A PROJECT REPORT

ON

“TO STUDY AND ANALYZE THE EMPLOYEE

ENGAGEMENT LEVEL”

FOR

ONGC

SUBMITTED BY

AMBIKA THAKUR

IN PARTIAL FULFILLMENT OF
POST GRADUATE PROGRAM IN PGP

INSTITUTE OF BUSINESS MANAGEMENT AND

RESEARCH
PUNE
(20010-2011)
ACKNOWLEDGEMENT

2
EXECUTIVE SUMMARY

3
 EXECUTIVE SUMMARY

The research methodology which I have adopted was initiated by framing a

questionnaire and analyzing the response that gave me the holistic view about the
involvement of employees in their work with the help of the company’s management,
and on that basis I have arrived at findings and explained it by using various statistical
tools i.e. charts. Secondary sources like internet etc. have also been used to reach final
interpretations.
This project says that employee engagement surveys come into play to determine the
factors that make and keep the workforce engaged. With engagement surveys, the
issues that are driving morale up or down can be pinpointed because the surveys
provide an equal opportunity for the entire population of the organization to have a
voice.
It also contains data analysis and interpretation, learning from the project and few
recommendations for the organization which I feel will be useful in improving their
performance even further.

 Frequency of giving promotions should be increased otherwise employees will

get distracted from their work and will not work efficiently.
 ONGC must organize some kind of picnics, parties and get-togethers for the
employees and their families.
 The company must take some initiatives to support the work life balance of
employees.

The limitations regarding this report are mentioned, which includes selected method’s
limitation, incomplete information provided by respondent etc. At last but not the
least I talk about the final CRUX of the report under the heading “Conclusions”
saying that almost 52% employees exhibit the following:

 Higher self-motivation.

 Confidence to express new ideas.

 Higher productivity.
 Higher levels of customer approval and service quality.
4
 Reliability.
 Organizational loyalty.

 Less employee turnover.

 Lower absenteeism.

Which I hope will help the management in its endeavor to increase employee
engagement.
I hope my PROJECT will help to the management to increase employee engagement
in the organisation.

5
 INDEX

PAGE
Sr. No. PARTICULARS
NO.
1. Objective Of Study
2. Statement of Need
3. Company Profile
4. Introduction Of Employee Engagement
5. Research Methodology
6. Data Analysis
7. Learnings
8. Limitations Of The Study
9. Observations & Findings
10. Conclusion
11. Suggestions & Recommendations
12. Bibliography
13. Appendices

6
OBJECTIVES
&
SCOPE

7
 OBJECTIVES

 To find out the level of employee engagement in ONGC.

 To find out whether the employees are satisfied with their job or not.

 To find out what changes should be done by the management so that

employees can be more engaged in their work.

 To find out the factors which are helping the employees to do their job better.

 To find out the factors which are acting as a barrier in employee engagement.

8
SCOPE OF THE STUDY

The employee engagement surveys come into play to determine the factors that make
and keep the workforce engaged. With engagement surveys, the issues that are driving
morale up or down can be pinpointed because the surveys provide an equal
opportunity for the entire population of the organization to have a voice.

For example, an organization may have created an entire program around work/life
balance. Yet, after receiving the results of the company's employee engagement
survey, discover that this program is only representative of the needs of a small
segment of the organization, when, in fact, the top-performers are actually seeking
more opportunities and challenges in their daily work.

9
COMPANY PROFILE

10
 INTRODUCTION

OF

EMPLOYEE ENGAGEMENT

11
 INTRODUCTION

Employee Engagement is a measurable degree of an employee's positive or negative

emotional attachment to their job, colleagues and organization which profoundly
influences their willingness to learn & perform at work.

Employee engagement can be defined as “an employee putting forth extra

discretionary effort, as well as the likelihood of the employee being loyal and
remaining with the organization over the long haul. Research shows that engaged
employees: perform better, put in extra efforts to help get the job done, show a strong
level of commitment to the organization, and are more motivated and optimistic about
their work goals. Employers with engaged employees tend to experience low
employee turnover and more impressive business outcomes.

