Grievances

Personnel Law Management Project Report Submitted by: Pravin Bhave | MFM-B1 | Roll 12F213 Jamnalal Bajaj Institute of Management Studies June 28th, 2013

Grievances
[Personnel Law Management Project Report]
By

Pravin Bhave MFM Batch 1 | Roll 12F213

Jamnalal Bajaj Institute of Management Studies June 28th, 2013 1

Acknowledgement
I would like to extend my sincere thanks to Prof. L. Rebello for his guidance, constant supervision and for providing necessary information needed to complete this project. I would like to express my special gratitude to him for giving me such attention and time.

TABLE OF CONTENTS

LIST OF TABLES LIST OF CHARTS

2 3

TITLE Abstract 1. Introduction 2. Literature review 3. Objectives of the study 3.1 Case study: Lucas-TVS 4. Research Methodology 5. Data Analysis & Interpretation 6. Findings of the study 6.1 Suggestions, Recommendations 7. Questionnaire 8. Limitations / Scope

PAGE NO. 6 7 14 30 31 35 41 68 70 71 76

LIST OF TABLES

Table No. 1.1 1.2 5.1

Table name List of products manufactured Clients Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors level of skill Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up

Page No: 2 3 41

5.2 5.3

43 45

5.4

47

5.5 5.6

48 50

5.7

52

5.8

54

5.9

56

5.10

58

5.11 5.12

60 62

5.13

64

5.14

Distribution of respondents regarding supervisors authority Values for correlation - I Values for correlation - II

65

5.15 5.16

66 67

LIST OF CHARTS

Chart No:

Chart Name

Page No:

5.1 5.2 5.3

Distribution of respondents regarding temporary relief Distribution of respondents based on age Distribution of respondents towards supervisors level of skill Distribution of respondents towards awareness of committees Distribution of respondents towards decision given Distribution of respondents towards the informal channel Distribution of respondents towards real basis of identification of their grievance Distribution of respondents towards mechanism followed resolves grievance or not Distribution of respondents towards importance given to discussion and conference Distribution of respondents regarding whom they redress for grievance Distribution of respondents based on qualification Distribution of respondents regarding awareness of various committees Distribution of respondents regarding regular follow up Distribution of respondents regarding supervisors authority

42 44 46

5.4

47

5.5 5.6 5.7

49 51 53

5.8

55

5.9

57

5.10

59

5.11 5.12

61 63

5.13 5.14

64 65

Abstract
Grievances means any discontent or dissatisfaction, whether expressed or not, arising out of anything connected with the company that an employee thinks, believes or even feels unfair, unjust or inequitable. This discontent can arise out of something connected with company or expressed, implied or may be valid, legitimate or rational, untrue or irrational or completely ludicrous. Grievances cant be easily be removed in terms of job performance. Grievances can be easily observed between the manager and the employees inside the workplace. But, what are the factors that cause the bad performance of the employee? How does the manager ease those negative factors resulting from a poor to better performance? How does the manager take action with regards to the violation and complaints that the employee had done? If the company had disciplined employees over the workplace, it is surely easy for them to defend himself from grievances because he knows how to control his actions and emotions as same as the managers to have an efficient and the best performance.

1. Introduction
Human resources are the most important asset for any organization. In competitive business world main part of activities is carried out by the employees in the organization. A healthy workforce ensures increased efficiency and productivity for organization. Maintaining quality of work life for its employees is an important concern for the any organization. The grievance handling procedure of the organization can affect the harmonious environment of the organization. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual

victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. The absence of employee grievances does not necessarily mean that there are no problems, this may range from poor attendance, poor quality of work and sometimes leaves the organization.

CONCEPTUAL FRAMEWORK Input Process

Find out who are involved

Output

Resolution of employee dissatisfaction in relation to non-work and work grievances.

Increased productivity Getting more confident. Increased motivation.

motivatu Get the employees ideas.

Counseling interview. Give his side of the story. Show concern and let the employee appreciate his coming to you.

Increased Job Satisfaction

There are a number of problem resulting from a dissatisfied worker which are generally unhappy and finds difficulty in adjusting to the work environment. As shown above, there is a resolution of employee dissatisfaction in relation to grievances. These are due to inflexible, unrealistic, and be incapable or unwilling to change his attitude. He may have a low salary, no authority, little responsibility, family problem, and little opportunity for advancement. He may feel that he is working just to make a living. His work history may show many jobs of short duration, his educational experiences may have been unpleasant, he may fins social acceptance difficult, or he may be physically handicapped. His problems may have nothing to do with the job situation, but his response to his problems is behavior that is a problem to the company. Problem employees may express their dissatisfaction in a number of ways- insubordinations, temper tantrums, avoiding group chitchat, excessive absence, suspicion, fear, certainty 9

that the world has turned against them, getting together with other problem employees and magnifying everything that seems against them. Sometimes when an employee is bothered by something, he shows it by changes in his actions. A talkative person becomes silent and secretive, he withdraws from the group, and he becomes irritable. Almost any changed behavior pattern is a signal of some change in the individual. At the above process will create a satisfactory towards the job. The purpose of the counseling is to help the problem employee. This is not the time to criticize him, to enforce discipline, to argue, or to listen with one ear while doing a job. Listen quietly, attentively and try to detect not only what the employee is saying, but what he is trying to say and the possible reasons for his problem behavior. A counseling interview gives the employee a chance to talk in privacy, to share his problems, and to explain his performance.

