IDENTIFYING COMPETENCIES OF SALESPERSON OF INDIAN OIL CORPORATION LTD.

A SUMMER INTERNSHIP REPORT ENTITLED “IDENTIFYING COMPETENCIES OF SALESPERSON” IS SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION SUBMITTED BY: RONI RUNDLETT (2013MB0042) UNDER THE GUIDANCE OF MR. MUKESH RANJAN DAS, CHIEF EMPLOYEE RELATIONS MANAGER (EASTERN REGION), INDIAN OIL CORPORATION LIMITED, REGIONAL OFFICE, KOLKATA

DEPARTMENT OF MANAGEMENT STUDIES, INDIAN SCHOOL OF MINES, DHANBAD-826004

0

1

DECLARATION I, THE UNDERSIGNED, HEREBY DECLARE THAT THE PROJECT REPORT ENTITLED “IDENTIFYING COMPETENCIES OF SALESPERSON” WRITTEN AND SUBMITTED BY ME TO THE DEPARTRMENT OF MANAGEMENT STUDIES, INDIAN SCHOOL OF MINES, DHANBAD IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION UNDER THE GUIDANCE OF MR. M. R. DAS, CHIEF EMPLOYEE RELATIONS MANAGER, EASTERN REGION, INDIAN OIL CORPORATION LIMITED, IS MY ORIGINAL WORK AND THE CONCLUSION DRAWN THEREIN ARE BASED ON THE MATERIAL COLLECTED BY MYSELF.

PLACE: DHANBAD DATE: 18-08-2014

(RONI RUNDLETT) (2013MB0042)

2

ACKNOWLEDGEMENT Summer project is a golden opportunity for learning and self development. I consider myself very lucky and honored to have so many wonderful people who lead me through in the completion of this project. On the very outset of this report, i would like to extend my sincere & heartfelt obligation towards all the persons who have helped me in this endeavor. Without their active guidance, help, cooperation & encouragement, i would not have made headway in the project. It will always be my pleasure to thank those who helped me in making this project a lifetime experience. I would like to express my heartiest gratitude to Indian Oil Corporation Limited, regional office, Kolkata, for giving me this opportunity to do an internship project. I would like to express my sincere thanks to Mr. M.R. das, chief ER Manager, Eastern Region, Indian Oil Corporation Limited for their care and guidance throughout my tenure in Indian Oil Corporation Limited, Kolkata. I would also like to extend my grateful thanks to Mrs. Maria Bhattacharya, chief T&D Manager, ER, Indian Oil Corporation Limited, for giving me this opportunity to work in Indian Oil Corporation Limited. I would also like to thank to Professor J. K. Pattanayak , head of the Department, Department of Management Studies, ISM, Dhanbad , Professor Pramod Pathak , Professor Saumya Singh, Professor G.S. Pathak , Professor Bibhas Chandra, Professor Mrinalini Pandey, Proffesor. Sandeep Mondal and all the faculty members of the Department of Management Studies, ISM Dhanbad , for constantly guiding and enlightening me. The greatest credit goes to the almighty god without whom i could not have even moved a step forward and to my parents and friends who are always a constant source of inspiration in my endeavors.

RONI RUNDLETT 2013MB0042

3

PROJECT SYNOPSIS The study conducted on the salespeople, popularly known as Customer Attendants, of IOCL has two broad objectives to cover. First, the study tries to find out the competency gap between the set of Star Performers and Average Performers so that the organization can adopt remedial measures to bridge this gap and improve the performance of its under-performing employees. Second, the study tries to identify the important competencies necessarily required to be present in the salesperson of IOCL. For this purpose a field survey was conducted with a sample size of 58 Customer Attendants from various retail outlets of IOCL across Kolkata. The study revealed 18 Star Performers and 40 average Performers. The method of BEI was used as a tool for interviewing Customer Attendants in which they related their past reactions and experiences towards certain incidents. The relative responses gathered were analyzed and interpreted using the Star Approach and SPSS Software to arrive at the results. The interpretations revealed that attributes like COURTEOUS BEHAVIOR, HONESTY, PUNCTUALITY, INTERPERSONAL SKILLS, TECHNICAL COMPETENCIES, SERVICE ORIENTATION and WILLINGNESS TO LEARN were considered of high importance by the Customer Attendants. Further the results also revealed that Star Performers lay more emphasis on the focus and implementation of these attributes into practice, in comparison to the Average Performers.

4

CONTENTS CHAPTER 1

CHAPTER 2

CHAPTER 3

CHAPTER 4

CHAPTER 5

1.1 INTRODUCTION 1.2 COMPETENCY BASED H.R.M. 1.3 BEHAVIORAL EVENT INTERVIEW 1.4 STAR APPROACH 1.5 MARKETING 3.0 ABOUT INDIAN OIL CORPORATION LIMITED 2.1 OBJECTIVES 2.2 OBLIGATIONS 2.3 FINANCIAL OBJECTIVES 2.4 BRANDS 2.5 INTERNATIONAL RANKING 2.6 LOYALTY PROGRAMS 2.7 COMPETITORS 2.8 LIST OF PRODUCTS 2.9 HIERARCHY OF IOCL 2.10 S.W.O.T ANALYSIS 2.11 MISSION OF IOCL 2.12 VISION OF IOCL DETAILED RESEARCH METHODOLOGY 3.1 RESEARCH AND OBJECTIVE 3.2 RESEARCH METHODOLOGY 3.3 RESEARCH DESIGN 3.4 SAMPLING SIZE AND PROCEDURE 3.5 METHOD OF DATA COLLECTION 3.6 DATA ANALYSIS ANALYSIS AND INTERPRETATIONS 4.1 UNDERSTANDING CUSTOMER PROFILE 4.2 FINDINGS TO OPEN ENDED QUESTIONS 4.3 FINDINGS TO CLOSE ENDED QUESTIONS 5.1 CONCLUSION 5.2 LIMITATIONS 5.3 RECCOMENDATIONS 5.4 FUTURE PROSPECTS OF STUDY

PAGE 06 PAGE 08 PAGE 10 PAGE 12 PAGE 13 PAGE 14 PAGE 15 PAGE 15 PAGE 16 PAGE 16 PAGE 16 PAGE 16 PAGE 16 PAGE 16 PAGE 17 PAGE 19 PAGE 22 PAGE 23

