Monu Project

A
SYNOPSIS
ON
“QUALITY OF WORK LIFE INDIAN PUBLIC

SECTOR OIL COMPANIES”
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATION (MBA)
(Session 2006-08)
Supervision of: Submitted By:

Mr. Amit Sharma Ms. Preeti
Manager Enroll No.: 06061146035
BPCL MBA (HRM)
Submitted To:
DIRECTORATE OF DISTANCE EDUCATION
GURU JAMBESHWAR UNIVERSITY OF SCIENCE
AND TECHNOLOGY, HISAR – 125001
(HARYANA)
A
PROJECT REPORT
ON
“QUALITY OF WORK LIFE INDIAN PUBLIC

SECTOR OIL COMPANIES”
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATION (MBA)
(Session 2006-08)
Supervision of: Submitted By:

Mr. Amit Sharma Ms. Preeti
Manager Enroll No.: 06061146035
BPCL MBA (HRD)
Submitted To:
DIRECTORATE OF DISTANCE EDUCATION
GURU JAMBESHWAR UNIVERSITY OF SCIENCE
AND TECHNOLOGY, HISAR – 125001
(HARYANA)
Acknowledgement
It gives me immense pleasure to take this opportunity to acknowledge all those who
directly or indirectly are part of this project and made this project successful. First I
would like to thank my industry mentor Mr.Amit Sharma who not only guided me
throughout the project but also took great effort in making this project a success. Without
his keen interest, moral support, suggestion and valuable guidance the completion of this
project would not have been possible.
I take this opportunity to sincerely thank my internal guide and director of my college
Mr.Gulshan(Director) for his guidance and moral support throughout my training.
I am also grateful to My Project internal Guide Mr.RAJAN Khurana placement

coordinator, who has given me significant directions and guidelines to complete my
project.
THANKS !
(Preeti)
Enrollment no.06061146035
MBA (HR D)
CERTIFICATE
This is to certify that Ms. Preeti, Enrollment No. 06061146035 has proceeded
under my supervision his/ her Research Project Report on “QUALITY OF
WORK LIFE INDIAN PUBLIC SECTOR OIL COMPANIES” in the
specialization area HRM.The work embodied in this report is original and is of the
standard expected of an MBA student and has not been submitted in part of full to
this or any other university for the award of any degree or diploma. He has
completed all requirements of guidelines for Research Project Report and the work
is fit for evaluation.
Signature of Supervisor/ Guide (With Seal)
Name :Rajan Khurana
Designation :Faculty
Organization :BIMT
Forwarded by Head/ Director of Study Centre

(with Signature, Name & Seal)
DECLARATION
I, Preeti, Roll No 06061146035, MBA (HRM) of GURU
JAMBESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, do
hereby; declare that the Research entitled “QUALITY OF
WORK LIFE INDIAN PUBLIC SECTOR OIL COMPANIES ” is an
original work and the same has not been submitted to any
other Institute for the award of any other degree. The
suggestions as approved by the faculty were duly
incorporated.
Presentation In-charge
Signature of the candidate
Signature:________________
Name of the Faculty: Mr. Rajan Khurana

Contents
Serial No.
1. Certificate
2. Acknowledgement
3. Executive summary
4. Contents
5. Introduction
• Profile of the study
• Significance of the study
6. Objective of the study
7. Literature Review
8. Research Methodology
• Sampling & Sample Design
• Analytical Tools
• Data Collection
• Hypothesis Testing
• Limitations of the study
9. Result & Discussions/Findings
10. Recommendation
11. Bibliography
12. Annexure
EXECUTIVE SUMMARY
In today’s world, Oil is considered as the backbone of the communication and Industry.
Oil industry has travelled a long way since the discovery of oil when oil wells were
digged by hands. Today, diverse ranges of products are available from petrochemicals
and solvents to aircraft fuel and specialty lubricants, LPG etc.
In India, Indian oil Corporation Limited, Bharat Petroleum Corporation Limited,

Hindustan Petroleum, IBP Co. Ltd. is the major oil companies providing oil and LPG
services.
Major Players:
ONGC: Virtual monopoly in upstream crude oil and gas production
GAIL: Monopoly in marketing and distribution of gas
IOCL: Market leader in Refining capacity and products marketed
Followed by BPCL and HPCL
The consumption of petroleum products has grown 30 times in the last

50 years from 3 million tonnes during 1948-49 to about 91 million
tonnes in 1998-99. A vast network of over 29,000 dealerships and
distributorships has been developed backed by over 400 storage
points over the years to serve the people even in the remote and once-
inaccessible areas.
Petroleum Industry in India is one of the harbingers of huge economic

growth. The arena for business has now gone global since trade
boundaries are fast dissolving. These developments present India with
tremendous opportunities in the future to be one of the major players
in the export of petrochemical intermediaries.
"Quality of work life" has appeared in Research Journals and press in USA only in 1970s.
There is no generally acceptable definition about this term. However, some attempts
were made to describe the term quality of work life (QWL). It refers to the
favourableness or unfavourableness of a job environment for people. QWL means
different things to different people. J. Richard and J. Loy define QWL as "the degree
to which members of a work organization are able to satisfy important personnel needs
through their experience in the organization.

Quality of work life is a process of work organizations, which enables its members at all
levels to actively participate in shaping the organization, environment, methods and
outcomes. This value-based process is aimed towards meeting the twin goals of enhanced
effectiveness of organization and improved quality of life at work for employees.
Quality of work life as internationally designed efforts to bring about increased labour
management cooperation to jointly solve the problem of improving organizational
performance and employee satisfaction.
Quality of work life is the degree to which members of a work organization are able to
satisfy important personal needs through their experiences in the organization.
The success of any organization is highly dependant on how it attracts, recruits,

motivates, and retains its workforce. Today’s organizations need to be more flexible so
that they are equipped to develop their workforce and enjoy their commitment.
Therefore, organizations are required to adopt a strategy to improve the employees’

‘quality of work life’ (QWL) to satisfy both the organizational objectives and employee
needs.
INTRODUCTION TO PETROLEUM INDUSTRY

The petroleum industry in India stands out as an example of the strides
made by the country in its march towards economic self-reliance. At
the time of Independence in 1947, the industry was controlled by
international companies. Indigenous expertise was scarce, if not non-
existent. Today, a little over 50 years later, the industry is largely in
the public domain with skills and technical know-how comparable to
the highest international standards. The testimony of its vigour and
success during the past five decades is the significant increase in
crude oil production from 0.25 to 33 million tonnes per annum and
refining capacity from 0.3 to 103 million metric tonnes per annum
(MMTpa). The consumption of petroleum products has grown 30 times
in the last 50 years from 3 million tonnes during 1948-49 to about 91
million tonnes in 1998-99. A vast network of over 29,000 dealerships
and distributorships has been developed backed by over 400 storage
points over the years to serve the people even in the remote and once-
inaccessible areas.
A major boost to the oil industry came in pursuance of the Industrial

Policy Resolution, 1956 that intended to promote growth of the vital
sectors such as petroleum under the state control. ONGC, which was
formed as a Directorate in 1955, became a Commission in 1956. Indian
Refineries Ltd., a Government company, was set up in 1958. In 1959,
the Indian Oil Company (IOC), again a wholly-owned Government
company, was formed for marketing of petroleum products. Indian
Refineries Ltd. was merged with Indian Oil Company Ltd. to form Indian
Oil Corporation Ltd. in September, 1964.
During the period 1977-87, exploratory efforts by ONGC and OIL India
yielded discoveries of oil and gas in a number of structures in Bassein,
Tapti, Krishna-Godavari-Cauvery basins, Cachar (Assam), Nagaland,
and Tripura. The indigenous production reached 30 million tonnes by
1984-85, a self-sufficiency level of 70% of the country's requirements.
Natural Gas
The Government set up the Gas Authority of India Ltd. (GAIL) in

August, 1984 to deal in transportation, processing and marketing of
natural gas and natural gas liquids. One of the major achievements of
GAIL has been the laying of a 1700 km-long gas pipeline (HBJ pipeline)
from Hazira in Gujarat to Jagdishpur in Uttar Pradesh, passing through
Rajasthan and Madhya Pradesh.
To minimise the gap between demand and availibility, in general, and

to encourage domestic production, in particular, the Government has
taken several measures. It has signed contracts for 23 blocks for
exploration, awarded 30 small or medium-sized discovered fields to
private companies for development and increased recovery factor to
obtain more oil from the existing oil fields. It has also permitted
downstream oil companies to invest in exploration and production in
India and abroad, announced details of the New Exploration Licensing
Policy (NELP) and offered for the first time some blocks in deep-water
areas.
Growth
In the 50 years since Independence India has witnessed a significant

growth in the refining facilities and increase in the number of refineries
from one to seventeen now . There has been an increase in the refining
capacity from 0.25 tonnes MMTpa to about 103 MMTpa.
The first decade of Independence (1947-57) saw the establishment of

three coastal refineries by multinational oil companies operating in
India at that time, viz. Burmah Shell, Esso Stanvac and Caltex; the first
two at Mumbai and the third at Visakhapatnam.
The second decade (1957-67) witnessed the setting up of Indian

Refineries Ltd. in 1958, a wholly-owned public sector Government
company. Under its banner three refineries were set up at Guwahati
(Assam), Barauni (Bihar) and Koyali (Gujarat) essentially to process the
indigenous crude discovered in Assam and Gujarat. In addition, one
joint sector refinery was set up with the participation of an American
company at Cochin, based on imported crude.
The next ten year period (1967-77) witnessed the establishment of two
refineries, one with equity participation from American and Iranian
companies at Chennai and another in the public sector at Haldia by
Indian Oil.
The period 1977-87 saw the commissioning of two more refineries in

the public sector.
The Government has also announced that investments in the refining

sector will be encouraged by providing reasonable tariff protection and
making marketing rights for transportation fuels viz. MS, HSD & ATF
conditional on owning and operating refineries with an investment of at
least Rs.2,000 crore or oil exploration and production companies
producing at least 3 million tonnes of crude oil annually. As per the
current outlook, India's refining capacity is estimated to reach a level
of 129 MMT pa by the end of the IX Plan (2001-02).
Future of Indian Petroleum Industry
The future of Indian petroleum industry depends on:
• Demand for petroleum is growing in leaps and bounds

