SUMMER TRAINING REPORT

ON

EMPLOYEE SATISFACTION TOWARDS RECRUITMENT

POLICIES AT IOCL

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT OF BACHELORS OF BUSSINESS
ADMINISTRATION (BBA)

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, DELHI

Session 2020-23
Under the Guidance of Submitted by
Dr. Ambika Sharma Shivani Agrawal
Assistant Professor BBA 5TH Semester
Enrollment No. - 06825501720

JIMS ENGINEERING MANAGEMENT TECHNICAL CAMPUS

48/4Knowledge Park III, Greater Noida-201306 (U.P.)
 DECLARATION

I hereby declare that this Summer Training Report titles ‘Employee Satisfaction towards
Recruitment Policies at Indian Oil Corporation Ltd.’ submitted by me to JEMTEC,
Greater Noida is a Bonafide work undertaken during the period from 15th June, 2022 to
29th July, 2022 by me and has not been submitted to any other University or Institution
for the award of any degree diploma/certificate or published any time before.

(Signature of the student)

Date: 16/08/2022
Name: Shivani Agrawal
Enrollment No.: 06825501720

i
 BONAFIDE CERTIFICATE

This is to certify that as per best of my belief the project entitled “Employee Satisfaction
towards Recruitment policies” is the bona-fide research work carried out by (Shivani
Agrawal; 06825501720) student of BBA, JIMS Engineering Management Technical
Campus, Greater Noida, in partial fulfillment of the requirements for the Summer Training
Report for the Degree of Bachelor of Business Administration.

She has worked under my guidance.

I wish her a success in all her future career endeavors.

Faculty Guide
Name: Dr. Ambika Sharma
Designation: Assistant Professor

Signature with Date

ii
 ACKNOWLEDGEMENT

I offer my sincere thanks and humble regards to JIMS Engineering Management Technical
Campus, Greater Noida for imparting us very valuable professional training in BBA.

I pay my gratitude and sincere regards to Dr. Ambika Sharma, my project Guide for giving
me the cream of his knowledge. I am thankful to her as she has been a constant source of
advice, motivation and inspiration. I am also thankful to her for giving his suggestions and
encouragement throughout the project work.

I take the opportunity to express my gratitude and thanks to our computer Lab staff and
library staff for providing me opportunity to utilize their resources for the completion of the
project.

I am also thankful to my family and friends for constantly motivating me to complete the
project and providing me an environment, which enhanced my knowledge.

Date: 16/08/2022
Name: Shivani Agrawal
Enroll.No.06825501720
Course: BBA (V-Semester)

(Signature of the Student)

iii
SUMMER INTERNSHIP CERTIFICATE

iv
 EXECUTIVE SUMMARY

This report studies all about the Employee satisfaction towards recruitment policies. All types
of services in the market that are being offered to the costumers, their uses and detailed
information.
Then it talks about the profile Indian oil corporation ltd. That tells everything about the
competitors, market challenges, problems, strengths, weaknesses, threats and opportunities of
the company.
We went through various researches and reviews about the relevant topic and considered the
required and eligible information. The objectives of the study and the limitations are also
studied under it.
The questionnaire filled by the employees is also taken into consideration as it provides direct
information about the employee’s perspectives. The data analysis is done on the basis of the
responses collected. On the basis of which we draw conclusions at the end.
Employee satisfaction is a broad term used by the HR industry to describe how satisfied or
content employees are with elements like their jobs, their employee experience, and the
organizations they work for. Employee satisfaction is one key metric that can help determine
the overall health of an organization, which is why many organizations employ regular
surveys to measure employee satisfaction and track satisfaction trends over time. A high
satisfaction level indicates that employees are happy with how their employer treats them
Often, employee satisfaction is used interchangeably with employee engagement; however,
while engagement is one factor influencing overall satisfaction (and it may be said the reverse
is also somewhat true); the two are not the same. Satisfaction, while important for retention,
is not necessarily a predictor of performance, while engagement—which indicates an
employee’s passion for their work, among other things—is directly tied to output. Ideally,
satisfaction occurs as a result of both material factors like compensation and benefits as well
as less-tangible elements like engagement, recognition, and strong leadership. If an
organization fails to address both sides of the equation, they may find they have a complacent
team made up of materially satisfied employees who are content to do only what’s required to
remain employed, or a staff of highly engaged employees who are performing well while
they look for new opportunities at companies more willing or able to fill their material needs.
The main objective of the research was to find the satisfaction level of Employee.

v
This study used descriptive research. Convenience sampling technique was employed for
selecting the sample, data was gathered through questionnaires; questions and answers are
based on the Likert scale. In the study examining Employee Satisfaction, 50 questionnaires
were distributed among the statistical community and obtained responses were analyzing.
Utmost care has been taken from the beginning of the preparation of the questionnaire till the
analysis, findings and suggestions. The analysis leads over to the conclusion that majority of
the Employee are satisfied. Dissatisfaction with reference to some of the factors was also
reported. It was found that dissatisfaction among the Employee will affect the productivity of
the organization and will replace it with other strategies. As the competition is high, Indian
Oil Corporation Ltd is ready to offer better services as “A job should bring enough for a
worker and family to live on, but after that, self-realization, the exercise of one’s gifts and
talents, is what truly matters.” Michael Dirda.

vi
 CONTENTS

S. No. Topic Page No

1. Declaration I

2. Bonafide Certificate Ii

3. Acknowledgement Iii

4. Company Summer Internship Certificate Iv

5. Executive Summary v-vi

6. Chapter-1: Introduction 1-9

7. Chapter-2: Company Profile 10-25

8. Chapter-3: Literature Review 26-30

9. Chapter-4: Research Methodology 31-33

10. Chapter-5: Data Analysis and Presentation / Study of topic 34-49

11. Chapter-6: Finding and Conclusions 50-52

12. Chapter-7: Conclusion 53-54

13. References/Bibliography 55-58

14. Appendices 59
 CHAPTER 1

INTRODUCTION
RECRUITMENT POLICIES IN AN ORGANIZATION

RECRUITMENT:
Before an organization can fill a job vacancy, it must find people who not only are qualified
for the position but also who wants a job. Recruitment refers to organizational activities that
influence the number and type of applicants who apply for a job and whether the applicants
accept the jobs if offered. Thus recruitment is directly related to both human resource
planning and selection.

Employees are a valuable asset to the successful functioning of any organization, which is
why companies are often eager to hire candidates that can boost their productivity.
Organizations achieve this by developing a solid recruitment policy that clearly states their
values and promotes consistency in the recruitment process. Knowing about the various
stages and importance of an effective hiring policy can help you improve and streamline the
recruitment process for your own team. In this article, we discuss the meaning and
importance of recruitment policies, ways to create one and various stages involved in the
recruitment process.

What are HRM recruitment policies?

Recruitment policies in human resource management (HRM) are procedures and practices
used in hiring new talents that have the relevant experience, skill set and qualifications
needed to boost the productivity of an organization. Most of these policies have two crucial
aspects— the selection of employees and their induction. Selecting entails choosing the best
person for a particular job position and induction is assigning the chosen person to a specific
post. The success of an organization largely depends on its hiring processes and recruitment
policies, and having the right strategies can help build an effective human resource
environment for talent acquisition.

What is the importance of recruitment policies in organizations?