Employee engagement is more than just the current HR 'buzzword'; it is essential. In

order for organizations to meet and surpass organizational objectives, employees must
be engaged. Research has proven that wholly engaged employees exhibit,

 Higher self-motivation.
 Confidence to express new ideas.
 Higher productivity.
 Higher levels of customer approval and service quality.
 Reliability.
 Organizational loyalty;

 Less employee turnover.

 Lower absenteeism.

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Focus on employee engagement:

Current studies show that organizations are focusing on the meaning of employee
engagement and how to make employees more engaged. Employees feel engaged
when they find personal meaning and motivation in their work, receive positive
interpersonal support, and operate in an efficient work environment. What brought
engagement to the forefront and why is everyone interested in it? Most likely, the
tight economy has refocused attention on maximizing employee output and making
the most of organizational resources. When organizations focus attention on their
people, they are making an investment in their most important resource. You can cut
all the costs you want, but if you neglect your people, cutting costs won’t make much
of a difference. Engagement is all about getting employees to “give it their all.” Some
of the most successful organizations are known for their unique work environments in
which employees are motivated to do their very best. These great places to work have
been recognized in such lists as Fortune’s 100 Best Companies to Work For.

The concept of engagement is a natural evolution of past research on high-

involvement, empowerment, job motivation, organizational commitment, and trust.
All of these research streams focus on the perceptions and attitudes of employees
about the work environment. In some ways, there are variations on the same
fundamental issue. What predicts employees “giving their all?” Obviously, all
organizations want their employees to be engaged in their work.

Several standardized tools exist for assessing employee engagement and providing
feedback for making changes. These tools tend to have several common goals and
characteristics:

Create a simple and focused index of workplace engagement-Many organizations are

using very short, simple, and easy to use measures that focus on the fundamentals of a
great workplace. Instead of conducting broad culture/climate surveys with 100 or
more questions, organizations are opting for a focused approach that measures
fundamental qualities of the workplace that likely will be important 10 years from
now (e.g., feedback, trust, cooperation).

13
Allow for benchmarking-Most organizations want to know how they compare to other
organizations. Using a standard measure of engagement allows organizations to see
how they compare to other companies along a simple set of fundamental work
qualities.

Direct action-Engagement measures tend to be very actionable. This means that the
organization can alter practices or policies to affect employees’ responses to every
item in the measure.

Show relationship to company performance-Without a link to company performance

or other critical outcomes, measures of engagement have little value. The whole idea
behind engagement is that it leads to enhanced performance. The link to performance
outcomes is a necessary underlying assumption of all engagement measures.

Engagement Predicts Organizational Success

Many studies have shown that investments in people (i.e., HR-related practices) have
a reliable impact on the performance of organizations. The Bureau of Labor
conducted a comprehensive review of more than 100 studies and found that people
practices have significant relationships to improvements in productivity, satisfaction,
and financial performance. Research has shown that when engagement scores are
high, employees are more satisfied, less likely to leave the organization, and more
productive.

Each organization is different and there are many factors that affect bottom-line
outcomes; however, engagement scores can serve as meaningful predictors of long-
term success. Some organizations use engagement scores as lead measures in their
HR scorecards. When an organization can show the relationship between engagement
scores and bottom-line outcomes, everyone pays attention to the engagement index.
Establishing this critical link between people and performance helps HR professionals
prove that people-related interventions are a worthwhile investment.

Elements of Engagement

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Some researches conclude that personal impact, focused work, and interpersonal
harmony comprise engagement. Each of these three components has sub-components
that further define the meaning of engagement.

Personal Impact-Employees feel more engaged when they are able to make a unique
contribution, experience empowerment, and have opportunities for personal growth.
Past research (e.g., Conger and Kanugo, 1988; Thomas and Velthouse, 1990) concurs
that issues such as the ability to impact the work environment and making meaningful
choices in the workplace are critical components of employee empowerment.
Development Dimensions International’s (DDI) research on retaining talent (Bernthal
and Wellins, 2000) found that the perception of meaningful work is one of the most
influential factors determining employees’ willingness to stay with the organization.