• Shifting focus to more production of olefin - ethylene, propylene, butadiene,
• Price and availability of crude oil and gas as feedstock would still be critical
factors
The demand of the end products would affect the demand of the intermediary products
The future of Indian petroleum industry has good potential but it needs developmental
activities in this sector to strengthen itself.
The world at present is experiencing a lot of changes of mammoth proportions. The

Petroleum Industry in India is one of the harbingers of huge economic growth. The arena
for business has now gone global since trade boundaries are fast dissolving. These
developments present India with tremendous opportunities in the future to be one of the
major players in the export of petrochemical intermediaries.
Today, India imports more than 70% of its oil requirements. The search for more oil led
India to sift through the international markets comprising of the emerging energy-trading
countries - China, Russia, and Iran. India has made new partnerships with Venezuela,
Burma, Middle East nations, and Pakistan.
The long-term energy strategies of India have to emphasize on the methods of using
energy effectively and efficiently, and to enhance energy self-sufficiency. To lift the
Indian economy to enhanced economic standards innovation, diplomacy, creativity, and
vision are the need of the hour.
India has to compete for conventional energy sources and for that there must be
developmental activities for energy efficient buildings and vehicles. The main problems
with the Petroleum Industry in India are related to infrastructure developments. The lack
of proper storage facilities, enhancements in refining capacities, and fluctuating import
prices plays important role in the development of the sector. The target of improvement
for the growth of the economy for India should be in the area of the petrochemical sector.
The need for intermediary products for the manufacturing of the end use products is an
important sector to tap in. With the per capita consumption for the petrochemical
products in India being low and the production of these products being high, India may
become one of the leading exporters of such intermediary products.
INDIAN OIL CORPORATION LIMITED
Vision
A major diversified, transnational, integrated energy company, with national leadership
and a strong environment conscience, playing a national role in oil security& public
distribution.
Indian Oil Corporation Ltd. (Indian Oil) is India's largest commercial enterprise, with a
sales turnover of Rs. 2,20,779 crore (US $51 billion) and profits of Rs. 7,499 crore (US
$1.73 billion) for fiscal 2006. Indian Oil is also the highest ranked Indian company in the
prestigious Fortune 'Global 500' listing, having moved up 18 places to the 135th position
this year based on fiscal 2006 performance. It is also the 20th largest petroleum company
in the world.
India’s Downstream Major
Beginning in 1959 as Indian Oil Company Ltd., Indian

Oil Corporation Ltd. was formed in 1964 with the merger
of Indian Refineries Ltd. (Estd. 1958). Indian Oil and its
subsidiaries account for 47% petroleum products market
share, 40.4% refining capacity and 67% downstream
sector pipelines capacity in India.
For the year 2006-07, the Indian Oil group sold 57.97 million tonnes of petroleum
products, including 1.63 million tonnes of natural gas and exports of 3.13 million tonnes.
The Indian Oil Group of companies owns and operates 10 of India's 19 refineries with a
combined refining capacity of 60.2 million metric tonnes per annum (MMTPA, i.e., 1.2
million barrels per day). These include two refineries of subsidiary Chennai Petroleum
Corporation Ltd. (CPCL) and one of Bongaigaon Refinery and Petrochemicals Limited
(BRPL).
The Corporation's cross-country crude oil and product pipeline network spanning about
9,300 km, the largest in the country, meets the vital energy needs of the consumers in an
efficient, economical and environment-friendly manner.
Having commissioned projects valued at over Rs. 10,000 crore (US $ 2.3 billion) in
2006-07, Indian Oil is investing Rs. 43,250 crore (US $10.65 billion) more during the XI
Plan period (2007-12) in augmentation of refining and pipeline capacities, expansion of
marketing infrastructure and product quality up gradation as well as in integration and
diversification projects.
Network Beyond Compare
As the flagship National oil company in the downstream

sector, Indian Oil reaches precious petroleum products to
millions of people everyday through a countrywide
network of about 32,500 sales points. They are backed for
supplies by 170 bulk storage terminals and depots, 101
aviation fuel stations and 89 Indane LPG bottling plants.
Indian Oil operates the largest and the widest network of

petrol & diesel stations in the country, numbering about 16,600. It reaches Indane
cooking gas to the doorsteps of over 47.5 million households in 2,671 markets through a
network of 4,990 Indane distributors.
Indian Oil's ISO-9002 certified Aviation Service commands a 63% market share in
aviation fuel business, meeting the fuel needs of domestic and international flag carriers,
private airlines and the Indian Defence Services. IndianOil also enjoys a dominant share
of the bulk consumer business, including that of railways, state transport undertakings,
and industrial, agricultural and marine sectors.
Indian Oil's world class R&D Centre is perhaps Asia's finest. Besides its pioneering work
in lubricants formulation, refinery processes, pipeline transportation and alternative fuels
such as bio-diesel, the Centre is also the nodal agency of the Indian hydrocarbon sector
for ushering in Hydrogen fuel economy in the country. Indian Oil joined the league of
global technology providers in 2006-07 with the selection of its in-house developed
INDMAX technology for the 4 MMTPA Fluidised Catalytic Cracking (FCC) unit at the
Corporation's upcoming 15 MMTPA refinery-cum-petrochemicals complex at Paradip in
Orissa, as well as for the FCC unit coming up at BRPL.
Customer First
At Indian Oil, customers always get the first priority. New initiatives are launched round-
the-year for the convenience of the various customer segments.
Exclusive XTRACARE petrol& diesel stations unveiled in select urban and semi-urban
markets offer a range of value-added services to enhance customer delight and loyalty.
Similarly, large format Swagat brand outlets cater to highway motorists, with multiple
facilities such as food courts, first aid, rest rooms and dormitories, spare parts shops, etc.
Specially formatted Kisan Seva Kendra outlets meet the diverse needs of the rural
populace, offering a variety of products and services such as seeds, fertilisers, pesticides,
farm equipment, medicines, spare parts for trucks and tractors, tractor engine oils and
pump set oils, besides auto fuels and kerosene.
SERVOX press has been launched recently as a one-stop shop for auto care services. To
safeguard the interest of the valuable customers, interventions like retail automation,
vehicle tracking and marker systems have been introduced to ensure quality and quantity
of petroleum products.
Synergy through Subsidiaries
A wholly-owned subsidiary, Indian Oil Technologies Ltd., is engaged in commercializing

the innovations and technologies developed by Indian Oil's R&D Centre, across the
globe. The merger of IBP Co. Ltd., the marketing subsidiary, with the parent company is
complete. Merger of Bongaigaon Refinery & Petrochemicals Ltd. with the parent
company is in process.
Widening Horizons
Indian Oil has a well laid-out road map for realizing its
vision of becoming 'a diversified, transnational, integrated
energy company' through vertical integration - forward
into petrochemicals and backwards into exploration &
production of oil - and diversification into natural gas
marketing, besides globalization of its downstream
operations.
In petrochemicals, Indian Oil is currently implementing a

master plan envisaging Rs. 30,000 crore (US$ 6.8 billion) investment by the year 2011-
12. Through the world-scale Linear Alkyl Benzene (LAB) plant set up at its Gujarat
Refinery, the Corporation has already captured a significant market share in India besides
exporting the product to Indonesia, Turkey, Thailand, Vietnam, Norway and Oman. An
integrated Paraxylene/Purified Terephthalic Acid plant for polyester intermediates is
already in operation at Panipat, while a Naphtha Cracker with downstream polymer units
is also coming up at Panipat. Indian Oil's refinery-cum-petrochemicals complex at
Paradip is proposed to be completed by 2011-12 and is expected to strengthen its
presence in the sector.
HUMAN RESOURCE- A BOND FOREVER
Employee Profile
The Corporation's employee strength as on 31st December, 2007 is 31,796.
Indian Oil's unique work culture is based on trust, openness and a commitment to
creativity and consultation. The organisation identifies each and everyone of its
employees as an achiever who will make a difference. The experience and the knowledge
gained by its people in building this mammoth organisation is now sought after by other
developing countries.
Entrepreneurial culture
Indian Oil encourages employee participation in management and suitably rewards
innovative suggestions. Participative forums in the form of joint management councils,
quality circles, suggestions scheme, etc. enrich its work culture. IndianOil today has one
of the best records in the industry for accident-free man-hours.
Career growth opportunities

Indian Oil inducts officers at the junior-most level of the management hierarchy. First
division professional degree holders and post-graduates 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.
Indian Oil's top executives have grown from within -- a testimony to the unlimited
opportunities for growth available to the meritorious.
Welfare of employees
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 also has nominated hospitals at various
locations to meet employee needs. Holiday homes at select locations throughout the
country help employees and their families unwind.
Training and development

