PROJECT REPORT

ON
“EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM”
OF

OIL & NATURAL GAS CORPORATION LIMITED (ONGC) DEHRADUN

Submitted in
Partial fulfillments of
BACHELOR OF BUSINESS ADMINISTRATION
Program of
H.N.B. Garhwal University, Srinagar
Batch 2008-2011

UNDER THE GUIDANCE OF:

MRS. BENU PHUKON
(HR Manager)

SUBMITTED TO : SUBMITTED BY
MR. PANKAJ AGGARWAL FIROZ KHAN
MANAGEMENT FACULTY BBA – VTH SEM.
(BATCH 2009-2012)

GRAPHIC ERA UNIVERSITY, DEHRADUN

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CONTENTS

2
CONTENTS

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INDUSTRY PROFILE

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INTRODUCTION

Oil & Natural Gas Corporation Limited (ONGC) is one of the world’s
largest integrated exploration and production companies, having the
right expertise in exploration, drilling technology, reservoir studies,
engineering and ocean technology-dorm of over 4 decades of
experience. ONGC is producer of more then 22 Million Tones of oil.

ONGC has set up seven exclusive institutes to meet its R&D

needs and consultancy supports in all the areas of hydrocarbon
sector, from exploration to exploitation, multi- dimensional expertise in
diverse fields of upstream petroleum industry. ONGC institutes
integrated services (OISS) is a common platform for these institutes
and provide synergetic expertise in all the areas of upstream oil
sector through single window service, of international standards in
terms of quality, reliability, cost effectiveness and time consciousness.

ONGC has made important oil-gas discoveries in the country and

today the numbers of discovered fields are around 200. ONGC is
ranked among top 20 oil companies in the world and is ranked 1 st
according to its net worth, reserves and profits. ONGC, which has
been granted the status of “NAVRATNA” is one of the eleven elite
public sector organization selected for development as global giants,
and may be accorded the status of “MAHANAVRATNA”.

Today, ONGC is Fortune2000 Company, the most valuable company

in India (by market capitalization) contributing 77% of Indian crude oil
production & 81% of India total gas production. It is the highest profit-
making corporation in India.
India’s Most Valuable Company

• “Biggest Wealth Creator Award” for the period 2000-2006 instituted

by M/s Motilal Oswal Securities Ltd., third time in a row.

• Ranked as the most respected Company in PSU Category in the

2006 Business World Survey, with 13th position in the league of the
most respected Indian Corporate.

• Tops the Business India Super 100 list (among 284 Indian
Companies having Sales in excess of Rs. 500 Crore), based on
Sales, Profit After Tax (PAT), Net Fixed Assets and Market
Capitalization (Dec 2006)

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• Topped the visibility metrics in Indian Oil and Gas Sector and the
only PSU in the top 10 list of Indian Corporate newsmakers.

• Moody’s Investor Services awarded the highest-ever Credit Rating

for an Indian Corporate – Baa1 (indicative Foreign Currency debt
rating)

• CRISIL and ICRA also reaffirmed ONGC the highest credit rating of
AAA and LAAA respectively.

ONGC is the only fully–integrated petroleum company in India,

operating along the entire hydrocarbon value chain:

 Holds largest share of hydrocarbon acreages in India.

 Contributes over 78 per cent of Indian’s oil and gas production.
 About one tenth of Indian refining capacity.
 Created a record of sorts by turning Mangalore Refinery and
Petrochemicals Limited around from being a stretcher case for
referral to BIFR to the BSE Top 30, within a year.
 Interests in LNG and product transportation business.

Financials (2007-08)

• ONGC posted a net profit of Rs. 167.016 billion, the Highest by

any Indian Company

• Net worth Rs. 699 billion

• Practically Zero Debt Corporate

• Contributed over Rs. 300 billion to the exchequer

The Road Ahead

ONGC looks forward to become an integrated energy provider, with:

• New Discoveries and fast track development

• Equity Oil from Abroad
• Downstream Value Additions & Forward Integration
• Leveraging state-of-the art technology and global best practices
• New Sources of Energy
• Production from small and marginal fields

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MAJOR PRODUCTS OF O.N.G.C
 Crude Oil.
 Natural Gas.
 Liquefied petroleum Gas.
 Natural Gasoline.
 Ethane/Propane.
 Achromatic Naphtha.
 Superior Kerosene Oil.

ONGC AS “NAV RATAN COMPANY”

The liberalization of Indian economy and the consequent drive of

integration with world market have thrown up a plethora of
opportunities for ONGC to become globally competitive and access
global markets.

The Indian Government has identified ONGC as leading ‘Navratna’ (Nine

Jewels). To support in its drive to become Global giant by granting
enhanced automation and delegation of powers.

The envisioned future of ONGC becoming a leading Global energy

company makes its imperative to move from the era of sole
ownership to partnership fostering the principal of extending
enterprise and adopts a growth strategy, which resolve to:
 Rely on company skills & positional assets.
 Focus on core business areas.
 Opportunity specific diversification.
 Strategic alliance/joint venture with preferred partners.
 Market Focus: Domestic and overseas E & p, related and other
segment of energy sector.
 Ensure highest possible levels of customer satisfaction through
quality, service and values.
 Company promotion to achieve the image of most preferred
business ally/ service provider/ employer.
 Natural consequences of the above growth strategy for both
medium & long term would be that ONGC would continue to
access E&P business both in the domestic and international
sectors.
 Strive to reach out to opportunities specific related of
downstream sector, core competence service business, energy
and other sector in general.

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8
COMPANY PROFILE

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 A BRIEF HISTORY OF ONGC
PHASE – I (1947-1960)
During the pre-independence period, the ASSAM oil company in the
Northeastern and at tock Oil Company in northwestern part of the
undivided INDIA was the only oil producing oil in the country, with
minimal exploration input. The major part of INDIAN sedimentary
basis was seemed to be unfit for development of oil and gas
resources.

In India, prospecting of oil started in upper Assam. Systematic drilling for

oil began in upper Assam in 1866. Oil was struck at Makum, near
Margherita at a depth of 36 meters on 26th March, 1867. In 1890; oil
was discovered at Borbline (later known as Digboi) in Assam. Before
independence, oil (black gold) was myth in India. After independence in
1954, the Ministry of Natural Resources & Scientific Research decided
to set up a separate Petroleum Explanatory Division in the
Geological Survey of India.

The Govt. of India in 1955 decided for setting up a separate

organization for Oil Exploration. Oil & Natural Gas Directorate was
established in 1956 & Dehradun was selected as the headquarters
of this Directorate. After that the Oil & Natural Gas directorate was
converted into a high powered Commission on August 14, 1956.
On October 15, 1959 the Commission became a statutory
autonomous body by an act of the Parliament to take over the
activities of the Oil & Natural Gas Directorate.

The main function of Oil & natural Gas Commission subject to

provision of the act, were “To plan, promote, organize & implemented
program for development of Petroleum Resources and the production
sale of Petroleum & Petroleum products produced by it, and to
perform such other functions as the Central Government may, from
time to time, assign to it. The act further outlined the activities and
steps to taken by ONGC in fulfilling its mandate.