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THEORETICAL FRAMEWORK
Grieving is a normal adaptation to loss
Sigmund Freud

Grieving persons must persistently confront the reality of their loss Successful grieving requires hard work

Sigmund Freud contributed the first attachment theory in his 1917 book, Mourning and Melancholia. Grieving is a normal adaptation to loss Grief is not an illness, and it shouldn't be treated as one. Instead, the powerful emotions of grieving must be seen as normal, just as the pain that accompanies a broken ankle is normal. If we try to "treat" a broken ankle by covering up the pain, we can't expect to walk well again. And if we try to "treat" grieving by covering up the sadness and anger, we can't expect to live well again. Grieving persons must persistently confront the reality of their loss though uncomfortable, this focus on reality is absolutely essential. We can't redraw our worldimage accurately unless we attend closely to the changed world. Successful grieving requires hard work"grief work by emphasizing the need for grief work, Freud repudiated the old theory that time heals all wounds. Grieving would be easy, and consistently successful, if this notion was true, but it isn't. Believing that time heals wounds is like believing that time makes breakfast. 11

According to his theory, we become emotionally attached to our loved ones by investing libido (psychical energy) in them. He theorized that nerve cells gain or lose this energy, accounting for changes in their sensitivity. Thus, Freud's notion of attaching and detaching is similar to chemical bonding, in which atoms attach to one another by energetic bonds, and become detached by reactions such as in burning. Under Freud's theory, grieving consists of severing these emotional attachments by withdrawing our energetic investments. The process of forming attachments is termed cathexis in the English literature, and the detaching process is termed decathexis.

Several of the early studies of grievance initiation focus on the impact of technology on grievance filing (Sayles, 1958; Kuhn, 1961; and Peach & Livernash, 1974). Although these early studies did not include quantitative analysis, the authors concluded that various aspects of technology were related to grievance filing rates. Bemmels, Reshef and Stratton-Devine (1991) included six measures of technology based on the results of these early studies. They found, however, little empirical support for the notion that differences in technology would explain variation in grievance rates across work groups. Only one variable, the extent to which technology "requires following strict schedules and procedures," had a negative relationship with grievance rates, but this contradicts the results of the early studies. The other five technology measures were not related to grievance rates, and the combined effect of all six variables was not statistically significant. Although not reported, the same variables were collected for the analysis reported in Bemmels (1994a) and none of the six technology variables was significantly related to grievance rates in that sample.

12

As part of their study of exit-voice behaviors, Lewin and Boroff's (1994) analysis of their unionized sample of employees differentiates between employees who perceived that they experienced unfair treatment and filed a grievance and employees who perceived unfair treatment but did not file a grievance. They found that employees with higher loyalty to the employer were less likely to have filed a grievance. This is contrary to the predictions of Hirschman's (1970) exit-voice model. They conclude that employees who perceive that they experienced unfair treatment and with high loyalty to the employer are more likely to suffer in silence rather than file a grievance.

Gordon and Miller (1984), Allen and Keaveny (1985) and Klaas (1989a) note the important role that expectancy theory could play in differentiating grievants and nongrievants. Although not a complete test of expectancy theory, Lewin and Boroff (1994) 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 directly from expectancy theory seems appropriate.

Cappelli and Chauvin (1991) developed an efficiency model of grievance activity drawing from Hirschman's (1970) exit-voice framework. This model could also be considered a partial test of expectancy theory applied to grievance filing. The central argument is that employees who feel unfairly treated will compare the cost and effectiveness of filing a grievance with other response options (such as exit or "silence") in deciding whether to file a grievance. The costs of exit will depend upon the labor

13

market conditions. Specifically, they argue that higher wage premiums in the plant relative to the local labor market will increase the costs of exit, and consequently lead to more frequent grievance filing. Also, the unemployment rate in the area will reflect the availability of alternative employment, and a higher unemployment rate will increase the costs of exit and lead to a higher grievance rate. Their analysis of plant level data from 86 plants in a large manufacturing company supported both propositions. A unique aspect of this study is the focus on labor market conditions as explanatory variables for grievance filing.

Klaas (1989b) found that grievance outcomes were related to the grievant's work history (such as job performance, tenure, disciplinary record, and prior grievances filed), even when that history is not relevant to evaluating the merits of the grievance. Meyer and Cooke (1988) found that various economic and political factors were related to grievance outcomes, and that these factors were more important determinants of outcomes for grievances where the contractual basis and facts of the case were unclear. Knight (1987a, 1987b) reports evidence that some grievants abuse the duty of fair representation complaint procedure by filing complaints for tactical purposes to gain bargaining power in the grievance process, and that this exploitation of the duty of fair representation complaint process caused union officials to process unmeritorious grievances.