Focused Work-Employees feel more engaged when they have clear direction,
performance accountability, and an efficient work environment. Aside from the
personal drive and motivation to make a contribution, employees need to understand
where to focus their efforts. Without a clear strategy and direction from senior
leadership, employees will waste their time on the activities that do not make a
difference for the organization’s success. Additionally, even when direction is in
place, employees must receive feedback to ensure that they are on track and being
held accountable for their progress. In particular, employees need to feel that low
performance is not acceptable and that there are consequences for poor performance.
Finally, employees want to work in an environment that is efficient in terms of its
time, resources, and budget. Employees lose faith in the organization when they see
excessive waste. For example, employees become frustrated when they are asked to
operate without the necessary resources or waste time in unnecessary meetings.

Interpersonal Harmony-Employees feel more engaged when they work in a safe and
co-operative environment. By safety, we mean that employee trust one another and
quickly resolve conflicts when they arise. Employees want to be able to rely on each
other and focus their attention on the tasks that really matter. Conflict wastes time and
energy and needs to be dealt with quickly. Some researches also find that trust and

15
interpersonal harmony is a fundamental underlying principle in the best organizations.
Employees also need to cooperate to get the job done. Partnerships across
departments and within the work group ensure that employees stay informed and get
the support they need to do their jobs.

Making Use of Engagement

Measurement of employee engagement can have many applications in the

organization. Earlier, it is mentioned that engagement could serve as a general index
of HR effectiveness in an HR scorecard. Also, engagement measures serve as an easy
way to benchmark the work climate against other organizations.

Other uses include:

Needs Analysis-The fundamental issues measured in engagement provide a quick

index of what leaders and HR need to do to make things better. In addition, items in
engagement surveys tend to be very actionable. This means that leaders or others in
the organization can take action that will affect the score on a single item.

Evaluation-Many learning and performance interventions are designed to impact

some aspect of engagement. When an engagement measure is used as a pre-
implementation baseline, the impact of the intervention can be gauged by measuring
post-implementation changes in engagement.

Climate Survey-Some organizations like to use engagement measures as simple

indexes of the workplace culture. While more extensive surveys are valuable,
sometimes it’s easier to focus attention on a few simple and proven factors.

Leader or Department Feedback-Depending on the demographic information

collected when the engagement measure is implemented, one can create breakout
reports by department or leader. This means departments and leaders can gain a better
understanding of how engagement in their groups differs from the rest of the

16
organization. This information can be used to create development plans or plans for
larger-scale interventions.

17
 RESEARCH
METHODOLOGY

18
RESEARCH METHODOLOGY

Research has its special significance in solving various operational and planning
problems of business and industry. Research methodology is the way to
systematically solve the research problem.

Assumptions:-

 It has been assumed that sample of 200 respondents represents the whole
population.
 The information given by the employees is unbiased.

1. Formulation of research Objective:

The objective of my research is to study & analyze the employee engagement level at
ONGC.

2. Determining the source of Data

To carry out research there are two types of data available – Primary data and
Secondary source of data. Primary data are the data which are collected for the
specific purpose. They are first hand data collected by research. It is same as we are
going to collect by survey method.
Secondary data are those which are collected before hand by some purpose or the
other purpose. They are easily available but before using it one should study its scope
its reliability etc.
In my research, I used various secondary data which we have mentioned in
bibliography for various purposes like to know about various employees of different
departments, to know various factors on which I can judge the employee engagement
level, to know about the expectations of the employee etc.

19
 3. Decision of data collection techniques:
Once the decision in favor of collection of primary data is taken, one has to decide the
mode of collection. I have selected the survey method.
 Survey Method:
In research the survey method is commonly used to collect primary data from the
respondents. Survey can be subdivided further into two categories.
Personal survey.
Mail survey.

4. Sampling Decisions:

Another aspect which forms the part of research process is sampling plan. When the
researcher has decided to carryout survey he has to decide whether to go for sample
survey or population survey.
So, I have decided firstly to define population as in my case where all the employees
of Ahmedabad Asset are my population. It is not possible to reach all respondents so I
have decided to conduct sample survey.
Again in sample survey one has to decide sample size on the bases of sample frame.
Sample frame is a list of population from which sample is selected.

