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INDIAN OIL CORPORATION LIMITED
(MATHURA REFINRY)
SUBMITTED AS A PART OF M.B.A. (HR)
ASHUTOSH KUMARMBA IV SEM
ROLL NO. - 520854940SIKKIM MANIPAL UNIVERSITY
CONTENTS
1) RESEARCH PROCESS
2) OBJECTIVES OF RESEARCH 3) INTRODUCTION OF MATHURA REFINERY
4) RESEARCH METHODOLOGY USED
5) ROLES & IT’S IMPORTANCE
6) INTRODUCTION OF ROLE EFFICACY ASPECTS OF ROLE EFFICACY MEASURING ROLE EFFICACY
7) LITERATURE REVIEW
8) INTRODUCTION OF ROLE CLARITY BUILDING CLARITY ROLE CLARITY & APPLICATIONS WHY CLARITY CLARITY ROLES & RESPONSIBILITIES CLARITY SUCCESS FACTORS
9) FINDINGS & DATA ANALYSIS
10) CONCLUSIONS
11) SUGGESTIONS & RECOMMENDATIONS
12) APPENDICES (QUESTIONNAIRE)
13) BIBLIOGRAPHY
RESEARCH PROCESS
FORMULATING OBJECTIVES OF RESEARCH STUDY
ILITERATURE REVIEW
IFORMULATE HYPOTHESIS
IDESIGN METHOD OF DATA COLLECTION
ISELECTING SAMPLE
ICOLLECTION OF DATA
IPROCESSING & ANALYSIS OF DATA
IINTERPRET & REPORT
OBJECTIVES OF RESEARCH
1. We try to find out fact which is hidden without going in depth. Purpose is to gain familiarity with the phenomenon or to achieve new insight into it.
2. To portray accurately the characteristics of a particular individual, situation or group.
3. To find out the frequency with which something occurs or with which it is associated with something else.
4. To test the hypothesis of a casual relationship between variables.
5. To identifies the skills necessary to perform successfully, the responsibilities for knowledge sharing, and the important knowledge connections between people.
6. To provides a way for people to understand what they need to know, where to access that knowledge and why it is important to their work.
7. To determine the potential effectiveness of an individual occupying a particular role in an organization.
8. To help people understand the knowledge they need to know to do their jobs well and where to find that knowledge.
9. To find out relation between Role Efficacy and Role Clarity.
10.To provide suggestions for increasing Role Efficacy and Role Clarity among employees.
INTRODUCTION
OF
MATHURA
REFINERY
MATHURA REFINERY
MATHURA REFINERY was commissioned in the year 1982 as the sixth Indian Oil Refinery to meet the ever growing demand of petroleum products in northwest region of the country. Nestled between the historic cities of Delhi and Agra, the Refinery at Mathura is situated in the mythical & mystical land of Lord Krishna. It was set up to meet the growing product demand of north and northwestern parts of the country including the national capital Delhi & its adjoining areas.
VISION
“A major, diversified, transnational, integrated energeticCompany, with national leadership and a strong
environment conscience, playing a nationalrole in oil security & public distribution”.
MISSION TOWARDS EMPLOYEES
To foster a culture of participation and innovation for employees growth and contribution.
To help enrich the quality of life of the community and preserve ecological balance and heritage through a strong environment conscience.
OBLIGATION TOWARDS EMPLOYEES
To develop their capability and advancement through appropriate training and career planning. Expeditious redressal of grievances. Fair dealing with recognized representatives of employees in pursuance of healthy trade union practice and sound personnel policies.
To improve the condition of Scheduled Castes/Scheduled Tribes in pursuance of national policies.
STRUCTURE
Broadly Mathura Refinery apart from its Headquarter governed by following departments namely:
1) Personnel & Administration Department
2) Training Department
3) Management Services Department
4) Vigilance Department
5) Finance Department
6) Internal Audit Department
7) Medical Department
8) Materials Department
9) Production Department
10) Fire & Safety Department
11) Power & Utilities Department
12) Maintenance Department
13) Process Project Department
14) Technical Services Department
15) Inspection Department
16) Instrumentation Department
HUMAN RESOURCES
EMPLOYEE PROFILE
The human resource in Indian Oil was 31,675 strong as on 31.03.2009, of which 9,728 are in the Officers cadre and 21,947 are in the Staff cadre. There are 5,672 employees from SC category and 2,097 from ST category. The SC and ST employees constitute 24.53% of the total employees’ strength. There are 2,387 women employees, out of whom 692 are in the Officers cadre and 1,695 in Staff cadre. The women employees constitute 7.54% of total employees’ strength.
WELFARE OF EMPLOYEES
Indian Oil continued its endeavor to upgrade facilities and promote the welfare of employees. With a view to promote employees’ welfare, Indian Oil brought about improvements in policies concerning medical facilities, allowances at remote locations, Productivity Incentive Scheme and Post-retirement medical facilities.
LOAN & ADVANCE
The rules and regulations as set out here under are framed and laid down entirely as a welfare measures and do not confer any claim, right or benefit to any employee, nor impose any liability, responsibility or obligation on the corporation and shall not be a deemed to be a condition of service between the corporation and any such employee. Loan & Advance includes-
House Building Advance Festival Advance Emergency Advance Conveyance Advance
MEDICAL FACILITIES
The corporation maintains its own hospitals at the township attached to each Refinery. Employees along with their eligible dependents residing with them in township are entitled to get medical attendance from the Corporations hospital. A patient may be referred to an outside hospital/ specialist by the CMO only in cases where treatment cannot be had in the Refinery Hospital. Employees at other locations may receive medical attendance from an authorized medical attendant, as defined under the medical rules, either under Allopathic or Homoeopathic system.
