50529177 Mba Project on Hr Role Efficacy

8/4/2019 50529177 Mba Project on Hr Role Efficacy

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INDIAN OIL CORPORATION

LIMITED(MATHURA REFINRY)

SUBMITTED AS A PART OF

M.B.A. (HR)

ASHUTOSH KUMAR

MBA IV SEMROLL NO. - 520854940

SIKKIM MANIPAL UNIVERSITY



CONTENTS

1) RESEARCH PROCESS

2) OBJECTIVES OF RESEARCH

3) INTRODUCTION OF MATHURA REFINERY

4) RESEARCH METHODOLOGY USED

5) ROLES & IT’S IMPORTANCE

6) INTRODUCTION OF ROLE EFFICACY• ASPECTS OF ROLE EFFICACY

• MEASURING ROLE EFFICACY

7) LITERATURE REVIEW

8) INTRODUCTION OF ROLE CLARITY• BUILDING CLARITY

• ROLE CLARITY & APPLICATIONS

• WHY CLARITY

• CLARITY ROLES & RESPONSIBILITIES

• CLARITY SUCCESS FACTORS

9) FINDINGS & DATA ANALYSIS

10) CONCLUSIONS

11) SUGGESTIONS & RECOMMENDATIONS

12) APPENDICES (QUESTIONNAIRE)

13) BIBLIOGRAPHY



RESEARCH PROCESS

FORMULATING OBJECTIVES OF RESEARCH STUDY

I

LITERATURE REVIEW

I

FORMULATE HYPOTHESIS

I

DESIGN METHOD OF DATA COLLECTION

I

SELECTING SAMPLE

I

COLLECTION OF DATA

I

PROCESSING & ANALYSIS OF DATA

I

INTERPRET & REPORT



OBJECTIVES OF RESEARCH

1. We try to find out fact which is hidden without going in depth.

Purpose is to gain familiarity with the phenomenon or to achievenew insight into it.

2. To portray accurately the characteristics of a particular

individual, situation or group.

3. To find out the frequency with which something occurs or with

which it is associated with something else.

4. To test the hypothesis of a casual relationship between variables.

5. To identifies the skills necessary to perform successfully, the

responsibilities for knowledge sharing, and the important

knowledge connections between people.

6. To provides a way for people to understand what they need to

know, where to access that knowledge and why it is important to

their work.

7. To determine the potential effectiveness of an individual

occupying a particular role in an organization.

8. To help people understand the knowledge they need to know todo their jobs well and where to find that knowledge.

9. To find out relation between Role Efficacy and Role Clarity.

10.To provide suggestions for increasing Role Efficacy and Role

Clarity among employees.



INTRODUCTION

OF

MATHURA

REFINERY



MATHURA REFINERY

MATHURA REFINERY was commissioned in the year 1982 as the

sixth Indian Oil Refinery to meet the ever growing demand of petroleum products in northwest region of the country. Nestled

between the historic cities of Delhi and Agra, the Refinery at

Mathura is situated in the mythical & mystical land of Lord Krishna.

It was set up to meet the growing product demand of north and

northwestern parts of the country including the national capital

Delhi & its adjoining areas.

VISION



“A major, diversified, transnational, integrated energetic

Company, with national leadership and a strong

environment conscience, playing a national

role in oil security & public distribution”.

MISSION TOWARDS EMPLOYEES

• To foster a culture of participation and innovation for

employees growth and contribution.

• To help enrich the quality of life of the community and

preserve ecological balance and heritage through a strong

environment conscience.

OBLIGATION TOWARDS EMPLOYEES

• To develop their capability and advancement through

appropriate training and career planning. Expeditiousredressal of grievances. Fair dealing with recognized

representatives of employees in pursuance of healthy trade

union practice and sound personnel policies.

• To improve the condition of Scheduled Castes/Scheduled

Tribes in pursuance of national policies.

STRUCTURE



Broadly Mathura Refinery apart from its Headquarter governed by

following departments namely:

1) Personnel & Administration Department

2) Training Department

3) Management Services Department

4) Vigilance Department

5) Finance Department

6) Internal Audit Department

7) Medical Department

8) Materials Department

9) Production Department

10) Fire & Safety Department

11) Power & Utilities Department

12) Maintenance Department

13) Process Project Department

14) Technical Services Department

15) Inspection Department

16) Instrumentation Department



HUMAN RESOURCES

EMPLOYEE PROFILE

The human resource in Indian Oil was 31,675 strong as on

31.03.2009, of which 9,728 are in the Officers cadre and 21,947 are in

the Staff cadre. There are 5,672 employees from SC category and

2,097 from ST category. The SC and ST employees constitute

24.53% of the total employees’ strength. There are 2,387 women

employees, out of whom 692 are in the Officers cadre and 1,695 in

Staff cadre. The women employees constitute 7.54% of total

employees’ strength.

WELFARE OF EMPLOYEES

Indian Oil continued its endeavor to upgrade facilities and promote

the welfare of employees. With a view to promote employees’

welfare, Indian Oil brought about improvements in policies

concerning medical facilities, allowances at remote locations,

Productivity Incentive Scheme and Post-retirement medical facilities.

