Professional Documents
Culture Documents
A STUDY ON
“EMPLOYEE’S PERCEPTION
TOWARDS TRAINING AND
DEVELOPMENT PROGRAMME AT
ONGC, ASSAM ASSET, NAZIRA”
[A Project Report submitted in partial fulfillment of the requirements of the Degree of Master of Business
Administration (Full Time) of Dibrugarh University]
Pranamika Saikia
MBA 3rd Semester
Roll no- 42
Centre for Management Studies
Dibrugarh University
December 2013
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CERTIFICATE FROM GUIDE
It is further certified that the said project report has not been submitted anywhere for
any other purpose previously.
Assistant Professor
Dibrugarh University
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DECLARATION
Pranamika Saikia
Roll No. 42
CMS.DU
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A STUDY ON
Executive Summary :
A training course is the training effort of an organization. It may be said that the
Trainees from the basic input, together with the other resource such as the physical
Facilities, reading material, resource persons, etc. The design and conduct of the Course
constitutes the processes and the trained employee the output. The evaluation of the
training course, generally done at the end of the course, is the feedback of The basis of
which improvements are made in the subsequent courses organized by The institution.
But this is a simplistic and crude way of viewing the training effort though it illustrates
the systems concept of an institutional training effort with the untrained employee, the
training course, the trained employee and the evaluation of the training course
representing the input, the process, the output and feedback Control. A significant and
meaningful approach for a proper understanding of the Training effort as systems
concept consist not in regarding the conduct of the Training programme as the sole
process involved, but in viewing the training Programme as a link in the chain of
professional development of an employee.oil And natural gas corporation limited
(ONGC) is focused in providing professional training to its employees. It has outlined a
few training objectives to be followed.
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• To cultivate creative and innovative thinking.
• Reducing gap between current and expected level of performance through Systematic
enrichment of knowledge, skill and attitudes.
CONTENTS
1. Introduction
1
4. Methodology
19
5. Company Profile
19
7. Findings
51
8. Suggestions
52
9. Conclusion
53
10. Questionnaire
54
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11. References
57
ACKNOWLEDGEMENT
At the very outset, I would like to take the privilege of giving my vote of thanks to
those persons whose cooperation and suggestions have given me heartiest support
accomplish my project report successfully.
I would like to express my heartfelt thanks and gratitude to Dr. Pratim Baruah,
Director I/C, Centre for Management Studies, Dibrugarh University for giving me
the opportunity to accomplish this project in the centre.
Finally, I would like to thank every individual who directly or indirectly helped me
in successful completion of the project and their timely cooperation.
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Pranamika Saikia
Roll no . 42
Introduction
Training of personnel consists in providing them with the necessary facilities And
opportunities to acquire knowledge, develop skills and cultivate attitudes and behavior
for the efficient and effective discharge of their duties and Responsibilities.
Administrative skills can be grouped into technical skills, human Skills and conceptual
skills. Training should enable people to perform their present Duties effectively and at
the same time prepare them to shoulder higher Responsibilities in the future. The
ultimate objective of training for personnel is the Improvement in the effectiveness of
achievement of organizational objectives. Each and every position in an organization
calls for a certain amount of Expertise in terms of knowledge, skills and attitudes. The
person occupying the Position may not have all the elements. Of expertise required for
effectively performing new technology or procedure or law. The need for training arises
in Account of the requirement of filling the gap between the skills and competences
required for the performance of a job and the expertise actually possessed by the Job
holder. This gap can be filled either by institutional training or on-the-job Training. The
common method is to mount a course on the basis of the experimental Wisdom. Hence,
a training course conducted kin a training institution is generally looked upon as some
kind of an isolated event. This is one of the reasons why it has not been possible to
derive the maximum benefit from a training course. Institutional training is regarded as
a break from the monotony of the job. No Wonder ‘sabbatical’ was one of the
objectives of some of the courses. It is time that training is looked upon as a system. A
system may be defined As a group of inter-related and inter-development parts or
processes operating in a Sequence, according to a predetermined plan in order to
achieve a goal or series of Goals. For understanding a system or for setting up a system,
one should start by determining the objectives of the system i.e. what the system seeks
to accomplish. The inputs are to be identified and the outputs specified. In the light of
the Relationship between the inputs and outputs the different processes can be worked
out. Suitable feedback must be obtained at the various stages, to ensure appropriate
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Corrective steps at the necessary stages. A training course is the training effort of an
organization. It may be said that the Trainees from the basic input, together with the
other resource such as the physical Facilities, reading material, resource persons, etc..