PHASE – II (1961-1990)
Since its inspection ONGC has been instrumental in transforming
the country’s limited upstream sector into a large viable playing
field, with its activities spread throughout India & significantly in
overseas territories. In the inland areas, ONGC not only found new

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resources in ASSAM but also established new oil province. Company
basin (GUJRAT), while adding new petroliferous areas in the ASSAM
– ARAKAN fold belt and east cost basins (both inland & offshore).
ONGC went offshore in early 70’s and a giant oil field in the form
of BOMBAY high, now known as MUMBAI HIGH. The discovery,
along with subsequent discoveries of huge oil & gas in western
offshore changed the oil scenario of the country. Subsequently, over
5 billion tones of hydrocarbons, which were present in the country,
were discovered. The most important contribution of ONGC, however,
is its self- reliance & development of core competence in E&P
activities at a globally competitive level.

Phase III (1990 Onwards)

The liberalized economic policy, adopted by the government of India
in July 1991, sought to deregulate and de-license the core sector
(including petroleum sector) with partial disinvestments of government
equity in public sector undertaking and other measures. As a
consequence thereof, ONGC was re-organized as a limited company
under the companies act, 1956 in February 1994.
After the conversion of business of the erstwhile oil & natural gas
commission to that of oil & natural gas Corporation limited in 1993,
the government disinvested 2% of its shares through competitive
bidding. Subsequently, ONGC expanded its by another 2% by offering
shares to its employees.

During March 1999, ONGC (IOC) a downstream giant & gas authority
of Indian Limited (GAIL) - the only gas marketing company, agreed to
have cross holding in each other’s stock. This paved the way for
long term strategic alliances both for the domestic & overseas
business opportunities in the energy value chain, amongst
themselves. Consequent to this the Government sold off 10% of its
share holding in ONGC to IOC & 2.5% to GAIL. With this the
government holding in ONGC came down to 84.11%.

In the year 2002-2003, after taking over MRPL from the A.V Birla
group, ONGC diversified in to the down stream sector. ONGC will
soon be entering in to the retailing business. ONGC has also entered
the global field through its subsidiary, ONGC VIDESH LIMITED
(OVL). ONGC has made major investment in Vietnam, Sakhalin &
Sudan and earned its first hydrocarbons revenue from its investment
in Vietnam.

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ONGC's Videsh Ltd.

ONGC's wholly owned subsidiary, ONGC Videsh Ltd, has made

significant investments in many parts of the world.
The gas property in Vietnam (OVL's participating interest 45%) went into
commercial production in December 2002, leading to OVL's first revenue
from hydrocarbons.
In March 2003, OVL concluded the acquisition of 25% equity in the
Greater Nile project in Sudan with an investment of Rs. 3,430 crore. This
investment entitles OVL to 3.00 MMT of crude oil per year, which is
valued at Rs. 2,500 crore at current prices.
OVL opened its first overseas subsidiary, Sakhalin India Inc., in US for
managing its operations in Sakhalin Oil field in Russia. Further, ONGC
Nile-Ganga BV, a wholly owned subsidiary, was incorporated in The
Netherlands to manage the Sudan property.
OVL is also pursuing exploration of oil and gas in Russia, Iran, Iraq, Libya
Myanmar and other countries.

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MISSION, VISION & OBJECTIVES

ONGC VISION, MISSION AND OBJECTIVES

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 ONGC VISION:
To be world-class Oil and Gas Company integrated in energy
business with dominant Indian leadership and global presence."Not
only had India... set up her own machinery for oil exploration and
exploitation... an efficient oil commission had been built where a
large number of bright young men and women had been trained
and they were doing good work."

ONGC MISSION:
WORLD CLASS
1. Dedicated to excellence by leverage competitive advantages in R &
D and technology with involved people.
2. Abiding commitment to health, safety and environment to enrich
quality of community life.
3. Foster a culture of trust, openness and mutual concern to make
working a stimulating and challenging experience for our people.
4. Strive for customer delight through quality product and services.

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● INTEGRATED IN ENERGY BUSINESS
1. Focus on domestic and international Oil and Gas exploration and
production business opportunity.
2. Provide value linkages in other sectors of energy business.
3. Create growth opportunities and maximize shareholder value.

DOMINANT INDIAN LEADERSHIP

1. Retain dominant position in leadership in Indian petroleum sector
and enhance India’s energy availability.

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 ONGC OBJECTIVES

1) Optimize production of hydrocarbons.

2) Self-reliance in technology.
3) Promoting indigenous effort in oil and gas related equipments,
material and services.
4) Assist in conservation of hydrocarbons, more efficient use of energy
and development of alternative sources of energy.
5) Develop scientifically oriented and technically component human
resources through motivation and training.
6) Environment protection.
7) Generate adequate resource for reinvestment.

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 ONGC SPECIALISES IN

1. Geological and Geophysical surveys.

2. Geochemical studies Bio - stratigraphic and analysis.
3. Basin evaluation, techno-economic analysis.
4. Formation analysis and reservoir modeling.
5. Estimation of resources and reservoirs.
6. Drilling of wildcat, exploratory and development wells.
7. Bottom hole reservoir studies.
8. Repair and rehabilitation of sick wells.
9. Simulation techniques.
10. Computer application in petroleum industry.
11. Equipment management and quality assurance.
12. Construction and maintenance onshore and offshore.
13. Material management and logistics on land, marine and air

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 FINDINGS

SWOT ANALYSIS

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STRENGTH:

 The company is highly cost competitive.

 The company has an established network in India.
 The company has gained expertise in the field of onshore and offshore oil
exploration.
 ONGC is one of the few companies in the world which owns and operates a
large number of oil field services such as drilling, production testing,
geophysical and logistic services.
 Logistics marine, land and water virtual monopoly position controlling 90%
overall production.

WEAKNESS:

 The company’s earnings were insulated from the vagaries of global crude oil
prices. This will be a weakness for the company when the government
decontrols the oil sectors.
 The company was realizing only 77% of the import parity pricing, which was
expected to increase by 3.5% every year till 2002.
 There has been no major discovery in the past.
 Deep water development steel a embryonic stage
 Huge exodus to abroad, especially middle east.
 Procedural constraints affecting the process of resource acquisition, hiring
drilling rigs or acquiring land.
 Non transparent subsidy formula
 Artificial insulation from price the gas pricing issue.
 Drilling and exploration in forest lands/river bed might be required in greater
interest of energy security and growth..

OPPORTUNITIES:
 The number of sedimentary basins in India is about 26, out of which 17
have been discovered. Moreover, production has been commenced in 6
of them. Hence, there is tremendous opportunity for growth in the future.
 Oil exploration and development has been open to the private sector,
hence ONGC can overcome resource crunch by setting up joint venture
with foreign companies.
 ONGC has already obtained marketing rights for transportation fuels,
this opens up the opportunity to augment ONGC’s profitability through
value addition consumer and retail marketing.
 Rising affordability for investing in R&D technology acquisition and
assimilation

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 Empowered policy might help in fast and direct access to latest
technology
 Strong Indian Academia : Greater industry academia synergy possible.
 Globalization and liberalization has already made Indian market
attractive.
 Regulatory bodies may become facilitator through guidance making
energy security a prime national agenda would remove many
hierarchical constrictions.
 More empowerment of OVL essential for energy security Time, secrecy
and aggressive bidding key factors in acquiring overseas assets.
 In R & D for new and alternate source of energy.

