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Human Resource Management of Marathon Oil

Discuss Human Resource Management of Marathon Oil within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Marathon Oil Corporation, (NYSE: MRO) is a United States-based oil and natural gas exploration and production company. Principal exploration activities ...



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Human Resource Management of Marathon Oil
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Netra Shetty
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Human Resource Management of Marathon Oil - January 27th, 2011

Marathon Oil Corporation, (NYSE: MRO) is a United States-based oil and natural gas exploration and production company. Principal exploration activities are in the United States, Norway, Equatorial Guinea, Angola and Canada. Principal development activities are in the United States, the United Kingdom, Norway, Equatorial Guinea, and Gabon. In addition, Marathon operates other businesses that market and transport its own and third-party natural gas, crude oil and products manufactured from natural gas, such as liquefied natural gas and methanol, primarily in the United States, Europe and West Africa. Marathon's headquarters facility is the Marathon Oil Tower in Houston, Texas.[

2002). The G&D Program has identified the following global sourcing strategies:

Increasing overall Center visibility–potential avenues are maintaining attractive and informative
websites where job opportunities are clearly visible; being visible to universities and research
institutions important for the disciplines of the Center, across regions; visibility with relevant
scientific and professional associations;

Writing diversity-positive announcements that project a competitive image of the Center;

Utilizing the internet for widespread posting of position announcements;

Utilizing internet search tools for finding the hard-to-find;

Advertising via print media and radio–consider the regional and gender audiences when selecting
outlets; and

Hiring recruiting firms (for more senior positions);

Tapping employee referrals.


Performance appraisal is now widely recognized as an essential process for making people successful,
by having agreed work objectives and priorities clear standards for judging success and a structured and
transparent process for staff and their managers to communicate about how these standards are being
met and what may be needed to address shortfalls.

An effective performance management system should

improve the understanding that staff members have of their work responsibilities by clearly
identifying their major work objectives and the quality of performance that is expected of them

improve the understanding that managers have of their own work responsibilities

enhance communication between the staff member and respective manager on work-related issues

help staff to assess objectively their own work performance

help managers to assess objectively the work performance of the staff who report to them

identify and resolve any performance-related problems in a timely way

provide an opportunity to identify staff development needs

enhance job satisfaction for staff at all levels

provide information to management to help them make decisions on professional advancement and
allocation of rewards to staff

link individual performance and development to organizational objectives

Effective performance management systems include the following features:

There is a clearly defined start, middle, and end of the appraisal cycle (i.e., to keep the system
“alive” during the year, rather than it being a “once-a-year” exercise);

The “performance targets” accommodate both work objectives and required competencies, with a
clear alignment between the latter and the organization’s staff classification guidelines;

There is a higher level manager’s review of the performance targets to ensure consistency of
expectations of staff in the same staff group and grade;

Some form of diary is maintained for both parties to record progress/problems/changes in objectives
(rather than trying to recall, at the end of the year, events that occurred 8 months before);

There is a mid-term progress review, with brief notes;

The first input to the end-of-year appraisal is provided by the staff member, with specific provision
for recording unexpected achievements/benefits (i.e. other than those planned when the objectives
were set);

There is a face-to-face meeting between supervisor and staff member, at which the latter provides
his/her assessment and reconciles any differences of opinion and allocates a performance rating;

A sensible number of options are available for performance ratings, well-worded (i.e., don’t use the
term “satisfactory”), and there is a clear, logical connection between the ratings and (a) the
achievement of objectives and (b) demonstration of competencies;

There are clearly defined channels for resolving disagreements between staff member and
supervisor; and

There is a higher level manager’s review of the evaluation to ensure consistency of evaluation of
staff in the same staff group and grade.
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