The design and conduct of the Course constitute the processes and the trained employee
the output. The evaluation of the training course, generally done at the end of the
course, is the feedback of The basis of which improvements are made in the subsequent
courses organized by The institution. But this is a simplistic and crude way of viewing
the training effort though it illustrates the systems concept of an institutional training
effort with the Untrained employee, the training course, the trained employee and the
evaluation of The training course representing the input, the process, the output and
feedback Control. A significant and meaningful approach for a proper understanding of
the Training effort as systems concept consist not in regarding the conduct of the
Training programme as the sole process involved, but in viewing the training
Programme as a link in the chain of professional development of an employee. If this
view is accepted a systems concept of training would include the environment and
organization in which the employee works. It will also include the Identification of his
training needs, and the other salient aspects such as the Determination of training
objectives, designing, and the training programme its Implementation and evaluation.
The evaluation should not only cover the training Imparted but the improvement in
organizational effectiveness and achievement of Organizational goals resulting from the
contribution of the trained employee. Thus, the training effort becomes a total system of
which the sub-systems are the Different aspects outlined above.
Often, sources are not interested to provide the actual data which is Very
important for correct estimation.
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Many of the employees have to work in the rigs so it was not possible To know
their view.
Due to work load and survey done by the lots of trainees from Different
institutes scope of interaction with the employees was less.
INTRODUCTION
Public sector enterprises (PSEs) have played an important role in Indian economy Since
the enactment of industrial policy resolution, 1956. These enterprises played A very
crucial part in developing the industrial base of an agrarian economy with Poor
infrastructural facilities. State's intervention was deemed necessary in view of Low level
of employment opportunities and lack of trained manpower (pant, 2000). The townships
developed around the PSEs brought in a new era of economical and Educational
development. After the implementation of new economic policy in 1991, Indian PSEs
are facing high level of competition in product market as well As labor market. In order
to compete in liberalized and open market scenario, Indian PSEs need to improve
overall organizational effectiveness and productivity To ensure competitive edge. These
changes necessitate the need of training and Development of personnel in these PSEs.
Indian public sector is passing through massive changes due to advancement in Science
and technology and competition from private sector. India has nearly one sixth Of the
world's population. This over abundant human resource needs to be converted to asset.
This is possible only through proper training and development. The former Prime
Minister Rajiv Gandhi rightly sensed this need and had established a separate ministry
for human resource development in 1985. He Stressed on the development of human
resources and because of his initiatives, Training had taken a front seat in the national
economy. Later on, most of the PSEs realized the need and importance of training their
employees for better and improved results. The human resource development approach
is essential in order To have the optimum utilization of manpower for the benefit of
both, the employees and the organization.
After opening up of the economy, there has been tremendous amount of pressure On the
PSEs to increase productivity of their employees on one hand and reduce Surplus
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manpower on the other. PSEs have found out the route to reduce their Manpower
strength by adopting voluntary retirement scheme (VRS). The biggest Challenge in
VRS is to safeguard talent drain. Talented employees see this as an Opportunity and are
moving away from PSEs in search of high paid jobs in private and multinational
companies, which lead to scarcity of trained manpower. On the One side they get lump
sum compensation package by opting for VRS and on the other side they will be
attracted by MNCs and other private sector enterprises (the Indian express, January 25,
2001; business line, June 08, 2000. Nearly 40% of The employees in reliance petroleum
were drawn from the public sector (Vittal, 2001). This again emphasizes the need and
importance of training and employee Retention in PSEs. Research conducted by
TVRLS on VRS also proves that good outside opportunity is one of the important
reasons for employees opting for VRS. (Government of India promoted PSEs to fulfill
the social objectives since the time Of the first prime minister Jawahar Lal Nehru. As a
result, reservation for socially and educationally weaker sections of the society was
introduced in public sector Jobs. The government has banned de-reservation of
vacancies meant for the reserved categories since 1989 and reservation for other
backward classes were Introduced in 1993. Now PSEs are required to recruit up to 50%
of their manpower from the reserved categories. In the event of candidates from
reserved categories not meeting the required standards, reserved seats are filled after
relaxing the Standards (Naik, 1998). This is another reason to concentrate more on
training and Development activities in PSEs and to provide proper training and
development Opportunities to persons recruited on relaxed standards, so that they can
come up On par with the required standards.
In the year 2000, 11th finance commission emphasized that the second phase of
Structural reforms should concentrate on the extensive restructuring of PSEs. This
Restructuring should not only give PSEs the same benefits of autonomy and Freedom as
the private sector, but also free them from the shackles of ministries from which they
originally emerged. In one of its recommendations, this Commission said that it a public
sector enterprise fails to demonstrate its Sustainability and cannot come out of the zone
of chronic losses after five years of structurally reformed existence, it should be sold of
at whatever price it can fetch. This further emphasized the need for training and
development in PSEs to improve their performance. (sudhman, 2000)
The game of economic competition has new rules. Organizations should be fast
and responsive. This requires responding to customers’ needs for quality, variety,
Customization, convenience and timeliness. Meeting these standards requires a
Workforce that is technically trained in all respects. It requires people who are Capable
of analyzing and solving job related problems, working cooperatively in Teams and
‘changing hats’ and shifting from job to job as well. Training has increased in
importance in today’s environment where jobs are Complex and change rapidly. To
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survive and flourish in the present scenario, Organizations must invest time and money
in upgrading the knowledge and skills of their employees constantly.