REFERENCES

PAGE 43

APPENDIX

PAGE 44

PAGE 24 PAGE 24 PAGE 24 PAGE 24 PAGE 24 PAGE 25 PAGE 26 PAGE 28 PAGE 32 PAGE 39 PAGE 40 PAGE 41 PAGE 42

5

CHAPTER 1 1.1: INTRODUCTION Every well managed firm should have well defined roles and list of competencies required to perform each role effectively from top management position to worker class. Such list should be used for training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. The intent of this report is to trace the concept of competency based HR and uses it to define sales force competence as those observable knowledge, skills, and behavior, which differentiate between superior and other performers in the context of customer attendants. The identification of competencies of these pump attendants can benefit the organization in a broad range. Their direct contact with the end customers plays a pivotal role in creating an image about the company among customers. The project also targets at finding the most significant competencies among all the competencies identified. To identify the competencies required by these customer attendants field survey questionnaire using Likert scale and Behavioral Event Interviews were conducted. BEI is an empirical method of understanding the traits an individual possesses by the way he has responded to situations in the past. Post data collection analysis was carried out to find out the responses of star performers and average performers. This revealed the gap between the competencies required and competencies present. Further statistical tools like SPSS to know the most significant competencies, measures of central tendency to calculate mean scores of different dimensions between the two set of performers were used. PURPOSE OF STUDY The identification of competencies can benefit the organization in a broad range. The end salespeople popularly known as Customer Attendants who have direct contact with the end customers play a pivotal role in effecting the sales process and creating an image about the company among customers. The project targets at finding the difference between the competencies expected to be present in a salesperson and the competencies existing in the salespeople in real practice. Further the study focuses on throwing light on the key attributes a sales person of the corporation must possess. The attributes so arrived at have a different level of significance for Star Performers and Average Performers. The study reveals this aspect as well. This shows what provides the Star Performers an edge over the Average Performers. These can be taken up as a lesson for those lacking behind to develop and correct themselves.

6

From the organizational point of view this study reveals the difference between Star Performers and Average Performers so that appropriate measures can be taken to bring up the level of performance of the under-performing employees. RESEARCH METHODOLOGY To find out the competencies in salespeople Behavioral Event Interviews were conducted for a sample size of 58 salespeople. The fieldwork revealed 18 Star Performers and 40 Average Performers who related there past experiences. Behavioral Event Interviews are an empirical method of understanding the traits an individual possesses by the way he has responded to situations in the past. Post data collection analysis was carried out to find out the responses of star performers and average performers. This revealed the gap between the competencies required and competencies present. Further SPSS 8.0 was used to apply statistical tools like Measures of Central Tendency, Independent sample T-test, and Correlation analysis between the important attributes to calculate mean scores, standard deviation and mean standard error of different dimensions between the two set of performers. The attributes arrived at were empirically tested to prove their significance and importance for each set of performers by means of Hypothesis.

7

1.2: COMPETENCY BASED HUMAN RESOURCE MANAGEMENT: A competency includes a cluster of observable skills, abilities, knowledge, motivations or traits defined in terms of the behavior needed for successful performance. HAYES (1979) defined it as generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job. ALBANESE (1989) defined competencies as personal characteristics that contribute to effective managerial performance. It improves employee satisfaction, hiring effectiveness and productivity. It translates vision into behavior needed. It helps in identifying gaps between present and needed skill requirements. Competency indicators:  key behaviors that enables recognition of that competency at the work place  These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers  Independently researches for information and solutions to issues  Ability to know what needs to be done or find out (research) and take steps to get it done  Ask questions when not sure of what the problem is or to gain more information  Able to identify the underlying or main problem  Shows willingness to experiment with new things.  Develops a list of decision making guidelines to help arrive at logical solutions Types of competencies may include: 1. Generic Competencies: Competencies which are considered essential for all employees regardless of their function or level are Communication, initiative, listening etc. 2. Managerial Competencies: Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts. 3. Technical/Functional Competencies: Specific competencies which are considered essential to perform any job in the organization within a defined technical or functional area of work.

8

COMPETENCY AND ITS EFFECT ON PERFORMANCE COMPETENCY

PERFORMANCE

Underlying characteristic of a person’s inputs.

Superior performance in a given job, role or a situation

Clusters of knowledge, attitudes and skills

Individual’s ability to perform.

Generic knowledge motive, trait, social role or a skill

Linked to superior performance on the job.

Personal characteristics

Contribute to effective managerial performance

Set of skills, related knowledge and attributes

Successfully perform a task or an activity within a specific function or job

Competency based Human Resource: Competency based HRM is a management methodology that integrates all HR activities based on competencies that support organizational goals. It helps in the following: I. II.

Understanding and defining talent available. Addressing skill deficiencies

III.

Matching talent available to performance needs

IV.

Matching the right people with the right skills to the right job

V.

Aligning organizational capability to organizational mission.

9

1.3: BEHAVIORAL EVENT INTERVIEW: The concept was developed by David C. McClelland, a professor of Psychology at Harvard University and colleagues at McBer & Company. It is a combination of Flanagan’s Critical Incident Method and Thematic Apperception Test Probes. Critical Incident Method identifies critical situations encountered by people in the jobs, understanding task, action and outcome of interviewee. Thematic Apperception Test helps in understanding the personality and cognitive style of the interviewee, identifying the thinking pattern and problem solving attitude of the interviewees. BEI enables identifying the competencies required for doing the job well. It is a structured interview that uncovers the past performance by asking open-ended questions that require the interviewee to describe in detail past experiences which demonstrate their ability to perform the job. It is a face to face interview characterized by telling of short stories of how they dealt with situations reveal their competencies. Interviewers act as an investigative reporter. Primarily it attempts to understand the competencies related to job. The hypothesis of BEI is that superior performers demonstrate more of the characteristic than do average performers and/or that average performers demonstrate more of the characteristic than do poor performers. The purpose of BEI is to get behind what people say they do to find out what they really do. This is accomplished by asking people to describe how they actually behaved in specific situations. In Traditional Interview, Questions are: Tell me about yourself, Tell me about your strengths and weaknesses, what jobs have you liked and not like etc. These are ineffective because people often don’t know their competencies, strengths and weaknesses, job likes and dislikes. People may not reveal their real motives and abilities and end up giving a socially desirable answer. Behavioral Event Interviews are effective here because real incidents are revealed based on their real experiences. Advantages of BEI: It ensures empirical identification of competencies, precision of how competencies are expressed, identification of algorithms, and data generation for assessment, training and career planning. BEI helps in disclosing the truth and is unbiased. Disadvantages of BEI: It is quite time consuming and expensive. Conducting the BEI requires expertise and is impractical for analysis of many jobs (Spencer, and Spencer, 1993)

