OVERSEAS OPERATIONS
ONGC,S overseas activities are looked after by its wholly owned subsidiary, ONGC Videsh limited (OVL) At present OVL is operating in 16 countries of the world such as Vietnam, Tunisia, Yemen, Egypt Myanmar, Sudan, Libya, Brazil, Cuba Colombia etc.
Changes In Economic
Environment And its
Impact on ONGC
CHAPTER NO 3
CHANGES IN ECONOMIC ENVIRONMENT
AND ITS IMPACT ON ONGC
THE BEGINNING
The year 1991-92 was a landmark year in the economic history of India. It was a year when India has passed through the severest economic crisis since its Independence. The BOP situation has deteriorated sharply. The foreign currency reservoirs had fallen to an all time low level. The NRI,s were withdrawing their funds at an alarming rate. There were no significant fresh deposits from them. Inflation had soared to an annual rate of 17%, industrial growth had menacingly fallen and over all economic growth had touched an all low level of 1.1%. All this had resulted in a possibility of default in paying foreign loans.
Besides these bottlenecks at home, the whole world was passing through the unforeseen socio-economic changes during the period. Globalization and Liberalization had become the buzzwords over the world.
The domestic compulsions and international scenario called for complete overhaul of the economic policies and programmers in the country. The then existing scenario in the country and the root cause of the problem in the Indian economic policy were identified and best summarized in the words of he Prime Minister.
“A bulk of Government regulations and controls on economic activity has outlived their utility. Excessive controls have not bred corruption, but they have come in the way of achieving our objectives of expanding employment opportunities, reducing rural urban disparities and ensuring greater social justice. India had much to learn from what is happening elsewhere in the world. We find major economic transformation sweeping large countries in the Eastern Europe. There is a change in outlook a change in mind set everywhere. India too can not lag behind if she has to survive.
The policy changes, which the government embarked upon since July 1991, can be broadly divided into two categories. The first set of measures taken for the overhaul of economy of the country can be called as stabilization policy and the second set of measures can be called as structural reforms. The former aims at dealings medium and long term problems in the short run whereas the later aims at dealings medium and long term problems of the economy. Both policy measures are complementary to each other Structural reforms policies can not succeed unless some level of stabilization is achieved at the same time, stabilization can not be sustained unless structural reforms are undertaken. These reforms had a great impact on the public sector undertakings, which in general performed very poorly in fulfilling the financial and economic and objectives for which they were created. PSU’s in general became non competitive, inefficient and loss making resulting in heavy burden on the sate exchequer. Under the economic reforms budgetary support to PSU’s has been slashed and they were expected to generate surplus resources. Move to privatize few of the PSU’s has also been initiated with the government diluting part of its equity share in these organizations.
The objectives behind this move were as follows:-
- Budgetary relief
- Increased efficiency
- Greater resource generation
- Improved business condition
- Increased competition
- Development of wider business ownership.
ONGC, a fortune 500 company and one of the exceptions to poor performing PSU’s was also subjected to changes. The major impact of policy changes on ONGC as follows:
- CONVERSION OF ONGC FROM A COMMISSION TO CORPORATION
The biggest impact of the ongoing economic reforms in the country on ONGC was its conversion into a public limited company. In pursuance of the reforms, the government appointed a committee headed by Shri P.K. Kaul to look into all the aspects of ONGC’s existing organization structure and recommend it’s restructuring, if required. The committee submitted its final report on 15 November 1992. Based on the recommendations of this committee, the government decided in February 1993 to convert ONGC from Ist Feburary 1994 into a public limited company governed by the Companies Act 1956, like other companies in the petroleum sector. The government also decided to dilute 20% of its equity in the new company by offering expanded equity to public, mutual funds, employees.
