GRIEVANCE HANDLING PROCEDURE IN HINDALCO INDUSTRIES LIMITED

Summer Training Project Report

Submitted to
U.P. TECHNICAL UNIVERSITY, LUCKNOW (U.P.) In Partial fulfillment of the requirement of the Degree of Master of Business Administration
Prepared by:
Vinita Rai MBA 3rd semester Roll no:

Training Supervisor:
Mr. A.P. Pandey Manager (E.R.) Hindalco Industry Ltd. Renukoot

(20010-11)

Department of Business Administration

TECHNICAL EDUCATION & RESEARCH INSTITUTE Post Graduate College, Ghazipur 233001 (U.P.)
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CERTIFICATE
This is to certify that Vinita Rai, pursuing MBA 3rd Semester from this institute, has prepared the summer training project report entitled GRIEVANCE HANDLING PROCEDURE IN HINDALCO INDUSTRIES LIMITED. in partial fulfillment of the requirements of the degree of Master of Business Administration from Uttar Pradesh Technical University, Lucknow, for the session 2010-2011. This report is based on summer training project report undertaken by Vinita Rai, at Hidalco Industry Ltd. under the supervision of Mr. A.P. Pandey during the period of 28th Jun to 28th August and fulfills the requirements of regulations relating to the nature and standard of MBA course of U.P. Technical University. I recommend that this summer training project may be sent for evaluation.

Rahul Anand Singh Head, Department of Business Administration

DECLARATION

I, Vinita Rai, hereby declare that this summer training report entitled grievance handling procedure in Hindalco has been prepared by me on the basis of summer training done at Hindalco Industry Ltd. Renukoot, Sonbhadra. During the period 30 June to 30 Aug under the supervision of Mr. A.P. Pandey. This summer training project report is my bonafide work and has not been submitted in any form to any University or Institution for the award of any degree or diploma prior to the under mentioned date. I bear the entire responsibility of submission of this project report..

30th August 2010

Vinita Rai
M.B.A. III Semester Department of Business Administration Technical Education & Research Institute, P.G. College, Ghazipur.

PREFACE

In its broadest sense summer training project report is necessary to make the students of business school familiar with the industrial environment prevailing in the world. To be competitive and work aggressive, students need to know the policies, procedures and the trends going on in the present industrial world.

Industrial relation constituents one of the most delicate and complex problem of the modern industrial relation.

It creates harmony and industrial peace. In present scenario the maintains of industrial harmony and peace is not an easy task because there is hardly a company where the employees do not have grievances of one kind of the other. These grievances are a rust on human relations. Although the government as well as the private industries are paying there serious attention towards redress of these grievances. Because the cost of grievance can be high in terms of time laws, poor work, damage to costly machines why neglecting employee resentment, poor customer service, union management conflict as so on. A grievance which generate emotional pressure.

A grievance handling machinery is a systematic process through which a grievance can be solve and it is the need of the modern industrial system to prescribe a grievance procedure as there policy rule. The private industries have their own grievance handling procedure as a policy rule.

This project report has been made by us as an initial part of this course of Master of Business Administration. Our project study is mainly conducted with the objective of studying the grievance redressal machinery of any industry and we have conducted our project study at Hindalco Industries Limited , Renukoot, Sonbhadra The purpose and objective of this project report is to find out the grievances of worker, employee & supervisor. The report is hard intends to reflect some of the basic covered under the GRIEVANCE HANDLING of HINDALCO, EXTRUSIONS a first truly MNC of India. The total aspects have been formulated and presented on the basis of ideas and information gathered by this investigator during a shorter span of project training i.e. an important portion of the MBA curriculum leading to an opportunity for the participant to have a practical exposure of the contents under the topic beyond what has already been studies during the class-room interaction.

This report has been written in response to a comprehensive study, conducted on the GRIEVANCE HANDLING of HINDALCO INDUSTRIES LIMITED. The report mentions and evaluates the various aspects, pertaining to the distribution channel of the company. After a thorough analysis of the various facts stand figures, a set of recommendations has been given at the end of the report and also we have made a survey by quenstionnaire method with a sample of 35 employees in month of June and July in Hindalco Industries Limited, Renukoot. The first chapter gives a brief overview of grievance handling procedure in Hindalco and also be included a brief overview of Hindalco industry Ltd.. In this information is provided is about the Hindalco Mission, organization structure, financial performance, product and services. The second chapter is dedicated to the its objectives, scope and limitation of the research. The third chapter is the summary of the various research methodology use for the development of the project. Data analysis and interpretation of the survey conducted over a group of 35 employee is providing in chapter four in this various graphs and tables are given as per the research.

Chapter 5 deals with the finding and recommendation related to the project. These finding and recommendations are based on the data analysis and interpretation done in the previous chapter. The conclusion of the project is provided in Chapter 6 and this chapter also deals with the limitations of the study and research work. We are confident that anyone who goes through the report will learn how much we have learnt & benefited during this period.

Vinita Rai

ACKNOWLEDGEMENT
At the onset I must bow down in reverence to the almighty that blessed us with the understanding & prevalence that is needed in this kind of project report. With the great pleasure I express our heartiest thank to Mr. S.K. das (Manager Training and Development Centre), for providing me an opportunity to undergo summer training in Employee Relation department of Hindalco Limited, Renukoot

With great pleasure I express my heartiest thanks to Mr. A. P. Pandey (E.R.Manager). without whose unrelated support and guidance, this project would just not have been possible. I am very thankful for his invaluable guidance, support, and affable & friendly nature. He guided me at each and every stage of project. With great pleasure I express my heartiest thanks to extend my sincere RAHUL ANAND SINGH (Head of department T.E.R.I. GHAZIPUR) without whose unrelated support and guidance, this project would just not have been possible. I am very thankful for his invaluable guidance, support, and affable & friendly nature. He guided me at each and every stage of project.

With great pleasure I express my heartiest thanks to extend my sincere NEETU SINGH (Training and Placement In-charge T.E.R..I. GHAZIPUR) thanks without

whose unrelated support and guidance, this project would just not have been possible. I am very thankful for his invaluable guidance, support, and affordable & friendly nature. She guided me at each and every stage of project.

I would like to thanks to Mother and Father who supported me mentally, emotionally through out the completion of this project and without their blessing the completion of this project is difficult. I am equally indebted to my friends who always inspired and motivated me to do something better through out this project.
At last, but not the least, I would like to extend my sincere thanks to all the respondents to whom I visited for giving their support and valuable information, which helps me in completing my project work.

Vinita Rai M.B.A.III Sem

Preface... Acknowledgement Declaration... Certificate .

Part II Chapter-1 : Introduction to the topic

1.1 Brief History of organization 1.2. Organization structure 1.3 Products of the company 1.4 Financial Performance of the past years

Part II INDES OF CONTENTS

Chapter-2 : Research problem 2.1 Objectives of the Study 2.2 Scope of the Study Chapter 3 : Research Methodology Chapter 4: Data Analysis & Interpretation Chapter 5 : Findings & Recommendations & Suggestions Chapter 6: Conclusion & Limitations of the Study
Bibliography

Appendix

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PART I

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CHAPTER-1 INTRODUCTION TO THE TOPIC & ORGANIZATION

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INTRODUCTION
Every employee has certain expectation which he thinks must be fulfilled by the organization. He is working for when the organization fails to do this he develops a fillings of discount or dissatisfaction when an employee feels that something is unfair in the organization. He is said to have a Grievance.