HOUSING FACILITY
Townships are being maintained in all the Refineries. Employees are allotted quarters in the townships for which house rent recovery is made from them at prescribed rates. In other places the facility of leased accommodation and self lease is available to employees within the prescribed ceilings.
INDUSTRIAL RELATIONS
Industrial Relations in general during the year 2001-2002 in all establishments remained harmonious and peaceful. The main area of concern remained the right sizing of manpower. Most of the new locations were by and large manner through internal manpower generation. This was possible mainly due to better employees’ relations’ management and the constructive approach of the employees unions.
The recognized union of Eastern Region (Marketing Division) had not signed the Long Term Settlement (LTS) on wage revision along with other 20 recognized unions, but raised a dispute which was under conciliation with Dy. Central Labour Commissioner (Central)<New Delhi. As per the understanding reached between the Management and the Union during conciliation held in July 2001,
based on LTS signed with other union on 04.01.2001, the revision of pay and pay scales of workmen has been effected. Some o the issues of the union are still under consideration of Central Labour Machinery. Indian Oil in confident of getting continuous support from its collectives in meting the challenges posed by competition in the deregulated scenario.
PUBLIC RELATIONS
Public Relation is an image-building department of an industry; it acts as a bridge between the general public and the refinery. Information related to organization is conveyed to the public through media. PR is entrusted in the job of-
Public relation job Community Development Education Hindi Implementation
HRD & TRAINING
With reforms and economic liberalization ushering in free market conditions, Indian Oil continued building sustainable competitive advantage through it human resource. Indian oil facilitated learning and development process in a focused manner during the year. Special emphasis was laid on IT-related training.
To prepare executives to function effectively in a cross-functional and multi-unit environment in the deregulated scenario, career progression of executives at the middle level has been linked to their career path.
Indian Oil apex learning centre, the Indian Oil institute of Petroleum management (IIPM) completed the 6th International MBA (IMBA) Programme. The programme was attended by 30 officers from Indian Oil and one each from the Army, the Air Force, and ONGC.
So far, 192 executives comprising 184 executives from the hydrocarbon sector and eight officers from the Defense forces have successfully completed in IMBA programme.
Indian Oil has set up the Indian Oil Management Centre for Learning (IMCL) in Mumbai on 3rd October 2001. IMCL symbolizes the importance Indian Oil places on developing human resources with world-class excellence through learning and development. IMCL will facilitate in upgrading the functional knowledge and skills of the employees and also impart behavioral training.
Advanced management Programme for senior executives titled ‘The Threshold’ was held at IIPM during the year in collaboration with Indian Institute of Management, Ahmedabad for building comprehensive strategic perspective, preparing for Board positions, creating mindset of stretched targets and quick response, and leading the organization effectively.
Likewise for middle and junior level executives, a Management Development Programme titles ‘Cutting Edge – Strategies to Stay Ahead of Competition’ was conducted for building cross-functional skills, preparing for senior management positions, creating integrated outlook on organizational issues/situations and learning to perform with high vigor and intensity.
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RESEARCH
METHODOLOGY
USED
METHODOLOGY PROPOSED FOR RESEARCH STUDY
Research methodology may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying the research problem along with the logic behind them.
Following are the steps, which were used by the investigator for methodology: -
Universe of Study
Universe covers the whole defined field on which the study is based. The present study was carried in Mathura Refinery located on the outskirts of Mathura city when one travel from Delhi to Agra. The environment of this area is very peaceful with green atmosphere. Various products including petrol and diesel are manufactured from crude oil. The working staff of Mathura Refinery is 1586. The universe of the study was all working members included both workers and officers.
Sample Size
Sample size depends on the nature of the universe so it should represent the whole universe without any bias. As there was huge manpower in Mathura refinery, so it was very difficult to study each and every individual. The limitation of time and money has not permitted the researcher to study the whole universe. So the researcher has studied only 75 individuals of Mathura Refinery i.e. Indian Oil division and covered nine departments that werepersonnel and administration, Finance, Production, Fire and safety, Mechanical, Planning and Maintenance, Power and utilities, Instrumentation and material department which represent the whole staff of the organization.
Sampling Method
Out of various types of sampling methods the researcher had used Random Sampling, as it was both time saving as well as easy method of picking up the sample. As random sampling is also of many types so the researcher had used stratified random sampling for study because it was more reliable. In this method whole population that is required for study is divided into different groups and sample were selected from them.
Researcher Design
Designing is preliminary step in every activity. It provides a picture for the whole before starting of the work. The researcher had used exploratory researcher for gaining experience. For this relevant literature related with the subject had been carried out. It also includes experience survey, selection of respondents, proper questioning etc.
Method And Source Of Data Collection
Data had been collected through industrial visits. For this Primary source of data collection (Questionnaire method) was used. QUESTIONNAIRE is a set of questions for obtaining information from respondents.
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ROLES
&
IT’S IMPORTANCE
ROLES
Role is a set of expected behavior patterns attributed to someone occupying a given position in a social unit. People have the ability to shift roes rapidly when the recognize that the situation and its demands clearly require major changes. So, different groups impose different role requirement on individuals:
1) Role Identity: Certain attitudes and behaviors consistent with a role are known as role identity.