Accordingly a new company entitled Oil and Natural Gas Corporation Limited (ONGC) was incorporated on 23rd June 1993 and it received the certificate of commencement of business on 10th August 15, 1993. On 2nd July 1993 the President of India promulgated and ordinance for transfer of the undertaking of ONGC to this newly formed company. Both houses of Parliament passed Oil and Natural Gas Commission (Transfer of Undertaking and Repeal bill in August 1993). The bill received the assent of the President of India on 4th September 1993.
On 1st February 1994 ONGC became Oil and Natural Gas Corporation, employees of the ONGC became the employee of Oil and natural Gas Corporation Limited from that day.
To arrive at the most appropriate capital structure and assess the business of the new company, a consortium of finance consultants were appointed. Assignments to these financial consultants included the following:
- Valuation of hydrocarbon resources of ONGC.
- Recasting of accounts of ONGC as per laws including SEBI and capital market practices and international accounting norms and as per prescribed standards of international and capital market.
- To suggest appropriate financial structure for ONGC, pricing of shares and strategy for domestic and international issues.
2) LOSS OF NEAR MONOPOLY STATUS
There are four enterprises ONGC, ONGC Videsh Limited a subsidiary of ONGC, Oil and Natural Gas Authority of India Limited operating in exploration and production of oil and natural gas under the Ministry of Petroleum, ONGC, with over 90% of oil production to its credits and fields of operation spread over almost throughout the country’s on-land and offshore petroliferious basins, enjoys the status of near monopoly. However would no longer exist. Different blocks have been thrown open to private companies for exploration and production. This will certainly bring in a number of competitors in the country resulting in the loss of monopoly status of ONGC.
3) SLASHING OF BUDGETARY SUPPORT
Under the new economic policy of India, all PSU’s are expected to generate resources for investment and budgetary support to these public sectors are drastically out… ONGC is no exception to this policy. However, it has been successful is mobilizing resources to meet the investment requirements.
4) INCREASED ACCOUNTABILITY AND RESPONSIBILITY
As the ONGC has entered the capital market, now it is a closely monitored company by all in interested public. Listing prices of the script will totally depend on the its performance and profitability. Even through it is a public limited company, with the government having major holding in its equity, it will be subjected to policy changes. ONGC, on one hand, will be responsible and accountable to stakeholders, and on other hand, it will have to carry forward social and political responsibilities undertaken by the government. ONGC has to judiciously balance the social and political responsibilities.
FRESH MEASURES
NEW EXPLORATION LICENSING POLICY (NELP)
In order to attract new technologies to increase the domestic oil production, the government has thrown open the oil fields to the domestic private sector, multinationals and joint venture companies, a policy proclamation towards which the content of the New Exploration Licencing Policy.
The salient features of (NELP)
- NELP offers 100% equity participation by private parties. No mandatory state participation through ONGC and Oil State companies can bid directly.
- ONGC and Oil to complete for obtaining petroleum license (PELS) on competitive basis just like any other company in the race.
- Companies including ONGC/OIC to paid international price of oil for discoveries made in the blocks offered under (NELP).
- ONGC and OIL to provided a level a playing field by providing them the same fiscal and contract terms as available to private companies.
- NELP offers more concessions for exploration in deep water areas beyond 200 mt depth.
Performance
Appraisal Practices In
ONGC
CHAPTER NO. 4
PERFORMANCE APPRAISAL PRACTICES IN ONGC
Not only had India ……. Set up own machinery for oil exploration and exploitation ……an efficient oil commission had been built where a large number of bright young men and women had been trained and they were doing good work:.
Pandit Jawahalal, India’s first prime Minister to Lord Mountbatten, on ONGC 1999.
Today ONGC is the flagship company of India, and making this possible is a dedicated team of nearly 40,000 professionals who toil round the clock. It is this toil which amply reflects in the performance figures and aspirations of ONGC. The company has adapted progressive policies in scientific planning, acquisition, utilization, training and motivation of the team. At ONGC, everbody matters, every souls counts.
ONGC has a unique distinction of being a company within house service capabilities in all activity areas of exploration and production and production of oil and gas related oil field services.
Needless to emphasize, this was made possible by the men and woman behind the machine.
