ASSESSMENT OF EMPLOYEE ENGAGEMENT AND SATISFACTION IN GAIL INDIA TTD.

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click here for freelancing tutoring sitesASSESSMENT OF EMPLOYEE ENGAGEMENT AND SATISFACTION IN GAIL INDIA TTD.

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SUMMER TRAINING PROJECT REPORT ONEMPLOYEE ENGAGEMENT & SSATISFACTION

At

GAIL (INDIA) Limited

Submitted in partial fulfillment of the requirements ofMaster in Personnel Management and Industrial Relations (MPMIR)BANARAS HINDU UNIVERSITY

Submitted to: -Submitted by:-Mr. NISHANT GAURAVPRIYARANJAN MISHRATable of Contents

1. Acknowledgement

2. Declaration

3. Executive Summary

4. Introduction

4.1 History of GAIL

4.2 Objectives

4.3 Joint Venture Companies

5. Assessment of Employee Engagement and Satisfaction.

6. Questionnaire

7. Inferences in accordance with Pie Chart

8. Conclusions and Suggestions

9. Bibliography

ACKNOWLEDGEMENT

Experience is the utmost wealth a person can gain. Experience gives us the depth, stability and composure to withstand any wave of uncertainity. The experience I have gained at GAIL India Ltd. gave me a great learning.Completing a task is never a solo effort. There are invaluable contributions by a number of individuals directly or indirectly. It is for the same that I take immense pleasure in expressing my gratitude to the people who helped me in my project.I would also like to thank my mentor for Mr. Nishant Gaurav (Senior Officer, HR-ES, Gail (I) Ltd.) for the constant support and encouragement provided by him to me. His support throughout the project duration has been of great help to me. I would also like to thank Mr. Raghav Chhabra (Senior Officer, HR-ES, Gail (I) Ltd.), who have been supporting me throughout the project. .It has been a memorable experience and help for me and I have gained tremendously in terms of knowledge and experience.

PRIYARANJAN MISHRA

EXECUTIVE SUMMARY

This document is analytical in nature. The objective is to provide the reader an insight into the Welfare Facilities provided to the employees in GAIL (India) Limited. The study was conducted to find out the engagement and the satisfaction level among employees regarding important HR policies and procedures and other facilities related to general welfare measures provided by the Corporation to its Officer level employees. The primary objective of the research was to find out the engagement and satisfaction level of officers with regards to the facilities provided to the them.

ABOUT THE COMPANY

INTRODUCTION

GAIL (India) Limited was incorporated in August 1984 as a Central Public Sector Undertaking (PSU) under the Ministry of Petroleum & Natural Gas (MoP&NG). The company was previously known as Gas Authority of India Limited. It is India's principal Gas transmission and marketing company. The company was initially given the responsibility of construction, operation & maintenance of the Hazira Vijaypur Jagdishpur (HVJ) pipeline Project. It was one of the largest cross-country natural gas pipeline projects in the world. Originally this 1800-kilometre-long pipeline was built at a cost of Rs17billion and it laid the foundation for development of market for natural gas in India. GAIL commissioned the 2,800 kilometers (1,700mi) Hazira-Vijaipur-Jagdishpur (HVJ)pipelinein 1991. Between 1991 and 1993, threeliquefied petroleum gas (LPG)plants were constructed and some regional pipelines acquired, enabling GAIL to begin its gas transportation in various parts of India.GAIL began its city gas distribution in New Delhi in 1997 by setting up ninecompressed natural gas (CNG)stations.In order to secure Gas for its mainstream business Exploration and Production department was created. Today GAIL is a partner in the Dawoo-OVL led consortium in two offshore block in Myanmar which has made a gas discovery. Bulk of its blocks are located in India in the prolific basins of Cambay, Assam-Arakan, Mahanadi, Krishna Godavary Deep water and onland, Cauvery onland and deep water and western offshore. It is actively scouting for foreign blocks both exploratory or discovery.GAIL today has reached new milestones with its strategic diversification into Petrochemicals, Telecom and Liquid Hydrocarbons besides gas infrastructure. The company has also extended its presence in Power, Liquefied Natural Gas re-gasification, City Gas Distribution and Exploration & Production through participation in equity and joint ventures. Incorporating the new-found energy into its corporate identity, Gas Authority of India was renamed GAIL (India) Limited on 22 November 2002.GAIL (India) Limited has shown organic growth in gas transmission through the years by building large network of trunk pipelines covering length of around 11,000 kilometres (6,800mi). Leveraging on the core competencies, GAIL played a key role as gas market developer in India for decades catering to major industrial sectors like power, fertilizers, and city gas distribution. Currently GAIL transmits more than 160 mmscmd of gas through its dedicated pipelines and have more than 70% market share in both gas transmission and marketing.

Type State-owned enterprise public company

Traded as BSE: 532155, NSE: GAIL, LSE: GAID BSE SENSEX Constituent

Industry Energy, Petrochemicals

Founded 1984

Headquarters New Delhi, India

Key people Sh B. C. Tripathi (Chairman & MD as of 2013)[1]

Products Natural Gas, Petrochemical, Liquid Hydrocarbons, Liquefied Petroleum Gas Transmission, City Gas Distribution, E&P, Telecommunication, Electricity Generation.

Revenue 47,333 crore (US$6.9 billion) (201112)

Net income 12,409 crore (US$630 million) (201112)

Employees 3,994 (2013)

Parent MoP&NG

Subsidiaries GAIL Gas, BCPL and GAIL Global (Singapore) Pte Ltd.

Website www.gailonline.com

HISTORY OF GAIL

YEAR MILESTONES

1. 1984- GAIL (India) Ltd was formed.

2. 1987- HVJ (Hazira Vijaipur- Jagdishpur) Natural Gas pipeline commissioned.

3. 1989- First year of profit registered.

4. 1990- LPG Plant Phase I at Vijaipur commissioned.

5. 1992- Gas Marketing functions transferred to GAIL.

6. 1993- Maidan dividend of Rs.20 Crores paid to its shareholders.

7. 1994- First JV Mahanagar Gas Limited formed with British Gas incorporated to implement Mumbai City Gas Distribution Project..8. 1995- Propane recovery plants as Vijaipur commissioned.

9. 1996- Gail listed in NSE, BSE and DSE.

10. 1997- Government of India granted Navratna status to GAIL.

11. 1998- Indraprastha Gas Limited (IGL) incorporated for supply of gas to household sector, transport sector & commercial consumers in Delhi.

12. 1999- LPG plants at Usar and Lakwa commissioned.

13. 1999- Uttar Pradesh Petrochemical Complex (UPPC) at Pata commissioned with a design capacity of 3 lacs TPA of HDPE & LLDPE.

14. 2000- LPG plant at Pata with a design capacity of 2.58 lacs TPA of LPG commissioned.

15. 2000- Participated in under NELP- I and 2 blocks awarded.

16. 2001- Jamnagar-Loni LPG pipeline Project, worlds longest and Indias first cross country LPG 1269 km long pipeline commissioned.

17. 2001- LPG plant at Gandhar commissioned.18. 2002- GAIL picks up 12% equity stake in GSEGs 156MW power project in Gujarat.

19. 2003- GAIL has an initial success in the form of significant gas find in the block A-1 in Myanmar and discovery of Oil & Gas in the Cambay block.

