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Summer Training Project Report On EMPLOYEE SATISFACTION in IOC

Submitted in Partial Fulfillment for the Award of the Degree of Master of Business Administration 20011-2013

Under the guidance of: Ms.Rashi (GUIDE)

Submitted By: Deepika Rana 07719103911

GITARATTAN INTERNATIONAL BUSINESS SCHOOL Affiliated to Guru Gobind Singh Indraprastha University, Delhi

EXECUTIVE SUMMARY

Job satisfaction is a workers sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for ones efforts. Job satisfaction further implies enthusiasm and happiness with ones work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfilment. Positive and favourable attitudes towards the job indicate job satisfaction. Negative and unfavourable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006). Beginning in 1959 as Indian Oil Company Ltd., Indian Oil Corporation Ltd. was formed in 1964 with the merger of Indian Refineries Ltd. (established 1958). Indian Oil and its subsidiaries account for 49% petroleum products market share, 40.4% refining capacity and 69% downstream sector pipelines capacity in India.

CHAPTER 1 INTRODUCTION
RESEARCH OBJECTIVES
The main objective of the research is to get exposure in the environment of a PSU and get the information through the primary and secondary data. All other objectives of the study are as follows: To determine the level of job satisfaction of the employees of IOC. To study the various factors which influence job satisfaction. To study the relationship between the personal factors of the employee (Income, educational

qualification,age,gender.etc.) with satisfaction level. To offer suggestions to IOC to improve their employee's satisfactory level. To help the management of the company to know about the actions to be taken to increase the level of satisfaction

of the employees. To determine the level of satisfaction of employees on the policies of training and development and performance

appraisal in IOC. To determine the working conditions of IOC are well enough.

SCOPE OF THE RESEARCH


The scope of the study extends from lower hierarchical level (workers), middle hierarchical level (supervisors) to upper hierarchical level (Managers) of the company, so it is a comprehensive study.

EMPLOYEE SATISFACTION
Employee satisfaction/Job satisfaction refers to a person's feeling of satisfaction on the job, which acts as a Motivation to work. It is not the self satisfaction, happiness or self contentment but the satisfaction on the job. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling-state accompanying the attainment of any goal; the end-state is feeling accompanying the attainment by an impulse of its objectives. Job satisfaction does mean absence of motivation at work. Research workers differently described the factors contributing to job satisfaction and job dissatisfaction.

Hoppock describes job satisfaction as, "Any combination of psychological, physiological and environmental circumstances that cause any person truthfully to say I am satisfied with my job". The term "job satisfaction" refers to an employee's general attitudes toward his job. Locke defines job satisfaction as a "Pleasurable or positive emotional state resulting from the appraisal of one's job or job experience", to the extent that person's job fulfill his dominant need and is consistent with his expectations and values.

Smith Kendall and Hulin have suggested that there are five job dimensions that represent the most important characteristics of a job about which people have affective responses, these are: The work itself: The extent to which the job provides the individual with the interesting task, opportunities for learning and the chance of accept responsibility. Pay: The amount of financial remuneration that is received and the degree to which this is viewed as equitable vis-avis that of others in the organization.

Promotion opportunities: The chance for advancement in the hierarchy. Supervision: The ability is on the supervision to provide technical assistance and behavioral support.

Co-workers: The degree to which follow workers are technically proficient and socially supportive.

However, a comprehensive approach requires that may additional factors be included before a complete understanding of job satisfaction can be obtained. Such factors as the Employees are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-contribute ultimately to job satisfaction.

DETERMINANTS OF JOB SATISFACTION

According to Abraham A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are: 1. Organizational variables, and 2. Personal variables.

ORGANIZATIONAL VARIABLES 1. Occupational Level The higher the level of the job the greater the satisfaction of the individuals. This is because of higher levels of job carry greater prestige and self control.

2. Job Content

Greater the variation in job content and the less the repetitiveness with which the tasks must be performed, the greater the satisfaction of the individuals involved.

3. Considerate Leadership People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership.

1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards-intrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in these factors does not hep to increase productivity though these factors increase job satisfaction.

2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the management's expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance.

However, it does not mean that the job satisfaction has no impact o productivity. A satisfied worker may not necessarily lead to increased productivity but a dis-satisfied worker leads to lower productivity.

Absenteeism Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a 'lack of will to work' and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.

Employee Turnover Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism.

If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad.

BENEFITS of EMPLOYEE SATISFACTION

Identify Problems - Surveys are can be very effective in identify problems areas before they become serious, especially those that are hidden from senior management. Working Environment - From something small like a broken chair to the more serious problem of sick building syndrome that can result in personnel experiencing headaches; eye, nose, and throat irritation; a dry cough; dry or itchy skin; dizziness and nausea; and difficulty in concentrating. Surveys allow environmental problems to be identified in a measured and controlled manner.

Remuneration & Benefits - Measure and monitor how satisfied personnel are with their remuneration and benefits. Mood and Moral - Provides a simple but effective method to measure and monitor the mood and moral of an organization. Training - Lack of proper training is a common cause of dissatisfaction among employees and can lead to more serious problems such as stress. Communication - For an organization to run efficiently good internal and external communications are essential, surveys can provide a method to help organizations to monitor and measure how well an organization communicates. Goals and Objectives - Surveys can measure and monitor the extent that the personnel are aligned with the senior management's business goals and objectives. Keeping the Initiative - It is always better for management to ask than be told. By conducting regular employee surveys management are able to keep the initiative in trying to identify problems that may otherwise manifest into demands. . COMMON MISTAKES IN EMPLOYEE SATISFACTION

Asking detailed demographic information. Respondents realize that you can triangulate answers to different questions to identify them. How many employees are male, over 40, with 15 years of service, in Houston? Ask only a few key demographic questions.

Trying to cover all aspects of being an employee in one survey. Be focused: are you exploring benefits or ways to improve how the customer is being served? Narrow and deep is often better than wide and shallow.

Asking employees about things you cannot fix. Do you really want to ask if they get enough vacation time? Or if they want 401K matching?