Over 18000 experience and technical competent executives mostly scientist and engineers from distinguish universities / institutions of India and abroad from the core of manpower. This includes geologists, geochemists, drilling engineers, reservoir engineers, petroleum engineers, technical service providers, financial and human resource experts, IT professionals and so on.
HR VISION, MISSION AND OBJECTIVES
HR VISION
“To attain organizational excellence by development and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment”.
HR MISSION
“To create , a value and knowledge based organization by inculcating a culture of learning , innovation and team working and aligning business priorities with aspiration of employees leading to development of an expowered, responsive and competent human capital”.
HR OBJECTIVE
- To develop and sustain core values
- To provide Job contentment through empowering, accountability and responsibility.
- To develop business leaders for tomorrow.
- To build and upgrade competencies through virtual , opportunities for growth and providing challenges in job.
- To foster a climate of creativity, innovation and enthusiasm.
- To enhance the quality of life of employees and their family.
- To inculcate high understanding of service to a greater cause.
HR STRATEGIES
- To meet challenging demands of the business environment, focus of the HR Strategy is on change of the employee’s ‘mindset’.
- Building quality culture and resources.
- Re-engineering and redeployment for maximizing utilization of HR potential.
- To build and upgrade competencies through virtual learning , opportunities for growth and providing challenges in the job.
- RE- strengthening mutual faith, trust and respect.
- Including a spirit of learning and enjoying challenges.
- Developing Human Resource through virtual learning , providing opportunities for growth , inculcating involvement and exposure to benchmarking in performance.
ROLE OF HR
- Alignment of HR vision with corporate vision.
- Shift from support group to strategic partner in business operations.
- Enhance productivity and performance by development employee competency and potential.
- Development professional attitude and approach.
- Developing “Global Managers” for tomorrow to ensure the role of global players.
A MOTIVATED TEAM
HR policies at ONGC revolve around the basic tenet of creating a highly motivated. Vibrant and self driven team. The company cares for each and every employee and has in built systems to recognize and reward them periodically.
Motivation plays and important role in HR development. In order to keep its employees motivated the company has incorporated schemes such as Reward and Recognition Scheme, Grievence Handling Scheme and Suggestion Scheme.
- Incentive scheme to Enhance Productivity.
- Productivity Honorarium Scheme
- Job incentive
- Quarterly Incentive
- Reserve Establishment Honorarium
- Roll out of Succession Planning Model for identified key positions.
- Group incentives for cohesive team working, with a view to enhance productivity.
TRAINING AND DEVELOPMENT
An integral of ONGC’s employee-centered policies is its thrust on their knowledge up gradation and development. The institute of Management Development, which has an ISO 9001 certification, along with 7 other training institute, play a key role in keeping our workforce at pace with global standards.
The institute of Management is the premier nodal agency responsible for developing the human resource of ONGC. It also focus on marketing its HRD expertise in the field of exploration & production of Hydrocarbons. ONGC’s sports Promotion Board, the apex body, has a comprehensive Sports Policy through which top honors in sports at national and international level have been achieved.
PAR section in ONGC
CHAPTER NO. 5
PERFORMANCE APPRAISAL IN ONGC
In ONGC, the concerning rules are called employee performance appraisal rules in 1995.
The performance appraisal system in ONGC seeks to evaluate
- The work performance of an employee on the present job relation to the expected level of performance, both qualitative and quantitative.
- The extent of development achieved be the employee during the period under review.
- Evaluation of behavioral attributes attitudes and abilities.
- Evaluation of potential for assuming higher responsibilities.
TITLE
These rules will be called oil and Natural Gas Corporation Ltd, Executive Performance Appraisal rules 1995.
APPLICATION
These rules shall apply to all executives in E1 to E6 grades, belonging to different cadres of ONGC including its subsidiaries and associated offices, if any. All executives on deputation to ONGC will also governed by these rules.