The larger the sample size the more accurate is the results. And while selecting
sample one has to select the samples which are representative of population. Due to
limitation of time I have selected the sample size of 200.A random sample of 200
employees was selected from the all the employees of ONGC Ahmedabad Asset
because there are approximately 2500 employees in Ahmedabad asset so 200 is
almost 10% of that.

I have selected two types of employees i.e. executives and non-executives.

After deciding the sample size one has to decide the sampling method. There are
various methods of selecting samples which are:

20
I have used the random sampling method in my research and conducted the personal
survey. I have selected the samples based on “just hit and miss” fashion. So the
sampling method for our research is random sampling method.

5. Organizing and conducting the survey:

After having prepared the questionnaire and selected the sample design and plan the
next step is to organize and conduct the field survey. The task of interviewing is
simple but, in reality, it is the most difficult task in research process. This is because
the respondents are hesitant in giving the information. For conducting survey I have
used the personal survey method in which I personally interviewed the employees and
gathered the information needed by Questionnaire.
After preparing the questionnaire, selecting the sample design, the next plan was to
organize and conduct the field survey.
6. Processing and analysis of data:

Once the field work is over and questionnaire has been received, the next task is to
aggregate the data in meaningful manner. There are various statistical tools for
analyzing the data. Some of them are percentage, bar chart, pie chart etc. these all
have their own limitations and hence one of limitation of my project is same. With the
help of computer the work of statistical analysis has become easy.

7. Preparing the research report:

Once the data has been tabulated, interpreted and analyzed, the researcher is required
to prepare report, embodying the findings of the research study and his
recommendations. Same is the report which I have presented in front of you. There
are various chapters included and I have taken care that project is not too precise and
at the same time not too detailed that it create confusion. I have provided various
charts so that it is easily understandable.

21
DATA ANALYSIS

22
Q1 Overall how satisfied are you with ONGC as an employee?

ONGC's EMPLOYEE ENGAGEMENT LEVEL

Very Dissatisfied
Somewhat dissatisfied
Neutral
Somewhat
Somewhat satisfied
Very Dissatisfied dissatisfied
0% 4% very satisfied

Neutral
7%

very satisfied Somewhat satisfied

52% 37%

 No one is dissatisfied with the company.

 Maximum number i.e. 89% employees are strongly satisfied with their job.

23
Q2 What do you feel about the productivity of employees?

P R O D U C T IV IT Y

60% 5 1 .5 0 %
54% 4 8 .5 0 %
50% 44% 43%
40%
40% 33%
2 8 .5 0 % 31%
30%
2 4 .5 0 % 2 3 % 2 0 .5 0 % 2 5 .5 0 %
17% 1 5 .5 0 % 1 5 .5 0 % 17%
20% 12%
8% 12% 1 3 .5 0 % 8%
10% 7%
1% 2% 2 .5 0 % 1%
0 % 0 .5 0 % 0 .5 5 %
0%
Ha r d W or kin g Pr o c e s s e s & Q u ic k d e c is io n sL o ts o f tr a in in g Ea s y to g e t PRO DUCTIV ITY
e mp lo y e e Pr o c e d u re s o f c o mp a n y e x p e r ie n c e a d d itio n a l Tr a in in g

A ttrib u te s o f p ro d u c tiv ity

D is a g re e s tro n g D
ly is a g re e s o m e w hNa et u tra l A g re e s o m e w h aAt g re e s tro n g ly

 Maximum productivity depends on the hard working employee.

 Apart from hard working employee processes and procedures provided by the
company, quick decision by the company and the training procedure
contributes to productivity.

24
 Q3 Whether teamwork spirit is present in ONGC employees?

TEAMWORK

60.00% 54.50%
47% 49%
50.00% 44.50%
40.00% 32.50%
30.00% 22.50% 20.50% 25.17%
24%
18%
20.00% 13% 15.50% 11%
8%
10.00% 6% 6.50%
1.50% 1% 0% 0.83%
0.00%
Sharing of Management pays cooperation of TEAMWORK
experience attention each departments

Attributes of teamwork

Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly

 75% employees believe that teamwork spirit is present.