LOAN & ADVANCE

The rules and regulations as set out here under are framed and laid

down entirely as a welfare measures and do not confer any claim,

right or benefit to any employee, nor impose any liability,responsibility or obligation on the corporation and shall not be a

deemed to be a condition of service between the corporation and any

such employee. Loan & Advance includes-

House Building Advance

Festival Advance

Emergency Advance

Conveyance Advance



MEDICAL FACILITIES

The corporation maintains its own hospitals at the township attached

to each Refinery. Employees along with their eligible dependents

residing with them in township are entitled to get medical attendance

from the Corporations hospital. A patient may be referred to anoutside hospital/ specialist by the CMO only in cases where

treatment cannot be had in the Refinery Hospital. Employees at

other locations may receive medical attendance from an authorized

medical attendant, as defined under the medical rules, either under

Allopathic or Homoeopathic system.

HOUSING FACILITY

Townships are being maintained in all the Refineries. Employees are

allotted quarters in the townships for which house rent recovery is

made from them at prescribed rates. In other places the facility of

leased accommodation and self lease is available to employees within

the prescribed ceilings.

INDUSTRIAL RELATIONS

Industrial Relations in general during the year 2001-2002 in all

establishments remained harmonious and peaceful. The main area of

concern remained the right sizing of manpower. Most of the new

locations were by and large manner through internal manpower

generation. This was possible mainly due to better employees’

relations’ management and the constructive approach of the

employees unions.

The recognized union of Eastern Region (Marketing Division) hadnot signed the Long Term Settlement (LTS) on wage revision along

with other 20 recognized unions, but raised a dispute which was

under conciliation with Dy. Central Labour Commissioner

(Central)<New Delhi. As per the understanding reached between the

Management and the Union during conciliation held in July 2001,



based on LTS signed with other union on 04.01.2001, the revision of

pay and pay scales of workmen has been effected. Some o the issues

of the union are still under consideration of Central Labour

Machinery. Indian Oil in confident of getting continuous support

from its collectives in meting the challenges posed by competition in

the deregulated scenario.

PUBLIC RELATIONS

Public Relation is an image-building department of an industry; it

acts as a bridge between the general public and the refinery.

Information related to organization is conveyed to the public

through media. PR is entrusted in the job of-

Public relation job

Community Development

Education

Hindi Implementation

HRD & TRAINING

With reforms and economic liberalization ushering in free market

conditions, Indian Oil continued building sustainable competitive

advantage through it human resource. Indian oil facilitated learning

and development process in a focused manner during the year.

Special emphasis was laid on IT-related training.

To prepare executives to function effectively in a cross-functional

and multi-unit environment in the deregulated scenario, career

progression of executives at the middle level has been linked to their

career path.

Indian Oil apex learning centre, the Indian Oil institute of Petroleum

management (IIPM) completed the 6th International MBA (IMBA)

Programme. The programme was attended by 30 officers from

Indian Oil and one each from the Army, the Air Force, and ONGC.



So far, 192 executives comprising 184 executives from the

hydrocarbon sector and eight officers from the Defense forces have

successfully completed in IMBA programme.

Indian Oil has set up the Indian Oil Management Centre for

Learning (IMCL) in Mumbai on 3rd October 2001. IMCL symbolizesthe importance Indian Oil places on developing human resources

with world-class excellence through learning and development.

IMCL will facilitate in upgrading the functional knowledge and skills

of the employees and also impart behavioral training.

Advanced management Programme for senior executives titled ‘The

Threshold’ was held at IIPM during the year in collaboration with

Indian Institute of Management, Ahmedabad for building

comprehensive strategic perspective, preparing for Board positions,

creating mindset of stretched targets and quick response, and leading

the organization effectively.

Likewise for middle and junior level executives, a Management

Development Programme titles ‘Cutting Edge – Strategies to Stay

Ahead of Competition’ was conducted for building cross-functional

skills, preparing for senior management positions, creating

integrated outlook on organizational issues/situations and learning to

perform with high vigor and intensity.

*********



RESEARCH

METHODOLOGY

USED



METHODOLOGY PROPOSED FOR

RESEARCH STUDY

Research methodology may be understood as a science of studyinghow research is done scientifically. In it we study the various steps

that are generally adopted by a researcher in studying the research

problem along with the logic behind them.

Following are the steps, which were used by the investigator for

methodology: -

Universe of Study

Universe covers the whole defined field on which the study is based.

The present study was carried in Mathura Refinery located on the

outskirts of Mathura city when one travel from Delhi to Agra. The

environment of this area is very peaceful with green atmosphere.

Various products including petrol and diesel are manufactured from

crude oil. The working staff of Mathura Refinery is 1586. The

universe of the study was all working members included both

workers and officers.

Sample Size

Sample size depends on the nature of the universe so it should

represent the whole universe without any bias. As there was huge

manpower in Mathura refinery, so it was very difficult to study each

and every individual. The limitation of time and money has not

permitted the researcher to study the whole universe. So the

researcher has studied only 75 individuals of Mathura Refinery i.e.Indian Oil division and covered nine departments that were

personnel and administration, Finance, Production, Fire and

safety, Mechanical, Planning and Maintenance, Power and utilities,

Instrumentation and material department which represent the whole

staff of the organization.



Sampling Method

Out of various types of sampling methods the researcher had used

Random Sampling, as it was both time saving as well as easy methodof picking up the sample. As random sampling is also of many types

so the researcher had used stratified random sampling for study

because it was more reliable. In this method whole population that is

required for study is divided into different groups and sample were

selected from them.

Researcher Design

Designing is preliminary step in every activity. It provides a picture

for the whole before starting of the work. The researcher had used

exploratory researcher for gaining experience. For this relevant

literature related with the subject had been carried out. It also

includes experience survey, selection of respondents, proper

questioning etc.

