Attock Refinery Limited Case Analysis

Girish Balasubramian FH11001 Arafat Khan H11010 Ram Krishan Shukla H11046 T Prad
eep Sundar H11058
CASE FACTS

The Attock Refinery Ltd. (ARL) was set up in 1922 with an initial capacity of 25
00 barrels per day The organisation - eight departments with 155 employees as th
e management staff, 550 in the non-management staff Strategic objectives of ARL
are expansion of refining capacity, upgrading of technology and optimization of
facilities
SITUATION ANALYSIS

Earlier appraisal - based on the Management Appraisal form carried out annually Em
ployees felt that there was no proper system of career progression Indicators we
re very subjective Management by Objectives new philosophy New Appraisal system
- on a quarterly basis Promised to resolve issues of promotion and rewards, also
highlights the employees possible improvement areas
PROBLEMS
The parameters of performance measurement were qualitative and subjective New sy
stem also involves only the immediate supervisor Past performance is not the bes
t indicator of future potential
OPTIONS
Continue with the new system - Since the organizational strategies were changing
, the focus too was changing. It was best to revamp the appraisal system

Changes in the new system as given in the recommendations

ACTION PLAN
Implement the following changes in the new system A 360-degree feedback can be m
ade for the employee which would avoid bias of the supervisor Promotions to be b
ased on the potential rather than the past performance of the employee