The following points explain the importance of having a recruitment policy:

1. Talent acquisition

2
One of the primary reasons organizations can benefit from an effective hiring policy is that it
allows them to attract the right talent for their workforce. The first step is writing an accurate
job description that clearly explains the job requirements and describes the qualifying
conditions for suitable candidates. The HR team posts these job descriptions in relevant job
groups, online portals and social media pages to ensure potential employees know about the
vacancy. Good recruitment policies clearly describe this primary step, as it is crucial for
hiring suitable candidates to drive company growth.

2. Consistent and fair operations

A good recruitment policy allows the organization to be consistent and fair in the hiring
process and encourages practices that ensure consistency and equal participation. Hiring
managers rely on predetermined criteria to select candidates at all stages of the recruitment
process. This includes having the same employers and hiring managers during all interviews
and using a set of pre-decided questions to each candidate while giving them equal time to
respond.

3. Legality
A good recruitment policy abides by the legal practices and guidelines for employment
contracts and the hiring practices of new employees. Legality in recruiting policies also
ensures that the organization conducts the hiring process fairly and transparently and the
selectors and recruiters are aware of these policies. The correct legal practices guide the
various recruitment stages to check there is no discrimination against employees based on
their nationality, marital status, age or religion.

4. Credibility
Credibility or employees' faith in your company is the most significant achievement for any
business venture or organization. Good employee practices and hiring policies can ensure that
candidates trust the organization, their vision and the ways of operation. You can build
credibility right from the job description process. If you list specific steps of the application
procedure, the applicants can be sure about the legitimacy of the job.
We can build trust with the employees using effective recruitment policies. Here are some
ways to do so:
 identify the primary responsibilities of the position

3
  communicate your expectations clearly and effectively
 deliver policies that consider employee interests and improve the overall employee
satisfaction rate
 hold supervisors accountable
 get employee feedback regarding your recruitment and employment policies
 create an induction program that covers all the required basics
 stay connected to potential future candidates through outreach activities

5. Transparency
Transparency is the ability to stay honest throughout the recruitment phases and ensure that
all relevant stakeholders in the recruitment process, from HR to department head and the line
managers, follow the process reasonably. Being transparent also allows the employers to be
confident of the recruitment outcome, as fair practices can help them attract suitable and
skilled candidates for various job positions. Transparency also ensures that candidates can
ask for feedback on their application if they are not happy with the outcome.

TYPES OF RECRUITMENT
Internal Recruitment - is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization. Internal
sources are primarily three - Transfers, promotions and Re-employment of ex-employees.
Internal recruitment may lead to increase in employee’s productivity as their motivation level
increases. It also saves time, money and efforts. But a drawback of internal recruitment is that
it refrains the organization from new blood. Also, not all the manpower requirements can be
met through internal recruitment. Hiring from outside has to be done.
Internal sources are primarily 3:-
a. Transfers
b. Promotions (through Internal Job Postings) and
c. Re-employment of ex-employees - Re-employment of ex-employees is one of the internal
sources of recruitment in which employees can be invited and appointed to fill vacancies in
the concern. There are situations when ex-employees provide unsolicited applications also.
External Recruitment - External sources of recruitment have to be solicited from outside
the organization. External sources are external to a concern. But it involves lot of time and
money. The external sources of recruitment include - Employment at factory gate,

4
advertisements, employment exchanges, employment agencies, educational institutes, labor
contractors, recommendations etc.
d. Employment at Factory Level - This a source of external recruitment in which the
applications for vacancies are presented on bulletin boards outside the Factory or at the Gate.
This kind of recruitment is applicable generally where factory workers are to be appointed.
There are people who keep on soliciting jobs from one place to another. These applicants are
called as unsolicited applicants. These types of workers apply on their own for their job. For
this kind of recruitment workers have a tendency to shift from one factory to another and
therefore they are called as “badli” workers.
e. Advertisement - It is an external source which has got an important place in recruitment
procedure. The biggest advantage of advertisement is 44 that it covers a wide area of market
and scattered applicants can get information from advertisements. Medium used is
Newspapers and Television.
f. Employment Exchanges - There are certain Employment exchanges which are run by
government. Most of the government undertakings and concerns employ people through such
exchanges. Nowadays recruitment in government agencies has become compulsory through
employment exchange.
g. Employment Agencies - There are certain professional organizations which look towards
recruitment and employment of people, i.e. these private agencies run by private individuals
supply required manpower to needy concerns.
h. Educational Institutions - There are certain professional Institutions which serve as an
external source for recruiting fresh graduates from these institutes. This kind of recruitment
done through such educational institutions is called as Campus Recruitment. They have
special recruitment cells which help in providing jobs to fresh candidates.
i. Recommendations - There are certain people who have experience in a particular area.
They enjoy goodwill and a stand in the company. There are certain vacancies which are filled
by recommendations of such people. The biggest drawback of this source is that the company
has to rely totally on such people which can later on prove to be inefficient.
j. Labour Contractors - These are the specialist people who supply manpower to the
Factory or Manufacturing plants. Through these contractors, workers are appointed on
contract basis, i.e. for a particular time period. Under conditions when these contractors leave
the organization, such people who are appointed have to also leave the concern.

5
RECRUITMENT METHODS
Direct advertising
Placing job adverts on your careers site, job boards, social media and industry publications is
an excellent way to find lots of applicants. It also gives exposure to your employer branding
and boosts your company’s reputation. The downside is that external advertising can be very
expensive.
Also, if you don’t target the placement of your ads well, you could attract unsuitable
applicants, or get too few applications.
Talent pool databases
You should always search your talent pool databases for applicants and candidates that were
not hired but were suitable enough to save. Most hiring decisions involve deciding between at
least two or three candidates.
When a new vacancy comes up, search your talent pool for similar skills and experience. You
could save yourself a lot of time.
Employee referrals
Most companies have some kind of employee referral program in place. Employee referrals
are a combination of internal and external recruitment. Existing staff are encouraged to refer
people they know for vacancies.
The value is that it’s cost-effective, quick and you can trust that employees won’t refer
unsuitable candidates. Also, the new hire will already know more about your organization
than an outside hire.
Boomerang employees
Rehiring past employees is gaining popularity. Known as boomerang employees, these are
people who worked well at a company but then left on good terms for a myriad of reasons.
Employers are seeing the value of rehiring them because they know their abilities and the
employee knows and fits into the company culture. Bringing a boomerang employee back on
board reduces time to hire, eliminates the risk of a bad hire and reduces cost per hire.
Promotions and transfers
Promotions and transfers aren’t quite the same thing, but the concept is the same. Internal
employees are identified to fill open roles. A promotion means that the person moves up the
ladder and is given more responsibilities and also a pay increase. A transfer usually doesn’t
involve greater responsibilities or more money and is a horizontal move.

6
Staff can be transferred to the same role in another branch or region, or they can take on a
similar position in a different department or division.
Employment exchanges
Although not available in all countries, employment exchanges are mandatory in others. An
employment exchange is a government-run initiative that keeps record of unemployed job
seekers.

OBJECTIVES OF RECRUITMENT

Various factors in the environment affect the recruitment process. The recruitment process
begins with an attempt to find employee with the abilities and attitudes desired by the
organization and to match them with the tasks to be performed.
Whether potential employee will respond to the recruiting efforts will depend on the attitudes
they have developed towards those tasks and the organization on the basis of their past social
and working experiences. Their perception of the task will also be affected by the work
climate in the organization. The recruitment process depends on factors like external and
internal influences. Some important objectives are as follows:

1. To serve the national interests in oil and related sectors in accordance and consistent with
Government policies.

2. To ensure maintenance of continuous and smooth supply of petroleum products by way of

crude oil refining, transportation and marketing activities and to provide appropriate
assistance to consumers to conserve and use petroleum products efficiently.

