mankind

does not li&e $%t !eels "ompelled to e#plore. Engineering within the

Earths s%$ / s%r!a"es is like e#ploring spa"e an ina""essi$le and

%nknown domain.

0%t ON;3 took on the "hallenge to %nderstand the %nknown

to prod%"e petrole%m? to meet the growing energy needs o! the

de&eloping nation to strengthen (ndias e"onomi" !o%ndation.

The se"ond hal! o! the CJ "ent%ry saw ON;3 !%el (ndia to the

glo$al hydro"ar$on map making the "o%ntry "apa$le o! hosting an oil

/ party e&ery day o! a million $arrels o! Oil E*%i&alent.

77



ON;3 has esta$lished $illion tones o! (n / pla"e hydro"ar$on

reser&es with more than JJ dis"o&eries o! oil and gas? in !a"t G o%t

o! the prod%"ing $asing ha&e $een dis"o&ered $y ON;36 o%t o! these

(n / pla"e hydro"ar$ons on domesti" a"reages.

E&en in the New E#ploration =i"ensing 7oli"y <NE=7> %shering

in "ompetiti&e regime in the (ndian petrole%m ind%stry ON;3

$elying spe"%lation has esta$lished its "ompetiti&e edge $y ga2ng

GB o%t o! the QJ $lo"ks awarded in the F ro%nds o! "ompetiti&e

$idding o! NE=7.

Owns and operates more than BBJJJ kilometers o! pipelines in

(ndia in"l%ding nearly CJJ kilometers o! s%$ / sea pipelines. No

other "ompany in (ndia operates e&en GJ per"ent o! this ro%te length.

3rossed the landmark o! earning Net 7ro-t e#"eeding Rs BJJJJ

3rore

ON;3 has "ome a long way !rom the day <a !ew years $a"k>

when (ndia and ON;3 did not -g%re on the glo$al Oil and ;as map.

Today ON;3 ;ro%p has BF properties in BJ !oreign "o%ntries. ;oing

$y the in&estments <3ommitted6 USD C.IJL $illion and A"t%al6 USD

B.QJQ $illion> ON;3 is the $iggest (ndian 1%ltinational 3orporation

<1N3>.

FINANCIAL PERFORMANCE

The t%rno&er and pro-t a!ter ta# o! ON;3 3ompany d%ring

CJJI/JL registered an in"rease o! G.IP and .LP respe"ti&ely. Sales

t%rno&er in CJJI/JL Rs. o! JBIJ million <%p !rom Rs.GQBC

million in CJJ/JI> 7ro-t a!ter la# in CJJI/JL Rs o! BIJB

million<%p !rom Rs. BGFCQ million in CJJ/JI>

A&erage "r%de pri"e d%ring CJJI/JL was SGC.QJ$$i <a!ter

dis"o%nt o! C.F[$$l> against SFF.CC[$$l d%ring CJJ/JI? an

in"rease o! CJP Howe&er d%e lo appre"iation o! r%pee against dollar

78



per"entage in"rease in reali'ation in r%pee terms was only P o&er

last -s"al "ontri$%tion to E#"he*%er in CJJI/JLRs o! JJCJJ million.

@ Ret%rn on "apital employed GC.JFP

@ De$t e*%ity ratio J.JJB6B

@ Earnings per share <Rs> IL.JQ

@ 0ook &al%e per share Rs.CI

ONGC7S FUTURE PLAN OF ACTIONS:

The "ompany has plan to ind%"t =ow Mre*%en"y A"o%sti" passi&e

Seismi" DM((<(7DS> te"hnology !or dire"t dete"tion o! hydro"ar$ons%sing low !re*%en"y a"o%sti" wa&es passi&e seismi" tomography in

Mrontier 0asin !or pro&iding a detailed /D seismi" &elo"ity and

7oisson ratio model %pper !ew km o! the "r%st. Two R9D pro,e"ts on

mi"ro$ial !ront are $eing taken %p? mi"ro$ial "on&ersion o! hea&y oil

to methane gas and in&estigations on $iogeni" gas so%r"e and

entrapment styles in Krishna/;oda&ari 0asin.

ONGC7( A(("( ?i$(i0!(:

A((!(:

1. 1%m$ai high assets 1%m$ai

5. N eel am 9 Heera asset 1%m$ai

7. 0assein 9 satellite assets 1%m$ai

8. Ahmeda$ad assets Ahmeda$ad

9. Ankleshwar assets Ankleshwar

;. 1ehsana assets 1ehsana

<. Ra,ahm%ndry asset Ra,ahm%ndry

=. Karaikal asset Karaikai

>. Assam assets Na'ira

1?. Trip%ra asset Agartala

Ba(i$(:

1. :estern o+shore $asin. 1%m$ai

5. :estern onshore $asin 0aroda

7. Kg/7g $asin 3hennai

79



8. 3%&ery 0asin 3hennai

9. Assam 9 Assam / Arakan 0asin 4orhal

;. 10A $asin and 301 De&elopment 7ro,e"t (3olkata 0okaro

<. Mrotier 0asin Dehrad%n.

P.a$(:

1. Uran7lant Uran

5. Ha'ira 7lant Ha'ira

I$(i0!(:

B. Kesha&a De&a 1ala&iya (nstit%te o! petrole%m E#ploration

<KD1(7E> Dehrad%n.C. (nstit%te o! Drilling Te"hnology <(DT> Dehrad%n.

. (nstit%te o! Reser&oir St%dies <(RS> Ahemada$ad.

F. (nstit%te o! Oil 9 ;as 7rod%"tion Te"hnology <(O;7T> Na&i

1%m$ai

G. (nstit%te o! Engineering 9 O"ean Te"hnology <(EOT> Na&i

1%m$ai

. ;eo/data pro"essing 9 (nterpretation 3enter <;EO7(3>

Dehrad%n

I. (nsti t%te o! 7etrole%m Sa!ety Health 9 En&ironment

1anagement <(7SHE1> ;oa

L. (nstit%te o! 0io/te"hnology 9 ;eo/le"toni"s St%dies <(N0(;S>

4orhat

Q. S"hool o! 1aintenan"e 7ra"ti"es <S17> adodara

BJ. 3enter !or E#"ellen"e in :ell =ogging <3E:=> adodara

BB. Regional Training (nstit%tes <RT(s> Na&i 1%m$ai 3hennai

Si&asagar.

RAJAHMUNDRY ASSET:

Oil and Nat%ral ;as 3orporation =imited <ON;3> <in"orporated on C

4%ne BQQ> is an (ndian p%$li" se"tor petrole%m "ompany. (t is a Mort%ne

;lo$al GJJ "ompany ranked BGCnd and "ontri$%tes IIP o! (ndias "r%de oil

prod%"tion and LBP o! (ndias nat%ral gas prod%"tion. (t is the highest pro-t

making "orporation in (ndia. (t was set %p as a "ommission on BF A%g%st

BQG. (ndian go&ernment holds IF.BFP e*%ity stake in this "ompany.