2) Role Perception: An individual’s view of how he or she is supposed to act in a given situation.
3) Role Conflict: A situation in which an individual is confronted by divergent role expectations.
4) Role Expectation: How others believe a person should act in a given situation.
IMPORTANCE OF ROLES
1) INITIATOR-CONTRIBUTOR : Recommended new solutions to group problems.
2) INFORMATION-SEEKER : Attempt to obtain the necessary facts.
3) OPINION-GIVERS : Share own opinions with others.
4) ENERGIZERS : Stimulate the group into action whenever interest drops.
5) HARMONIZERS : Mediate group conflicts.
6) COMPROMISERS : Shift own opinions to create group harmony.
7) ENCOURAGERS : Praise and encourage others.
8) EXPEDITERS : Suggest ways the group’s can operate more smoothly.
9) BLOKERS : Act stubborn and resistant to the group.
10)RECGNITION-SEEKERS : Call attention to their own achievements.
11)DOMINATORS : Assert authority by manipulating the group.
12)AVOIDERS : Maintain distances; isolate themselves from fellow group members.
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INTRODUCTION
OF
ROLE EFFICACY
ROLE EFFICACY
The performance of a person working in an organization depends on his own potential effectiveness, technical competence, managerial experience as well as the design of the role that he performs in the organization. It is the integration of the two that ensures a person’s effectiveness in the organization. Unless a person has the requisite knowledge, technical competence and the skills required for the role, he cannot be effective. If the role does not allow the person to use his competence, and if he constantly feels frustrated in the role, his effectiveness is likely to be low.
The integration of a person and the role comes about when the role is able to fulfill the needs of the individual, and when the individual in turn is able to contribute to the evolution of the role. The more we move from role taking to role making, the more the role is likely to be effective. Effectiveness of a person in a role in an organization will depend on his own potential effectiveness the potential effectiveness of the role, and the organizational climate.
Role efficacy would mean potential effectiveness of an individual occupying a particular role in an organization. Role efficacy is the potential effectiveness of a role.
ASPECTS OF ROLE EFFICACY
Role efficacy has several aspects. These aspects can be classified into three groups or dimensions-
Dimension 1: Role Making
1) Self-Role Integration- Every person has his strengths experience, technical training, special skills, and some unique contribution that he may be able to make. The more the role a person occupies provides an opportunity for the use of such special strengths, the higher the efficacy is likely to be. This is called self-role integration. The self or the person and the role get integrated through the possibility of a person’s use of his special strengths in the role. Our special strengths are used in the role so that it may be possible for us to demonstrate how effective we can be. Integration contributes to high role efficacy. On the other hand if there is a distance between the self and the role, role efficacy is likely to be low.
2) Proactivity- A person who occupies a role, responds to the various expectations that people in the organization have from that role. While this certainly gives him satisfaction, it also satisfies others in the organization. However, if he is also expected to take initiative in starting some activity, the efficacy will be higher. Reactive behavior helps a person in being effective to some extent, but proactivity contributes much more to efficacy. If a person feels that he would like to take initiative but has no opportunity to do so in the role that he occupies in the organization, the efficacy will be low.
3) Creativity- It is not only initiative which is important for efficacy. An opportunity to try new and unconventional ways of solving problems or an opportunity to be creative is equally important. If a person perceives that he has to perform only routine tasks, it is detrimental towards a high role efficacy. If he feels that the role does not allow any time or opportunity to be creative, the efficacy is bound to be low.
3) Confrontation- If people in an organization avoid problems or shift the problems to the others; their role efficacy will be low. The tendency to confront problems and find relevant solutions contributes to efficacy. When people facing inter-personal problems sit down, talk about these problems, and search out solutions, their efficacy is likely to be higher when compared with situations in which they either deny such problems or refer them to their higher officers.
Dimension 2: Role Centering
1) Centrally- If a person occupying a particular role in organization feels that the role he occupies is central in the organization; his role efficacy is likely to be high. Every employee would like to feel that his role is important to the organization. If persons occupying various roles feels that their roles are peripheral i.e. not very important, their potential effectiveness will be low.
2) Personal Growth- If a person feels that he is stagnating in a rolewithout any opportunity to grow he is likely to have a low role efficacy. In many institutes of higher learning, the roles of the staff pose problems of low efficacy. The main factor behind this is the lack of opportunity for them to grow systematically in their roles. Institutes which are able to plan the growth of such people in the roles will have higher efficacy and obtain a great deal of contribution from them.
Dimension 3: Role Linking
1) Inter-role Linkage- Linkages of one’s role with other roles in the organization increases efficacy. If there is a joint effort in understanding problems, finding solutions, the efficacy of the various roles involved is likely to be high. The feeling of isolation of a role reduces role efficacy.
2) Helping Relationship- If persons performing a particular role feel that they can get help from some source in the organization whenever the need arises, they are likely to have higher role efficacy. On the other hand, if there is a feeling that no help is forthcoming when asked for, or that the respondents are hostile, role efficacy will be low.
4) Super ordination- When a person performing a particular role feelthat what he does is likely to be of value to a larger group, his efficacy is likely to be high. Roles in which people feel that what they are doing is helpful to the organization in which they work, result in role efficacy. But if a person feels that he does not get an opportunity to be of help to a larger group, the role efficacy is likely to be low.