DEFINITION
According to Jucius, any discontent or dissatisfaction whether expressed or not, whether valid or not, arising out of any thing connected with the company which an employee thinks , believes or even feels to be unfair, unjust or inequitable. GRIEVANCE Grievance is any discontent or dissatisfaction that affects organizational performance. As such it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the dissatisfaction of employees goes unattended or the conditions causing it are not corrected, the irritation is likely to increase and lead to unfavorable attitude towards the management and unhealthy relations in the organization. The study is to find whether the grievance handling mechanism ensures that employees problems are recognized and appropriately reviewed in a prompt and timely manner. The

grievance mechanism acts as a foundation for a harmonious and healthy relationship between employee and employer. The grievance mechanism ensures a fair and just treatment of

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employees concerns and prompt resolution of grievances without discrimination, coercion, restraint or reprisal against any employee who may submit or be involved in a grievance. The formal mechanism for dealing with such workers dissatisfaction is called grievance procedure. All companies whether unionized or not should have established and known grievance methods of processing grievances. The primary value of grievance procedure is that it can assist in minimizing discontent and dissatisfaction that may have adverse effects upon co-operation and productivity. A grievance procedure is necessary in large organization which has numerous personnel and many levels with the result that the manager is unable to keep a check on each individual, or be involved in every aspect of working of the small organization.

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LITERATURE

RELATED TO GRIEVANCE

Measures of supervisory behaviors and supervisors knowledge of the collective agreement should, intuitively, be related to the occurrence of grievance events, but there has been no theory advanced to explain grievable events. Kliener , Nigkelsburg and Pilarski implicitly assumed that supervisor monitoring of employees will increase the number of grievable events, but a theoretical basis or rationale for this assumed relationship is not discussed. Grievance were less satisfied with their jobs, had poorer attitudes toward their line supervisors, had greater feelings of pay inequity, had stronger beliefs that workers should participate in decision-making, were less satisfied with their unions, and more active in their unions. The lower satisfaction with the union among grievant may be due to dissatisfaction with the processing of grievances. Grievance were more younger and had less education than non grievance. Gordon and Miller, Allen and Keavney and Klass note the important role that expectancy theory could play in differentiating grievance and non grievance. Although not a complete test of expectancy theory, Lewin and Boroff did include the employees perceived effectiveness of the grievance procedure as an explanatory variable. Surprisingly, this was not significantly related to grievance filing. Further research focusing on expectancy theory and grievance filing that more fully develops testable hypotheses derived from expectancy theory seems appropriate.

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Bemmels, Reshef and Stratton-Devine included the shop stewards assessment of how frequently employees approach them with complaints. Although most grievances are formally filed by employees, the initiation of a grievance can come from employees or stewards. Complaining to the shop stewards is the employees role in the grievance initiation process. Both of these studies found the work group with employees who complained to the stewards more frequently had grievance rates. Employees complaining to their stewards is a precursor to grievance filing. The measure of consideration and structure were significantly related to frequency of employee complaints in Bemmels and the stewards assessment of the supervisors knowledge of the collective agreement was negatively related to complaints. Lewin and Peterson found a positive relationship with grievance procedure structure and grievance rates. They also found higher grievance rates under procedures that include provisions for expedited grievance handling. It was found that provisions allowing oral presentation of grievances was related to lower rates of written grievances, and screening of potential grievances was related to lower rates of written grievance, and screening of potential grievances by a committee or other union officials was associated with lower grievance rates. The number of steps in the grievance procedure and the length of time allowed for filing a grievance were not related to grievance rates. Lewin and Peterson argued that evaluations of grievance procedure effectiveness should include subjective evaluations by the participants as well as objective measures reflecting the operation of the grievance procedure. They argued that subjective evaluations are the preferred method for evaluating grievance procedure effectiveness. Effectiveness was difficult to interpret from measures reflecting the operation of grievance procedures such as grievance rates, settlement levels and arbitration rates since it was not clear what the optimal magnitudes might be for these 16

measures. Furthermore the purpose of grievance procedure is to resolve disputes about the interpretation and application of collective agreements. Grievance procedures exist for the benefit of the employees, employers and unions. If the parties were satisfied with the operation of the grievance procedure, it seems to more important than attaining some predetermined optimal magnitude of grievance filing or when, where, and how grievances are being resolved. Grievance procedures are related to other attitudinal measures and the behaviors of shop stewards in the grievance procedure. Grievance procedure effectiveness was related to union members overall satisfaction with the union. Grievance procedures have been found to relate to union commitment, employer commitment and dual commitment. Employer commitment has found to be negatively related to absenteeism and turnover and union commitment has found to have a positive relationship with union participation and with shop steward behavior in the grievance procedure. Many studies still report empirical analysis with no theoretical grounding, or only intuitive and ad hoc hypotheses. Grievance could be classified into 4 basic types: Discrimination charges, rules violation, general or unclassified complaints and discipline. Discrimination was spelled out as based upon race, sex, religion, color, national origin, age, veteran status, or handicapped. Grievance corresponding rules violation was an employees interpretation of application of policies and procedures governing personnel policies, department work rules, unsafe or unhealthy working conditions, or other policies or procedures of a working nature. Disciplinary actions are the category least classified as a grievance. Legalistic approach was used to handle such cases. With the possibility of adverse legal action arising from unjust

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discipline, separate systems are often established in discipline cases to ensure the employees complete due process rights. Five types of grievance systems were typically noted in the literature. They were the open door policy, step-review method, peer-review also called the grievance committee or roundtable, ombudsman and hearing officer. In the public sector study. The predominant method of grievance adjudication was the step-review method used either singularly or in combination with a peerreview committee. The step-review method had characteristics similar to the grievance / arbitration procedures found in union contracts. The step-review method has a reestablished set of steps for reviewing employee complaints by succeeding higher levels of agency personnel.

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Nature of Grievance
A grievance may be submitted by a worker or several workers in respect of any measures or situation, which directly effects or is likely to affect the conditions of employment of one or several workers in the organization. Where grievance in transformed in a general claim either by the union or by a large number of workers. It falls out side the grievance procedure and normally comes under the purview of collective bargaining. A study conducted by S. Chandra the following areas where causes of employee grievance 1. 2. 3. 4. 5. 6. 7. Promotion Amenities Continuity of service Compensation Disciplinary action Fines Increments

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8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.

Leave Medical benefits Nature of Job Payment Acting Promotion Recovery of dues Safely appliances Super annotation Supersession Transfer Victimization Condition of Work.

