At British Petroleum our goals are based upon our needs to foster and increase positive perceptions of our organization among employees and their families. We pride ourselves on setting the industry standard for drilling safety and employee retention in a worldwide market, however there is always room for improvement. British Petroleum seeks to bridge the business and workforce aspects of our company into more of a family like community. Our competitors are aware that we operate in a global market and bring on only the best for our worldwide team. Our workforce is one of the largest in the world, this is why aspire to cultivate that family like dynamic. After the Deepwater Horizon incident, our commitment to our employees undeniably impacted …show more content…
At British Petroleum we understand the difficulty associated with pleasing our entire workforce as they are distributed throughout the entire world. One awareness objective we have come up with to combat this difficulty is to push for an increase in awareness regarding resource allocation towards higher quality machinery by 40 percent among employees as measured by employee survey by the year 2018. During a primary research survey regarding the matter, it was discovered that 38 percent of employees feel that British Petroleum “cuts corners” whenever possible. To combat this, through the lens of the safety situation during the Deepwater Horizon Crisis, we decided to focus on increasing awareness about our rigorous processes when it comes to choosing machinery. We also formulated the acceptance objective to improve the perceived quality of employee compensation and benefits by 15 percent within BP’s workforce by 2018, as measured by self report surveys. British Petroleum’s 2015 Sustainability Report shows a significant decrease in number of employees, as well as an approximate 8 percent decrease in the number of benefits provided to these employees. By positively impacting perceptions regarding compensation and benefits, we can successfully achieve our goal of increasing job satisfaction among British Petroleum Employees. Our third objective, an action one, is to decrease employee turnover rates to 12 percent among employees by 2018 as measured by reports from management. The rate of employee turnover spiked from 12 percent in 2014 to 16 percent in 2015, according to British Petroleum’s 2015 Sustainability Report. Prior to this 4 percent spike, British Petroleum had maintained a mostly steady decline in the percentage of employee turnover. We plan to return the percentage of employee turnover to it’s previous state of
Employee motivation and rewards are effective means to retain employees. When an employee is motivated, his or her needs are being met. When an employee is unmotivated, his or her needs are not being met which results in a high employee attrition rate. Riordan Manufacturing is experiencing a high attrition rate. Riordan Manufacturing has 3 plants and employs 550 people. Recently, Riordan hired Human Capital Consulting to perform an analysis on the underlying issues that are causing the decreasing employee satisfaction and to recommend courses of action that will address the underlying issues. Research has been done to identify the issues and opportunities, the stakeholders and ethical dilemmas, and the end state vision. A gap analysis has also been performed to determine the gap between the current situation and the end state goals. Riordan Manufacturing will use this information to determine the best way to proceed towards improving its working environment for the employees.
First the story of the Standard Oil Company briefly describes the limits of power. When Rockefeller was trying to take over the market he formed the “South Improvement Plan. When this occurred the public grew very angry with the price of trains, so nobody went on the railroads and Rockefeller eventually got the bill, until prices changed. This is an example of how the consumers, make the company run and when nobody wants to buy your product the individual must adjust. Another example would be when the Standard Oil Company was primarily the only oil company and was forced to split into thirty nine different independent companies. This shows that one business cannot control the entire market and interventions will need to be done accordingly so that a company does not have all the power.
At the end I come to conclusion that BP was not properly prepared for any disaster like that there risk assessment related to project is very limited and even not considered seriously about it for their own progress and putting live of public and employees in danger by not following the standard SOP of particular project. Even after incident happened they try to close their eyes on reality. The company should take this incident as alarm and should implement proper risk assessment for future and also compensate damages on ethical ground and if they counter this situation in good way their loss of bad reputation will be lesser as it predicted to be they should considered their responsibility towards society as well by doing this they not only making other people lives better but also earning good will to their company.
This is not the first time that BP is at fault. They have had criminal convictions in places such as Endicott Bay in Alaska, Texas City and Prudhoe Bay. Jeanne Pascal was a part of the Environmental Protection Agency (EPA) and was assigned to watch over BP. Pascal was watching over companies such as BP that were facing debarment. Under her watch, BP was charged with four federal crimes. Over the past twelve years, Pascal’s seen BP patterns as misconducts. She attempted to warn the government about BP’s safety and environmental issues that would most likely lead to another disaster. While she was watching over BP, the company misinformed and misled her about things that resulted to the felonies that they have committed. Sensing that some things were not right about the company, she presented a case of their unsafe working environments.
employee stock ownership can create a burden of long-term planning for the sustainability and repurchase program; not all employees can be able to purchase stock. According to the case, Atul believes in a total compensation between 0-10 percent based on employee’s salaries could play as a “trade-off” for a “supportive and respective work environment” (Calo et al., n.d.).