MEASURING ROLE EFFICACY
In order to determine how much role efficacy a person has, the strengths of the 10 aspects of role efficacy need to be measured. The various materials that can be used to measured role efficacy are-
1) WRITING THE ESSAY
The best method of measuring role efficacy is the EMR. It gives a high pay-off especially in programmes of increasing role efficacy. The role occupant may be asked to write an essay of about 500 words on his role which is then analyzed for role efficacy. When a person writes such an essay, he projects his perceptions about the role and provides enough material from which role efficacy can be measured.
2) SCORING ESSAYS
The essays can be scored either by the one who writes the essay or by an expert. Each aspect can be given one of the three scores: +2, +1, or -1. After trying out various ways of scoring, this was the method decided upon: give a score of 2 on each aspect, if that particular aspect is present; score of 1 when that aspect is present to some extent; -1 if the negative side of the aspect is shown.
3) ROLE EFFICACY SCALE ( RES )
Role Efficacy Scale is a structured instrument consisting of 20 triads of statement in each triad which describes his role most accurately. A respondent marks one statement in each triad which describes his role most accurately. These three alternatives are pre-weighted. There are two statements for each dimension of role efficacy and the same scoring pattern is followed.
4) INTERVIEW
An unstructured interview with a role occupant to know his perceptions about the role can help collect data for scoring role efficacy. Interview has an advantage, it gets spontaneous responses, and necessary probes can be made to find out more about the various dimensions.
5) CHECKLIST OF ADJECTIVES
Role efficacy can also be measured by asking a role occupant to list as many adjectives as he can think of to describe the role. In such a lasting the person reflects his significant perceptions of the role.
6) ROLE EFFICACY DIFFERENTIAL (RED )
Semantic differential scale can also be used to measure role efficacy. These scales are bipolar, having contrasting adjectives at each of the two ends, with 7-point or 9-point scales in between.
7) ROLE EFFICAC INDEX
Role efficacy Index represents the percentage of role effectiveness of a respondent in an organization. It ranges from 0 to 100. A high REI indicates that the respondent perceives that he has a great deal of opportunity to be effective in the role. To find out the REI, scores on all the 10 aspects of role efficacy may be totaled and then the relevant formula can be used.Role Essay & Interview: Total Score+ 10 * 100
30
Role Efficacy Scale: Total Score + 20 * 100 60
Role Efficacy Differential: Total Score-10 * 100 80
LITERATURE
REVIEW
REVIEW OF LITERATURE
1. Sen (1982) reported negative and significant correlations between role efficacy and the eight role stresses all significant at 0.001 levels for bank employees. However, he did not find any correlation between role efficacy and inter-role distance.
2. Surti (1983) found all the correlations negative and significant for working women. However, two were significant at 0.05 level, two at 0.05 level, and others at 0.01 level.
3. Deo found role efficacy as a predictor of role anxiety.
4. Sayeed has reported negative correlation between works related tension and the overall efficacy measure. The results of canonical analysis suggested that individual’s role making behavior was greatly affected by the degree of tension experienced on the job.
5. Role efficacy has been reported to have high and positive correlation with the internal locus of control. Analysis of data of about 500 bank employees by Sen revealed positive and significant correlation between role efficacy and externality of all kinds.
6. Relationship between role efficacy and managerial behavior was found by a re-analysis of data on 500 managers compiled by Sen.
7. Shingala found negative correlation between role efficacy and defensiveness in a group of 75 engineers and managers in an engineering firm, indicating that persons with a high role efficacy use less defensive mechanism in their interpersonal transactions.
8. Sen & Surti found a positive and highly significant correlation between role efficacy and age. Positive correlation of role efficacy and age with length of service, with the number of children, the children’s ages.
9. Surti reported positive correlations of role efficacy with control climate and dependency climate and negative correlations with extensions climate in working women.
10. Das based on a study of 366 managers from six units of the engineering industry in India concluded that role efficacy had an important moderating effect on dependent and independent variables.
11. Sayeed has concluded that conducive environment makes the leadership work that ultimately influences role efficacy or role making behavior of organizational numbers and their productivity.
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INTRODUCTION
OF
ROLE CLARITY
BUILDING CLARITY
We help create clarity by working with organizations to translate their business strategy into well-designed and accountable organizations where people understand their roles and the processes needed to produce results.
In many cases, we are brought in to help executive teams manage through major events, such as mergers, changes in strategy, and corporate restructuring. In other cases, we are engaged by senior leadership frustrated by weak accountability, politics and turf wars that persist within their organizations. The expertise that enables us to deliver these results includes:
1) EMPLOYEE SURVES
Hay Insight enables companies to find out what their employees and customers really think, and by leveraging their extensive normative database, helps them understand the implication of these views.
2) STRATEGY ALIGNMENT
We facilitate executive teams to help them agree collectively on the most important elements of their strategy, the performance criteria, and the consequences for performance that falls below expectations.
3) ORGANIZATION ANALYSIS AND DESIGN
Organization design is more than just structure – it is the integration of structure, processes, people, culture, systems and technology. We work with clients to design and implement organizations that deliver strategic vision and business results.
4) ACCOUNTABILITY ASSESSMENT
We assess the existing organizational structures, roles, and business processes to identify potential problems resulting from interrelationships of accountabilities--a common source of frustration -- and develop solutions to overcome these issues.