7;



ON;3 is one o! Asias largest and most a"ti&e "ompanies in&ol&ed in

e#ploration and prod%"tion o! oil. (t is in&ol&ed in e#ploring !or and

e#ploiting hydro"ar$ons in C sedimentary $asins o! (ndia. (t prod%"es

a$o%t JP o! (ndias "r%de oil re*%irement. (t owns and operates more than

BBJJJ kilometers o! pipelines in (ndia.

LOGO:

VISION:

To $e a world "lass Oil 9 ;as 3ompany (ntegrated in energy $%siness

with dominant (ndian leadership and glo$al presen"e.

MISSION 9ORLD CLASS

Dedi"ated to e#"ellen"e $y le&eraging "ompetiti&e ad&antages in R9D

and te"hnology with in&ol&ed people.

(m$i$e high standards o! $%siness ethi"s and organi'ational &al%es.

A$iding "ommitment to health sa!ety and en&ironment to enri"h *%ality

o! "omm%nity li!e.

Moster a "%lt%re o! tr%st openness and m%t%al "on"ern to make working a

stim%lating 9 "hallenging e#perien"e !or o%r people.

Stri&e !or "%stomer delight thro%gh *%ality prod%"ts and ser&i"es.

INTEGRATED IN ENERGY BUSINESS

Mo"%s on domesti" and international Oil 9 ;as e#ploration and prod%"tion

$%siness opport%nities.

7ro&ide &al%e linkages in other se"tors o! energy $%siness.

3reate growth opport%nities and ma#imi'e shareholder &al%e.

HR Vi(i#$: To attain Organi'ational e#"ellen"e $y de&eloping and inspiring

the tr%e potential o! "ompany)s h%man "apital and pro&iding opport%nities

!or growth well $eing and enri"hment

HR Mi((i#$: To "reate a &al%e and knowledge $ased organi'ation $y

7<



in"%l"ating a "%lt%re o! learning inno&ation and team working and aligning

$%siness priorities with aspiration o! employees leading to a de&elopment o!

an empowered responsi&e and "ompetent h%man "apital.

7=



HR O@!"i<!(:

To de&elop and s%stain "ore &al%es.

To de&elop $%siness leaders !or tomorrow.

To pro&ide ,o$ "ontentment thro%gh empowerment a""o%nta$ility and

responsi$ility.

To $%ild and %pgrade "ompeten"ies thro%gh &irt%al learning opport%nities

!or growth and pro&iding "hallenges in the ,o$.

To !oster a "limate o! "reati&ity inno&ation and enth%siasm.

To enhan"e the *%ality o! li!e o! employees and their !amily.

To in"%l"ate higher %nderstanding o! ]Ser&i"e) to a greater "a%se.

P!r+#rma$"!: 668&662

Highest le&el o! (nitial (n/pla"e hydro"ar$ons &ol%me in last two de"ades

!rom domesti" -eld?

Highest a""retion o! Ultimate reser&es in last BL years !rom domesti"

-elds?

T%rn o&er and Net :orth re"orded new highs?

The Net 7ro-t o! Rs. BBC "r marginally lower than the pre&io%s year

<BIJB "r> was despite s%pporting downstream oil 7SU)s with the higheste&er o! s%$sidy dis"o%nt o! Rs. CLCCG "r. <Against Rs.CC JJB "r in MY)JL>.

C#r'#ra! r!"#/$ii#$( a$% A*ar%(:

G.#@a.:

ON;3 is the only "ompany !orm (ndia to -g%re in the elite list o! FJ

"ompanies o%t o! Mort%ne ;lo$al GJJ "ompanies list o! CJJQ $ased on

@Ret%rn on Re&en%e and @Ret%rn on Assets.

ON;3 o""%pies BGCnd rank in the Mor$es ;lo$al CJJJ list CJJQ o! the

world)s $iggest "ompanies F not"hes higher than last year)s rank o! BQLth

$ased on the sales pro-t assets and market "apitali'ation.

ON;3 has $een ranked as the most &al%a$le (ndian 7SU $ased on market

"apitali'ation.

ON3; has $een ranked as No.B 0l%e 3hip "ompany o! (ndia in the Minan"e

Asia BJJ =ist o! CJJQ with highest aggregate net pro-t !or the period CJJ

CJJL? No.BJ among Asia "ompanies

Ranked Crd among the ;lo$al 7%$li"ly listed energy "ompanies as per

7>



@7M3 Energy GJ list.

Nai#$a.:

1ost &al%a$le (ndian 7SU @0%siness Today

Ranked rd in the 0%siness :orld Real GJJ s%r&ey list o! the (ndian

"ompanies on the s%m o! total assets and total in"ome o! a "ompany

Se"%red three o%t o! eight 7etro!ed Awards CJJL instit%ted $y 7etrole%m

Mederation on (ndia !or per!orman"e d%ring CJJI/JL

@Enterprise E#"ellen"e Award in re"ognition o! e#"ellent "orporate

per!orman"e instit%ted $y (ndian (nstit%tion o! (nd%strial Engineers 1ay

CJJL

Awarded the -rst Dalal street (n&estment 4o%rnal<DS(4> 7SU Award CJJQ !or

the "ategory Highest 7ro-t making Enterprise !or the MY)CJJI/JL <1ar"h

CJJQ>

ON;3 and 1R7= ha&e won si# @Oil ind%stry sa!ety Awards o! the year

CJJL/JQ

ON;3 has $een "on!erred with the ;olden 7ea"o"k award !or 3orporate

;o&ernan"e $y the :orld "o%n"il o! "orporate ;o&ernan"e =ondon/ O"to$er

]JQ

ON;3 $agged the "o&eted ;old Award in the Oil and ;as "ategory o! the@Dainik 0haskar (ndia 7ride Awards !or E#"ellen"e in 7SU)s BJ O"to$er

CJJQ

HISTORY OF RAJAHMUNDRY ASSET:

Ra,ahm%ndry Asset and K; 0asin erstwhile K; 7ro,e"t is a ma,or work

"entre in So%thern Region o! ON;3. The K; $asin "o&ering an area o!

CLJJJ S*. Km on land and CFJJJ S*.Km o+shore is %ni*%e on in the sense

that the hydro"ar$ons are dis"o&ered in the geologi"ally oldest <CGJ 1illion

years> to yo%ngest <G 1illion years> sediments and also !rom $oth on land

and o+shore parts o! the $asin. The $asin has %n"on&entional reser&oirs o!

