6. 3. To find out relation between Role Efficacy and Role Clarity. 7. . 4. 8. To identifies the skills necessary to perform successfully. 5.To provide suggestions for increasing Role Efficacy and Role Clarity among employees. To portray accurately the characteristics of a particular individual. To provides a way for people to understand what they need to know. the responsibilities for knowledge sharing. Purpose is to gain familiarity with the phenomenon or to achieve new insight into it. 2. situation or group. To test the hypothesis of a casual relationship between variables. To help people understand the knowledge they need to know to do their jobs well and where to find that knowledge. 10. where to access that knowledge and why it is important to their work. We try to find out fact which is hidden without going in depth.OBJECTIVES OF RESEARCH 1. 9. To find out the frequency with which something occurs or with which it is associated with something else. To determine the potential effectiveness of an individual occupying a particular role in an organization. and the important knowledge connections between people.


Nestled between the historic cities of Delhi and Agra. the Refinery at Mathura is situated in the mythical & mystical land of Lord Krishna.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. VISION . 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.

Expeditious redressal of grievances. transnational. • To help enrich the quality of life of the community and preserve ecological balance and heritage through a strong environment conscience.“A major. with national leadership and a strong environment conscience. Fair dealing with recognized representatives of employees in pursuance of healthy trade union practice and sound personnel policies. STRUCTURE . integrated energetic Company. OBLIGATION TOWARDS EMPLOYEES • To develop their capability and advancement through appropriate training and career planning. • To improve the condition of Scheduled Castes/Scheduled Tribes in pursuance of national policies. playing a national role in oil security & public distribution”. MISSION TOWARDS EMPLOYEES • To foster a culture of participation and innovation for employees growth and contribution. diversified.

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 .

947 are in the Staff cadre.387 women employees. WELFARE OF EMPLOYEES Indian Oil continued its endeavor to upgrade facilities and promote the welfare of employees. The SC and ST employees constitute 24. right or benefit to any employee.53% of the total employees’ strength.728 are in the Officers cadre and 21. There are 2. With a view to promote employees’ welfare.672 employees from SC category and 2.2009. Loan & Advance includes    House Building Advance Festival Advance Emergency Advance Conveyance Advance . Indian Oil brought about improvements in policies concerning 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. Productivity Incentive Scheme and Post-retirement medical facilities.695 in Staff cadre. nor impose any liability.54% of total employees’ strength.097 from ST category. 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. allowances at remote locations. of which 9. The women employees constitute 7.HUMAN RESOURCES EMPLOYEE PROFILE The human resource in Indian Oil was 31.675 strong as on 31.03. There are 5. out of whom 692 are in the Officers cadre and 1.

In other places the facility of leased accommodation and self lease is available to employees within the prescribed ceilings. but raised a dispute which was under conciliation with Dy. 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. Most of the new locations were by and large manner through internal manpower generation. as defined under the medical rules. The main area of concern remained the right sizing of manpower. . As per the understanding reached between the Management and the Union during conciliation held in July 2001. Employees at other locations may receive medical attendance from an authorized medical attendant. INDUSTRIAL RELATIONS Industrial Relations in general during the year 2001-2002 in all establishments remained harmonious and peaceful. Employees along with their eligible dependents residing with them in township are entitled to get medical attendance from the Corporations hospital. Central Labour Commissioner (Central)<New Delhi. 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.MEDICAL FACILITIES The corporation maintains its own hospitals at the township attached to each Refinery. HOUSING FACILITY Townships are being maintained in all the Refineries. either under Allopathic or Homoeopathic system. Employees are allotted quarters in the townships for which house rent recovery is made from them at prescribed rates. This was possible mainly due to better employees’ relations’ management and the constructive approach of the employees unions.

PUBLIC RELATIONS Public Relation is an image-building department of an industry. Information related to organization is conveyed to the public through media. career progression of executives at the middle level has been linked to their career path. the Indian Oil institute of Petroleum management (IIPM) completed the 6th International MBA (IMBA) Programme.based on LTS signed with other union on 04. The programme was attended by 30 officers from Indian Oil and one each from the Army. the Air Force. it acts as a bridge between the general public and the refinery. . the revision of pay and pay scales of workmen has been effected. To prepare executives to function effectively in a cross-functional and multi-unit environment in the deregulated scenario. 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 in confident of getting continuous support from its collectives in meting the challenges posed by competition in the deregulated scenario. Indian oil facilitated learning and development process in a focused manner during the year. Indian Oil continued building sustainable competitive advantage through it human resource.2001. and ONGC.01. Indian Oil apex learning centre. Some o the issues of the union are still under consideration of Central Labour Machinery. Special emphasis was laid on IT-related training.