10

STEPS TO CONDUCT A BEI: 1. Identifying skill sets from experts. 2. Select the important skills 3. Structure the interview with preplanned questions consisting of open ended questions. 4. Pretesting 5. Take notes in the form of quotes. 6. Time: 1 to 1.5 hour. 7. Preparation includes knowing how to conduct the interview along with knowledge of the interviewee. 8. Introduction and Explanation about the study to the interviewee. 9. Job Description has to be understood well. 10. Behavioral events are to be derived. 11. Characteristics needed to do the job needs to be aware of. 12. Conclusion and summary 13. Analysis DOS AND DON’TS OF BEI: DOs Start with a positive event

DONTs Avoid abstract questions

Proper sequence

No leading questions and jumping into conclusions

Questions focusing on actual situation

Don’t reflect or interviewee says

Probe for thoughts behind actions

Avoid probes that restrict interviewee’s domain of subjects

paraphrase

what

the

Reinforce for useful responses Understand the emotional experience of interviewee Confidentiality

11

1.4: STAR APPROACH: It is the abbreviation of SITUATION, TASK, ACTION AND RESULT which is present in every experience the interviewees share in a BEHAVIORAL EVENT INTERVIEW. The situation here is the background to the example they share. The task is what they had to do or resolve. Action is what they did to achieve the desired result. Result is what the outcome was and what skills they built after the experience.

SITUATION

ACTION

TASK

RESULT

12

1.5: MARKETING 3.0: During the industrial age, marketing was about selling the factory’s output to its sellers in an affordable price. The idea was to serve the mass market. Henry Ford’s T model strategy said: “Any customer can have a car painted any color that she or he wants so long as it is black”. This was the era of marketing 1.0. In other words, marketing 1.0 was the product centric era. Marketing 2.0 was however the era of information technology wherein the customers are well informed about the products. Consumers defined the product value. They developed their preferences and it became an important task for the marketer to segment and targets the consumers and develops a superior product. Customer became the ‘boss’. They had varied range of need, wants and demands. But customers still were passive targets of marketing campaigns. Thus, marketing 2.0 can be termed as the customer-oriented era. Today. It is a values-driven era. People are not just consumers but are whole human beings with minds, hearts and spirits. They look for products and companies that will satisfy their deepest needs for social, economic and environmental justice in their mission, values and vision. They look for functional, spiritual and emotional fulfillment in these products. Marketing 3.0 touches the consumers at a higher level. It is a nexus of collaborative, cultural and spiritual marketing. It is a many to many collaboration. The impact of expressive social media is great wherein consumers are able to influence other consumers with their opinions and experiences. The growing trend of collaborative customers is affecting business in a wider pace as marketers are now competing with the collective power of consumers. Lastly, globalization creates a diverse culture where individual have become global plus local. They carry intertwined values in their minds. Because of this, companies largely attempt to address the collective anxieties and desires of a nation and cultural often gain high equity. Marketing 3.0 is however the age of participation (stimulus), globalization (problem) and creativity (solution). Together, it all enables a consumer to collaborate for value creation (Koltler, Kartajaya and Setiawan, 2010).

13

CHAPTER 2 ABOUT INDIAN OIL CORPORATION LIMITED Indian Oil is India's flagship national oil company with business interests straddling the entire hydrocarbon value chain – from refining, pipeline transportation and marketing of petroleum products to exploration & production of crude oil & gas, marketing of natural gas and petrochemicals. It is the leading Indian corporate in the Fortune 'Global 500' listing, ranked at the 96th position in the year 2014. With over 34,000 strong workforces, Indian Oil has been helping to meet India’s energy demands for over half a century. With a corporate vision to be the Energy of India, Indian Oil closed the year 2013-14 with a sales turnover of Rs. 4,73,210 crore and profits of Rs 7,019 crore. At Indian Oil, operations are strategically structured along business verticals - Refineries, Pipelines, Marketing, R&D Centre and Business Development – E&P, Petrochemicals and Natural Gas. To achieve the next level of growth, Indian Oil is currently forging ahead on a well laid-out road map through vertical integration— upstream into oil exploration & production (E&P) and downstream into petrochemicals – and diversification into natural gas marketing and alternative energy, besides globalization of its downstream operations. Having set up subsidiaries in Sri Lanka, Mauritius and the United Arab Emirates (UAE), Indian Oil is simultaneously scouting for new business opportunities in the energy markets of Asia and Africa. Indian Oil and its subsidiary (CPCL) account for over 49% petroleum products market share, 31% national refining capacity and 71% downstream sector pipelines capacity in India The Indian Oil Group of companies owns and operates 10 of India's 22 refineries with a combined refining capacity of 65.7 Million Metric Tons Per Annum (MMTPA), i.e. 1.30 million barrels per day approximately. Indian Oil's cross-country network of crude oil and product pipelines spans 11,214 km with a capacity of 77.258 MMTPA of crude oil and petroleum products and 10 MMSCMD of gas. This network is the largest in the country and meets the vital energy needs of the consumers in an efficient, economical and environment-friendly manner The Corporation has a portfolio of powerful and much-loved energy brands that includes Indane LPGas, SERVO lubricants, XtraPremium petrol, XtraMile diesel, PROPEL & petrochemicals, etc. Validating the trust of 82 million households, Indane has earned the coveted status of 'Super brand It has over 23,900 petrol and diesel stations, including over 6000 Kisan Seva Kendras (KSKs) in the rural markets. With a countrywide network of over 40,000 sales points, backed for supplies by 135 bulk storage terminals and depots, 3,930 SKO/LDO dealers (60% of the industry), 98 aviation fuel stations and 90 LPGas bottling plants, Indian Oil serves every nook and corner of the country. Indane is present in almost 3,130 markets through a network of 7035 distributors (51.2% of the industry). Over 6,300 bulk consumer pumps are also in operation for the convenience of large consumers, ensuring products and inventory at their doorstep. Indian Oil's ISO-9002 certified Aviation Service commands an enviable 63% market share in aviation fuel business, successfully servicing the demands of domestic and international flag carriers, private airlines and the Indian Defense Services. The Corporation also enjoys a 65% share of the bulk consumer, industrial, agricultural and marine sectors.