!ra"t%red &ol"ani" ro"ks like $asalt in Ra'ole 1%mmidi&aram and o!

=imestone)s in Kaikal%r. (ts ;eologi"al and ;eophysi"al s%r&eys were

initiated in the year BQGQ and BQJ respe"ti&ely.

8?



Mirst e#ploratory drilling "ommen"ed in the $asin at Narsap%r B in

BQIQ. Mirst o+ shore well ;/B /B was drilled in BQLJ at a water depth o!

CGJm prod%"ed oil. (t has deepest onland well at 0ha&ade&arapalli B

<GJJBm> and deepest o+shore well at ;S/ BB/B <FBBm>. 1a#im%m press%re

gradient re"orded at C.B 1:E in Tatipaka B with FGJ m and 0HT re"orded

at BLIJ in Amalap%ram B. Oil prod%"tion and on land "ommer"ial

prod%"tion o! gas started in BQLL.

The !ollowing are the salient !eat%res o! the Ra,ahm%ndry Asset.

Ra,ahm%ndry Asset is operating and handling prod%"tion $oth in

onshore as

well as in O+shore.

Ra,ahm%ndry Asset is the only Asset in ON;3 that manages

operations in $oth %pstream and downstream se"tor.

Tatipaka 1ini Re-nery <(SOBFJJB> is the -rst o! its kind in ON;3

whi"h is operating in this Asset.

D%ring the last -&e years oil and gas prod%"tion has in"reased $y

F.G times and C times respe"ti&ely.

Mo%rteen prod%"tion installations ha&e $een identi-ed !or o$taining

(SO BFJJ "erti-"ation d%ring the year till now. Ra,ahm%ndry Asset is maintaining 0S9:^J.JIP against a target o!

BP.

Re"on"iliation losses are $ro%ght down to less than BP.

Re"ei&ed ;reente"h Sa!ety E#"ellen"e Award !or Tatipaka Re-nery.

9i$/( #+ ,! 9#r "!$!r:

B. Administrati&e O2"e / ;oda&ari 0ha&an Ra,ahm%ndry.

C. Dowleshwaram :orkshop < Km>.

. Narsap%r S%$/o2"e <QJ Km>.

F. Kakinada O+shore S%pply 0ase <J Km>.

G. i'ag =iaison O2"e <CJB Km>.

. Hydera$ad 1arketing Di&ision <GJB Km>.

I. Tatipaka Re-nery <QJ Km>.

L. Mield I Rigs and BQ (nstallations.

MAN PO9ER SUMMARY OF RAJAHMUNDRY ASSET:

81



CLASS ) I EB BQI EC BIQ E BCC EF CFF EG CBI E F EI Q EL B EQ C

TOTA= 1613 <E\E3UT(E 3ATE;ORY>

CLASS ) II BGF TOTA= 13 UN(ON(SED 3ATE;ORY OM E17=OYEES <as on

date> So%r"e6 7rimary data "olle"ted !rom e#ternal g%ide

CLASS ) III AB B AC BC A AF B TOTA= <ASS(STANT> 34

SB I SC BQ S G TOTA= <SU7ER(SORY> B

CLASS ) IV :B CG :C BCQ : B :F B :G I : G TOTA= 158

TOTAL <3BX3CX3X3F > 133 3

DEPARTMENTS:

The Departments in the ON;3 are a"knowledged as ser&i"es. There are

mainly se&en ser&i"es in the Ra,ahm%ndry asset. They are again di&ided

into di+erent s%$ ser&i"es $ased on their work.

They areB. Engineering ser&i"es

C. Drilling ser&i"es

. =ogging ser&i"es

F. :ell ser&i"es

G. S%pport ser&i"es

. S%r!a"e team

I. S%$ s%r!a"e team

85



CHAPTER& IV

CONCEPTUAL FRAME

9OR

=J#@ Sai(+a"i#$>

87



CHAPTER& IV

CONCEPTUAL FRAME 9OR

=J#@ Sai(+a"i#$>

@Employee 4o$ satis!a"tion generates a !eeling o! well $eing and

$elongingness with the organi'ation. The greater tr%th is the !a"t that in a

glo$ally "ompetiti&e en&ironment it is an e+e"ti&e tool that "an impro&e

prod%"ti&ity and "onse*%ently impa"t the $ottom line o! the "ompany.

Employee insight is key to any HR program. Knowledge satis!a"tion

and e#pe"tations need to $e meas%red in order to de&elop the organi'ation

prepared !or tomorrow. A strong and satis!a"tion s%r&ey ena$les the

organi'ation to retain and de&elop the $est talents. (ntelligent de"isions are

the key to organi'ation)s s%""ess. Hen"e the need to a"*%ire a""%rate and

timely in!ormation on the satis!a"tion le&el in the organi'ation $e"omes a

ne"essity to make e+e"ti&e de"isions in these iss%es and it has to "ome

!rom the employees themsel&es.

H%man reso%r"es are on ma,or !a"tors o! prod%"tion. (t is h%man

asset whi"h "on&ert the &ario%s reso%r"es in to the prod%"tion reso%r"es. (t

has immense potentialities and it only h%man reso%r"es whi"h appre"iate

with time whereas all other reso%r"es %ndergo the pro"ess o! depre"iation.

S%""ess o! an organi'ation mainly depends on the *%ality o! manpower and

its per!orman"e. (n early days h%man reso%r"e was not taken as an

important !a"tor o! prod%"tion.

The emergen"e o! Trade Union and their grad%al "olle"ti&e power

!or"ed some entreprene%rs to gi&e some distri"t !eat%re o! h%man side $y

prod%"tion. The -rst among the entreprene%rs who had "ontri$%ted in the

de&elopment o! h%man side o! prod%"tion was Ro$ert Owen and English

H%manist. He took a gen%ine interest in the wel!are o! the workers.

A"hie&ement theory is well a""epted too.

The great @Hawthorne St%dy @$y Elton 1ayo)s and "olleag%es

re&ealed that the e+e"ti&eness o! any organi'ation depends %pon the

*%ality o! the relationship among the personnel and so"ial needs o! employees are &ery important and that "on"entration $y management

88



e#"l%si&ely on prod%"ti&ity material and en&ironmental iss%e will to $e a

sel!/de!e"ting aim. Hen"e the management m%st gi&e more emphasis on

the h%man side and their proper %tili'ation.

JOB SATISFACTION:

4o$ satis!a"tion is one o! the most di2"%lt "on"epts to meas%res in

the -eld o! organi'ational $eha&ior. There are two e#treme points o! &iew

within whi"h one may "hose a !ramework !or the st%dy o! satis!a"tion. One

&iew is to ass%re that satis!a"tion is a totality or %nitary "on"ept

representing a state o! mind in the indi&id%al whi"h has no single re!erent.