So far. ********* . 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. IMCL will facilitate in upgrading the functional knowledge and skills of the employees and also impart behavioral training. Ahmedabad for building comprehensive strategic perspective. Advanced management Programme for senior executives titled ‘The Threshold’ was held at IIPM during the year in collaboration with Indian Institute of Management. creating integrated outlook on organizational issues/situations and learning to perform with high vigor and intensity. 192 executives comprising 184 executives from the hydrocarbon sector and eight officers from the Defense forces have successfully completed in IMBA programme. IMCL symbolizes the importance Indian Oil places on developing human resources with world-class excellence through learning and development. Indian Oil has set up the Indian Oil Management Centre for Learning (IMCL) in Mumbai on 3rd October 2001. preparing for Board positions. Likewise for middle and junior level executives. and leading the organization effectively. creating mindset of stretched targets and quick response.


Instrumentation and material department which represent the whole staff of the organization. Finance. As there was huge manpower in Mathura refinery. The universe of the study was all working members included both workers and officers. Indian Oil division and covered nine departments that were personnel and administration.METHODOLOGY PROPOSED FOR RESEARCH STUDY Research methodology may be understood as a science of studying how research is done scientifically. Sample Size Sample size depends on the nature of the universe so it should represent the whole universe without any bias. The working staff of Mathura Refinery is 1586. Following are the steps. The present study was carried in Mathura Refinery located on the outskirts of Mathura city when one travel from Delhi to Agra. The limitation of time and money has not permitted the researcher to study the whole universe. The environment of this area is very peaceful with green atmosphere. which were used by the investigator for methodology: - Universe of Study Universe covers the whole defined field on which the study is based. Power and utilities. Production.e. Mechanical. so it was very difficult to study each and every individual. So the researcher has studied only 75 individuals of Mathura Refinery i. Planning and Maintenance. Fire and safety. Various products including petrol and diesel are manufactured from crude oil. . 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.

********** . In this method whole population that is required for study is divided into different groups and sample were selected from them.Sampling Method Out of various types of sampling methods the researcher had used Random Sampling. As random sampling is also of many types so the researcher had used stratified random sampling for study because it was more reliable. It also includes experience survey. Method And Source Of Data Collection Data had been collected through industrial visits. QUESTIONNAIRE is a set of questions for obtaining information from respondents. For this relevant literature related with the subject had been carried out. The researcher had used exploratory researcher for gaining experience. For this Primary source of data collection (Questionnaire method) was used. selection of respondents. It provides a picture for the whole before starting of the work. Researcher Design Designing is preliminary step in every activity. as it was both time saving as well as easy method of picking up the sample. proper questioning etc.


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.

1) INITIATOR-CONTRIBUTOR: Recommended new solutions

to group problems.
2) INFORMATION-SEEKER: Attempt to obtain the necessary

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

7) ENCOURAGERS: Praise and encourage others. 8) EXPEDITERS: Suggest ways the group’s can operate more

9) BLOKERS: Act stubborn and resistant to the group. 10) RECGNITION-SEEKERS:

Call attention to their own

11) DOMINATORS: Assert authority by manipulating the group. 12) AVOIDERS: Maintain distances; isolate themselves from

fellow group members.



managerial experience as well as the design of the role that he performs in the organization. and the organizational climate. Role efficacy would mean potential effectiveness of an individual occupying a particular role in an organization. Unless a person has the requisite knowledge. technical competence. . and when the individual in turn is able to contribute to the evolution of the role. Effectiveness of a person in a role in an organization will depend on his own potential effectiveness the potential effectiveness of the role. The more we move from role taking to role making. and if he constantly feels frustrated in the role.ROLE EFFICACY The performance of a person working in an organization depends on his own potential effectiveness. It is the integration of the two that ensures a person’s effectiveness in the organization. the more the role is likely to be effective. technical competence and the skills required for the role. Role efficacy is the potential effectiveness of a 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. he cannot be effective. If the role does not allow the person to use his competence.