3. To enhance the country’s self-sufficiency in crude oil refining and build expertise in laying
of crude oil and petroleum product pipelines.

4. To minimize fuel consumption and hydrocarbon loss in refineries and stock loss in
marketing operations to effect energy conservation.

7
Employee Satisfaction
Employee satisfaction is a broad term used by the HR industry to describe how satisfied or
content employees are with elements like their jobs, their employee experience, and the
organizations they work for. Employee satisfaction is one key metric that can help determine
the overall health of an organization, which is why many organizations employ regular
surveys to measure employee satisfaction and track satisfaction trends over time. A high
satisfaction level indicates that employees are happy with how their employer treats them.

Often, employee satisfaction is used interchangeably with employee engagement; however,

while engagement is one factor influencing overall satisfaction (and it may be said the reverse
is also somewhat true); the two are not the same. Satisfaction, while important for retention,
is not necessarily a predictor of performance, while engagement—which indicates an
employee’s passion for their work, among other things—is directly tied to output. Ideally,
satisfaction occurs as a result of both material factors like compensation and benefits as well
as less-tangible elements like engagement, recognition, and strong leadership. If an
organization fails to address both sides of the equation, they may find they have a complacent
team made up of materially satisfied employees who are content to do only what’s required to
remain employed, or a staff of highly engaged employees who are performing well while
they look for new opportunities at companies more willing or able to fill their material needs.

Why Satisfaction in the Workplace Matters

People have a remarkable ability to adapt to difficult circumstances. If our employees do not
feel satisfied, they are likely looking for new jobs. In extreme cases, some employees may
also adapt by sabotaging your progress or even by committing fraud. When large groups of
employees are dissatisfied, they could form a labor union or quit simultaneously to start their
own company.

Although extreme actions taken in response to extraordinary dissatisfaction are rare, your
company could face significant losses as a consequence of even moderate levels of
unhappiness. Employees who are not satisfied at work will put less effort into their
responsibilities. Most importantly, dissatisfied employees almost never come forward with

8
innovative ideas. When all members of your company are happy, on the other hand, they will
feel motivated to give back by going the extra mile.

Factors Influencing Satisfaction

There are a broad range of factors that can determine the level of satisfaction that our
employees experience. One of the most important determinants of satisfaction is whether
employees perceive that they are treated with respect. Employees feel respected when they
are recognized for their achievements and when their level of compensation matches their
performance.

Many companies that work to improve the satisfaction of their employees focus on workforce
empowerment. Although it is necessary for management to make most decisions, employees
will feel better about their job when they have an appropriate degree of autonomy. Company
activities, opportunities for advancement, and a positive approach to management are
additional factors that can enhance satisfaction in the work environment.

How to Measure Satisfaction

Businesses that wish to improve satisfaction first have to establish metrics to understand
where they currently stand. There are a wide variety of approaches that can be used to assess
satisfaction, but research generally shows that surveys are highly effective. With a survey,
you can get a glimpse of how employees feel about your company. Giving out surveys on a
consistent basis over time can enable you to monitor your performance while testing the
effectiveness of new management strategies.

Using Satisfaction Surveys

Before giving out surveys, we should first understand what areas we want to measure. In
general, we should focus on factors that you believe we can control. Some of the topics that
we could cover in a satisfaction survey include:

 management expectations

 coworker relations

 perceptions of empowerment

9
 CHAPTER 2
COMPANY PROFILE
2.1 OVERVIEW OF THE INDUSTRY AS A WHOLE

Oil and natural gas are major industries in the energy market and play an influential
role in the global economy as the world's primary fuel sources. The processes and
systems involved in producing and distributing oil and gas are highly complex,
capital-intensive, and require state-of-the-art technology. Historically, natural gas
has been linked to oil, mainly because of the production process or upstream side of
the business. For much of the history of the industry, natural gas was viewed as a
nuisance and even today is flared in large quantities in some parts of the world,
including the United States. Natural gas has taken on a more prominent role in the
world's energy supply as a consequence of shale gas development in the United
States, as mentioned above, and its lower greenhouse gas emissions when
combusted when compared to oil and coal.

MARKET SIZE
According to IEA (India Energy Outlook 2021), primary energy demand is expected
to nearly double to 1,123 million tons of oil equivalent, as India's gross domestic
product (GDP) is expected to increase to US$ 8.6 trillion by 2040.
India is expected to be one of the largest contributors to non-OECD petroleum
consumption growth globally. India’s consumption of petrol products stood at
204.23 MMT in FY22. High Speed Diesel was the most consumed oil product in
India and accounted for 38.84% of petroleum product consumption in FY22.
According to the International Energy Agency (IEA), consumption of natural gas in
India is expected to grow by 25 BCM, registering an average annual growth of 9%
until 2024.

11
 CHART: 2.01

INVESTMENTS/RECENT DEVELOPMENTS

According to the data released by Department for Promotion of Industry and

Internal Trade (DPIIT), FDI inflows in India’s petroleum and natural gas sector
stood at US$ 7.98 billion between April 2000 to March 2022.
Following are some of the major investments and developments in the oil and gas
sector:
 In May 2022, ONGC announced plans to invest US$ 4 billion from FY22-25 to
increase its exploration efforts in India.
 As of May 1, 2022, India had 10,420 kms of crude pipeline network, with a
capacity of 147.9 MMTPA.
 The total number of OMC retail outlets increased to 83,208, as of May 1, 2022,
from 59,595 in FY17.
 In April 2022, Indian Oil Corporation Limited, Larsen & Toubro and Goldman
Sachs-backed renewable energy producer Renew Power formed a joint venture
by signing a term sheet. This JV will develop green hydrogen projects, helping
India cut down its carbon emissions.
 Exports of petroleum products from India reached 62.7 MMT in FY22. The
value of these crude oil and petroleum products stood at US$ 44.41 billion. In
FY22, crude oil imports stood at 4.24 MBPD, which was worth US$ 120.4
billion.
 In March 2022, the Board of IOCL approved plans to invest Rs. 7,282 crore
12
 (US$ 932.6 million) for the development of City Gas Distribution (CGD)
network in 9 geographical areas (GAs).
 In March 2022, the Board of Oil India approved an investment of Rs. 6,555
crore (US$ 839.49 million) for Numaligarh petrochemical project.
 As of March, 2022, the oil sector’s total installed provisional refinery capacity
stood at 249.21 MMT, and IOC emerged as the largest domestic refiner with a
capacity of 70.05 MMT.
 In January 2022, Indian Oil Corp. Ltd. (IOCL) announced plans to expand its
city gas distribution (CGD) business, looking to invest Rs. 7,000 crore (US$
918.6 million).
 In January 2022, Adani Total Gas Ltd (ATGL), a joint venture between the
Adani Group and Total Energies, won licenses to expand its City Gas
Distribution (CGD) network to 14 new geographical areas, with an investment
of Rs. 20,000 crore (US$ 2.62 billion).