THREATS:

 The unemployed Basins are of acreage and would increase ONGC’s

funding as development cost. This would decrease its international
competitiveness.
 With the opening of the oil exploration and development sector to the
private sector, there has been an increase in the international
competitiveness.
 International crude oil prices are highly volatile and any sharp down turn
would affect the profitability of the organization.
 Security of the personnel and property is the major concern ONGC, as
in Oct. 2001 a massive fire broke out in Gujarat field because of
tampering of a well held by miscreants engaged in pilferage, three
miscreants perished in the fire and the cost of property loss exceed Rs.
5 Crore.

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 LEVEL OF STRUCTURE OF THE ONGC

LEVEL DESIGNATION
Class I
E9 - Regional Director
E8 - Group General Manager
E7 - General Manager
E6 - Deputy General Manager
E5 - Chief Manager
E4 - Manager
E3 - Deputy Manager
E2 - Dr. (P & A) Officer
E1 - Assistant Officer

Class II
E0 - Assistant (P & A)
Class III
3-5 - Jr. Suptd.
3-4 - AG I
3-3 - AG II
3-2 - AG III
3-1 - R/Keeper GD II
Class IV
4-3 - Attdt. GD I
4-2 - Attdt. GD II
4-1 - Attdt. GD III

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 ORGANIZATIONAL CULTURE

As the shared set of norms and values ONGC emphasizes on following

points:
a) It accrues its success to dedicated team of nearly 40,000
professional who work round the clock.
b) It has a culture of learning, innovation, team working, creativity,
innovation, and enthusiasm, information and participation.

INNOVATION:
ONGC have always had the interests of the large and multi-
disciplined workforce at heart. By enabling workers to participate in
management, they are provided with an Informative, Consultative,
Associative and Administrative forum for interactive participation
and for fostering an innovative culture.

TEAM WORKING:
ONGC believes on creating a highly motivated, vibrant & self-driven
team. The Company cares for each & every employee and has in-
built systems to recognize & reward them periodically.

ENTHUSIASM:
Enthusiasm plays an important role in the employee performance
and satisfaction in order to keep its employees motivated ONGC
has incorporated schemes such as Reward and Recognition
Scheme, Grievance Handling Scheme and Suggestion Scheme.

22
INFORMATION AND PARTICIPATION:
ONGC has evolved a communication strategy to ensure
involvement and participation among employees in various work
centers. Exclusive workshops and interaction/ brain storming
sessions are organized to facilitate involvement of employees in
project Shramik.

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ORGANISATION CHART

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HUMAN RESOURCE IN ONGC

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 HUMAN RESOURCES MANAGEMENT

ONGC considers the human resource to be its greatest asset in its

stride to achieve corporate excellence. The success of the
company is due to its 33,000 strongly, highly motivated,
professionally competent committed multidisciplinary workforce
comprising of scientist, technologists, engineers and other support
personnel. Several initiatives and measures have been taken to
ensure that human resources are managed and developed office
lively.
ONGC by its effort in the area of human resources planning and
redeployment of its existing manpower on the zero based studies,
has achieved a 2.23% reduction in manpower over the previous
financial year.
Integrated System for Human Resource Automated Management
Information for Kaizen (SHRAMIK) based on SAP R / 3 was
launched in ONGC with a view to harness Information Technology
for enhancing the effectiveness of HR system and move towards
introduction of world class system, process and practices by
implementing appropriate bench mark.
SHRAMIK is an attempt to address key issues of HRM, SAP R / 3
as an Enterprise Resource Planning (ERP) software system which
will enable comprehensive process Re-engineering and Re-
modeling of HR function and bench marking with the industries best
practices.

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 HR POLICIES AT ONGC

MAIN OBJECTIVE OF THE HR POLICY AT ONGC

1. By mutual love for, and confidence in each other, it follows
participative style of management to ensure good working
and living condition, job satisfaction, emolument and career
growth, respect for individual, goodwill, friendship
understanding and teamwork amongst all employees.
2. To induct the best available personnel for the corporate
business.
3. These insure the continuous development of all employees
and make optimum use of both human and material
resources of the corporation.
4. To evolve an organization with clearly enunciated objectives
and policies where individual and groups, consistent with
commission social and business objectives will have
professional freedom to function in accordance with their
abilities, resourcefulness and initiative.
5. To ensure successful execution and implementation of the
HR policy, the management philosophy aims at being FAIR,
FRIENDLY and FIRM towards all employees, bringing about
discipline at all level.

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ONGC- The torch bearer in the area of HRD

ONGC is not only the largest profit making company in the country,
it has also been a torch bearer in the sphere of HRM. Corporation’s
mission includes some points on which training and development
have a significant bearing. These points are given under the head
“WORLD CLASS”, and they are:
1. Dedicated to excellence by leveraging competitive advantages in
R&D and technology with involved people.
2. Imbibe high standards of business ethics and organizational
values.
Foster a culture of trust, openness and mutual concern to make
working a stimulating & challenging experience for our people.
3. Abiding commitment to health, safety and environment to enrich the
quality of community life.
4. Strive for customer delight through quality products and services.

ONGC is one of the few organizations that have a formal “HR Vision”, “HR
Mission” and “HR Objectives”.

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Today, ONGC is the flagship company of India; and making this possible
is a dedicated team of nearly 40,000 professionals who toil round the
clock.
Over 18,000 experienced and technically competent executives mostly
scientists and engineers from distinguished Universities / Institutions of
India and abroad form the core of the company's manpower. They include
geologists, geophysicists, geochemists, drilling engineers, reservoir
engineers, petroleum engineers, production engineers, engineering &
technical service providers, financial and human resource experts, IT
professionals and so on.

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 HR VISION, MISSION & OBJECTIVES
HR VISION
“To attain organizational excellence by developing and inspiring
the true potential of company’s human capital and providing
opportunities for growth, well being and enrichment.”

HR MISSION
“To create a value and knowledge based organization by
inculcating a culture of learning, innovation and team working
and aligning business priorities with aspiration of employee’s
leading to development of an empowered, responsive and
competent human capital.”

HR OBJECTIVES
 To develop and sustain core values.
 To develop business leaders for tomorrow.
 To provide job contentment through empowerment,
accountability and responsibility.
 To build and upgrade competencies through virtual learning,
opportunities for growth and providing challenges in the job.
 To foster a climate of creativity, innovation and enthusiasm.
 To enhance the quality of life of the employees and their
family.
 To inculcate high understanding of ‘Service’ to a greater
cause.
HR STRATEGY
 To meet challenging demands of the business
environment, focus of the HR strategy is on change of the
employees, ‘mindset’
 Building quality, culture and resources.
 Re-engineering and Redeployment for maximizing
utilization of HR potential.
 To build and upgrade competencies through virtual
learning, opportunities for growth and providing challenges
in the job.
 Re-strengthening mutual faith, trust and respect.
 Inculcating a spirit of learning & enjoying challenges.
 Developing Human Resource through virtual learning,
providing opportunities for growth, inculcating involvement
and exposure to benchmarking in performance.