5) ROLE CLARITY
We help organizations to create a clear line-of-sight between business objectives and the roles required to deliver results. When needed, we redesign jobs to eliminate redundancies or voids in accountability, and to give job holders the greatest opportunity to succeed.
ROLE CLARITY & APPLICATION
BUSINESS PRACTICE IMPLEMENTATION
Optimizing the selection, development and performance of professionals is a critical element of successful strategy implementation. Detailed models that go far beyond the usual job description need to exist for each function.
“Role clarity is a foundational step for implementing strategy, building learning and development programs and competing successfully in today’s environment”.
A comprehensive model contains the essential elements of:
business practices, knowledge and skill requirements, behavioral expectations; and, success / performance measurements.
These factors must be addressed with a degree of specificity that allows them to be a sound basis for action, management and assessment. Development of a comprehensive model is only the first step. For optimal performance, the model needs to be internalized and “owned” by line managers and professionals. A complex process of consensus building, communication and coaching is required to ensure effective implementation. Ideally, an internal team will implement the plan. Role clarification must address all of the following questions:
What are the roles and responsibilities of the functions, within the team and the manner in which they interface with other functions (e.g. credit and other product specialists) outside the team and with external parties such as clients, partners and advisors?
What internal roles intersect with the each other, and what are the mutual expectations of the various professionals/functions that intersect?
How do the various roles relate to the strategic objectives of:the team, clients; external referral sources; and other interested parties?
What tactics and/or business practices need to be employed?
Are there policy or process issues that need to be addressed (i.e.: developed, revised or eliminated)?
What is the desired operating style of the unit/function?
What expectations exist among various stakeholders regarding specific “deliverables” (both results and behavior)?
What leadership and managerial practices should be implemented?
What support is required in new/changed roles (i.e.: administrative, MIS, etc.)?
What knowledge and skills are required in each position?
What measures, both objective and subjective, can be examined to gauge success and interim progress?
After answering the above questions, organizations need to address the following two questions:
1. How will we communicate this information to the affected individuals, business units and the entire organization?
2. What manner of conveyance ensures buy-in and understanding and leads to efficient and effective implementation?
SPP works with clients to design and facilitate such an approach and ensure that the internal team has the necessary skills, perspective and support necessary for successful implementation of strategy.
To competitively develop and deliver their products or services, businesses today must build expertise and learning methods into their key processes. By doing this, an organization optimizes individual insight and creativity for the benefit of the company.
Using Clarity, businesses can integrate into their processes, the expertise and learning required for success.
Clarity is an innovative knowledge mapping methodology developed by Group Work to help people understand the knowledge they need to know to do their jobs well and where to find that knowledge.
In companies worldwide, Clarity has helped to establish global consistency, build consensus, and improve critical decision making.
Based on comprehensive industry experience, SPP provides insight into industry and best practices, advice on the creation of appropriate business practices, and ensures that elements of the desired operating style and performance benchmarks are clearly modeled, understood and implemented.
Implementation must be designed in a comprehensive fashion, rigorously managed and monitored. Auditing the effectiveness of execution across the organization is critical to developing a consistent and unified operating style, and ensuring optimal teamwork and individual performance. SPP evaluates the effectiveness of implementation on an ongoing basis, providing feedback and advice to executives and line managers.
Occasionally, a full-scale redesign of the business model may be dictated. More frequently, it is appropriate to modify and re-focus specific business practices. Forces driving such changes include:
Business reorganizations or realignments; Modified business strategies; Increased emphasis on ‘client solutions’ (relative to ‘selling
products’); Desired efficiency gains; Necessary performance improvements; and Greater reliance on specialist functions or ‘centers of
excellence.’
Changes of magnitude and consequence cannot be implemented haphazardly or sporadically. Successful implementation requires several critical ingredients:
1) A detailed definition process, including: Objectives clearly defined by senior management Involvement of management and professionals
responsible for implementation, in order to accurately define the issue and degree of change required, as well as obtain necessary ‘buy-in’ to the outcome.
2) A comprehensive implementation program, emphasizing: Active involvement of all functions that will be affected; A ‘pilot’ to test the viability of the solution, identify
unanticipated challenges and refine the solution – and also gain credibility for the proposed solution; and
A strong focus on communication, teamwork and flexibility.
3) A appropriate measures and milestones: monitored and managed on an ongoing basis; ensure implementation is proceeding according to plan; Desired results are being achieved.
Merger Integration
The early days of integration are critical. During this period companies’ integration efforts can achieve the merger potential with a strong focus on the people issues. In the early stages, successful mergers and acquisitions address the critical issues of:
Communication Integration of operating approaches and philosophies Maintaining the major talent of both organizations
By addressing these issues of people in the workplace, the business goals and objectives are achieved. SPP provides solutions that enable organizations to address these issues within the critical early stages of the integration period.
The following table provides details on SPP’s solutions, which ensure that the critical people issues are addressed in alignment with your integration strategy.
SPP Solution DeliverablesLeading and Driving Change
Creation of “Integration rules of engagement”
Communication structures and strategies Interpretation and advice of the
application of key research Tapping into the Organization’s Dynamics
Research to create clarity around the issues driving and resisting rapidly integration.
This research would provide insight in terms of:
“what’s working and what’s not” the needs of the job versus the needs of
the individual Existing leadership skills to drive change.