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Causes of Grievances
The causes of grievances may broadly be classified in the following categories : A- Grievance resulting from working condition 1. Improper matching of the worker with the job 2. Changes in schedule or procedure 3. Non-availability of proper to, machines and equipment for doing the job. 4. Bad physical condition work place 5. Tight production standards 6. Failure to maintain proper disciplines 7. Poor relationship with the supervisor B- Grievnace resulting from management policy : 1. Wage payment and job rates 2. Promotion, demotion and discharge 3. Hostality towards a labour union 4. Lack of carrier planning and employee development plan 5. Leave over time, seniority, transfer. 21

C Grievnce resulting from alleged collection of 1. The collective bargaining agreement 2. 3. 4. 5. Management responsibility Central or state law Past practice Company

D- Grievance resulting from personal male adjustification: 1. 2. 3. Over ambition Excessive self esteem Impractical attitude to life, etc.

Over manifestation of a grievance by an employee taking resources to the formal procedure may not in all cases solve the real problem. It is true in many cases the grievance could be taken care of through the grievance process but there are instances and occasion when a much deeper analysis of the systems, procedure, practice and personalities in the organization need to the examined for the possible casual relationship between their the grievance. It is well known that the formally stated grievance is not always the real grievance. There may be hidden reason such as problem supervisor e.g. an individual may have difficult in relating to a work with a totally different value system. The factors contributing to the grievances should be properly studied and analyses

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to ensure that infect the expressed grievance represents the problem stated and not any other problem the factors commonly found to contribute to employ grievance are management practice, union practice personality traits.

Management Practice
The style of management followed by the autocratic at one and of the scale or totally participate at other would need to the related. Provided also that a workman or a registered union of which he is a member may submit a complaint of demonical for decision to the labor commissioner or to state conciliation officer direct without first refreshing it to the labor officer of the industrial establishment or if there is none, any other officer appointed by the employer in his behalf or the employer.

Sources Grievances :
From a practical point of view, it is probably easier to list those items that dont precipitate grievances than to list the ones that do just about any factor involving wages, houses or conditions of employment has & will be used as the basis of a grievance. However certain grievances are more serious than others since they are usually more different to settle. Discipline cases & Seniority problems including promotions transfers & layoffs would top this list, others would include grievances growing out of Job evaluations & wore assignments, overtime, vocation, continue plans & holdings.

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There are fine actual examples of grievances as presented to Reed Richardson :

(a) Absenteeism : An employer filed an employee for exclusive absences. The employee field a grievance starting that there had been no previous warnings or discipline related to exclusive absences. (b) Transportation An employee on two occasions refused to obey a supervisors order to meet with him unless a union representative was present at the meeting. As a result the employee was discharged & subsequently filed a grievance protesting discharge. (c ) Overtime Sunday overtime work was discontinued after a department was split. Employees affected field a grievance protesting loss of the overtime work. (d) Plant Rules : The plant had a posted rule barring employees from eating or drinking during unscheduled breaks. The employees field a grievance claiming the rule was arbitrary. (e ) Seniority

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A Junior employees was hired to fill position of a laid off senior employee. The senior employee field a grievance protesting the action.

Arbitration Arbitration is a procedure in which a neutral third party studies the bargaining situation, listens to both the parties and gathers information, and then makes recommendations that are binding on the parties. Arbitration has achieved a certain degree of success in resolving disputes between the labours and the management. The labour union generally takes initiative to go for arbitration. When the union so decides, it notifies the management. At this point, the union and company must select an arbitrator.

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Guidelines
When processing grievances, there are several important guidelines to consider: Check the grievance title and employment status to determine if he / she are included in a union eligible classification. Note the supervisors respondent obligation under the grievance procedure. Review the requested solution to the grievance. Determine if the relief sought is beyond a supervisors authority to grant. Review all policies or other information related to the grievance. Conduct a thorough investigation of the allegations. Prepare a written response including the reason for the decision and provide a copy to the grievant. Grievance materials should be maintained in a separate file from either personnel files or records.

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Benefits of having Grievance procedure:

The grievance procedure provides a means for identifying practices, procedures, and administrative policies that are causing employee complaints so that changes can be considered. They reduce costly employment suits. A grievance procedure allows managers to establish a uniform labour policy. A grievance system can be a reliable mechanism to learn of, and resolve employee dissatisfaction. It can produce early settlements to disputes or provide for correction of contested employment issues.

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Guidelines for grievance handling developing the proper Environment

The best way to handle a grievance is to develop a work environment in which grievances dont over in the first place. Concentrative grievance handling depends first on your ability to recognize diagnose and correct the causes of Potential employee appraisals inequitable wages or poor communication, before they become formal grievances Some grievances : Dos & Dont Do : Investigate & handle each & every cases though it may actually result in an altercation hearing. Talk with the employee about his /her grievance, give the person a good & full hearing. Require the union to identify specific contractual provisions allegedly violated Simply with the contractual time units of the company for handling the grievance. Visit the work area of the grievance Determine whether there were any witnesses Examine the grievance personal record.

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 Fully examine prior grievance records. Treat the Onion Representative as your equal. Hold your grievance discussions privately. Full inform your own supervisor of grievance matters.

Donts : Discuss the case with the union steward alone the grievant should definitely be there. Make arrangements with individual employees that are inconsistent with the labor agreement. Hold back the remedy if the company is wrong. Admit to the binding effect of a past practice Relinquish to the union your rights as a manager Settle grievances on the basis of what is fair. Instead, stick to the labour agreement, which should be your only standard. Bargain overtimes not covered by the contract Treat as subject to arbitration claims demanding the discipline or discharging managers. Give long written grievance answers Agree to informal amendments in the contract Deny grievances on the premise that your hands have been tied by management.

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. Overview of Human capital (as on 1st Jan 2008) Category of employee Managerial Staff Supervision staff Work men Total strength Total employee strength 1029 1211 8159 10399

HR VISION To provide an enabling environment where employees competencies are nurtured and harnessed towards sustainable business growth & leadership. HR MISSION To proactively assess and provide services for the HR needs of the business & customers for the attainment of organizational goals

HR Objectives

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To collaborate with and support internal customer of HR in achieving business objectives through services viz effective manpower planning ensuring harmonious industrial relations etc.

To review and redesign the structure of the organization with clarity of roles, responsibility and accountability for overall organizational effectiveness and speedy response to the emerging business challenges.

To develop knowledge and skills of the employees and groom leaders with functional and business competencies to meet future demands of the organization(viz. Flexibility & Change management)

To benchmark best HR practices in order to enhance human resources effectiveness. To enhance employee productivity through rationalization of employees and manpower optimization

To promote employees involvement in decision making , team working creatively and empowerment

To institutionalize transparency by farming updating & communicating systems and processes

To maintain good relation government/external agencies in order to better serve the organizational cause

To provide a safe and healthy work environment and continuously benchmark an upgrade the standards of safety and hygiene; and

To work towards improving the quality of work life of employees and their families.