DEFINITION OF EXECTIVE
An executive is a person employed under the authority of ONGC in any of the executive grades E1 and above but shall not include Directors of any other person appointed by the president of India, for any of the offices in ONGC or its subsidiaries and associated officers.
APPRAISAL YEAR
The appraisal period is 12 months of financial year between 1st April of a year to the 31st March of the succeeding year.
APPRAISEE
An appraisee is an executive who has worked under the direct control and supervision of other executive for a minimum period of 4 months within time span of 1st April 31st March (12 months) in appraisal year.
APPREISERS
There are two levels of appraisers
The first appraiser also called reporting Authority, means and executive under whose direct control and supervision the appraisee operates. In case of second appraisee, immediate functional senior executive (who may be equal in status of 1st appraiser) could be the joint Appraiser with the Reporting Authority, and he would only record whether or not he agrees with the observation of the first Appraiser.
ACCEPTING AUTHORITY
A very senior officer who is designated under the roles of re-looks at the performance of the appraisee, and reviews the observations of the first and the second appraisers. He would finally determine and evaluate the performance of the Appraisers. In case of disparity between his assessment and that of the first and second appraisers, he has to record specifically his comments in case of overall performance grading A+ to D and low score for personality traits by either of the earlier two Appraisers.
APPELLATE AUTHORITY
Project General Manager, Regional Directors, Group General Manager and Company Directory and Chairman-Cum Managing Director would be Appellate authority to take the decisions on representations of different level of appraisee executives. They would also take the final decisions on the evaluation of the performance of the appraisee in special cases.
Roles and Responsibilities of the Reporting Authority
The overall performance classification in grades is to be determined by
- examining both a performance
- personality of the appraisee
The parameter of this task are listed in part 2 of the par formant in blocks A,B,C,D,E and F
In evaluating performance (block A) due consideration is to be given to the benchmark indicate therein and one numerical block only is to be ticked.
In respect of the personality trait in block B,D,C,E and F only the numerical block is to be ticked after considering the benchmarks indicated therein.
Special Comments by Reviewing Office
After the detailed analysis of performance/ personality traits by the Reporting office, the Reviewing officer is required to officer the special comments (no numerical values in respect of few special items like integrity, professional potential for growth and like, specific areas functions for potential growth mentioned.
Overall Assessment by Accepting Authority
The Accepting Authority will minutely examine the observation made by the first appraiser and reviewing authority and also self appraisal, and taking due consideration of all the a spects, determine overall grade and also comment on the total performance.
THE GRADING SYSTEM
The grading system in ONGC is based on “Graphic Rating Scale” method of performance appraisal. It perhaps the most commonly used method. Under this method a printed form is used to evaluate the performance of the employee. A variety of traits may be used in these types of rating devices, the most common being the quality and quantity of work.
In ONGC performance appraisal form a block numerical values have been assigned to assist the first appraiser in making overall assessment. The overall total score for determining a grade is merely a guide and the final grade may be at variance with the total score. The second appraiser i.e. the interviewing Authority and the accepting Authority have to take an overall view, both of the performance and the personality of the appraise, while determining the “Final Grading”. The accepting authority arrives at the final grading by judiciously weighing the assessment of Reviewing Authority which may belong to functional discipline of the appraisee along with the detailed assessment of the Reporting Authority.
The overall rating grades in respect of the appraisals would be under
A+ 95 & above
A 85-64
A- 75-85
B+ 65-74
B 55-64
C 45-54
D less then 45
The final grade given by the accepting Authority after detailed and due consideration to the rating by the 1st and 2nd appraisee executive.
MODERATION
This means re-evaluation of the PAR of the appraisee and the grade awarded by the accepting authority to correct any observations. The head of the personal department at the region i.e. GM (HR) will reviewed the PARS of the executives up to E-3 level and advice of the regional director for moderation if required on the bases of analysis of reports. The regional director in consultation with the functional head (which has to be recorded in PAR) will have authority to moderate PAR as under.