Training of personnel consists in providing them with the necessary facilities And
opportunities to acquire knowledge, develop skills and cultivate attitudes and Behavior
for the efficient and effective discharge of their duties and Responsibilities.
Administrative skills can be grouped into technical skills, human Skills and conceptual
skills. Training should enable people to perform their present Duties effectively and at
the same time prepare them to shoulder higher Responsibilities in the future. The
ultimate objective of training for personnel is the Improvement in the effectiveness of
achievement of organizational objectives.
Each and every position in an organization calls for a certain amount of Expertise
in terms of knowledge, skills and attitudes. The person occupying the Position may not
have all the elements. Of expertise required for effectively performing new technology
or procedure or law. The need for training arises in Account of the requirement of
filling the gap between the skills and competences required for the performance of a job
and the expertise actually possessed by the Job holder. This gap can be filled either by
institutional training or on-the-job Training.
A training course is the training effort of an organization. It may be said that the
Trainees from the basic input, together with the other resource such as the physical
Facilities, reading material, resource persons, etc. The design and conduct of the Course
constitute the processes and the trained employee the output. The evaluation of the
training course, generally done at the end of the course, is the feedback of the basis of
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which improvements are made in the subsequent courses organized by The institution.
But this is a simplistic and crude way of viewing the training effort though it illustrates
the systems concept of an institutional training effort with the Untrained employee, the
training course, the trained employee and the evaluation of The training course
representing the input, the process, the output and feedback Control.
5. Evaluation of training
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i
t
e
n
d
o
m
a
v
s
p
c
fi
g
u
l The traditional idea that these five phases are quite distinct and separate Entities
gives the impression that though these phases are connected with one Another
sequentially they are independent. So that the findings and conclusions of each phase
are treated as final and conclusive statements for taking action and which are not
supposed to be revised in the light of findings in the subsequent Phases. Of course, the
evaluation phase is considered to have a bearing on the Design and implementation of
subsequent programmes. But the inter dependence of each phase with all the others is
not seriously thought of and acted upon.
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training needs and training Objectives may emerge, necessitation new training, designs
and implementation of revised training schedules. Thus, the inter dependence of the five
phases of the Training effort referred to in the preceding paragraph, appears self-
evident, thereby Establishing the systems concept of training. Thus, the five phases are
sub-systems in the total training system.
Training need:
• Newly recruited employees require training so as to perform their tasks effectively.
Instructions, guidance and coaching help them to handle jobs competently, without any
wastage.
• It is necessary when a person moves from one job to another (transfer). It Helps in the
performance level.
• It is needed to bridge the gap between what the employee has and what the Job
demands. It is needed to make the employees more productive and useful In the long
run.
Usually, the intent of development is to provide knowledge and understanding that will
enable people to carry out non-technical organizational functions more effectively, such
as problem solving, decision-making and relating to the people.
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Distinction between training and development:
Thus,
• Training tries to improve a specific skill relating to a job whereas Development aims
at improving the total personality of an individual.
• Training seeks to meet the current requirements of the job and the Individual;
whereas development aims at meeting the future needs of the job and the individual.
In other words we can say that, training is a reactive process whereas Development is a
proactive process. Development is future oriented training, focusing on the personal
growth of the employees.
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• There are limits to the amount that one can learn. It is recommended to teach
Segments of the job in sequential fashion in order to develop a greater Appreciation and
understanding of the whole job.
• All employees are different. This must be recognized when it comes to Training. Since
some workers learn faster or slower than others, these Differences must be accounted
for in the training programme.
• As a supervisor, it is possible to know the job for which the employee is Training so
thoroughly that a new employee may feel inadequate or intimidated.
Types of training:
New
ideas
Training methods:
On- the- job methods-
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1. Job instruction training (JIT)
2. Coaching
3. Mentoring
A) Career functions
B) Psychological functions
4. Job rotation
5. Apprenticeship training
6. Committee assignments
Off-the-job methods-
1. Vestibule training
2. Role playing
3. Lecture method
5. Programmed instruction
• To prepare executives to meet the strategic business goals in the fast changing
environment.
• To strive for continuous improvement in all aspects of E&P activities through training
in the emerging technologies.
• Reducing gap between current and expected level of performance through Systematic
enrichment of knowledge, skill and attitudes.
These objectives set by ONGC are to be met through justified approach towards the
training of its employees. Ongc along with its allied training Institutes imparts training
to its employees to meet the above following Objectives.
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9. Institute Of Drilling Technology (IDT): the institute of drilling Technology (IDT)
was set up in 1978 at Dehradun. It is engaged in Relentless effort in R&D and has
rendered excellent services in the area of oil And gas well drilling technology.