14

Indian Oil has a sprawling world-class R&D Centre that is perhaps Asia's finest. It conducts pioneering work in lubricants formulation, refinery processes, pipeline transportation and alternative fuels, and is also the nodal agency of the Indian hydrocarbon sector for ushering in Hydrogen fuel economy in the country. The Centre holds 292 active patents, with over 152 international patents • •

• • •

• • • • • •

• •

• • •

•

•

2.1: OBJECTIVES To serve the national interests in oil and related sectors in accordance and consistent with government policies. To ensure maintenance of continuous and smooth supplies of petroleum products by way of crude oil refining, transportation, and marketing activities and to provide appropriate assistance to conserve and use petroleum products efficiently. To enhance the country’s self-sufficiency in crude oil refining and build expertise in laying of crude oil and petroleum product pipelines. To further enhance marketing infrastructure and reseller network for providing assured service to customers throughout the country. To create a strong research and development base in refinery processes, product formulations, pipeline transportation and alternative fuels with a view to minimising imports and to have next generation products. To optimise utilisation of refining capacity and maximise distillate yield and gross refining margin. To maximise utilisation of the existing facilities for improving efficiency and increasing productivity. To minimise fuel consumption and hydrocarbon loss in refineries and stock loss in marketing operations to effect energy conservation. To earn a reasonable rate of return on investment. To avail of all viable opportunities, both national and global, arising out of the Government of India’s policy of liberalisation and reforms. To achieve higher growth through mergers, acquisitions, integration and diversification by harnessing new business opportunities in oil exploration and production, petrochemicals, natural gas and downstream opportunities overseas. To inculcate strong ‘core values’ among the employees and continuously update skill sets for full exploitation of the new business opportunities. To develop operational synergies with subsidiaries and continuously engage across the hydrocarbon value chain for the benefit of society at large. 2.2: OBLIGATIONS Towards customers and dealers- To provide prompt, courteous, and efficient service and quality products at competitive price. Towards suppliers- To ensure prompt dealings with integrity, impartiality and courtesy and help promote ancillary industries. Towards employees- To develop their capabilities and facilitate their advancement through appropriate training and career planning. To have fair dealings with recognised representatives of employees in pursuance of healthy industrial relations practices and sound personnel policies. Towards community- To develop techno- economically viable and environment-friendly products. To maintain the highest standards in respect of safety, environment protection and occupational health at all production units. Towards Defence services- To maintain adequate supplies to Defence and other Para – military services during normal as well as emergency situations.

15

2.3: FINANCIAL OBJECTIVE •

•

To ensure adequate return on the capital employed and maintain a reasonable annual dividend on equity capital. To ensure maximum economy in expenditure. To manage and operate all facilities in an efficient manner so as to generate adequate internal resources to meet revenue cost and requirements for project investment without budgetary support. To develop long term corporate plans to provide for adequate growth of the Corporation’s business. To reduce the cost of production of petroleum products by means of systematic coast control measures and thereby sustain market leadership through cost competitiveness. To complete all planned projects within the scheduled time and approval cost.

• • • • •

2.4: BRANDS Indane Gas –Domestic and Industrial Gas Auto Gas- Automotive Natural gas Xtra premium- Automotive Premium petrol Xtra mile- Automotive Premium diesel Servo-lubricants and greases

• • • •

2.5: INTERNATIONAL RANKING It is the leading Indian corporate in the Fortune 'Global 500' listing, ranked at the 96th position in the year 2014. It is also the 18th largest petroleum company in the world and the no.1 petroleum trading company among the national oil companies in the Asia –Pacific region. Indian Oil has retained the top spot at the ET 500 rankings of India's biggest companies. With an annual revenue of `4,70,352 crores 2.6: LOYALTY PROGRAM XTRA POWER Fleet card Program is aimed at Large Fleet Operators . Currently it has 1 million customer bases. XTRA REWARDS is a recently launched loyalty program for retail customers can earn reward points on their purchases. 2.7: COMPETITORS Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and Hindustan Petroleum .Both are state- controlled like Indian Oil Corporation. There are two private competitors, Reliance Industries and Essar Oil. 2.8: LIST OF PRODUCT PROFILE: The products produced by IOCL are broadly classified into the following cases: Class A: 1. Liquid Petroleum Gas (L.P.G.) Class B: 2. Motor Spirit (M.S)/Gasoline 3. Super Kerosene Oil (S.K.O) 4. High Speed Diesel Oil (H.S.D) Class C: 5. High Speed Diesel 6. Furnace Oil (F.O)

16

7. Bitumen 8. Naphtha 9. Aviation Turbine Fuel (A.T.F) Class D: 10. Mineral Turpentine Oil (M.T.O) 11. Jute Batching Oil (J.B.O) 12. Light Diesel Oil (L.D.O) 13. Unleaded petroleum 14. Lubes & Greases 15. Fuel & Feedstock 16. Super Kerosene Oil

2.9: HIERARCHY OF IOCL

Board of Directors CHAIRMAN

GOVERNMENT & NONEXECUTIVE INDEPENDENT DIRECTOR

DIRECTORS

CORPORATE OFFICE

DIRECTOR (MARKETING)

DIRECTOR (REFINARIES)

DIRECTOR (PIPELINES)

DIRECTOR (PLANNING & BD)

DIRECTOR (R&D CENTRE)

17

BOARD OF DIRECTORS 1. Shri B. Ashok Chairman w.e.f. 16.07.2014 2. Shri A. M. K. Sinha Director (Planning & Business Development) And Chairman from 01.07.2014 to 15.07.2014 3. Shri P. K. Goyal Director (Finance) 4. Shri M. Nene Director (Marketing) 5. Shri V. S. Okhde Director (Pipelines) 6. Shri Sanjiv Singh Director (Refineries) w.e.f. 01.07.2014 7. Dr. S. C. Khuntia Government Nominee Director 8. Shri Rajive Kumar Government Nominee Director 9. Smt. Shyamala Gopinath Independent Director 10. Shri Shyam Saran Independent Director 11. Prof. Devang Khakhar Independent Director 12. Shri K. Jairaj Independent Director w.e.f. 20.03.2014 13. Shri Nesar Ahmad Independent Director w.e.f. 20.03.2014 14. Shri Sunil Krishna Independent Director w.e.f. 20.03.2014 15. Shri Sayan Chatterjee Independent Director w.e.f. 20.03.2014 16. Shri Sudhir Bhalla * Director (Human Resources) up to 22.05.2014 17. Dr. Sudhakar Rao Independent Director up to 29.05.2014 18. Shri R. S. Butola Chairman up to 31.05.2014 19. Dr. R. K. Malhotra Director (Research & Development) up to 30.06.2014 and Chairman from 01.06.2014 to 30.06.2014 20. Shri Rajkumar Ghosh Director (Refineries) up to 30.06.2014 21. Prof. (Dr.) V. K. Bhalla ** Independent Director up to 06.08.2013 COMPANY SECRETARY Shri Raju Ranganathan

18

STRENGTH

OPPORTUNITI

WEAKNES

THREATS

2.10: SWOT ANALYSIS OF THE INDIAN OIL COMPANY LIMITED 2.10.1: STRENGTHS:  Fortune 500 company and a market leader with 55 % share of petroleum products  Owns the largest pipeline network which gives it a vital competitive edge in transportation costs and helps access deficit markets.  Has most extensive network of almost 18000 sales points covering the entire country.  Flexibly designed refineries give over 100 % efficiency, competitive cost and cater for variety of crudes.  World class R&D centre with ISO- 9000 certification and around 75 national & international patents.  Pioneer in the quality management with its Mathura refinery as the 1st in Asia and #rd in the world to earn ISO 14001 certification.  Excellent credibility and international corporate image to raise funds.  Strong management with clear vision, taking necessary steps to make IOCL Global and combat fierce competition in the post APM scenario.  Largest pool of technical and managerial manpower in the petroleum industry.  Good training centres, promotion policies from within.