Method And Source Of Data Collection

Data had been collected through industrial visits. For this Primary

source of data collection (Questionnaire method) was used.

QUESTIONNAIRE is a set of questions for obtaining information

from respondents.

**********



ROLES

&

IT’S IMPORTANCE



ROLES

Role is a set of expected behavior patterns attributed to someoneoccupying a given position in a social unit. People have the ability to

shift roes rapidly when the recognize that the situation and its

demands clearly require major changes. So, different groups impose

different role requirement on individuals:

1) Role Identity: Certain attitudes and behaviors consistent with a

role are known as role identity.

2) Role Perception: An individual’s view of how he or she is supposedto act in a given situation.

3) Role Conflict: A situation in which an individual is confronted by

divergent role expectations.

4) Role Expectation: How others believe a person should act in a

given situation.

IMPORTANCE OF ROLES

1) INITIATOR-CONTRIBUTOR : Recommended new solutions

to group problems.

2) INFORMATION-SEEKER : Attempt to obtain the necessary

facts.

3) OPINION-GIVERS : Share own opinions with others.

4) ENERGIZERS : Stimulate the group into action whenever

interest drops.

5) HARMONIZERS : Mediate group conflicts.



6) COMPROMISERS : Shift own opinions to create group

harmony.

7) ENCOURAGERS : Praise and encourage others.

8) EXPEDITERS : Suggest ways the group’s can operate more

smoothly.

9) BLOKERS : Act stubborn and resistant to the group.

10) RECGNITION-SEEKERS : Call attention to their own

achievements.

11) DOMINATORS : Assert authority by manipulating the group.

12) AVOIDERS : Maintain distances; isolate themselves from

fellow group members.

***********



INTRODUCTION

OF

ROLE EFFICACY



ROLE EFFICACY

The performance of a person working in an organization depends on

his own potential effectiveness, technical competence, managerialexperience as well as the design of the role that he performs in the

organization. It is the integration of the two that ensures a person’s

effectiveness in the organization. Unless a person has the requisite

knowledge, technical competence and the skills required for the role,

he cannot be effective. If the role does not allow the person to use his

competence, and if he constantly feels frustrated in the role, his

effectiveness is likely to be low.

The integration of a person and the role comes about when the role is

able to fulfill the needs of the individual, and when the individual in

turn is able to contribute to the evolution of the role. The more we

move from role taking to role making, the more the role is likely to

be effective. Effectiveness of a person in a role in an organization will

depend on his own potential effectiveness the potential effectiveness

of the role, and the organizational climate.

Role efficacy would mean potential effectiveness of an individualoccupying a particular role in an organization. Role efficacy is the

potential effectiveness of a role.



ASPECTS OF ROLE EFFICACY

Role efficacy has several aspects. These aspects can be classified into

three groups or dimensions-

Dimension 1: Role Making

1) Self-Role Integration- Every person has his strengths experience,

technical training, special skills, and some unique contribution

that he may be able to make. The more the role a person occupies

provides an opportunity for the use of such special strengths, the

higher the efficacy is likely to be. This is called self-role

integration. The self or the person and the role get integrated

through the possibility of a person’s use of his special strengths in

the role. Our special strengths are used in the role so that it maybe possible for us to demonstrate how effective we can be.

Integration contributes to high role efficacy. On the other hand if

there is a distance between the self and the role, role efficacy is

likely to be low.

2) Proactivity- A person who occupies a role, responds to the various

expectations that people in the organization have from that role.

While this certainly gives him satisfaction, it also satisfies others

in the organization. However, if he is also expected to take

initiative in starting some activity, the efficacy will be higher.

Reactive behavior helps a person in being effective to some extent,

but proactivity contributes much more to efficacy. If a person

feels that he would like to take initiative but has no opportunity to

do so in the role that he occupies in the organization, the efficacy

will be low.

3) Creativity- It is not only initiative which is important for efficacy.

An opportunity to try new and unconventional ways of solving

problems or an opportunity to be creative is equally important. If a person perceives that he has to perform only routine tasks, it is

detrimental towards a high role efficacy. If he feels that the role

does not allow any time or opportunity to be creative, the efficacy

is bound to be low.



3) Confrontation- If people in an organization avoid problems or

shift the problems to the others; their role efficacy will be low.

The tendency to confront problems and find relevant solutions

contributes to efficacy. When people facing inter-personal

problems sit down, talk about these problems, and search out

solutions, their efficacy is likely to be higher when comparedwith situations in which they either deny such problems or refer

them to their higher officers.

Dimension 2: Role Centering

1) Centrally- If a person occupying a particular role in organization

feels that the role he occupies is central in the organization; his

role efficacy is likely to be high. Every employee would like to feelthat his role is important to the organization. If persons occupying

various roles feels that their roles are peripheral i.e. not very

important, their potential effectiveness will be low.

2) Personal Growth- If a person feels that he is stagnating in a role

without any opportunity to grow he is likely to have a low role

efficacy. In many institutes of higher learning, the roles of the staff

pose problems of low efficacy. The main factor behind this is the

lack of opportunity for them to grow systematically in their roles.

Institutes which are able to plan the growth of such people in theroles will have higher efficacy and obtain a great deal of

contribution from them.