20. 2003- Bhagyanagar Gas Limited, a joint venture of GAIL and HPCL, incorporated in August 2003 in the field of distribution and marketing of Auto LPG, CNG for vehicles and retailing of natural gas in cities of Andhra Pradesh.

21. 2003- Vizag- secunderabad LPG pipeline, the 580 km pipeline with a maximum throughput of 1.16 MMPTPA completed.

22. 2003- GAIL successfully secures participation in 2 retail gas companies in Egypt, Fayum Gas Company and Shell CNG.

23. 2004- Dahej Vijaipur natural gas pipeline commissioned.

24. 2004- A wholly opened subsidiary company GAIL Global (Singapore) Pte Ltd formed in Singapore. 25. 2004- Platts declares GAIL as the first among Global Gas utilities based on Return on Investment Capital (ROIC) in its worldwide survey of Top 250 Energy Companies.

26. 2004- Tripura Natural Gas Co. Ltd., a joint venture for city gas project in Tripura and UP Central Gas Ltd., a joint venture for city gas project with BPCL, in Kanpur incorporated.

27. 2004- GAIL acquired 15% equity stake in NatGas, Egypt.

28. 2005- Inauguration of the Natural Gas Management Centre (NGMC) of GAIL at NOIDA.

29. 2006- GAIL brings Indias first spot LNG cargo at Dahej.

30. 2006- GAIL consortium wins 3 CBM blocks in III round of bidding.

31. 2007- MoP&NG authorization for 5 new major pipelines received.

32. 2007- Brahmaputra Cracker & Polymer Limited, a joint venture company led by GAIL, formed for implementing Assam Gas Cracker Project.

33. 2007- GAIL forms a Joint Venture Company (JVC) with China Gas Global Energy Holdings Limited.

34. 2007- Expansion of Petrochemical Plant at Pata for increasing capacity from 310,000 TPA LLDPE/HDPE to 410,000 TPA completed.

35. 2008- Dahej - Panvel- Dabhol pipeline commissioned.

36. 2008- GAIL Gas Limited incorporated for CGD.

37. 2008- GAIL Gas limited wins the rights for rolling out city gas distribution projects in Meerut, Sonepat, Dewas and Kota.

38. 2009- GAIL gets SCOPE Meritorious Award for Corporate Governance for the year 2007-08.

39. 2010- Representative Office in Egypt opened.

40. 2010- GAIL ranked No.1 Company among gas utilities in Asia in the Platts Global Ranking.

41. 2010- GAIL conferred MoU Excellence Award for the year 2008-09 by Prime Minister of India.

42. 2010- Petroleum Federation of India (PETROFED) Awards 2010 for Oil & gas Marketing Company of the year.

43. 2011- AIMA Managing India Awards 2011 for Outstanding PSU of the year.

44.2011- GAILs growth strategy for the period 2011-20 approved by the Board.

45.2011- GAIL started its journey towards Sustainability Reporting.

46.2011- GAIL acquired a 20% stake in Houston-based Carrizo Oil and Gass Eagle Ford shale acreage, first instance of a PSU acquiring shale assets in USA.

47.2011- A wholly-owned subsidiary company GAIL Global (USA) Inc. formed in Houston, USA and an office was opened. 48.2011- Office of GAIL Global (Singapore) Pte Ltd opened in Singapore.

49.2011- GAIL won rights to lay a 1550-km, $1bn natural gas pipeline from Surat in Gujarat to Paradip in Orissa, connecting west to east coast.

50.2012- GAIL conferred MoU Excellence Award for the year 2009-10 for Best Performing CPSE in the Petroleum Sector consecutively for second year.

51.2012- GAIL has been ranked Worlds No. 1 in Downstream Operations in Platts Global Energy Awards.

52.2012- GAIL signed a 20-year agreement with Sabine Pass Liquefaction LLC, a unit of Cheniere Energy Partners, for supply of 3.5 MMPTA/year of LNG.

53.2012- GAIL published its first sustainability report.

54.2012- GAIL become only company from Oil and Gas sector to be included in BSE Greenex, India's first energy efficient index.

55.2012- GAILs 2200 km Dahej-Vijaipur-Dadri-Bawana-Nangal-Bhatinda cross-country pipeline inaugurated by Prime Minister.

56.2012- GSPA signed between GAIL and TurkrnenGaz for Turkmenistan-Afghanistan-Pakistan-India (TAPI) Gas Pipeline Project. 57.2013- Government grantedMaharatna status to GAIL.

VISION

Be the Leading Company in Natural Gas and Beyond, with Global Focus, Committed to

Customer Care, Value Creation for all Stakeholders and Environmental Responsibility.

MISSION

To accelerate and optimize the effective and economic use of Natural Gas and its fractions to the benefit of national economy.

BUSINESS STRATEGY

The company aims to further expand its core business of Natural Gas Transmission & Marketing, to capture larger share of the growing market. The company wishes to move upstream to secure gas supplies for the core transmission business. Additionally, investments in petrochemicals and city gas distribution are being planned to enhance margins and increase sources of revenue. Further, the company is exploring and investing in international opportunities with a strategic rationale of gaining international presence. GAIL capitalises on its operating strengths by:Demand-driven Capacity Expansion

Diversification into Value Added Products

Development of Alternative Sources of Natural Gas

BUSINESS PORTFOLIO

Gail Success Story

Formation of GAIL

GAIL (India) Ltd was incorporated in August 1984 as a Central Public Sector Undertaking (PSU) under the Ministry of Petroleum & Natural Gas (MoP&NG). The company was initially given the responsibility of construction, operation & maintenance of the Hazira Vijaypur Jagdishpur (HVJ) pipeline Project. It was one of the largest cross-country natural gas pipeline projects in the world. Originally this 1800 Km long pipeline was built at a cost of Rs 1700 Crores and it laid the foundation for development of market for natural Gas in India.

Current Businesses Domestic

GAIL, after having started as a natural gas transmission company during the late eighties, has grown organically by building large network of Natural Gas Pipelines covering over 9500 Km with a capacity of around 172 MMSCMD; two LPG Pipelines covering 2040 Km with a capacity of 3.3 MMTPA of LPG; seven gas processing plants for production of LPG and other Liquid Hydrocarbons, with a production capacity of 1.4 MMTPA; and a gas based integrated Petrochemical plant of 410,000 TPA polymer capacity which is further being expanded to a capacity of 900,000 TPA. The Company also has 70% equity share in Brahmaputra Cracker and Polymer Limited (BCPL) which is setting up a 280,000 TPA polymer plant in Assam. Further, GAIL is a co-promoter with 17% equity stake in ONGC Petro-additions Limited (OPaL) which is implementing a green field petrochemical complex of 1.1 MMTPA Ethylene capacity at Dahej in the State of Gujarat. GAIL has 31.52% stake along with NTPC as equal partner in JV company, RGPPL at Dabhol which operates largest gas based power generation facility in the country and is also setting up 5 MMTPA LNG terminal.Keeping in mind the requirement of growth and consolidation as well as opportunities arising out of New Exploration Licensing Policy (NELP) of Government of India, the company has moved into upstream of gas value chain i.e. Exploration & Production and currently has stakes in 31 E&P blocks including 2 blocks overseas (in Myanmar).