19

2.10.2: WEAKNESSES:  Large outstanding which could have an adverse effect on the timely implementation of the future projects  Low market focus and low customer orientation, consequently the retail network is not in tune with the demand centres.  Despite being the largest owner of terminal and depots, it only owns a third of retail outlets which too are mainly located in the rural areas.  Lack of integration and coordination due to deficient/missing companywide IT infrastructure.  Progress delayed/ hindered by Government interventions.  Excess manpower leading to loss in efficiency and profits.  Retention of competent workforce.  Poor documentation of experience knowledge base.  Dependence on other oil companies in the west and south.  Silo functions and resultant delay in coordinated view.  Poor economy of size of infrastructure. 2.10.3: OPPORTUNITIES:  Need for an additional refining capacity to meet rising demand in petroleum products.  Installation of pipeline infrastructure for deficit regions and the increased appreciation of pipeline as a preferred mode of transportation for lower marketing cost as compared to rail/road transport.  Use of spare capacity for outsourcing  Enhancement of the distribution network especially in the deficit regions and the metros.  Distribution/sale of alternative products through existing retail network.  Improvement of customer management services at the retail end  Respected JV partners for better technical competence and the diversification of business.  Globalisation in refining pipeline transport, marketing, training and consultancy. 2.10.4: THREATS:  The decontrol of the hydrocarbon sector is likely to bring in new players especially MNCs, seeking to benefit from the high refining margins which would create new sophisticated refining capacity but can also create intense competition from the private sector refining and marketing companies.

20

 Even though IOCL is likely to remain as the largest owner of the refining capacity in the near future, the growth of ‘merchant’ refining is likely to be a new source of competition.  In post APM scenario, IOCL will face competition in the area of crude and product imports. Consequently, it would affect its margins of 5000 crore which it earns from trading operations.  Likelihood of the flight of skilled manpower (e.g. Reliance has attracted IOCL personnel)  Increase in the number of players especially in lube marketing and other competition from private Indian sector, foreign companies and direct importers.  Volatile exchange rates can give the largest brunt to IOCL.  Hardening of SHE statutes.

21

2.11: MISSION OF THE COMPANY  To achieve international standards of excellence in all aspects of energy and diversified business with focus on customer delight through value of product and services and cost reduction.  To maximize creation of wealth, value and satisfaction for the stakeholders.  To attain leadership in developing, adopting and assimilating state-of-the-art technology for competitive advantage.  To provide technology and service s through sustained Research and Continuous Development.  To foster a culture of participation and innovation for employee growth and contribution.  To help enrich the quality of life of the community and preserve ecological balance and heritage through a strong environment conscience.  To cultivate high standards of business ethics and Total Quality Management for a strong corporate identify and brand equity.

22

2.12: VISION OF THE COMPANY

23

CHAPTER 3 3.1 RESEARCH OBJECTIVE The objective of the project: 1-To identify and compare the competency of star performer and average performer customer attendant. 2- To find out the important competency needed in a good customer attendant. 3.2 RESEARCH METHODOLOGY This chapter outlines the methodology which was used in the study. The following topics were discussed; research design, target population, sampling procedure, data collection method and instruments 3.3 RESEARCH DESIGN Exploratory research design was used to conduct this research to identify the competencies required by the customer attendants at IOCL marketing division for better performance of their work. 3.4 SAMPLING SIZE AND PROCEDURE The study used Non probability sampling technique to create a sampling frame of customer attendants working at marketing division of IOCL, Kolkata. Judgemental sampling was the non probability sampling technique that was chosen in order to ensure that the sample represents the characteristics of population. A sample of 58 customer attendants were found desirable to conduct this survey 3.5 METHODS OF DATA COLLECTION: Questionnaires and interviews were used for collecting information from customer attendants. The questionnaires had structured open and closed ended questions. The open ended questionnaires were used to collect qualitative data while the close ended ones were used to get quantitative data. The questionnaires were divided into three sections. The first section of the questionnaires sought to ask personal information (age, work experience) about the respondents. The Second and third section sought information on their professional front. The variables in the questionnaires were mainly developed based on the themes in the literature review section and research objectives. Data Collection methods include the following: I. RESOURCE / EXPERT PANELS Structured process to get the participants (Job holders, managers HR/ training staff) to think systematically about the job, skills and personal characteristics needed for success.

24

II. BEHAVIORAL EVENT INTERVIEWS Structured interviews of Star Performers and Average Performers which involve in-depth probing of a large number of events and experiences about their past and asking of their opinion as what would be the ideal attributes necessarily required for a good customer attendant. Behavioral Event Interviews are an empirical method of understanding the traits an individual possesses by the way he has responded to situations in the past. It ensures empirical identification of competencies, precision of how competencies are expressed, identification of algorithms, and data generation for assessment, training and career planning. BEI helps in disclosing the truth and is unbiased. In Traditional Interview, Questions are: Tell me about yourself, Tell me about your strengths and weaknesses, what jobs have you liked and not like etc. These are ineffective because people often don’t know their competencies, strengths and weaknesses, job likes and dislikes. People may not reveal their real motives and abilities and end up giving a socially desirable answer. Behavioral Event Interviews are effective here because real incidents are revealed based on their real experiences.

Both primary and secondary data was collected for purpose of making conclusion and recommendations. Primary data was collected through structured questionnaire using BEI (behavioral interview technique) and 5 point LIKERT SCALE. The questionnaires were administered to the respondents directly by the researcher. The interviews were also conducted by the researcher personally at their workplace during working hours. The observation was carried out at the same time when the questionnaires were administered to the respondents at their place of work or business premises. The secondary data was collected from Business text books, company’s website, Government reports, journal and periodicals.

3.6 DATA ANALYSIS This began with pre-processing of collected data through editing to detect errors and omissions and making of corrections where possible. This involved a careful analysis of the completed questionnaires in order to ensure that collected data was accurate and consistent with other information gathered. The data collected from open ended questions that converted into STAR format for easy reference and then with the help of bar graphs inferred. The data of close ended questions was assembled and tabulated in form of statistical tables to allow for further analysis. The Statistical Package for Social Sciences (SPSS) was used to aid the statistical analysis of the close ended questions.