This is not to say that satis!a"tion or the indi&id%als o&erall !eeling o!

"ontent or dis"ontent in a parti"%lar so"ial "onte#t is %nreal. This

indi&id%als satis!a"tion or dissatis!a"tion is determined $y his total sit%ation

at work and at home in e&ery aspe"t o! his li!e. Dissatis!a"tion in one aspe"t

o! li!e say work still o&er and $e"ome dissatis!a"tion in another.

4o$ satis!a"tion is de-ned as the pleas%ra$le emotional state

res%lting !rom the appraisal o! ones ,o$ as a"hie&ing or !a"ilitating the

a"hie&ement o! ones ,o$ &al%es5. (n "ontrast ,o$ dissatis!a"tion is de-nedas the %npleas%ra$le emotional state res%lting !rom the appraisal o! ones

,o$ as !r%strating or $lo"king the attainment o! ones ,o$ &al%es or as

entailing dis&al%es. Howe&er $oth satis!a"tion and dissatis!a"tion were

seen as a !%n"tion o! the per"ei&ed relationship $etween what on

per"ei&es it as o+ering or entailing.

0e!ore *%oting pop%lar de-nitions on ,o$/satis!a"tion it is %se!%l to

highlight its important aspe"ts. There are three important dimensions to 4o$satis!a"tion6

B. 4o$ satis!a"tion re!ers to ones !eeling towards ones ,o$. (t "an only

$e in!erred $%t not seen.

C. 4o$ satis!a"tion is o!ten determined $y how well o%t"omes meet or

e#"eed e#pe"tations. Satis!a"tion in ones ,o$ means in"reased

"ommitment in the !%l-llment o! !ormal re*%irements. There is

greater willingness to in&est personal energy and time in ,o$

per!orman"e

89



. The terms ,o$/satis!a"tion and attit%des are %sed inter"hangea$ly.

0oth re!er to e+e"ti&e orientations on the part o! indi&id%als towards

their work roles whi"h they are presently o""%pying. 7ositi&e

attit%des towards the ,o$ are "on"ept%ally e*%i&alent to ,o$/

satis!a"tion and negati&e attit%des towards the ,o$ indi"ate ,o$/

orientations.

Tho%gh the terms ,o$/satis!a"tion and attit%des are %sed

inter"hangea$ly there are di+eren"es $etween the two. Attit%des as was

mentioned earlier re!er to predisposition to respond. 4o$/satis!a"tion on

the other hand relates to per!orman"e !a"tors. Attit%des re8e"t ones

!eeling towards indi&id%als organi'ations and o$,e"ts. 0%t satis!a"tion

re!ers to ones attit%de to a ,o$ employee satis!a"tion is there!ore a

spe"i-" s%$set o! attit%des.

DEFINITION OF JOB SATISFACTION

There are a n%m$er o! de-nitions o! 4o$ Satis!a"tion. 4o$ Satis!a"tion

has $een most aptly de-ned $y P!(#$!! <BQI> as ,o$ management

personal ad,%stment and so"ial relations. 1orse <BQG> "onsiders 4o$Satis!a"tion as dependent %pon ,o$ "ontent identi-"ation with the

"ompany -nan"ial and ,o$ stat%s and pride in gro%p per!orman"e.

Si$"! <BQGL> has opined that 4o$ Satis!a"tion is essentially related to

h%man needs and their /!%l-llment thro%gh work. (n !a"t 4o$ Satis!a"tion is

generated $y indi&id%al per"eptions.

4o$ satis!a"tion re!ers to a persons !eeling o! satis!a"tion on the ,o$

whi"h a"ts as a moti&ation to work not the sel!/satis!a"tion happiness or

sel!/"ontentment $%t the satis!a"tion on the ,o$.

4o$ satis!a"tion $y HOPPOC is an 5Any "om$ination o!

psy"hologi"al physiologi"al and en&ironmental "ir"%mstan"es that "a%se a

person tr%th!%lly to say ( am satis-ed with $y ,o$.

8;



SOURCES OF JOB SATISFACTION

Se&eral ,o$ elements "ontri$%te to 4o$ Satis!a"tion. The most

important amongst them are wage str%"t%re nat%re o! work promotion

"hanges and *%ality o! s%per&ision work gro%p and working "onditions. /

9a/!(:

:ages play a signi-"ant role in in8%en"ing ,o$ satis!a"tion. This is

$e"a%se o! two reasons. Mirst money is an important instr%ment in !%l-lling

ones needs? and two employees o!ten seen pay as a re8e"tion o!

managements "on"ern !or them.

Nat%re o! work

1ost employees "ra&e intelle"t%al "hallenges on ,o$s. They tend to

pre!er $eing gi&en opport%nities to %se their skills and a$ilities and $eing

o+ered a &ariety o! tasks !reedom and !eed$a"k on how well they are

doing. These "hara"teristi"s make ,o$s mentally "hallenging . 4o$ that ha&e

too little "hallenge "reate $oredom.

Pr#m#i#$(:7romotional opport%nities a+e"t ,o$/satis!a"tion "onsidera$ly. The

desire !or promotion is generally strong among employees as it in&ol&es

"hange in ,o$ "ontent pay responsi$ility independen"e stat%s and the like.

(t is no s%rprise that the employee takes promotion as the %ltimate

a"hie&ements in his "areer and when it is reali'ed he !eels e#tremely

satis-ed.

S0'!r<i(i#$:

There is a positi&e relationship $etween the *%ality o! s%per&ision

and 4o$ Satis!a"tion. S%per&isors who esta$lish a s%pporti&e personal

relationship with s%$ordinates and take a personal interest in them

"ontri$%te to their employee satis!a"tion.

9#r /r#0':

The work gro%p does ser&e as a so%r"e o! satis!a"tion to indi&id%al

employees. (t does so primarily $y pro&iding gro%p mem$ers with

8<



opport%nities !or intera"tion with ea"h other. (t is well/known that !or many

employees work -lls the need !or so"ial intera"tion.

9#ri$/ C#$%ii#$(:

:orking "onditions that are "ompati$le with an employees physi"al

"om!ort and that !a"ilitate doing a good ,o$ "ontri$%te to ,o$/satis!a"tion.

Temperat%re h%midity &entilation lighting and noise ho%rs o! work

"leanliness o! the work pla"e and ade*%ate tools and e*%ipment are the

!eat%res whi"h a+e"t ,o$/satis!a"tion.