Indian Oil has an apex-learning institute – Indian Oil Institute of Petroleum Management
(IiPM) at Gurgaon - which conducts Management Development Programmes round the
year on organisational goals and strategies, diversification and globalisation plans.
The Indian Oil Institute of Petroleum Management has been established with the
objective of imparting management education. In a dynamic business environment,
managers need to constantly upgrade competencies and strengthen individual capacities
for organisational effectiveness. The Institute offers unique learning opportunities around
contemporary management practices and applications through a wide range of learning
strategies, including management development programmes in all major areas.
The pedagogies and programmes are primarily focused on petroleum and energy
management. The repertoire of learning services is on offer on select basis to managers
from industry on national and international basis.
HINDUSTAN PETROLEUM CORPORATION LIMITED
OUR MISSION
"HPCL, along with its joint ventures, will be a fully integrated company in the
hydrocarbons sector of exploration and production, refining and marketing; focusing on
enhancement of productivity, quality and profitability; caring for customers and
employees; caring for environment protection and cultural heritage. It will also attain
scale dimensions by diversifying into other energy related fields and by taking up
transnational operations."
OUR VISION
To be a World Class Energy Company known for caring and delighting the customers
with high quality products and innovative services across domestic and international
markets with aggressive growth and delivering superior financial performance. The
Company will be a model of excellence in meeting social commitment, environment,
health and safety norms and in employee welfare and relations.
HPCL is a Fortune 500 company, with an annual turnover of over Rs 91,448 crores
($20892 Million) (FY 2006-07), 16% Refining & Marketing share in India and a strong market
infrastructure.
The Corporation operates 2 major refineries producing a wide variety of petroleum fuels &
specialties, one in Mumbai (West Coast) of 5.5 MMTPA capacity and the other in
Vishakapatnam, (East Coast) with a capacity of 7.5 MMTPA. HPCL holds an equity stake of
16.95% in Mangalore Refinery & Petrochemicals Limited, a state-of-the-art refinery at Mangalore
with a capacity of 9 MMTPA. In addition, HPCL is progressing towards setting up of a refinery in the
state of Punjab in the joint sector.
HPCL also owns and operates the largest Lube Refinery in the country producing Lube Base Oils
of international standards. With a capacity of 335 TMT. This Lube Refinery accounts for over
40% of the India's total Lube Base Oil production.
The vast marketing network of the Corporation consists of Zonal offices in the 4 metro cities and
over 85 Regional offices facilitated by a Supply & Distribution infrastructure comprising Terminals,
Aviation Service Stations, LPG Bottling Plants, and Inland Relay Depots & Retail Outlets. The
Corporation over the years has moved from strength to strength on all fronts. Our refining capacity
steadily increased from 5.5 million tonnes in 1984/85 to 13.70 million metric tonnes (MMT)
presently. On the financial front, the turnover grew from Rs. 2687 crores in 1984-85 to an
impressive Rs 91,448 crores in 2006-07.
HPCL, a Fortune 500 company, is one of the major integrated refining and marketing oil
company in India. It is a mega Public Sector Undertaking (PSU) with Navratna status.
HPCL accounts for about 16% of the market share and 10.3% of the nation’s refining
capacity with two coastal refineries, one at Mumbai (West Coast) having a capacity of
5.5 MMTPA and the other in Vishakapatnam (East Coast) with a capacity of 7.5
MMTPA. HPCL also holds an equity stake of 16.95% in Mangalore Refinery &
Petrochemicals Limited (MRPL), a state-of-the-art refinery at Mangalore with a capacity
of 9 MMTPA. HPCL is well on its way towards setting up another grassroot refinery in
the state of Punjab, called Guru Gobind Singh Refineries Limited.
HPCL also owns and operates the country’s largest Lube Refinery, producing Lube Base
Oils of international standards. With a capacity of 335,000 Metric Tonnes. This refinery
accounts for over 40% of the country’s total Lube Base Oil production.
HPCL has returned “Excellent” performance for fifteen Consecutive years upto 2005-06,
since signing of the first MOU with the Ministry of Petroleum & Natural Gas. HPCL won
the prestigious MOU Award for the year 2005-06 for Excellent Overall Performance and
for being one of the Top Ten Public Sector Enterprises who fall under the ‘Excellent’
category. HPCL performance for the year 2006-07 also qualifies for “Excellent” rating.
The Corporation over the years has moved from strength to strength on all fronts. Our
refining thruput has increased three fold between 1984/85 to 2006/07, rising from 4.47
million tonnes in 1984/85 to 13.70 million tonnes currently.
Consistent excellent performance has been made possible by highly motivated workforce
of more than 10,891 employees working all over India at its various refining and
marketing locations.
To succeed in the competitive environment, the Corporation had taken up initiatives such
as Business Process Reengineering exercise, creation of Strategic Business Units, ERP
implementation, HR initiatives such as Organizational transformation, Balanced Score
Card, Competency Mapping, bench marking of refineries and terminals for product
specifications / safety, ISO certification of Refineries / marketing / pipeline operations,
branding of fuels, Supply Chain Management for improving logistics, customer oriented
approach, up-gradation and modernization of facilities.
Information technology is being harnessed by the Company to improve productivity

across the functions. The Enterprise Resource Planning (ERP) system is now operational
on Oracle Software across the Company.
COMPANY EVOLUTION
 1952: The Company was incorporated in the name of Standard Vacuum Refining
Company of India Limited on July 5, 1952.
 1962:On 31st March,1962 the name was changed to ESSO Standard Refining
Company of India Limited.
 1974: Hindustan Petroleum Corporation Limited comes into being after the
takeover and merger of erstwhile Esso and Lube India Undertaking.
 1976: Caltex Oil Refining Ltd. is taken over by the Government of India and
subsequently merged with HPCL in 1978.
 1979: Kosan Gas Company, the concessionaries of HPCL in the domestic LPG
market, are taken over and merged with HPCL.
 HPCL thus comes into being after merging four different organizations at
different points of time.
o HPCL accounts for about 16% of the market share and 10.3% of the
nation’s refining capacity with two coastal refineries, one at Mumbai
(West Coast) having a capacity of 5.5 MMTPA and the other in
Vishakapatnam (East Coast) with a capacity of 7.5 MMTPA. HPCL also
holds an equity stake of 16.95% in Mangalore Refinery & Petrochemicals
Limited (MRPL), a state-of-the-art refinery at Mangalore with a capacity
of 9 MMTPA. HPCL is well on its way towards setting up another
grassroot refinery in the state of Punjab, called Guru Gobind Singh
Refineries Limited.
o The Greentech Awards instituted by Greentech Foundation are given for
outstanding performance and achievements in the field of environmental
management and industrial fire safety & security
BHARAT PETROLEUM CORPORATION LIMITED
CORPORATE VISION
The corporate vision of Bharat Petroleum Corporation limited or BPCL which focuses on
the complete satisfaction for its customers. It believes that best can be achieved with
providing ‘The Best’.
The following caption of the company speaks it all …
Bharat Petroleum, is one of India’s largest petroleum refining corporations and is owned
by the Government of India. Bharat Petroleum, now is India’s second largest oil
company in terms of market share, and has a turnover exceeding Rs. 330 billion.
Today the company produces a diverse range of products, from petrochemicals and
solvents to aircraft fuel and specialty lubricants and market them through 4510 petrol
stations, 967 Kerosene dealers and 1389 LPG distributorships, besides fuel directly to
hundreds of industries and several international and domestic airlines.
Company profile Bharat Petroleum Corporation Limited
Ticker BPCL
Type Public ( NSE, BSE)
Founded 1976
Exchanges BOM
Location Mumbai
Key people Ashok Sinha
Industry Petroleum
Products Oil, Lubricants, Gas & Related Services
Revenue $ 12.47 billion
Operating income $ 470 million
Employees 13968
2007 Sales 984,190,000,000
Website www.bharatpetroleum.com
The core strength of Bharat Petroleum Corporation limited has always been the ardent
pursuit of qualitative excellence for maximization of customer satisfaction. Thus Bharat
Petroleum, the erstwhile Burmah Shell, has today become one of the most formidable
names in the Petroleum Industry.
Bharat Petroleum produces diverse range of products, from Petrochemicals and solvents
to aircrafts fuel and specialty lubricants and market them through its wide network of
petrol stations, Kerosene Dealers, LPG distributorships, Lube Shoppe’s, besides
supplying fuel directly to hundreds of industries, and several international and domestic
airlines.
Bharat Petroleum realizes that, in the long run, success can only come with the Total
Reorientation and change in approach with the customer as the focal point. Today,
Bharat Petroleum is restructured into a corporate centre, strategic business unit (SBU’s)
and share services and entities. The organizational design comprising of five customers
facing SBU’s, viz. Aviation, Industrial and Commercial, LPG, Lubricants and Retail
and one asset based SBU, viz. Refinery is based on the philosophy of Greater Customer
focus.
CORPORATE STRATEGY
In order to gear up to meet challenges unfolding in a deregulated market, it is absolutely

imperative but flexible corporate strategy for our organization. We intend to fulfill this
role of developing the strategies of each business unit and for the corporation with the
support of the dedicated strategy personnel embedded in each business unit.
CORPORATE R & D VISION
“We are a high performing team that encourages creativity, recognizes each other’s
contributions and collaborates to achieve shared goals through entrepreneurship,
perseverance and enhancement of knowledge.
We develop high value products, services, processes and technologies ahead of others
and convert them into business reality to increase value for all our stakeholders.
We continually assess and anticipate the needs of the customer and create innovative
R&D solutions to earn customer’s delight.
We advance knowledge ideas and products.”
HUMAN RESOURCE
Human Resource Management with plenty of things, starting from HR Planning,
Acquisition, Maintenance, Development, Utilization, Separation to Social Responsibility,
Change Management, Employee Perceptions, Safety and Quality of Work Life, and HR
Info Systems
HR Vision
 Embody value we cherish

 Make BPCL “a great place to work”
 Be business partner – first and least
 Facilitate organizational change/learning
 Make people source of our improvement
 Institute good HR projects
HR OF BPCL BELIEVE IN THESE WORDS OF WISDOM
Learning organization is an organization where people continually expand their capacity

to create the results, where new and expansive pattern if thinking are nurtured, where
collective aspirations is set free, and where people are continually learning to learn
together.
ERP IN HUMAN RESOURCE
BPCL has become the first ever organization to implement
ERP i.e. Enterprise Resource Planning in its human resource
department.
Off-cycle payroll: We began the fiscal year with the introduction of off-cycle payroll in
HR. The vouchers which were hitherto getting printed for major heads of expenses were
done away with resulting in simpler process and direct credit to individual staff bank
accounts.
IPF scheme: EPF authorities granted exemption to our staff force under the scheme and
all employees under the EPF scheme were migrated to the company trust IPF scheme in
June 2006.
Master Governance: Extensions to material master & credit master maintenance have
been introduced through web based system in INTRALINK, besides incorporating the
governance mechanism.
OIL AND NATURAL GAS CORPORATION LIMITED
Type PSU
Founded 1956
Headquarters Dehradun, India
Key people R S Sharma, Chairman and MD
Industry Petroleum and Gas
Revenue US$ 16.6 billion (2006)
Net income US$ 3.48 billion (2006)
Employees 34,000
Website http://www.ongcindia.com
Oil and Natural Gas Corporation Limited (ONGC) (incorporated on

June 23, 1993) is an Indian public sector petroleum company. It is a Fortune Global 500
company, and contributes 77% of India's crude oil production and 81% of
India's natural gas production. It is the highest profit making corporation in
India. It was set up as a commission on August 14, 1956. Indian government
holds 74.14% equity stake in this company.
ONGC is engaged in exploration and production activities. It is involved in exploring for

and exploiting hydrocarbons in 26 sedimentary basins of India. It produces about 30% of
India's crude oil requirement. It owns and operates more than 11,000 kilometers of
pipelines in India. Until recently (March 2007) it was the largest company in terms of
market cap in India.[1]
ONGC is one of the pioneers of offshore and onshore drilling in India and is now looking
forward towards expansion in deepwater exploration and drilling and other allied areas of
service sector.
The ONGC group has announced a net profit of Rs 15,485 crore for the financial year
2005-06. ONGC has registered a growth of 6 percent in its net profit over the last year.
The group's turnover on a gross basis was Rs 86,414 crore, witnessing a growth of 21 per
cent than Rs 71,627 crore in 2004-05.
The ONGC Ltd recorded revenues of Rs 50,900 crore and its profits rose by nine per
cent to Rs 14,175 crore. The market capitalisation of ONGC crossed Rs 190,000 crore on
March 30 this year.
Strategic Vision
To focus on core business of E&P, ONGC has set strategic objectives of:
• Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG).