25

CHAPTER 4 ANALYSIS AND INTERPRETATIONS 4.1 UNDERSTANDING THE PROFILE OF CUSTOMER ATTENDANT Out of the 58 customer attendants, 18 customer attended are considered to be star performer on the basic of their work done and rest 40 are considered as average performer •

AGE OF CUSTOMER ATTENDANTS (IN YEARS)

Age of Star Customer Attendants 50-60 17%

20-30 22%

20-30 30-40 22%

40-50 39%

30-40 40-50 50-60

MEAN AGE OF STAR PERFORMER IS 38.27

Age of Average Customer Attendant 40-50 8% 30-40 35%

20-30 20-30 57%

30-40 40-50 50-60

MEAN AGE OF AVERAGE PERFORMER IS 30.07 Inference: Age is an important parameter which separates star and average performer. Only 22 % of Star Performer lies in age group of 20-30 where 57% of Average Performer lies in the age group of 20-30.

26

•

WORK EXPERIENCE OF CUSTOMER ATTENDANTS

Work Experience of Star Customer Attendant 25-30 30-35 5% 6% 5 - 10 20-25 17% 17% 15-20 11%

0-5 5 - 10 10-15 10-15 44%

15-20 20-25 25-30 30-35

MEAN OF WORK EXPERIENCE OF STAR CUSTOMER ATTENDANT IS 15.27

Work Experience of Average customer Attendant 15-20 3% 25-30 10-15 3% 12%

0-5 45%

0-5 5 - 10 10-15

5 - 10 37%

15-20 20-25 25-30 30-35

MEAN OF WORK EXPERIENCE OF AVERAGE CUSTOMER ATTENDANT IS 6.15 Inference: 17 % of star performers have a working experience of less than 10 years but 82 % of average performers have a working experience of less than 10 years.

27

4.2 FINDINGS OF OPEN ENDED QUESTIONS Question 1: Describe an experience when Manger got angry? WHEN MANAGERS GOT ANGRY-STAR PERFORMER 35 30 25 20 15 10 5 0

33.33 22.22 16.67 11.11 5.56

5.56

5.56 Percentage

Inference: 33.33% of Star Performer cannot recall a situation when manager got angry on them shows their dedication and efficiency in performing their duty.22.22% tells Irresponsibility as the major reason of the manager getting angry and most of the description was not coming on duty without prior information

WHEN MANAGERS GOT ANGRY-AVERAGE PERFORMER 40 35 30 25 20 15 10 5 0

37.5 22.5

17.5

15 2.5

2.5

2.5

Percentage

Inference: Irresponsible behavior and Negligence on their duty is the major reason why the manager got angry as per the average performer

28

Question 2: Describe an experience when Manger becomes happy? WHEN MANAGERS BECOMES HAPPY-STAR PERFORMER 45.00 40.00 35.00 30.00 25.00 20.00 15.00 10.00 5.00 0.00

40.00 30.00

5.00

5.00

10.00

10.00

0.00

Percentage

Inference : Courteous behavior and good service orientation is the major reason why the manager becomes happy as per the star performer

WHEN MANAGERS BECOMES HAPPY-AVERAGE PERFORMER 45.0 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0

38.5 25.6 10.3

5.1

7.7

10.3 2.6

Percentage

Inference : Courteous behavior and good service orientation is the major reason why the manager becomes happy as per the Average performer.10.3 % of average performer also feels that how gud they perform managers will never appreciate their work

29

Question 3: Describe an experience when Customer got angry? WHEN CUSTOMER GOT ANGRY-STAR PERFORMER 50.0 45.0 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0

44.4

16.7

16.7 5.6

Customer Fault

5.6

5.6

Percentage

5.6

Money Negligence Technical handling Problems

Response Service Time Orientation

Wrong Fueling

Inference: 44.4% star performers feels that customer gets angry when they have to wait for refueling. Wrong fueling i.e. Putting petrol in diesel car and vice versa is also important reason

WHEN CUSTOMER GOT ANGRY-AVERAGE PERFORMER 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0

34.2

7.9

10.5 2.6

15.8

21.1 2.6

5.3 Percentage

Inference: 34.2 % of Average Performers feels that response time is major reasons why the Customers got angry.

30

Question 4: Describe an experience when Customer becomes Happy?

WHEN CUSTOMER BECOMES HAPPY-STAR PERFORMER 60.00

52.63

50.00 40.00 30.00

21.05

15.79

20.00

10.53

10.00

percentage

0.00 Courteous

Service orientation

honesty

Prompt

Inference: Star performers feels that Courteous behavior as a major reason as why customers becomes happy

WHEN CUSTOMER BECOMES HAPPY-AVERAGE PERFORMER 50.00 45.00 40.00 35.00 30.00 25.00 20.00 15.00 10.00 5.00 0.00

45.95

Courteous

10.81

10.81

honesty

prompt

16.22

16.22

Service orientation

Technical competency

percentage

Inference: Average performers feels that Courteous behavior as a major reason as why customers becomes happy

31

4.3 FINDINGS OF CLOSED ENDED QUESTIONS Question 1: Is COURTEOUS BEHAVIOUR an Important Parameter for a good customer attendant? H 0 : {COURTEOUS BEHAVIOUR has no significant importance in the performance of good customer attendants} H 1 :{ COURTEOUS BEHAVIOUR has significant importance in the performance of good customer attendants}

Performer Courteous Star Behavior Average

Group Statistics N Mean 18 40

4.72 3.43

Std. Deviation .461 .844

Std. Error Mean .109 .133

Independent Samples Test Levene's Test for t-test for Equality of Means Equality of Variances F Sig. t df Sig. Mean Std. 95% (2- Differe Error Confidence taile nce Differe Interval of d) nce the Difference Lowe Uppe r r Equal variances Courteous assumed Behavior Equal variances not assumed

7.962

.007

6.105

56 .000

1.297

.212

.872 1.723

7.539 53.706 .000

1.297

.172

.952 1.642

Since the calculated significance values are less than 0.05 at 95% confidence interval the Null Hypothesis (H 0 ) is rejected and the Alternate Hypothesis (H 1 ) is accepted. Thus it is inferred that Courteous Behavior has direct importance in performance of good customer attendants. However it can be seen that the Standard Deviation for Star Performers is much lower than that of Average Performers which proves that Star Performers give more importance to Courteous Behavior than Average Performers.