Failing to get enough completed responses to have representative results. Since early respondents in employee-satisfaction surveys tend to be on the extremes (very satisfied or very dissatisfied), broad participation is crucial if your data is to be representative. Make sure you get enough completes for your recommended sample size.

Not sharing the results. The more negative the results, the more important to share them. Of course, when sharing the results, make sure to communicate what your management team has identified as the top priorities for improving employee loyalty.

CHAPTER 2 LITERATURE REVIEW

A good literature review gives only the relevant details, findings and feelings of the researcher comprehensively otherwise the reader lose the interest & attention. Here Comprehensiveness does not mean that you should mention every research report, article or paper that has ever been published on your subject. Concentrate on the most widely cited authors and the most significant findings. No Wastage of efforts.

A literature review ensures that you are at least familiar with the body of research in your field before starting your own investigations. Writing a literature review also provides practice in critical thinking. Once you have applied critical thinking skills to the findings of past researchers, you are in a better position to apply these same skills to your own work This section examines the literature regarding theories and models used to explain the determinants of job satisfaction. There are two broad categories to classify job satisfaction theories, that is, process and content theories. Content theories are predominantly concerned with the identification of specific needs or motives most conducive to job satisfaction. The Maslows Need Hierarchy and Herzbergs Two-Factor theory are examples of content theories. Process theories go further than identifying basic needs that motivate people. They focus on the individuals dynamic thought processes and how they produce certain types of behavior/attitudes. Equity Theory, Need-Fulfillment Theory, Social Comparison Theory, Facet-Satisfaction Model, Job Characteristics Model. To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction were different from that causing job Mayo & Hawthorne study dissatisfaction. He developed the

motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfier hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction. He describes that factors leads to job satisfaction are Achievement, Recognition, Work itself, Responsibility, Advancement and Growth and the factors which leads to dissatisfaction are Company policy, Supervision, Relationship with Boss, Work conditions, Salary, Relationship with co workers Herzberg argued that management not only must provide hygiene factors to avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order for employees to be satisfied with their jobs. The two-factor result is observed because it is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors. Furthermore, job satisfaction does not necessarily create a high level of motivation or productivity. Herzberg's theory has been broadly read and despite its weaknesses. True motivation comes from within a person and not from KITA factors (Kicks in the Pants). Maslow suggested that there exists a hierarchy of human needs,commencing with physiological needs then safety, social, esteem and at last self actualization need. He says that these needs must be satisfied in the order listed. Maslow's theory says, there are some important implications for management. There are opportunities to motivate 4- Frederick Herzberg 1959 employees and provide them job satisfaction through management style, job design, company events, and compensation packages. Physiological needs provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety needs provide a safe working environment, retirement benefits, and job security. Social needs create a sense of community via team-based projects and social events. Esteem needs recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the

position. Self-Actualization provides employees a challenge and the opportunity to reach their full career potential.6

Maslow Hierarchy of Need Maslow suggested that there exists a hierarchy of human needs, commencing with physiological needs then safety, social, esteem and at last self actualization need. Maslow says that these needs must be satisfied in the order listed. According to theory, there are some important implications for management. There are opportunities to motivate employees and provide them job satisfaction through management style, job design, company events, and compensation packages. Physiological needs provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety needs provide a safe working environment, retirement benefits, and job security. Social needs create a sense of community via team-based projects and social events. Esteem needs recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position. Self-Actualization provides employees a challenge and the opportunity to reach their full career potential. Herzberg's Motivation - Hygiene Theory (Two Factor Theory) To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction were different from that causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.

CHAPTER-3 PROFILE OF IOC

INDIAN OIL CORPORATION LIMITED


HISTORY OF IOCL: Incorporated as Indian Oil Company Ltd. on 30th June, 1959, it was renamed as Indian Oil Corporation Ltd. on 1st September, 1964 following the merger of Indian Refineries Ltd. (established 1958) with Indian Oil Company. Indian Oil Corporation Limited is the largest oil company and is the largest company in terms of revenue. As the name suggests its interests are in India's sector. It is involved in the refining and retailing of petroleum products. IndianOil and its subsidiaries account for approximately 48% petroleum products market share, 34% national refining capacity and 71% downstream sector pipelines capacity in India. OVERVIEW OF THE CORPORATION: Indias flagship national oil company and downstream petroleum major, Indian Oil Corporation Ltd. Indian Oil Corporation is an Indian public-sector petroleum company. Indian Oil operates the largest and the widest network of fuel stations in the country, numbering about 17606 (15557 regular ROs & 2049 Kissan Sewa Kendra). It has also started Auto LPG Dispensing Stations (ALDS). It reaches Indane cooking gas to over 47.5 million households through a network of 4,990 Indian distributors. In addition, Indian Oil's Research and Development Center (R&D) at Faridabad supports, develops and provides the necessary technology solutions to the operating divisions of the corporation and its customers within the country and abroad. Subsequently, IndianOil Technologies Limited a wholly owned subsidiary, was set up in 2003, with a vision to market the technologies developed at IndianOil's Research and Development Center. It has been modeled on the R&D marketing arms of Royal Dutch Shell and British Petroleum. Indian Oil Corporation Limited (IndianOil) owns and operates a network of crude oil and petroleum product pipeline in India. IndianOil is also the highest ranked Indian company in

the prestigious Fortune 'Global 500' listing, having moved up 11 places to the 105th position in 2009 from 116th position in 2008.

SALIENT FEATURES OF IOCL: The following are the salient features of IOCL: It is the 21st largest petroleum company in the world. Indian Oil is the highest ranked Indian company in the Fortune 'Global 500' list of The Indian Oil Group of companies owns and operates 10 of India's 20 refineries. IOCL owns and operates the widest and the largest network of petrol & diesel It has a network of 4,856 Indane distributors for the distribution of Indane Gas to its IOCL also has a wholly owned subsidiary, IndianOil Technologies Ltd. It is also a leading distributor of natural gas in India

companies.

stations in the country (more than 15000). domestic customers.

IOCLs success story can be attributed to four factors: clear vision, effective management, keeping track of changing technology, and effectively imbibing information technology in its operations.