EMPLOYEE RELATION DEPARTMENT 31

This department is part of HUMAN RESOURCE which handles & takes care of the Welfare Facilities provided by the company. EMPLOYEE RELATIONSHIP Industrial relations involve attempts at arriving at solution between the conflicting objectives and values between the profit motive and social gain between discipline and freedom between authority and industrial democracy between bargaining and co-operation and between conflicting interests of the individual the group and the country. It is the relation between the management of an industrial enterprise and its employees Unionism Collective Bargaining Workers participation in management Discipline and grievance handling Industrial disputes and interpretation of labour law Rules and Code of Conduct. Main Objectives of ER Maintain congenial relation between employees and employer Promote and Develop congenial labour management relations Enhance the economic status of the Worker Regulate the Production Socialize industries by making the government as an employer

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Encourage and develop trade unions Avoid industrial conflict Extend and maintain industrial democracy.

Responsibilities of An ER manager To keep abreast of Industrial law To conduct or assist in the conduct of negotiations To ensure that agreements reached are intermitted To monitor that observation of agreements and produce employees To correct the situations which go wrong To provide statistics and information

ER MANAGEMENT AT HINDALCO INDUSTRIES LTD. As already stated above that Er does not include only the employer the employee and the government, but also the trade unions and the courts and law. At Hindalco Industries Limited trade unions and the central and state laws framed for industries are given equal importance. Trade Unions At Hindalco Trade unions act as one of the major players in employee relationship management. They act as mediator between the ER manager and the workers Hindalco Industries Limited also has a number of both recognized and unrecognized unions. Their names are as follows. Recognized Rashtriya Shramik Sangh

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Hindalco Sharamik Sangh Aluminium Karamchari Union

Unrecognized Hindalco Pragatisheel Mazdoor Sabha Hindalco Worker Union Metal Mazdoor Sabha Hindalco Workers Union Metal Mazdoor Panchayat

Other functions of ER department Satisfaction Survey for Workmen Create good industrial relation to run the organization well Communication with contract union, trade union and employees ER department also keep industrial peace

Communication process in ER department ER representative Direct communication Union leaders E-mail Notice Group communication HOD notice 34

Service indicators in ER department Daily meetings Annual turnover OHA (Organizational health survey) Questioners of surveys. Employee turnaround Employee communication Employee change readiness

Group Companies Grasim Industries Ltd. Hindalco Industries Ltd. Aditya Birla Nuvo Ltd. Ultra Tech Cement Ltd. Indian Companies PSI data systems Aditya Birla Minacs Worldwide Ltd. Shree Digvijay Cement Ltd. Idea Cellular Ltd. Aditya Birla Indulators. Aditya Birla Retail Limited Bihar Caustic and Chemical ltd. Joint Ventures Birla Sun Life Insurance Birla Sun Life Asset management Company Ltd. Birla Sun Life Distribution Company Ltd. Tanfac Industries Ltd.

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Grievance Handling Procedure at Hindalco

The term handling is used to designate claim by workers of a trade union concerning their individual or collective rights under a applicable collective agreement, individual contract of employment, law, regulations, work rules, custom or usage. Grievances generally arise from the day to day working relations in an undertaking, a worker or trade union protest against an act or omission of management that is considered to violate workers rights grievances typically arise on such matter like discipline and dismissal, the payment of wages and other fringe benefits, working time, overtime and time-off entitlement, promotions, demotion and transfer, right deriving from seniority, right-of supervisors and union officers, job classification problem, the relationship of works rules to the collective agreement and fulfillment of obligations relating to safely and health as laid down in the agreement.

Procedure at Hindalco
An aggrieved employee will put his grievance orally of written to his shop supervisor. An answer should be given within 48 hr of the presentation of the complaint but at hindalco There is no time limit it is redressed as soon as possible. If the grievance is not redressed it can be referred to sectional head then too department head.

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If the decision of the department head is unsatisfactory, the aggrieved worker may request that his grievance be forwarded to the labour officer who will try to redress the grievance or put his note and forward it the head H.R. The labour officer/HR had will give the feedback to the concerned employee through sectional head. In addition the aggrieved employee may contact the sectional head, Deptt. Head, Labour officer or any other reconvened authority. Cycle time of redresses of grievance is 3 to 5 days and there is collective bargaining with three recognize union at Hindalco atHindalco1- Hindalco Pragatisheel Mazdoor Sabha (aituc) 2- Hindalco Workers Union (ITU) 3- Metal Mazdoor panchayat (HMPK)

COUNCELLING APPROACH OF GRIEVANCE REDRESSAL

On the way of acquiring job satisfaction a hindrance generally due to presence of psychological or emotional dissatisfaction among employees. They may feel some types of emotional of grievances such as work over bad time pressure poor quality of supervision insecure political climate ambiguity, difference between company and employee values change of any type, especially when it is major and unusual. This type of grievance may be cause to employee a stress which may lead to a major physical or mental disorder. So from the point of view will being and organizational piece and harmony . An adequate system for redressel of this type of grievance shall be adopted by the management . Although a grievance redressel machinery exists in the organization but it may have not capacity to solve emotional or physical grievance of employees. The policy matter of grievance 37

may not be the property introduced in such machinery until the counseling process is not linked with this machinery. Counseling is discussion of a problem that usually has a motional content with an employee in order to help the employee cape with it better. Counseling seeks to improve employee mental health. Good mental health means people feel comfortable about themselves, right about other people and able to meet the demands of life. Counseling may be performed by both professionals for example both human resource specialist and supervisor who is not framed in counseling may counsel employees. Counseling usually confidential, so these employees will feel free to talk openly about their problems. Although a few companies has employee counseling programs at an earlier data, the recognized the beginning of employee counseling as in 1936 at western electric company in Chicago. This was the first time a company used the term Personnel Counseling for employee counseling services. Employ job satisfaction definitely improved as a result of counseling.

Counseling functions
The general objective of the counseling is to help employees to develop better mutual health so that they will grow in self confidence understanding, self control and ability to work effectively. The counseling objective is to achieve through one or more of the following counseling functions. Advice :

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Telling a person what you think should be done Reassurance : Giving a person the coverage and the confidence to face out different problems Communication : Providing information and understanding Release of Emotional Tension : Helping person feel free to tensions Clarified Thinking : Encouraging an internal change in goal and values Emotions are a normal part of life as well as of the whole employee and grievances which has emotional touch to employ, must be considered a part of total employment situation for which the management is responsible. For these reasons the grievance redresser machinery should be mentioned with arrangement of proper counseling service. The counseling service must be provided at initial stage of Grievance Handing Machinery, such as stage I or III. For this reason all managers for lowest to the highest level need training to help them understand problems of employees to counsel them effectively.