32

Question2: Is Honesty an Important Parameter for a good customer attendant? H 0 : {HONESTY has no significant importance in the performance of good customer attendants} H 1 :{HONESTY has significant importance in the performance of good customer attendants}

Performer

Honesty

Star Average

Group Statistics N Mean Std. Deviation 18 4.72 .461 40 3.43 .844

Std. Error Mean .109 .133

Independent Samples Test Levene's Test t-test for Equality of Means for Equality of Variances F Sig. t df Sig. Mean Std. 95% Confidence (2- Differen Error Interval of the tailed ce Differen Difference ) ce Lower Upper Equal variances assumed Honesty Equal variances not assumed

7.962

.007 6.105

56

.000

1.297

.212

.872

1.723

7.539

53.706

.000

1.297

.172

.952

1.642

Since the calculated significance values are less than 0.05 at 95% confidence interval the Null Hypothesis (H 0 ) is rejected and the Alternate Hypothesis (H 1 ) is accepted. Thus it is inferred that Honesty has direct importance in performance of good customer attendants. However it can be seen that the Standard Deviation for Star Performers is much lower than that of Average Performers which proves that Star Performers give more importance to Honesty than Average Performers.

33

Question 3: Is Interpersonal Skill an Important Parameter for a good customer attendant? H 0 : { INTERPERSONAL SKILLS has significant importance in the performance of good customer attendants} H 1 :{ INTERPERSONAL SKILLS has no significant importance in the performance of good customer attendants}

Performer Interpersonal Star Skills Average

Group Statistics N Mean 18 40

3.94 4.78

Std. Deviation .416 .577

Std. Error Mean .098 .091

Independent Samples Test Levene's t-test for Equality of Means Test for Equality of Variances F Sig. t df Sig. Mean Std. 95% (2- Differen Error Confidence taile ce Differe Interval of the d) nce Difference Lower Upper Equal variances Interpersonal assumed Skills Equal variances not assumed

2.234

.141 -5.488

56 .000

-.831

.151 -1.134

-.527

-6.201

44.574 .000

-.831

.134 -1.100

-.561

Since the calculated significance values are less than 0.05 at 95% confidence interval but Mean Difference is a negative one the Null Hypothesis (H 0 ) is accepted. Thus it is inferred that INTERPERSONAL SKILLS has no direct importance in performance of good customer attendants. However it can be seen that the Standard Deviation for Star Performers is much greater than that of Average Performers which proves that Star Performers give less importance to INTERPERSONAL SKILLS than Average Performers.

34

QUESTION 4: IS PUNCTUALITY AN IMPORTANT PARAMETER FOR A GOOD CUSTOMER ATTENDANT? H 0 : {PUNCTUALITY has no significant importance in the performance of good customer attendants} H 1 :{PUNCTUALITY has significant importance in the performance of good customer attendants}

Performer

Punctuality

Group Statistics N Mean

Star Average

18 40

4.78 3/58

Std. Deviation .428 .747

Std. Error Mean .101 .118

Independent Samples Test Levene's t-test for Equality of Means Test for Equality of Variances F Sig. t df Sig. Mean Std. 95% (2- Differen Error Confidence tailed ce Differe Interval of the ) nce Difference Lower Upper Equal 10.41 variances 6 assumed Punctuality Equal variances not assumed

.002

6.357

56

.000

1.203

.189

.824

1.582

7.744 52.548

.000

1.203

.155

.891

1.514

Since the calculated significance values are less than 0.05 at 95% confidence interval the Null Hypothesis (H 0 ) is rejected and the Alternate Hypothesis (H 1 ) is accepted. Thus it is inferred that PUNTUALITY has direct importance in performance of good customer attendants. However it can be seen that the Standard Deviation for Star Performers is much lower than that of Average Performers which proves that Star Performers give more importance to PUNCTUALITY than Average Performers.

35

Question 5: Is SERVICE ORIENTATION an Important Parameter for a good customer attendant? H 0 : {SERVICE ORIENTATION has no significant importance in the performance of good customer attendants} H 1 :{ SERVICE ORIENTATION has significant importance in the performance of good customer attendants}

Performer Service Orientation

Group Statistics N Mean

Star Average

18 40

3.94 3.30

Std. Deviation .539 1.244

Std. Error Mean .127 .197

Independent Samples Test Levene's t-test for Equality of Means Test for Equality of Variances F Sig. t df Sig. Mean Std. 95% (2- Differen Error Confidence tailed ce Differe Interval of the ) nce Difference Lower Upper

Service orientation

Equal variances assumed Equal variances not assumed

18.01 2

.000

2.102

56

.040

.644

.307

.030

1.259

2.751 55.978

.008

.644

.234

.175

1.114

Since the calculated significance values are less than 0.05 at 95% confidence interval the Null Hypothesis (H 0 ) is rejected and the Alternate Hypothesis (H 1 ) is accepted. Thus it is inferred that SERVICE ORIENTATION has direct importance in performance of good customer attendants. However it can be seen that the Standard Deviation for Star Performers is much lower than that of Average Performers which proves that Star Performers give more importance to SERVICE ORIENTATION than Average Performers.

36

Question 6: Is TECHNICAL COMPETENCY an Important Parameter for a good customer attendant? H 0 : {TECHNICAL COMPETENCY has no significant importance in the performance of good customer attendants} H 1 :{ TECHNICAL COMPETENCY has significant importance in the performance of good customer attendants}

Performer Technical Competency

Group Statistics N Mean

Star Average

18 40

4.11 3.30

Std. Deviation .583 .823

Std. Error Mean .137 .130

Independent Samples Test Levene's t-test for Equality of Means Test for Equality of Variances F Sig. t df Sig. Mean Std. 95% (2- Differen Error Confidence tailed ce Differe Interval of the ) nce Difference Lower Upper Equal variances assumed Technical Competency Equal variances not assumed

4.889

.031

3.770

56

.000

.811

.215

.380

1.242

4.287 45.276

.000

.811

.189

.430

1.192

Since the calculated significance values are less than 0.05 at 95% confidence interval the Null Hypothesis (H 0 ) is rejected and the Alternate Hypothesis (H 1 ) is accepted. Thus it is inferred that TECHNICAL COMPETENCY has direct importance in performance of good customer attendants. However it can be seen that the Standard Deviation for Star Performers is much lower than that of Average Performers which proves that Star Performers give more importance to TECHNICAL COMPETENCY than Average Performers.