DETERMINANTS OF JOB SATISFACTION:

:hile analy'ing the &ario%s determinants o! ,o$ satis!a"tion we ha&e

to keep in mind that 6 all indi&id%als do not deri&e the same degree o!

satis!a"tion tho%gh they per!orm the same ,o$ en&ironment and at the

same time. There!ore it appears that $esides the nat%re o! ,o$ and ,o$

en&ironment there are indi&id%al &aria$les whi"h a+e"t ,o$ satis!a"tion.

Th%s all those !a"tors whi"h pro&ide a -t among indi&id%al &aria$les

nat%re o! ,o$ and sit%ational &aria$les determine the degree o! ,o$

satis!a"tion. =et %s see what are these !a"tors are6

Si0ai#$a. <aria@.!(: Si0ai#$a. <aria@.!( r!.a!% # J#@

Sai(+a"i#$ a( +#..#*(:&

(. 9#ri$/ "#$%ii#$(:

:orking "onditions that are "ompati$le with an employees physi"al

"om!ort and that !a"ilitate dong a good ,o$ "ontri$%tes to ,o$/satis!a"tion.

Temperat%re h%midity &entilation lighting and noise ho%rs o! work

"leanliness o! the work pla"e and ade*%ate tools and e*%ipment are the

!eat%res whi"h a+e"t ,o$/satis!a"tion.

((. S0'!r<i(i#$:

There is a positi&e relationship $etween the *%ality o! s%per&ision

and 4o$ Satis!a"tion. S%per&isors who esta$lish a s%pporti&e relationship

with s%$ordinates and take a personal interest in them "ontri$%te to their

employee satis!a"tion.

8=



III. E0ia@.! r!*ar%(:

Employees are more satis-ed when they !eel they are rewarded !airly

!or the work they do. (! the reward per"ei&ed the ,o$ per!orman"e and

e*%ita$le it o+ers higher satis!a"tion. (! the reward per"ei&ed is to $e $ased

on "onsideration other than the ,o$ per!orman"e it o+ers ,o$ dissatis!a"tion.

I. O''#r0$iy +#r 'r#m#i#$:

7romotional opport%nities a+e"t 4o$ Satis!a"tion "onsidera$ly. The

desire !or promotion is generally strong among employees as it in&ol&es

"hange in ,o$ "ontent pay responsi$ility independen"e stat%s and the

like. (t is not s%rprise that the employee takes promotion as the %ltimate

a"hie&ement in his "areer and when it is reali'ed he !eels e#tremely

satis-ed.

. 9#r/r#0':

(ndi&id%al work in gro%p either "reated !ormally or they de&elop their

own seek emotional satis!a"tion at the work pla"e. To an e#tent s%"h

gro%ps are "ohesi&e? the degree o! satis!a"tion is high. (! the gro%p is not

"ohesi&e the satis!a"tion is low.

THEORIES OF JOB SATISFACTION

1. F0...m!$ ,!#ry:

(t is the satis!a"tion in terms o! rewards a person re"ei&es or the e#tent

lo whi"h his needs are satis-ed. The ,o$ satis!a"tion as o$ser&ed $y

willing is not only a !%n"tion o! that what a person re"ei&e $%t also when he

!eels he sho%ld re"ei&es as there will $e "onsidera$le di+eren"e in the

a"t%al and e#pe"tations o! persons. Th%s ,o$ satis!a"tion "annot $e

regarded as merely a !%n"tion o! how m%"h a person re"ei&es !rom his ,o$.

Another important !a"tor&aria$le that sho%ld $e in"l%ded to predi"t

,o$ satis!a"tion a""%rately is the strength o! the indi&id%al desire o! his le&el

o! aspiration in parti"%lar areas. This led to the de&elopment o! the

dis"repan"y theory o! ,o$ satis!a"tion.

5. Di("r!'a$"y T,!#ry:

(n this theory it dis"%s that the satis!a"tion is the !%n"tion o! what a

person a"t%ally re"ei&es !rom his ,o$ sit%ation and what he thinks he sho%ld

8>



re"ei&e or what he e#pe"ts to re"ei&es. :hen the a"t%al satis!a"tion

deri&ed is less than e#pe"ted satis!a"tion it res%lts in dissatis!a"tion.

The 4o$ Satis!a"tion and dissatis!a"tion are !%n"tions o! the

per"ei&ed relationship $etween what one wants !rom ones ,o$ and what

one per"ei&es it is o+ering this led to the de&elopment o! e*%ity theory o!

4o$ Satis!a"tion.

7. E0iy ,!#ry:

(t !o"%ses that the persons satis!a"tion is determined $y his per"ei&ed

e*%ity whi"h in t%rn is determined $y his inp%t/o%tp%t $alan"e "ompared to

his 3omparison o! others inp%t/o%tp%t $alan"e. (np%t/o%tp%t $alan"ed is the

per"ei&ed ratio o! what a person re"ei&es !rom his ,o$ relati&e to what he

"ontri$%tes to the ,o$.

The %nder and o&er rewards leads to dissatis!a"tion while the %nder

reward "a%ses !eeling o! %n!air treatment o&er reward lead to !eeling o!

g%ilt and dis"om-t.

8. T*# +a"#r ,!#ry:

Ma"tors s%"h as a"hie&ement re"ognition responsi$ility et" re satis-es the

presen"e o! whi"h "a%ses satis!a"tion $%t their a$sen"e does not res%lt indissatis!a"tion. Ma"tors s%"h as salary s%per&ision working "ondition et".

are dissatis!y the a$sen"e whi"h "a%ses dissatis!a"tion. Their presen"e

howe&er does not res%lt in ,o$ satis!a"tion.

A!"ANTAGES OF #O$ SATISFACTION

B. $#*.!%/! #+ G!$!ra. L!<!. #+ Sai(+a"i#$:

A st%dy o! ,o$ satis!a"tion gi&es the management knowledge o! general

le&el o! satis!a"tion among the workers o! the "ompany. The st%dy may $e

made with re!eren"e to a parti"%lar s%$,e"t and a parti"%lar gro%p o!

employees. (t tells how employees !eel a$o%t their ,o$ and a$o%t the

organi'ation what part o! their !eelings need attention and whose !eelings

are in&ol&ed et". S%"h st%dy is a power!%l diagnosis instr%ment o! looking at

employees pro$lems.

C. A.. r#0$% "#mm0$i"ai#$:

The 8ow o! "omm%ni"ation is in all dire"tion a i.e. %pward downward andlateral $e"a%se s%"h s%r&eys are planned taken %p and dis"%ssed. :hen

9?



we en"o%rage the workers to e#plain what is in their minds %pward

"omm%ni"ation may $e !r%it!%l.