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Grievance redressel System

1. Placement of employee relation representative/ H.R. representative in the plant. 2. Job related grievance i.e. promotion/housing/increment/employment relation issues. 3. Cycle time of redresses of grievance 3 to 5 days. 4. Collective bargaining with 3 recognized unions (Rastriya Sramik Sangh, Hindalco Sramik Sangh, Aluminum Sangh)

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How to know about Grievance :

A good management redress grievance as they arise excellent management anticipates them and prevents them from arising A manager can know about the simmering even before they turn in the actual grievance through several means such as the exist interviews grip boxes opinion surveys and the open door policy. Exit Interview Employees usually quit organizations due to dissatisfaction or better prospects elsewhere. Exit interview if conducted carefully can provide important information about employees grievance. Grip Boxes These are boxes in which the employees can drop their anonymous complaints. They are different from the suggestion boxes in which employees drop their named suggestions with an intention to receive rewards. Opinion Survey Management can know about the grievance of employee through various means of opinion surveys in their organization. Group meetings in periodical interviews with employees. collective bargaining session are some other means through which management can set information about employees dissatisfaction before it turns into a grievance.

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The grievance procedure

An important aspect of the grievance machinery is the reassurance given to an individual employee by the mere fact that there is a mechanism available to him which will consider his grievance in a dispassionate and detached manner, and his point of view will be heard and will be given due to instance, the grievance concerns a supervisors action The procedure normally envisaged in the handling of grievance should be as follows : An aggrieved employees shall first present his grievance verbally in person to the officer designated by the management for this purpose. An answer shall be given to him with in 48 hours of the presentation of the complaint. If the worker is not satisfied with the decision of this officer or fails to receive an answer with the stipulated period. He shall in person and or accompanied by his departmental representative if required, present his grievance to the head of department designated by the management for the purpose of handling grievance. The departmental head shall give his decision with in three days of presentation. If the action cannot be taken with in that period, the reason for the delay should be recorded. In the decision of the departmental head is unsatisfactory the agreed worker may request the forwarding of his grievances to the grievance committee which shall make its recommendation to the manager with in 7 days of the workers request. The unanimous recommendations of the grievance committee shall be implemented by the final decision of the management shall be communicated by the personnel officer.

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If the decision of the management is communicated to the worker with in the stipulated time, or if it is unsatisfactory for him, he shall have the right to appeal to the management for a revision. The management shall communicated its decision to him with in a week of the presentation of workers revision petition. If no agreement is possible, the Union and the management may refer the grievance to voluntary arbitration with in a week from the date of receipt by the worker of the managements decision. 1-. For small Company 2- For unionized company

Grievance Handling Procedure in small Company Arbitration Local Union Representative Owner or Manager

Union Steward Employee

Supervisor

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Open door Policy

Some organizations extend a general invitation to their employees to informally drop in the managers room any time talk over their grievance. At first flange this policy man appear vary attractive but it has the following limitations. 1. Workable only in organizations 2. Top management cannot have adequate clues to assess a supervisors skill in handling 3. Top management may be too unfamiliar with the work situation in which the grievance developed. 4. Psychological and social barrier may prevent employees from actually entering the executives. 5. Office. The way open door can be most affective is for manager to walk through it and get out among his people. The open door is for management to walk through, not employees. The tone test of such policy is whether the top man behind the open door attitude and his employees psychologically free to enter to the cultural orientation of the work force. For instance The work force may composed of highly educated people who may dislike an autocrative style. Many researcher have pointed out social distance between the management and workers, there class and cultural the average worker is an some one having much lower scale is based upon him. In such case grievance machinery would not work in the manner it is intended to as working grievance would not to forth coming.

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Much also depends on the implementation of personnel policies if the implementation falls short the intended policy then there resultant gap could rise to the grievance, Related to this are ambiguities in personnel policies which many lead to grievances. Poor communication between management and its employees is another case of grievance. Lack of awareness creates uncertainty causes tension and suspicious in the mind of workers Consequentially breeding grievance is attractive but it has the following limitations. 1. workable only in small organization 2. Top management can not have adequate clues to assess a supervisors skill in handling grievance. 3. Top management may be to unfamiliar with the worker situated in which the grievance developed. 4. Psychological and social barrier may prevent employees from actually interning the executives office. The way the open door can be most effective is for a manger to walk through it and get out among his people. The open door for manager to walk through, not employees. The true test of such policy is whether the top behind the door has an open attitude and his employees psychologically tree to inter. Supervisory practices are a major source of grievance. Much depends upon the supervisors attitude and behavior towards workers supervisory style which results in inconsistency in the application of personnel policies, partiality in applying rules and decision and laxity in condoning unions or employees to be pass him on issues it is his contracted responsibility to deal, e.g. regarding job standards grievance process etc. All this build up pressure on individuals and could result in grievance if not an explosive industrial relation situation. 45

Union Practices
In firms where there are a multiplicity of unions many of whom may have political affiliation, there is constant jostling and lobbying for numerical strength and support. Where union formed on the basis of specialized crafts but are general unions the pressure to survive is great and hence there is a need to gain the support of the workers, unions some times are inclined to encourage the feeling of the grievance in order to demonstrate the advantage of union membership.

46

Need for a grievance handling procedure

The grievance handling procedure is a problem solving dispute setting machinery which has been setup following an agreement to that effect between labour and management Acoording to Mangrulker, A grievance procedure is essential because it brings uniformity in the handling of grievances it gives confidence to the workers, for if he does not get a fair deal, he knows what to do and whom to approach to ensure that he does get justice it as gives him confidence that his complaint will be investigated investigated and decision given in a reasonable period of time. The adoption of the grievance handling procedure is essential for a variety of reasons for example. Most grievances seriously disturb the employees. This may effect their morale productivity and their willingness to co-operate with the organizations. If an explosion situation develops this can be promptly attended to if a grievance handling procedure is already in existence. 1. It is not possible that all the complaints of the employees would be settled by the first line supervisors, for these supervisors may not have a proper training. So the grievances handling procedure is needed. 2. 3. It serves as a check on the arbitrary action of the management because supervisors know that employee are likely to seed it that protest does reach at higher management. It serves as an outlet for employees gripes discontent and frustrations. It acts like a pressure value on a stream boiler. The employees are entitled to legislature, executive and judicial protection and they get this protection from the grievance redressal procedure. The top management becomes increasingly aware of employees problems, exception and frustrations. It becomes sensitive to there needs, and cares for their well being.

47

Grievance Handling
Grievance handling is also done by E.R. department. Grievance comes to E.R. Office in written from or in verbal form. A simple grievance taken 3-5 days and if grievance is involved in policy matter than it takes many time. Grievance reprisal management is an important part of E.R. Department

48

Grievance Handling Tips

1. Never takes the complaints as the challenge to your authority or organization. 2. Patient hearing 3. Treat is as opportunity for positive action 4. Possible alternate solution 5. Concerned about grievance

49

PART II

50

CHAPTER-2 RESEARCH PROBLEM OBJECTIVE & SCOPE

51

Research Problem
To find the reason why employees are not effective on their work To find the satisfaction of employee toward the management . To find the reason of unsatisfaction of employee towards the grievance handling procedure of the organization.

OBJECTIVES OF THE STUDY

To study the effectiveness of grievance handling mechanism.

To identify whether the employees are aware of the grievance handling mechanism. To identify whether the grievance handling system leads to a favorable attitude towards the management To identify that the grievance handling system leads to a mutual understanding between workers and the management To know the level of satisfaction towards the grievance handling procedure of the organization To identify the factors influencing the effectiveness of the grievance handling in the organization

Scope for the study

The project throws light on need for Grievance handling mechanism and this study facilitates the management for further improvement on the same.