 Approximately all the attributes of teamwork are contributing in same percentage.

25
 Q4 How much security level is present in ONGC?

S E C U R IT Y

70% 65%

60%
47% 48% 45.50% 47%
50%
40% 31.50%
28%
30% 26% 27% 25.33%
19.50%
20% 15.50% 20.50%
7.50% 18.50%
10% 3.50%
1%
0% 1.50% 1%
0%
Optimis tic aboutPhy s ic ally s af e on
W ork lif e balanc e SECURITY
f uture in ONGC the job is s upported

A ttrib u te s o f se cu rity

Dis agree s tronglyD is agree s om ewhatNeutral A gree s om ew hatA gree s trongly

 Everyone in ONGC is optimistic about future in ONGC.

 Maximum employees feel secure at their job.
 More than half of the employees of ONGC have imbalance of their work life.

26
Q5 Is creativity encouraged in ONGC ?

CREATIVITY

50.00% 46.50% 44%

44%
40.00% 33% 35%
30.00% 26% 26%
19.67% 21%
20.00% 19% 15.50%
15% 15%
12%
9.17%
10.00% 7.50% 7.50%
0.50% 1% 2.50%
0.00%
Encouraged to Employees are Not af raid of CREATIVITY
invent new ideas rew arded making a mistake

Attributes of creativity

Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly

 Few employees of ONGC are not afraid of doing mistakes which shows that
they are not bothered of the after result of this.
 Creativity is supported by ONGC as per 56% employees.

27
Q6 What do you think about communications in ONGC?

C OMMU N ICATION S

50.00% 46%
43% 44.50% 45.50%
44%
45.00% 39%
40.00% 34.50% 36%
35.00% 29.50% 30% 31.60%
28%
30.00%
25.00% 21% 21% 18%
18.50%
20.00% 15% 16%
15.00% 8%
10.00% 5.50% 5% 4.50% 3% 5%
5.00% 1.50% 1% 1.50% 1.50% 1% 1.30%
0.00%

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Attributes of communication
Disagree strongly Disagree som ewhat Neutral Agree som ewhat Agree stron

 Approximately 78% employees have trust on management and are free to

offer comments.
 Communication is fair and clear in ONGC.

28
Q7 Whether ONGC plays fair role in context to its employees?

FAIR PLAY

60.00%
49.50%
50.00%
40%
36.50% 37%
40.00% 35%
34% 34.63%
33% 32%
30.00% 27%

20.00% 15%
17%
15%
11% 13% 12% 12%
8% 9.50%
7%
10.00% 7.50%
3% 2% 5% 4.38%
0.00%
m s r
mu rite the ted AY
min i v ou ano
s trb u R PL
ep
t y fa do di F AI
r ek pla g& are
sa s n't thin load
ol iti c d oe
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P mt sa sw
Mg n't ee
es p loy
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m td Em
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Attributes of fair play

Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly

 44% employees said that Politics is kept minimum in ONGC.

 ONGC always believe in fair play.

29
 Q8 Are ethics and values important for ONGC?

ETHICS & VALUES

60.00%
53.50%
49.50% 49.17%
50.00% 44.50%

40.00%

Disagree strongly
30.00% 26.50%
24% 25% 22.50% 25% Disagree somewhat
20.00% 15.50% 18% Neutral
15%
Agree somewhat
10.00% 7% 6.50% 6.50% 7% Agree strongly
0.50% 2% 1.50% 1.33%
0.00%
People behave in People don't Seniors sets a ETHICS &
ethical manner tolerate unethical good Eg. Of V A LUES
behavior ethical behavior

Attribute s of e thics & v alue s

 Approximately 8% employees feel that employees of ONGC do not behave in

ethical manner.
 18% employees are strongly agree with the present level of ethics and values.