GAIL is a pioneer in City Gas Distribution (CGD) business in India, with Indraprastha Gas Limited (IGL) in Delhi and Mahanagar Gas Limited (MGL) in Mumbai being its biggest success stories. Besides IGL and MGL, GAIL has set up several JVs for CGD to supply gas to households, transport sector & commercial consumers in various cities including Hyderabad, Agartala, Kanpur, Indore, Vadodara, Lucknow, Agra and Pune. In 2008, GAIL incorporated a wholly owned subsidiary, GAIL Gas Ltd (GGL) to exclusively focus on city gas distribution business. GGL has been authorized for implementation of CGD projects in four cities namely Kota, Dewas, Sonepat & Meerut in the 1st round of bidding by Petroleum & Natural Gas Regulatory Board (PNGRB).Leveraging on its pipeline network, GAIL has built a strong Optic Fibre Cable (OFC) network of approximately 13,000 km for its own internal use and leasing of bandwidth as a carriers' carrier.

As a part of its initiative towards reducing carbon footprint and creating a path of sustainable growth, GAIL is building a portfolio of renewable businesses. The company has successfully commissioned wind energy power projects of 118 MW across states of Gujarat, Tamil Nadu and Karnataka.

Global Presence

As a strategy of going global and further expanding global footprint, GAIL has formed a wholly-owned subsidiary company, GAIL Global (Singapore) Pte Ltd. in Singapore for pursuing overseas business opportunities including LNG & petrochemical trading. GAIL has also established a wholly owned subsidiary, GAIL Global (USA) Inc. in Texas, USA. The US subsidiary has acquired 20% working interest in an unincorporated joint venture with Carrizo Oil & Gas Inc in the Eagle Ford shale acreage in the state of Texas. In addition to having two wholly owned subsidiaries in Singapore & USA, GAIL has a representative office in Cairo, Egypt to pursue business opportunities in Africa and Middle East.

GAIL is also an equity partner in two retail gas companies in Egypt, namely Fayum Gas Company (FGC) and National Gas Company (Natgas). Besides, GAIL is an equity partner in a retail gas company involved in city gas and CNG business in China China Gas Holdings Limited (China Gas). Further, GAIL and China Gas have formed an equally owned joint venture company GAIL China Gas Global Energy Holdings Limited for pursuing gas sector opportunities primarily in China.

GAIL is a part of consortium in two offshore E&P blocks in Myanmar and also holds participating interest in the joint venture company South East Asia Gas Pipeline Company Limited incorporated for transportation of gas to be produced from two blocks in Myanmar to China.

Consistent track record

GAIL has been a leading public enterprise with a consistently excellent financial track record. The Turnover and PAT have shown remarkable accomplishment with CAGR of 16% and 12% respectively in the last decade.

GAIL has recently developed corporate growth strategy for the period 2011-20 and the same has been approved by the Board of Directors. GAIL aspires to become an integrated hydrocarbon major with significant upstream and downstream interests by 2020

Mission, Vision and Values

MissionTo accelerate and optimize the effective and economic use of Natural Gas and its fractions for the benefit of the national economy.

VisionBe the leading company in Natural Gas and Beyond, with Global Focus, Committed to Customer Care, Value Creation for all Stakeholders and Environmental Responsibility.

GAIL has formed Subsidiaries and Joint Venture companies for City Gas Distribution and Petrochemicals. GAIL is one of the pioneers to introduce City Gas Projects in India for gas supplies to households, commercial users and for the transport sector by forming Subsidiaries/ Joint Venture Companies

.

Joint Ventures

Aavantika Gas Limited (AGL)

AGL is in operation in Indore and Ujjain and is supplying CNG to the transport sector in these cities. AGL is supplying CNG to almost 9,000 vehicles in both the cities. AGL has plans to set up 5 and 2 CNG stations in Gwalior and Ujjain respectively and domestic supplies to households. 6 daughter stations are mechanically ready for CNG dispensing, awaiting for CCOE final approval. MoPNG has authorised AGL for CGD in Indore, Gwalior and Ujjain. GAIL has 22.5% stake in the Company along with HPCL as equal partner.

Bhagyanagar GasLimited (BGL)

BGL is currently operating 6 CNG stations in Vijaywada and 4 CNG stations in Hyderabad and one CNG station in Rajahmundery. BGL is supplying CNG in these 3 cities to almost 6,000 vehicles. BGL is also operating two Auto LPG stations in Hyderabad and one Auto LPG station in Tirupati. BGL has received authorization from MoPNG for City Gas Distribution (CGD) in Hyderabad & Vijaywada. GAIL has 22.5% stake in the Company along with HPCL as equal partner.

Central U.P. Gas Limited (CUGL)

CUGL is currently operating 7 CNG stations in Kanpur and 2 CNG stations in Bareily. CUGL is supplying CNG to almost 12,000 vehicles in the two cities. CUGL commenced its domestic supply of PNG with connections to 35 households in Kanpur. CUGL has received authorization from MoPNG for CGD in Kanpur & Bareilly. GAIL has 22.5% stake in the Company along with BPCL as equal partner.

Green Gas Limited (GGL)

GGL is currently operating 6 CNG stations in Lucknow and 3 CNG stations in Agra. GGL is supplying CNG in the two cities. GGL has tied up for commencement of domestic supply of PNG with connections to households, commercial and industrial establishments. MoPNG has authorized GGL for CGD in Lucknow & Agra. GAIL has 22.5% stake in the Company along with IOCL as equal partner.

Indraprastha Gas Limited (IGL)

IGL is the largest CGD entity in terms of CNG sales and the number of vehicles supplied by CNG in India. IGL has received authorization from MoPNG for CGD in Delhi & its suburbs viz. NOIDA (Gautam Budh Nagar), Greater NOIDA, Gurgaon, Faridabad and Ghaziabad.

IGL is supplying piped gas to around 2 lacs domestic, 340 commercial, 20 small industrial consumers and CNG to over 3 lac vehicles through around 200 CNG stations in NCR.

GAIL has 22.5% stake in the Company along with BPCL as equal partner.

Mahanagar Gas Limited (MGL)

MGL is a Joint Venture of GAIL and British Gas. MGL has set up 140 CNG stations catering to over 2 lac vehicles spread over Mumbai, Thane, Mira-Bhayandar and Navi-Mumbai areas besides supplying PNG to over 4.5 lac domestic customers, more than 1,000 small industrial & commercial consumers. It has received authorization from MoPNG for CGD in Mumbai, District Thane including Navi Mumbai & Mira Bhayander. GAIL has 49.75% stake in the Company along with British Gas as equal partner.

Maharashtra Natural Gas Limited (MNGL)

MNGL is a Joint Venture of GAIL and Bharat Petroleum Corporation Limited (BPCL) for implementation of City Gas Projects in and around Pune city. MNGL has received authorization from MoPNG for CGD in Pune including Pimpri, Chinchwad, Talegaon, Hinjewadi & Chakan areas. It has started 10 stations supplying CNG to nearly 5,000 vehicles. GAIL has 22.5% stake in the Company along with BPCL as equal partner.

ONGC Petro-additions Limited (OPaL)

GAIL is in the process of acquiring equity stake in ONGC Petro- additions Limited (OPaL), which is a Joint Venture of GAIL with Oil and Natural Gas Corporation Ltd. and Gujarat State Petroleum Corporation Ltd., for setting up Petrochemical Project at Dahej in Gujarat. OPaL is setting up a green field petrochemical complex of 1.1 MMTPA ethylene capacity (dual feed cracker) in Dahej, Gujarat.