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 ROLE OF HR
 Alignment of HR vision with Corporate Vision.
 Shift from support group to strategic partner in business
operations.
 HR as a change agent.
 Enhance productivity and performance by developing
employee competency and potential.
 Developing professional attitude and approach.
 Developing ‘Global Managers’ for tomorrow to ensure the
role of global players.
Measuring HR Performance
HR Parameters have been incorporated in the MOU by ONGC
since 1994-95, to systematically and scientifically evaluate
effectiveness of HR Systems, which enables and facilitates time
bound initiatives.
HR Parameters of MoU for 2009-2010
 Mentoring and coaching
 HR Audit
 Engagement Survey
 Continuous professional education credit course for finance executives
of ONGC

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MOTIVATION

MOTIVATION

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The study of human motivation is of great importance in any theory of
management. Man is by nature constantly motivated. He is an organic
system, not a mechanical one. The inputs of energy such as food, water
etc., are converted by him into outputs of behavior. His behavior is
determined by relationships between his characteristics as organic system
and the environment in which he moves. Management involves creation
and maintenance of environment for performance of individuals working
together in groups towards accomplishment of common objectives and
therefore the manager cannot perform his functions without knowing what
motivates people.

MEANING & DEFINITION OF MOTIVATION

Motivation can be defined as an internal condition initiated by drives,

needs, or desires and producing goal behavior.
According to Stephen P Robbins Motivation is defined as "the willingness
to exert high levels of effort towards organizational goals, conditional by
the effort ability to satisfy some individual needs."
According to Fred Luthans (1986) Motivation can be defined as "a process
that starts with a physiological or psychological deficiency or need that
activates behavior or a drive that is aimed at a goal or incentive.
PROCESS OF MOTIVATION

Need

Drive / Goal Directed Behavior

Goal

Incentives / Relief

Needs (desires or wants): When there is a physiological or psychological

imbalance accompanied by arousal, then it leads to creation of needs. e.g.
need for Water/food. These needs arise when a person is hungry or thirsty.
Similarly need for affiliation/friend arise when the person is deprived of the
company of other people.
Drives: Drives or motives are specific condition that directs an organism
towards its goal.
Goal: Attainment an appropriate goal.

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Relief's/Incentives: At this stage there is a reduction of the driving state
and subjective satisfaction and relief when the goal is reached.

NATURE AND IMPORTANCE OF MOTIVATION:

Motivation means to move. It includes three common characteristics:
1. It concerns with what activates human behavior.
2. It involves what directs this behavior towards a particular goal.
3. Motivation concerns how this behavior is sustained (supported).
Motivated employees are needed in our rapidly changing workplaces.
Motivated employees help organizations survive. Motivated employees are
more productive. To be effective, managers need to understand what
motivates employees within the context of the roles they perform. Of all the
functions a manager performs, motivating employees is arguably the most
complex.
The motivating factors are:
a) job security,
b) sympathetic help with personal problems,
c) personal loyalty to employees,
d) interesting work,
e) good working conditions,
f) tactful discipline,
g) good wages,
h) promotions and growth in the organization,
i) feeling of being in on things, and
j) full appreciation of work done.

TYPES OF MOTIVATION
1. Achievement Motivation: It is the drive to pursue and attain goals.
An individual with achievement motivation wishes to achieve
objectives and advance up on the ladder of success. Here,
accomplishment is important for its own shake and not for the
rewards that accompany it
2. Affiliation Motivation: It is a drive to relate people on a social basis.
Persons with affiliation motivation perform work better when they are
complimented for their favorable attitudes and co-operation.
3. Competence Motivation: It is the drive to be good at something,
allowing the individual to perform high quality work. Competence
motivated people seek job mastery, take pride in developing and
using their problem-solving skills and strive to be creative when
confronted with obstacles. They learn from their experience.
4. Power Motivation: It is the drive to influence people and change
situations. Power motivated people wish to create an impact on their
organization and are willing to take risks to do so.

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5. Attitude Motivation: Attitude motivation is how people think and
feel. It is their self confidence, their belief in themselves and their
attitude to life. It is how they feel about the future and how they react
to the past.

MOTIVATING TOOLS
The methods of motivating employees today are as numerous and
different. The best employee motivation efforts focus on what
employees deem to be important. It may be that employees within
the same department of the same organization will have different
motivators. Many organizations today find that flexibility in job design
and reward has resulted in employees' increased longevity with the
company, increased productivity, and better morale. According to
extensive research, motivation includes a variety of tactics designed
to address the issues of emotion, support, capability and alignment
that go into increasing performance through people.
Job enlargement: Job Enlargement is the horizontal expansion of a
job. It involves the addition of tasks at the same level of skill and
responsibility. It is done to keep workers from getting bored.
Examples: Small companies may not have as many opportunities for
promotions, so they try to motivate employees through job
enlargement.
Job enrichment: Job Enrichment is the addition to a job of tasks
that increase the amount of employee control or responsibility. It is a
vertical expansion of the job as opposed to the horizontal expansion
of a job, which is called job enlargement. Many jobs are monotonous
and unrewarding. Workers can feel dissatisfied in their position due
to a lack of a challenge, repetitive procedures, or an over-controlled
authority structure. Job enrichment tries to eliminate these
dysfunctional elements and bring better performance to the
workplace. Examples: We use job enrichment to make work more
challenging and rewarding for our employees.
Job Rotation: Job rotation is the movement between different jobs.
Job rotation involves the movement of employees though a range of
jobs in order to increase interest and motivation.
One day a person may be working in part of the factory and the next
day they may work in a different part. This avoids the employee
becoming bored and with job rotation they are doing different jobs all
the time and learning new skills. Multi-skilling is when people have
many skills so they are able to carry out many different jobs. Multi
skilling benefits the employer as if they are short of staff in one area,
they can move people across.

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 THEORIES OF MOTIVATION
Following of the theories of the motivation

MCCLELLAND NEED THEORY

McClelland's theory says that Achievement-motivated people prefer task of

ability more feedback on their success and failure that to low.

NEED FOR POWER

NEED FOR AFFLIATION

NEED FOR ACHIEVEMENT

NEED FOR POWER : The individual exhibiting this need as the dominant
one derives satisfaction from his or her ability to control others. Actual
achievement of desired goals is of secondary importance to the high &
Power individual; instead the means by which goals are achieved (the
exercise of power) are of primary importance. Individuals with a high &
Power derive satisfaction from being in positions of influence and control.
Organizations that foster the power motive tend to attract individuals with a
high need for 'power' (for example military organization).
NEED FOR AFFILIATION: Individuals exhibiting this need as a dominant
motive derive satisfaction from social and interpersonal activities. There is
a need to form strong interpersonal ties and to "get close" to people
psychologically. If asked to choose between working at a task with those
who are technically competent and those who are their friends, high &
Affiliation individuals will chose their friends,
NEED FOR ACHIEVEMENT: Individuals high in. derive satisfaction from
reaching goals. The feeling of successful task accomplishment is important

36
to the high achiever. High achievers prefer immediate feedback on their
performance and they generally undertake tasks of moderate difficulty
rather than those that are either very easy or very difficult. They also prefer
to work independently so that successful task performance (or failure) can
be/related to their rather than the efforts of someone else.
ARGYREOUS THEORY:

The human personality develops form immaturity to maturity if the person

will apply related dimensions.