Dimension 3: Role Linking

1) Inter-role Linkage- Linkages of one’s role with other roles in the

organization increases efficacy. If there is a joint effort in

understanding problems, finding solutions, the efficacy of thevarious roles involved is likely to be high. The feeling of isolation

of a role reduces role efficacy.



2) Helping Relationship- If persons performing a particular role feel

that they can get help from some source in the organization

whenever the need arises, they are likely to have higher role

efficacy. On the other hand, if there is a feeling that no help is

forthcoming when asked for, or that the respondents are hostile,

role efficacy will be low.

4) Super ordination- When a person performing a particular role feel

that what he does is likely to be of value to a larger group, his

efficacy is likely to be high. Roles in which people feel that what

they are doing is helpful to the organization in which they work,

result in role efficacy. But if a person feels that he does not get an

opportunity to be of help to a larger group, the role efficacy is

likely to be low.



MEASURING ROLE EFFICACY

In order to determine how much role efficacy a person has, the

strengths of the 10 aspects of role efficacy need to be measured.

The various materials that can be used to measured role efficacyare-

1) WRITING THE ESSAY

The best method of measuring role efficacy is the EMR. It

gives a high pay-off especially in programmes of increasing

role efficacy. The role occupant may be asked to write an essay

of about 500 words on his role which is then analyzed for role

efficacy. When a person writes such an essay, he projects his

perceptions about the role and provides enough material fromwhich role efficacy can be measured.

2) SCORING ESSAYS

The essays can be scored either by the one who writes the essay

or by an expert. Each aspect can be given one of the three

scores: +2, +1, or -1. After trying out various ways of scoring,

this was the method decided upon: give a score of 2 on each

aspect, if that particular aspect is present; score of 1 when that

aspect is present to some extent; -1 if the negative side of the

aspect is shown.

3) ROLE EFFICACY SCALE ( RES)

Role Efficacy Scale is a structured instrument consisting of 20

triads of statement in each triad which describes his role most

accurately. A respondent marks one statement in each triad

which describes his role most accurately. These three

alternatives are pre-weighted. There are two statements foreach dimension of role efficacy and the same scoring pattern is

followed.



4) INTERVIEW

An unstructured interview with a role occupant to know his

perceptions about the role can help collect data for scoring role

efficacy. Interview has an advantage, it gets spontaneous

responses, and necessary probes can be made to find out moreabout the various dimensions.

5) CHECKLIST OF ADJECTIVES

Role efficacy can also be measured by asking a role occupant

to list as many adjectives as he can think of to describe the role.

In such a lasting the person reflects his significant perceptions

of the role.

6) ROLE EFFICACY DIFFERENTIAL (RED)

Semantic differential scale can also be used to measure role

efficacy. These scales are bipolar, having contrasting adjectives

at each of the two ends, with 7-point or 9-point scales in

between.

7) ROLE EFFICAC INDEX

Role efficacy Index represents the percentage of role

effectiveness of a respondent in an organization. It ranges from

0 to 100. A high REI indicates that the respondent perceives

that he has a great deal of opportunity to be effective in the

role. To find out the REI, scores on all the 10 aspects of role

efficacy may be totaled and then the relevant formula can be

used.

Role Essay & Interview: Total Score+ 10 * 100

30

Role Efficacy Scale: Total Score + 20 * 10060

Role Efficacy Differential: Total Score-10 * 100

80



LITERATURE

REVIEW



REVIEW OF LITERATURE

1. Sen (1982) reported negative and significant correlations

between role efficacy and the eight role stresses all significantat 0.001 levels for bank employees. However, he did not find

any correlation between role efficacy and inter-role distance.

2. Surti (1983) found all the correlations negative and significant

for working women. However, two were significant at 0.05

level, two at 0.05 level, and others at 0.01 level.

3. Deo found role efficacy as a predictor of role anxiety.

4. Sayeed has reported negative correlation between works

related tension and the overall efficacy measure. The results of

canonical analysis suggested that individual’s role making

behavior was greatly affected by the degree of tension

experienced on the job.

5. Role efficacy has been reported to have high and positive

correlation with the internal locus of control. Analysis of data

of about 500 bank employees by Sen revealed positive and

significant correlation between role efficacy and externality of all kinds.

6. Relationship between role efficacy and managerial behavior

was found by a re-analysis of data on 500 managers compiled

by Sen.

7. Shingala found negative correlation between role efficacy and

defensiveness in a group of 75 engineers and managers in an

engineering firm, indicating that persons with a high role

efficacy use less defensive mechanism in their interpersonal

transactions.



8. Sen & Surti found a positive and highly significant correlation

between role efficacy and age. Positive correlation of role

efficacy and age with length of service, with the number of

children, the children’s ages.

9. Surti reported positive correlations of role efficacy with controlclimate and dependency climate and negative correlations with

extensions climate in working women.

10. Das based on a study of 366 managers from six units of the

engineering industry in India concluded that role efficacy had

an important moderating effect on dependent and independent

variables.

11. Sayeed has concluded that conducive environment makes the

leadership work that ultimately influences role efficacy or role

making behavior of organizational numbers and their

productivity.

**********



INTRODUCTION

OF

ROLE CLARITY



BUILDING CLARITY

We help create clarity by working with organizations to translate

their business strategy into well-designed and accountable

organizations where people understand their roles and the processes

needed to produce results.

