human resource management

Essay by kumail110University, Master'sA-, November 2014

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Case study: Management Appraisal at Attock Refinery Limited

Quantitative data

The initial capacity of Attock refinery was 2,500 barrels per day(bpd).

The paid up capital of the company was Rs 80 million.

The new plants with a capacity of 5,500 bpd were commissioned in 1940.

The investment increased to Rs 291.6 million

Two new crude distillation units with a refining capacity of 25000 bpd were installed in 1980.

ARL had replaced an old 5,000 bpd heavy crude unit with one of 10,000 bpd.

A catalytic reformer of 5000 bpd had also been added for the production of low lead premium motor gasoline.

The up-gradation project had estimated cost of Rs 2.696 billion.

It processed 35000 barrels of crude per day and 150,000 tons per annum of paving grade.

The organization had 8 departments. There were 155 employees in the management staff and 550 in the non-management staff. 60% out of 155 management staff has acquired engineering education, 2% had management and accounting background and 36% had degrees in general education.

The minimum return guaranteed by the government to the oil refineries was 10% net of taxes on issued capital.

Returns over 40% were skimmed by the government.

The petroleum policy removed the 40% limit on return if surplus percentage was to be used for development and expansion plans.

Parco is setting up a refinery in multan with a capacity of 100000 bpd.

The appraisal process consists of five steps and use 5 point scale.

The employee was assessed against 32 performance dimensions.

There are two types of increments. The normal increment is 5% and merit increment is 2.5%

Qualitative facts

The attock refinery was set up under Morgah in 1922. It was incorporated as a private limited company in November 1978 to take over the business of Attock Oil Company...