CHILDREN TO MATURITY

POSITIVELY TO ACTIVITY

SUBORDINATE POSITION TO
SUPER SUBORDINATE POSITGN

LACK OF AWARENESS TO
FULL OF AWARENESS

RESERVE TO BE SOCIAL

NEGATIVE TO POSITIVE
If we follow (-)ve then we will child and if we take (+) ve we will matured.
URWEEKZ THEORY :
37
 This theory work on Japanese Management practices, which says
that organization should behave as a family and should create good
interpersonal relationship in order to complete the objective.
 This theory emphasis on good relation between management and
subordinates.
 This theory emphasis on open door policy.
 This theory emphasis on human resource and development.
 This theory says that organization should create a that kind of
culture, where every human being can draw and achieve.
 This theory emphasis equal opportunity to all employees.
 This theory emphasis employee participation and participation in
decision making.
Mc.Gregas Theory

X- Theory Y Theory

X – Theory :
It indicate negative which says that people are being, irresponsible,
lack of awareness, don’t likes achievements, love, politics, jealous,
inferior complex, grow, to work, to develop their personality, are less
ambitions, bad attitude and perceptions and also they just tries to
pass the time.

Y – Theory :
The Y theory indicates that people are not born passive so they can
change themselves through learning, training, achievement. The
people are responsible, like achievement, like to grow, love social

38
 relationship, love participation and if they get proper training and
opportunities, then they can prove themselves.

PORTER AND LAWLER MOTIVATIONAL THEORY

Efforts

Performance

Satisfaction

Motivation

PORTER AND LAWLER :

If a person uses their efforts then he can toughness or determination
regarding the respective job. So a person can do this and
organizational best performance and once the person perform then
obviously satisfaction came on his mind and when he is satisfied the
motivation comes.

39
MASLOW THEORY OF MOTIVATION :

PSYCHOLOGICAL NEEDS

SAFETY NEEDS

SOCIAL NEEDS

SELF ESTEEM NEEDS

SELF ACQUISITION
Maslow Hierarchy of Needs (1954, 1968):
This is one of the earliest and best-known need based theory of
motivation known as "Hierarchy of need theory" which was
developed by Abraham Maslow.
Maslow proposes that all human beings have universal needs, and
those needs could be categorized into five levels of needs.
1. Physiological needs: This is the lowest level of need, also known
as basic needs. They include hunger, thirst, sleep etc.
2. Safety/security needs: These include needs relating to physical
safety, adequate housing, and economic and social security.
3. Social needs: Also known as love and belonging needs. These
include the need for love and needs to belong.
4. Esteem needs: This is the higher level of need. It includes the need
for self-esteem and esteem for other and need for recognition.
5. Self-actualization: This is the highest level of need. This includes
the need for self development and the need to attain highest
fulfillment of one's capability and endowment.

40
 HERTZBERG THEORY
MOTIVATION FACTOR

ACHIEVEMENTS

RECOGNITION

GROWTH

DEVELOPMENTS

YOUR JOB

MAINTENANCE

MAINTENANCE FACTORS

COMPANIES POLICIES

ADMINISTRATION

ORGANIZATION CULTURE

SALARY AND OTHER BENEFITS

INTERPERSIONAL RELATIONSHIP

SUPERVISIONS

SECURITY
41
HERTZERG THEORY WORKS ON TWO FACTORS.
1. Hygiene factors or maintenance factor
2. Motivation factor.
Hygiene factors: -
Those factors -such as company policy and administration, supervision,
and salary, which lead to job dissatisfaction, are the hygiene factors. When
these factors are adequate in a job, they placate workers. When these
factors are adequate, people will not be dissatisfied.
Motivation factors: -
The intrinsic factors, such as achievement, recognition, the work itself,
responsibility, advancement, and growth that seem to be related to job
satisfaction are the motivation factors.

42
 VARIOUS SCHEMES FOR EMPLOYEES
MOTIVATION IN ONGC:
In order to keep its employees motivated the company has incorporated
certain schemes such as Reward and Recognition Scheme, Grievance
Handling Scheme, Suggestion Scheme and many others.
The various schemes that are practiced at ONGC are as follows-
 Holiday Home Scheme
 Leave fare assistance scheme
 Children Education Assistance scheme
 Financial assistance-advances for house building / children higher
education
 Medical Facilities.
 Incentive scheme
 Suggestion scheme
 Awards scheme
 Reserves Establishment honorarium
Holiday Home Scheme :
Scope :
To provide “Holiday Homes” to the employees of the corporation at
certain designated centers for rest and recreation. As an interim
measure, the scheme provides monetary subsidy to the employees
and their family members, when they avail of holiday home
assistance under this scheme.
Applicability:
 All employees of the corporation and their family members as
defined in this scheme.
 Family for the purpose of the scheme shall mean as under :
o For employees of the corporation who joined on or before 1st
June 1987: Employee, his/her spouse and not exceeding first
three unmarried dependent children; and
o For employees of the corporation who joined on or after 2nd
June 1987: Employee, spouse and not exceeding first two
unmarried dependent children.
Admissibility:

43
 The holiday home facility will be admissible to an employee during
leave for rest and recreation of any place of choice in India (Except
Home Town) or any place/places in a foreign country / countries.
However, reimbursement shall be as per the existing rates only and
no other monetary assistance shall be provided by the company.
The employee should normally obtain prior permission.
Entitlement:
The holiday home facility shall be admissible once in a block of two
years for 10 days or both the years for 5 days each.

Leave Fare Assistance

Scope
The purpose of this scheme is to grant travel assistance to the
employees of the Corporation for journeys to their home town or any
other place in India during leave.

44
Applicability
The scheme shall apply to the following: -
 All full time employees who have completed one year of continuous
service in the corporation.
 The persons who are on deputation with the corporation, employees
joining the Corporation and retaining lien in their previous
organization, when the terms and conditions of deputation so
provide.
 Re-employed employees, who have completed their one year
continuous service in the corporation.
Admissibility of Leave Fare Assistance
 LFA will be admissible only to those employees who have completed
their one year continuous service in the corporation on the date of
journey, be it, his family or he himself.
 The admissibility of LFA is also during leave, which include causal
leave.
 If the spouse of the employee is employed in government service or
public sector undertaking or any other autonomous body, then the
employee shall not be entitled to LFA claim under this scheme. But
when the spouse is employed in a private organization then the
above restriction shall not apply.

45
Entitlement
 The employee and his family both are entitled to this scheme.
 This scheme shall be once every year(in each block of four years)
Encashment
 The officers and employees are entitled to encase their LFA due at
their option.
 No CPP charges are admissible only in respect of LFA encashment.
Children Education Assistance Scheme
Scope
The main purpose is to provide educational assistance to the
employees so that it becomes easier for them to educate their
children properly on account of high cost of education.
Applicability
This scheme is applicable to all the employees of the company in
respect of their children.
Kinds of Assistance
 An employee shall be eligible for reimbursement of tuition fees.
 Merit scholarship shall be granted to the wards of the employees on
securing certain percentage of marks specified by the government.
 The employees who are transferred from one station to another in
the interest of ONGC are eligible for the reimbursement of admission
charges, as per the actual, subject to the maximum of Rs. 1500/-per
child limited to two children per employee.
 ONGC also grant special awards to those wards of the employees
who have secured positions amongst first ten in the merit list of the
board or university concerned.
 The employees, whose children stay in a residential school for the
purpose of their education, are entitled to the hostel subsidy. The
transport subsidy is provided to the employees who are posted in
the cities where no transport facilities are provided for school going
children by the company.
 The transport facility is provided to the school going children of the
employees at various work centers, and the transport subsidy is not
reimbursed and transport charges are realized from them.
 The children of the employees who are staying away from them for
their studies will be allowed reimbursement of second class rail fare
twice a calendar year from their institution to the place of posting of
the employees and back to the institution.
 Financial Advance for ward higher education.