In many cases, we are brought in to help executive teams manage

through major events, such as mergers, changes in strategy, and

corporate restructuring. In other cases, we are engaged by senior

leadership frustrated by weak accountability, politics and turf wars

that persist within their organizations. The expertise that enables us

to deliver these results includes:

1) EMPLOYEE SURVES

Hay Insight enables companies to find out what their employees and

customers really think, and by leveraging their extensive normative

database, helps them understand the implication of these views.

2) STRATEGY ALIGNMENT

We facilitate executive teams to help them agree collectively on the

most important elements of their strategy, the performance criteria,and the consequences for performance that falls below expectations.

3) ORGANIZATION ANALYSIS AND DESIGN

Organization design is more than just structure – it is the integration

of structure, processes, people, culture, systems and technology. We

work with clients to design and implement organizations that deliver

strategic vision and business results.



4) ACCOUNTABILITY ASSESSMENT

We assess the existing organizational structures, roles, and business

processes to identify potential problems resulting from

interrelationships of accountabilities--a common source of

frustration -- and develop solutions to overcome these issues.

5) ROLE CLARITY

We help organizations to create a clear line-of-sight between business

objectives and the roles required to deliver results. When needed, we

redesign jobs to eliminate redundancies or voids in accountability,

and to give job holders the greatest opportunity to succeed.



ROLE CLARITY & APPLICATION

BUSINESS PRACTICE IMPLEMENTATION

Optimizing the selection, development and performance of

professionals is a critical element of successful strategyimplementation. Detailed models that go far beyond the usual job

description need to exist for each function.

“Role clarity is a foundational step for implementing strategy,

building learning and development programs and competing

successfully in today’s environment” .

A comprehensive model contains the essential elements of:

• business practices,

• knowledge and skill requirements,

• behavioral expectations; and,

• success / performance measurements.

These factors must be addressed with a degree of specificity that

allows them to be a sound basis for action, management and

assessment. Development of a comprehensive model is only the first

step. For optimal performance, the model needs to be internalized

and “owned” by line managers and professionals. A complex processof consensus building, communication and coaching is required to

ensure effective implementation. Ideally, an internal team will

implement the plan. Role clarification must address all of the

following questions:

• What are the roles and responsibilities of the functions, within

the team and the manner in which they interface with other

functions (e.g. credit and other product specialists) outside the

team and with external parties such as clients, partners andadvisors?



• What internal roles intersect with the each other, and what are

the mutual expectations of the various professionals/functions

that intersect?

• How do the various roles relate to the strategic objectives of:

the team, clients; external referral sources; and other

interested parties?

• What tactics and/or business practices need to be employed?

• Are there policy or process issues that need to be addressed

(i.e.: developed, revised or eliminated)?

• What is the desired operating style of the unit/function?

• What expectations exist among various stakeholders regarding

specific “deliverables” (both results and behavior)?

• What leadership and managerial practices should be

implemented?

• What support is required in new/changed roles (i.e.:

administrative, MIS, etc.)?

• What knowledge and skills are required in each position?

• What measures, both objective and subjective, can be

examined to gauge success and interim progress?

After answering the above questions, organizations need to address

the following two questions:

1. How will we communicate this information to the affected

individuals, business units and the entire organization?

2. What manner of conveyance ensures buy-in and

understanding and leads to efficient and effective

implementation?



SPP works with clients to design and facilitate such an approach and

ensure that the internal team has the necessary skills, perspective

and support necessary for successful implementation of strategy.

To competitively develop and deliver their products or services,

businesses today must build expertise and learning methods intotheir key processes. By doing this, an organization optimizes

individual insight and creativity for the benefit of the company.

Using Clarity, businesses can integrate into their processes, the

expertise and learning required for success.

Clarity is an innovative knowledge mapping methodology developed

by Group Work to help people understand the knowledge they needto know to do their jobs well and where to find that knowledge.

In companies worldwide, Clarity has helped to establish global

consistency, build consensus, and improve critical decision making.

Based on comprehensive industry experience, SPP provides insight

into industry and best practices, advice on the creation of

appropriate business practices, and ensures that elements of thedesired operating style and performance benchmarks are clearly

modeled, understood and implemented.

Implementation must be designed in a comprehensive fashion,

rigorously managed and monitored. Auditing the effectiveness of

execution across the organization is critical to developing a consistent

and unified operating style, and ensuring optimal teamwork and

individual performance. SPP evaluates the effectiveness of

implementation on an ongoing basis, providing feedback and adviceto executives and line managers.



Occasionally, a full-scale redesign of the business model may be

dictated. More frequently, it is appropriate to modify and re-focus

specific business practices. Forces driving such changes include:

• Business reorganizations or realignments;

• Modified business strategies;

• Increased emphasis on ‘client solutions’ (relative to ‘sellingproducts’);

• Desired efficiency gains;

• Necessary performance improvements; and

• Greater reliance on specialist functions or ‘centers of

excellence.’

Changes of magnitude and consequence cannot be implemented

haphazardly or sporadically. Successful implementation requires

several critical ingredients:

1) A detailed definition process, including:

• Objectives clearly defined by senior management

• Involvement of management and professionals

responsible for implementation, in order to accurately

define the issue and degree of change required, as well as

obtain necessary ‘buy-in’ to the outcome.

2) A comprehensive implementation program, emphasizing:• Active involvement of all functions that will be

affected;

• A ‘pilot’ to test the viability of the solution, identify

unanticipated challenges and refine the solution – and

also gain credibility for the proposed solution; and

• A strong focus on communication, teamwork and

flexibility.