Creating accuracy of role perception
ARP workshops deliver: Team Agreement on the expectations
and deliverables from the team to the
critical stakeholders and what is required from the stakeholder
Decisions on work processes within the team – who does what, who needs what
from whom Action plans setting milestones and
measurements for the early stage and after.
Executive Development
A set of tools and a common language that improves communication and effectiveness
Understanding of the latest studies into leadership and personal growth
Application of the practices that allow extraordinary things to occur in organizations
A process to collect and share the knowledge that is gained in the program.
Change Agent Development
Increase and enhance line manager’s skills to influence change/transformation.
Provide for the development of individual projects that participants put in action back in the workplace.
Develop a hub for driving the change through the organization.
WHY CLARITY?
1) Exactly how people do their jobs is often not visible to an organization. Through the process of knowledge mapping, Clarity provides a way for people to understand what they need to know, where to access that knowledge and why it is important to their work. And, while Clarity may have implications for work process design, it is not intended to analyze or redesign business processes.
2) Clarity simulates work so it is used to clarify a process or dry run a new process.
3) A dynamic, living tool, Clarity continues to strengthen the organization long after the mapping sessions by providing the critical structure, process and context for knowledge.
4) Clarity identifies the skills necessary to perform successfully, the responsibilities for knowledge sharing, and the important knowledge connections between people. It clearly provides the context and direction for individuals to understand how they can work smarter.
During the session Clarity knowledge maps illustrate: A cross-organizational view of how knowledge flows
through the core work process. The barriers to getting work done today. Skills relevant to accomplishing individual jobs and how
these skills are developed. Critical knowledge gaps in the process. The identification and location of critical tools and
templates that support the process. Strategic linkages with other functions.
Group Work Clarity is developed in a facilitated two-day session with a joint team that includes the Sponsor, Subject Mentors (SMs) and Participants representing a cross section of the organization.
CLARITY ROLES & RESPONSIBILITIES
1)SPONSOR
The Sponsor is the executive or manager accountable for the success of the work process being mapped. The Sponsor establishes and communicates the objectives of the Clarity session and is responsible for championing the Clarity process. The Sponsor participates during the session, assists in analyzing the outcomes and leads the effort to implement required changes.
2)SUBJECT-MENTORS(SMs)
A Subject Mentor has highly developed skills or experience in the particular subject area(s) relevant to the process being mapped. They give input prior to the session on the focus and scope of the Clarity session and help develop the framework to be used. Their role is to participate in interviews, contribute during the session and work with the Sponsor after the session to analyze the outcomes.
3)PARTICIPANTS
In addition to SMs, a Clarity session requires an organizational cross section of as well as participants with varying levels of experience. Their role is to actively participate in the session.
NEXT STEPS AFTER CLARITY SESSION
Once the Clarity session has been completed, the Sponsor will work with the Facilitator and Subject Mentors to distill the key findings and opportunities from the mapping process. An action plan will be developed.
WHAT ARE THE CLARITY SUCCESS FACTORS
As with any process, there are certain critical success factors that must be in place for the Clarity process to work. The key success factors are:
Strong sponsorship from the executive or manager to provide context, focus and support.
Clear and focused intent / objectives for the Clarity session. A high-level work process to serve as the knowledge map
framework. Cross-functional and multi-level participation. The creation of an action plan based on the outcomes from the
Clarity session.
Worldwide, Clarity has proven a valuable tool in the creation and leveraging of corporate knowledge. By uncovering where the knowledge resides in core work processes and how to best access it for increased competitiveness, Clarity can turn your company insight…out.
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FINDINGS & DATA ANALYSIS
FINDINGS
TABLE 1: CORELATION B/W ROLE EFFICACY AND ROLE CLARITY
Correlations RC REPearson CorrelationRC 1 0.20365 RE 0.20365 1Sig. (2-tailed) RC . 0.079696 RE 0.079696.N RC 75 75 RE 75 75
There is positive correlation between Role Efficacy and Role Clarity of employees ( r = 0.204) which is significant at 90% confidence level ( p = 0.0797). This indcates that role efficacy increases if there is role clarity in organization.
TABLE 2: CORELATION B/W ROLE EFFICACY AND AGE
Correlation RE AGEPearson Correlation RE 1 0.033526 AGE 0.033526 1Sig. (2-tailed) RE 0.775223
AGE 0.775223N RE 75 75
AGE 75 75
The correlation between Role Efficacy and age of employee in the organization is 0.03353 which is not significant at any level.
TABLE 3: CORELATION B/W ROLE EFFICACYAND EXPERIENCE
Correlations EXPERIEN REPearson CorrelationEXPERIEN 10.126847 RE 0.126847 1Sig. (2-tailed) EXPERIEN . 0.27816 RE 0.27816.N EXPERIEN 75 75 RE 75 75
There is no correlation between Role Efficacy and experience of employees in an organization.
TABLE 4: CORELATION B/W ROLE EFFICACY AND EDUCATION
Correlations RE EDUCATIOPearson CorrelationRE 1 -0.22446 EDUCATIO -0.22446 1Sig. (2-tailed) RE . 0.052867 EDUCATIO0.052867.N RE 75 75 EDUCATIO 75 75
There is negative correlation between Role Efficacy and education of employees in an organization.
TABLE 5: CORELATION B/W ROLE CLARITY AND AGE
Correlations RC AGEPearson CorrelationRC 1 0.15305 AGE 0.15305 1Sig. (2-tailed) RC . 0.189882 AGE 0.189882.N RC 75 75 AGE 75 75
There is no correlation between Role Clarity and age of employees in an organization.