All pars which are grade A+ to D
Cases referred to as General Manager (HR) of the regions, on the basis of monitoring \.
The moderation is based on forced distribution method “of performance appraisal. Under this system , the rate is asked to appraise the employee according to predetermined distribution scale.
The reter’s bias is sought to be eliminated here because worker are not at a higher or lower end of the scale.
The designated authority for moderation has special responsibility to ensure that by and largev, the final grading of PARS of executives (E1 to E6) of various disciplines confirm to board pattern as below:
A+ 10%
A 40%
A- 10%
B+ 10%
B 10%
C 10%
D 10%
Current Initiatives of
PAR System In
ONGC
CURRENT INITIATIVES OF PERFORMANCE APPRAISAL
SYSTEM IN ONGC
Implementation of E Par
(IT – Enabled Performance Appraisal Report)
As is advantageous for a par system such as;
- Streamlining of PAR process
- Uniform application of company policy
- Authenticity and audit trial of transactions
- Availability of online information
System monitoring mechanism and control Cutting down on delay and fixing of responsibility/accountability in delay which helps in faster decision making on issues such as promotions.
In view of this benefit, it was decided to implement IT enable PAR system in ONGC w.e.f. assessment year 2008-2009, initially for the year E1 – E6 level executives, later to be ruled out in other phases to other level.
INCORPORATION OF PAR BASED 3600 EVALUATION
(A+ CONCEPT LEVEL)
The (3600) feedback involves collecting perception about a person’s behavior and impact of the behavior from the person’s boss or bosses direct reports, colleagues, fellow members of project teams, internal and external, customers, suppliers. Other names for 3600 feedback are multi-rater feedback, full circle appraisal and group performance review.
In order for an organization to be ready for an effective 3600 feedback, a number of question need to be answered. The effectiveness of the feedback if directly linked to the integrity of the process, and the integrity of the process is measured in terms of commitment, clearly of purpose and follows up.
A 3600 feedback is recommended for accomplishing a detailed plan to address these issues to prior implementation.
At present in ONGC, this is the concept level and efforts are being made to use it effectively for attaining the overall goals of the organization.
Data Analysis
And
Interpretation
1. Performance Appraisal system in an important tool to evaluate performance of employee in ONGC.
INTERPRETATION: This chart shows that most of the employees think that performance appraisal for the organization is an important tool. Some are partially agree and some disagree too.
2. The objective of appraisal system are clear to all employees.
INTERPRETATION: This chart that objective of performance appraisal are clear to most of the employees some agree and some disagree.
3. The appraisal in ONGC ensures that every individual is clearly aware about its function and responsibilities.
INTERPPETATION: Surprisingly 37% of the respondents ware at loss about how PA format in ONGC ensure roles, clarity and responsibility
4. The performance appraisal system in ONGC provides a platform for identifying training needs of employees
INTERPRETATION: Nearly, 45.45% of employees are agreed upon this statement as it is and effective tool for identifying needs also. But some are also disagreeing and netural.
5. In ONGC, the counseling is satisfactorily done to judge low performance and to improve his/her performance
INTERPRETATION: Here in this statement nearly 38.63% of employees are disagreeing that the counseling is not satisfactorily done for low performer.
6. Most of the training program are initiated after a need analysis has that the program is needed.
INTERPRETATION: Though there exist adequate budgetary support for organizing quality training and development program for the development of executive yet the entire exercise lacks and direction.
7. In ONGC the present performance appraisal system is able to focus on personality trait of employees for better performance,\.
INTERPRETATION: Most of the employees on this statement are disagree that present PA formal is able to improve personality traits of employees for better performance.
8. Promotion is the main objective of performance appraisal in ONGC
INTERPRETATION: In this question 45.45 percent of employees are agree and 43.18 percent of employees are partially agree whereas 6.81 percent are disagree are disagree too. And a percent of 4.54 have not shown any view.