GOVERNMENT INITIATIVES

Some of the major initiatives taken by the Government of India to promote oil
and gas sector are:
 On May 21, 2022, the Government announced a reduction in excise duty of Rs.
8 (US$ 0.10) per litre on petrol and Rs. 6 (US$ 0.077) per litre on diesel.
 In May 2022, the government approved changes in the Biofuel Policy to bring
forward the target for 20% ethanol blending with petroleum to 2025-26 from
2030.
 In the Union Budget 2022-23, the customs duty on certain critical chemicals
such as methanol, acetic acid and heavy feed stocks for petroleum refining were
reduced.
 In February 2022, , Minister of Petroleum & Natural Gas, and Housing & Urban
Affairs, Mr. Hardeep Singh Puri, said that India will more than double its
exploration area of oil and gas to 0.5 million sq. km. by 2025 and to 1 million
sq. km. by 2030 with a view to increase domestic output.
 In December 2021, the Ministry of Petroleum and Natural Gas launched the

13
 seventh bid round under the OALP. Under this round, around 15,766 sq. km. has
been offered to investors.
 In November 2021, India announced that it will release 5 million barrels of
crude oil from its strategic petroleum reserves in a concerted effort to bring
down global crude oil prices. This is roughly equivalent to a day’s consumption
in the country.
 In November 2021, the government set up a committee to work out measures
needed to make natural gas available to power plants at reasonably stable prices.
 The Government is planning to set up around 5,000 compressed biogas (CBG)
plants by 2023.

ROAD AHEAD

FIGURE: 2.02

Crude oil consumption is expected to grow at a CAGR of 5.14% to 500 million

tonnes by FY40 from 202.7 million tonnes in FY22. In terms of barrels, India’s oil
consumption is forecast to rise from 4.05 MBPD in FY22 to 7.2 MBPD in 2030 and
9.2 MBPD in 2050. Natural Gas consumption is forecast to increase at a CAGR of
12.2% to 550 MCMPD by 2030 from 174 MCMPD in 2021.
India is planning to double its refining capacity to 450-500 million tonnes by 2030.
Energy demand of India is anticipated to grow faster than energy demand of all
major economies on the back of continuous robust economic growth. Moreover, the
14
 country’s share in global primary energy consumption is projected to increase to
two-fold by 2035.

2.2 PROFILE OF THE ORGANIZATION

About Indian Oil Corporation Ltd.

Indian Oil Corp Ltd (IOCL) is an integrated oil and gas company. The company conducts
exploration and production of oil and natural gas, refining of crude oil, pipeline transportation
and marketing of natural gas and petroleum products. It also manufactures and markets
petrochemicals and has considerable operations in alternative energy. IOCL’s refined
petroleum products include high speed diesel, jet fuel, light petroleum gas, gasoline, bitumen,
heavy fuel oil, naphtha, lubricants and greases. The company conducts upstream operation in
collaboration with other consortium partners both in India and other countries including the
US, Canada, Gabon, Libya, Nigeria, Russia, Venezuela, Oman and the UAE. It is a
Maharatna company of Government of India. IOCL is headquartered in New Delhi, India.

Indian Oil, the largest commercial enterprise of India (by sales turnover), found in the year
1964; in New Delhi, is the only Indian company to find a place in Fortune's "Global 500" of
the world's largest industries (Rank 278 in 1998). Among Petroleum Refining companies, it
has a global ranking of 16 by sales and profits. It is ranked 1st in Fortune India 500 list for
the year 2016 and 161st in Fortune's "Global 500" list of the world's largest companies in the
year 2022.

Indian Oil touches every Indian's heart by keeping the vital oil supply line operating
relentlessly in every nook and corner of India. With the backing of over 32% of the country's
refining capacity (as of 1st April 2000) and 6260 kms of crude/product pipelines across the
length and breadth of the country, India Oil's vast distribution network ensures that essential
petroleum products reach the customer at the "right place and right time and right time".
Indian Oil’s refineries and pipelines have been consistently achieving more than 100%
capacity utilization and our marketing share is about 55% in India. India Oil's activities are
backed by its "Research and Development Centre", the first such center established in India.
This center has over the years grown into a major technological development center of
international repute. Indian Oil also has four overseas offices in Kuwait, Malaysia, Dubai,

15
and Mauritius.

As the premier National Oil Company, our endeavor is to serve the national economy and the
people of India. They also have a "vision beyond tomorrow" - of becoming an integrated and
diversified "Global Energy Corporation". They are continuously innovating and
strengthening areas of core competence. At the same time, they are exploiting opportunities
offered in the new liberalized scenario by globalizing and diversifying into related areas. As
of 31st March, 2021 Indian Oil's employee strength is 33,648 out of which 17,762 are in the
officer cadre.

VISION
Indian Oil's vision with values encompasses the corporation’s new aspirations to broaden
your Horizons to expand across new vistas and to infuse new age dynamism among its
employees. Adopted in the company's golden jubilee year (2009) as a shared vision of Indian
Oil people and other stakeholders it is a matrix of 6 cornerstones that put together facilities
the Corporation's endeavor’s to be the energy of India and to become a globally admired
company.
More importantly, the vision is infused with the core values of care, innovation, passion and
trust, which embody the collective conscience of the company and its people and have helped
it to grow and achieve new heights of success year after year.

MISSION

 To achieve international standards of excellence in all aspects of

energy and diversity business with focus on customer’s delight
value of products and services cost reduction.
 To maximize creation of wealth value and satisfaction for the shareholders.
 To attain leadership and developing adapting and assimilating state
of the artTechnology for competitive advantage.
 To provide Technology and services through sustained
research and development.

16
CHART: 2.03

17
2.4 PRODUCT AND SERVICES

Indian Oil accounts for nearly half of India's petroleum products market share, 35% national
refining capacity (together with its subsidiary Chennai Petroleum Corporation Ltd., or
CPCL), and 71% downstream sector pipelines through capacity. The Indian Oil Group owns
and operates 11 of India's 23 refineries with a combined refining capacity of 80.7
million tonnes per year. Indian Oil's cross-country pipeline network, for the transport of crude
oil to refineries and finished products to high-demand centres, spans over 13,000 km. The
company has a throughput capacity of 80.49 million tonnes per year for crude oil and
petroleum products and 9.5 million cubic metres per day at standard conditions for gas. On
19 November 2017, IOCL, in collaboration with Ola, launched India's first electric charging
station at one of its petrol-diesel stations in Nagpur. Indian governments' National Electric
Mobility Mission Plan launched in 2013 aims at gradually ensuring a vehicle population of 6
to 8 million electric and hybrid vehicles in India by 2020.

Servo is the lubricants brand under which IOCL operates its lubricant business. Servo is the
largest selling lubricant brand in both automotive and industrial segments.

It is said that deals with Royal Dutch Shell and Surgutneftegas and Chevron Corporation
have been signed for exclusive business plans for supply in Asia with the Indian Oil
Company, which are worth 20 billion dollars per year.