it also satisfies others in the organization.A person who occupies a role. 2) Proactivity. 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. If he feels that the role does not allow any time or opportunity to be creative. . responds to the various expectations that people in the organization have from that role. it is detrimental towards a high role efficacy. but proactivity contributes much more to efficacy. if he is also expected to take initiative in starting some activity. the efficacy will be low. The more the role a person occupies provides an opportunity for the use of such special strengths. Reactive behavior helps a person in being effective to some extent. On the other hand if there is a distance between the self and the role.ASPECTS OF ROLE EFFICACY Role efficacy has several aspects. Our special strengths are used in the role so that it may be possible for us to demonstrate how effective we can be. technical training. This is called self-role integration. If a person perceives that he has to perform only routine tasks. These aspects can be classified into three groups or dimensionsDimension 1: Role Making 1) Self-Role Integration. An opportunity to try new and unconventional ways of solving problems or an opportunity to be creative is equally important. role efficacy is likely to be low. the efficacy is bound to be low. the efficacy will be higher. While this certainly gives him satisfaction. Integration contributes to high role efficacy. 3) Creativity. However. 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. special skills. the higher the efficacy is likely to be.Every person has his strengths experience.It is not only initiative which is important for efficacy. and some unique contribution that he may be able to make.

finding solutions. talk about these problems. 2) Personal Growth. If persons occupying various roles feels that their roles are peripheral i. their role efficacy will be low. Dimension 2: Role Centering 1) Centrally. the efficacy of the various roles involved is likely to be high. his role efficacy is likely to be high. The feeling of isolation of a role reduces role efficacy. The tendency to confront problems and find relevant solutions contributes to efficacy. In many institutes of higher learning. 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.Linkages of one’s role with other roles in the organization increases efficacy. Every employee would like to feel that his role is important to the organization. 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. and search out solutions. If there is a joint effort in understanding problems. Dimension 3: Role Linking 1) Inter-role Linkage.If people in an organization avoid problems or shift the problems to the others.If a person occupying a particular role in organization feels that the role he occupies is central in the organization. The main factor behind this is the lack of opportunity for them to grow systematically in their roles.If a person feels that he is stagnating in a role without any opportunity to grow he is likely to have a low role efficacy. the roles of the staff pose problems of low efficacy. not very important.3) Confrontation. . When people facing inter-personal problems sit down. their potential effectiveness will be low.e.

4) Super ordination. Roles in which people feel that what they are doing is helpful to the organization in which they work.If persons performing a particular role feel that they can get help from some source in the organization whenever the need arises. role efficacy will be low. if there is a feeling that no help is forthcoming when asked for. they are likely to have higher role efficacy. the role efficacy is likely to be low. But if a person feels that he does not get an opportunity to be of help to a larger group.When a person performing a particular role feel that what he does is likely to be of value to a larger group. On the other hand. . his efficacy is likely to be high. result in role efficacy.2) Helping Relationship. or that the respondents are hostile.

There are two statements for each dimension of role efficacy and the same scoring pattern is followed. 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. . These three alternatives are pre-weighted. A respondent marks one statement in each triad which describes his role most accurately. When a person writes such an essay.MEASURING ROLE EFFICACY In order to determine how much role efficacy a person has. The various materials that can be used to measured role efficacy are1) WRITING THE ESSAY The best method of measuring role efficacy is the EMR. he projects his perceptions about the role and provides enough material from which role efficacy can be measured. +1. The role occupant may be asked to write an essay of about 500 words on his role which is then analyzed for role efficacy. 2) SCORING ESSAYS The essays can be scored either by the one who writes the essay or by an expert. or -1. the strengths of the 10 aspects of role efficacy need to be measured. score of 1 when that aspect is present to some extent. if that particular aspect is present. Each aspect can be given one of the three scores: +2. After trying out various ways of scoring. It gives a high pay-off especially in programmes of increasing role efficacy. -1 if the negative side of the aspect is shown. this was the method decided upon: give a score of 2 on each aspect.

It ranges from 0 to 100. 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. it gets spontaneous responses. Interview has an advantage. To find out the REI. A high REI indicates that the respondent perceives that he has a great deal of opportunity to be effective in the role. having contrasting adjectives at each of the two ends.4) INTERVIEW An unstructured interview with a role occupant to know his perceptions about the role can help collect data for scoring role efficacy. Role Essay & Interview: Total Score+ 10 * 100 30 Role Efficacy Scale: Total Score + 20 * 100 60 Role Efficacy Differential: Total Score-10 * 100 80 . 6) ROLE EFFICACY DIFFERENTIAL (RED) Semantic differential scale can also be used to measure role efficacy. 7) ROLE EFFICAC INDEX Role efficacy Index represents the percentage of role effectiveness of a respondent in an organization. scores on all the 10 aspects of role efficacy may be totaled and then the relevant formula can be used. with 7-point or 9-point scales in between. and necessary probes can be made to find out more about the various dimensions. These scales are bipolar.