• Improving average recovery from 28 per cent to 40 per cent.
• Tie-up 20 MMTPA of equity Hydrocarbon from abroad.
The focus of management will be to monetise the assets as well as to

assetise the money.
Foundation
In August, 1956 Oil and Natural Gas Commission was formed, raised
from a mere Directorate status to Commission,it had enhanced
powers. In 1959 these powers were further enhanced by converting
commission into a statutory body by an act of Indian Parliament. Major
functions of ONGC according to this provision were to plan, promote,
organize and implement programs for development of Petroleum
Resources and the production and sale of petroleum and its products.
1960-1990
Since its foundation stone was laid, ONGC is transforming India’s view
towards Oil and Natural Gas by emulating the country’s limited
upstream capabilities into a large viable playing field. ONGC, since
1959, has made its presence noted in most parts of India and in
overseas territories. ONGC found new resources in Assam and also
established the new oil province in Cambay basin (Gujarat). In 1970
with the discovery of Bombay High (now known as Mumbai High), ONGC
went offshore. With this discovery and subsequent discovery of huge
oil fields in the Western offshore, a total of 5 billion tonnes of
hydrocarbon present in the country was discovered. The most
important contribution of ONGC, however, is its self-reliance and
development of core competence in exploration and production
activities at a globally competitive level.
Post-1990
Post 1990, the liberalized economic policy was brought into effect,
subsequently partial disinvestments of government equity in Public
Sector Undertakings were sought. As a result, ONGC was re-organized
as a limited company and after conversion of business of the erstwhile
Oil & Natural Gas Commission to that of Oil and Natural Gas
Corporation Ltd in 1993, 2 percent of shares through competitive
bidding were disinvested. Further expansion of equity was done by 2
percent share offering to ONGC employees. Another big leap was taken
in March 1999, when ONGC, IOC (Indian Oil Corporation) and Gas Authority of India Ltd.
(GAIL) agreed to have cross holding in each other’s stock.
Consequently the Government sold off 10 per cent of its share holding
in ONGC to IOC and 2.5 per cent to GAIL. With this, the Government
holding in ONGC came down to 84.11 per cent. In 2002-03 ONGC took
over Mangalore Refinery and Petrochemicals Limited (MRPL) from Birla Group and
announced its entrance into retailing business. ONGC also went to
global fields through its subsidiary, ONGC Videsh Ltd. ONGC Videsh
Ltd. (OVL). ONGC has made major investments in Vietnam, Sakhalin
and Sudan and earned its first hydrocarbon revenue from its
investment in Vietnam.
Stakes and subsidiaries
• MRPL known as Mangalore Refinery & Petrochemicals Limited (71% equity

stake)
• ONGC Videsh Limited (ONGC's overseas arm)
• Indian Oil Corporation (9.6% equity stake)
• Mansarovar Energy Columbia Limited, a 50:50 joint venture between OVL and
SINOPEC of china.
INTRODUCTION TO THE TOPIC
Employees at the grass-root level experience a sense of frustration because of low level
of wages, poor working conditions, unfavorable terms of employment, inhuman
treatment by their superiors and the like whereas managerial personnel feel frustrated
because of alienation over their conditions of employment, inter-personal conflicts, role
conflicts, job pressures, lack of freedom in work, absence of challenging work etc.
Certain values were attributed to work in the past. Work was worship and people had
sincerity and commitment to work. But today's employee would not believe in such
values of work. He works for his salary, he works hard if the conditions of work are
conducive and congenial and terms of employment are favorable to him. As such, the
work norms have been changing from time to time.
Work norms in modern industrial society indicate that (i) employee's role in industry is
different from his role in the family, (ii) superior knows the best and he has the right to
impose on the subordinates, (iii) rules are for employees and they have to follow them,
and (iv) employer has the right to layoff the workers due to marketing and technological
factors.
The working time has been established by the state according to

legislation, which is a 40- hour working week in Estonia. The standard
limits on overtime, time of vacation and taking of free days before
national holidays have been separately stipulated. The differences
regarding the working time have been established for the persons less
than 18 years of age, pregnant women, breast-feeding mothers and
the person raising the disabled child.
The employee and the employer agree upon the appropriate salary.
The Government of the Republic establishes each year the rate of
minimum salary; the employer should not pay less than that to the
employee.
Work represents such a role in life, which has been designated to it by

the person himself.
On the one hand work is an earning of one’s living for the family, on
the other hand it could be a self-realization providing enjoyment and
satisfaction.
QWL entails the design of work systems that enhance the working life experiences of
organizational members, thereby improving commitment to and motivation for achieving
organizational goals. Most, often, this has been implemented through the design of jobs
that afford workers more direct control over their immediate work environment.
The Quality of Life Profile was developed to provide a measure that considers both the
components and determinants of health and well-being. It draws upon a conceptual model
that is consistent with recent definitions of health and health promotion as provided by
the World Health Organization. The profile emphasizes individuals' physical,
psychological, and spiritual functioning; their connections with their environments; and
opportunities for maintaining and enhancing skills.
CONTEMPORARY PROBLEMS OF MANAGERIAL PERSONNEL
Due to these work norms, the managerial personnel at the middle and higher levels in the
organisation hierarchy face a variety of problems. They are dissatisfied with the strict
economic functions of the job and dealing with social relationships in organization
consequent upon the mechanization and automation of the industry. Further disregard by
others and less and less utilization of capabilities and skills also cased frustration among
the managerial personnel.
Employees also experience alienation which may result from poor design of socio-
technical systems. Alienation is a feeling of powerlessness, lack of meaning, loneliness,
boredom, lack of ego involvement and lack of attachment to job. The workers at the
lower level are not happy with their work due to tight schedule of work, speed of
machine, close watch and supervision and less social interaction. Even the ministerial
staff complain that they are unhappy with the job due to routine nature of work and
fixation of schedules and standards. Thus job, discontent is due to the limited scope of
the job, short cycle of operations, lack of opportunity to exercise discretion, initiative,
existence of bureaucratic controls, oppressive supervision, low wages, poor working
conditions etc.
Job discontent and job pressures have their substantial effect on employees' health in the
form of reduction in general happiness, increase in smoking, drinking putting on excess
body weight etc. Frustration would further cause heart disease, joint pain etc.
MEANING
There has been much concern today about the decent wages, convenient working hours,
conducive working conditions etc. Their term "Quality of worklife" has appeared in
Research Journals and press in USA only in 1970s. There is no generally acceptable
definition about this term. However, some attempts were made to describe the term
quality of worklife (QWL). It refers to the favourableness or unfavourableness of a job
environment for people. QWL means different things to different people. J. Richard
and J. Loy define QWL as "the degree to which members of a work organisation are
able to satisfy important personnel needs through their experience in the organisation.
Quality of worklife improvements are defined as any activity which takes place of every
of an organisation, which seeks greater organisational effectiveness through the
enhancement of human dignity and growth... a process through which the stockholders in
the organisation management, unions and employees-learn how to work together better to
determine for themselves what actions, changes and improvements are desirable and
workable in order to achieve the twin and simultaneous goals of an improved quality of
life at work for all members of the organisation and greater effectiveness for both the
company and the unions.
Working-life quality deals with these four elements: personal quality of life in your work, developing mastery,
experiencing real fellowship with colleagues and managers and contributing to the creation of real value for
customers and the surrounding world through your job.
DEFINITION OF QUALITY OF WORKLIFE
According to American Society of Training and Development, QWL as” a process of

work organizations which enables its members at all levels to actively participate in
shaping the organization, environment, methods and outcomes. This value based process
is aimed towards meeting the twin goals of enhanced effectiveness of organization and
improved quality of life at work for employees”.
According to Cohen and Rosenthal, QWL as an “internationally designed efforts to

bring about increased labour management cooperation to jointly solve the problem of
improving organizational performance and employee satisfaction”.
According to J. LIoyd Suttle, “Quality of work life is the degree to which members of a
work organization are able to satisfy important personal needs through their experiences
in the organization”.
CONCEPTUAL FRAMEWORK OF QUALITY OF WORKLIFE
• Being physically able to get around.

Physical Being
B • My nutrition and the food I eat.
E • Being free of worry and stress.
I Psychological Being
N • The mood I am usually in.
G • Having hope for the future.
Spiritual Being
• My own ideas of right and wrong.
B • The house or apartment I live in.