9. Promotion and rewards are a major factor in influencing performance if administered objectively
INTERPRATATION: As there exists the concepts of both bound and merit promotion in ONGC while majority respondents strongly take promotion and reward as a major factor in influencing performance.
10. Performance appraisal is carried out to assess the potential of employees to assign higher responsibility task.
Interpretation while half of the respondents appreciate the need for having potential in ONGC and other respondents do not understand its rational and implication for growth
11. Does the potential appraised help in succession planning in ONGC
Interpretation most of the employees are partially agreed for this statement that means PAR system partially help in succession planning.
12. Succession planning is implement on the basis of feedback through potential appraisal
Interpretation mostly the employees remain neutral for the succession planning should be implemented on the bases of PAWI while 32 of them remain agree with the statement.
13. There should be potential appraisal once in a year and information should be given to employees about their future prospects
Interpretation A sizable majority is for having PA in ONGC once in three years to inform the employees about their likely future growth.
14. The performance system strengthen the relationship between superior and subordinate for better performance
Interpretation Most of the employees remain about the relationship about the relationship subordinate and superior for better performance while 26 percent agree with the statement.
15. The appraisal system encourages open communication between each appraiser and appraisee through performance review.
Interpretation A comparatively large segment of respondents disagree that appraisal system encourages open communication between each appraisee through reviews.
16. The appraisal system encourages the appraiser to have common understanding of all factors (individual organizational & environmental) affecting the performance of the appraisee
Interpretation A comparatively remains neutral with the above question while 26 of employees arestrongly disagree with the statement.
17. There should be potential once in a year and information should b given to employee about their future prospects
Interpretation A sizable majority is for having PA in ONGC once in three years to inform the employee about their likely future growth.
18. Performance Appraisal in ONGC from basis for the human competencies.
Interpretation Mostly the employee agree with the human competencies in the performance system in ONGC while partially remain neural and others remain disagree.
19. There is a need for further upgradation of performance appraisal format which address the development needs of the employees.
Interpretation A significant chink of employees subscribe to the view that PAR in ONGC needs up gradation to meet the development needs of the employees
What are the areas where this organization needs to improve for the appraisal system for more continuous development of employee and building strong relationship?
Interpretation : It was seem that majority of respondents does not reply hence some of them said that for a good working organization environment there must be presence of values like openness, enthusiasm, mutual trust, and collaboration.
ONGC need to conduct job analysis/role analysis exercises to rationalize in HR apparatus.
And also, identify the job content in terms of duties responsibilities methods, techniques and system procedures.
Limitations
LIMITATIONS
1- Since ONGC is a multi-disciplinary and multi work centre organization (Scattered all over the country) it becomes very difficult to include employees form all the disciplines, all over the work centres and all the levels in the study. However, attempt has been made to include persons of different disciplines and different levels working in ONGC, Dehradun.
2- Though this is the case of judgment sampling, there is a possibility that the respondents might have responded in a casual and random manner.
3- Since the sample size is too small comprising of 100df respondents for a vast organization of 40,000 employees the data may not be true representative of the actual scenario and responses may be indicative of the local situation.
Conclusion
CONCLUSION
- Performance Appraisal system needs total revamping and reorientation in view of changing business competitive environment and should recast on professional lines. PAR needs to use as a real development tool for employees who identifies their development needs for helping them perform their work more efficiently and effectively leading to greater organizational productively. Currently, the PAR system is used more as a paper work, then as a tool for improving efficiency of the individual.
- Indiscriminate promotions in ONGC have resulted in inversion of conventionally accepted pyramid structure manpower. Only need based promotions with adequate transparency and well defined long term policy is the need of the hour. Reward administration needs strengthening as an efficient HRD tool to motivate real performers for others to emulate and it must be linked with performance appraisal system.
- The concept of potential may be experimented within ONGC to identify executive with higher potential to assume higher organizational responsibilities and the process may be carried out once in three years.