Relationship between role efficacy and managerial behavior was found by a re-analysis of data on 500 managers compiled by Sen. Role efficacy has been reported to have high and positive correlation with the internal locus of control. Sen (1982) reported negative and significant correlations between role efficacy and the eight role stresses all significant at 0. 3.REVIEW OF LITERATURE 1. indicating that persons with a high role efficacy use less defensive mechanism in their interpersonal transactions. two at 0. two were significant at 0. Analysis of data of about 500 bank employees by Sen revealed positive and significant correlation between role efficacy and externality of all kinds.05 level. and others at 0. 7. . Surti (1983) found all the correlations negative and significant for working women. The results of canonical analysis suggested that individual’s role making behavior was greatly affected by the degree of tension experienced on the job. Shingala found negative correlation between role efficacy and defensiveness in a group of 75 engineers and managers in an engineering firm. Deo found role efficacy as a predictor of role anxiety. 6. However.01 level. 5. 4. 2. However.05 level. he did not find any correlation between role efficacy and inter-role distance.001 levels for bank employees. Sayeed has reported negative correlation between works related tension and the overall efficacy measure.

10. ********** . 9. Sen & Surti found a positive and highly significant correlation between role efficacy and age. Surti reported positive correlations of role efficacy with control climate and dependency climate and negative correlations with extensions climate in working women. 11. with the number of children. 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. the children’s ages. Positive correlation of role efficacy and age with length of service. 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.8.


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. systems and technology. 3) ORGANIZATION ANALYSIS AND DESIGN Organization design is more than just structure – it is the integration of structure. such as mergers. processes. In other cases. and by leveraging their extensive normative database. and corporate restructuring. the performance criteria. changes in strategy. we are brought in to help executive teams manage through major events. In many cases. . 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. we are engaged by senior leadership frustrated by weak accountability. people. We work with clients to design and implement organizations that deliver strategic vision and business results. culture. politics and turf wars that persist within their organizations. 2) STRATEGY ALIGNMENT We facilitate executive teams to help them agree collectively on the most important elements of their strategy. helps them understand the implication of these views. and the consequences for performance that falls below expectations.

roles. and to give job holders the greatest opportunity to succeed. 5) ROLE CLARITY We help organizations to create a clear line-of-sight between business objectives and the roles required to deliver results.4) ACCOUNTABILITY ASSESSMENT We assess the existing organizational structures. . and business processes to identify potential problems resulting from interrelationships of accountabilities--a common source of frustration -.and develop solutions to overcome these issues. we redesign jobs to eliminate redundancies or voids in accountability. When needed.

an internal team will implement the plan. Ideally.g. success / performance measurements. A complex process of consensus building. development and performance of professionals is a critical element of successful strategy implementation. Development of a comprehensive model is only the first step. and. within the team and the manner in which they interface with other functions (e. credit and other product specialists) outside the team and with external parties such as clients.ROLE CLARITY & APPLICATION BUSINESS PRACTICE IMPLEMENTATION Optimizing the selection. “Role clarity is a foundational step for implementing strategy. building learning and development programs and competing successfully in today’s environment”. management and assessment. knowledge and skill requirements. behavioral expectations. A comprehensive model contains the essential elements of: • • • • business practices. Detailed models that go far beyond the usual job description need to exist for each function. Role clarification must address all of the following questions: • What are the roles and responsibilities of the functions. For optimal performance. partners and advisors? . communication and coaching is required to ensure effective implementation. the model needs to be internalized and “owned” by line managers and professionals. These factors must be addressed with a degree of specificity that allows them to be a sound basis for action.

external referral sources.: developed. How will we communicate this information to the affected individuals. both objective and subjective.• What internal roles intersect with the each other.)? • What knowledge and skills are required in each position? • What measures. business units and the entire organization? 2. can be examined to gauge success and interim progress? After answering the above questions. etc. organizations need to address the following two questions: 1.e. 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. 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. What manner of understanding and implementation? conveyance ensures buy-in and leads to efficient and effective . MIS.: administrative.e. 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 implemented? and managerial practices should be • What support is required in new/changed roles (i.