PRODUCTS AND SERVICES ANALYSIS:

Price regulated Deregulated

Liquefied Petroleum Gas(LPG) Fuel and Feedstock

Motor Spint (Gasoline) Lubes and Greases

Aviation Turbine Fuel(Jet kero) Petrochemicals and Specialties

Superior Kerosene Oil(Kero)

High Speed Diesel(Gas Oil)

TABLE: 2.01

18
LOCATIONS OF IOCL REFINERY AT VARIOUS CITIES

CHART: 2.05

CHART: 2.06

CHART: 2.07

CHART: 2.08

19
CAREERS IN IOCL (JOB OPENINGS)

Indian Oil offers a world of opportunities across more than 600 locations In India
including refineries, pipeline, terminals, marketing units such as LPG bottling plants,
bulk storage terminals, Aviation Fuel Stations, Retail/Consumer/Lubricants sales, and at
the R&D Centre at the entry level. It recruits bright and professionally qualified people
for its executive cadre. It follows a mix of open and campus recruitment. For open
recruitment advertisements are published in leading national dailies. Interested candidates
meeting Indian Oil's requirements can apply online. Applications are then scrutinized and
checked for eligibility. The candidates meeting the criteria set by Indian Oil are then
called for a written test. Based on their performance in the written test, they are further
called for group discussion/ group task and interview. For campus recruitment, Indian Oil
visits the IITs, NITs and other reputed technical institutes of the country for recruiting
final year engineering students, and prominent business management institutes for final
year MBA students. It also recruits Chartered Accountants from various centres of the
Institute of Chartered Accountants of India (ICAI). Indian Oil inducts officers at the
junior-most level of the management hierarchy (A Grade). First division professional
degree holders and postgraduates from relevant disciplines are recruited as management /
engineer trainees, accounts officers, medical officers, lab officers, systems officers,
communications officers, scientists, etc. Job rotation and inter-location transfers
throughout the country facilitate planned development of careers and broaden outlook.
Career growth opportunities are based on the individual's performance and contribution
to the common goal of sustained growth. Most of IndianOil's top executives have grown
from within -- a testimony to the unlimited opportunities for growth available to the
meritorious. 37 Apart from attractive scales and perks, Indian Oil provides its employees
many facilities and welfare measures, which are continuously upgraded. The medical
facilities extended to the employees are rated amongst the best in the country. Apart from
fully equipped hospitals at refinery townships, the Corporation has also nominated
hospitals at various locations to meet employee needs. Holiday homes at select locations
throughout the country help employees and their families unwind. Indian Oil supports
participative culture in the management of the company. With the growth in the number
of millennials joining the workforce, Indian Oil take special care to ensure our young
officers feel proud and take ownership. To boost their motivation, engagement and

20
loyalty as well as to enhance agility & adaptability in the decision-making process,
various unique interventions are being initiated, such as BEST (Budding Executive
Search for Talent), Young Officers' Conclave, Youth Day celebrations, etc. Indian Oil is
committed to diversity and inclusiveness. It has adopted various practices to foster
development of women employees and gender equality within the organisation. Women
employees have equal opportunities, equal rights and equal responsibilities.

2.5 PROBLEMS FACED BY THE ORGANISATION

1. Shortage of Petroleum Crude:

Petroleum industry in India has been suffering from the problem of shortage of raw
materials, i.e., petroleum crude. Total refining capacity in the country has reached the
level of 148.97 million tonnes in 2006-07 as against the total indigenous production of
only 34.0 million tonnes.

Thus, the petroleum industry has to depend too much on the imported crude. Due to the
increasing volume of demand-supply gap, the petroleum refineries in India have failed to
utilise their production capacity fully.

2. Dependence on Foreign Countries:

Petroleum industry in India has been depending too much on foreign countries for the
supply of petroleum crude and machineries. Total consumption of petroleum crude has
increased to 146.5 million tonnes in 2006-07 as against the total production of petroleum
crude of 34.0 million tonnes. This has resulted in the import of 105.5 million tonnes of
petroleum crude in 2006-07.

Moreover, the petroleum industry of the country depends too much on some foreign
countries for meeting its requirement of various drilling and refining machineries.

3. Price Hike:

The international prices of petroleum goods have been maintaining a constant hike since
1973-74. This has led to the excessive rise in our import bill on petroleum goods. In

21
2011-12, total import bill on petroleum oil and lubricants was to the tune of Rs 7, 43,075
crore as against Rs 5,587 crore in 1980-81.

4. Shortage of Oil Refining Capacity:

In India there is a shortage of oil refining capacity as compared to total demand for
petroleum products. Total refining capacity of the country stands at 214.1 million tonnes
as compared to the total consumption of 220.5 million tonnes of petroleum products in
2011-12. This has necessitated the expansion of existing refineries and also setting up of
new refineries under the joint sector.

5. Exploration of New Reserves:

In India, the production of petroleum crude of existing old reserves has been shrinking
due to normal technical reasons. The proved oil reserves in India constitute only 0.5 per
cent of the world oil reserves (proved). At this present level of consumption, the proved
reserves will be depleted within next 15 to 20 years.

The country has now increasingly facing the growing demand-supply gap of petroleum
crude. The country has also been facing the problem of mounting import bill of POL
items. Under the present circumstances, it is quite urgent to intensify the exploration
activities of the oil sector sincerely.

6. Technical Problems:

The petroleum industry of the country is also suffering from numerous technical
problems in respect of production of middle distillates, activating its firefighting systems
etc. which need to be corrected and updated at the earliest possible time. The RD
facilities in the industry should be expanded with the maximum possible limit to face
these technical problems.

7. Pollution:

The growing pollution near the refineries and oil fields is a big problem for the industry.
The Government is trying to control such pollution by adopting certain effective
measures.

22
 8. Lack of Market-Determined Pricing System:

The lack of a well-functioning market determined pricing system, partly because of the
lack of vibrant competition among the companies with diversified ownership, continues
to constrain the performance of petroleum industry.

2.6 Listing and shareholding

Indian Oil's equity shares are listed on the Bombay Stock Exchange and National Stock
Exchange of India.
As of September 2018, it was owned 57% by the Government of India (through the President
of India), and 43% by other entities. The latter included corporate bodies
(20%), ONGC (14%), LIC (6%), foreign portfolio investors, and (6%) Oil India
Limited (5%) and Indian Mutual funds (4%).

This was similar to its shareholding in 2017. As of 31 December 2017, the Promoters
Government of India held approx. 56.98% of the shares in Indian Oil Corporation. The public
held the rest of the shares – 43.02%. This includes Mutual Fund Companies, Foreign
Portfolio Investors, Financial Institutions/ Banks, Insurance Companies, Individual
Shareholders and Trusts.

Shareholders (as on 31 March 2020) Shareholding

Promoter Group (President of India) 51.50%

Central Government 0.11%

Foreign Institutional Investors 5.81%

Mutual Funds 4.66%

23
General Public 6.01%

Financial Institutions 8.32%

Others 23.59%
Total 100.0%
TABLE: 2.02

2.7 Competition
Indian Oil Corporation has two major domestic competitors – Bharat
Petroleum and Hindustan Petroleum – and both are state-controlled, like Indian Oil
Corporation. Major Private Competitors include – Reliance Petroleum, Essar Oil and Shell.

2.8 SWOT ANALYSIS

Understanding the internal factors of the company will help you influence your ability to take
advantage of an opportunity. SWOT Analysis is a simple but useful framework for analyzing
your organization’s strengths, weaknesses, opportunities, and threats. Let’s dive right into it.

Strengths of Indian Oil

 Strong brand name

 Wide variety of products
 Several refineries
 Vast distribution network
 Has acquired a large chunk of the market share
 Over 3500 employees
 Loyalty programs
 Has one of the largest pipeline
 Strong branding and marketing exercises
 Good R&D

24
Weaknesses of Indian Oil

 High competition = limited market share

 Bureaucracy
Opportunities for Indian Oil

 Industry growth
 Increasing natural gas market
 Global expansion
 Acquisition of smaller companies

Threats to Indian Oil

 Government regulations
 High competition
 NGOs and environment focused companies can act as an obstacle
 Macro-economic conditions

25
 CHAPTER 3
LITERATURE REVIEW
INTRODUCTION

Human Resource Management is a strategic process of coordinating, planning, organizing,

directing, and controlling the organization system. In order to achieve the goals of an
organization, a team or group of employees must be developed to pave the way for the
recruitment and selection process. It should be handled in a structured manner to select the
right candidate for suitable positions. Recruitment and selection is the process of getting
human resources into the organizations' departments, sections, and jobs (McKenna & Beach
2008). Venkatesh and Jyothi (2009) use what might be an even more useful definition of
recruitment that is about the art of discovering and procuring potential applicants for the
actual and anticipated vacancies in organizations. Different strategies are adopted for
selecting a candidate between the countries. Scrutinizing the Indian context, the exogenous
factors, such as recruiting policy, human resource planning, size of the organization, cost
involved in recruitment, growth and expansion of an organization, etc. influences the
recruitment strategy. On the other hand, recruiters focus on job analysis, environmental
analysis, and personality traits of the prospective candidate in the global context. By adding
an extension to the process, they make an analysis of expatriate factors, such as family stress,
culture, inflexibility, emotional immaturity, physical breakdown, responsibility overload, etc.
These factors have not been given any prime importance and are neglected in the Indian
context. Thus, in order to bridge this research gap, the researcher has done a detailed study of
recruitment and selection through a systematic literature review.