14.institute of reservoir studies (IRS): the institute of reservoir studies (IRS) was
founded in 1978 as a single-source and multi-service reservoir Engineering agency with
the objectives to:
IMD along with its five regional training institutes (Sivasagar, Chennai, Vadodara,
Mumbai, and Rajamundry) performs the following training activities.
• To survey existing work force to identify present and future training Requirements for
professional and managerial excellence.
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• To prepare career linked training plans for officers keeping in view the job Rotations
in ongc
• To prepare the annual training calendar for the company in consultation with the assets
/ basins / chief of services, institute heads and top Management / directors etc. With
respect to the organizational Requirements and individual perceptions.
ONGC ACADEMY
Ongc academy is located in the lush green environment of the Himalayas at
Dehradun. Known previously as institute of management development (IMD), it was
formally re-christened as ongc academy on November 2, 2003 by CMD Mr. Subir Saha.
It is ongc's premier nodal agency for training and developing Human resources. The
institute emerged out of SWOT analysis carried out by the Organization in 1982.
Ongc academy has an experienced core and visiting external faculty from in house,
Industry and top national institutions who possess specialization, Experience,
institutional affiliation and temperament.
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Pedagogy:
The pedagogy is interactive and participative and the methods include lectures, Cases,
seminars, group discussions, business games, role plays, simulation Exercises,
structured and unstructured group work and field visits. Eminent academicians, policy
makers and senior executives deliver extensive Lectures to the faculty and the
participants.
Curriculum:
Training programmes are as per the specific requirements catering to the fresh Graduate
trainees; middle and senior level corporate executives. Refresher, Awareness and
exposure courses in the field of geo-science, production, and Reservoir engineering,
emerging technologies and managerial aspects for the National international oil
companies are conducted regularly
Infrastructure:
Alliances:
Formal alliances with reputed organizations and institutions like ASCI, Hyderabad,
MDI (management development institute), Gurgaon , IMI, new Delhi, ICWAI, New
Delhi, Andhra university, Roorkee university, and the Indian school of Mines, Dhanbad
have helped the institute to provide quality dissemination of Knowledge. The R&D
wing of ongc academy is continuously engaged in Updating strategic HRD plans to
improve productivity, efficiency and effectiveness Of ongc executives.
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QUALITY OBJECTIVES OF THE ACADEMY:
• To identify the gaps between current technological know-how and those emerging
internationally in order to bridge the same by developing Appropriate training modules
and conducting minimum 15 programmes.
• Developing and upgrading minimum 5 programmes in the state of the art Technology
both in contents and execution, to be at par with international Standards.
• To promote quality awareness, develop quality practices and inculcate Creative and
innovative thinking by conducting minimum 15 training Programmes every year on the
topics related to various aspects of quality.
• To design and organize at least two workshop on the strategic issues for senior
executive of parent company, each year to meet strategic Requirements.
• To improve the quality of training programmes and achieve the level of excellent
ratings for 855 of the programmes.
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There is always a need of learning at each stage of life, whether it’s a company or
Somewhere outside. The person starts learning after he/she is accustomed to the Work
culture of the company. He is provided with the latest information and Training
according to the requirement of the job. The academy takes care of the Fact and
conducts its programmes accordingly. It conducts approximately 250 Programmes
catering to over 5000 executives and over a Lakh training man days every year. This in
all investment of rupees thirty Crore every year on the Development of human capital of
the organization.
• Induction training
• Refresher training
• Management development
• Quality management
• Qualification up gradation
Quality management: ongc academy has been identified by EC to play the Role of a
nodal agency to create quality aspirations throughout the organization including rolling
out six sigma business initiative in a phased manner by Benchmarking Indian six sigma
consultants with the experts’ available board. Academy is also organizing programmes
on ISO-9001-2000 QUALITY MANAGEMENT SYSTEM, QUALITY CIRCLES, and
SIX SIGMA.
Various training schedules in the training calendar of ongc are designed Especially for
executives who are promoted from their present levels or for those Who are shifted
from one branch to another.
1. Comprehensive development training program for serving executives (rose From the
ranks E0 to E3 levels)- this training program is for 26 weeks for Executives of various
disciplines who have risen from the ranks to meet their Training needs and will conduct
a course for them with at least 25 Participants.
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performing organizations; Developing skills of subordinates for growth and
participative management; Developing HRD intervention capability for creating a
learning and Performing organization; to facilitate understanding of core activities and
Costs in decision making. The program profile encompasses self management, Team
building, working capital management, HRD’s role and Philosophy, performance
appraisal, conflict management, business Negotiation, strategic thinking, creativity, cost
management techniques.
3. There are E6 to E7 executives who graduate from line managers to acquire Interface
managerial responsibilities. These executives are trained in Strategic management for
business leaders’ concepts. These are designed for General Managers who would be
taking up positions as key executives Identified through competency mapping and
assessment center.