VISION OF THE CORPORATION:

A MAJOR,

DIVERSIFIED, TRANSNATIONAL, INTEGRATED ENERGY COMPANY, STRONG ENVIRONMENT CONSCIENCE,


PLAYING A

WITH

NATIONAL
IN

LEADERSHIP AND A

NATIONAL ROLE

OIL

SECURITY & PUBLIC DISTRIBUTION.

CORE VALUES OF THE CORPORATION: Indeed IOCL having own core value to prove the expatiation for achieving best recognition in the market. Care Stands for * Concern * Empathy * Understanding * Co-operation * Empowerment Innovation Stands for * Creativity * Ability to learn * Flexibility * Change Passion Stands for * Commitment * Dedication * Pride * Inspiration * Ownership * Zeal & Zest Trust Stands for * Delivered promises * Reliability * Dependability

* Integrity * Truthfulness * Transparency

MISSION OF THE CORPORATION: To achieve international standards of excellence in all aspects of energy and diversified business with focus on customer delight through value of products, services, and cost reduction. To maximize creation of wealth, value and satisfaction for the stakeholders. To attain leadership in developing, adopting and assimilating state of the art To provide technology and services through sustained Research and Development. To foster a culture of participation and innovation for employees growth and To cultivate high standards of business ethics and Total Quality Management for a To help enrich the quality of life of the community and preserve ecological balance

technology for competitive advantage.

contribution. strong corporate identity and brand equity. and heritage through a strong environment and conscience.

OBJECTIVES OF THE CORPORATION: serve the national interest in the oil and related sectors in accordance and consistent To with government policies.

To ensure and maintain continuous and smooth supplies of petroleum product by way of crude refining, transportation and marketing activities and to provide appropriate assistance to the consumer to conserve and use petroleum product efficiency. To earn a reasonable rate of interest on investment. To work towards the achievement of self- sufficiency in the field of oil refining and by setting up adequate capacity and to build up expertise in laying of crude and petroleum product pipeline. To create a strong R&D base in the field of oil refining and stimulate the development of new products formulations with a minimize/eliminate their import and to have next generation products. To maximize utilization of the existing facilities in order to improve efficiency and increase productivity. To optimize utilization of its existing capacity and maximize distillate yield from refining of crude oil to minimize foreign exchange outgo. To minimize fuel consumption in refineries and stock losses in marketing operation to effect energy conservation. To further enhance distribution network for providing assured service to customer throughout the country through expansion of reseller network as per marketing plan/ government approval. To avail of viable opportunities, both national and global, arising out of the Liberalization policies being pursued by the government. FINANCIAL OBJECTIVES: To ensure adequate return on the capital employed and maintain a reasonable To ensure maximum economy in expenditure. To manage and operate all facilities in an efficient manner so as to generate annual dividend on equity capital.

adequate internal resources to meet revenue cost and requirements for project investment, without budgetary support. To develop long term corporate plans to provide for adequate growth of the Corporations business.

To reduce the cost of production of petroleum products by means of systematic cost To complete all planned projects within the scheduled time and approved cost.

control measures and thereby sustain market leadership through cost competitiveness.

OBLIGATIONS TOWARDS CUSTOMERS AND DEALERS

To provide prompt, courteous and efficient service and quality products at fair and reasonable prices. TOWARDS SUPPLIERS

To ensure prompt dealings with integrity, impartiality and courtesy and promote ancillary industries. TOWARDS EMPLOYEES

Develop their capability and advancement through appropriate training and career planning. EXPEDITIOUS REDRESSAL OF GRIEVANCES

Fair dealings with recognized representatives of employees in pursuance of healthy trade union practice and sound personnel policies. TOWARDS COMMUNITY

To develop techno-economically viable and environment-friendly products for the benefit of the people. To encourage progressive indigenous manufacture of products and materials so as to substitute imports. TOWARDS DEFENSE SERVICES

To maintain adequate supplies to Defense Services during normal and emergency situations as per their requirement at different locations. NETWORK BEYOND COMPARE As the flagship national oil company in the downstream sector, Indian Oil reaches precious petroleum products to millions of people every day through a countrywide network of about 35,000 sales points. They are backed for supplies by 167 bulk storage terminals and depots, 101 aviation fuel stations and 89 Indane (LPG gas) bottling plants. About 7,335 bulk consumer pumps are also in operation for the convenience of large consumers, ensuring products and inventory at their doorstep. Indian Oil operates the largest and the widest network of petrol & diesel stations in the country, numbering over 18,278. It reaches Indane cooking gas to the doorsteps of over 53 million households in nearly 2,700 markets through a network of about 5,000 Indane distributors. Indian Oil's ISO-9002 certified Aviation Service commands over 63% market share in aviation fuel business, meeting the fuel needs of domestic and international flag carriers, private airlines and the Indian Defence Services. Technology Solutions Provider Indian Oil's world-class R&D Centre is perhaps Asia's finest. Besides pioneering work in lubricants formulation, refinery processes, pipeline transportation and alternative fuels, the Centre is also the nodal agency of the Indian hydrocarbon sector for ushering in Hydrogen fuel economy in the country. INDIA INSPIRED As a leading public sector enterprise of India, Indian Oil has successfully combined its corporate social responsibility agenda with its business offerings, meeting the energy needs of millions of people everyday across the length and breadth of the country, traversing a