Some important studies and research works are summarized as follows:

1. Kumari and Pandey (2011) State that for any country, both the public and private sector
are equally important and these two are fundamental criteria for every nation to thrive and
expand. Here, the level of workplace satisfaction has been checked for work ambivalence (the
state of having mixed feelings or contradictory ideas about something). The manager
received a higher output ranking if the ambivalence of the workers was lower and vice versa.
Jobs happiness and success have little connection if the ambivalence to the work rises.
Organizations should also concentrate on clarifying their jobs to the workers in order to
properly appreciate the task.

27
2. Ramayah (2011) evaluates whether mentoring results in work satisfaction within the
Malaysian context. His results suggest that career mentoring is connected to every aspect of
work satisfaction. The aspects of job satisfaction analysed were: jobs themselves, employees,
managers, and promotion. At a higher education level, mentors often play an important role
and deliver meaningful job results directly. But psychological mentoring has no essential
connection to the three variables that fulfill the job (co-workers, the job itself, and
promotion). The study also suggests that since therapeutic mentoring contributes to non-
monetary happiness, workers would not appreciate it in the longest possible term.

3. Aristovnik (2014) discusses the influence of organizational and environmental factors on

employee job satisfaction. The police employees rated salary and security as the least
motivator and support from the management as high. Police employees rate trust and
belongingness as the key factor in job satisfaction.

4. Seniwoliba A.J. (2013), analysed career quality satisfaction levels of teachers in the public
high school in Temale Metropolis in Ghana and was found to motivate employees and
contribute successfully to the achievement of job satisfaction through factors extrinsic to pay,
rewards, working conditions, protection (medical and future pension benefits). In terms of
worker satisfaction, the wages and working conditions are greater and organizations should
still concentrate on it and take steps to enhance it by expanding. Organizations must preach
fair wages for equal status.

5. Neeraj Kumar (2016) pursued observational research on behaviour and criteria in the
service sector against job satisfaction. The research is done with a certain framework and
observations into the life insurance scheme. Throughout the analysis, it is found that life
insurance employees are usually satisfied. The researcher stresses the facets of incentives and
financial advantages, and personal recognition, which has a dominant function to play,
factors such as the company's goals, the reputation and credibility of the company,
sustainability with the role, and the personality of the employee. The researcher further
suggested that managers take care of recruiting and personnel decisions to make a
constructive contribution to the human resource to effectively aware of the organization's
future needs.

28
6. Shanmugapriya. S (2016), in his study, the employees of public sector banking opined
that the state banks had a sea turn in their success in analyzing determinants of job
satisfaction. Moreover, the economic and financial market reforms have begun. Various
factors have made India one of the world's fastest-growing economies, including opening the
global markets, reforming the banking system, rising investment levels, the proactive
regulatory landscape, and its demographic profile. There is no question, for a functioning
financial environment, a safe banking sector is important. Indian banks have good human
capital and operating technologies oriented, being the largest and most profitable domestic
and global scenarios.

7. Recruitment and Selection Practices in Business Process Outsourcing Industry (2017)

The study recommended that access to employee services, develop their skills, and motivate
them at high levels of performance, and in order to ensure the maintenance of their
commitment to the organization, this is necessary to achieve organizational goals. Also, no
organization can survive without giving importance to its employees. Moreover, the adoption
of different business models, best practices and strategies is the motto that the institution
must follow to retain its employees. Achieving reasonable expectations for employees must
be an ongoing process.

8. A Study On Recruitment And Selection Process Of Airtel (2018)

The study presented several recommendations, the most important of which was the necessity
of an effective human resources management in the organization that depends on the
effectiveness of many other human resources activities such as selection and training on the
quality of new employees who are attracted through the recruitment process. Also on raising
awareness about the risk of wrongful appointments, management must obtain specific
training on the recruitment process. Finally, an improvement in organizational results was
observed as a result of improved recruitment and selection strategies. More effectively, the
more organizations recruit and choose candidates, the more likely they will be recruited and
retained. In addition, the effectiveness of the enterprise selection system can affect low
business outcomes, such as productivity and financial performance. Therefore,
money investment is spent on developing a comprehensive and valid selection system.

29
9. Recruitment and Selection Process at Workplace: A Qualitative, Quantitative and
Experimental Perspective of Physical Attractiveness and Social Desirability. (2020)
The most important results and recommendations mentioned in this review came to search of
three studies related to the subject of the recruitment process and selection in the workplace: a
qualitative, quantitative and experimental perspective of physical attractiveness and social
desire. It was concluded that all three studies and data analysis, and found that physical
attractiveness does not play a role in the selection and employment process. Individually, this
review will help shed light on theories on the factors that affect the recruitment process. The
results of this review will also guide all future studies on how appearance, confidence,
communication skills and resumption of clarity play an important role in the recruitment
process rather than physical or facial attractiveness.

10. Recruitment and Selection Process at Workplace: A Qualitative, Quantitative and

Experimental Perspective of Physical Attractiveness and Social Desirability. (2020)
The most important results and recommendations mentioned in this review came to search of
three studies related to the subject of the recruitment process and selection in the workplace: a
qualitative, quantitative and experimental perspective of physical attractiveness and social
desire. It was concluded that all three studies and data analysis, and found that physical
attractiveness does not play a role in the selection and employment process. Individually, this
review will help shed light on theories on the factors that affect the recruitment process. The
results of this review will also guide all future studies on how appearance, confidence,
communication skills and resumption of clarity play an important role in the recruitment
process rather than physical or facial attractiveness.

30
 CHAPTER- 4
RESEARCH METHODOLOGY
INTRODUCTION
This chapter aims to understand the research methodology establishing a framework of
evaluation and revaluation of primary and secondary research. The techniques and concepts
used during primary 32 research in order to arrive at findings; which are also dealt with and
lead to a logical deduction towards the analysis and results.

OBJECTIVES OF THE STUDY

 To find out the Recruitment and Selection process handled in the organization.
 To predict the sources of recruitment and Selection process.
 To analyze the employee satisfaction perspective towards recruitment policies.
 To provide the suggestion for Recruitment and Selection process.

Sources of data collection

Primary Data
For this study, the Primary data was collected through interaction with the staff of the
company and getting a structured questionnaire filled by them. Structured Questionnaire is a
quantitative method of research. It is an effective and time saving data collection method.

Secondary Data
Secondary data is data taken by the researcher from secondary sources, internal or external of
the organization. Secondary data is collected from following sources: -
Internet, Book, Website of the company etc. Primary research has been done in this project.

Sampling Technique
For this study, convenience sampling has been adopted.

