A PROJECT REPORT ON

IMPACT OF GRIEVANCE REDRESSAL PROCEDURE ON JOB SATISFACTION

Submitted to: INC, NOIDA

FACULTY GUIDEMRS. ANKUR JAIN

SUBMITTED BYANUSHI GUPTA

ACKNOWEDGEMENT

There are so many people whom I need to thanks for this project for their helping hand to finalize the project. Firstly, I would like to extend my gratitude to our faculty guide Mrs. Ankur ain. I am also thankful for her support and ad!ice, moreo!er her !alua"le time that we had taken. #eartily thanks to our parents for always "eing with us. It is "ecause of their support that we always set out for creati!ity. $ast "ut not the least, I would also like to thanks all those people who spare their !alua"le time in filling the %uestionnaire.

Thanks again to all of you.

Anushi &upta

Table of contents

TOPIC
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/ 2 4 7 8 9 :: :/ :2 :; :4 :7

EXECUTIVE SUMMARY

'mployees differ as indi!iduals, in their needs, expectations and "eha!ior. <hen their needs are not satisfied or their o"jecti!es are not achie!ed, the result is employee dissatisfaction. It is not an easy task for the management to keep all the employees satisfied and moti!ated, all the time. There can "e different reasons for an employee "eing dissatisfied. The grie!ance redressal procedure of an organization ena"les employees to air their dissatisfaction. It is important that an organization has an effecti!e grie!ance redressal system.
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RESEARCH O !ECTIVES

P"#$a"% Ob&ect#'es
To study the impact of grie!ance redressal procedure on jo" satisfaction.

Secon(a"% Ob&ect#'es
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RESEARCH METHODOLOGY
RESEARCH DESIGN:

De,.-i1ti4e Re,e*-.+

DATA COLLECTION METHODS USED:

: Primary data: ;e-,o/*5 I/te-*.tio/ <ue,tio//*i-e !" S#$%&dary data: *: I/te-/et

SAMPLING TECHNI'UE:
Sam()i&* D#+i*&: Co/4e/ie/.e ,*m15i/3 U&i,#r+#: Em15o0ee, Sam()i&* U&it: T+e ,*m15i/3 u/it 7*, 5imited to t+e em15o0ee, o2 ,m*-t .+i1 Sam()# +i-#: )

ANALYSIS AND INTERPRETATION OF DATA:

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INTRODUCTION O) THE TOPIC

) 1 Mamoria "rings out the difference "etween dissatisfaction, grie!ance and complaint. 3issatisfaction arises when an indi!idual is not happy in his jo" and when the organization does not recognize the indi!idual goals. This dissatisfaction leads to complaints when an indi!idual discusses it with another employee in the organization. <hen the dissatisfaction related to the work is "rought to the notice of the management, complaint "ecomes a grie!ance. &rie!ances can primarily "e di!ided into three categories= >. )omplaints of corrupt practices against officers :. 3elay in decision making "y officers. /. &rie!ances against merits of the decision taken "y officers. A grie!ance is a sign of an employee?s discontent, either with jo" or the organization. The gap "etween employee expectations and organizational rewards normally leads to a grie!ance. An unpleasant relationship with the super!isor can sometimes lead to a grie!ance. 3ale ,. 1each defined grie!ances as @dissatisfaction or feeling of injustice in connection with one?s employment situation that is "rought to the notice of the managementA. The grie!ance redressal procedure of an organization ena"les employees to air their dissatisfaction. It is important that an organization has an effecti!e grie!ance redressal system. This helps the organization to sol!e pro"lems at the le!el of an indi!idual rather than ha!e them result in industrial unrest. Beeping track of employee grie!ances also helps an organization check its policies and procedures to a!oid similar pro"lems in the future. The management should show genuine concern and use a humanitarian approach while dealing with employee grie!ances. The grie!ance of an employee might ha!e little significance to the management, "ut for the employee, it is of great significance as it concerns his career and his future in the organization. Therefore, a grie!ance should "e analyzed and settled using a humane approach, along with procedural and legal approaches. #owe!er, care should "e taken to a!oid any !iolation of rules and regulations as this might result in future pro"lems for the management.