Petronet LNG Limited (PLL)

PLL has been formed for setting up of LNG import and regasification facilities. PLL has a long term LNG supply contract with RasGas, Qatar, for import of 7.5 MMTPA of LNG. PLL Dahej terminal in Gujarat has been expanded to 10 MMTPA capacity. PLL has successfully implemented a pilot project for supplying LNG through cryogenic road tankers. PLL is also coming up with a LNG terminal at Kochi, Kerala, with an initial capacity of 2.5 MMTPA, expandable up to 5 MMTPA and it is scheduled to be operational by end of 2011. GAIL has 12.5% equity stake in PLL, along with BPCL, ONGC and IOCL as equal partners.

Ratnagiri Gas and Power Private Limited (RGPPL)

RGPPL is a joint venture company between GAIL, NTPC, Financial Institutions and MSEB. The capacity of the Ratnagiri Gas & Power Station is 2,150 MW, which is the largest gas based power generation facility in the country and is currently producing 1,850 MW of power. RGPPL is in the process of commissioning an LNG import terminal of 5 MMTPA capacity. GAIL has 32.88% stake in the Company along with NTPC as equal partner

Tripura Natural Gas Company Limited (TNGCL)

TNGCL is presently supplying gas to around 7,500 domestic, 170 commercial and industrial consumers and has set up one CNG station in Agartala, which is catering to more than 1,400 vehicles. TNGCL has received authorization from MoPNG for CGD in Agartala. GAIL has 29% stake in the Company.

GAIL China Gas Global Energy Holdings Limited

The joint venture company has been formed with an objective to pursue gas sector opportunities, mainly in China. GAIL has 50% equity interest in the company along with China Gas as equal partner. The joint venture company is in the process of identifying projects in gas and other related areas in China.

Subsidiaries

GAIL has formed Subsidiaries and Joint Venture companies for City Gas Distribution and Petrochemicals. GAIL is one of the pioneers to introduce City Gas Projects in India for gas supplies to households, commercial users and for the transport sector by forming Subsidiaries/ Joint Venture Companies.

Brahmaputra Cracker and Polymer Limited (BCPL)

GAIL has 70% equity share in BCPL, a subsidiary, with Oil India Limited (OIL), Numaligarh Refinery Limited (NRL), Govt. of Assam, each having 10% equity share. Feedstock Supply Agreements have been signed between BCPL and all the three suppliers, viz., Oil and Natural Gas Corporation Limited, Oil India Limited and Numaligarh Refinery Limited. Technology license agreements have been signed for cracker, polyethylene and polypropylene units.

Gail gas limited GAIL Gas is a wholly owned subsidiary of GAIL. GAIL Gas has been selected for implementation of City Gas Distribution (CGD) projects in four cities, namely, Kota, Dewas, Sonepat & Meerut in the 1st round of bidding by Petroleum & Natural Gas Regulatory Board (PNGRB). GAIL Gas has already started supply of CNG & PNG (Industrial Customers) in the city of Dewas from December, 2009. Steel Pipeline laying work is in progress in the cities of Meerut, Sonepat & Kota. The gas supplies will commence shortly in these cities. The total approved investment in all these cities is approx. Rs. 435 crores in phase-I.

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GAIL Global (Singapore) Pte Limited

GAIL has a wholly owned subsidiary, namely, GAIL Global (Singapore) Pte Ltd., to manage investments abroad. GAIL is looking for further business opportunities through this subsidiary company.

GAIL GLOBAL (USA) INC., (GGUI)

GAIL Global (USA) Inc., (GGUI) a wholly owned subsidiary of GAIL (India) Limited, was incorporated on September 26, 2011 in USA having its registered office in the State of Texas. The primary objective for formation of GGUI was to enter into the US shale gas market and to import the Shale Gas technology to India. The Company executed definitive agreements on September 28, 2011 with Carrizo Oil And Gas Inc., a NASDAQ listed company based in Houston, Texas, to enter into an unincorporated joint venture, under which the Company has acquire a 20% interest in Carrizos Eagle Ford Shale acreage position.

ASSESSMENT OF EMPLOYEE engagement and SATISFACTION A STUDY CONDUCTED IN Gail india ltd.

Eemployee Eengagement Aactivities

INTRODUCTION: Study Background

Employee Engagement Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. Thus, Employee Engagement can be defined as... "Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work".Employee engagement is a positive attitude held by the employee towards the organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion. Employee Engagement is an antecedent of job involvement.Employee Engagement is the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. Three basic aspects of employee engagement according to the global studies are:- The employees and their own unique psychological makeup and experience.

Employee Engagement Activities

The employers and their ability to create the conditions that promote employee Engagement Interaction between all employees at all levels

Thus it is largely the organizations responsibility to create an environment and culture conducive to this partnership, and a win-win equation. Difference between employee engagement and employee satisfactionEmployee engagement is what we get when an employee is motivated by the job; is successful in the job; is well managed by the supervisor and paid fairly by management. Employee satisfaction is what we get when we give employees things they want. So that an employee may be fully satisfied but is unsuccessful.FEATURES OF EMPLOYEE ENGAGEMENT: Understanding of business context and the bigger picture Respectful of, and helpful to, colleagues Willingness to go the extra mile Belief in the organization Desire to work to make things better Keeping up to date with developments in the field.

ASPECTS OF EMPLOYEE ENGAGEMENT:The basic aspects of employee engagement according to the global studies are:- \ The employers and their ability to create the conditions that promote employee engagement. Interaction between employees at all levels Thus it is largely the organizations responsibility to create an environment and culture conducive to this partnership, and a win-win equation. Employee engagement is an antecedent of job involvement and what organization does to make the employees engaged.ASSUMPTIONS ABOUT EMPLOYEE ENGAGEMENTAn approach to building higher levels of engagement is based on a number of fundamental beliefs which could be explained as following-

Engagement is the primary enabler of successful execution of any business strategy.An engaged workforce is true competitive advantage. It is almost impossible to copy and, without it, execution of most corporate initiatives becomes difficult, if not impossible.

Engagement is not a short-term initiative.Because engagement is simple in concept but difficult in execution, it is never achieved or finishedonly improved. It might take years of steady progress to build high levels of employee engagement, and without the proper care and feeding, these gains can wither and fall away surprisingly quickly.

Engagement must be driven from the top.Engagement is a business imperative, not an HR initiative, though HR should be a key player in driving higher levels of engagement. Support from the top also means senior leaders must be highly engaged themselves. It has been seen that only one in four senior leadersand only one in six frontline leadersis highlyengaged. Its hard to imagine highly engaged employees without highly engaged leaders.

One of the best ways to have highly engaged employees is to hire them. Certain people have a set of characteristics or attributes that increase their propensity for engagement .Companies should pay close attention to these characteristics in their hiring process

Engagement is all about fit. People are more likely to be engaged if their jobs and the culture of the organization match both their abilities and skills, and their motivation and values. Most organizations hire or promote only for the ability and skill match, ignoring the motivation and value match.

No one impacts the state of engagement more than an employees immediate leader.It is believed that most people do not leave their jobs; they leave their bosses. A highly engaged team and a strong likelihood shows you a leader who is coaching for success, setting clear goals, empowering others, providing open and honest feedback, and making the winners feel valued.