diversity of cultures, difficult terrains and harsh climatic conditions. The Corporation takes pride in its continuous investments in innovative technologies and solutions for sustainable energy flow and economic growth and in developing techno-economically viable and Environment-friendly products & services for the benefit of its consumers. INDUSTRY PROFILE The Indian Petroleum industry is one of the oldest in the world, with oil being struck at Makum near Margherita in Assam in 1867 nine years after Col. Drake's discovery in Titusville. The industry has come a long way since then. For nearly fifty years after independence, the oil sector in India has seen the growth of giant national oil companies in a sheltered environment. A process of transition of the sector has begun since the midnineties, from a state of complete protection to the phase of open competition. The move was inevitable if India had to attract funds and technology from abroad into our petroleum sector. The sector in recent years has been characterized by rising consumption of oil products, declining crude production and low reserve accretion. India remains one of the least-explored countries in the world, with a well density among the lowest in the world. The years since independence have, however, seen the rapid growth of the upstream and downstream oil sectors. There has been optimal use of resources for exploration activities and increasing refining capacity as well as the creation of a vast marketing infrastructure and a pool of highly trained and skilled manpower. Indigenous crude production has risen to 35 million tonnes per year, an addition of fourteen refineries, an installed capacity of 69 million tons per year and a network of 5000 km of pipelines. But with the consumption of hydrocarbons said to increase manifold in the coming decades (155mmtpa by the end of the 10th plan) the liberalization, deregulation and reforms in the petroleum sector is essential for the health and overall growth of our economy. Exploration India remains one of the least explored regions in the world with a well density of 20 per 10000km2. Of the 26 sedimentary basins, only 6 have been explored so far. The Oil and Natural Gas Corporation (ONGC) and the Oil India Limited (OIL)- the two upstream public sector oil companies- in 1981/82 had taken their search to previously unexplored

areas. Number of wells drilled as well as the meterage increased. However current reserve accretion continues to be low.

NELP The government in order to increase exploration activity approved the New Exploration Licensing Policy (NELP) in March 1997 which would level the playing field in the upstream sector between private and public sector companies in all fiscal, financial and contractual matters. Salient features of the NELP 1) There will be no mandatory state participation through ONGC/OIL nor there did any carry interest of the government. 2) The two public sector upstream companies would compete for petroleum exploration licenses, instead of the existing system of granting of licenses on nomination basis. The public sector companies will also be able to avail of the fiscal and contract benefits available to private companies. 3) Open availability of exploration acreage to provide a continuous window of opportunity to companies. The acreages will be demarcated on grid system and pending preparation of the grid, blocks will be carved out for offer. 4) Freedom to the contractors for the marketing of crude oil and gas in the domestic market. 5) Royalty payments at the rate of 12.5% for the on land areas and 10%for the offshore. Half the royalty of the offshore area will be credited to a hydrocarbon development fund to fund and promote exploration related study and activity. 6) To encourage exploration in deep water and frontier areas royalty will be charged at half the prevailing rate for normal offshore area, for deep water areas beyond 400m bathymetry for the first seven years after commencement of commercial production. 7) Prompt action by the Ministry of Petroleum and Natural Gas to sign the PSC's for exploration blocks. The government to attract private investment in the upstream sector has conducted regular rounds of bidding, with seven of them conducted since 1991. Refining

The total installed refining capacity of the 15 refineries in the country at the end of March 1998 was 69.140 million tonnes per annum and the total is expected to go up to 131 mtpa by the year 2001/02. The expected increase in refining capacity should be sufficient to meet the growth in petroleum product demand (112 mtpa by the end of the ninth plan) with minimum level of imports. The Sub-group on refining has suggested certain financial incentives for the efficient functioning of the refining sector and enhancing private sector participation during the Ninth five year plan period. In order to increase capacity utilization of the existing refineries, 11 new crude pipelines have been proposed by the Sub-group. In addition, there is an urgent need to reduce fuel loss in refineries, which reached a level of 7.1% in 1985/86 and declining marginally to 6.1% in 1996/97. To reduce energy consumption, projects amounting to Rs 7200 million have been identified, which on implementation, will achieve a saving of 186000 tonnes per annum (tpa). Transportation The Railways handle the bulk of petroleum product movement in the country, followed by the pipeline. The use of pipelines, provide for more reliability, safety, greater capacity and efficiency in delivery of the product. There are 5000km of pipeline in the country. At present there are two crude pipelines, one belonging to OIL bringing northeastern crude to Barauni refinery and the other owned by IOC taking crude from the gulf of Kutchh to Koyali and Mathura refineries? The IOC pipeline is being extended to bring crude to their Panipat refinery. Another new pipeline is being laid from the Gulf of Kutchh to Bina to meet the crude requirements of the new joint venture refinery at the place. Pricing for Oil and Natural Gas The Administered Price Mechanism, which has been a feature of the oil industry in the last fifty years, has been phased out. The dismantling of this mechanism began on 1 April 1998 and ended in 2002. The APM was made up of a cost-plus pricing system for the producing companies, and cross- subsidization for the consumers. The Oil -Pool Account was to see to the interests of both producers and consumers. Subsidies have contributed to the severe liquidity crunch faced by the oil companies. The new package accompanying the dismantling of prices is

directed towards bringing greater transparency in subsidies, moving prices towards their real costs , sending right market signals, at the same time not throwing the small consumer to the wolves. Studies have shown, the dismantling of the APM will result in an overall wholesale price-index inflation of 1.57% in five years on a cumulative basis. The de-regulation of Natural Gas prices also began in a phased manner starting 1st October 199. The consumer price of gas at landfall points would be linked to the price of a basket of LSHS/FO prices. Domestic gas prices are to move closer towards the inter-fuel market determining pricing regime. The de-regulation of prices is to accompany those of crude oil and petroleum products, to provide a rational market- related pricing framework for end users. Key developments in the recent past 1) In November, 1997 the government approved a phased dismantling of the APM. The cost-plus formula for Indian crude oil producers, has been abolished, and so has the retention of pricing for all refineries. However, refinery gate prices of controlled products are still fixed. Custom duties on crude oil are reduced from 27 to 22%, furnace oil and naptha exports have been dechannelized and the refining sector was delicenced on June 8th 1998. 2) The Oilfields Amendment bill ,1998 was passed by the LokSabha in December of the same year. The purpose of the bill was, to increase FDI in the oil sector. 3) To cancel the oil pool deficit, the government issued special onetime government bonds. The oil companies were required to invest in these bonds issued by the RBI. 4) In January, 1999 the government under NELP, invited bidding for 48 blocks- 10 onshore, 26 shallow water and 12 deep water. The terms offered were better than the earlier rounds. A new petroleum tax guide was also put into place. 5) Promotional presentations and roadshows, in India and abroad, were organized to publicize the new terms and incentives. 6) A committee was set up under Nitish Sengupta to recommend further deregulation of the sector. The recommendations, which included suggestions on a series of mergers, strategic alliances, cross holding of equity for four stand alone refineries, was not well received by the Indian oil companies..