3) A appropriate measures and milestones:

• monitored and managed on an ongoing basis;

• ensure implementation is proceeding according to plan;

• Desired results are being achieved.



Merger Integration

The early days of integration are critical. During this period

companies’ integration efforts can achieve the merger potential with

a strong focus on the people issues. In the early stages, successful

mergers and acquisitions address the critical issues of:

• Communication

• Integration of operating approaches and philosophies

• Maintaining the major talent of both organizations

By addressing these issues of people in the workplace, the business

goals and objectives are achieved. SPP provides solutions that enable

organizations to address these issues within the critical early stages

of the integration period.

The following table provides details on SPP’s solutions, which ensure

that the critical people issues are addressed in alignment with your

integration strategy.

SPP Solution DeliverablesLeading and Driving

Change• Creation of “Integration rules of

engagement”

• Communication structures and strategies

• Interpretation and advice of the

application of key research

Tapping into the

Organization’s

Dynamics

• Research to create clarity around the

issues driving and resisting rapidly

integration.

This research would provide insight in termsof:

• “what’s working and what’s not”

• the needs of the job versus the needs of

the individual

• Existing leadership skills to drive change.

Creating accuracy ARP workshops deliver:



of role perception • Team Agreement on the expectations

and deliverables from the team to the

critical stakeholders and what is

required from the stakeholder

• Decisions on work processes within the

• team – who does what, who needs what

from whom• Action plans setting milestones and

measurements for the early stage and

after.

Executive

Development• A set of tools and a common language

that improves communication and

effectiveness

• Understanding of the latest studies into

leadership and personal growth

• Application of the practices that allowextraordinary things to occur in

organizations

• A process to collect and share the

knowledge that is gained in the program.

Change Agent

Development• Increase and enhance line manager’s

skills to influence change/transformation.

•

Provide for the development of individual projects that participants put

in action back in the workplace.

• Develop a hub for driving the change

through the organization.



WHY CLARITY?

1) Exactly how people do their jobs is often not visible to an

organization. Through the process of knowledge mapping, Clarity

provides a way for people to understand what they need to know,where to access that knowledge and why it is important to their

work. And, while Clarity may have implications for work process

design, it is not intended to analyze or redesign business processes.

2) Clarity simulates work so it is used to clarify a process or dry

run a new process.

3) A dynamic, living tool, Clarity continues to strengthen the

organization long after the mapping sessions by providing the

critical structure, process and context for knowledge.

4) Clarity identifies the skills necessary to perform successfully,

the responsibilities for knowledge sharing, and the important

knowledge connections between people. It clearly provides the

context and direction for individuals to understand how they can

work smarter.

During the session Clarity knowledge maps illustrate:

• A cross-organizational view of how knowledge flowsthrough the core work process.

• The barriers to getting work done today.

• Skills relevant to accomplishing individual jobs and how

these skills are developed.

• Critical knowledge gaps in the process.

• The identification and location of critical tools and

templates that support the process.

• Strategic linkages with other functions.

Group Work Clarity is developed in a facilitated two-day session

with a joint team that includes the Sponsor, Subject Mentors (SMs)

and Participants representing a cross section of the organization.



CLARITY ROLES & RESPONSIBILITIES

1)SPONSOR

The Sponsor is the executive or manager accountable for the success

of the work process being mapped. The Sponsor establishes and

communicates the objectives of the Clarity session and is responsible

for championing the Clarity process. The Sponsor participates

during the session, assists in analyzing the outcomes and leads the

effort to implement required changes.

2)SUBJECT-MENTORS(SMs)

A Subject Mentor has highly developed skills or experience in the

particular subject area(s) relevant to the process being mapped.They give input prior to the session on the focus and scope of the

Clarity session and help develop the framework to be used. Their

role is to participate in interviews, contribute during the session and

work with the Sponsor after the session to analyze the outcomes.

3)PARTICIPANTS

In addition to SMs, a Clarity session requires an organizational cross

section of as well as participants with varying levels of experience.

Their role is to actively participate in the session.

NEXT STEPS AFTER CLARITY SESSION

Once the Clarity session has been completed, the Sponsor will work

with the Facilitator and Subject Mentors to distill the key findings

and opportunities from the mapping process. An action plan will be

developed.



WHAT ARE THE CLARITY SUCCESS FACTORS

As with any process, there are certain critical success factors that

must be in place for the Clarity process to work. The key success

factors are:

• Strong sponsorship from the executive or manager to provide

context, focus and support.

• Clear and focused intent / objectives for the Clarity session.

• A high-level work process to serve as the knowledge map

framework.

• Cross-functional and multi-level participation.

• The creation of an action plan based on the outcomes from the

Clarity session.

Worldwide, Clarity has proven a valuable tool in the creation and

leveraging of corporate knowledge. By uncovering where the

knowledge resides in core work processes and how to best access it

for increased competitiveness, Clarity can turn your company

insight…out.

************



FINDINGS & DATA ANALYSIS



FINDINGS

TABLE 1: CORELATION B/W ROLE EFFICACYAND ROLE CLARITY

Correlations

RC RE

Pearson CorrelationRC 1 0.20365

RE 0.20365 1

Sig. (2-tailed) RC . 0.079696RE 0.079696.

N RC 75 75

RE 75 75

There is positive correlation between Role Efficacy and Role Clarity

of employees ( r = 0.204) which is significant at 90% confidence level

( p = 0.0797). This indcates that role efficacy increases if there is role

clarity in organization.