This study will be useful when similar kind of research is undertaken.

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CHAPTER-3 RESEARCH METHIDOLOGY

53

RESEARCH METHODOLOGY RESEARCH

Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new fact in any branch of knowledge.

RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and predicting phenomena, is called Methodology. Methods compromise the procedures used for generating, collecting, and evaluating data. Methods are the ways of obtaining information useful for assessing explanation.

TYPES OF RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact finding related largely to the present, abstracting generations by cross sectional study of the current situation .The descriptive methods are extensively used in the physical and natural science, for instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its use in social science is more common, as in socio economic surveys and job and activity analysis.

DESCRIPTIVE RESEARCH AIMS

To portray the characteristics of a particular individual situation or group(with or without specific initial hypothesis about the nature of this characteristics).

To determine the frequency with which something occurs or with which it is associated with something else( usually , but not always ,with a specific initial hypothesis).

54

The descriptive method has certain limitation; one is that the research may make description itself an end itself. Research is essentially creative and demands the discovery of facts on order to lead a solution of the problem. A second limitation is associated whether the statistical techniques dominate. The desire to over emphasis central tendencies and to fact in terms of Average, Correlation, Means and dispersion may not always be either welcome. This limitation arises because statistics which is partly a descriptive tool of analysis can aid but not always explain causal relation.

DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. One may under take a descriptive study about the work in the factory, health and welfare. A descriptive study may be concerned with the right to strike, capital punishment, prohibition etc:

A descriptive study involves the following steps: 1. Formulating the objectives of the study. 2. Defining the population and selecting the sample. 3. Designing the method of data collection. 4. Analysis of the data. 5. Conclusion and recommendation for further improvement in the practices.

Description of statistical tools used

Percentage method Correlation

Percentage method
In this project percentage method test and used. The following are the formula

Percentage of Respondent =

No. of Respondent

x 100

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Total no. of Respondent

CORRELATION

Correlation analysis deals with the association between two or more variables. It does not tell anything about cause and effect relationship. Correlation is described or classified in several different ways. Three of the most important ways of classifying correlation are :

1. Positive and Negative 2. Simple, Multiple and Partial 3. Linear and Non-Linear

Karl Pearsons method is popularly known as Pearsons coefficient of correlation. It is denoted by the symbol r.

xy Formula for Karl Pearsons coefficient r = ______________ x 2 * y2

The value of the coefficient of correlation as obtained by the above formula shall always lie between +1 and -1. When r = 1, it means there is perfect positive correlation between variables. When r = -1, it means there is perfect negative correlation between variables. When r = 0, it means no relationship between variables.

Data collection method

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Data was collected using Questionnaire. This method is quite popular in case of big enquires. Private individuals, research workers, private and public organizations and even government are adopting it. A questionnaire consists of a number of question involves both specific and general question related to Grievance Handling.

Sources of data
The two sources of data collection are namely primary & secondary.

Primary Data:
Primary data are fresh data collected through survey from the employees using questionnaire.

Secondary Data
Secondary data are collected from books and internet.

Research design
Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. The research design followed for this research study is descriptive research design where we find a solution to an existing problem. The problem of this study is to find the effectiveness of Grievance Handling at SANS INNOVATIONS.

Sample Design
Sample Element Sample Size Sample Test Sample Media : Employees at SANS INNOVATIONS. : 35 samples : Percentage Method & Correlation : Questionnaire

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Sampling Method

: Simple Random Sampling

CHAPTER 4

DATA ANALYSIS & INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION

Ques.1. Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the organization? Distribution of respondents regarding Temporary relief Table: 5.1

Sl. No. 1 2

Temporary relief Yes No Total

No. of respondents 19 16 35

Percentage 54.3 45.7 100

Distribution of respondents regarding Temporary relief Chart No: 5.1

temporary relief
60

50

40

30

20

Percent

10

0 yes no

temporary relief

Data Analysis From the above table it is inferred that 54.3% of respondents state that they are being provided with temporary relief and 45.7% stating they are not being provided relief. Interpretation It is found that the maximum respondent being provided with temporary relief

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Ques. 2 : Which age group of the people may be more respondents

Distribution of respondents based on age Table: 5.2

Sl.No. 1 2

Age 19-25 26-30 Total

Frequency 6 29 35

Percentage 17.1 82.9 100

Distribution of respondents based on age Chart No: 5.2

age
19-25

26-30

Data Analysis From the above table it is inferred that 17.1% of respondents are between the age group 19-25 and 82.9% are between the age group 26-30.

Interpretation
The maximum respondents are satisfied with being provided temporary relief of age group 26-30 than other age group 19-25.

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Ques 3. Do you feel that the supervisor processes necessary human relation skills in terms of understanding your problem? Distribution of respondents towards supervisors level of skill Table: 5.3 Sl.No. Supervisor possess necessary skill Frequency Percentage

1 2

Very highly skilled Moderately skilled Total

32 3 35

91.4 8.6 100

Distribution of respondents towards supervisors level of skill Chart No: 5.3

supervisor has skill
100

80

60

40

20

Percent

0 very highly skilled moderately skilled

supervisor has skill

Data Analysis From the above table it is inferred that 91.4% of respondents state that their supervisor are highly skilled and 8.6% state that their supervisor is moderately skilled.

Interpretation
The maximum respondents are state that their supervisor are highly skilled.

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Ques 4 : Are you aware of the members of the various committees?

Distribution of respondents towards awareness of committees Table: 5.4

Sl.No

Awareness of committees

Frequency Percentage

yes

35

100.0

Total

35

100

Distribution of respondents towards awareness of committees Chart No: 5.4

various committee
120

100

80

60

40

Percent

20

0 yes

various committee

Analysis From the above table it is inferred that 100% of respondents are aware of the various committees that are framed for redressing their grievance.

Interpretation
The whole respondents aware of the various committees that are framed for redressing their grievance.

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Ques. 5 : How do you feel about the decision given corresponding to your grievance?
Distribution of respondents towards decision given Table: 5.5 Sl.No. Decision given is satisfactory or not Frequency Percentage 1 2 Highly satisfactory Moderately satisfactory Total 31 4 35 88.6 11.4 100

Distribution of respondents towards decision given

Chart No: 5.5

feel about decision given

100

80

60

40

20

Percent

0 highly satisfactory moderately satisfact

feel about decision given

Data Analysis From the above table it is inferred that 88.6% of respondents are highly satisfied towards the decision given by the management and 11.4% of respondents are moderately satisfied towards the decision.

Interpretation
The maximum respondents highly satisfied towards the decision given by the management.

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Ques. 6 : Is there any informal channel to redress your grievance?

Distribution of respondents towards decision given Table: 5.6 Sl.No 1 2 Informal channel No. of respondents co worker peer Total 23 12 35 Percentage 65.7 34.3 100

Distribution of respondents towards the informal channel

Chart No: 5.6

informal channel
70 60 50 40 30 20

Percent

10 0 co w orker peer

informal channel

Data Analysis From the above table it is inferred that 65.7% of respondents communicate to their co-workers and 34.3% of respondents communicate to their peer. Interpretation Maximum respondents communicate to their co-workers.