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. businesses can integrate into their processes.SPP works with clients to design and facilitate such an approach and ensure that the internal team has the necessary skills. providing feedback and advice to executives and line managers. Clarity has helped to establish global consistency. . perspective and support necessary for successful implementation of strategy. To competitively develop and deliver their products or services. advice on the creation of appropriate business practices. Implementation must be designed in a comprehensive fashion. and ensures that elements of the desired operating style and performance benchmarks are clearly modeled. an organization optimizes individual insight and creativity for the benefit of the company. Using Clarity. businesses today must build expertise and learning methods into their key processes. Auditing the effectiveness of execution across the organization is critical to developing a consistent and unified operating style. rigorously managed and monitored. understood and implemented. SPP provides insight into industry and best practices. In companies worldwide. SPP evaluates the effectiveness of implementation on an ongoing basis. By doing this. the expertise and learning required for success. build consensus. and ensuring optimal teamwork and individual performance. Based on comprehensive industry experience. and improve critical decision making.

More frequently.Occasionally. 2) A comprehensive implementation program. • Modified business strategies. • Desired efficiency gains. teamwork and flexibility. and • Greater reliance on specialist functions or ‘centers of excellence.’ Changes of magnitude and consequence cannot be implemented haphazardly or sporadically. • Desired results are being achieved. 3) A appropriate measures and milestones: • monitored and managed on an ongoing basis. and • A strong focus on communication. . it is appropriate to modify and re-focus specific business practices. • A ‘pilot’ to test the viability of the solution. • Increased emphasis on ‘client solutions’ (relative to ‘selling products’). in order to accurately define the issue and degree of change required. • Necessary performance improvements. including: • Objectives clearly defined by senior management • Involvement of management and professionals responsible for implementation. as well as obtain necessary ‘buy-in’ to the outcome. Successful implementation requires several critical ingredients: 1) A detailed definition process. identify unanticipated challenges and refine the solution – and also gain credibility for the proposed solution. a full-scale redesign of the business model may be dictated. emphasizing: • Active involvement of all functions that will be affected. Forces driving such changes include: • Business reorganizations or realignments. • ensure implementation is proceeding according to plan.

which ensure that the critical people issues are addressed in alignment with your integration strategy. SPP provides solutions that enable organizations to address these issues within the critical early stages of the integration period. Creating accuracy ARP workshops deliver: .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. The following table provides details on SPP’s solutions. SPP Solution Leading and Driving Change Deliverables • Creation of “Integration rules of engagement” • Communication structures and strategies • Interpretation and advice of the application of key research Tapping into the • Research to create clarity around the Organization’s issues driving and resisting rapidly Dynamics integration. 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. 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.

• 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. who needs what from whom • Action plans setting milestones and measurements for the early stage and after.of role perception Executive Development • 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. • Increase and enhance line manager’s skills to influence change/transformation. Change Agent Development . • 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.

• Strategic linkages with other functions. and the important knowledge connections between people. It clearly provides the context and direction for individuals to understand how they can work smarter. Clarity provides a way for people to understand what they need to know. • The barriers to getting work done today. 4) Clarity identifies the skills necessary to perform successfully. • Critical knowledge gaps in the process. And.WHY CLARITY? 1) Exactly how people do their jobs is often not visible to an organization. living tool. • The identification and location of critical tools and templates that support the process. 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. process and context for knowledge. During the session Clarity knowledge maps illustrate: • A cross-organizational view of how knowledge flows through the core work process. while Clarity may have implications for work process design. where to access that knowledge and why it is important to their work. • Skills relevant to accomplishing individual jobs and how these skills are developed. it is not intended to analyze or redesign business processes. Through the process of knowledge mapping. . the responsibilities for knowledge sharing. Clarity continues to strengthen the organization long after the mapping sessions by providing the critical structure. 2) Clarity simulates work so it is used to clarify a process or dry run a new process. 3) A dynamic.

3)PARTICIPANTS In addition to SMs. the Sponsor will work with the Facilitator and Subject Mentors to distill the key findings and opportunities from the mapping process. 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. NEXT STEPS AFTER CLARITY SESSION Once the Clarity session has been completed. Their role is to actively participate in the session. assists in analyzing the outcomes and leads the effort to implement required changes. . An action plan will be developed. contribute during the session and work with the Sponsor after the session to analyze the outcomes. The Sponsor establishes and communicates the objectives of the Clarity session and is responsible for championing the Clarity process. a Clarity session requires an organizational cross section of as well as participants with varying levels of experience. The Sponsor participates during the session.CLARITY ROLES & RESPONSIBILITIES 1)SPONSOR The Sponsor is the executive or manager accountable for the success of the work process being mapped. Their role is to participate in interviews. They give input prior to the session on the focus and scope of the Clarity session and help develop the framework to be used.