7) In December, 1998 the government decided to allow 100% private investment in oil product pipelines, and allow private equity participation in Petro net India. Some private companies like Reliance Petroleum, and Enron Development Corporation are now planning their own pipeline networks. 8) The government has also announced a new policy on the exploitation of new energy resources specifically Coal bed Methane, in the states of Bihar, West Bengal and Madhya Pradesh. 9) The Directorate General of Hydrocarbons is to be transformed into a regulatory body called the Hydrocarbons Regulatory and Development Authority. The government has also decided on the setting up of an LNG regulatory authority. 10) In April 2000, Prime Minister Vajpayee set up a high powered committee to formulate a hydrocarbon plan for the next 20 years. The report suggested a continued government intervention, limited leeway for foreign investment, integration of the oil majors. Entry of MNC's, under certain conditions like the following of social objectives and capacity creation and also the setting up of more independent regulatory authorities in upstream, downstream and natural gas sectors. The Petroleum industry is still riddled with problems. The NELP did not accompany a tax code for more than a year and a half and hence the bids could not come in. The ONGC still having the pick of the best blocks was not very encouraging to the private companies. The APM process has been uneven and whether the government will be able to stick to the time table, is not certain. Foreign participation in the downstream sector has been kept to a minimum, and even the continuing subsidies on LPG by the NOC's, have throttled the private competition under the parallel marketing scheme. Pipelines, despite its immense importance have not yet received infrastructure status, and the role of private investors in pipeline projects is far from clear. Also lack of adequate port, storage and handling infrastructure is another big handicap the sector faces. There are mixed signals being sent to industry here and abroad. Despite the setting up of numerous committees and the revamping of old ones, the process of unshackling the petroleum industry is still slow and far from nearing completion.

PRODUCTS INDANE AUTO GAS NATURAL GAS PETROL/GASOLINE XTRAPREMIUM DIESEL XTRAMILE ATF/JET FUEL MARINE FUELS & LUBRICANTS KEROSENE BULK/INDUSTRIAL FUELS BITUMEN PETROCHEMICALS SPECIAL PRODUCTS CRUDE OIL

ABOUT INDANE I. Basis of LPG Plant

L.P.G:- Liquefied petroleum gas (also called LPG, GPL, LP Gas,


auto gas, or liquid propane gas) is a flammable mixture of hydrocarbon gases used as a fuel in heating appliances and vehicles

LPG & its Properties:


LPG mainly consists of the following:
(a) Commercial Butane. (b) (c) Commercial Propane. A mixture of commercial Butane and Propane.

THERMAL PROPERTIES OF L.P.G (a) DENSITY


Density of liquid LPG is about 0.55 gm/ cube cm since the density of water is 1 gm/ cube cm, the latter is about as heavy as water. The liquid density of LPG is important to determine the safe level to which the containers can filled i.e., to calculate the maximum permissible filling capacity.

(b)

CO- EFFICIENT OF VOLUMETRIC EXPANSION


The co-efficient of volumetric expansion indicates the change in volume per unit volume of liquid for each degree of temperature change. Since the co-efficient of volumetric expansion of LPG is about 100 times that of steel, LPG container must only be filled to a certain volume in order to leave sufficient space for LPG expansion in case of rise in temperature.

(c)

MELTING OR FREEZING POINT


The lowest temperature in the range at which liquid assumes the solid state is known as melting point. The value for propane and butane (the main constituents of LPG) are -187 degree C and -137 degree C respectively.

(d)

CRITICAL TEMPERTAURE
The highest temperature at which a substance can exist in the liquid state is known as the critical temperature. Above this temperature, the substance is gaseous and liquefaction is not possible irrespective of the pressure applied.

(e)

CRITICAL PRESSURE
To obtain the substance in liquid form at the critical temperature, a certain minimum pressure is required which is known as the critical pressure. Below the critical temperature, the substance can exist either as a gas or as a liquid.

(f)

BOILING POINT
The temperature at which the vapour pressure of liquid becomes equal to the external pressure is its boiling point. The boiling point of LPG presently marketed is in the range of 0 degree C to 18 degree C.

(g)

VAPOUR PRESSURE

The vapour pressure of liquid at a given temperature is defined as the equilibrium pressure developed at that temperature in a closed container containing the liquid and its vapour only. It is generally expressed is kgf/ square cm. The vapour pressure of LPG depends upon the temperature of the liquid and the composition in terms of the primary hydrocarbons present. In India, LPG Cylinders are designed for vapour pressure of 16.87 kgf/cm2 at the assessed temperature of 650C whereas uninsulated storage (spheres/bullets) and transport vessels (tank trucks and tank wagons) are designed for maximum temperature and vapour pressure of 550C and 15.85 kgf/cm2 respectively.

(h)

LATENT HEAT OF VAPOURISATION OF LIQUID


The latent heat of vaporization of liquid at a particular temperature is defined as the heat needed to change in the temperature. It is expressed in kilocalories per kg of the substance.

SENSIBLE PROPERTIES
COLOUR
Like air, LPG is colorless; therefore, it cannot be seen. However, when liquid LPG is released, it vaporizes almost immediately and may cause water vapor in the air to condense, freeze and become visible. In this way, LPG leak may be detected even though the gas itself is invisible.

ODOUR
LPG by nature is odourless. However, it is distinctly odorized to give warning in case of leakage. LPG is generally odorized by adding ethyl mercaptan.

TASTE
LPG vapors are tasteless and non-toxic. Therefore, the presence of LPG vapors in the atmosphere cannot be sensed by taste.

COMBUSTION PROPERTIES
COMBUSTION PROCESS
In the simplest form, the combustion process in respect of LPG may be defined as the oxidation of the product or the combination of oxygen, usually from air, with LPG vapour to form carbon dioxide and water vapour.