4. There is also at training programme with 40 seats for employees who are Taking
VRS or are on the verge of superannuating. Six programmes are designed at IMD and
other work centers. This programme helps the Employees to adapt the transition of
retired life. The employees are given Training so that they can face the future with
confidence.
E0 and below level staff of engineering disciplines from Dehradun, Delhi and NRBC
are given training at Bangalore by faculty of FTI. This programme has 25 seats. The
training schedule is for non-executives and is regarding Supervisory development of
engineering discipline. The objective of the Programme is to develop communication
and supervisory skills of the Employees to achieve operational excellence. It helps in
the functions of Supervisors, team building, hr, communication skills, and leadership,
problem Solving, time management, group behavior.
Furthermore, the lower staffs of ongc are given training at the regional Training
institutes of ongc.
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Research methodology
Sampling methods: Convenience sampling
For this study secondary data was collected from different official Documents, books,
reports, journals, presentations in ONGC, Assam Asset, Nazira. Data were also
collected from website of ongc and different other Websites etc.
For this study primary data was collected by interviewing employees of ONGC, Assam
asset, Nazira.
To collect the primary data a questionnaire was prepared which may fulfill the
Objectives of the study.
Data analysis :
The primary data was analyzed through tabulation and graphical Presentation. ‘Before
and after Method’ was followed in analyzing employees Views on training and
development system in ongc.
The study started on 4th September, 2013 and ended on 15th December 2013.
COMPANY PROFILE
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Ongc the petrochemical jewel of India
Ongc the most valuable company of India produces more than 845 of the Country’s
crude oil and natural gas. Last year ONGC Company considered as the most valuable
company of India
Since inception, ongc has scripted India’s hydrocarbon saga by Discovering 6 out
of 7 producing basins of the country.
Cumulatively producing 712 million metric tons of crude oil. 396 billion Cubic
meters of natural gas and 51.669 thousand tones of value add wed products.
Owning and operating more than 11000 kilometers of pipelines in India, Including
more than 3200 k.m. of subsea pipelines .
Trebling group turnover from less than 15 billion us dollar in the last 4 Year.
Achieving 100% accreditation for all the operating installation. Health, Safety and
environment management thus making ongc the only company of the World of its kind.
• Ranks as the 2nd biggest E&P company (and 1st in terms of profits), as per The Platts
energy business technology (EBT) survey 2004
• Ranks 24th among global energy companies by market capitalization in PFC energy
50 (December 2004). [ONGC was ranked 17th till march 2004, before
• Is placed at the top of all Indian corporate listed in Forbes 400 global Corporate (rank
133rd) and financial times global 500 (rank 326th), by market Capitalization.
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• Has created the highest-ever market value-added of rs. 24,258 Crore and the fourth-
highest economic value-added of rs. 596 Crore, as Assessed in the 5th business today-
stern Stewart study (April 2003), ahead of Private sector leaders like reliance and
Infosys. Ongc is the only public sector Enterprise to achieve a positive MV a as well as
EVA.
• Is targeting to have all its installations (offshore and onshore) accredited (certified) by
march 2005? This will make ongc the only company in the world in This regard.
• Owns and operates more than 11000 kilometers of pipelines in India, Including nearly
3200 kilometers of sub-sea pipelines. No other company in India Operates even 50 per
cent of this route length.
• Crossed the landmark of earning net profit exceeding rs.10, 000 Crore, the First to do
so among all Indian corporate, and a remarkable net profit to revenue Ratio of 29.8 per
cent. The growth in ongc's profits is not solely due to Deregulation in crude prices in
India, as deregulation has affected all the oil Companies, upstream as well as
downstream, but it is only ongc which has Exhibited such a performance (of doubling
turnover and profits).
• Its 10 per cent equity sale (India’s highest-ever equity offer) received Unprecedented
global investor recognition. This was a landmark in Indian equity Market, establishing
beyond doubt, the respect ongc's professional management Commands among the
global investor community. According to a report published in 'The Asian wall street
journal (Hong Kong)', ONGC's public issue brought in 20 Foreign institutional
investors (FILS) to India, as (it was reported), 'they could not Ignore the company
representing India’s energy security'.
• The market capitalization of the ongc group (ONGC & MRPL) constitutes 10 per cent
of the total market capitalization on the Bombay stock exchange (BSE). Ongc has an
equity weight age of 5 per cent in Sensex; 15 per cent in the nifty (the Only Indian
corporate with a two-digit presence there); ongc commands a 7 per Cent weight age in
the Morgan Stanley capital international (MSCI) index.
• The growth in ongc's market capitalization (from rs. 18,500 Crore before May 2001 to
rs. 1,25,000 Crore in January 2004) is unprecedented and except Wipro (who had a
higher market capitalization temporarily), no other Indian Company (either in public or
private sector) has seen such a phenomenal growth.