Measuring engagement and demonstrating its business impact is crucial, but its only a small part of winning the battle. Many organizations invest a lot into measuring and remeasuring engagement, leaving little energy or budget for actually improving engagement levels. Engagement measures must be simple and cost effective. Resources and energy must be spent in the right direction.

Engagement means reaching the heart.Highly engaged employees give that extra effort because inside they care. And, they care because they feel someone is caring for them. Managers should know the individuals on their teams as people, not just employees. He must know about their aspirations, interests, and families. The recognition of the whole person sends apowerful message to employees that the organization understands and appreciates that they have a life outside work.

naturally curious about their company and their place in it. They perform at consistently high level...CLASSIFICATIONS OF EMPLOYEE ENGAGEMENT

Engaged Employees

"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them with their talent and strength. They work with passion, being more innovative and strive hard to move their organisation forward.Not Engaged Employees

Not-engaged employees focus more on tasks rather than the goals and outcomes they are expected to accomplish. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped and often lack productive relationships with their managers or with their co-workers.

Actively Disengaged

The "actively disengaged" employees are the "CAVE dwellers". They are "Consistently against virtually everything." They're not just unhappy at work; they're busy acting out their unhappiness, by consistently undermining what their engaged co-workers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's function

FACTORS AFFECTING EMPLOYEE ENGAGEMENT Leadership- Clarity of Company ValuesEmployees need to feel that the core values for which their companies stand areUnambiguous and clear.

Leadership Respectful Treatment of EmployeesSuccessful organizations show respect for each employees qualities and contribution regardless of their job level.

Leadership Companys Standards of Ethical BehaviourA companys ethical standards also lead to engagement of an individual

EmpowermentEmployees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.

ImageHow much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement.

Other factors

Equal Opportunities and Fair TreatmentThe employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees.Performance appraisalFair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement

Pay and BenefitsThe company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations.

Health and SafetyResearch indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees.

Job SatisfactionOnly a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job.

CommunicationThe company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high.

Family FriendlinessA persons family life influences his wok life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagementCo-operationIf the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.

There are several contributors to high levels of engagement: senior management initiatives to directly listen to employee views strong opportunities for promotion within the organization based on merit an entrepreneurial culture based around employee contributions to performance and improvement. fair and consistent HR practices focus on traditional management practices such as clarity of objectives, clear performance measurement and trust showing employees that they are valued through well-designed and consistent involvement initiatives having clear targets that employees can work towards NEED OF EMPLOYEE ENGAGEMENT IN A COMPANY

An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results in a growing company employee engagement plays significant role as following Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels It builds passion, commitment and alignment with the organizations strategies and goals Increases employees trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company Need to retain new employee whose talent & skill specialist more than pastemloyees Truly committed workforce required. A highly engaged employee will consistently deliver beyond expectations Thus employee engagement is critical to any organization that seeks to retain valued employees. It has been proved that there is an intrinsic link between employee engagement, customer loyalty, and profitability. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational identity.It is directly related with the organisational performance.

EFFECTIVENESS OF EMPLOYEE ENGAGEMENT ON COMPANYS GROWTH

A successful employee engagement strategy helps create a community at the workplace and not just a workforce. When employees are effectively and positively engaged with their organisation, they form an emotional connection with the company. This affects their attitude towards both their colleagues and the companys clients and improves customer satisfaction and service levels. Engagement drivers are the levers that organizations can use to build a more engaging work environment. Engagement does not just materialize. Organizations must hire employees who fit the job requirements, develop leaders with the right skills, and provide support through strong systems and strategies. Organizations drive engagement by proactively leveraging three sources of influence for change:

Employees Leaders Organizational systems and strategies.

Together, these three drivers lead to the formation of an engaging work environment. Once created, the engaging work environment has a positive impact on employee behaviours and attitudes. In particular, an engaging environment builds loyalty in employees by meeting their personal and practical

needs, thus encouraging them to stay with the organization. In addition, an engaging work environment taps into employees motivation to try harder and put forth the extra effort that differentiates organizations from their competitors.

Finally, when organizations have engaged employees, the long-term benefits appear in the bottom line. Organizations have more satisfied and loyal customers, increased profits, better-quality products or services, and greater growth potential. The true motivators at work include achievement, recognition, work itself, responsibility, advancement, and personal growth. The same things that drive motivation and enhanced effort also increase. Employee loyalty to the organization. Many studies have shown that employees base their decisions to stay or leave on factors related to employee engagement. It is not uncommon for employees to leave high-paying or high-status jobs because they dont feel fulfilled.

WORK ENVIRONMENT>Aligned Effort and Strategy> Empowerment> Teamwork/Collaboration> Growth and Development> Support and Recognition

ENGAGED EMPLOYEES> Greater Loyalty> Enhanced Effort

ORGANIZATIONAL SUCCESS> Satisfied/Loyal Customers> Increased Retention> Higher Profits and Profitability> Revenue Growth

sEMPLOYEE ENGAGEMENT APPROACHESMost organisations have a range of practices to improve the engagement level of their employees. One of the pitfalls of any employee engagement programme is a failure whether real or perceived to follow through on the initial that the company is felt by their employees If an organisation is to succeed employee engagement must be actively introduced.Employee engagement begins from day 1Organizations seeking ways to build a motivated, satisfied and engaged workforce should start by putting in place structured and well-planned orientation programmes for their new employees. It needs set ups for preparing employees for their new roles and communicating how they can help to meet the organisation goals. It focuses mainly on improving communication for managers and employees as well.

Employee engagement approaches for new employees

Best practice recommends starting right at the selection or recruitment stage with the right person and giving them a realistic job preview A strong induction and orientation programme Rigorous training and development, from technical to soft skills to leadership development programmes. Regular technical/soft-skill updates. Certification programmes to drive people towards excellent performance

Employee engagement approaches for all employees

Beyond initial recruitment and induction, employee engagement activities can be broken into a number of groups. These include:a. Communications activitiesb. Reward schemesc. Activities to build the culture of the organisationald. Team building activitiese. Leadership development activities

Communications activities

These help employees find out what is going on within the company outside of their immediate team. They also help to create an environment of trust and openness within the organisation where they are able to talk openly. Employees who feel they are listened to are able to express dissatisfaction and work together to resolve their causes, without it affecting their performance.

Good examples of communications approaches include: Communication forums to provide regular feedback to all people, including team meetings, conferences and away day In-house magazines On-line communications, including discussion boards and blogs by company personnel including senior management Monthly updates on corporate goals and directions Regular employee opinion and satisfaction surveys Active soliciting of employee feedback, including opinions.

Reward schemesReward schemes are an important part of a company's overall employee engagementProgramme. Studies have long shown that, while money in itself is not a motivating factor, the absence of financial reward can be a significant demotivator. Thus the role of reward schemes in boosting employee engagement is: to remove barriers to satisfaction in the organisation; to provide a framework for rewarding everyone in the organisation for their performance; to give those who are motivated by financial gain an opportunity to achieve this.Typical approaches include: Compensation and benefit programmes Stock ownership and profit sharing Recognition programmes

Idea collection schemes linked to rewards for idea generation Long service and good performance awards

Activities to develop the culture of the organisation

Giving employees a feeling of belonging is crucial in creating a thriving organisation that people feel committed to and others want to join.Common approaches include:

Clear and humane HR policies Pro-social corporate objectives and Corporate Social Responsibility Equal opportunities policies and practices Initiatives to maintain the quality of work life and a balance between personal/professional lives Developing a safe, clean and inspiring work environment Demonstrating a commitment to employees well being

Team building activities

Culture-building activities are great for generating a feeling of belonging, but all organisations are building out of smaller teams who can get on and work together.Popular approaches include: Small team recreational activities, such as bowling, skating, trips to the cinema Social activities, such as family gatherings and barbeques Community outreach activities such as volunteering and fund-raising.