30
 Q9 What you think about excellence of ONGC?

EXCELLENC E
60%
49% 49.50% 48%
50% 45.50%
40.50%
40% 36% Disagree strongly
33.00%
30% Disagree somewhat
20% 22.50% Neutral
20% 15%
10% 15% Agree somewhat
10% 7%
3.33% Agree strongly
0.50%
0% 1%2.50% 1%
1%
0%
ONGC strives for ONGC is an Individual EXCELLENCE
constant aggressive learning is
improvement competitor encouraged
Attribute s of e x ce lle nce

 Approximately 90% employees feel that ONGC strives for constant improvement.
 Graph clearly shows that excellence level in ONGC is high.

31
Q10 What you think about corporate culture of ONGC?

CORPORATE CULTURE

60.00%
52%

50.00% 47%

40.00% 35.83%
34%
30.50% 30%
Disagree strongly
30.00% 27%
25.50%
23.50%
Disagree somewhat
20.50%
19.00% Neutral
20.00%
14.50%
9.50% 9.50% Agree somewhat
10.00% 7.50% 6.50%
Agree strongly
3% 2.00%
0.50% 2.50%
0.00%
Quality is a top Individual Nothing at CORPORA TE
priority initiative is ONGC keeps me CULTURE
encouraged doing my best

Attribute s of corporate culture

 52% employees believe that for them and for ONGC quality is a top priority.
 All facts and figures shows that corporate culture in ONGC is meeting the
standards.

32
 Q11 What is your opinion about career development in ONGC?

CAREER DEVELOPM ENT

60%
50.50%
50% 47%
41.17%

40% 36.50% 37.50% 36.50% 40%

34% Disagree strongly
30% Disagree somewhat
20.50% Neutral
20% Agree somewhat
13.50%
9.50% 10.50% Agree strongly
10% 5%
6% 5.50% 6%
1% 0% 0% 0%
0%
Hav e established Have opportunities Have a bright CA REER
career path to learn & grow career DEV ELOPMENT

Attributes of career development

 Except 17% employee everybody think that they have opportunities to learn
and grow.
 Maximum numbers of employees feel that their career development is on
progress.

33
 Q12 what is your opinion about employee role?

EMPLOYEE R OLE

60% 59%
53.50%

50% 46%
44%

40% 38.17%

29.50% 31.50%
30% Disagree strongly
26%
Disagree som ewh
20% 15.50% Neutral
11.67%
11.50% Agree som ewhat
8% 8%
10% 8.50% 6%
Agree strongly
1% 1.50% 1%
0% 0.50%
0%
Have enough Contributing toHave m aterials & EMPLOYEE
authority to m ake ONGC's equipm ents ROLE
decis ions objective

Attributes of employee role

 92% employees are contributing to ONGC’s objective.

 All the attributes like enough authority to make decisions, having materials
and equipments are contributing in employee’s role.

34
 Q13 Is ONGC provides enough recognition and rewards?

RECOGNITION & REWARDS

60.00%
52.50% 52%
50%
48.20% Disagree strongly
50.00% 46%
Disagree somewhat
40.50%
Neutral
40.00% 35% Agree somewhat
Agree strongly
30.00% 26.50% 25.10%
24.50%
22.50%
19.50% 20%
18%
20.00% 15.50% 16.30%
16%
11.50%
9.50%
10.00% 6% 7% 7.50% 5% 6%
6.50% 4% 4.50%
2% 1% 1.50%

0.00%
C S
ey o n NG io n s RD
on oti n it i tie WA
em r om da
tO og ibi l RE
or p ue r ec ns
om to
val i ve
s
res
po N&
st ds IO
ad l ea Ia
m Cg for NIT
r k l e
w ork
O NG f ai r OG
wo od y is RE
C
od Go l ar
Go Sa
Attributes of recognition & rewards

 72% employees think that they are valued at ONGC.

 85% employees said that their salary is fair for their responsibilities.