• ONGC has come a long way from the day (a few years back) when India and Ongc did
not figure on the global oil and gas map. Today, ongc group has 14 Properties in 10
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foreign countries. Going by the investments (committed: usd 2.708 billion, and actual:
usd 1.919 billion), ongc is the biggest Indian Multinational corporation (MNC).
• ONGC ended the sectoral regime in the Indian hydrocarbon industry and
Benchmarked the globally- established integrated business model; it took up 71.6 per
Cent equity in the Mangalore Refinery & Petrochemicals Limited (MRPL), and also
took up a 23 per cent stake in the 364-km-long Mangalore-Hassan-Bangalore product
Pipeline, connecting the refinery to the Karnataka hinterland.
. By turning around MRPL in 368 days, ongc has set standards of public sector
companies reviving Joint (or private) sector companies, proving that in business,
professionalism Matters, not ownership.
Vision Statement :
To be a world-class oil and gas company integrated in energy business with Dominant
Indian leadership and global presence.
History of ongc
Ongc was established as oil and natural gas directorate in 1955 under the Then ministry
of natural resources and scientific research, government of India (GOI). It was raised to
the status of a commission with enhanced powers in 1956. Subsequently, an act of
parliament converted it into a statutory body in 1959. Ongc was primarily operating in
the onshore fields of the Bombay basin and in Assam during the 1950s and 1960s, from
where it was producing crude oil and Natural gas. The company went offshore in the
early 1970s and discovered a giant Field in the form of Mumbai high in 1974. This
discovery, along with subsequent Discoveries of oil and gas fields in the western
offshore, altered the country’s Energy scenario considerably. Ongc further struck oil
and gas in the Krishna- Godavari and Cauvery basins and in Rajasthan during 1983-85.
With these Discoveries, ongc has become a premier oil and gas company in India,
Accounting for 83% of the country’s crude oil production and 81% of its natural Gas
output. It is also a significant producer of value-added products such as Liquefied
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petroleum gas (LPG), superior kerosene oil (SKO), and naphtha. Ongc was reorganized
as a limited company in 1993 under the companies Act, 1956. GOI is the majority
shareholder in ongc, with a 74% equity stake as Of now, after a series of disinvestments
since 1993.
Ongc is one the most valuable company of India, which produces more than 84%
of the country’s crude oil and natural gas. The company continues to Register
commendable successes and excellence in all facets of its activities. As we Realize, this
is the era of high oil and gas prices. Average crude oil price during 2006 was over USD
65 per barrel almost 20% above the 2005 average. Oil prices Peaked above USD 78 per
barrel last year. After a dip below usd 60 per barrel, The prices have again moved up
steadily – crossing even usd 80 per barrel Momentarily last week. Volatility in oil prices
is expected to remain.
• Discovering 6 out of 7 producing basins of the country, made yet another Landmark
achievement by opening up the ultra-deepwater prospect in the East coast of Andhra
Pradesh.
• Establishing 6.42 billion tones of in-place hydrocarbon reserves with more Than 300
discoveries of oil and gas: out of these in-place hydrocarbons in Domestic acreages,
ultimate reserves are 2.29 billion metric tones (bmt) Of oil plus oil equivalent gas
(O+OEG).
• Cumulatively producing 762.3 million metric tones (mmt) of crude and 440.7 billion
cubic meters (bcm) of natural gas, from 115 fields and 51669 thousand tones of value-
added products (vap) from 136 Domestic onshore production fields and 7 domestic
offshore fields.
• Company has been awarded the highest number of blocks under NELP-VI (new
exploration licensing policy) i.e., 24 out of 52 blocks awarded by the Government of
India. Cumulatively, your company has been awarded 85 Blocks (more than half), out
of 162 blocks awarded so far in the six nelp Bidding rounds.
Page | 31
and prove themselves by availing global opportunities. In association with technical
institutes of national and international repute, ongc Has sponsored a number of its
employees to develop their competencies. The main Aim is to improve professional
excellence and develop an all-round management Skills at all levels. Some of the
initiatives are as follows:
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6. Arcube : ongc initiated a comprehensive study to redefine the Organization in order
to achieve world-class performance levels. The Three R’s represent roster, roles and
responsibilities. From the Findings of this study, the following hr initiatives have been
identified and are under implementation:
• Rationalization of cadres and disciplines in line with the best global Practices.
1. AGE OF RESPONDENTS
25-30 10 20
30-35 8 16
35-45 21 42
>45 11 22
Total 50 100
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INFERENCE
25-30
30-35
35-45
>45
secondary 14 28.0
diploma 13 26.0
ug 18 36.0
pg 5 10.0
Total 50 100.0
INFERENCE
Page | 34
28% of the respondents completed secondary.
26% of the respondents completed Diploma.
36% of the respondents completed UG and remaining
10% of the of the respondents completed PG.
10
28
secondary
diploma
ug
36 pg
26
3. GENDER
male 31 62.0
female 19 38.0
Total 50 100.0
INFERENCE
Page | 35
38
male
female
62
4. MARITAL STATUS
married 25 50.0
unmarried 25 50.0
Total 50 100.0
INFERENCE
Page | 36
50% of the respondents are unmarried.