Leadership development activities

A great organisation needs not just a great leader, but people with leadership skills. This stimulates good performance, boosts creativity and eases succession planning.Good practices include:

Effective Leadership Effective Performance Management Fair evaluation of performance Empowerment through effective delegation Coaching and mentoring activities to give honest feedback by supervisors and peers An open and transparent culture to empower people and develop entrepreneurs There are certain strategies for creating successful culture for employee engagement which could be elaborated as following-High involvement hiring choosing employees that not only have the right skills but also are a long term fit with the companys cultureProviding comprehensive benefits and a flexible work environment, including paid time off to participate in community serviceExtensive training and promotion from within investing in employees to build their skills and enabling them to take on increased responsibilityFostering a culture of mutual respect and trust, empowerment and shared responsibility, yielding long term loyalty and often valued over rewardsCelebrating successes engaged teams work hard and spend time celebrating together when milestones are achievedEnsuring the core values are frequently heard and understood by all, and instigating a comprehensive communications programme of company-wide updates, successes, and employee recognitionSharing key success metrics critical to the companys financial success with employees and articulating those that employees affect dailyEmployee participation making sure all employees has a say over how work is done and have some degree of autonomy

Performance-based rewards and compensation clearly tying rewards such as bonuses to individual and company performanceSharing ownership, for example via stock options, restricted stock, employee share option plans, or co-ops. KEY CHALLANGESIts much more difficult to make engagement a way of life in your organization. It is much easier to join in with the newest fad than it is to firm performance, and isnt that the real goal of employee engagement? Thus, taking the time to engage yourself and your managers in the engagement process may be worth the effort for truly strategic HR executives. You will find that this is not the easiest path, but it may be the one that leads you away from fads to something very real. In time, the company may begin to experience high staff turnover, mistakes will be made, and customers that once were happy will begin to complain. The very culture that made the company successful in the first place could become its downfall.Most disengaged workers didnt start out that way either. They feel disconnected from the organization and its culture, underutilized or overworked, not part of the in crowd, and clearly is not getting what they want or need from their work. They may well become skeptical about the organization, and their negativity could quite easily become contagious.There are several reasons for employees becoming disengaged: reactive decision-making inconsistent management styles based on the attitudes of individual managers low levels of advocacy carrying the risk of creating employee resentment rigid communication channels or cultural norms poor senior management visibility and quality of downward communication incoherent communication channels recruitment and retention practices that do not meet the needs of teams Inappropriate leadership styles, especially during organizational change or periods of low performance.Various employee engagement activitiesFamily employee engagement activitiesThese are perhaps the most promising employee engagement activities like a day off for their birthday or even anniversary for that matter. It will hardly cause the downfall of business. On the other hand, it will make the employees feel sense of belongingness and would dedicate themselves to make the business flourish.Introduce employee engagement activities at workProvide meditation and play courts for the people to combat stress. It will undoubtedly cost but then you can expect a lot more than that in return. Employee engagement activities are absolutely essential for employees to truly engage in what they do. Awards for high achieversAn introduction to spotlight awards for the employees who outdo themselves for the sake of the business organization. This is truly beneficial in the sense that it is not only reward and acknowledgement for the hard work of some of your staff members; you also encourage others to do as much. These employee engagement activities must be healthy. Perhaps the one thing employees absolutely hate is unfair treatments.

FestivalsA diverse employee cultural can be best promoted by organizing parties to celebrate the different festivals you know of showing no discrimination whatsoever.Other regular employee engagement activities / programs are Picnic at regular intervals A daily column, written by CEO, on the intranet with company announcements / programs etc. Update via an overhead paging system, which is used to recognize employees for significant business achievements. Employee suggestion systems / quick responses. Live version of internal house magazine. CEO spending time in face to face communication with staff. ONLINE asks the CEO mailbox. Monthly staff awards Annual staff awards Weekly blog related to serious business issues and staff to read / comments. Problem solving committee. Quality assurance committee. Conducting soft skills training program as well as required training programs Online real-time tracking of progress. Employees can view company progress towards targets / goals. Provide long term strategic vision for business growth. Indoor Games as well as Outdoor games, like Chess, Cricket, Badminton etc. Celebration of Employees Birthday

Employee Engagement Activities which majorly affect the employeesAbove mentioned activities are mainly dependent on the employee involvement or to boost the morale of the employees. Employee engagement is majorly dependent upon the following: Job Description / Job Clarity: an employee must know what is expected out of him at work. He or she is made aware about his job responsibility. Job description is necessary for an employee so that he can perform well.

Resources to do ones work: an employee is provided with the required tools and equipments to carry out his job smoothly.

Opportunity for further growth: an employee should be given opportunity to further hone his technical and behavioral skills i.e, should get opportunity to attend trainings etc. career path development can also be helpful.

Recognition / praise for good work: everyone need some kind of praise or recognition for his/her good work to perform better in future. Whenever a person does something, there are consequences. Those consequences will affect whether work groups engage in that behavior again.

Healthy relationship with your supervisor, boss and colleagues: if the relationship will be healthy with your superior , boss or colleagues then employees will feel secure, can experiment with new ideas at work , to challenge, to share information and to support each other. Encouraging development: here development means helping employees to find roles that fit in their natural strengths, their unique combination of skills, knowledge and talent. If employees are provided with these their productivity will improve.

Freedom to express views: an organization can not develop if it does not let it employees to express their views because in such situation employees will not feel comfortable with the environment.

GAIL INDIA LTD practices all the above mentioned areas and provides its employees with all the necessary resources at work. Good professional environment, guidance of superiors, proper induction, training, career growth, coaching, right compensation as per performance, incentives for high performers, etc. GAILs culture believes in Caring for people, intellectual honesty openness, fairness & trust. We strive for commitment in excellence

JOB SATISFACTIONIntroduction:

The concept of job satisfaction though of considerable recent origin is closely related to motivation at the workplace and is correlated to improved performance in the workplace.

Job satisfaction describes how content an individual is with his or her job. There are a variety of factor that can influence a person job satisfaction. Some of these factor include: the level of pay and benefits, the perceived promotion system within a company, the quality of working condition, leadership and social relationship and the job itself (the variety of the task involved, the interest and the challenge job generates and clarity of job description requirement)

Brief history:

One of the biggest preludes to study of job satisfaction was the Hawthorne study. These study sought to find the effect of various condition on workers productivity. These study showed that novel changes in working condition temporarily increases productivity. Findings from Hawthorne studies provided strong evidence that people work for purpose other than pay.

There is evidence that job satisfaction is negatively correlated with absenteeism. That is people who are dissatisfied with their job tend to miss more work. Although there is not strong correlation, people tend to not miss work very much regardless of their degree of satisfaction.