Im'r#<!% ai0%!(:

The attit%des o! workers are impro&ed thro%gh ,o$ satis!a"tion st%dy. (t a"tsas a sa!ety &al%e releases ones emotions $y e#pressing them d%ring the

"o%rse o! s%r&ey. Th%s ,o$ satis!a"tion st%dy to an e#pression o!

management interest in employee wel!are whi"h gi&es employees a $etter

!eeling towards management.

3 D!!rmi$i$/ Trai$i$/ N!!%(:

(t determines the training needs o! the employees and the s%per&isors. (t

"an $e well esta$lished in the so%r"e o! s%r&ey in what areas the employees

are dissatis-ed or not satis-ed. (t helps the management to determine

whether employees or s%per&isors need training and in whi"h -eld so that

the management may arrange !or the training.

B!$!( # U$i#$(:

E#e"%ti&es and %nion o2"e $earers dis"%ss a$o%t the &ario%s wants o! the

employees %nion rare oppose the s%r&ey res%lts and in most o! the "ases

s%pport them espe"ially when they know that they will share the res%lts.

HR POLICIES AND PRACTICES RELATED TO EMPLOYEE JOB

SATISFACTION:

1 Or/a$iai#$ %!<!.#'m!$

Shared mission or &ision6 (n many organi'ations employee doesn)t

know what is mission &ision o$,e"ts. 0%ilding a "orporate "%lt%re that

re*%ires employees to $e an integral part o! the organi'ation "an $e an

e+e"ti&e way o! getting the most !rom the talents or "ompeten"ies $ro%ght

to the organi'ation $y ea"h employee.

Meed$a"k programs6 These programs will help organi'ation what is

opinions o! their employees.

9#r i(!.+

Yo% "an in"rease ,o$ satis!a"tion $y

4o$ rotation

91



4o$ enlargement6 knowledge enlargement task enlargement.

4o$ enri"hment

C#m'!$(ai#$ a$% @!$!(

7oli"ies o! "ompensation and $ene-ts are most important part o!

organi'ation. 0%t yo% sho%ld $%ild yo%r poli"ies at @s%ita$ility not @the

$est.

3 A''rai(a. 'r#/ram

Yo% sho%ld $%ild the proper e&al%ation and !air and en"o%rage

employees per!orm work.

R!.ai#$(,i' *i, (0'!r<i(#r(Relationship with management is the key !a"tor o!ten happen

dissatis!a"tion o! employees. The "ompany sho%ld ha&e poli"ies to6

1anagement m%st $e !air treated with sta+.

Ready to help them.

M%ll training !or sta+

Ready to listen and respond to employee.

5 Pr#m#i#$( a$% "ar!!r %!<!.#'m!$

De&elop programs to promote all titles in the organi'ation.

De&elop training programs !or employees

0%ild programs !or "areer de&elopment o! ea"h title.

4 B0i.% "#r'#ra! "0.0r!

0%ild "hannel o! "omm%ni"ation in organi'ation

Relationship with "oworkers

0%ild sharing "%lt%re.

8 9#ri$/ "#$%ii#$ a$% !$<ir#$m!$

0%ild o""%pational health and sa!ety program.

2 Im'r#<!m!$ 'r#/ram( #+ !m'.#y!! (ai(+a"i#$

HR department m%st ha&e the monitoring methods !or impro&ement

programs

95



o! employee satis!a"tion. 1any organi'ations ,%st do appraisal o!

employee

satis!a"tion $%t not pay attention to role o! monitoring.

0%ild sol%tions to impro&e satis!a"tion

Training all le&el o! management a$o%t the importan"e o! satis!a"tion

and

methods to in"rease satis!a"tion.

16 Em'.#y!!( @y ,!m (!.+

Hiring the right employees

3learly de-ned and "omm%ni"ated employee e#pe"tations.

97T,! Em'.#y!! #@ Sai(+a"i#$ S0r<!y Pr#"!(( )

F.#*",ar



98

DefineObjectives

Derive the Sample andBreakup

Design of structuredQuestionnaire

Determine the sample size andSampling Technique

Revision ofQuestionnaire

nal!sis of collected data using"#cel

Distribution of final revisedQuestionnaire

$easurement of required result

%r esentation of r equir ed results to the top management



CHAPTER & V

99



DATA ANALYSIS

INTERPRETATION

Ta@.! N#: 1

:orking ho%rs are "on&enient !or me

7er"ent

Strongly agree I.G

Agree CL.IG

Neither agree nor disagree BL.IG

Disagree BC.G

Strongly disagree C.G

TOTA= BJJ

3HART B

I$!r'r!ai#$K

9;



Mrom the a$o&e "hart and ta$le it is "learly e&ident that I.GP o! the

respondents strongly agree that working ho%rs are "on&enient !or

them and CL.IGP agree? while BL.IGP respondents are ne%tral and

BC.GP disagree with the working ho%rs and C.GP are strongly against

working ho%r)s "on&enien"e

Ta@.! N#:

( am happy with my work pla"e

7ER3ENTStrongly agree B.CG

Agree I.GNeither agree nor disagree CJDisagree I.GStrongly disagree .IG

TOTA= BJJ

3hart C

I$!r'r!ai#$:

Mrom the a$o&e ta$le it is "lear that B.CGP respondents stronglyagree and I.GP respondents agree that they are happy with their

9<



work pla"e? while only CJP disagreed and I.GP ha&e no idea towards

their work pla"e.

Ta@.! N#:

( !eel ( ha&e too m%"h work to do

7ER3ENTStrongly agree BC.GAgree B.IGNeither agree nor disagree CGDisagree B.CGStrongly disagree BI.G

BJJ3hart

I$!r'r!ai#$:

Mrom the a$o&e it is *%ite "lear that the work load is not high

B.CGP o! the respondents disagreed with the *%estion ( !eel ( ha&e

too m%"h work and another BI.GP strongly disagreed CGP admits

they ha&e too m%"h work and ha&e no idea towards this *%estion.

Ta@.! N#: 3

Sa!ety meas%res pro&ided $y the "ompany

7ER3ENT

9=



Strongly agree GAgree C.CGNeither agree nor disagree CC.GDisagree BJStrongly disagree .CG

TOTA= BJJ

3HART F

I$!r'r!ai#$:

Mrom the a$o&e it is e&ident that the sa!ety meas%res

pro&ided $y the organi'ation are good as GP respondents rating

Strongly Agree and C.CGP respondents agree? while only BJP 9

.CGP disagreed and CC.GP neither agreed nor disagreed towards

Sa!ety meas%res pro&ided $y the "ompany.

TABLE NO

1y relationship with my s%per&isor is "ordial

7ER3ENT

strongly agree CGAgree L.IG

9>



Neither agree nor disagree BI.GDisagree BC.GStrongly disagree .CG

TOTA= BJJ

3HART G

I$!r'r!ai#$:

Mrom the a$o&e it is "lear that relationship $etween the

employees and their s%per&isors are "ordial as CGP o! respondents

strongly agreed and L.IGP agreed while only BC.GP disagreed and

.CGP o! respondents ha&e neither agreed nor disagreed.