NO.OFRESPONDENTS
married
unmarried
yes 50 100
no 0 0
Total 50 100.0
INFERENCE
Page | 37
yes
no
yes 50 100
no 0 0
Total 50 100.0
INFERENCE
Page | 38
yes
no
general 13 26.0
Total 50 100.0
INFERENCE
72% of the employees find the training programme mostly related to their work.
26% of employees find it in general
2% find it not related to work.
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mostly related to work
general
not related to work
NO.OF PE RCENTA GE
OPINION RESPONDENTS
Strongly Agree 20 40
Agree 18 36
Neutral 6 12
Disagree 3 6
Strongly Disagree 3 6
Total 50 100
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INFERENCE
40% strongly agree that training needs identified are realistic, useful and based
on business strategy of organisation
36% agree
12% neutral
6%disagree
6%stronglydisagree
6
6
12
40 OPINION
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
36
Strongly Agree 10 20
Agree 20 40
Neutral 10 20
Disagree 8 16
Strongly Disagree 2 4
50 100
20% strongly agreed that the training needs identified through formal appraisal
system.
40% agreed that the training needs identified through formal appraisal system.
20% have chosen the neutral option.
Page | 41
16disagreed that the training needs identified through formal appraisal system.
4% strongly disagreed that the training needs identified through formal appraisal
system.
20
16
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
20
40
Page | 42
10. ORGANIZATION CONDUCTS EXTENSIVE TRAINING PROGRAM IN
ALL ASPECTS
RESPONDENTS PERCENTAGE
Strongly Agree 10 20
Agree 20 40
Neutral 10 20
Disagree 8 16
Strongly Disagree 2 4
50 100
INFERENCE
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Page | 43
NO.OF PE RCENTA GE
RESPONDENTS
Strongly Agree 7 14
Agree 15 30
Neutral 10 20
Disagree 10 20
Strongly Disagree 8 16
50 100
INFERENCE
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Page | 44
12. WILL UNDERTAKE TRAINING PROGRAMMES IN FUTURE
yes 43 86.0
no 7 14.0
Total 50 100.0
INFERENCE
yes
no
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13. QUALITY OF TRAINING PROGRAMME
excellent 20 40.0
good 30 60.0
Total 50 100.0
INFERENCE
40
Column1
excellent
good
60
Page | 46
14. TECHNICAL SKILLS
agree 39 78.0
disagree 3 6.0
Total 50 100.0
INFERENCE
78% of the employees agree that training programme helps them to pick up new
technical skills.
16% of the employees neither agree nor disagree
6% of the employees disagree.
OPINION
agree
neither agree nor disagree
disagree
Page | 47
OPINION NO.OFRESPONDENTS PERCENTAGE (%)
agree 35 70.0
disagree 3 6.0
Total 50 100.0
INFERENCE
70% of the respondents agree that attending training programme helps them to
pick up leadership skills,
24% of the respondents neither agree nor disagree and
6% of the respondents disagree.
OPINION
agree
neither agree nor disagree
disagree
Page | 48
NO.OFRESPONDENTS PERCENTAGE (%)
agree 39 78.0
disagree 3 6.0
Total 50 100.0
INFERENCE
78% of the respondents agree that attending training programme helps them to
pick up soft skills
16% of the respondents neither agree nor disagree
6% of the respondents disagree.
agree
neither agree nor disagree
disagree
Page | 49
OPINION NO.OFRESPONDENTS PERCENTAGE (%)
agree 36 72.0
disagree 3 6.0
Total 50 100.0
INFERENCE
72% of the employees feel that attending training programme leads them to
perform better at work.
22% of the employees neither agree nor disagree and
6% of the employees disagree.
agree
neither agree nor disagree
disagree
Page | 50
OPINION NO.OFRESPONDENTS PERCENTAGE (%)
agree 31 62.0
disagree 7 14.0
Total 50 100.0
INFERENCE
62% of employees agree that attending training programme leads them to the
chances of promotion.
24% of the employees neither agree nor disagree and
14% of the employees disagree with it.
agree
neither agree nor disagree
disagree
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RESPONDENTS
Substantially 15 30
Considerably 20 40
Very less 5 10
Fairly 10 20
Not at a ll 0 0
50 100
INFERENCE
Substantially
Considerably
Very less
Fairly
Not at a ll
Page | 52
yes 44 88.0
no 6 12.0
Total 50 100.0
INFERENCE
88% of the employees find the topics relevant to the training programme and
12% of the employees don’t find it relevant.
yes
no
Page | 53
NO.OFRESPONDENTS PERCENTAGE (%)
agree 34 68.0
disagree 3 6.0
Total 50 100.0
INFERENCE
agree
neither agree nor disagree
disagree
Page | 54
yes 44 88.0
no 6 12.0
Total 50 100.0
INFERENCE
88% of the respondents accept that the topics taken for the training programme
are covered within the right time and
12% of the respondents don’t accept with it.