35
Q14 Whether ONGC provides enough initial and ongoing training?

TRAINING & DEVELOPMENT

60% 56% 54.50%

53%

50%

40%
Disagree strongly
30% Disagree somewha
23.50% 21.75%
20% Neutral
20% 16.50%
13.50% 15% Agree somewhat
9% Agree strongly
10% 5%
7%
2% 1.50% 1.75%

0%
ONGC provides enoughONGC provides enough TRA INING &
initial training ongoing training DEV ELOPMENT

Attribute s of training & de v e lopme nt

 Maximum employees ie 70% are satisfied by the initial and ongoing training
provided by the ONGC.

36
Q15 Overall how much satisfied are you with ONGC’s benefit package?

SATISFACTION LEVEL D U E TO BENEFITS PACK AGE

Disagree somewhat
3%
Disagree strongly
Neutral
0%
8%

Agree somewhat
28%

Agree strongly
61%

Disagree strongly Disagree somewhat Neutral Agree somewhat A gree strongly

 ONGC provides a complete benefit package to the employees for their benefits.

 Recreation through picnics, parties & get- togethers is less as compared to the
expectations of the employees.

 Promotions are provided on time as per 63% employees.

37
Q16 Would you recommend employment at ONGC to a friend?

N O. OF EMPLOYEES WILL RECCOMEND EMPLOYMENT IN ONGC

Definitely Not Probably Not May Be

2% 4%
0%
Probably Would
27%

Definitely Would
67%

Definitely Not Probably Not May Be Probably Would Definitely Would

 Maximum number of employees ie 94% will recommend employment

at ONGC.

38
Q17 How long have you worked for ONGC?

WORK ING IN ONGC FOR NO. OF YEARS

1-2 yrs 2-5 yrs Less than 10 yrs
0% 0% 0%

5-10 yrs
3%
Less than 10 yrs
1-2 yrs
2-5 yrs
5-10 yrs

More than 10 yrs More than 10 yrs

97%

 97% employees of ONGC are working in ONGC from more than 10 years
which shows they are satisfied with their job.

 There was not a single person who left ONGC which shows employees are
completely engaged in their respective jobs.

39
LEARNINGS

A winter project brings the student face to face with the real corporate world. This is
the time when one learns what the industry practices are and do the practices really
follow what is really taught in the classroom. Further it gives an excellent chance to
the students to apply the concepts in the real world.

Attitude towards learning

Learning is an ongoing process. There is nothing like you can learn all in MBA and
use your knowledge and implement it in work. MBA is teaching me how to look at
things from various dimensions as well as how to adapt to changes. Experience is the
best teacher, this statement holds good as even I think only once I experienced
working have I realized what am I supposed from MBA.

Future Learning

Winter training helped me to realize the importance of each and every subject. I came
to know no matter in which department you are, you need to have knowledge of each
and every field. The functioning of any business does not solely depend on HR,
marketing or finance but everything should be in a balanced manner. This has led me
to give importance to everything in life. I have realized that though not specialized but
knowledge of all aspects of business is a must irrespective of the department one is
working with.

40
LIMITATIONS

41
 LIMITATIONS

 Some employees were not ready to fill up the questionnaire because they were
afraid of the problems that may arise after filling the questionnaire.

 Employees have taken many days to completely fill the questionnaire.

 Due to strike by the company I was not able to contact anyone in the company
for my problems.

42
OBSERVATIONS
&
FINDINGS

43
 OBSERVATIONS & FINDINGS

 Since maximum employees of ONGC are satisfied with their company

therefore employee engagement is high ie 52% in ONGC.

 Maximum employees said that their productivity is due to their hard work.

 Apart from hard work productivity also depends on the training provided by
the company.

 Almost 50% employee somewhat agree with their teamwork spirit.

 Teamwork of the employees mostly depends on the attention to employees

suggestions by the management.

 Maximum number of employees somewhat agree that the security provided

by ONGC is appropriate.

 65% of employees somewhat disagree with the work life balance supported
by the company.

 Only 3% of employees said that they are not afraid of making a mistake.

 Only 1% employees think that they are not rewarded for improving work
processes.

 Maximum employees feel that ONGC communicate very well with their
employees.

 Approximately 76% employees feel that corporate communications are

frequent.

44
 85% of employees have trust on management therefore they feel free to give
suggestions and comments.