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Ques. 7 : Is the real basis of your problem identified?

Distribution of respondents towards real basis of identification of their grievance Table: 5.7
Sl.No. 1 2 Real basis strongly agree agree Frequency 27 8 Percentage 77.1 22.9

Total

35

100

Distribution of respondents towards real basis of identification of their grievance Chart No: 5.7

real basis identified

agree

strongly agree

Data Analysis From the above table it is inferred that 77.1% of respondents strongly agree that real basis is identified and 22.9% of respondents agree that real basis is identified.

Interpretation
The Maximum respondents strongly agree that real basis is identified

Ques 8. : Has a mechanism being followed resolves you grievance? 65

Distribution of respondents towards mechanism followed resolves grievance or not Table: 5.8 Sl.No. 1 2 Mechanism resolves grievance or not yes no Total No. of Percentage respondents 34 1 35 97.1 2.9 100

Distribution of respondents towards mechanism followed resolves grievance or not Chart No: 5.8

mechanism resolves grievance

no

yes

Data Analysis From the above table it is inferred that 97.1% of respondents agree that mechanism resolves grievance and 2.9% of respondents disagree that mechanism does not resolve grievance. Interpretation The maximum respondents agree that mechanism resolves grievance

Ques 9. : Do you feel that discussion and conference is given more importance rather than executive authority.

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Distribution of respondents towards importance given to discussion and conference Table: 5.9

Sl.No.
1 2

Discussion and conference

strongly agree agree

No. of Percentage respondents

29 6 82.9 17.1

Total

35

100

Distribution of respondents towards importance given to discussion and conference

Chart No: 5.9

discussion and conference

100

80

60

40

Percent

20

0 strongly agree agree

discussion and conference

Data Analysis From the above table it is inferred that 82.9% of respondents strongly agree that discussion and conference is facilitated and 17.1% of respondents agree that discussion and conference is facilitated.

Interpretation
The maximum respondents strongly agree that discussion and conference is facilitated.

Ques 10. Whom they redress for grievance?

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Distribution of respondents regarding whom they redress for grievance

TABLE NO: 5.10 Sl.No. 1 2 3 4 5 6 7 8 Whom do you redress Frequency Percentage office bearers committee members hr mangers union members counselor friends co workers Total 4 16 3 2 7 1 1 1 35 11.4 45.7 8.6 5.7 20.0 2.9 2.9 2.9 100

Distribution of respondents regarding whom they redress for grievance Chart No: 5.10

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to whom to redress
co w orkers friends counsellor offiece bearers

union members

mangers committee members hr

Data Analysis From the above table it is inferred that 11.4% of respondents communicate grievances through office bearers, 45.7% through committee members, 8.6% through HR, 5.7 through managers, 20% through union members, 2.9 through counselor, 2.9 through friends and 2.9 through co workers. Interpretation Maximum respondents communicate grievances through committee members

Ques. 11 : What are the qualification required for any grievance handling Distribution of respondents based on qualification Table: 5.11

69

Sl.No. 1 2 3

Qualification higher secondary diploma under graduate Total

Frequency 31 1 3 35

Percentage 88.6 2.9 8.6 100

Distribution of respondents based on qualification Chart No: 5.11

qualification
under graduate diploma

higher secondary

Data Analysis From the above table it is inferred that 88.6% of respondents are qualified up to higher secondary, 2.9% of respondents are diploma and 8.6% are under graduate. Interpretation The maximum respondents are qualified up to higher secondary

Ques 12: Are you aware of the various committees that redress the grievance?

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Distribution of respondents regarding awareness of various committees Table: 5.12

Sl.No. 1 2 3 4 5 6 7 8 9

Various committees Frequency Percentage canteen,sga Sga,tei, transport transport,welfare,sga transport, safety, canteen safety,transport,sga canteen,tei,safety,transp ort tei,sga,canteen,transport transport, welfare, safety tei,sga,transport,welfare Total 35 1 4 6 4 4 3 9 2 2 100 2.9 11.4 17.1 11.4 11.4 8.6 25.7 5.7 5.7

Distribution of respondents regarding awareness of various committees

Chart No: 5.12

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available comit
tei,sga,transport,w e transport,w elfare, s canteen,sga sga,tei, transport

tei,sga,canteen,tran

transport,w elfare,sg

transport,safety, ca canteen,tei,safety,t safety,transport,sga

Data Analysis From the above table it is inferred that 2.9% of respondents are aware of canteen-sga committee,11.4% of respondents are aware of sga-tei-transport committee,17.1% of respondents are aware of transport-welfaresga,11.4% t of respondents are aware transport, safety, canteen ,11.4% of respondents are aware safety,transport,sga ,8.6% of respondents are aware of canteen,tei,safety,transport,25.7% of respondents are aware tei,sga,canteen,transport,5.7% of respondents are aware transport, welfare, safety and 5.7% of respondents are aware of tei,sga,transport,welfare. Interpretation The maximum respondents are aware of tei, sga, canteen, transport.

Ques. 13. Is there regular follow up to insured that the right decision ended up in satisfaction. Distribution of respondents regarding regular follow up Table: 5.13 Sl.No. Regular follow-up No. of respondents Percentage

72

1 Total

Yes 35

35 100

100.0

Distribution of respondents regarding regular follow up Chart No: 5.13

regular follow up
120

100

80

60

40

Percent

20

0 yes

regular follow up

Data Analysis From the above table it is inferred that 100% of respondents have agreed that there is regular follow up to ensure right decision is given. Interpretation The whole of respondents have agreed that there is regular follow up to ensure right decision is given.

Ques 14. Is the supervisors given authority to take action necessary to resolve the problem? Distribution of respondents regarding supervisors authority Table: 5.14 Sl.No Supervisor has given No. of respondents Percentage

73

authority Valid Has given authority Total 35 35 100.0 100

Distribution of respondents regarding supervisors authority Chart No: 5.14

supervisor given authority

120

100

80

60

40

Percent

20

0 has given authority

supervisor given authority

Data Analysis From the above table it is inferred that 100% of respondents have agreed that supervisor is given authority. Interpretation The Whole respondents have agreed that supervisor is given authority.

ANALYSIS USING CORRELATION:

To know whether there is correlation between feel about decision given and real basis identification

74

Let X be Feel about decision given Let Y be Real basis identification Table: 5.15
real basis identified Strongly agree Feel about highly 25 decision satisfactory given moderately satisfactory Total 27 2 agree 6 31 Total

2 8

4 35

Table: 5.16

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Values for correlation

x2 180.5

y2 364.5

xy 256.5

xy r = ______________

(x2 * y2 ) Substituting the values of x2, y2, xy in the above equation we get. r=1 Inference: Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another

ANALYSIS USING CORRELATION

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To know whether there is correlation between discussion and conference and supervisor has skill Let X be Discussion and conference. Let Y be Supervisor has skill. Table: 5.17
Total supervisor has skill moderately skilled very highly skilled discussion and conference strongly agree

28

29

agree

32 Total

35

Table: 5.18 Values for correlation

77

x2 420.5

y2 264.5

xy 333.5

xy r = ______________

(x2 * y2 ) Substituting the values of x2, y2, xy in the above equation we get. r=1

Inference:

Since the value of r is equal to one the variables are positively correlated. A variation in one variable will cause variation in another.