Physical Belonging
E • The neighbourhood I live in.
L
O
N • Being close to people in my family.
G Social Belonging
I • Having a spouse or special person.
N
G
B • The house or apartment I live in.
Physical Belonging
E • The neighbourhood I live in.
L
• Being close to people in my family.
O Social Belonging
N • Having a spouse or special person.
G
I • Being able to get professional services (medical, social, etc.)
N Community Belonging
• Having enough money.
G
B • Doing things around my house.
Practical Becoming
E • Working at a job or going to school.
C • Outdoor activities (walks, cycling, etc.)
O Leisure Becoming
M • Indoor activities (TV, cycling, etc.)
I • Improving my physical health and fitness.
N Growth Becoming
G • Being able to cope with changes in my life.
Source - Quality of Life Research Unit, University of Toronto
RICHARD E. WALTON – EIGHT BROAD CONSIDERATIONS
Richard E. Walton explains quality of worklife in terms of eight broad conditions of

employment that constitute desirable quality of worklife (QWL). He proposed the same
criteria for measuring QWL. Those conditions criteria include:
(i) Adequate and Fair Compensation:

There are different opinions about the adequate compensation. The committee on
Fair Wages defined fair wage as" ...the wage which is above the minimum wage
but below the living age."
(ii) Safe and Healthy Working Conditions:

Most of the organizations provide safe and healthy working conditions due to
humanitarian requirements and/or legal requirements. In fact these conditions are
a matter of enlightened self interest.
(iii) Opportunity to Use and Develop Human Capacities:

Contrary to the traditional assumptions, QWL is improved..."to the extent that the
worker can exercise more control over his or her work, and the degree to which
the job embraces an entire meaningful task" ... but not a part of it. Further QWL
provides for opportunities like autonomy in work and particiaption in planning in
order to use human capabilities.
(iv) Opportunity for Career Growth:

Opportunities for promotions are limited in case of all categories of employees
either due to educational barriers or due to limited openings at the higher level.
QWL provides future opportunity for continued growth and security by expanding
one's capabilities, knowledge and qualifications.
(v) Social Integration in the Work Force:

Social integration in the work force can be established by creating freedom from
prejudice, supporting primary work groups, a sense of community and inter-
personnel openness, legalitarianism and upward mobility.
(vi) Constitutionalism in the Work Organisation:

QWL provides constitutional protection to the employees only to the level of
desirability as it hampers workers. It happens because the management's action is
challenged in every action and bureaucratic procedures need to be followed at that
level. Constitutional protection is provided to employees on such matters as
privacy, free speech, equity and due process.
(vii) Work and Quality of Life:
QWL provides for the balanced relationship among work, non-work and family
aspects of life. In other words family life and social life should not be strained by
working hours including overtime work, work during inconvenient hours,
business travel, transfers, vacations etc.
(viii) Social Relevance of Work:

QWL is concerned about the establishment of social relevance to work in a
socially beneficial manner. The workers' selfesteem would be high if his work is
useful to the society and the vice versa is also true.
Source: - The University of Oklahoma School of Social Work
Quality of Life is the product of the interplay among social, health, economic and
environmental conditions which affect human and social development
Quality Of Work life Environment is one which:
 provides for basic needs to be met (food, shelter, safety, social contact)
 provides for a range of opportunities within the individual's potential
 provides for control and choice within that environment
SPECIFIC ISSUES IN QWL GIVEN BY KLOTT, MUNDICK AND SCHUSTER

Trade unions claim that they are responsible for the improvement in various
facilities to workers whereas management takes credit for improved salaries,
benefits and facilities. However, P/HR manager has (identified) specific issues in
QWL besides normal wages, salaries, fringe benefits etc.and takes lead in
providing them so as to maintain higher order QWL Klott, Mundick and Schuster
suggested 11 major QWL issued. They are:
1 Pay and Stability of Employment:

Various alternative means for providing wages should be developed in view of increase
in cost of living index, increase in levels and rates of income tax and profession
tax.
2 Organizational Health Programmes:
Organizational health programmes aim at educating employees about health
problems, means of maintaining and improving of health etc. Effective
implementation of these programmes result in reduction in absenteeism,
hospitalisation, disability, excessive job turnover and premature death. This
programme should cover relaxation, physical exercise, diet control etc.
3 Alternative Work Schedules:
Alternative work schedules including work at home, flexible working hours,
staggered hours, reduced work week, part-time employment which may be
introduced for the convenience and comfort of the workers as the work schedule
which offers the individual the leisure time, flexible hours of work is preferred.
4 Participative Management and Control of Work:
Trade unions and workers believe that workers' participation in management and
decision-making improves QWL. Workers also feel that they have control over
their work, use their skills and make a real contribution to the job if they are
allowed to participate in creative and decision making process.
5 Recognition:
Recognising the employee as a human being rather than as a labourer increases
the QWL. Participative management, awarding the rewarding systems,
congratulating the employees for their achievement, job enrichment, offering
prestigious designation to the jobs, providing well furnished and decent work
places, offering membership in clubs or association, providing vehicles, offering
vacation trips are some means to recognise the employees.
6 Congenial Worker Supervisor Relations:
Harmonious supervisor-worker relations gives the worker a sense of social
association, belongingness, achievement of work results etc. This in turn leads to
better QWL.
7 Employment on Permanent basis:
Employment of workers on casual temporary, probabationary basis gives them a
sense of insecurity. On the other hand, employment on permanent basis gives them
security and leads to higher order QWL.
The success of any organization is highly dependant on how it attracts, recruits,

motivates, and retains its workforce. Today’s organizations need to be more
flexible so that they are equipped to develop their workforce and enjoy their
commitment.
Therefore, organizations are required to adopt a strategy to improve the

employees’ ‘quality of work life’ (QWL) to satisfy both the organizational
objectives and employee needs.
More specifically, QWL may be set into operation in terms of employees’ perceptions
of their physical and psychological well-being at work. It includes virtually every
major issue that labor has fought for during the last two decades.
ISSUES IN QWL IDENTIFIED BY JEROME M RASOW – SEVEN CRITICAL
FACTORS
Jerome M Rosow, president of the Work in American Institute, has identified seven
critical factors which will affect the quality of work life during the years ahead. These
are pay, employee benefits, job security, alternative work schedules, occupational
stress, participation and democracy in the workplace.
Pay
QWL must be built around an equitable pay programs. In future more workers may want
to participate in the profits of the firm.
Benefits
Since workers are now better organized, educated and vociferous, they demand more
from the employers all over the world-apart from the pay-in the form of social security
and welfare benefits as matter of right which were once considered a part of the
bargaining process.
Alternative Work Schedules
With a view to tackle job boredom, modern organizations have been experimenting with
several forms of alternate work schedules such as four-day work week, flexi-time and
part-time work. Compressed work week is a work schedule in which a trade is made
between the number of hours worked per day, and the number of days worked per week,
or order to work the standard length hours-four days, 10 hours each day or three days, 12
hours each day are examples of the QWL schedule. In India this is being implemented by
a few companies successfully.
QWL and Fringe Benefits

P/HR manager has to build and maintain QWL providing a wide range of fringe benefits.
Fringe benefits and social security benefits result in improvement in productivity,
reduction in absenteeism, turnover, sick leave, alienation etc. These benefits or
maintenance activities include medical and health benefits, safety measures, legal and
financial services, consumer services, retirements benefits, conveyance, canteen facilities,
recreational services, career counselling, employee information report etc.
Quality of Worklife and Human Resources Management
Quality of worklife is broader than motivation though these two terms seem to be similar.
All personnel related activities affect quality of worklife. Some examples are:
HR Activity Effect on Quality of Worklife
Job Analysis Analyse the job in such a way that human needs like freedom,
challenging work, autonomy can be satisfied.
Selection Selecting the right man and placing him in the right position. This
satisfies his needs for reward, interesting work etc.
Job enrichment Satisfied higher order needs like pride, ego.
Job evaluation Equitable wages.
(E) BARRIERS TO QUALITY OF WORKLIFE

Quality of worklife suffers from barriers like any other new scheme. Management
employees and unions fear the effect of unknown change. All these parties feel that the
benefits of this concept are few though they are convinced about its effect on personnel
management as a whole and on the individual parties separately. Management should
develop strategies to improve quality of worklife in view of the barrier.
JUSTIFICATION OF STUDY
PROBLEM STATEMENT: Quality of work life
Quality of work life improvements are defined as any activity which takes place at every
level of an organization, which seeks greater organizational effectiveness through the
enhancement of human dignity and growth…. A process through which the stockholders
in the organization management, union and employees- learn how to work together better
to determine for themselves what actions, changes and improvements are desirable and
workable in order to achieve the twin and simultaneous goals of an improved quality of
life at work for all members of the organization and greater effectiveness for both the
company and the unions.
Now with the change in the organizational scenarios, more focus is being given to
maintain good quality of work life so as employees are happy working with organization
and it can grow better. Moreover, also to analyze factors such as
• Adequate and fair compensation
• Safe and healthy working conditions
• Opportunity to use and develop human capacities
• Constitutionalism in the work organization
• Social Integration in the work force

OBJECTIVES OF THE STUDY
Every research study that is done is carried out with some pre-determined objectives.
Similarly, this study is carried out for understanding the quality of work life parameters.
The primary objectives of study are as follows:
• To know about the Quality of Work Life parameters prevailing in industry.
• Performing a Quality of Work Life assessment is to identify the key areas, which
work as the strength areas to make environment congenial and enhance overall
productivity.
• Along with the above mentioned primary objectives, there are certain secondary
objectives such as analyzing
 Work and Quality of life
 Adequate and fair compensation
 Safe and healthy working environment
 Opportunity to use and develop human capacities
 Social Integration in the workforce

RESEARCH METHODOLOGY
It is a way to systematically solve the research problem. This research methodology is

different research methods or technique. So it is necessary for the researcher to study
both the things. Researcher is a scientific inquiry and has three essential characteristic i.e.
objectivity, accuracy and continuity. Methodology has an important bearing in the
collection of reliable and pertinent information as well as on the outcome of the study.
 Historical method has been adopted to expound information regarding the past
and phase wise development of the organization till date.
 The statistical method has been adopted to collect and compile structured
information on various aspects of the subject and organization under study.
So we should consider following steps in research methodology:

 Meaning of Research
 Problem statement
 Research design
 Sample design
 Data Collection
 Analysis and Interpretation of data
Meaning of research
Research is defined as “ a scientific and systematic search for pertinent information on a
specific topic.” Research is an art of scientific investigation. It is a careful inquiry
especially through search for new facts in any branch of knowledge.
Sample Size
A sample size of 200 was taken out of the management staffs of the Petroleum companies
i.e. HPCL, BPCL, IOCL and ONGC.
Sources of Data Collection
The task of data collection began after a research problem has been defined and research
design chalked out. For collection of data the researcher go through different sections of
executives at various level were interviewed personally by the researcher at the work
place on various subjects with the help of earlier prepared questionnaires. Generally,
there are two sources of data those are:
A. Primary Source of Data

