July 12, 2008

Research Proposal on Predictors of Organizational Effectiveness of Joint Asset Development Team (JADT) Qatargas 3&4 Onshore Project, Ras Laffan Industrial City, Qatar

1.0  Title

The working tile of this research is initially drafted as Predictors of Organizational Effectiveness of Joint Asset Development Team (JADT) Qatargas 3&4 Onshore Project, Ras Laffan Industrial City, Qatar

2.0  Background of the Study

Established in 1984, Qatargas is a natural gas company in Qatar has natural production offshore. Qatargas supplies the LNG plant in Ras Laffan and has three operation LNG trains. Qatar Petroleum, ExxonMobil, Total, Mitsui and Marubeni are the company's shareholders. Dubbed as the Qatargas ll, a joint venture between Qatar Petroleum and ExxonMobil was created so as to feed the South Wales Gas Pipeline with its two LNG trains. To complement Qatargas ll project, the company built the Qatargas lll and lV. The former is a joint venture between Qatargas and ConocoPhilips while the latter is between Qatargas and Shell. Initially a separate project, Qatargas 3 and 4 are now consolidated through a joint asset development team (JADT). JADT is staffed by Qatargas, ConocoPhilips and Shell employees as well as project direct hires and short-term contractors.   

The development of the two projects is consolidated under the management of JADT for the purpose of leveraging the benefits and economies of scale while also sharing technological know-how and expertise despite the separate ownership. An interview the Chief Operating Officer of Qatargas 3 and of the Qatargas 3 and 4 JADT disclosed that the actions made for both projects target sharing of offshore facilities in terms of wells, production platforms and pipelines to bring the natural gas to Ras Laffan Industrial City (RLIC). From here, the gas will be then delivered to each of the two LNG production trains. JADT focuses on bringing together the necessary contractors, shareholders and resources into a cohesive unit.   

3.0  Statement of the Problem

Though the joint venture may allow repositioning, can create independence and can have regulatory advantages offshore, Qatargas 3 and 4 might experience complex negotiations and issues of ownership, management and on-going investment in the long run and in return jeopardise organisational optimisation in return. Apart from this, the process of consolidation of the managerial functions may compromise structure and may be more ad hoc especially when it comes to managing the workforce towards achieving organisational effectiveness. Since there is the mixture of staff, then there will be emergent conflicts in aspects of job performance in lieu with accomplishing organisational objectives and motivation in lieu with varying degree of commitment and competence. There is the drive then to analyse and evaluate the organisational effectiveness predictors of JADT in RILC.

4.0  Research Aims and Questions

The main aim of this research is to conclude the various predictors of JADT's organisational effectiveness in light of the three companies that contribute to the numbers of staff as well as through direct hiring and contracting. To wit, the construction of Qatargas 3 and 4 started in 2006 and are expected to complete in 2009 and 2010. To achieve this general purpose, the study will seek to answer the following questions:

1) What is the demographic Profile of the following respondents and local of the study

a. Long term Employees

a.1 QG

a.2 PDH

a.3 CWO

a.4 Secondee

b. Short term Employees

b.1 Inspectors

b.2 Staff In terms of the following :

a) Age

b) Civil Status

c) Gender

d) Education

e) Nationality

f) Length of Service

g) Salary

2) What is the level of the organizational effectiveness in terms of

2.1. Extent of attainment of Objective

2.2 level of Job performance

3) What is the Level of Motivation in terms of

3.1 Incentives and Reward System

3.2 Competence

3.3 Commitment

4) What is the level of organizational effectiveness of Qatargas 3 and 4 Onshore Project in terms of the following

4.1 Extent of Attainment of Objectives

4.2 Level of Job Performance

5) Is there a significant relationship between the level of Organizational effectiveness and the following

5.1 Profile

5.2 Level of Organizational Climate

5.3 Level of motivation

6) What is the best predictor of organizational effectiveness?     

5.0  Research Methodology

The research has three sets of independent variables and one dependent variable. These are demographic profile of respondents, level of organisational climate and level of motivators; and organisational effectiveness in terms of extent of attainment of objectives and level of job performance. This research will utilise a multi-method approach to gather pertinent data. Survey strategy is the first one and the questionnaire will be the survey instrument. The first part will contain information regarding the researcher and the purpose of the study; details about the respondents such as name, age, address and contact information while the second part will be the survey proper. The second method will be the case study which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evidence. As such, the researcher will employ various data collection methods such as questionnaires, interviews, observations and documentary analysis.   


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