46
Financial Assistance-Advances
House Building Advance Scheme (under revision)
Scope:
This advance can be extended for anyone of the following purpose: -
 Purchase of land and construction of house,
 Enlargement of existing house.
 Purchase of ready built or under construction flat from private
builders/co-operative housing society.
 Purchase of flats from state housing boards/authorized housing
authorities/agencies
 Repayment of loan taken from government institutions for
construction/purchase of house.
Applicability:
HBA is admissible to regular employees once in entire service
period.
The employees should have been in seven years regular service in
ONGC. This will be admissible to only one person, if both husband
and wife are employed in ONGC.
Amount of Advance:
 75 times of Basic Pay + SP + Dearness Allowance or Rs.750000/-
or actual cost of proposed house, whichever is less.
 80% of total cost of the house, subject to the ceiling in (i) above if
the house is in rural area.
 2nd HBA up to Rs.300000/-for enlargement of house. 1st and 2nd HBA
taken together should not exceed Rs.750000/- or 75 month Basic +
DA whichever is less.
Rate of Interest:
Amount Rate of Interest

Up to Rs. 30,000/- to 5.5%

Rs.30,001/-toRs. 3,00,000/- 6%

Above Rs. 3,00,000/- 8%

0.5% rebate on rate of interest to employees who have adopted small

family norms is admissible.
Repaying Capacity
Service Period

47
Retiring after 20 years 50%

Retiring within 10 to 20 years. 60% + 80% Gratuity

Retiring within 1 0 years 66.67 %+90% Gratuity

Penal Interest
Penal interest at the rate of 15%p.a. will be charged over and above
the normal rate of interest for non utilization of the advance for the
said purpose within the stipulated time limited.
Conveyance Advance Scheme(under revision):
Objective:
The purpose to grant this scheme is:
 To purchase a car/scooter/motor cycle/moped.
 To repay the balance amount of loan taken by an employee from his
previous employer for purchase of vehicle.
Applicability:
This scheme shall be applicable to all the employees.

48
Amount of Advance: First Occasion
Type New & Old Eligibility Recovery Schedule
Car 90% of actual cost of For new entrants 200 installments
the car or 20 months at E- 1 & above
Basic pay up to a level-6years
maximum of Rs. 3, service at ONGC.
50000/- whichever is For others the
less. basic pay must be
Rs. 130007-
Scooter/Motor cycle New vehicle-90% of After completion 100 Installments
the cost or Rs.45000/- of initial probation
whichever is less. Old period an on
Vehicle-90 % of the attainment of
cost or Rs. 350007- basic pay of Rs.
whichever is less. 60007-

Moped New-Rs.25000/- All unionized 100 installments

Old-Rs. 15000/- employees after
completion of
initial probation
period

49
Medical Facilities
Medical facilities are provided by ONGC to its employees through
government hospitals, ONGC dispensaries, central government and
few others.
 These facilities are applicable to all ONGC employees and their
dependant family members.
 These facilities include all kinds of treatments.
 The medical facilities are available to Non-ONGC personnel also
who are not defined as employees. Such personnel are CISF
personnel's, kendriya Vidyalaya employees of ONGC project and
other freedom fighters.
 Medical officers of ONGC are authorized to issue medicines
prescribed by authorized medical attendants of ONGC and
government whenever any patient is referred for outside treatment.
 Employees are permitted to obtain medical treatment outside India
for himself or for a member of his family for any treatment specified
in the manual.
 Reimbursement of cost of imported medicines essentially required
for life saving and other purposes where cash receipts are not
issued by the chemists, has to be made in relaxation of CSMA rules.
 Reimbursement of cost of spectacles/contact lenses shall be
applicable to all the regular employees who have rendered at least
one year service in ONGC once in three years.
 Medical facilities are also applicable to all retired employees and
their spouses of ONGC.
Incentives scheme
There are various incentive schemes. They are:-
 Incentives for acquiring higher professional qualification.
 Incentive for adopting small family norms.
 Incentive for learning regional languages Incentive for Hindi work
Incentive scheme for acquiring higher qualification. Objective
To encourage the employees to enhance their professional competence
by acquiring higher qualification.
Nature of incentives
 Incentive for acquiring higher professional qualification.
 Incentive for acquiring Ql, Q2, or Q3 qualifications.
Scope
This incentive shall be payable to executives who acquire higher
education in their respective disciplines
The incentive scheme for acquiring Ql, Q2, or Q3 qualification is
meant for employees who do not possess Ql, Q2 or Q3
qualifications. The scheme includes:-

50
 An incentive of For executives and class III employees who
Rs.7500/- acquire Ql qualifications for E 1 level induction
post.

An incentive of Rs. For executives and class III employees who

5000/- acquire Q2 qualifications prescribed for induction of
top of class III

An incentive of For class IV employees who acquireQ3

Rs.2000/- qualifications prescribed for induction at bottom of
class III.

Incentive for small family norms

This scheme shall be applicable to all the employees in regular scale
of pay in the company.
There are various incentives are provided to the employees for
adopting small family norms. They are:
 Leave
 Cash incentive
 Special increments
 Rebate on interest rate on HBA
 Certificate of honor
Time limit for submission of claim
The claims of employees for grant of incentive increment for adopting
small family norms shall be entertained within six months from the date of
undergoing the sterilization operation.
Incentive for learning regional languages
This scheme shall be applicable to all the employees in regular scale of
pay in the company.

BRIEF ON PERFORMANCE/PRODUCTIVITY RELATED SCHEMES IN

ONGC.
ONGC introduced the Incentive Scheme way back in late 60's to motivate
employees to achieve targets. Subsequently, two more schemes were
introduced to keep up the morale of its employees.
Presently, there are three types of Performance/Productivity related
Schemes in vogue, viz. :
• Performance Incentive Scheme-based on job norms, Quarterly (Now
Half yearly) and Annual targets.

51
• Productivity Honorarium-paid on the basis of improvement in
productivity.
• Reserve Establishment Honorarium (REH)/Ex-Gratia in lieu of Bonus
- paid on the basis of Reserve Accretions .
The salient features of these Schemes are :
A. Performance Incentive Scheme: Job incentive
Job incentive is paid to the field crews based on completion of jobs
of Drilling, Work-over, Seismic Survey etc. on completion of
respective jobs (duly accepted by the Quality Assurance Group)
within pre-determined norm time and time saved thereof in the
following jobs :
i) Drilling
ii) Production Testing
iii) Logging
iv) Work-over
v) Well stimulation and
vi) Seismic Surveys including VSP Survey
Job incentive is evaluated at Asset/Basin level by the respective
Asset/Basin Incentive Committee. The calculation is done on the
basis of the defined formula and the payment is made on the Basic
Pay of the individual during the job period according to his
contribution/attendance to the job. No job incentive is paid for off
days, casual leave and compensatory off for all shift patterns.
BU Incentive (Half yearly)
Evaluation of Business Unit incentive is be carried out half-yearly at
the (Asset/ Basin/Plant/ Services) level. It is evaluated on the basis
of performance against various parameters and different weights
assigned thereof (totaling 1.00) and other provisions of the scheme.
It is paid only when the overall weighted achievement of the unit is
101% or more (restricted to 115%).
The Business Unit incentive (half yearly) is paid on overall weighted
achievement of the target ranging between 101-115% of the
respective business unit. The payment to an individual posted in the
Business unit is made ranging 5% to 17.5% corresponding to the
overall weighted achievement of the business unit. Also the
employees who are posted and working in field duties are paid
additional 2% over and above the aforesaid rate.