Along the same line as absenteeism, job satisfaction also is negatively correlated with turnover. People are much more likely to quit their job when they are dissatisfied.

Employee satisfaction is thought to be one of primary component of a well-run organization and considered an imperative by all corporate management.

It is necessary to focus on diverse personal goal which worker hope to be satisfied in the workplace, determine issue like feedback, autonomy and variety that will influence their level of satisfaction and involvement.

Factor determing job satisfaction

There are a number of factor that put an effect on job satisfaction few of those are listed below: Ability utilization (right person at right job) Achievement (on job) Activity (meaningfulness of work) Advancement (career growth opportunity) Authority (rights and duties) Company (image in society) Compensation (salaries and benefits) Co-worker (in terms of interaction) Creativity (in term of streamlining processes) Independence (freedom to carry out ones job) Moral values (justified and unjustified) Recognition (after major accomplishment on job) Responsibility (for the outcomes) Security (in term of job) Social services (opportunity availability for serving society) Social status (provided by the job) Supervision (nature of supervision) Variety (task variety) Working condition (cleanliness, sitting arrangement etc)

Advantages of job satisfaction

The importance of job satisfaction is fairly evident from a description of the importance of maintaining morale in any organization. If a worker is not satisfied with his or her work, then both quantity and quality of his or her work output will suffer. If his or her job satisfaction increases then there is an improvement in both quantity and quality of work.We can summarize the advantages of job satisfaction in following point:

Loyalty Increase productive output Better performance at work place Less turnover Low rate of absenteeism Less grievances Less slackness Low rate of attrition Low level of stress Harmony at workplace

Disadvantages of job dissatisfaction

As there are advantages of job satisfaction, similarly there are disadvantages of job dissatisfaction; few of those are listed below:

Significant decrease in production Increase in work slackness Increase in grievances Increase in labour turnover Lack of peaceful interpersonal relation High rate of job attrition

Measuring job satisfaction

There are many method of measuring job satisfaction. By and far the most common methods for collection of data regarding job satisfaction are:

1. The Likert scale (named after Renins Likert)2. Yes/no method3. True/false question4. Point system5. Cheklist6. Forced choice answer

One of the most important methods of measuring job satisfaction is the job descriptive index (JDI) created by smith Kendle and Hulin (1969). It is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: 1. Pay2. Promotion and promotion opportunity3. Co-worker4. Supervision5. Work itself

The scale is simple, participants answer either yes/ no or cant decide in response to whether given statements accurately describe ones job.

Models of job satisfaction

There are four models of job satisfaction that describe job satisfaction level of employees. These are as follows:

AFFECT THEORY Edwin a. Locke s range of affect theory (1976) is arguably most famous job satisfaction model. The main premise of this theory is that satisfaction is described by a discrepancy between what one wants in the job and what one has in the job. Further theory states that how much one values a given facets of job (e.g. the degree of autonomy in a given position) moderates how satisfied/ dissatisfied one becomes when expectation are /arent met.

Dispositional theory

It is a very general theory that suggests that people have innate disposition that cause them to have tendencies towards a certain level of satisfaction, regardless of one s job. This approach becomes a notable explanation of job satisfaction in the light of evidence that job satisfaction tends to be stable over time and across career and job.

Job characteristic model

Hackman and Oldham proposed the job characteristic model which is widely used to measure particular job characteristic impact on job outcomes including job satisfaction empirical have provided substantial support for this model possibly explaining its wide spread use.

Moderating variables for job characteristic model

Knowledge and skillsSatisfaction with extrinsic aspects of workGrowth need strength

Implementing concept for job characteristic model

Combine tasks: Effects skill variety, task identity, & task significanceGroup tasks into natural work units: Effects task significance and task identityGive workers contact with customers: Effects skill variety, autonomy and feedbackVertically load jobs: Effects autonomyOpen feedback channels: Effects feedback

Designing jobs for teams

Team has to be an identifiable group, doing a specified piece of work, and be self-managingKey behaviors: Ask for ideas and give suggestions. Listen to others, share information and help othersManagers role: Make alterations needed for effective group performance, consult

Goals that motivate

Specific GoalsDifficult GoalsGoal AcceptanceGoal Feedback

Why goals motivate

Mobilize energy in relation to goalFocus attention towards goals attainmentEncourages setting of action plans or strategies for goal attainmentEncourages persistence until goal is attained

Enhancing goal acceptance

ParticipationRewardsSupportiveness

Incentives for individual

For ExecutivesCompensation tied to achieving strategic goals

For Lower Level EmployeesTied to performance: bonuses, commissions and piecework

When pay fails to motivate

If Bonuses or merit pay is too smallNon-existent link between pay and performancePerformance appraisal is done poorlyEffect of unionsAdaptation problems

Effective reward system

High goals should be set for performanceAccurate ways to measure performance should be developedIn the performance appraisal there should be provision of training for supervisorsPay should be linked with the performanceMake increases noticeable and meaningful

Summary

Hackmans & Oldham Job characteristics Model can be used to redesign jobs to engage motivation. How and why goals setting works & looked at ways to use pay as a motivator.

SOME MYTH SURROUNDING EMPLOYEE REGARDING JOB SATISFACTION ARE:

1. THERE IS A PERFECT JOB FOR ME: There is no perfect job. Jobs have descriptions, but we each bring definition and meaning to our job. The job is in the process of being perfected only as we fulfill our intrinsic job needs, which are our sense of Respect, Responsibility, and Recognition. 2. SOME JOBS ARE MORE IMPORTANT THAN OTHERS. If as human beings we are important-and we are-then the job is important because we impart of ourselves into the job. Status is only in the mind of the thinker. People who care about themselves and care about their work realize that no one can do their job like they can. The job is special because they are special. There is no dignity and self-respect that is imparted to the job. 3. I MUST MAKE MYSELF FIT THE JOB. Individuals who accept themselves and their self-worth tend to naturally be creative problem-solvers. The tend to look for ways to make situations and circumstances work in their favor. In other words, when they are given lemons, they find ways to make lemonade. 4. JOBS SHOULD HAVE MEANING AND PURPOSE. Jobs have meaning and purpose only to the extent that we give them meaning and purpose. Just as we define our own job satisfaction, we define the meaning and purpose of the job. This starts with knowing our deep values, beliefs, and purpose for living. As we get the "big picture" of these elements of our lives, we can begin putting our job in perspective within a larger picture. This will also help us make the job work for us rather than us working for the job. 5. A JOB SHOULD HELP ME FEEL BETTER ABOUT MYSELF AND RAISE MY SELF-ESTEEM. A job will never put something inside you that you don't already have. A job can embellish and strengthen what you have, but never give it to you. It wasn't designed to do that. The better you feel about yourself, the more you will see or create opportunities to maintain these feelings about yourself even when circumstances try to pull you down. 6. A JOB SHOULD PROVIDE CHALLENGE. Only to the extent that we begin to look for challenge in our job. We must create our opportunities to be challenged, especially after we have settled in our job and begin feeling secure and competent about how we perform our day-to-day responsibilities. 7. IT'S HARD TO WORK FOR A DIFFICULT BOSS. The work is not hard. The interpersonal relationship with your boss is what is hard. This strained relationship causes emotional tensions that can be wearing. When we are working for difficult people, it will help if we distinguish between the work and the difficult person. This requires a sense of confidence and competency in ourselves that can keep us centered during trying times. 8. YOU MAY BE STUCK DOING A JOB FOR THE REST OF YOUR WORKING LIFE.In the age we are living in, that is highly unlikely. Organizations are going through massive changes with amazing rapidity. 9. I MUST BE OUTSTANDING ON MY JOB. Our work may not directly showcase our skills and abilities. That should be okay. The requirement is that you do the best you can with your job assignments. Look for other opportunities in your workplace, perhaps outside of your regular type of responsibility, to let your talents and skills glow. 10. I SHOULD BE FURTHER ALONG IN MY JOB THAN I AM. If further along means more promotion and salary increases, the myth of the matter is that few of us are getting many of those to any substantial degree. Employees are staying longer in the same position. Salary increases are not as large as in the past. Our definition of job satisfaction must be a definition that is within our control and can be within our reach.