TABLE 2: CORELATION B/W ROLE EFFICACY

AND AGE

Correlation

RE AGE

Pearson Correlation RE 1 0.033526

AGE 0.033526 1Sig. (2-tailed) RE 0.775223

AGE 0.775223N RE 75 75

AGE 75 75

The correlation between Role Efficacy and age of employee in the

organization is 0.03353 which is not significant at any level.



TABLE 3: CORELATION B/W ROLE EFFICACY

AND EXPERIENCE

Correlations

EXPERIEN RE

Pearson CorrelationEXPERIEN 1 0.126847

RE 0.126847 1

Sig. (2-tailed) EXPERIEN . 0.27816

RE 0.27816.

N EXPERIEN 75 75

RE 75 75

There is no correlation between Role Efficacy and experience of

employees in an organization.





TABLE 5: CORELATION B/W ROLE CLARITY

AND AGE

Correlations

RC AGE


AGE 0.15305 1

Sig. (2-tailed) RC . 0.189882

AGE 0.189882.

N RC 75 75

AGE 75 75

There is no correlation between Role Clarity and age of employees in

an organization.




AND EXPERIENCE

Correlations

RC EXPERIEN

PearsonCorrelation RC 1 0.236267

EXPERIEN 0.236267 1

Sig. (2-tailed) RC . 0.041275

EXPERIEN 0.041275.

N RC 75 75

EXPERIEN 75 75

*Correlation is significant atthe 0.05 level (2-tailed).

There is positive correlation between Role Clarity and experience of

employees in an organization.




AND EDUCATION

Correlations

EDUCATIORC

Pearson CorrelationEDUCATIO 1 0.064161

RC 0.064161 1

Sig. (2-tailed) EDUCATIO . 0.584457

RC 0.584457.

N EDUCATIO 75 75

RC 75 75

There is no correlation between Role Clarity and education

of employees in an organization.



CONCLUSION &

SUGGESTIONS



SUGGESTIONS FOR INCREASING

ROLE EFFICACY & ROLE CLARITY

WHAT YOU CAN DO FOR YOUR OWN ROLE-

1. Prepare a balance sheet of personal assets and liabilities.

2. Increase the receptivity/eagerness to know about yourself.

3. Request, encourage and get feedback from others.

4. Change the role, within realistic limits, to utilize your

strengths.

5. Take initiatives in giving ideas at meetings to which you are

invited.

6. Become aware of others expectations.

7. Maintain & review the past records.

8. Plan our activities well in advance.

9. Always try new ways and means of doing things.

10.Clarify a problem or its symptoms.

11.Study a problem thoroughly before taking a decision.

12.Listen to others grievances and problems.

13.Understand the basic contribution made by your role to the

organizational objectives.

14.Search areas in which you feel proud of doing something.

15.Understand the role thoroughly through various sources.16.Think of innovations which would influence your role.

17.Work hard and be effective.

18.Acquire knowledge relevant to the problem before attending

the discussion.

19.Take initiatives when there is appropriate opportunity to

explain your understanding of your role.

20.Keep up communication with other roles/ departments.

21.Provide feedback to others.

22.Identify the areas in which coordination is needed.



WHAT YOU CAN DO FOR THE ROLES YOU

SUPERVISE-

1. Work with the employees in redesigning their roles whereby

their strengths can be utilized.

2. Minimize supervision of employees, and encourage them to ask for your help when they need it.

3. Listen to the employees, respect their views, and use these

wherever possible.

4. Arrange for employees to visit other organizations.

5. Encourage our employees to give ideas to solve the problems.

6. Create a climate which encourages people to generate ideas

without fear of being criticized.

7. Appreciate and use new ideas given by the employees.

8. Encourage and reward suggestions to solve problems.9. Take the employees into confidence while confronting a

problem.

10.Encourage employees to bring forth the problem.

11.Encourage subordinates to solve problems and report to you.

12.Communicate the importance of the role as perceived in

others.

13.Give increasingly difficult and challenging responsibilities.

14.Delegate enough authority.

15.Transmit the good ideas of employees to higher management.

16.Be willing to accept mistakes.

17.Do not snub the employees for their shortcomings but

cooperate to improve them.



WHAT THE ORGANIZATION CAN DO-

1. Develop a good placement programme, allotting roles

according to knowledge and skills.

2. At the time of job allocation, design a job, taking into

consideration the existing skills of the perspective roleoccupants.

3. Introduce a programme for role definition and clarity in which

the role occupants also participate in defining their roles.

4. Allow change.

5. Prepare schemes motivating the employees to bridge the

inadequacies of job skills.

6. Provide special facilities to employees to pursue their lines of

interest/specialization.

7. Include initiatives in the performance appraisal form.8. Include creativity as an attribute to be rated in the

performance appraisal form.

9. Develop schemes of rewarding innovations, suggestions for

productivity.

10.Once a decision has been taken, support the concerned

employees through its implementation and do not back out.

11.Support personnel in all their actions, within the rules.

12.Do not label jobs in the order of importance.

13.Review delegation of authority from time to time to provide

more powers at all levels of the organization.14.Introduce supervisory training which helps them to support

rather police their employees.

15.Encourage employees to contribute to professional meetings,

associations and journals.

**********



APPENDICES (QUESTIONNAIRE)



QUESTIONNAIRE

PART A

WHAT IS YOUR PRIMARY ROLE/DUTY IN THE ORGANISATION?