One of the HR challenges that Shell currently faces includes a bureaucratic structure that hinders effective decision making and performance at the local level. Peter Voser, the Shell Company CEO since October 2008, has been committed to breaking down bureaucratic barriers that impede performance and has consistently emphasized diversity and inclusion. Despite Voser’s recognition that different people bring different perspectives that offer value, it cannot be ignored that he was selected as CEO during one of the worst economic recessions since the Great Depression. Due to the effects of the economic recession in addition to rising internal operating costs, Voser’s focus toward advancing diversity and inclusion within his organization has been challenging. According to Diversity Journal, “Shell’s leaders, including CEO Peter Voser, are firmly convinced that, as Shell moves forward, the importance of...
Organizations face massive challenges in attracting and retaining a high-quality and productive workforce. Companies are continually looking for new ways to keep their employees satisfied at all levels in order to harness greater productivity and ideas from people while keeping them motivated and happy. One real challenge examined earlier is the need to transform General Motors to be a much more productive and fully utilized organization by examining the hourly workforce. This is a great change from the traditional "us versus them" mentality of the past between management and the union.
BP was founded in 1908 under the name Anglo-Persian Oil Company. They changed their name to British Petroleum in 1954 and merged with Amoco in 1998. (BP Public Website, 2010) “The Texas City Refinery is BP’s largest and most complex oil refinery... It was owned and operated by Amoco prior to the merger of BP and Amoco.” (Michael P. Broadribb, 2006) Throughout their history, there have been a number of accidents that have been caused by negligence and disregard of safety precautions. Unfortunately many lives have been cut short or seriously injured as a result. My research will focus on the 2005 Texas City Oil Refinery Explosion. I will attempt to look into the ethical implications that surrounded this disaster before and after the event and suggest what BP could have done to prevent the incident then and in the future.
The aim of this report is to evaluate current Human Resource Practices within Steel Co and identify weaknesses that the current model possesses. Performance and Reward management tools available will be evaluated in order to make recommendations on how the Management tools could compliment the system that Steel Co currently employs.
ExxonMobil is a multinational oil and gas company with its headquarters offices in Irving, Texas. It was formed in 1999 through a definitive agreement between Exxon Corporation and Mobil Oil Corporation to merge and create a new company. In essence, the corporation produces, distributes and sells oil and natural gas across the world. The structure and culture help it survive the price burst which often occurs in the global oil market. Notably, among its largest competitors, ExxonMobil generates high revenue and produces large volumes of oil for every penny it spends. Besides, the company publicizes the highest price of natural gas and oil, both in absolute terms and for every employee it hires. Significantly, even in good years, the top managers
This essay will explore the authors meaning of reflection, how various reflective styles can benefit the practitioners within their settings, and how important reflection is within Early Years Practice. According to Appleby (2010, p.10), reflection is a generic term which describes various behaviours involving feelings, and thinking about thoughts and experiences, in order to examine issues and develop, new understandings and insights. Reflection within practice allows the practitioner to develop a sense of awareness around their daily activities, and helps them to evaluate how they could evolve these activities further, if the given opportunity was to arise again. Similarly, keeping a reflective journal
finding new ways to drill for oil and also refine it more efficiently to ensure that
As you finish up your sophomore year and begin your journey through junior and senior year there will be many decisions that you will have to make. Also on your journey through your junior and senior year you will have to be more responsible, gain more power, have more freedom, and see your true potential. As you become more responsible, gain more power, have more freedom, and see your true potential you should consider this quote “Watch your thoughts, they become your words; Watch your words; they become your actions; Watch your actions; they become your habits; W...
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)
Employees have to work in a culture where they are presented with challenges and develop solutions by questioning their fellow work team rather than just following suit and agreeing or settling. “Toyota views employees, not just as pairs of hands but as knowledge workers who accumulate chi- the wisdom of experience- on the company front lines” (Takeuchi, 2008, p.98). This establishes input from everyone in the company even the frontline workers. “A “community of fate” ideology is developed, which means that employees feel that they and the organization share the same fate that they will succeed or fail together.” (Besser, 1995, p.383). This helps the personal goals align with organizational