TABLE NO 5

1y s%per&isor is not partial

7ER3ENTStrongly agree CI.GAgree CL.IGNeither agree nor disagree BL.IGDisagree BC.GStrongly disagree BC.G

TOTA= BJJ

CHART 5

;?



I$!r'r!ai#$:

Mrom the a$o&e it is e&ident that the s%per&isors are not

partial to their employees as CI.GP strongly agreed and CL.IGP

agreed to the *%estion while BC.GP disagreed and BL.IGP o! the

respondents strongly disagreed this le&el is *%ite high "ompared to

other *%estions.

TABLE NO 4

1y s%per&isor "onsiders my idea too while taking de"ision

7ER3ENTstrongly agree CGAgree GJNeither agree nor disagree BC.GDisagree I.GStrongly disagree G

TOTA= BJJ

;1



3HART I

I$!r'r!ai#$:

Mrom the a$o&e it is "lear that CG and GJP o! the respondents

agreed that s%per&isors "onsider their employees ideas also and only

I.GP disagreed and BC.GP o! respondents neither agreed nor

disagreed.

TABLE NO 8

(m satis-ed with the s%pport !rom my "o/workers

7ER3ENTStrongly agree CC.GAgree GJNeither agree nor disagree BC.GDisagree BJStrongly disagree G

TOTA= BJJ

CHART 8

;5



I$!r'r!ai#$:

Mrom the a$o&e it is "lear that relationship with "o/workers) is*%ite good as nearly GJP o! the respondents agree that they are

satis-ed with s%pport !rom "o/workers and only BJP disagreed and

BC.GP o! respondents ha&e no answer to this.

TABLE NO 2

7eople here ha&e "on"ern !rom one another and tend to help one another

7ER3ENTstrongly agree BC.GAgree GJNeither agree nor disagree BL.IG

Disagree BC.GStrongly disagree .CG

TOTA= BJJ

CHART 2

;7



I$!r'r!ai#$:

Mrom the a$o&e it is "lear that people in this organi'ation ha&e

"on"ern o&er ea"h other as BC.GP strongly agreed and GJP agreed

while only BC.GP disagreed and BL.IGP o! respondents neither

agreed nor disagreed.

TABLE NO 16

(m satis-ed with the re!reshment !a"ilities

7ER3ENTStrongly agree BL.IGAgree CG

Neither agree nor disagree B.CGDisagree CJStrongly disagree G

TOTA= BJJ

CHART 16

;8



I$!r'r!ai#$:

Mrom the a$o&e it is "lear that BL.IGP o! employees are

strongly satis-ed with the re!reshment !a"ilities o+ered $y the

"ompany as CJP o! respondents disagreed and GP strongly

disagreed while only B.CGP neither agreed nor disagreed and only

CGP o! respondents agreed.

TABLE NO 11

:e are pro&ided with the rest and l%n"h room and they are good

7ER3ENTstrongly agree BGAgree F.IGNeither agree nor disagree CC.GDisagree BGStrongly disagree .IG

TOTA= BJJ

CHART 11

;9



I$!r'r!ai#$:

Mrom the a$o&e it is *%ite e&ident that .IGP o! the

respondents strongly disagreed and BGP o! the respondents

disagreed while only CC.GP neither agreed nor disagreed and

F.IGP o! the respondents are satis-ed with the rest and l%n"h room

pro&ided.

TABLE NO 1

The parking spa"e !or o%r &ehi"les are satis!a"tory

7ER3ENTStrongly agree G

Agree I.GNeither agree nor disagree BGDisagree I.GStrongly disagree G

TOTA= BJJ

CHART 1

;;



I$!r'r!ai#$:

Mrom the a$o&e ta$le it is "lear that respondents are not

satis-ed with the parking !a"ilities pro&ided $y the "ompany as GP

o! respondents strongly disagreed and I.GP o! respondents

disagreed and only I.GP o! respondents are satis-ed with the

parking !a"ilities and BGP ha&e neither agreed nor disagreed.

Ta@.! $# 1

( !ell (m paid a !air amo%nt !or the work i do

7ER3ENTstrongly agree BL.IGAgree GJNeither agree nor disagree BL.IGDisagree L.IGStrongly disagree .IG

TOTA= BJJ

C,ar 1

;<



I$!r'r!ai#$:

Mrom the a$o&e it is e&ident that the respondents are satis-ed

with their salary as BL.IGP agree and FL.IGP strongly agree. Only

L.IGP disagree and .IGP strongly disagree GJP o! the respondents

neither agree nor disagree.

Ta@.! $# 13

(m satis-ed with the "han"es !or my promotion

7ER3ENTstrongly agree CC.GAgree GJNeither agree nor disagree BL.IGDisagree GStrongly disagree .IG

TOTA= BJJ

C,ar 13

;=



I$!r'r!ai#$:

Mrom the a$o&e it is *%ite "lear that employees are satis-ed

with their "han"es !or promotion with GJP o! respondents agree and

CC.GP strongly agree. Only GP disagree and .IGP strongly

disagree BL.IGP neither agree nor disagree.

Ta@.! $# 1

(m satis-ed with the allowan"es pro&ided $y the organi'ation

7ER3ENTstrongly agree B.IGAgree FI.GNeither agree nor disagree BI.GDisagree BC.G

Strongly disagree L.IG TOTA= BJJ

3hart BG

;>



I$!r'r!ai#$:

Mrom the a$o&e it is "lear that the employees are satis-ed

with the allowan"es and other $ene-ts pro&ided $y the organi'ation

as FI.GP agree and B.IGP strongly agree. Only BC.GP disagree and

L.IGP strongly disagree BI.GP neither agree nor disagree.

TABLE NO 15

( !eel my $oss moti&ate me to a"hie&e the organi'ational goals

7ER3ENTStrongly agree BJAgree CI.GNeither agree nor disagree G

Disagree BGStrongly disagree BC.G TOTA= BJJ

3HART B

<?



(

I$!r'r!ai#$6Mrom the a$o&e it is e&ident that $osses o! the employees

are moti&ating to a"hie&e organi'ational goals with CI.GP respondents

agree and BJP strongly agree. GP disagree this is *%ite high "ompared to

other !a"tors and BC.GP strongly disagree and BGP neither agree nor

disagree.

TABLE NO 14

1y s%per&isor moti&ates me to in"rease my e2"ien"y at times when it is

re*%ired.