LIMITS OF FLAMMABILITY
The minimum and maximum concentrations of a fuel gas in gas/air mixture between which the mixture can be ignited are termed as the lower and upper limits of flammability respectively. The range of fuel/ air mixture falling between and covering upper and lower limits of flammability is known as Flammability Range. L.E.L U.E.L :2 :9

IGNITION TEMPERATURE
The required ignition is in the range of 410 degree C to 580 degree C depending upon the proportion in which propane and butane are mixed together.

CALORIFIC VALUE

Calorific value is defined as the amount of heat produced by complete combustion of unit mass of the fuel. It is expressed in kcal/kg. The calorific value of LPG is very high and uniform which makes it an ideal fuel.9005 Kcal/m3 is its calorific value.

BEHAVIOURIAL CHARACTERSTICS
LPG vapour can be liquefied by compressing it. This change of state generates heat and the product gets warned up. The greater the pressure, the higher the temperature of the product, and vice- versa. When pressure is released and liquid LPG changes to vapour, the change of state requires heat. This comes from the product itself and from the surrounding areas causing drop in temperature of both. The evaporating product; especially in liquid form; can become cold enough to cause frost burns on blare flesh, and to condense water vapour from the air, forming a visible cloud. LPG is stored and transported as liquid, either under pressure at the ambient temperature (the normal method followed in marketing) or at low temperature (refrigerated condition). The expansion of liquid LPG, when its temperature rises, is about 15/20 times greater than that of water and exceeds that of most other general petroleum products. Sufficient ullage space for expansion of the liquid must, therefore, be left in all storage/ transport containers. Filling of storage vessels up to 85% of its volume has been the accepted norm among the oil industry. One volume of liquid LPG will expand to approximately 250 volumes of vapour in air.

Equipments for LPG Cylinder Filling & Post-filling:

BULK STORAGE-

for the storage of LPG. Horton sphere have been provided. There are 6 Horton sphere of 600 MT capacity and 5 of 1400 MT. They are spheroids, supported on vertical columns. Horton spheres are the most economical form of storage.

RAILWAY GANTRY-

for the loading and unloading of the LPG gantries has been provided. There are 2 spurs each having 34 points.

TANK LORRY DECANTATION/LOADINGloading tank trunks. There are 8 bays in TLD.

for decanting or

Weigh bridge-

to weigh the tank trucks and trailers one weigh bridge has been provided which has got the capacity of 50 MT. Each trailer has freight weight of about 17.5 MT and filled with 18 MT of LPG. So a filled trailer has about 35 MT. It is necessary to accurately determine the weight of the product being unloaded to avoid excess filling in terms of volume. Now, there is one electronic weigh bridge for this with capacity of 50 MT.

LPG PUMP HOUSE/AIR COMPRESSOR HOUSE- there are two types of compressors in the plant: Air compressor- 7 in nos.

LPG compressor-6 in nos. (a)There are total 6 LPG vapour compressors 85 hp- 2 nos. 60 hp- 2 nos. 25 hp- 2 nos. (b) There are 5 LPG pumps of 800 LPM. LPG pumps maintain the LPG line at a pressure of 15 Kg/sq.cm. (c)There are two service water pumps of 50 CUM capacity. (d) 7 air compressors have been provided- capacity of 210 CUM/HOUR. These air compressors are used for generating compressed air for operating pneumatic instruments. DG SETS- present in the unlicensed area 500 KVA -3 nos. 250 KVA -1 no.

TRANSFORMERS-There are two types of transformers for driving the motors 1600 KVA 750 KVA

AMENITIES- It includes canteen, club with gymnasium and a change room.

EXISTING FACILITIES IN PHASES


1)

Number of sheds-

there are total three sheds :

Empty shed where empty cylinders are unloaded from the trucks. Filling shed where the empty cylinders are filled with LPG. Filled shed where the cylinders filled with LPG are stored or are loaded in the trucks for their distribution.

2)

Telescopic conveyors-

telescopic cylinders are useful for the unloading and loading of the cylinders from the trucks. There are eight telescopic conveyors in each phase. Empty shed -4( 2 used at a time) Filled shed -4( 2 used at a time)

So there are total of 16 telescopic conveyors.


3)

Cylinders washing unit-

Cylinders unloaded from the trucks are washed so that no dust remains on the cylinders. There are two washing units in each of the phase I & II.

4)

Cylinder drying unit-

After cylinders passes from the washing unit they are passed from the drying unit so that the wet cylinders get dried. There is a two drying unit in each of the phase I & II.

5)

Carrousel-

From the drying unit the cylinders are sent to the filling carrousel. The tare weight of the empty cylinder is read and entered in the electronic carrousel using a punching station. The cylinder is then introduced into the carrousel for filling. There are 2 electronic carrousels on each phase and each carrousel has 24 filling machines i.e., there are 96 filling machines in total. Individual machines have cut-off/ GAS Stop values. Each filling machine has hermetically sealed flameproof load cells which ensure that the filling accuracy is near 100%.

6)

Check scale-

once the cylinders are filled, their weight is checked on the integrated electronic check scale. The tare weight entered on the punching station before the carrousel is transferred to this electronic check scale and the check scale automatically checks the cylinder found beyond permissible limits. There is one check scale for each carrousel.

7)

Automatic Valve Testing System-

here the valves of the cylinders are checked for leakage from seat and also for missing / defective O-Ring. The AVTS is an automatic unit and based on

electronic circuitry. It rejects the cylinder that is found with the above defects. There is one AVTS for each carrousel. 8)

Integrated weight correction unit-

if the cylinder is overweight or under weight, the weight of the cylinder is corrected. If the cylinder is overweight, LPG is extracted from the cylinder and if the cylinder is under weight, LPG is filled the cylinder. There is one unit per phase for correction of weight of the beyond limit cylinders.

9)

Pneumatic hammer-

at this stage the safety caps are hammered and this process of hammering is done pneumatically. There is one hammering unit per carrousel.