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CHAPTER - 5 FINDINGS & RECOMMENDATIONS

FINDINGS OF THE STUDY

79

1. 54.3% of respondents state that they are being provided with temporary relief until final decision is taken. 2. 82.9% of the respondents are between the age group 26-30.

3. 91.4% of respondents state that their supervisors are highly skilled that is the supervisors possess necessary human relation skills.

4. 100% of respondents are aware of the various committees that are framed for redressing their grievance.

5. 88.6% of respondents are highly satisfied towards the decision given by the management.

6. 65.7% of respondents communicate to their co-workers. It is their informal channel.

7. 77.1% of respondents strongly agree that real basis of there is identified.

8. 97.1% of respondents agree that mechanism being followed resolves their grievance.

9. 82.9% of respondents strongly agree that discussion and conference is facilitated rather than executive authority.

10. 45.7% of respondents immediately redress their grievance through committee members.

11. 88.6% of respondents are qualified up to higher secondary.

12. 25.7% of respondents are aware of tei, sga, canteen, transport committees available. 13. 100% of respondents have agreed that there is regular follow up to ensure right decision is given.

80

14. 100% of respondents have agreed that supervisor is given authority to take action necessary to resolve the problem.

SUGGESTIONS AND RECOMMENDATIONS

81

1. Job descriptions, responsibilities should be as clear as possible. Everyone should be informed of companys goals and expectation including what is expected from each individual.

2. Informal counseling helps to address and manage grievances in the workplace.

3. Conflict management in the organization will be helpful to reduce the number of grievance rates.

4. Open door policy can be used. The barriers that exist between the various categories are to some extent broken by personal contact and mutual understanding.

5. Suggestion boxes can be installed. This brings the problem or conflict of interest to light.

6. Accident rates, Requests for transfers, Resignations, and disciplinary cases should be analyzed since they reveal the general patterns that are not apparent.

7. Temporary relief can be provided so that the delay does not increase his frustration and anxiety and thereby not affecting his / her morale and productivity.

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CHAPTER - 6 CONCLUSIONS & LIMITATIONS

CONCLUSION

83

The study reveals that the Grievance handling mechanism is satisfactory . The organization is recognizing the importance of satisfying the employees and retaining them. Further improvements can be made so that all members are highly satisfied with the procedure. The suggestions and recommendations when implemented will still more benefit the organization.

Limitations of the study

The sample size was restricted to 100

Personal interview was not allowed.

The duration of practical training was just of eight weeks. It was not sufficient.

ANNEXURE I

QUESTIONNAIRE

84

1. Name: 2. Gender: i.Male [ ii.Female[ 3. Age: i.19-25 ii.26-30 [ [ ] ] ] ] ]

iii.31 and above[ 4. Edicational qualification: i.Higher secondary[ ii.Diploma [

] ] ] ]

iii.Under graduate [ iv.Post graduate [ 5. Marital status: i.Married [ ] ]

ii.Unmarried[

6. Are you aware of the various committees that redress the grievance? i.Yes[ ii.No[ ] ]

7. If yes for above question kindly list out the various committees available.

8. Are you aware of the members of the various committees? i.Yes[ ii.No[ ] ]

85

9. Are you aware of the weekly/monthly meetings of the various committees which are being held? i.Yes[ ii.No[ ] ]

10. .In case the grievance has to be immediately redressed to whom do you communicate? 11. Is there any informal channel to redress your grievance such as i.Co-worker[ ii.Peer[ ] ) ]

iii.If others,please specify( 12. Is the real basis of your problem identified? iStrongly agree[ ii.Agree[ ] ] ] ]

iii.Disagree[

iv.Strongly disagree[

13. Does your higher authority listen when your grievance is presented? i.Listens patiently[ ii.Shouts at you[ ] ] ]

iii.Does not listen at all[

14. Is imporatance given to what is right rather than who is right? i.Yes[ ii.No[ ] ]

15. Are you constantly informed on what is being done about your grievance? i.Very often being informed[ ii.Seldom being informed [ ] ]

86

iii.Does not inform at all

16. Is an atmosphere of cordiality and co-operation facilitated through mutual discussion and conference? i.Yes[ ii.No[ ] ]

17. Is there a positive and friendly approach during grievance handling? i.Yes[ ii.No[ ] ]

18. Do you feel that discussion and conference is given more importance rather than executive authority? i. Strongly agree[ ii. Agree[ ] ] ] ]

iii. Disagree[

iv. Strongly disagree[

19. Is there a spirit of give and take and sharing and working together? i.Yes[ ii.No[ ] ]

20. Has the mechanism being followed resolves you grievance? i.Yes[ ] ii.No[ ]

21. How do you feel about the decision given corresponding to your grievance? Is it i.Highly satisfactory[ ] ]

ii.Moderately satisfactory[ iii.No satisfaction[ ]

22. Is there regular follow up to ensure that the right decision has ended up in satiafaction? i.Yes[ ii.No[ ] ]

87

23. Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the organization? i.Yes[ ] ii.No[ ]

24. Do the various committee members actively engage in resolving your problem? i.Yes[ ii.No[ ] ]

25. If the decision is not satisfactory are you given opportunity to take it to hjgher officials? i.Yes[ ii.No[ ] ]

26. Do you feel open to share your grievances? i.Yes[ ii.No[ ] ]

27. Do you feel that the supervisor possesses necessary human relation skills in terms of understanding your problem? i.Very highly skilled[ ii.Moderately skilled[ iii.Not skilled[ ] ] ]

28. Are the matters relevant to the grievance kept confidential? i.highly confidential[ ii.Not kept confidential[ ] ]

29. Are the procedures for conveying grievance simple and easy to utilize? i.Very simple[ ] ]

ii.Difficult to utilize[

30. Is the supervisor given authority to take action necessary to resolve the problem? i.Has given authority[ ] ]

ii.Does not have authority[

88

31. Are proper records maintained on each grievance? i.Yes[ ii.No[ ] ]

ANNEXURE II BIBLIOGRAPHY

89

1. Aswathappa, K., Human resource and Personnel management, TATA McGraw- HILL.

2. Arun monappa and Saiyadain, Mirza S., Personnel management, TATA McGraw- HILL.

3. Flippo, Edwin B., Personnel management, McGRAW-HILL International Publications. 4. V.S. Rao, Human resource and Personnel management

WEB SITE

1. http://www.google.co.in/
2. www.findarticles.com

3. http://www.hindalco.com 4. http://www.adityabirla.com
5. http://businessworld.com 6. http://wikipedia.com 7. http://about.com

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