TABLE 6: CORELATION B/W ROLE CLARITYAND EXPERIENCE
Correlations RC EXPERIENPearson Correlation RC 1 0.236267 EXPERIEN 0.236267 1Sig. (2-tailed) RC . 0.041275 EXPERIEN 0.041275.N RC 75 75 EXPERIEN 75 75
*Correlation is significant at the 0.05 level (2-tailed).
There is positive correlation between Role Clarity and experience of employees in an organization.
TABLE 7: CORELATION B/W ROLE CLARITYAND EDUCATION
Correlations EDUCATIORCPearson CorrelationEDUCATIO 1 0.064161 RC 0.064161 1Sig. (2-tailed) EDUCATIO . 0.584457 RC 0.584457.N EDUCATIO 75 75
RC 75 75
There is no correlation between Role Clarity and education of employees in an organization.
CONCLUSION&
SUGGESTIONS
SUGGESTIONS FOR INCREASING ROLE EFFICACY & ROLE CLARITY
WHAT YOU CAN DO FOR YOUR OWN ROLE-
1. Prepare a balance sheet of personal assets and liabilities.2. Increase the receptivity/eagerness to know about yourself.3. Request, encourage and get feedback from others.4. Change the role, within realistic limits, to utilize your
strengths.5. Take initiatives in giving ideas at meetings to which you are
invited.6. Become aware of others expectations.7. Maintain & review the past records.8. Plan our activities well in advance.9. Always try new ways and means of doing things.10.Clarify a problem or its symptoms.11.Study a problem thoroughly before taking a decision.12.Listen to others grievances and problems.13.Understand the basic contribution made by your role to the
organizational objectives.14.Search areas in which you feel proud of doing something.15.Understand the role thoroughly through various sources.16.Think of innovations which would influence your role.17.Work hard and be effective.18.Acquire knowledge relevant to the problem before attending
the discussion.19.Take initiatives when there is appropriate opportunity to
explain your understanding of your role.20.Keep up communication with other roles/ departments.21.Provide feedback to others.22.Identify the areas in which coordination is needed.
WHAT YOU CAN DO FOR THE ROLES YOU SUPERVISE-
1. Work with the employees in redesigning their roles whereby their strengths can be utilized.
2. Minimize supervision of employees, and encourage them to ask for your help when they need it.
3. Listen to the employees, respect their views, and use these wherever possible.
4. Arrange for employees to visit other organizations.5. Encourage our employees to give ideas to solve the problems.6. Create a climate which encourages people to generate ideas
without fear of being criticized.7. Appreciate and use new ideas given by the employees.8. Encourage and reward suggestions to solve problems.9. Take the employees into confidence while confronting a
problem.10.Encourage employees to bring forth the problem.11.Encourage subordinates to solve problems and report to you.12.Communicate the importance of the role as perceived in
others.13.Give increasingly difficult and challenging responsibilities.14.Delegate enough authority.15.Transmit the good ideas of employees to higher management.16.Be willing to accept mistakes.17.Do not snub the employees for their shortcomings but
cooperate to improve them.
WHAT THE ORGANIZATION CAN DO-
1. Develop a good placement programme, allotting roles according to knowledge and skills.
2. At the time of job allocation, design a job, taking into consideration the existing skills of the perspective role occupants.
3. Introduce a programme for role definition and clarity in which the role occupants also participate in defining their roles.
4. Allow change.5. Prepare schemes motivating the employees to bridge the
inadequacies of job skills.6. Provide special facilities to employees to pursue their lines of
interest/specialization.7. Include initiatives in the performance appraisal form.8. Include creativity as an attribute to be rated in the
performance appraisal form.9. Develop schemes of rewarding innovations, suggestions for
productivity.10.Once a decision has been taken, support the concerned
employees through its implementation and do not back out.11.Support personnel in all their actions, within the rules.12.Do not label jobs in the order of importance.13.Review delegation of authority from time to time to provide
more powers at all levels of the organization.14.Introduce supervisory training which helps them to support
rather police their employees.15.Encourage employees to contribute to professional meetings,
associations and journals.
**********
APPENDICES(QUESTIONNAIRE)
QUESTIONNAIRE
PART A
WHAT IS YOUR PRIMARY ROLE/DUTY IN THE ORGANISATION?
____________________________________________________________________.
Please fill up the following information:-
Name…………………………………..Age……………………………... Sex……………………………………..Education………………………Designation…………………………....Department…………………….Organization…………………………..Experience in years)…………..
Directions: In each of the following sets of three statements, check ( ) the one (a, b, or c) that most accurately describes your own experience in your above organizational role.You must choose only one statement in each set.
1) _____ a) My role is very important in this organization; I feel central here. _____ b) I am doing useful and fairly important work. _____ c)Very little importance is given to my role in this org., I feel peripheral. 2) _____ a) My training & expertise are not fully utilized in my present role. _____ b) My training& knowledge are not used in my present role _____ c) I am able to use my knowledge & training very well here.
3) _____ a) I have little freedom in my role; I am only an errand boy _____ b) I operate according to the directions given to me. _____ c) I can take initiative and act on my own in my role.
4) _____ a) I am doing usual, routine work in my role. _____ b) In my role I am able to use my creativity and do something new. _____ c) I have no time for creative work in my role.