************ . there are certain critical success factors that must be in place for the Clarity process to work. • A high-level work process to serve as the knowledge map framework. • Cross-functional and multi-level participation. Clarity can turn your company insight…out. • Clear and focused intent / objectives for the Clarity session. Worldwide. The key success factors are: • Strong sponsorship from the executive or manager to provide context. • The creation of an action plan based on the outcomes from the Clarity session. focus and support. By uncovering where the knowledge resides in core work processes and how to best access it for increased competitiveness.WHAT ARE THE CLARITY SUCCESS FACTORS As with any process. Clarity has proven a valuable tool in the creation and leveraging of corporate knowledge.


.0797).204) which is significant at 90% confidence level ( p = 0. (2-tailed) RC RE N RC RE RE 1 0.FINDINGS TABLE 1: CORELATION B/W ROLE EFFICACY AND ROLE CLARITY Correlations RC Pearson CorrelationRC RE Sig. This indcates that role efficacy increases if there is role clarity in organization.20365 0. 75 75 75 75 There is positive correlation between Role Efficacy and Role Clarity of employees ( r = 0.079696 0. 0.20365 1 .079696.

033526 1 0. .TABLE 2: CORELATION B/W ROLE EFFICACY AND AGE Correlation RE Pearson Correlation Sig. (2-tailed) N RE AGE RE AGE RE AGE AGE 1 0.775223 75 75 75 75 The correlation between Role Efficacy and age of employee in the organization is 0.03353 which is not significant at any level.033526 0.775223 0.

126847 1 .27816. . 0. (2-tailed) EXPERIEN RE N EXPERIEN RE EXPERIEN RE 1 0.TABLE 3: CORELATION B/W ROLE EFFICACY AND EXPERIENCE Correlations Pearson CorrelationEXPERIEN RE Sig.126847 0. 75 75 75 75 There is no correlation between Role Efficacy and experience of employees in an organization.27816 0.

22446 EDUCATIO -0.052867.052867 EDUCATIO 0. N RE 75 75 EDUCATIO 75 75 RE There is negative correlation between Role Efficacy and education of employees in an organization.TABLE 4: CORELATION B/W ROLE EFFICACY AND EDUCATION Correlations EDUCATIO Pearson CorrelationRE 1 -0.22446 1 Sig. 0. . (2-tailed) RE .

189882. 0.15305 1 . (2-tailed) RC AGE N RC AGE AGE 1 0. .189882 0. 75 75 75 75 There is no correlation between Role Clarity and age of employees in an organization.TABLE 5: CORELATION B/W ROLE CLARITY AND AGE Correlations RC Pearson CorrelationRC AGE Sig.15305 0.

TABLE 6: CORELATION B/W ROLE CLARITY AND EXPERIENCE Correlations RC Pearson Correlation RC EXPERIEN Sig.05 level (2-tailed). . (2-tailed) RC EXPERIEN N RC EXPERIEN Correlation is significant at * the 0.041275.041275 75 75 There is positive correlation between Role Clarity and experience of employees in an organization.236267 . 1 0.236267 1 0. 75 75 EXPERIEN 0. 0.

(2-tailed) EDUCATIO RC N EDUCATIO RC EDUCATIO RC 1 0.584457.064161 1 .064161 0.584457 0. . 0.TABLE 7: CORELATION B/W ROLE CLARITY AND EDUCATION Correlations Pearson CorrelationEDUCATIO RC Sig. 75 75 75 75 There is no correlation between Role Clarity and education of employees in an organization.


within realistic limits. 15.Acquire knowledge relevant to the problem before attending the discussion. Change the role. to utilize your strengths. 17. Prepare a balance sheet of personal assets and liabilities. 12. 9. Become aware of others expectations. Take initiatives in giving ideas at meetings to which you are invited.Take initiatives when there is appropriate opportunity to explain your understanding of your role. Plan our activities well in advance. .Listen to others grievances and problems. Request. 5.Think of innovations which would influence your role.Search areas in which you feel proud of doing something. 6. 14. Increase the receptivity/eagerness to know about yourself. 7. 8. 11.Identify the areas in which coordination is needed. 19. 2.SUGGESTIONS FOR INCREASING ROLE EFFICACY & ROLE CLARITY WHAT YOU CAN DO FOR YOUR OWN ROLE1. 22. 18.Clarify a problem or its symptoms. 21. 20.Work hard and be effective. encourage and get feedback from others.Keep up communication with other roles/ departments. 4. 10.Study a problem thoroughly before taking a decision.Understand the basic contribution made by your role to the organizational objectives.Provide feedback to others. Always try new ways and means of doing things. 3.Understand the role thoroughly through various sources. Maintain & review the past records. 16. 13.