 Maximum numbers of employees ie 37% are neutral about the fair play of
ONGC.

 57% of employees are in favor of management ie management doesn’t say one

thing and do another.

 Politics is kept minimum in ONGC as per 45% of employees.

 Maximum employee behaves in ethical manner in ONGC except few ones.

 According to 8% of employee unethical behavior is tolerated and people don’t

behave in ethical manner.

 Almost 90% employees believes that ONGC strives for constant improvement.

 Maximum employees feel that individual learning is encouraged in ONGC.

 ONGC has a reputation for excellence.

 Quality is a top priority for ONGC.

 Corporate culture is good in ONGC.

 Not a single employee thinks that ONGC does not provide a bright career &
future.

 According to 81% employee ONGC helps in career development.

45
 Except 17% employee everybody think that they have opportunities to learn
and grow.

 Maximum employees are contributing to ONGC’s objective.

 72% employees think that they are valued at ONGC.

 85% employees said that their salary is fair for their responsibilities.

 Maximum employees are satisfied by the initial and ongoing training provided
by the ONGC.

 ONGC provides a complete benefit package to the employees for their

benefits.

 Recreation through picnics, parties & get- together is less as compared to the
expectations of the employees.

 Promotions are provided on time as per 63% employees.

 7% employees are not happy with the promotions because it is not provided on
time.

 Maximum number of employees will recommend employment at ONGC.

 97% employees of ONGC are working in ONGC from more than 10 years
which shows they are satisfied with their job.

 There was not a single person who left ONGC which shows employees are
completely engaged in their respective jobs.

46
CONCLUSIONS

47
CONCLUSIONS

Engagement is a heightened emotional connection that an employee feels for his or

her organization that influence him or her to exert greater discretionary effort to his or
her work.
As per my survey ONGC is providing mentally stimulating jobs, career growth
opportunities for all employees, platform for the employees where they can contribute
to positive work environments. Apart from this there is not a single employee who is
dissatisfied with the organization.

Since company is fulfilling all the requirements of an employee, employees are fully
motivated therefore there is increased productivity commitment to quality, better
relationships with customers and clients.

Personal Impact-Employees feel more engaged because they are able to make a
unique contribution, experience empowerment, and have opportunities for personal
growth.

Focused Work-Employees feel more engaged because they have clear direction,
performance accountability, and an efficient work environment.

Interpersonal Harmony-Employees are more engaged because they work in a safe and
cooperative environment. By safety, we mean that employee trust one another and
quickly resolve conflicts when they arise.

Research has proven that maximum number of employees exhibit:

 Higher self-motivation.
 Confidence to express new ideas.
 Higher productivity.
 Higher levels of customer approval and service quality.
 Reliability.
 Organizational loyalty.
48
 less employee turnover.

 Lower absenteeism.

So, finally there is a clear and mounting evidence that the high level of employee
engagement closely correlates to individual, group and organizational performance in
such areas as retention, turnover, productivity, loyalty.

49
 SUGGESTIONS
&
RECOMMENDATIONS

50
 SUGGESTIONS & RECOMMENDATIONS

 Whenever any employee does any good work or does some kind of
achievement then ONGC must provide better rewards for their work. This will
motivate the other employees also and lead to better performance.

 Frequency of giving promotions should be increased otherwise employees will

get distracted from their work and will not work efficiently.

 ONGC must organize some kind of picnics, parties and get-togethers for the
employees and their families.

 The company must take some initiatives to support the work life balance of
employees.

 Since politics in ONGC Ahmedabad Asset is affecting the performance of

employees, it has to be controlled.

 Safety parameters should be improved on the field/ operational area.

 Birthdays of employees should be celebrated within the department or section.

 Gymnasium facility should be arranged for all the employees so that they can
refresh their state of mind.

 Infrastructure of canteen must be improved for the betterment of employees.

51
BIBLIOGRAPHY

Websites:
 www.ongcreports.net
 www.google.com
 www.ongcindia.com

 Dairy provided by ONGC.

 ONGC Reports

52
APPENDICES

53