5) _____ a) No one in the organization responds to my ideas and suggestions. _____ b) I work in close collaborations with some other colleagues _____ c) I am alone and have almost no one to consult in my role.
6) _____ a) When I need some help, none is available. _____ b) Whenever I have a problem, others help me. _____ c) I get very hostile responses when I ask for help.
6) _____ a) I regret that I do not have opportunity to contribute to society in my role. _____ b) What I am doing in my role is likely to help other org. or society. _____ c) I have the opportunity to have some effect on the larger society in my role.
8) _____ a) I contribute to some decisions. _____ b) I have no power here. _____ c) My advice is accepted by my seniors.
9) _____ a) Some of what I do contribute to my learning. _____ b) I am slowly forgetting all that I learned (my professional knowledge). _____ c) I have tremendous opportunities for professional growth in my life.
10) _____ a) I dislike being bothered with problems. _____ b)When a subordinate brings a problem to me, I help in finding a solution.
11) _____ a) I feel quite central in the organization. _____ b) I think I am doing fairly important work. _____ c) I feels I am peripheral in this organization.
12) _____ a) I do not enjoy my role. _____ b) I enjoy my role very much. _____ c) I enjoy some parts of my role and not others.
13) _____ a) I have little freedom in my role. _____ b) I have a great deal of freedom in my role. _____ c) I have enough freedom in my role.
14) _____ a) I do a good job according to a pre-decided schedule. _____ b) I am able to be innovative in my role. _____ c) I have no opportunity to be innovative or do something creative.
15) _____ a) Others in the organization see my role as significant to their work. _____ b) I am a member of a task force or a committee. _____ c) I do not work in any committees.
16) _____ a) Hostility rather the cooperation is evident here. _____ b) I experience enough mutual here. _____ c) People operate more in isolation here.
17) _____ a) I am able to contribute to the company in my role. _____ b) I am able to serve the larger part of the society in my role. _____ c) I wish I could do some useful work in my role.
18) _____ a) I am able to influence relevant decisions. _____ b) I am sometimes consulted on important matters. _____ c) I cannot make any independent decisions.
19) _____ a) I learn a great deal in my role. _____ b) I learn a few new things in my role. _____ c) I am involved in routine or unrelated activities and have learned nothing.
20)_____ a)When people bring problem to me, I tend to ask them to work it out themselves. _____ b) I dislike being bothered with interpersonal conflict. _____ c) I enjoy solving problems related to my work.
PART B
In your organizational role you need clarity on various dimensions. For each item indicate how clear you are, by writing any one number (1, 2, 3, 4, 5) according to following key:
(i) Write 5 – for quite clear. (ii)Write 4 –for fairly clear. (iii)Write 3–for clear. (iv)Write 2 – for unclear. (v) Write 1– for very little clarity.
Sr.NO.
ITEMS Quite Clear
FairlyClear
Clear Unclear Little Clear
5 4 3 2 1 1. What your senior officer expect from you
(what they expect you to perform). 2. What your colleagues & peers expect from
your role. 3. What your juniors expect from your role. 4. Priorities in your role tasks. 5. Reporting relationship (whom do you
report to on your work). 6. Reporting relationship with juniors (who
all report to you on their work). 7. Staff relationship, i.e. relations with people
for professional purposes. 8. Rules, regulations and procedures relevant
for your role. 9. Resources (financial) available for
completing your tasks. 10. Resources (personnel and others) available
to you. 11. Authority (financial) of your role. 12. Non financial authority (e.g., to take action)
of your role. 13. Appraisal system to assess how well you
perform in your role. 14. Reward system for good/effective work. 15. Promotional policy and procedures.
TABLE 1
Correlations RC REPearson Correlation RC 1 0.124207 RE 0.124207 1Sig. (2-tailed) RC . 0.288367 RE 0.288367 .N RC 75 75 RE 75 75
TABLE 2
Correlations RE AGEPearson Correlation RE 1 0.123315 AGE 0.123315 1Sig. (2-tailed) RE . 0.29187 AGE 0.29187 .N RE 75 75 AGE 75 75
TABLE 3
Correlations RE EDUPearson Correlation RE 1 -0.18874 EDU -0.18874 1Sig. (2-tailed) RE . 0.104869 EDU 0.104869 .N RE 75 75 EDU 75 75
TABLE 4
Correlations RE EXPPearson Correlation RE 1 0.082685 EXP 0.082685 1Sig. (2-tailed) RE . 0.48065 EXP 0.48065 .N RE 75 75 EXP 75 75
TABLE 5
Correlations RC AGEPearson Correlation RC 1 -0.21458 AGE -0.21458 1Sig. (2-tailed) RC . 0.064495 AGE 0.064495 .N RC 75 75 AGE 75 75
TABLE 6
Correlations RC EDUPearson Correlation RC 1 -0.2053 EDU -0.2053 1Sig. (2-tailed) RC . 0.077233 EDU 0.077233 .N RC 75 75 EDU 75 75
TABLE 7
Correlations RC EXPPearson Correlation RC 1 -0.06632 EXP -0.06632 1Sig. (2-tailed) RC . 0.57184 EXP 0.57184 .N RC 75 75 EXP 75 75
BIBLIOGRAPHY
HUMAN RESOURCE MGMT. (By L. N. Prasad)
RESEARCH METHODOLOGY(By C. S. Kothari)
EFFECTIVENESS OF ROLES(By Udai Pareek)
IOC MATHURA REFINERY “DARPAN”
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