Communicate the importance of the role as perceived in others. and encourage them to ask for your help when they need it. 17. respect their views. Create a climate which encourages people to generate ideas without fear of being criticized. Encourage our employees to give ideas to solve the problems. and use these wherever possible. Minimize supervision of employees.Be willing to accept mistakes. Listen to the employees. 14.WHAT YOU SUPERVISE- CAN DO FOR THE ROLES YOU 1. Arrange for employees to visit other organizations. 13. 7. 12. .Encourage subordinates to solve problems and report to you.Encourage employees to bring forth the problem. 10. Appreciate and use new ideas given by the employees.Do not snub the employees for their shortcomings but cooperate to improve them. 8. 15.Delegate enough authority. Work with the employees in redesigning their roles whereby their strengths can be utilized. Encourage and reward suggestions to solve problems. 9. 2. 4. Take the employees into confidence while confronting a problem. 5. 3. 6. 16.Give increasingly difficult and challenging responsibilities. 11.Transmit the good ideas of employees to higher management.

associations and journals. Provide special facilities to employees to pursue their lines of interest/specialization. allotting roles according to knowledge and skills. Include initiatives in the performance appraisal form. ********** . 14. 8. 5. 3. support the concerned employees through its implementation and do not back out. Prepare schemes motivating the employees to bridge the inadequacies of job skills.Support personnel in all their actions. 15. 9. suggestions for productivity.Do not label jobs in the order of importance. taking into consideration the existing skills of the perspective role occupants. 7. 6.Encourage employees to contribute to professional meetings. 10. 4. Develop a good placement programme.Introduce supervisory training which helps them to support rather police their employees. Allow change. 12. At the time of job allocation.Review delegation of authority from time to time to provide more powers at all levels of the organization. Introduce a programme for role definition and clarity in which the role occupants also participate in defining their roles. 13. within the rules. Develop schemes of rewarding innovations. design a job. 11. 2.WHAT THE ORGANIZATION CAN DO1. Include creativity as an attribute to be rated in the performance appraisal form.Once a decision has been taken.


. Organization………………………….Department……………………. or c) that most accurately describes your own experience in your above organizational role.. 4) _____ a) I am doing usual.. I feel peripheral. 1) _____ a) My role is very important in this organization. Sex…………………………………….Age……………………………. _____ c) I have no time for creative work in my role. Please fill up the following information:Name…………………………………. b. _____ b) My training& knowledge are not used in my present role _____ c) I am able to use my knowledge & training very well here. _____ c)Very little importance is given to my role in this org. 3) _____ a) I have little freedom in my role. Directions: In each of the following sets of three statements. _____ b) I am doing useful and fairly important work. _____ c) I can take initiative and act on my own in my role...QUESTIONNAIRE PART A WHAT IS YOUR PRIMARY ROLE/DUTY IN THE ORGANISATION? ____________________________________________________________________.Education……………………… Designation…………………………. 2) _____ a) My training & expertise are not fully utilized in my present role.. check ( ) the one (a. You must choose only one statement in each set. routine work in my role.. I am only an errand boy _____ b) I operate according to the directions given to me. I feel central here....Experience in years)…………. _____ b) In my role I am able to use my creativity and do something new. .

_____ c) I feels I am peripheral in this organization.5) _____ a) No one in the organization responds to my ideas and suggestions. 11) _____ a) I feel quite central in the organization. 6) _____ a) When I need some help. 9) _____ a) Some of what I do contribute to my learning. _____ b) I enjoy my role very much. _____ b) I have no power here. 13) _____ a) I have little freedom in my role. _____ b) I work in close collaborations with some other colleagues _____ c) I am alone and have almost no one to consult in my role. _____ b) Whenever I have a problem. _____ c) I enjoy some parts of my role and not others. _____ b) I think I am doing fairly important work. 10) _____ a) I dislike being bothered with problems. 12) _____ a) I do not enjoy my role. I help in finding a solution. _____ b)When a subordinate brings a problem to me. 8) _____ a) I contribute to some decisions. _____ b) I am slowly forgetting all that I learned (my professional knowledge). _____ c) I have tremendous opportunities for professional growth in my life. . 6) _____ a) I regret that I do not have opportunity to contribute to society in my role. _____ c) I have enough freedom in my role. or society. others help me. _____ c) I have the opportunity to have some effect on the larger society in my role. none is available. _____ c) My advice is accepted by my seniors. _____ b) I have a great deal of freedom in my role. _____ c) I get very hostile responses when I ask for help. _____ b) What I am doing in my role is likely to help other org.