37

Question 7: Is WILLINGNESS TO LEARN an Important Parameter for a good customer attendant? H 0 : { WILLINGNESS TO LEARN has no significant importance in the performance of good customer attendants} H 1 :{ WILLINGNESS TO LEARN has significant importance in the performance of good customer attendants}

Willingness to learn

Performe r Star Average

Group Statistics N Mean 18 40

Std. Deviation

4.22 3.43

Std. Error Mean

.548 1.083

.129 .171

Independent Samples Test Levene's t-test for Equality of Means Test for Equality of Variances F Sig. t df Sig. Mean Std. 95% (2- Differen Error Confidence tailed ce Differe Interval of the ) nce Difference Lower Upper Equal variances Willingness assumed to learn Equal variances not assumed

12.69 8

.001

2.947

56

.005

.797

.271

.255

1.339

3.715 55.088

.000

.797

.215

.367

1.227

Since the calculated significance values are less than 0.05 at 95% confidence interval the Null Hypothesis (H 0 ) is rejected and the Alternate Hypothesis (H 1 ) is accepted. Thus it is inferred that WILLINGNESS TO LEARN has direct importance in performance of good customer attendants. However it can be seen that the Standard Deviation for Star Performers is much lower than that of Average Performers which proves that Star Performers give more importance to WILLINGNESS TO LEARN than Average Performers.

38

CHAPTER 5 5.1: CONCLUSION Every organization has to satisfy some of the basic needs and demands of its customers and employees as a satisfied and motivated workforce are the source for achieving the organizational goals and objectives. The employees need to be provided the best of their work life in order to use their maximum potential. Continuous up gradation is required for this improvement. The study revealed the star performers and average performers of the salesperson of Indian Oil Corporation Limited. The project highlights the gap between the competencies required and the competencies existing in the real life. According to this study, The important parameters which affects the performance of the customer attendants are Honesty, Courteous Behaviors ,Interpersonal Skill , Punctuality, Service Orientation, Technical Competency and Willingness to Learn Data revealed from the survey shows that Star performers feels that Honesty , Courteous Behaviors, Punctuality , Service Orientation , Technical Competency and Willingness to Learn is important parameter for Good Customer attendant. Average Performer feels that Interpersonal Skill is important parameter.

39

5.2: LIMITATIONS

i.

Spatial Limitations: It was difficult to take the interviews in a separate place away from any disturbance as managers were present and unwilling to leave them. Also, they were attending the customers while giving the interview in few cases.

ii.

Time Limitations: Lack of time was another factor. This is because, technically, each BEI should take more than 1 hour. But in this case, we could not take so much time for each interview given the time limitations.

iii.

Hesitance: They were unwilling to answer as most of them were of the opinion that this will not help them in the long run. They were conscious during the interview.

iv.

Confidentiality: They were unwilling to answer as they were apprehensive of confidentiality and had fear of losing job.

v.

Limited Coverage:

We could only cover few retail outlets in Kolkata.

40

5.3: RECOMENDATIONS  In the period of two month we have interviewed 58 customer attendants and try to identify the competency required .hence the sample size can be increased further to arrive at more clear picture on the competency  Before starting the interview session the researcher should be very clear about the topic. She/he must read the book "competency at work" written by Spencer S and Spencer L (1993)  During the BEI's ,the customer attendants must be first put at ease by talking to them at personal lives so that they don't give socially desire answer and respond on their past experience  During the research it has been found that if customer attendants were outside their working premise likes of training centres they have responded more freely and truly. So it is advisable to interview the attendants at training centre if possible.

41

5.4: FUTURE PROSPECTS OF THE STUDY  Number of questions can be increased with more of relevant questions that would take out more of data.  Customers, field officers, managers and customer attendants all should be interviewed.  Sample size may be increased.  Each BEI should take more than 1 hour.  Interviews in training camps are better than interviewing in retail outlets.  LPG distributors should also be included in the sample.

42

REFERENCES • http://www.asisvcs.com/bellsouth/pdf/710057.pdf • http://careerservices.wayne.edu/behavioralinterviewinfo.pdf • • • • • • • • •

•

•

http://www.iocl.com/aboutus/profile.aspx (referred on 10.06.2013) http://www.iocl.com/InvestorCenter/AnnualReport.aspx (referred on 23.06.2013) http://sta.uwi.edu/hr/training/documents/HRSGCompraining.pdf http://toolkit.vets.syr.edu/wp-content/uploads/2012/11/Tool-BEI-Toolkit.pdf http://www.qtslp.com/documents/BehavioralEventInterviewQuestions.pdf http://www.udel.edu/CSC/pdf/behav_interview.pdf Kotler P, Kartajaya H and Setiawan I (2010), Marketing 3.0: From Products to Customers to the Human Spirit, John Wiley & Sons, INC. pp. 3-24 Spencer S and Spencer L (1993), Competence at work: models for superior performance, Wiley India Pvt. Ltd Publication, Pp. 1-8, pp.114-134. Kumar A (2004), Behavioural Event Interview: Overview and Technique. Available from URL: http://api.ning.com/files/*NPXhiVWziXi*oUllRFDAs0XQsUjnnXJEdzFahun9c*EX9u0fWv w7eEqJSOWePAdJCxuduR*DUvjsCAB0Yvbmg__/Behaviouraleventinterview.pdf McCllende D (1998), Behavioural event interview, American psychological society, vol. 9, No. 5, pp. 331-339. available from URL: http://enriquecetupsicologia.com/e-learning/wpcontent/uploads/2009/11/Identifying-Competencies-with-Behavioral-Event-InterviewsDavid-McClelland.pdf Shaugnessy S, (2013), BEI, thought leadership. Available from URL: http://www.leap29.com/thought-leadership/behavioural-event-interviewing-July-2013.pdf

43

APPENDIX Questionnaire Name: Age: Work Experience: work Location:

Question 1:Describe a situation when Manager got angry?(Open Ended) Question 2: Describe a situation when Managers becomes happy?(Open Ended) Question 3: Describe a situation when Customers got angry?(Open Ended) Question 4: Describe a situation when Customer become Happy?(Open Ended) Question 5: Is Honesty an important parameter to be an effective customer attendant? A) Very Important B) Important C) Neutral D) Unimportant E) Not at all important Question 6: Is Courteous Behavior an important parameter to be an effective customer attendant? A) Very Important B) Important C) Neutral D) Unimportant E) Not at all important Question 7: Is Interpersonal Skill an important parameter to be an effective customer attendant? a) Very Important B) Important C) Neutral

44

D) Unimportant E) Not at all important Question 8: Is Punctuality an important parameter to be an effective customer attendant? a) Very Important B) Important C) Neutral D) Unimportant E) Not at all important Question 9: Is Service Orientation an important parameter to be an effective customer attendant? a) Very Important B) Important C) Neutral D) Unimportant E) Not at all important Question 10: Is Technical Competency an important parameter to be an effective customer attendant? a) Very Important B) Important C) Neutral D) Unimportant E) Not at all important Question 11: Is Willingness to learn an important parameter to be an effective customer attendant? a) Very Important B) Important C) Neutral D) Unimportant E) Not at all important

45