Corporate( Annual) Incentive

Corporate (Annual) incentive is evaluated on the basis of weighted
achievement of various parameters and is payable when overall
weighted achievement of the above parameters of the Corporation is
101% or more (restricted to 115%) The rate of payment varies

52
 between 5% to 13.5% with respect to the weighted achievement
ranging between 101% to 115%,

B. PRODUCTIVITY HONORARIUM SCHEME :

The scheme was launched in the year 1995-96 for officers of ONGC
(EO and above) as an outcome of pay revision agreement for the
executives w.e.f. 01.01.92. The scheme is operated annually with
the following objectives:
a) Increase in productivity (moving average)
b) Reduction in operating cost of Oil and Gas production.
On fulfilling both the conditions, a maximum amount of 4% of Basic
Pay on the maximum of pay scale is paid to the Executives subject
to ceiling of Rs. 1000/- p.m.

53
LITERATURE REVIEW
1. Employees Motivation in groups: an alternative multi-rater
feedback model.
From: Employment Relations Record

Feedback from superiors can help the individual with setting his or her own
goals for performance improvement. Although much is written on different
performance management or appraisal systems, the authors have not
come across what their normative feedback model, as an alternative model
to multi-rater feedback models such as the 360 degree model, attempts to
achieve: peer appraisal in groups, in order to modify behavior and work
toward group objectives for business planning in alignment with
organizational goals. This article presents a model for normative feedback,
provides the ...

2. Improving confidence and accuracy in Employees Motivation

Paul
Macquarie Graduate School of Management, Macquarie University, Sydney
NSW

Robert \
Australian Graduate School of Management, University of New South Wales,
NSW

The paper presents findings of a study evaluating the impact of employees

motivation on rating accuracy and perceived rating ability. 41 supervisors from a
telecommunications firm took part in the training evaluated video vignettes and
completed a questionnaire measuring self-efficacy beliefs about rating, goal
intentions, and feelings about future rating behavior. Supervisors in a control
group (n=12) also rated the video and completed the questionnaire.

Trained supervisors showed increased accuracy on video ratings of work

behavior over the course of the training and an increase in self-efficacy
measures. Control group supervisors by comparison decreased their accuracy of
rating over the same time period while self-efficacy ratings remained constant.
Impact of training on satisfaction and goals of participants is also presented.

3. EMPLOYEES MOTIVATION COMPETITIVE EDGE

The competitive edge of modern-day business emerges from creation or
discovery of a employees motivation. A system that increases efficiency,

54
decreases cost or enhances quality confers immediate competitive
advantage on its creator and sets a standard for the rest of the industry to
follow. But once disseminated across the field of competition, it becomes
the standard. Now a new, yet more innovative, high motivation system
must be discovered that once more creates competitive advantage for its
inventors.

4. Employees motivation in reverse. (police agencies)

From: The FBI Law Enforcement Bulletin

"...although a good employees motivation [system] does not make a good

company, a bad system can be crippling...."(1)

A leader accomplishes work through other people. Except in very small

police agencies where leaders also perform enforcement duties,
subordinates, not leaders, accomplish the primary purpose of law
enforcement. At a minimum, these subordinates need three things: An
understanding of their job assignments; the training necessary to do their
jobs; and regular appraisals of their work to reinforce satisfactory correct
substandard performance.

5. Employees Motivation Process - Key to Change

organizational Culture

The employees motivation process provides an opportunity for introducing

organizational change. It facilitates the process of change in the
organizational culture. The interactive sessions between the management
and the employees, the mutual goal setting and the efforts towards the
career development of the employees help the organization to become a
learning organization. Conducting performance appraisals on a regular basis
helps it to become an ongoing part of everyday practice and helps
employees to take the responsibility of their work and boosts their
professional development

55
 ABOUT THE PROJECT
Objective :
The purpose of this project is to check the effectiveness of the instrument
being used for motivation by ONGC.
Constructs:
Attitude towards the scheme
Model :

More positive More effective the

Attitude towards the instrument is.
scheme

Variables :
Independent variable
Attitude towards the scheme
Dependant variable :
Effectiveness of the instrument
Operational definition :
Effectiveness of the instrument – the instrument involving leave fare
assistance, children education assistance, advance, medical
facilities, incentives, awards & suggestions are useful in motivating
the employees to work and contribute to the productivity.
Attitude towards the scheme positive response being shown towards
the scheme-positive response being shown towards the instrument
being used by ONGC i.e., employees of all the 3 class levels feel
that they are motivated.

56
RESEARCH METHODOLOGY

57
RESEARCH OBJECTIVES
1. To study the employees motivation in ONGC.
2. To analyze the awareness level of employees regarding motivation
process of the company.
3. Suggest ways to make it more effective.
4. To study and analyze the employees motivation policy in ONGC and
its effects on the employees with reference to executive and staff.
5. To assess whether the employees motivation policy in ONGC has
been effective in maintaining efficient manpower.

RSEARCH DESIGN:
SAMPLE DESIGN :
In this study stratified random sampling will be done for the all
employees of the ONGC
Sample Size : 40 employees.
Methodology :
Questionnaire will be designed in an internal level response format
so that the question can be measured. The questionnaire will be
developed and at the same time interview will also be conducted.
The thousand scale will be used for measurement.
1. Strongly Disagree
2. Disagree
3. Agree
4. Strongly Agree
Then the final score for the respondent will be the sum of his/her rating for
all items.

58
ANALYSIS AND INTERPRETATION

59
 DATA ANALYSIS

1. Aware of the various schemes for the man power motivation

Strongly Agree 10
Agree 80
Strongly Disagree 0
Disagree 10

Strongly Agree
Agree
Strongly Disagree
Disagree

60
2. Belief various welfare scheme for employees motivate to perform.

Strongly Agree 20
Agree 80
Strongly Disagree 0
Disagree 0

Strongly Agree
Agree
Strongly Disagree
Disagree

61
3. Employee motivation plays a important role for accomplishment the

target and objective of ONGC.

Strongly Agree 50
Agree 35
Strongly Disagree 5
Disagree 10

Strongly Agree
Agree
Strongly Disagree
Disagree

62
4. ONGC paid good salary to employees

Strongly Agree 40
Agree 35
Strongly Disagree 10
Disagree 15

Strongly Agree
Agree
Strongly Disagree
Disagree

63
5. Medical facilities provided to me are a great incentives work to

ONGC.

Strongly Agree 55
Agree 45
Strongly Disagree 0
Disagree 0

Strongly Agree
Agree
Strongly Disagree
Disagree

64
6. Employees performance must be linked to permotion and

performance related pay scheme in ONGC.