Limitations Of the Study

The study is limited by the size of the sample. As the sample size is very small, some other
information could not be included in the analyzing and finding part of the study. As the
sample size was small, hence conclusions cannot be generalized.
32
  Most of the employees were busy in their work. So, they could not give me enough
time to fill up the survey Questionnaire. Hence there is Unwillingness and inability of
respondents to provide information.
 Given the time limitation I could not gather more information to justify exact
condition. The time constraints are limiting factors.
 As a student, in the research field, I have no past practical experience of data
collection, data processing, data analyzing, integrating, and presenting. So, it is a
limiting factor for obtaining accurate information.
 As I had more dependence on the primary sources, so there might be some levels of
inaccuracy with this collected information and some data may be biased.

Sample Area
The sampling area includes the employees of Indian oil corporation Ltd. Situated at Mathura.

Sample Size
It was difficult to have an access to the employees and their information as they were
occupied in their routine jobs. However, the responses have been recorded from 50
employees of Indian oil corporation Ltd.

SAMPLE UNIT
Officials and employees of Indian oil corporation ltd.

Research Design
Descriptive research design has been used in this study. Descriptive research is also called
Statistical Research. It is defined as a research method that describes the characteristics of the
population or phenomenon studied. This descriptive methodology focuses more on the
“what” of the research subject than the “why” of the research subject.
The descriptive research method primarily focuses on describing the nature of a demographic
segment, without focusing on “why” a particular phenomenon occurs. In other words, it
“describes” the subject of the research, without covering “why” it happens.

Data Collection Tool

A structured questionnaire has been used to collect primary data from the respondents. The
questions had multiple choices as answers.

33
 CHAPTER – 5
ANALYSIS/ STUDY OF THIS TOPIC
1. What all methods of recruitment being adopted at IOCL?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS
Direct Recruitment 20 50%
Employee 15 20%
exchange
Employee referral 5 10%
Transfers 10 20%

TABLE: 5.01

RESPONDENTS

20%
Direct Recruitment
Employee exchange
10% 50%
Employee referral
Transfers
20%

FIGURE: 5.01

Interpretation:
In figure 5.01, It is observed that out of 50 respondents 50% employees says direct
recruitment, 20% says employee exchange, 10% says employee referral and 20% says
transfers methods are adopted in iocl for recruitment.

35
2. Do you think there has been a change in recruitment process over the years in IOCL?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS

Yes 20 57%

No 30 43%

TABLE: 5.02

RESPONDENTS

43%
yes
no
57%

Figure: 5.02

Interpretation:
In figure 5.02, It is observed that out of 50 respondents 50% employees says yes to the
recruitment changes in iocl while the remaining 20% denied that there is no change.

36
3. Do you think the direct recruitment process is quite long?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS

Yes 25 71%

No 25 29%

TABLE: 5.03

RESPONDENTS

29%

Yes
No

71%

FIGURE: 5.03

Interpretation:
In figure 5.03, It is observed that out of 50 respondents 71% employees says yes to the
longevity of the process in iocl while the remaining 29% denied that the process is not that
long.

37
4. Internal hiring helps in motivating the employees?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS

Yes 20 86%

No 30 14%

TABLE: 5.04

RESPONDENTS

14%

Yes
No

86%

FIGURE: 5.04

Interpretation:
In figure 5.04, It is observed that out of 50 respondent’s 86% employees says yes to the
motivation received by internal hiring in iocl while the remaining 14% denied that they didn’t
receive any motivation.

38
5. Do you think IOCL recruitment & selection process is quite rigid in terms of eligibility
criteria's?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS
Yes 20 86%

No 30 14%

TABLE: 5.05

RESPONDENTS

14%

yes
no

86%

FIGURE: 5.05

Interpretation:
In figure 5.05, It is observed that out of 50 respondents 86% employees says yes that the
eligibility criteria is quite rigid in iocl while the remaining 14% denied that the criteria is not
that rigid.

39
6. Are employees satisfied with the recruitment policies and its process?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS

Yes 26 71%

No 24 29%

TABLE: 5.06

RESPONDENTS

29%

yes
no

71%

FIGURE: 5.06

Interpretation:
In figure 5.06, It is observed that out of 50 respondents 71% employees says yes that they are
satisfied with the recruitment policies in iocl while the remaining 29% denied that they are
not satisfied at all.

40
7. Has Government interference in deciding the quotas for SC/ST affected the manpower
planning?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS

Yes 20 70%

No 30 30%

TABLE: 5.07

RESPONDENTS

30%

yes
no

70%

FIGURE: 5.07

Interpretation:
In figure 5.07, It is observed that out of 50 respondents 70% employees says yes that the
government interference has affected the manpower planning in iocl while the remaining
30% denied that it didn’t affect the manpower planning.

41
8. On what factors is the candidate assessed in terms of fit for a job?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS
Education 15 41%

Career expectations 9 4%

Compensation 5 5%

Experience 10 40%

National mobility 7 7%

All of the above 4 3%

TABLE: 5.08

RESPONDENTS
3%

7%
Education
Career expectations
41%
Compensation
Experience
40% National mobility
All of the above
5%
4%

FIGURE: 5.08

Interpretation:
In figure 5.08, It is observed that out of 50 respondents 41% employees says yes that the
employee is considered fit for a job on the basis of education, 4% says career expectations,
5% says compensation, 40% says experience, 7% says national mobility and 3% says all of
the above.
42
9. What are the organizational factors which effect the recruitment process in your
organization?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS
Organizational 10 22%
image
Cost associated with 15 33%
recruitment

Relations with labor 20 44%

unions
Others 5 1%
TABLE: 5.09

RESPONDENTS
1%

Organizational Image
22%

Cost associated with

44% recruitment
Relations with labor
unions
33% others

FIGURE: 5.09

Interpretation:
In figure 5.09, It is observed that out of 50 respondents 22% says that organizational image
affect the recruitment process, 33% says cost associated with recruitment, 44% says relations
with labor unions and 1% have other reasons.

43
10. How do you think the environmental factors have affected your recruitment process?

OPTIONS TOTAL NO. OF PERCENTAGE

RESPONDENTS
Labor market 15 25%
Economic trends 20 30%
Social attributes 2 10%
Regulations 10 15%
Unions 3 20%
TABLE: 5.10

RESPONDENTS

20%
25% Labor market
Economic trends
Social attitudes
15%
Regulations
Unions
10% 30%

FIGURE: 5.10

Interpretation:
In figure 5.10, It is observed that out of 50 respondents 25% says that labor market affect the
recruitment process in iocl, 30% says economic trends, 10% says social attributes, 15% says
regulations and 20% says unions are the environmental factors that affect the recruitment
process in iocl.

44
11. Your organization conducts training programs?

Answers Respondents

Very often 15

sometimes 15

Rarely 10

Never 10

TABLE: 5.11

RESPONDENTS

20%
30% Very often
sometimes
rarely
20%
never

30%

FIGURE: 5.11

Interpretation:
In the figure 5.11, we can conclude that the organization conducts training programs rarely
i.e., 20% where as 20% employees says that training is never provided.

45
12. Have You Attended Any Training Programs?

ANSWERS RESPONDENTS

Yes 35

No 15

TABLE: 5.12

RESPONDENTS

30%

YES
NO

70%

FIGURE: 5.12

Interpretation:
In the figure 5.12, we can conclude that only 70% of the employees have attended the
training session, whereas rest 30% has not.

46
13. Your training program is always linked with your career development?