Primary data are those, which are, collected a fresh and thus happens to be original in
character. The primary data is collected from a sample sample size of 200 was taken out
of the management staffs of the Petroleum companies i.e. HPCL, BPCL, IOCL and
ONGC.
B. Secondary Source of Data
Secondary data are those which have already been collected by someone else and which
have already been passed through statistical process. The secondary data is collected
from the records such as official brochures, journal, Business Magazines, Annual reports,
Newspaper, Website and relevant text
Research Design
“A research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in
procedures”.
Different Research Designs
1. Research design in case of exploratory research

2. Research design in case of descriptive and diagnostic research
3. Research design in case of hypothesis testing research studies.
EXPLORATOR
Y RESEARCH DESCRIPTIVE
STUDIES RESEARCH
STUDY
TYPES OF
RESEARCH
DESIGNS
HYPOTHESIS-
TESTING
RESEARCH
STUDIS
Data Collection Form
A structured non-disguised questionnaire is designed. The questions in the questionnaire

were designed as a multiple-choice type.
RESULTS AND DISCUSSIONS
Q 1. Does organization conduct health programmes aimed at educating employees about

health problem?
Response No.s of Respondents No. of Respondents (%)

Strongly Agree 73 36.5 %
Agree 60 30%
Undecided 67 33.5%
Disagree - -
Strongly disagree - -
Total 200 100%
80
70
60
50
40
30
20
10
0
Strongly Agree Undecided Disagree Strongly
Agree Disagree
Source: Primary Data
73 employees agree that organization conduct health programmes aimed at educating

employees about health problem.
Q 2. Do you think, employees get opportunity to use and develop human capacities?
Response Nos. of Respondents Nos. of respondents (%)

Yes 110 55%
No 90 45%
Total 200 100%
No (50%)
Yes (50%)
Most of the employees agree that employees get opportunity to use and develop human
capacities.
Q 3. Does organization provides safe and healthy working conditions to the employees?

Strongly Agree 46 23 %
Agree 57 28.5%
Undecided 51 25.5%
Disagree 46 23%
Total 200 100%
60
50
40
30
20
10
0
Strongly Agree Agree Undecided Disagree Strongly
Disagree

46 respondents agree that organization provides safe and healthy working conditions to
the employees.
Q 4. Does organization provide opportunities for career growth?

Agree 50 26%
Undecided 54 28%
Disagree 49 24%
Total 200 100%
60
50
40
30
20
10
0
Strongly Agree Agree Undecided Disagree Strongly
Disagree
Most of the employees agree that organization provide opportunities for career growth.
Q 5. Do you think that organization provides for balanced relationship among work and
quality of life?

Yes 102 51%
No 98 49%
Total 200 100%
No
(48.88% ) Yes
(51.12% )
51% of the employees agree that organization provides for balanced relationship among
work and quality of life.
Q 6. Do you think organization follows trends of social integration in workforce?

Strongly Agree 50 25%
Agree 55 27.50%
Undecided 49 24.50%
Disagree 46 23 %
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that organization follows trends of social integration in
workforce.
Q 7. Does participative management and control of work exist in organization?

Yes 108 54%
No 92 46%
Total 200 100%
No
(51.12%) Yes
(48.88%)
Most of the employees agree that participative management and control of work exist in
organization.
Q 8. Does organization take steps to minimize the stress?

Agree 56 28%
Undecided 44 22%
Disagree 46 23%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that organization take steps to minimize the stress.
Q 9. Does organization provides adequate and fair compensation to employees?

Agree 54 27%
Undecided 46 23%
Disagree 44 22%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that organization provides adequate and fair compensation
to employees.
Q 10. Does organization provide alternative and flexible work schedules to the
employees?
Yes 108 54%
No 92 46%
Total 200 100%
No
(51.12%) Yes
(48.88%)
Most of the employees agree that organization provide alternative and flexible work
schedules to the employees
Q 11. Is organization conceived about the establishment of social relevance to work?

Strongly Agree 53 26.50%
Agree 52 26%
Undecided 50 25%
Disagree 45 22.25%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees say that organization conceived about the establishment of social
relevance to work
Q 12. Does organization takes alternative measures for pay and stability of employment?
Agree 52 26%
Undecided 50 25%
Disagree 45 22.25%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees say that organization takes alternative measures for pay and
stability of employment.
Q 13. Recognition for better results in job is given to employees?

Yes 108 54%
No 92 46%
Total 200 100%
No
(51.12%) Yes
(48.88%)
Most of the employees agree that Recognition for better results in job is given to
employees.
Q 14. Does harmonious relation between worker – supervisor exists?

Agree 46 23%
Undecided 52 26%
Disagree 48 24%
Total 180 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that harmonious relation between worker – supervisor exists
Q 15. Effective Grievances handling procedure exists in organization?

Agree 50 25%
Undecided 50 25%
Disagree 49 24.50%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that Effective Grievances handling procedure exists in
organization.
Q 16. Adequate resources are available to employees to attain their objectives?

Agree 54 27%
Undecided 52 26%
Disagree 47 23.35%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
54% of the employees agree that adequate resources are available to employees to attain
their objectives.
Q1. Organization embraces diversity in the workplace?

Agree 50 25%
Undecided 55 27.50%
Disagree 20 10%
Total 200 100%
80
70
60
50
40
30
20
10
0
Agree Disagree
37.50% of employees agree that organization embraces diversity in the workplace.
Q2. Organization takes concern about layoff and closing of units?

Agree 56 28%
Undecided 51 25.50%
Disagree 39 19.50%
Strongly disagree -
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
27% of the employees think that organization takes concern about layoff and closing of
units.
Q3. Organization fosters employee training and lifelong learning?

Agree 54 27%
Undecided 47 23.50%
Disagree 44 22%
Strongly disagree -
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
27.50% of the employees think that organization fosters employee training and lifelong
learning.
Q4. Organization provides provisions for childcare of employees?

Agree 44 22%
Undecided 48 24%
Disagree 41 20.05%
Total 200 100%
70
60
50
40
30
20
10
0
Agree Disagree
33.50% of the employees think that organization provides provisions for childcare of
employees.
Q5. Organization implements employee ownership plans on a sustainable basis?

Agree 49 24.50%
Undecided 48 24%
Disagree 46 23%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
28.50% of the employees think that organization implements employee ownership plans
on a sustainable basis.

Q1. Corporation organizes social, cultural and educational programmes for employees?

Agree 54 27%
Undecided 49 24.50%
Disagree 35 17.50%
Total 200 100%
70
60
50
40
30
20
10
0
Agree Disagree
31% of the employees think that Corporation organizes social, cultural and educational
programmes for employees
Q2. Corporation encourages the empowerment of women employees?

Agree 49 24.50%
Undecided 37 18.50%
Disagree 34 17.00%
Strongly disagree 33 16.50%
Total 200 100%
50
45
40
35
30
25
20
15
10
5
0
Agree Disagree
23.50% of the employees think that Corporation encourages the empowerment of

women.
Q3. Does organization invest in Innovative technologies?

Strongly Agree - -
Agree 80 40.00%
Undecided 65 32.50%
Disagree 55 27.50%
Total 200 100%
80
70
60
50
40
30
20
10
0
Agree Disagree
40.00% of the employees think that organization invest in Innovative technologies.
Q 4. Does organization respects human rights and values its employees?

Agree 51 25.50%
Undecided 46 23.00%
Disagree 39 19.50%
Strongly disagree 44 22%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees think that organization respects human rights and values its
employees.
Q 5. Organization has developed safety standards and safe work place?

Agree 52 26%
Undecided 54 27%
Disagree 44 22%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees think that organization respects human rights and values its
employees.
Q 1. Do you think Re-engineering and redeployment is done for maximizing utilization
of HR potential?

Agree 50 25
Undecided 51 25.50
Disagree 47 23.50
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees think that Re-engineering and redeployment is done for
maximizing utilization of HR potential.
Q 2. Organization builds and upgrades competence through virtual learning, opportunities

for growth and providing challenges in the job?
Agree 48 24
Undecided 52 26
Disagree 50 25%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that Organization builds and upgrades competence through
virtual learning, opportunities for growth and providing challenges in the job.
Q 3. Organization fosters climate of creativity, innovation and enthusiasm?

Agree 51 25.50%
Undecided 53 26.50%
Disagree 46 23%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that Organization fosters climate of creativity, innovation
and enthusiasm.
Q 4. Do you think to meet challenging demands of the Business environment, focus of

HR strategy is on change of employee mindset with concept of mentoring and knowledge
management?
Agree 52 26%
Undecided 50 25%
Disagree 45 22.50%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that to meet challenging demands of the Business
environment, focus of HR strategy is on change of employee mindset with concept of
mentoring and knowledge management.
Q 5. Do you think Organization take steps to provide job contentment through

empowerment, accountability and responsibility?
Agree 51 25.50%
Undecided 48 24%
Disagree 10 05.00%
Strongly disagree 42 21%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree Organization take steps to provide job contentment through
empowerment, accountability and responsibility.
Q1. Does organization focuses on acquisition of new skills for overall and development
of employees?
Agree 55 27.50%
Undecided 49 24.5%
Disagree 46 23%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree organization focuses on acquisition of new skills for overall
and development of employees.
Q 2. Do you think employee thinking is nurtured and focus is on continuous learning to

create results?

Agree 53 26.50%
Undecided 49 24.50%
Disagree 47 23.50%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that employee thinking is nurtured and focus is on
continuous learning to create results.
Q 3. Do you think that effective procedure for change management exists in

organization?

Agree 58 29%
Undecided 50 25%
Disagree 47 23.50%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that effective procedure for change management exist in
organization
Q 4. Is Employee satisfaction enhancement cell is working for the employees?