Strongly Agree 30
Agree 50
Strongly Disagree 0
Disagree 20

Strongly Agree
Agree
Strongly Disagree
Disagree

65
7. Performance appraisal is given importance by the management

Strongly Agree 25
Agree 70
Strongly Disagree 0
Disagree 5

Strongly Agree
Agree
Strongly Disagree
Disagree

66
8. Housing finance facility provided by ONGC to its employees

satisfactory.

Strongly Agree 25
Agree 45
Strongly Disagree 20
Disagree 10

Strongly Agree
Agree
Strongly Disagree
Disagree

67
9. Incentives for acquiring higher education provided by ONGC are

excellent.

Strongly Agree 25
Agree 60
Strongly Disagree 5
Disagree 10

Strongly Agree
Agree
Strongly Disagree
Disagree

68
10. Leave fare assistance provided to me has been adequate in

motivating me to work.

Strongly Agree 25
Agree 65
Strongly Disagree 0
Disagree 10

Strongly Agree
Agree
Strongly Disagree
Disagree

69
11. Transparency in assessment and feedback on performance,

motivate employees to better.

Strongly Agree 15
Agree 55
Strongly Disagree 5
Disagree 25

Strongly Agree
Agree
Strongly Disagree
Disagree

70
12. Implementation of differential payment based on performance of

employees would motivate employees to perform.

Strongly Agree 25
Agree 50
Strongly Disagree 5
Disagree 20

Strongly Agree
Agree
Strongly Disagree
Disagree

71
13. Differential pay package for core discipline.

Strongly Agree 15
Agree 35
Strongly Disagree 40
Disagree 10

Strongly Agree
Agree
Strongly Disagree
Disagree

72
14. Variables pay based on performance shall be introduced in our

compensation package.

Strongly Agree 10
Agree 45
Strongly Disagree 15
Disagree 30

Strongly Agree
Agree
Strongly Disagree
Disagree

73
15. Working environment of ONGC is helpful to individual development.

Strongly Agree 20
Agree 60
Strongly Disagree 5
Disagree 15

Strongly Agree
Agree
Strongly Disagree
Disagree

74
CONCLUSION

75
 CONCLUSION

Study has been conducted on Employees Motivation in ONGC. Through the

research being conducted, it can be concluded that the corporation with its

present employees motivation policy has been able to improve man power in

quality. The employees in the corporation are totally satisfied with their job.

76
RECOMMENDATION & SUGGESTION

77
 RECOMMENDATION & SUGGESTION

 More dynamic approach is required on the part of HR manager, for

motivating the workforce to produce increasingly higher levels of
performance.
 ONGC should see to it that employees are well motivated. There
should be regular audits in the each and every department.
 Most of the employees in the ONGC are benefited by the suggestion
scheme because they are aware of the scheme properly.
Organization should make it confirm that every employee should
know about all the schemes run by ONGC. They will be more aware
when they will come in contact with other employees of the
department or other department.
 There is a need regular feedback / counseling by Senior boss, which
can also be a motivation factor for performance enhancement.
 Employees are getting promotions in regular intervals so they are
less interested in doing their work effectively, so I suggest that
promotion policies should also need to be revised on merit based.
 We have also seen that most of the private companies
arrange/organize recreational activities for their employees, these
activities are very useful in releasing the daily work pressure. So
ONGC should also organize these kind of recreational activities so
that their employees can also do their work with more energy.
 It is also seen that work distribution is not properly done so I would
recommend the management to assign right kind of job to right kind
of people.

78
 It should also be considered that the employees get the opportunity
to learn new things in the organization which would help them in
their future career
 Now talking about non monetary part, ONGC should know that the
employees should feel that they really have opportunities for their
career growth. They should encourage them so that they feel good
at their work
 Performance appraisal should be given importance by the
management so that the employees should be motivated and which
gives results in the performance of employees and obviously it is
related to organization benefits to achieve their targets.
 The enhancement of pre-scale on ceiling of housing building
advance scheme is suggested due to escalation a material cost.
 In the end I would like to say that the head should always be
observing the employees of lower class levels and give them
recognition as well so that they are motivated. It is really important
regarding the companies interest and persons interest as well.

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BIBLIOGRAPHY

80
 BIBLIOGRAPHY

BOOKS:
 Organizational Behaviour by S.P. Robbins.
 Human Resource Management by Mathews & Tackson
 Introduction to psychology III edition by Norman L Munn, L Dodge
Fernald, Peter S Fernald.
 Introduction to psychology VII the edition by John R. Weisz, Clifford
T. Morgan, Richard A. King.
 H.R. Manual of ONGC.

WEBSITE :
www.ongc.com
www.google.com

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 QUESTIONNAIRE

Respective Sir/Madam,

I (Nityanand Kumar ) is student of Baba Farid Institute of Technology, Dehradun

undergoing summer-training in your organization. This is a kind request to fill the
questionnaire, which is regarding survey on “EMPLOYEES MOTIVATION in
ONGC”. This study is a part of my BBA course. I solicit your honest response on each
of question by ticking on the option in your choice.

Before start responding, timely fill in your particulars as under;

Designation- Level-
Department- Experience in ONGC-

Please indicate your views regarding the statement that follows on the given rating scale
of 1 to 4 and where:

1) Strongly agree
2) Agree
3) Strongly disagree
4) Disagree

Questions:-

1) I am aware of the various schemes for the man power motivation.

1[ ] 2[ ] 3[ ] 4[ ]

2) I belief various welfare scheme for employees motivate to perform .

1[ ] 2[ ] 3[ ] 4[ ]

3) I believe that employees motivation plays a important role for accomplishment

the target and objective of ONGC .

1[ ] 2[ ] 3[ ] 4[ ]

4) ONGC paid good salary to employees.

1[ ] 2[ ] 3[ ] 4[ ]

5) The medical facilities provided to me are a great incentives work to ONGC .

1[ ] 2[ ] 3[ ] 4[ ]

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6) I think that objectives assessment of employees performance must be linked to per
motion and performance related pay scheme in ONGC .

1[ ] 2[ ] 3[ ] 4[ ]

7) Performance appraisal is given importance by the management .

1[ ] 2[ ] 3[ ] 4[ ]

8) Housing finance facility provided by ONGC to its employees satisfactory .

1[ ] 2[ ] 3[ ] 4[ ]

9) Incentives for acquiring higher education provided by ONGC are excellent .

1[ ] 2[ ] 3[ ] 4[ ]

10) Leave fare assistance provided to me has been adequate in motivating me to work.

1[ ] 2[ ] 3[ ] 4[ ]

11) Transparency in assessment and feedback on performance, motivate employees to

better .

1[ ] 2[ ] 3[ ] 4[ ]

12) I belief that implementation of differential payment based on performance of

employees would motivate employees to perform .

1[ ] 2[ ] 3[ ] 4[ ]

13) I belief that there should be differential pay package for core discipline .

1[ ] 2[ ] 3[ ] 4[ ]

14) I feel that variables pay based on performance shall be introduced in our
compensation package .

1[ ] 2[ ] 3[ ] 4[ ]

15) Working environment of ONGC is helpful to individual development .

1[ ] 2[ ] 3[ ] 4[ ]

83