____________________________________________________________________.

Please fill up the following information:-

Name…………………………………..Age……………………………...

Sex……………………………………..Education………………………

Designation…………………………....Department…………………….

Organization…………………………..Experience in years)…………..

Directions: In each of the following sets of three statements, check ( )

the one (a, b, or c) that most accurately describes your own

experience in your above organizational role.You must choose only one statement in each set.

1) _____ a) My role is very important in this organization; I feel

central here.

_____ b) I am doing useful and fairly important work.

_____ c)Very little importance is given to my role in this org., I

feel peripheral.

2) _____ a) My training & expertise are not fully utilized in my

present role.

_____ b) My training& knowledge are not used in my present role

_____ c) I am able to use my knowledge & training very well here.

3) _____ a) I have little freedom in my role; I am only an errand boy

_____ b) I operate according to the directions given to me.

_____ c) I can take initiative and act on my own in my role.

4) _____ a) I am doing usual, routine work in my role.

_____ b) In my role I am able to use my creativity and do

something new._____ c) I have no time for creative work in my role.



5) _____ a) No one in the organization responds to my ideas and

suggestions.

_____ b) I work in close collaborations with some other colleagues

_____ c) I am alone and have almost no one to consult in my role.

6) _____ a) When I need some help, none is available.

_____ b) Whenever I have a problem, others help me.

_____ c) I get very hostile responses when I ask for help.

6) _____ a) I regret that I do not have opportunity to contribute to

society in my role.

_____ b) What I am doing in my role is likely to help other org.

or society.

_____ c) I have the opportunity to have some effect on the larger

society in my role.

8) _____ a) I contribute to some decisions.

_____ b) I have no power here.

_____ c) My advice is accepted by my seniors.

9) _____ a) Some of what I do contribute to my learning.

_____ b) I am slowly forgetting all that I learned (my professional

knowledge).

_____ c) I have tremendous opportunities for professional growth

in my life.

10) _____ a) I dislike being bothered with problems.

_____ b)When a subordinate brings a problem to me, I help infinding a solution.

11) _____ a) I feel quite central in the organization.

_____ b) I think I am doing fairly important work.

_____ c) I feels I am peripheral in this organization.

12) _____ a) I do not enjoy my role.

_____ b) I enjoy my role very much.

_____ c) I enjoy some parts of my role and not others.

13) _____ a) I have little freedom in my role.

_____ b) I have a great deal of freedom in my role.

_____ c) I have enough freedom in my role.



14) _____ a) I do a good job according to a pre-decided schedule.

_____ b) I am able to be innovative in my role.

_____ c) I have no opportunity to be innovative or do something

creative.

15) _____ a) Others in the organization see my role as significant to

their work.

_____ b) I am a member of a task force or a committee.

_____ c) I do not work in any committees.

16) _____ a) Hostility rather the cooperation is evident here.

_____ b) I experience enough mutual here.

_____ c) People operate more in isolation here.

17) _____ a) I am able to contribute to the company in my role.

_____ b) I am able to serve the larger part of the society in my

role.

_____ c) I wish I could do some useful work in my role.

18) _____ a) I am able to influence relevant decisions.

_____ b) I am sometimes consulted on important matters.

_____ c) I cannot make any independent decisions.

19) _____ a) I learn a great deal in my role.

_____ b) I learn a few new things in my role.

_____ c) I am involved in routine or unrelated activities and have

learned nothing.

20)_____ a)When people bring problem to me, I tend to ask them to

work it out themselves.

_____ b) I dislike being bothered with interpersonal conflict.

_____ c) I enjoy solving problems related to my work.





Correlations

RC RE


RE 0.124207 1

Sig. (2-tailed) RC . 0.288367

RE 0.288367.

N RC 75 75

RE 75 75

TABLE 2

Correlations

RE AGE

Pearson CorrelationRE 1 0.123315

AGE 0.123315 1

Sig. (2-tailed) RE . 0.29187AGE 0.29187.

N RE 75 75

AGE 75 75

TABLE 3

Correlations

RE EDU

Pearson CorrelationRE 1 -0.18874

EDU -0.18874 1Sig. (2-tailed) RE . 0.104869

EDU 0.104869.

N RE 75 75

EDU 75 75

TABLE 4

Correlations

RE EXP



Pearson CorrelationRE 1 0.082685

EXP 0.082685 1

Sig. (2-tailed) RE . 0.48065

EXP 0.48065.

N RE 75 75

EXP 75 75

TABLE 5

Correlations

RC AGE

Pearson CorrelationRC 1 -0.21458

AGE -0.21458 1

Sig. (2-tailed) RC . 0.064495

AGE 0.064495.

N RC 75 75

AGE 75 75

TABLE 6

Correlations

RC EDU


EDU -0.2053 1

Sig. (2-tailed) RC . 0.077233

EDU 0.077233.

N RC 75 75

EDU 75 75

TABLE 7

Correlations

RC EXP


EXP -0.06632 1

Sig. (2-tailed) RC . 0.57184

EXP 0.57184.

N RC 75 75

EXP 75 75

BIBLIOGRAPHY



• HUMAN RESOURCE MGMT.

(By L. N. Prasad)

• RESEARCH METHODOLOGY

(By C. S. Kothari)

• EFFECTIVENESS OF ROLES

(By Udai Pareek)

• IOC MATHURA REFINERY “DARPAN”

• http://www.google.com

50529177 Mba Project on Hr Role Efficacy

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