Strongly Agree 55 27.50Z%
Agree 50 25%
Undecided 44 22%
Disagree 41 20.50%
Strongly disagree 10 05.00%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that Employee satisfaction enhancement cell is working for
the employees.
Q 5. Do you think initiative of “Enterprise Resource Planning Scheme” taken by

organization is beneficial for employees?
Agree 56 28%
Undecided 44 22%
Disagree 41 20.50%
Total 200 100%
60
50
40
30
20
10
0
Agree Disagree
Most of the employees agree that initiative of “Enterprise Resource Planning Scheme”
taken by organization is beneficial for employees.
STATISTICAL TOOLS
Statistical tools are the basic measures, which help in defining the relation between
different items, present, past and future trend of the future trend of the particular business
etc. A wide variety of statistical tools are available and any businessman depending upon
the nature of his trade can use any of them. Various statistical tools are:-
1. Correlation
2. Regression
3. Time Series
4. Index Numbers
5. Probability Distribution
6. Hypothesis Testing
Here we use Correlation statistical tool to define out quality of work life parameters in
petroleum sector i.e. in IOCL, HPCL, BPCL and ONGC. So, before using the tool we
should have the knowledge about that statistical tool. Therefore this tool is defined as
under:-
CORRELATION
Some important definitions of correlation are given below:
Correlation analysis deals with the association between two or ore variables- Simpson
and Kafka.
If two or ore quantities vary in sympathy, so that movement in one tend to be
accompanied by corresponding movements in the other, then they are said to
be correlated-Conner.
Correlation analysis attempts to determine the degree of relationship between variables.
Types
Correlation is classified in several different ways. Three of the most important ways are:-
 Positive and Negative Correlation: When two variable X and Y move in

same direction is Positive Correlation and when both variables move in
opposite direction that is Negative Correlation.
 Simple, Partial and Multiple Correlations: When we study the relationship
between two variables only that is Simple Correlation. When three or more
variables are taken but relationship between any two of the variable is studied,
assuming other variables as constant that is Partial Correlation and when we
study the relationship among three or more variables that is Multiple
Correlation.
DEGREE OF CORRELATION:-
Sr. No. Degree of Positive Negative

correlation
1 Perfect correlation +1 -1
2 High Degree of Between +.75 Between -.75 to-1
correlation to+1
3 Moderate Degree of Between +.25 Between -.25 to-.75
Correlation to+.75
4 Low Degree of Between 0 to+.25 Between 0 to-.25
Correlation
5 Absence of 0 0
Correlation
WHY TO USE CORRELATION?

Different type of statistical tool are available but for using specifically correlation is of
having a major reason i.e. Only this and this statically tool was giving the satisfactory
result. I have to show the relationship between sales and profit which can be purely
defined with the help of this statistical tool only.
Why to use Karl Pearson’s Coefficient of Correlation?
 Quantitative Method.
 Best method of working out Correlation Coefficient.
 Knowledge of Degree of Relationship.
Here we are using the Short Cut Method if Carl Pearson Coefficient of Correlation on the
basis of Assumed mean we will find out the relationship between the variables-Sales and
Profit and the related formula for this is:-
r= N × ∑dydx - (∑dx) (∑dy)
N × ∑dx2 - (∑dx)2 N × ∑dy2 - (∑dy)2

Where
N = Number of Observations
dx =deviations from X (X-A)
A =Assumed Mean
Dy =deviations from Y (Y
Chisquare
Fisher's exact test: check this option to perform the Fisher's exact test for a 2 × 2
contingency table.
" one-tailed " / " two-tailed": choose the type of Fisher's exact test, either one-tailed or
two-tailed.
Monte Carlo I: check this option to perform the approximate calculation of the p-value
using the exact test for an R × C contingency table, using a Monte Carlo test.
· Iterations: enter the number of iterations for the Monte Carlo method that
approximates the p-value of the exact test for a R × C contingency table. The fewer the
iterations, the less accurate the approximation. Value within [1000, 1000000]. Default
value: 50,000.
Monte Carlo II: check this option to perform the Monte Carlo simulations of R × C
contingency tables having the same margin properties as the input table.
· Repetitions: enter the number of repetitions for the Monte Carlo procedure. The
fewer the iterations, the less accurate the approximation. Value within [100, 1000000].
Default value: 10,000.
Combinations: check this option to display a table with the combinations of categories in
rows and in columns. This table contains the same information as the contingency table
and the table of percentages in relation to the total size, but the information is presented
in a different format.
Observed frequencies: check this option to display the contingency table to which the
marginal totals and the total have been added.
Expected frequency: check this option to display the table of expected frequencies
calculated assuming that the rows and columns in the contingency table are independent.
Contributions to Chi-square: check this option to display the table of the basic
contributions of each cell in the contingency table for the Chi-square value calculated for
the entire contingency table.
Chi-square by cell: check this option to display a table that shows a) whether the
observed frequency is greater than, less than, or equal to the expected frequency, and b)
the result of the partial Chi-square test called the "Chi-square by cell" test. The "Chi-
square by cell" test is a Chi-square test calculated on a table with four cells: one cell
represents cell [i,j] in the original contingency table, the other cells represent frequencies
for row i minus cell [i,j], for column j minus cell [i,j], and for the rest of the table.
BIBLIOGRAPHY
1) Ashwathappa K. ; Human resource Management ; X Edition ; Tata-McGraw Hill
2) Dessler Gary; Human Resource Management ; VIII Edition ; Pearson Education
3) Kothari C.R, ‘Research Methodology; Methods and techniques’, New Delhi, New
Age International (P) limited, Publishers, 2004, PP.33-38
4) Rao Suba P. ; Essentials of Human Resource Management & Industrial Relations

(Text cases & Games) ; II Edition ; Himalaya Publishing House
5) Chhabra T. N. ; Human Resource Management Concepts & Issues ; V Edition ;
6) Dwivedi R. S. ; Managing Human Resources Personnel Management in Indian

Enterprises ; I Edition ; Galgotia Publishing Company
7) Bhattacharya Dipak ; Human Resource Planning ; II Edition ; Excel Books
8) Prasad L. M. ; Human Resource Management ; II Edition ; Sultan Chand & Sons
9) Rao V. S. P. ; Human Resource Management (Text & Cases) ; II Edition ; Excel

Books
10) Bernardi John H. ; Human Resource Management ( An Experimental Approach ); IV

Edition ; Tata- McGraw Hill
11) Dowling Peter & Welch Denice ; International Human Resource Management
(Managing People in a Multi National Context) ; IV Edition; Thomson South Western
12) Beardwell Inn & Holden Len ; Human Resource Management- A Contemporary
Perspective ; I Edition ; McMillan India Ltd.
13) http://www.hindustanpetroleum.com/HP1.aspx?ltid=4&parameters=2012:CC010301
14) http://www.hindustanpetroleum.com/
15) http://www.hindustanpetroleum.com/aboutus.htm
16) http://www.ongcindia.com/
17) http://www.sm.ee/engtxt/pages/goproweb0432
18) http://www.livskvalitet.org/cms.ashx/English/Quality%20of%20working%20life.aspx
19) http://www.citeman.com/quality-of-work-life-qwl
20) HRM Review; The ICFAI University Press
21) MBA Review; The ICFAI University Press
22) Indian Management; AIMA
23) Business & Management ; Chronicle Publication

LITERATURE REVIEW
 Rao Suba P. ; Essentials of Human Resource Management & Industrial
Relations (Text cases & Games) ; II Edition ; Himalaya Publishing House
Subha Rao revealed out Quality of Work Life parameters and pointed out the
Important attributes/ features those are necessary to build up healthy working
environment.
 Saiyadain Mirza ; Human Resource Management ; III Edition; Tata

McGraw Hill, Pg. 359-371
This book told me about the importance of human resource in the organization and how a
work life balance is required to ensure the smooth running of the organization.
 Tripathi P.C., Human resource DevelopmentM, 1999 edition, Sultan chand

and Sons
It told me about quality of work life attributes and what features can be adopted by the
organization to maintain adequate balance between personal and professional life of
employees leading to their job satisfaction, inturn loyalty towards the organization.
 Ashwathappa K. ; Human resource Management ; X Edition ; Tata-McGraw

Hill, Pg. 472-475
It revealed out the important quality of life parameters necessary for organization to
provide adequate working environment to employees.
 Kothari C.R, ‘Research Methodology; Methods and techniques’, New Delhi,

New Age International (P) limited, Publishers, 2004, PP.33-38
It told me about the kind of research design, which are prevailing. It guided about
formation of questionnaire and research methodology application.
 Bernardi John H. ; Human Resource Management ( An Experimental

Approach ); IV Edition ; Tata- McGraw Hill
It highlighted the need of maintaining adequate balance in quality of work life being
provided to the employees so as to maintain the efficiency of organization and employees
as well leading to adequate working environment
 Beardwell Inn & Holden Len ; Human Resource Management- A

Contemporary Perspective ; I Edition ; McMillan India Ltd.
It revealed out the attributes necessary to build up adequate working environment for the
employees in the organization that lead to enhanced performance and efficiency of
employees helpful in achieving integrated goals of organization and individual altogether.
 http://www.ongcindia.com/biz.asp
This site provided me information about the Oil and natural gas corporation covering the
company’s vision, history, and mission; about human resources policies, kind of
structure, hierarchy, policies, and various programs under it.
 http://www.iocl.com/AboutUs.aspx
This site provided me information about the Indian oil corporation limited covering the
 http://www.bharatpetroleum.com/
This site provided me information about the Oil and natural gas corporation covering the
 http://www.citeman.com/quality-of-work-life-qwl
This site revealed out Quality of Work Life parameters and pointed out the
Important attributes/ features those are necessary to build up healthy working
environment.
LIMITATIONS OF THE STUDY
 Attitude of Respondents
The casual and avoiding attitude of very few respondents while answering them was a
little problem to the present study.
 Lack of experience
Lack of experience came in the way of getting information from respondents in collection
of required and relevant data. Due to absence of any previous research on the topic it was
difficult to analyze it adequately
 Influence of unforeseen factors

Although all the efforts were made to ensure the objectivity of the assessment, the
responses and thus the findings might have been influenced by certain unforeseen factors.
 Limited area of Study

Sample size taken for research is confined to Northern region of the country only and
does not take into consideration other regions, the research should not be considered
conclusive one.
 Non Co-operative respondents

All the people from whom a collect the data are not cooperative.
 Not a conclusive study

As the study does not define the cause of occurrence of the problem, it should not be
considered as conclusive study
 Lack of time
The study is although carried out with the fullest possible effort and devotion, the
limitation of time; resources may lead to an element chance of some error.
FINDINGS OF THE STUDY
After analyzing the quality of work life in the petroleum companies i.e. IOCl, BPCL,
HPCL and ONGC, following findings are observed in the above mentioned companies:
 Organizations conduct health programmes aimed at educating employees about

health problem.
 Employees get opportunity to use and develop human capacities.
 Organizations provide safe and healthy working conditions to the employees.
 Organizations provide opportunities for career growth.
 Organizations provides for balanced relationship among work and quality of life.
 Organizations follow trends of social integration in workforce.
 Participative management and control of work exist in organizations.
 Organizations take steps to minimize the stress.
 Organizations provide adequate and fair compensation to employees.
 Harmonious relation between worker – supervisor exists
 Effective Grievances handling procedure exists in organizations
 Organizations provide alternative and flexible work schedules to the employees.
 Organizations conceived about the establishment of social relevance to work.
 Organizations take alternative measures for pay and stability of employment.
 Recognition for better results in job is given to employees
 Adequate resources are available to employees to attain their objectives.