yes
no
yes 39 78
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no 11 22
Total 50 100
INFERENCE
78% accept that the topics covered in training programme are easy to
understand and
22% of the respondents don’t accept with it.
ye
s
no
NO.OF PERCENTAGE
Page | 56
OPINION RESPONDENTS
Substantially 10 20
Considerably 20 40
Very less 12 24
Fairly 8 16
TOTAL 50 100
INFERENCE
Substantially
Considerably
Very less
Fairly
Page | 57
very satisfied 20 40.0
satisfied 21 42.0
Total 50 100.0
INFERENCE
very satisfied
satisfied
neither satisfied nor unsatisfied
Page | 58
make the content more
3 6.0
relevant
Total 50 100.0
INFERENCE
no improvements needed
make the content more relevant
shorten the training
programme
lengthen the training
programme
FINDINGS
1. 42% of respondent are of Age between of respondents 35-45
2. 62% are male
3. 36%Educational qualification of respondents u g
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4. Marital status 50% married
5. 100% are aware of training programme.
6. 100%Have you attended training programme.
7. 72% agrees Nature of training programme is Mostly related to work
8. 40 % strongly agrees training needs identified are realistic, useful and based on
Business strategy of organisation
9. 40%agree training needs are identified through formal appraisal system.
10. 40% agrees that organization conducts extensive training program in all aspect.
11. 30% believes that training is used as a tool for employee placement.
12. 86% Will undertake training programmes in future.
13. 13. 60%What is the quality of training programme provided is Good .
14. 78% agrees that it enhance technical skills.
15. 70 % thinks it enhances Leadership skills.
16. 72% agrees it enhance Soft skills.
17. 72% agrees that it result in better performance.
18. 62% agrees that there is chances of promotion after attending training
Programme.
19. 40% thinks the training is considerably interesting & informative.
20. 20. 88% thinks that the topics covered are relevant in training programme.
21. 68% agree that topics covered are related to programme objective
22. 88% thinks that the topics covered are relevant in training programme.
23. 68% agree that topics covered are related to programme objective.
24. 88% thinks that topic covered was within right time.
25. 78% thinks that topics covered easy to understand .
26. 42% are satisfied, 40% very satisfied is the satisfaction level.
27. 56% thinks that no improvements needed
SUGGESTION
A training calendar should be provided to all the employees at the beginning of
the session.
Categorized training based on individual nature of work in the office should be
provided in order to enhance his/her interest & efficiency.
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After completion of training seminars should be organized where the trainees
can share their experiences and views about the training.
Classroom training as well as on site training should be implemented.
Practical training institutes should be increased in number.
Training session should be more interactive.
Training should be given as need basis coupled with organization business
strategy.
Strong and effective feedback mechanism is required.
Company must have a serious evaluation method. Employee should undergo an
exam after each training.
Audio-visual training should be implemented.
Expert faculty members from across the world should be assigned .
Training programme should be conducted in regional language also. Adequate
practice time must be provided for employees to develop their skills. Employee
should not be pushed beyond their learning limits.
Trainees should be sent to other organization for an overview of the
methodology.
Good training infrastructure should be provided.
CONCLUSION
Training programme’s main objective is to improve the productivity of the
company’s employees which in turn will improve the company’s profitability. Through
training programmes, the employees’ skill levels are upgraded which will make the
employees more productive.
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Training programme is also set up to help employees get used with new roles and
responsibilities usually after promotion. When an employee gets promoted from one
level to next level, the skills required to do his/her job changes and training programmes
are essential in equipping the employee with the new skills.
Training programme is also a way for the company to showcase to its employees
that it cares for employees’ self development. This plays a big role in increasing the
loyalty that an employee feels towards its organization
ONGC has developed training tools and techniques to facilitate effective learning It
has 14 training institutes and abroad training programmes also. ONGC provides a good
infrastructure and environment for their trainees..
“ ONGC is a company with a global character. It believes, thinks and performs in line
with global best-in-breed practices. Encourages employees to think in sync with the
world and prove themselves by availing global opportunities”.
QUESTIONNAIRE SAMPLE
1. Age of respondents: 25-30/ 30-35/ 35-45/ >45
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Secondary / diploma/ u g/ pg
Excellent / Good
Page | 63
17. Does it result in better performance?
programme?
Yes/ No
Programme objective?
• No improvements needed
Page | 64
• Lengthen the training programme
REFERRENCE
Page | 65
1 ) ongc reports(2013)
2) ongc hr manual
3 ) www.ongcindia.com
4) HUMAN RESOURCE MANAGEMENT-K. ASWATHAPPA.
5)http://findarticles.com/p/articles/mi_qa5483/is_200407/ai_n213
63250/pg_9/?tag
=content;coll
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