ANSWERS RESPONDENTS

Yes 35

No 10

Maybe 5

TABLE: 5.13

RESPONDENTS

10%

20% YES
NO
MAYBE
70%

FIGURE: 5.13

Interpretation:
In the figure 5.13, we can see that 70% of the employees say that the training program is
always linked with career development where as 10% are not sure about the statement or the
training being given.

47
14. Do You Feel That the Company Provides Career Enhancement Opportunities for Your
Growth and Development?

ANSWERS RESPONDENTS

Yes 30

No 10

Maybe 10

TABLE: 5.14

RESPONDENTS

20%

YES
NO
20% 60% MAYBE

FIGURE: 5.14

Interpretation:
In the figure 5.14, we can see that 60% of the employees believe that the Company Provides
Career Enhancement Opportunities for their Growth and development program where as 20%
of the respondents disagree with the fact.

48
15. Do you agree that your company’s compensation package is better than other
organization?

ANSWERS RESPONDENTS

Yes 40

No 10

TABLE: 5.15

RESPONDENTS

20%

YES
NO

80%

FIGURE: 5.15

Interpretation:
In the figure 5.15, we can see that 80% of the employees believe that company’s
compensation package is better than other organization where as 20% of the respondents
disagree with the fact

49
CHAPTER- 6
FINDINGS
FINDINGS

I. Majority of the employees (50%) believe that direct recruitment is used in the
company.
II. Most of employees (57%) think that there has been a change in recruitment
policies over the years.
III. Majority of employee (71%) says that the recruitment process is quite long.
IV. Most of the employee (86%) is motivated by internal hiring.
V. Most of the employees think (86%) that the organization is very rigid in the terms
of eligibility criteria.
VI. Majority of the employees (71%) have a good perspective towards the recruitment
policies.
VII. (70%) of employee believe that the government affects the manpower planning of
the organization.
VIII. Majority of the employees (41%) says that education and experience are the
factors that candidates assessed to fit for a job.
IX. Majority of employee’s (44%) opinion is that the relations with labor unions and
cost associated with recruitment have affected the process of recruitment in the
organization.
X. Majority of employees believe that economic trends (30%) and labor markets
(25%) (environmental factors) have affected the process of recruitment in the
organization.
XI. (50%) of employee believe that salary and management is important for job
satisfaction, while on the other hand half believe that welfare benefit and working
condition is important.
XII. Majority of the employees (70%) are satisfied with the tools and resources which
they are provided for their job.

51
 SUGGESTIONS

I. Training programmes must be provided based on the job content. It should be job
related and knowledge based.
II. More and more opportunities should be provided to employees to promote inter
personal relationships.
III. Incentives may be provided to employee who successfully completes courses under
company’s education assistance scheme.
IV. The company should re- introduce the transportation facility to its officers which will
reduce cost over-run and saving in income.
V. Job rotation is to be made at least once in three years.
VI. The promotion policy should be time bound and uniform in order to keep the morale
of the employees high.
VII. The grievance handling system should be made more efficient and the company
should see that complaints are solved quickly.
VIII. The employees should be given an opportunity to participate in decision making so
that the decision can be smoothly implemented.
IX. Superior should support to employees

52
CHAPTER- 7

CONCLUSION
It is evident from the study that organizations which have responded to the change in the
environment by reviewing its functions have attained success. IOCL through their manpower
extensively. This man power plant has closed linkages with the corporate objectives and
business plans. These are drawn after a detailed analysis following a sanction.
Departure tender sanction heavily determines the recruitment pattern in the PSU. Being a
PSU also limit it strategies undertaken to market the image of the company. Also it has to
meet the quotas set for SC/ST by government. Till I hear back campus recruitment was very
much there but it has been discontinued as it was felt that there was some biasedness attached
to it as IOCL physics only premier institutes.
In case of recruitment for advertisement the candidates are screened via GATE and other
outsourced agencies. The final interview is held by the organization.
Internal hiring is there for managerial level which may or may not involve a written test.
Although employees of the Mathura Refinery are getting so many facilities but still there is
lot of dissatisfaction among the employees of the org.
Management must aware of the needs & expectations of the employees. Every employee
wants higher status and more opportunities to make his future bright and make his life more
&more comfortable.
The top management is involved in the recruitment process. The evaluation process involves
the assessment of all factors from education to experience, mobility etc., differs depending
upon the nature of the job.
IOCL also has taken lead to make its recruitment and selection policy more efficient. It is has
started online registration and also result of examination can be seen by candidates on
internet which is a great step in today's digital market.

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ANNEXURE
QUESTIONNAIRE

 What all methods of recruitment being adopted at IOCL?

Direct Recruitment
Employee exchange
All the above
Employee Referral
Transfers
 What kind of a recruitment process gives you the best results according to you?
 How do you tailor your manpower plan and company’s business plans?
 Do you think there has been a change in recruitment process over the years in IOCL?
Yes
No
 Do you think the direct recruitment process is quite long?
Yes
No
 Internal hiring helps in motivating the employees?
Yes
No
 Do you think IOCL recruitment & selection process is quite rigid in terms of
eligibility criteria's?
Yes
NO
 In selection Process, do you think innovative techniques (like stress level test,
psychometric Test) should be adopted?
Yes
No
 Has Government interference in deciding the quotas for SC/ST affected the
manpower planning?
Yes
No
 What techniques are used to gauge the capabilities and aptitudes of candidates?
 Who and which levels form the interviewing panel? On what basis is the above

56
 chosen?
 How are resumes screened and filtered?
 On what factors is the candidate assessed in terms of fit for a job?
Education
Career expectations
Compensation
Experience
National mobility
All the above
 Does the company undertake subjective assessments of personality and
communication ability?
 What are the organizational factors which effect the recruitment process in your
organization:
Organizational Image
Cost associated with recruitment
Relations with labor unions
Others.....
 How do think the environmental factors have affected your recruitment process:
- Labor market
- Economic trends
- Social attitudes
- Regulations
- Unions
 Does the company propagate ideas like "Come Grow with us", "learning
environment"?
 How important is job definition in the recruitment process? Does it precede it?
 Are the success factors and fatal flaws considered such as
 Ability to lead people
 lack of perseverance and drive
 tendency to lose control under pressure
 What measures are taken to propagate" career development within and outside the
organization?
 Your organization conducts training programs?
57
 - Very Often
- Sometimes
- Rarely
- Never
• Have You Attended Any Training Programs?
- Yes
- No
• Your training program is always linked with your career development?
- Yes
- No
- Maybe
• Do You Feel That the Company Provides Career Enhancement Opportunities for
Your Growth and Development?
- Yes
- No
- Maybe
• Do you agree that your company’s compensation package is better than other
organization?
- Yes
- No

58
 BIBLIOGRAPHY
Books
1. Management Study Guide. (2008). Employee empowerment – good or bad.
Management Study Guide. Retrieved July 14, 2011
2. Lewis, C., Podgursky, M. (n.d.) the pros and cons of performance-based
compensation. Retrieved October 2, 2011
3. Ram, P., Prabhakar, G.V. (2010). Determinants of pay satisfaction: a study of the
hotel industry in Jordan. European Journal of Social Sciences 14(3). Retrieved
August 21, 2011
4. Public Record Office Victoria (2010).Key performance indicators. Public Record
Office Victoria.

INTERNET:-

Annual Report of IOCL 2021-22

Sustainability Report of IOCL

https://www.questia.com/library/journal/1P3-

http://projects99.com/project/hr-practices

http://en.wikipedia.org

https://www.indiafirstlife.com

www.investopedia.com

www.iocl.com

www.indianoil.co.in

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