 Organization embraces diversity in the workplace.
 Organization takes concern about layoff and closing of units.
 Organization fosters employee training and lifelong learning.
 Organization provides provisions for childcare of employees.
 Organization implements employee ownership plans on a sustainable basis.
 Corporation organizes social, cultural and educational programmes for

employees.
 Corporation encourages the empowerment of women.
 Organization invests in Innovative technologies.
 Organization respects human rights and values its employees.
 Organization respects human rights and values its employees.

 Re-engineering and redeployment is done for maximizing utilization of HR
potential.
 Organization builds and upgrades competence through virtual learning,

opportunities for growth and providing challenges in the job.
 Organization fosters climate of creativity, innovation and enthusiasm.

 To meet challenging demands of the Business environment, focus of HR strategy
is on change of employee mindset with concept of mentoring and knowledge
management.
 Organization takes steps to provide job contentment through empowerment,

accountability and responsibility.
 Organization focuses on acquisition of new skills for overall and development of

employees.
 Employee thinking is nurtured and focus is on continuous learning to create

results.
 Effective procedure for change management exist in organization
 “Enterprise Resource Planning Scheme” taken by organization is beneficial for

employees.
 Employee satisfaction enhancement cell is working for the employees.

QUESTIONNAIRE
Name: Designation:
Place: Date:
Q 1. Does organization conduct health programmes aimed at educating employees about

health problem?
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
(e) Strongly disagree
Q 2. Do you think, employees get opportunity to use and develop human capacities?
YES NO
Q 3. Does organization provides safe and healthy working conditions to the employees?
(a) Strongly agree
(a) Agree
(b) Undecided
(c) Disagree
(d) Strongly disagree
Q 4. Does organization provide opportunities for career growth?

(a) Strongly agree
(b) Agree
(b) Undecided
(d) Disagree
(e ) Strongly disagree
Q 5. Do you think that organization provides for balanced relationship among work and
quality of life?
YES NO
Q 6 Do you think organization follows trends of social integration in workforce?

(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
( e) Strongly disagree
Q 7. Does participative management and control of work exist in organization?

YES NO
Q 8. Does organization take steps to minimize the stress?

(e) Strongly agree
(f) Agree
(g) Undecided
(h) Disagree
( e) Strongly disagree
Q 9. Does organization provides adequate and fair compensation to employees?

(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
Q 10. Does organization provide alternative and flexible work schedules to the
employees?
YES NO
Q 11. Is organization conceived about the establishment of social relevance to work?
(a) Strongly agree

(b) Agree
(c) Undecided
(d) Disagree
Q 12. Does organization takes alternative measures for pay and stability of employment?
(e) Strongly agree

(f) Agree
(g) Undecided
(h) Disagree
Q 13. Recognition for better results in job is given to employees?

YES NO
Q 14. Does harmonious relation between worker – supervisor exists?
(a) Strongly agree

(b) Agree
(c) Undecided
(d) Disagree
Q 15. Effective Grievances handling procedure exists in organization?
(a) Strongly agree

(b) Agree
(c) Undecided
(d) Disagree
Q 16. Adequate resources are available to employees to attain their objectives?

(e) Strongly agree
(f) Agree
(g) Undecided
(h) Disagree
Q 1. Organization embraces diversity in the workplace?

(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
Q 2. Employees are sponsored for training programmes on the basis of appraisal reports?
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
Q 3. Do the employees are able to apply the knowledge and skills acquired during
training on their jobs?
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
Q 4. Do you consider that training and development programmes are effective?

(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
Q 5. People trust each other in this organization?

(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
Q 1. Corporation organizes social, cultural and educational programmes for employees?
(a) Strongly agree

(b) Agree
(c) Undecided
(d) Disagree
Q 2. Corporation encourages the empowerment of women employees?

(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
Q 3. Does organization invest in Innovative technologies?
(a) Strongly agree

(e) Agree
(f) Undecided
(g) Disagree
Q 4. Does organization respects human rights and values its employees?
(a) Strongly agree

(b) Agree
(c) Undecided
(d) Disagree
Q 5. Organization has developed safety standards and safe work place?
(a) Strongly agree

(b) Agree
(c) Undecided
(d) Disagree

Q 1. Do you think Re-engineering and redeployment is done for maximizing utilization
of HR potential?
(a) Strongly agree
(e) Agree
(f) Undecided
(g) Disagree
Q 2. Organization builds and upgrades competence through virtual learning,

opportunities for growth and providing challenges in the job?
(a) Strongly agree
(h) Agree
(i) Undecided
(j) Disagree
Q 3. Organization fosters climate of creativity, innovation and enthusiasm?

(a) Strongly agree
(k) Agree
(l) Undecided
(m)Disagree
Q 4. Do you think to meet challenging demands of the Business environment, focus of

HR strategy is on change of employee mindset with concept of mentoring and knowledge
management?
(a) Strongly agree
(b) Agree
(e) Undecided
(f) Disagree
Q 5. Do you think Organization take steps to provide job contentment through
empowerment, accountability and responsibility?
(b) Strongly agree

(c) Agree
(d) Undecided
(e) Disagree
Q1. Does organization focuses on acquisition of new skills for overall and development
of employees?
(a) Strongly agree

(h) Agree
(i) Undecided
(j) Disagree
Q 2. Do you think employee thinking is nurtured and focus is on continuous learning to

create results?
(b) Strongly agree
(n) Agree
(o) Undecided
(p) Disagree
Q 3. Do you think that effective procedure for change management exists in

organization?
(a) Strongly agree
(q) Agree
(r) Undecided
(s) Disagree
Q 4. Is Employee satisfaction enhancement cell is working for the employees?

(b) Strongly agree
(b) Agree
(g) Undecided
(h) Disagree
Q 5. Do you think initiative of “Enterprise Resource Planning Scheme” taken by

organization is beneficial for employees?
(b) Strongly agree
(c) Agree
(d) Undecided
(e) Disagree

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A

“QUALITY OF WORK LIFE INDIAN PUBLIC

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

MASTER OF BUSINESS ADMINISTRATION (MBA)

Supervision of: Submitted By:

“QUALITY OF WORK LIFE INDIAN PUBLIC

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

MASTER OF BUSINESS ADMINISTRATION (MBA)

Supervision of: Submitted By:

I am also grateful to My Project internal Guide Mr.RAJAN Khurana placement

under my supervision his/ her Research Project Report on “QUALITY OF

WORK LIFE INDIAN PUBLIC SECTOR OIL COMPANIES” in the

is fit for evaluation.

Signature of Supervisor/ Guide (With Seal)

Name :Rajan Khurana

Forwarded by Head/ Director of Study Centre

I, Preeti, Roll No 06061146035, MBA (HRM) of GURU

JAMBESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, do

hereby; declare that the Research entitled “QUALITY OF

WORK LIFE INDIAN PUBLIC SECTOR OIL COMPANIES ” is an

other Institute for the award of any other degree. The

suggestions as approved by the faculty were duly

Signature of the candidate

Name of the Faculty: Mr. Rajan Khurana

In India, Indian oil Corporation Limited, Bharat Petroleum Corporation Limited,

The consumption of petroleum products has grown 30 times in the last

Petroleum Industry in India is one of the harbingers of huge economic

favourableness or unfavourableness of a job environment for people. QWL means

through their experience in the organization.

The success of any organization is highly dependant on how it attracts, recruits,

Therefore, organizations are required to adopt a strategy to improve the employees’

INTRODUCTION TO PETROLEUM INDUSTRY

A major boost to the oil industry came in pursuance of the Industrial

The Government set up the Gas Authority of India Ltd. (GAIL) in

To minimise the gap between demand and availibility, in general, and

In the 50 years since Independence India has witnessed a significant

The first decade of Independence (1947-57) saw the establishment of

The second decade (1957-67) witnessed the setting up of Indian

The period 1977-87 saw the commissioning of two more refineries in

The Government has also announced that investments in the refining

The future of Indian petroleum industry depends on:

• Demand for petroleum is growing in leaps and bounds

The world at present is experiencing a lot of changes of mammoth proportions. The

India’s Downstream Major

Beginning in 1959 as Indian Oil Company Ltd., Indian

Network Beyond Compare

As the flagship National oil company in the downstream

Indian Oil operates the largest and the widest network of

Synergy through Subsidiaries

A wholly-owned subsidiary, Indian Oil Technologies Ltd., is engaged in commercializing

In petrochemicals, Indian Oil is currently implementing a

HUMAN RESOURCE- A BOND FOREVER

Career growth opportunities

Training and development

Information technology is being harnessed by the Company to improve productivity

The following caption of the company speaks it all …

Company profile Bharat Petroleum Corporation Limited

Key people Ashok Sinha