7ER3ENTstrongly agree BL.IGAgree GJ

Neither agree nor disagree BL.IGDisagree BJStrongly disagree C.G

TOTA= BJJ

3HART BI

<1



I$!r'r!ai#$:

Mrom the a$o&e it is e&ident that $osses o! the employees

moti&ate the employees when he is %nprod%"ti&e and help them to

$e prod%"ti&e as GJP agree and BL.IGP strongly agree. Only C.GP

strongly disagree and BL.IGP disagree BJP neither agree nor

disagree.

TABLE NO 18

( !eel that my ,o$ has little impa"t on the s%""ess o! the "ompany

7ER3ENTStrongly agree CG

Agree F.IGNeither agree nor disagree BC.GDisagree BJStrongly disagree L.IG

TOTA= BJJ

C,ar 18

<5



I$!r'r!ai#$:

Mrom the a$o&e "hart it is "lear that F.IGP respondents

$elie&e that they "ontri$%te in the s%""ess o! a "ompany BJP

respondent disagree !rom the statement and L.IGP respondent

strongly disagree !rom the *%estion.

Ta@.! $# 12

O&erall (m satis-ed with my ,o$

7ER3ENTstrongly agree CGAgree B.CGNeither agree nor disagree CGDisagree BGStrongly disagree .IG

TOTA= BJJ

3hart BQ

<7



I$!r'r!ai#$:

Mrom the a$o&e ta$le it is e&ident that O&erall satis!a"tion o!

the respondents are good as B.CGP agree and .IGP strongly

agree. Only .IGP strongly disagree and BGP disagree and CGP

neither agree nor disagree.

FINDINGS

Mrom the st%dy the resear"her has "ome to know that most o! the

respondents ha&e ,o$ satis!a"tion? the management has taken the $est

e+orts to maintain "ordial relationship with the employees. D%e to the good

working "onditions pre&ailing in this "ompany ,o$ satis!a"tion o! ea"h

respondent seems to $e the ma#im%m. Mrom the st%dy ( ha&e "ome to

know that most o! the employees were satis-ed with the wel!are meas%res

pro&ided $y ON;3. The employees o! ON;3 get more $ene-ts "ompare to

other "ompanies.

The respondents are satis-ed with the en&ironment and nat%re o!

work !a"tors

<8



The respondent)s relationship with the s%periors and "olleag%es

are *%ite good

The Respondents are not pro&ided with proper wel!are !a"ilities.

The "omm%ni"ation and moti&ation o! employees $y their

s%periors in this organi'ation is reasona$le.

The 7ay and promotion a"ti&ities in this organi'ation is also good .

The Respondents are o&erall satis-ed with their ,o$

The 7arking !a"ilities pro&ided $y the organi'ation are not good

that)s why most respondents disagree with this *%estion.

The re!reshment !a"ilities are also need to $e impro&ed

S%GGESTIONS & RECOMMEN!ATIONS

(n the organi'ation most o! employees are satis-ed with

all the !a"ilities pro&ided $y "ompany. On the other hand

there are some employees altho%gh a small per"entage

who are not satis-ed with the wel!are meas%res o! the

3ompany. 1anagement sho%ld try to "on&ert this portion

o! %nsatis-ed employees into satis-ed employees. (n

other words the 1anagement o! ON;3 sho%ld in"rease

<9



the le&el o! satis!a"tion then only the employees "an

gi&e his BJJP work and the prod%"ti&ity o! employee

wo%ld in"rease. Th%s the 1anagement o! ON;3

Ra,ahm%ndry sho%ld try to identi!y the areas and

%nsatis-ed employees so as to "on&ert this portion o!

%nsatis-ed employees into satis-ed employees $e"a%se

employees are the Assets o! the "ompany? Not a

lia$ilities.

<;



BIBLIOGRAPHY

$OO'S

Ashwathapa K. H%man Reso%r"e 1anagement <third edition> Tata

1" ;raw Hill 7%$li"ation 3ompany =td.

3hha$ra. T. N. H%man Reso%r"e 1anagement Dhanpat Rai

3o<7>=td. (ndia ninth edition.

Kothari 3.R. Resear"h 1ethodology New Delhi? New Age

(nternational 7%$li"ation se"ond edition.

7.SU00ARAO H%man reso%r"e management

:e$/Site6/

www.$hel."om

www.google."om

:::.ON;3india."om

<<

http://www.bhel.com/

http://www.google.com/

http://www.bhel.com/

http://www.google.com/



ANNE;URE

<=



0!(i#$$air!

@A st%dy on 4o$ Satis!a"tion o! Employees in ON;3 RA4AH1UNDRY.

B. Name6 _______________________________

C. Age6 ______

. ;ender6 1ale

Memale

F. Designation _____..

0!(1/ :orking ho%rs are "on&enient !or me/

B Strongly agree C Agree Neither agree nor disagree

F Disagree G Strongly disagree

0!(/ ( am happy with my work pla"e/

B Strongly agree C Agree Neither agree nor disagree F Disagree G

Strongly disagree

0!(/ ( !eel ( ha&e too m%"h work to do/


Strongly disagree

0!(3/ Sa!ety meas%res pro&ided $y the "ompany are good/


Strongly disagree

0!(/ 1y relationship with my s%per&isor is "ordial/


Strongly disagree

0!(5/ 1y s%per&isor is not partial/

<>




Strongly disagree

0!(4/ 1y s%per&isor "onsider my ideas while taking de"ision/


Strongly disagree

0!(8/ ( am satis-ed with the s%pport !rom my "oworkers/


Strongly disagree

0!(2/ 7eople here ha&e "on"ern !rom one another and tend to help/


Strongly disagree

0!(16/ ( am satis-ed with the re!reshment !a"ility/


Strongly disagree

0!(11/ :e are pro&ided with the rest and l%n"h room and they are good/


Strongly disagree

0!(1/ The parking spa"es !or &ehi"les are satis!a"tory/


Strongly disagree

0!(1/ ( !eel ( am paid a !air amo%nt !or the work ( do/


Strongly disagree

0!(13/ ( am satis-ed with the "han"es !or my promotion/


Strongly disagree

0!(1/ ( am satis-ed with the allowan"es pro&ided $y the organi'ation/

=?




Strongly disagree

0!(15/ ( !eel my $oss moti&ate me to a"hie&e the organi'ational goals/


Strongly disagree

0!(14/ 1y s%per&isor moti&ate me to in"rease my e2"ien"y at a time

when ( am not/


Strongly disagree

0!(18/ ( !eel my ,o$ little impa"t on the s%""ess o! the "ompany/


Strongly disagree

0!(12/ O&erall ( am satis-ed with my present ,o$/


Strongly disagree

Documents

HR EMPLOYEE JOB SATISFACTIOI.doc