INTRODUCTION OF THE COMPANY

'sta"lished in >994 ,yscom )orporation and ,mart )hip $imited today occupy the leadership position in "oth their respecti!e sectors. Today the companies ha!e 27 offices in :/ states of India with employee strength of ;;C nationwide. ,yscom is >CC per cent su"sidiary of ,mart )hip $td. <ith o!er a decade of experience in smart cards management systems, ,mart )hip has "een deli!ering successful smart card ena"led solutions in India since >99;. ,ustaining oursel!es at the pinnacle of the smart card re!olution in India, it has "een our constant endea!or to help extend the citizenDcentric "enefits of the state to its populace "y conceptualizing and "uilding !arious inno!ati!e solutions, using smart cards as the prime deli!ery mechanism. ,mart )hip is head Euartered at 3elhi with operations in o!er >;C districts of India and has deli!ered o!er >C million smart cards for !arious applications. ,mart )hip aims to make the go!ernment?s eD go!ernance model successful and gi!e Indian companies and systems a smart, secure and paperless work place. ,mart )hip is a mem"er of the glo"al smart card group ,agem 0rga. ,agem 0rga "rings the expertise of two smart card powerhousesF &ermany "ased 0-&A Bartensysteme and French company ,agem 3Gfense ,GcuritG which in turn is part of the multiDnational highDtech group ,AF-A5. ,AF-A5 is a highDtechnology group, organized in four "ranches Aerospace propulsion, Aircraft eEuipment, 3efense ,ecurity and )ommunications. ,agem 0rga offers a full range of smart cards, hardware, software, systems, system integration and solutions for telecommunications, "anking, healthcare and I3 sectors and proudly possesses one of the world?s most modern production facilities for smart cards. <ith a workforce currently num"ering >,8CC employees worldwide, ,agem 0rga is leading the ,mart card market with a strong foothold.

ANA*YSIS AND INTERPRETATION O) +UESTIONNAIRES

,- !ob Sat#sfact#on

)omponents of jo" satisfaction=

0pportunity for self de!elopment o" security 6restige of the organization 5ature of work 0pportunity for promotion -edressal of grie!ances

,- )acto"s t.at lea( to /"#e'ances a$on/ t.e e$0lo%ees

1- In#t#al "eact#on of e$0lo%ees to t.e#" /"#e'ances

2- Met.o(s fo" "esol'#n/ t.e confl#cts

3- Sat#sfact#on le'el of t.e e$0lo%ees fo" t.e confl#ct "esol'#n/ 0"oce(4"e a(o0te( b% t.e o"/an#5at#on

6- Confl#ct "esol'#n/ #s an #$0o"tant f4nct#on of an o"/an#5at#on

)INDINGS

There is no strict grie!ance redressal procedure followed "y the company. An informal redressal system exists in the company where"y the employees can randomly select any"ody in the human resource department like human resource head or human resource manager. The company does not follow any ,tandard 0perating 6rocedure. Most of the respondents "elie!e that grie!ance redressal and the opportunities for self de!elopment are some of the major components of jo" satisfaction. -espondents "elie!e that promotions and transfers are the important factors which lead to grie!ances among the employees of the organization. Most of the employees would like to share their complaints and disappointments with their colleagues and super!isors instead of keeping it themsel!es. 'mployees of the organization usually accommodate their needs or a!oid the situation to resol!e the conflicts. /2H of the sur!eyed employees "elie!e that the conflict resol!ing is an important function of the organization.

*IMITATIONS O) STUDY
6eople were not ready to fill in the Euestionnaire Many of the sur!eyed people did not reply all the Euestions. The time period gi!en for study was !ery limited. The sample size was !ery small which is may not represent the entire population of employees.

CONC*USION

According to the sur!ey, the grie!ance redressal is the major factor of jo" satisfaction among employees of the organization "ut according to the respondents, conflict resol!ing procedure may not "e an important function for the organization. The company may or may not follow any standard operating procedure. Most of the sur!eyed employees are satisfied with the method adopted "y the organization for redressing the grie!ances or complaints of the employeeswhich is "ased on randomize selection.

ANNEXURES

Annexure >

#bl#o/"a0.%
www.,martchiponline.com <iki.answers.com #arrisinteracti!e.com

A//e>u-e !

<UESTIONNAIRE
De*- -e,1o/de/t, T+e ?ue,tio//*i-e be5o7 +*, bee/ de,i3/ed to ,tud0 t+e IM;ACT OF GRIE@ANCE REDRESSAL ;ROCEDURE ON JO= SATISFACTION. Ki/d50 2i55 i/ t+e -e?ui-ed i/2o-m*tio/ 7+i.+ 7ou5d be u,ed 2o- 1u-e50 *.*demi. 1u-1o,e */d 7ou5d +e51 me i/ .om15etio/ o2 m0 ,tud0.

STATEMENTS

STRONG MOST LY LY AGREED AGRE ED

AGRE ED

MOSTLY DISAGRE ED

STRONG LY DISAGRE ED

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