HYPOTHESIS

Job satisfaction, its causal factors and its effect upon organizational health are all part of the various factors under study for this project. Job satisfaction for an individual can be influenced by a number of the factors that include job itself, the salary, the promotion policy of the company, and the attitude of the co-worker, the physical and mental stress involved, the working conditions, the interest and the challenge levels. These various level are just indicative of various factors that contribute or take away from job satisfaction. Sometime, even changing the color of the furniture and fabric can lead to higher levels of job satisfaction. While job satisfaction is not quite the same as motivation, the two are quite closely linked and many times motivating action also increases satisfaction level. Most organization periodically measures job satisfaction among employee through mainly quantities technique using rating scale.

Numerous studies on job satisfaction and reason thereon have, ended in a number of interesting finding, we view job satisfaction as emerging from a number of factors, including the characteristic of the organizational environment, specific feature of the job, and the personal characteristic of the worker. Higher job satisfaction has been linked with employees who are able to exercise autonomy and with those who have a higher level of job involvement. Women have found to report significantly higher job satisfaction than men, although this gender gap appears to be narrowing. Some study have noted that older worker tend to have a higher level of job satisfaction, although a number of studies have shown that age variable might be more a proxy for experience. Older worker also tend to be situated in higher-level positions, which might be more fulfilling than the less exciting entry-level positions of th0ose just entering the work.

I intend to commence the hypothesis with the topics including: loyalty, salaries and benefits working condition, work itself, interpersonal relations, supervision, recognition and advancement. The questionnaire will be covering above said element of the job satisfaction. Based on the response, I shall be able to prove my hypothesis.

QUESTIONNAIREEMPLOYEES ENGAGEMENT AND SATISFACTION SURVEYName: ______________________________________________________________________Designation: _______________________________________________________________Department: _______________________________________________________________Date: ______________________This survey will take about 5-8 minutes. This feedback is anonymous and your responses will be held in the strictest confidence.

Q1. How well informed were you about your role and responsibilities before and at the time of joining?ExcellentVery GoodFairPoorVery Poor

Q2. Are you well communicated through HR for HR policies or process change/updation?Strongly SatisfiedSatisfiedFairDissatisfiedHighly disatisfied

Q3. Openness and transparency during meeting :ExcellentVery GoodFairPoorVery PoorQ4. Queries clarification during meeting : ExcellentVery GoodFairPoorVery PoorQ5. How frequently you wish to see employee engagement activities?WeeklyMonthlyQuarterlyHalf yearlyYearly

Q6. How satisfied are you with the safety/amenities provided at your workplace?Strongly SatisfiedSatisfiedNeither satisfied nor dissatisfiedDissatisfiedHighly dissatisfied

Q7. Are you satisfied with your compensation and benefits?Strongly SatisfiedSatisfiedNeither satisfied nor dissatisfiedDissatisfiedHighly dissatisfiedQ8. How satisfied are you with the response of your superior?Strongly SatisfiedSatisfiedNeither satisfied nor dissatisfiedDissatisfiedHighly dissatisfied

Q9. Free to discuss when new ideas strike in your brain :Strongly AgreeAgreeNeither agree nor disagreeDisagreeHighly disagree

Q10. How long would you wish to be in GAIL?Less than 2 years2 to 5 years5 to 8 yearsMore than 8 years

THANK YOU!!!

Inferences:50% of the GAIL employees feel that they were Fairly informed about their role and responsibilities before and at the time of joining, 25% of them feel that it was Very Good, 13% of them think it was Very Poor and about 12% of the employees think that it was Poor.

Inferences:50% of the employees in GAIL feel satisfied and 12% feel Strongly Satisfied with the point that they are well communicated through HR for HR policies or process change/updation, 38% of employees feel thjat the point is Fair enough.

Inferences:51% employees said that Openness and transparency during Meeting was Excellent, 25% employees said Fair, 18% employees said Very Good and 6%employees said Poor.

Inferences:51% employees said that Queries and clarification during the Open house session is Good, 25% employees said Fair, 18% employees said Very Good, 18% employees rated Very Good and again 6% employees rated it Poor.

Inferences:About 43% of the GAIL employees wish to see employee engagement activities Monthly, 22% of them wish to see it Yearly, 13% of them wish to see it Half-Yearly and about 11% of the employees wish to see the activies Weekly and Quarterly.

Inferences: 37% of the GAIL employees feel Strongly Satisfied with the safety/amenities provided at the workplace, about 37% feel Satisfied, about 13% feel Dissatisfied and 13% of them feel Neither Satisfied nor Dissatisfied for the same.

Inferences:62% of the employees in GAIL feel Satisfied with their compensation and benefits, 25% feel Highly Satisfied and about 13% of the employees neither feel satisfied nor dissatisfied about the compensation and benefits that GAIL provide them.

Inferences:62% of the GAIL employees feel Satisfied about the response of their superiors, 25% feel Dissatisfied and about 13% of them feel neither satisfied nor dissatisfied.

Inferences:32% of the employees of Gail feel free to discuss when new ideas strike in their brain, 22% are strongly agree with the same, 11% highly disagree, 13% of them just disagree with the point and about 22% neither agree nor they feel disagree to the point.

Inference:50% of the employees of GAIL wish to be with the company for more than 8 years, 25% for 2 to 5 years,13% for 5 to 8 years and about 12% for less than 2 year.

Conclusions & Suggestion

The working environment is good in the organization. The relationship between the employees and the subordinates is good.

The HR policies are well formulated and implemented for employees according to their various needs, their safety and security and the kind of work which they do.

The corporation is committed in conducting business with strong environmentcon science for sustainable development hence health and environment protection remains high on its corporate agenda. GAIL (I) Ltd. ensures safe work places and enrichment of quality of life of its employees.

GAIL (I) Ltd. not only provides its employees with attractive pay scales and perks but has also adopted many welfare measures which are constantly upgraded with time

Employees are satisfied with their salaries.

Employees Engagement Activities should be given more importance.

Their should be particular days regarding some engagement activities.

Employees should be given proper chance to show their extra talent in some curricular activities conducted by GAIL.

Employees should be set more freely in order to keep their ideas in front of the Authority.

Employees Satisfaction scale should be made in order to check it either weekly or monthly or quarterly.

BIBLIOGRAPHY

1. Gail.nic.in2. Google.com3. H.R Handbook of GAIL employees.4. Book - Aswathappa, K., Human resource management: Text and cases. Delhi: TataMcGraw-Hill Publishing Company Limited, 2008.