Attock Refinery Limited Case Analysis

Girish Balasubramian FH11001 Arafat Khan H11010 Ram Krishan Shukla H11046 T Pradeep Sundar H11058

CASE FACTS

The Attock Refinery Ltd. (ARL) was set up in 1922 with an initial capacity of 2500 barrels per day The organisation - eight departments with 155 employees as the management staff, 550 in the non-management staff Strategic objectives of ARL are expansion of refining capacity, upgrading of technology and optimization of facilities

SITUATION ANALYSIS

Earlier appraisal - based on the Management Appraisal form carried out annually Employees felt that there was no proper system of career progression Indicators were very subjective Management by Objectives new philosophy New Appraisal system - on a quarterly basis Promised to resolve issues of promotion and rewards, also highlights the employees possible improvement areas

PROBLEMS
The parameters of performance measurement were qualitative and subjective New system also involves only the immediate supervisor Past performance is not the best indicator of future potential

OPTIONS
Continue with the new system - Since the organizational strategies were changing, the focus too was changing. It was best to revamp the appraisal system

Changes in the new system as given in the recommendations

ACTION PLAN
Implement the following changes in the new system A 360-degree feedback can be made for the employee which would avoid bias of the supervisor Promotions to be based on the potential rather than the past performance of the employee