16) _____ a) Hostility rather the cooperation is evident here. _____ b) I am able to serve the larger part of the society in my role. . 18) _____ a) I am able to influence relevant decisions. 17) _____ a) I am able to contribute to the company in my role. _____ b) I am able to be innovative in my role. _____ c) People operate more in isolation here. _____ c) I wish I could do some useful work in my role. _____ b) I dislike being bothered with interpersonal conflict. _____ c) I am involved in routine or unrelated activities and have learned nothing. 20)_____ a)When people bring problem to me. _____ b) I learn a few new things in my role.14) _____ a) I do a good job according to a pre-decided schedule. 19) _____ a) I learn a great deal in my role. _____ c) I do not work in any committees. 15) _____ a) Others in the organization see my role as significant to their work. _____ c) I have no opportunity to be innovative or do something creative. _____ b) I am sometimes consulted on important matters. I tend to ask them to work it out themselves. _____ b) I experience enough mutual here. _____ c) I cannot make any independent decisions. _____ c) I enjoy solving problems related to my work. _____ b) I am a member of a task force or a committee.

9. 12. NO. 8. Resources (personnel and others) available to you. to take action) of your role. by writing any one number (1. 13. 2. Quite Fairly Clear Clear 5 4 Clear 3 Unclear 2 Little Clear 1 TABLE 1 . (iv)Write 2 – for unclear. Authority (financial) of your role. Non financial authority (e. Sr.g. Promotional policy and procedures. Reporting relationship (whom do you report to on your work). (v) Write 1– for very little clarity. 10. 4. What your juniors expect from your role. 7. 4. 15.PART B In your organizational role you need clarity on various dimensions. For each item indicate how clear you are.e. Reporting relationship with juniors (who all report to you on their work). relations with people for professional purposes. 6. 14. (ii)Write 4 –for fairly clear. 5) according to following key: (i) Write 5 – for quite clear. 2. Appraisal system to assess how well you perform in your role. Reward system for good/effective work. 3. 3.. ITEMS What your senior officer expect from you (what they expect you to perform). 5. What your colleagues & peers expect from your role. Priorities in your role tasks. Staff relationship. 11. i. 1. Resources (financial) available for completing your tasks. regulations and procedures relevant for your role. Rules. (iii)Write 3–for clear.

288367 0. (2-tailed) RC RE N RC RE RE 1 0.104869.18874 -0.123315 1 . 0. (2-tailed) RE AGE N RE AGE AGE 1 0. 75 75 75 75 TABLE 2 Correlations RE Pearson CorrelationRE AGE Sig.123315 0.29187 0. 75 75 75 75 TABLE 3 Correlations RE Pearson CorrelationRE EDU Sig.18874 1 . 0.Correlations RC Pearson CorrelationRC RE Sig. (2-tailed) RE EDU N RE EDU EDU 1 -0.124207 1 .124207 0.29187. 0.104869 0. 75 75 75 75 TABLE 4 Correlations RE EXP .288367.

082685 0. 75 75 75 75 TABLE 5 Correlations RC Pearson CorrelationRC AGE Sig. 75 75 75 75 BIBLIOGRAPHY . (2-tailed) RC EXP N RC EXP EXP 1 -0. 75 75 75 75 TABLE 6 Correlations RC Pearson CorrelationRC EDU Sig.082685 1 .06632 -0.21458 -0. 0.2053 -0.48065.06632 1 .48065 0.077233. 0. 75 75 75 75 TABLE 7 Correlations RC Pearson CorrelationRC EXP Sig.57184.57184 0. (2-tailed) RC AGE N RC AGE AGE 1 -0.Pearson CorrelationRE EXP Sig.064495. (2-tailed) RC EDU N RC EDU EDU 1 -0. 0.2053 1 .077233 0.064495 0. (2-tailed) RE EXP N RE EXP 1 0. 0.21458 1 .


Master your semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master your semester with Scribd & The New York Times

Cancel anytime.