10) Online water bath- after the safety caps are applied, the cylinders are passed through the water bath. Here bung/body leakages are observed. If there are bung/body leakages then small bubbles are produced. There is one online water bath per carrousel. 11) Hot air sealing unit- after passing through the water bath, the PVC caps are kept on the cylinders, which are sealed with the help of hot air. There is a one hot air sealing unit per carrousel. 12) SQC facility with check scale and CVT- there is a one SQC unit per phase. SQC loop is used to sample check of cylinders being filled at carrousel. 13) Online evacuation unit- if valve / bung/ body leakages is observed in the cylinder, it goes for evacuation i.e., LPG liquid is evacuated so the defective valve can be replaced. Here the cylinders are turned upside-down and the cylinders are evacuated using an LPG vapour compressors. The LPG extracted from the cylinders is sent to these vessels and then transferred to Horton sphere by creating differential pressure between the Horton sphere and the evacuation vessels. There is one evacuation unit per phase. 14) Cold repair facility- the cylinders, which have a valve defect or bung defect, are sent to this unit. If there is a valve defect, the valve is changed and if there is a bung defect, the old valve is reused after putting a new Teflon tape. The cold repair facility is common for phases I and II.

Other Facilities in the LPG Bottling Plant

Pump House:

there are seven Air Compressors, five LPG pumps and four service water pumps installed in the pump house.

Horton Sphere:

there are spheroids, supported on vertical columns. Horton spheres are the most economical form of storage for capacities. The area of ground required in the case of Horton spheres is less than that required for the equivalent capacity using horizontal tanks. Horton spheres with storage capacity of 600 MT (6 in nos.) and 1400 MT (5 in nos.) have been provided.

Fire Water Pump House:

for the safety of the bottling plant there is a fire water pump house. In fire water pump house there are sprinkler pumps, hydrant pumps, and jockey pumps. Hydrant pumps 4 of 410 CU. M/HR Sprinkler pumps 4 of 650 CU. M/HR Jockey pumps 2 of 25 CU.M/HR

S & D:

S&D stands for Supply & Distribution. In this section, all the documentary work of the plant is done. In this department, the main functions performed are indenting of LPG by the distributors, documentation w.r.t. receipt of trucks with empty cylinders and dispatch of filled cylinders to the distributors, stock transfer of packed and bulk LPG to other plants, receipt and dispatch of 5/10 testing due cylinders, daily activity report and stock of cylinders.

FILLING OPERATION
There are basically three sheds in a bottling plant:-

EMPTY SHED:-

In the empty shed, after the empty cylinders are unloaded from the trucks through the telescopic chain conveyors, they go for washing. Before that, cylinders which are due for hot repair or due for statutory 5/10 year testing are segregated and stacked for dispatch to the tester. In case of new empty cylinders, the air present in the cylinders is extracted out with the help of vacuum pumps at automatic purging unit. The air present is taken out because LPG being heavier than air tends to settle down. After cylinders getting purged, they go for washing. Washing is done so that if any dirt is present, on the surface of the cylinder, is washed away. These washed cylinders then go to the drying unit where these wet cylinders are dried.

FILLING SHED:-

In the filling shed, these dried cylinders are then sent for filling. These cylinders are introduced into the carrousel. This introduction is done by an electronically controlled pneumatic piston. In the carrousel, there are 24 filling guns. At the carrousel the weight of the LPG to be filled is already fixed and the tare weight is entered at the punching station. As

the cylinder enters the carrousel, the filling guns get attached to the cylinder nozzles, the gas stop valve opens and the filling is done. As 14.2 kg of LPG is filled the load cell installed in the carrousel filling machine instructs the Gas Stop valve, thru the controller, to close the filling. Once the filling of LPG is done, the cylinders are pushed out of the carrousel. Then the filled cylinders go to check scale unit where the weight of the filled cylinders are checked. If the cylinder is under weight or over weight, they go to the integrated weight correction unit. At the integrated weight correction unit, if the cylinder is underweight, LPG is filled into it and if the cylinder is overweight the excess amount of LPG is extracted out. From the check scale unit, the cylinders then go for AVTS (Automatic Valve Testing Machine). At this unit, both the valve defects as well as O-Ring defects are checked. Here, the AVTS gun gets attached to the valve and if there is a valve/ O-Ring defect the cylinders are automatically rejected on to the defective cylinder loop. Those cylinders which do not have a valve defect then to go to the hammering unit. At this unit, the safety caps kept on the cylinder valves are then hammered in place. From the hammering unit they pass through the water bath. In the water bath, the bung/ body leakage defect is tested. If there is a bung/body defect, bubble formation is observed in the water and the cylinders are turned upside-down and LPG is extracted out. If the cylinder is free from any defect it then goes to the hot air sealing unit. At this unit, PVC caps kept on the safety caps are tightly sealed with the help of hot air. Few of the cylinders filled per hour go for SQC (Statistical quality control check). Here the output quality is checked again for valve defect, O-Ring defect and bung/body defect. However, if the cylinder has a valve defect or a bung/ body defect, it goes for evacuation where they are evacuated and after being evacuated they go for cold repair. At cold repair, the valves and the Teflon tapes are changed for valve defect and bung defect cylinders respectively and these cylinders then again go for filling.

FILLED SHED:-

After the cylinder weights are checked by the SQC unit they go into the filled shed where the filled cylinders are loaded into trucks or stacked for subsequent dispatch.

CHAPTER 4 RESEARCH METHODOLOGY

A Research is the framework or plan for a study which is used as a guide in collecting and analyzing the data collected. It is the blue print that is followed in completing the study. The basic objective of research cannot be attained without a proper research design. It specifies the methods and procedures for acquiring the information needed to conduct the research effectively. It is the overall operational pattern of the project that stipulates what information needs to be collected, from which sources and by what methods.

RESEARCH AND SURVEY: Statement of the Problem: Performance appraisal is a process of assessing, summarizing and developing the work performance of an employee. In order to be effective and constructive, the performance manager should make every effort to obtain as much objective information about the employee's performance as possible. Low performance can push the organization back in todays tough competition scenario. The project is aimed at analyzing the performance appraisal in companies.