- Human resources fully committed to any change and to continue the process of change in the organization as per requirement of the changing environment along with the technologically manpower with various standards of competitiveness is need of the time in ONGC. People should be dynamic, capable of assuming responsibility and adaptable to change. In a competitive environment like the present one should be well prepared, plan the act according to well laid out strategy and adapt to the requirement and demands of the situation of develop competencies like job related skills and knowledge so that they contribute to their fullest to the organizational efficiency and be able to cope with the pressure changing environment.
Suggestion
SUGGESTION
- Based on the study the following suggestions are being made to strengthen the presence PAS in ONGC for improving the performance efficacy of its human resources which are vital elements for achieving the objectives and targets in the competitive and dynamic environment.
- Performance Appraisal format needs up gradation and should identify the development needs of the employees. It should be made both evaluative and development oriented in nature.
- Counseling should be taken seriously by appraisee and appraiser and it should be done more frequently to attain the development goal of PAR system.
- Globalization and liberalization in India is al comparatively recent phenomenon so most of the industries are not well equipped to face the challenges of changing environment and building a competitive edge. Specific training programmes are to be designed and development for inculcating such skills in the employees.
- Training p rogrammes on organization development should be organized at all levels and specific thrust on productively improvement and cost techniques shall be placed in training progremmes. There should be a consistent policy regarding the training and the need should be considered seriously as per the recommendation in the PAR form.
- Periodic organizational diagnoses survey need to be carried out to asses the organization health and to suggest remedial measures in case of any observed organization pathology.
- Accountability and fixing of responsibility is one area in ONGC that is week and needs special consideration. Single point responsibility and accountability need be defined and fixed unambiguously.
-
Develop a cultural system where things do not move on the basis of bureaucratic definitions or boundaries but on operational priorities for improving the productivity of ONGC.
BIBLIOGRAPHY
Books Referred
- HR Vision 2005 (ONGC) HRM Corporate Journal
- ONGC Quarterly in house Journal on HR.
- The story of ONGC by I.A. Farooqi
- Practical Performance appraisal by Gower press.
WEBLIOGRAPHY
Websites Visited
Bibligoraphy
Annexure
QUESTIONNAIRE
NAME(OPTIONAL):-
DESIGNATION :-
LENGTH OF SERVICE :-
1- Performance Appraisal System is an important tool to evaluate performance of employees in ONGC.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
2. The objective of appraisal system are clear to all employees
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
3. The appraisal system in ONGC ensures that every individual is cleatly aware about its functions and responsibilities.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
4. The performance appraisal system in ONGC provides a platform for identifying training needs of employees.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
5. In ONGC the counseling is satisfactorily done to judge low performance and to improve his/her performance.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
6. Most of the training program are initiated after a need analysis has indicated that the program is needed.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
7. In ONGC \, the present performance appraisal system is able to focus on personality trait of employees for better performance.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
8. Promotion is the main objective of performance appraisal in ONCG
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
9. Promotion and rewards are a major factor in influencing performance if administered objectively.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
10. Performance appraisal is carried out to assess the potential of employees to assign higher responsibility and more task.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
11. Dose the potential appraisal help in succession planning in ONGC
1. Yes 2. No.
12. Succession planning is implemented on the basis of feedback through potential appraisal.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
13. There should be potential appraisal once in a year and information should be given to employees about their future prospects
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
14. The performance appraisal system strengthen the relationship between superior and subordinate for better performance
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
15. The appraisal system encourages open communication between each appraiser and appraisee through performance review.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
16. The appraisal system encourages the appraiser to have common understanding of all the factors (individual, organizational & environmental) affecting the performance of the appraisee
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
17. Appraisal system facilities growth and learning in the organization both for appraiser and appraisee
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
18. Performance appraisal in ONGC form basis for the human competencies.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
19. There is a need for further upgradation of performance appraisal format which address the development needs of the employees.
1. Strongly Agree 2. Agree 3. Neutral 4. Disagree
5. Strongly Disagree
20 What are the areas where this organization needs to improve for the appraisal system for more continuous development of employee and building a strong relationship ?