Objective: The various objectives of our research are as follows:

Research methodology Research is a common parlance refers to a search for knowledge. One can define research is a specific and systematic research for pertinent information on a specific topic. In fact, research is an art of scientific investigation. objectives To determine the level of job satisfaction of the employees of IOC . To study the various factors which influence job

satisfaction. To study the relationship between the personal factors of the employee

(Income, educational qualification,age,gender.etc.)with satisfaction level.

To offer suggestions to IOC to improve their employee's satisfactory level. To help the management of the company to know about the actions to be taken to

increase the level of satisfaction of the employees. To determine the level of satisfaction of employees on the policies of training

and development and performance appraisal in IOC. To determine the working conditions of IOC are well enough.

Some people consider research as a movement, a movement from the known to unknown. It is actually a voyage of discovery. We all possess the vital instinct of inquisitiveness for, when the unknown confronts us, we wonder and our inquisitiveness make us probe and attain full and fuller understanding of the unknown. This inquisitiveness is the mother of all knowledge of whatever the unknown, and is termed as research.

Research is a way to systematically solve the research problem. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to design his methodology for his problem as the same may be differing from problem to problem.

RESEARCH DESIGN The task of defining the research problem is the preparation of the design of the research project, popularly known as the Research Design. A research is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. It is

needed because it facilitates the smooth sailing of the various research operations, thereby making research as efficient as possible yielding maximal information with minimal expenditure of effort, time and money.

A good design is often characterized by flexible, appropriate, efficient, Economical and so on. A research design is appropriate for a particular research problem, usually involves the consideration of the following factors: The means of obtaining information The available and skills of the researcher and his staff, if any; The objective of the problem to b studied; The nature of the problem to be studied; The availability of time and money for the research work.

SAMPLING DESIGN The respondents selected should be as representative of the total population as possible in order to produce a miniature cross-section. The selected respondents constituent what is technically called a sample and the selection process is called sample technique. A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. The size of the sample is hundred. Sample design is determined before data are collected.

METHODS OF DATA COLLECTION

The task of data collection begins after a research problem has been defined. There are two types of data Primary Data Secondary Data

The primary data are those data which are collected a fresh and for the first time, and thus happen to be original in character. The secondary data are those which have already been collected by someone else and which have already been passed through the statistical process. COLLECTION OF DATA THROUGH QUESTIONNAIRES Data in this project is collected through questionnaires. This method of data collection is quite popular .A questionnaire consists of number of questions printed or typed in a definite order on a form or a set of forms. The different types of questionnaires are as follows: STRUCTURED QUESTIONNAIRE The interviewer asks the questions strictly in accordance with a pre-arranged order. A structured questionnaire can be of two types:- disguised and non-disguised. This classification is based on whether the purpose of the survey is revealed or undisclosed to the respondent. Thus, a structured-non-disguised questionnaire is in a pre arranged order and where the object of enquiry is revealed to the respondent. In case of a structureddisguised questionnaire, the researcher does not disclose the objective of the study. he feels that if the respondent comes to know the purpose of the survey, he may not be objective in giving the necessary information and, as such, its purpose may be defeated. NON-STRUCTURED QUESTIONNAIRE A non-structured questionnaire is the one in which the questions are not structured and the order in which they are to be asked from the respondent is left entirely on the researcher. A non-structured and non-disguised is the type of questionnaire where the purpose of study is disclosed to the respondent. In case of a non-structured and disguised questionnaire the respondents are unaware of the purpose of the study.

RESPONDENTS The employees and managers of IOC are the respondents of the questionnaire.

CHAPTER -5 DATA ANALYSIS

DATA INTERPRETATION

Ques 1: How many Welfare facility are you availing on routing basis?

0%

4 0% 50%

1 to 5 5 to 10 1 & above 0

1 0%

Ques 2: How many special welfare facilities have you availed?

20 %

1 to 5 Not Availed

80% Ques3: How much time it will take sanctioning a routine welfare facility?

1 to 2 week 2 to 3 week 1-2 month

Ques 4: How much time it will take sanctioning a special welfare facility? 10%

1 to 2 week 3 week

90%

Ques 5: Briefly explain the procedure of availing routine welfare facility in point?

20

Making an application submit proof & immidiate sanction it Only application is required

80

Ques 6: Briefly explain procedure for availing the special welfare facility ?

10% Make an application submit proof & sanction it Length process 9 0%

Ques7: How much are you satisfied about procedure of availing routine welfare facility?

10

Highly satisfied

50 40

Partly satisfied satisfied Not satisfied

Ques8: How much are you satisfied about procedure of availing specific welfare facility?

4% 0 6% 0

Highly satisfied Satisfied Partly Satisfied Not Satisfied

Ques9: Does welfare facility provided by the organization plays as a motivational factors?

4 0%

Highly agree Agree Just agree

60 %

Do not agree

Ques10: kindly suggest the methods of improving/ adding welfare facility?

0%

20% Adding same more welfare facility No suggession

80%

ANNEXURE

Questionnaire

Ques 1: How many Welfare facility are you availing on routing basis? a) 1 to 5 b) 5 to 10 c) 10 and above

Ques 2: How many special welfare facilities have you availed?

a) 1 to 5

b) not availed

Ques3: How much time it will take sanctioning a routine welfare facility? a) 1 to 2 week b) 2 to 3week c) 1-2 month

Ques 4: How much time it will take sanctioning a special welfare facility? a) 1 to 2 week b) 3 weeks

Ques 5: Briefly explain the procedure of availing routine welfare facility in point? a) make an application submit proof and immediate sanction it b) only application required

Ques 6: Briefly explain procedure for availing the special welfare facility ? a) make an application submit proof and immediate sanction it b) lenthy process Ques7: How much are you satisfied about procedure of availing routine welfare facility? a) highly satisfied b) partially satisfied c) satisfied d) not satisfied

Ques8: How much are you satisfied about procedure of availing specific welfare facility? a) highly satisfied b) satisfied c) partially satisfied d) not satisfied

Ques9: Does welfare facility provided by the organization plays as a motivational factors? a) highly agree b) agree c) just agree d) do not agree

Ques10: kindly suggest the methods of improving/ adding welfare facility? a) adding some more welfare facilities b) No suggestion

Name Designation Department

: : :

Thanks for your kind cooperation