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2. Literature review
Grievances are symptoms of conflicts in the enterprise. Just like smoke could mean fire, similarly grievances could lead to serious problem if it is not addressed immediately! So they should be handled very promptly and efficiently.

Expressions such as problem, discontentment, deep problem etc. can be used to describe a grievance. However please note that dissatisfaction or discontent per se is not a grievance. They initially find expression in the form of a complaint. When a complaint remains unattended and the employee concerned feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the status of a grievance.

Dissatisfaction: maybe defined as anything that disturbs an employee, whether or nor such unrest is expressed in word e.g. engineers and technicians may be upset because they are suddenly instructed to observe regular hours.

Complaint: It is a spoken or written dissatisfaction, brought to the attention of the supervisor and the union leader. The complaint may or may not specially assign a cause for dissatisfaction e.g. four times this morning I have had to chase around looking for the pliers.

15

Let us understand this definition. A grievance means any discontentment or dissatisfaction in an employee arising out of anything related to the enterprise where he is working. It may not be expressed and even may not be valid. It arises when an employee feels that something has happened or is going to happen which is unfair, unjust or inequitable. Thus, a grievance represents a situation in which an employee feels that something unfavorable to him has happened or is going to happen. In an industrial enterprise, an employee may have grievance because of long hours of work, non-fulfillment of terms of service by the management, unfair treatment in promotion, poor working facilities, etc.

Coping with grievances forms an important part of any job. The manner in which a manager deal with grievances determines his efficiency of dealing with subordinates. A manager is successful if he is able to build a team of satisfied workers by removing their grievances. While dealing with grievances of subordinates, it is necessary to keep in mind the following points:

A grievance may or may not be real. Grievance may arise out of not one cause but multifarious causes. Every individual does not give expression to his grievances.

16

We need to understand that complaints of employees relating to interpretation and implementation of agreements, labour legislations, various personnel policies, rules and regulations, past practices, code of conduct are very much grievances.

Another point that needs to be noted here is that the grievances may relate to either one employee (individual grievances) or group of employees (group grievances). Individual and group grievances are to be redressed through grievance procedure, which we would be studying in detail a little later in the class. Individual employee or group of employees concerned and manager concerned play vital role in grievance procedure.

The differences between employees and employers relating to various personnel policies, wage levels and variety of benefits, awards, rules and regulations are conflicts. Conflicts are to be settled through collective bargaining. Trade unions and management participate in collective bargaining for settling disputes. Thus, conflicts have wider policy implications as compared to grievances.

17

A grievance may take any of the following forms: Factual, Imaginary, Disguised.

Factual: When an employee is dissatisfied with his job, for genuine or factual reasons like a breach of terms of employment or any other reasons that are clearly attributed to the management, he is said to have a factual grievance. Thus, factual grievances arise when the legitimate needs are unfulfilled. The problem that he has is real and not virtual

Imaginary: When an employees grievance or dissatisfaction is not because of any factual or valid reason but because of wrong perception, wrong attitude or wrong information he has. Such a grievance is called an imaginary grievance. Though it is not the fault of management, the responsibility of dealing with it still rests with the management. So the problem is not real. It is in the mind or just a feeling towards someone or something. So be careful your grievances could be very much imaginary!

Disguised: An employee may have dissatisfaction for reasons that are unknown to himself. This may be because of pressures and frustrations that an employee is feeling from other sources like his personal life. I am sure you will agree that if you have fought at home and come to the institute, you cannot concentrate in the class. Similarly if you have had a bad day in the institute, that will reflect in the mood at home. We are all humans and are sensitive to the environment that we operate in!

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Identifying grievances:

It is so beautifully described that good management redresses grievances as they arise; excellent management anticipates and prevents them from arising. An effective manager thus has to be proactive. A manager can know about the problems even before they turn into actual grievances through several means such as:

Exit interviews Suggestions boxes Opinion surveys Open door policy.

19

(a) Exit interview: Employees usually quit organizations due to dissatisfaction or better prospects elsewhere. Exit interviews, if conducted carefully, can provide important information about employees grievances. This can help the management to gather feedback and to genuinely incorporate feedback. The management should carefully act upon the information drawn from such employees .It should be careful that the discontentment is reduced so that no more employees quit the organization because of similar reasons.

(b) Gripe 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 suggestion with an intention to receive rewards It is normally said that if you want to progress in life, you should be close to critics. These gripe boxes can perform the role of critics for the organization. The management should carefully act upon the information thus gathered. Now I dont want to sound repetitive by saying that the internal customers of an organization should be satisfied if the external customers are to be kept happy.

20

(c) Opinion Survey: The management can be proactive by conducting group meetings, periodical interviews with employees, collective bargaining sessions etc. through which one can get information about employees dissatisfaction before it turns into a grievance.

(d) Open-door Policy: Some organizations extend a general invitation to their employees to informally drop in the managers room any time and talk over their grievances. This can be very effective because it can nip the evil in the bud. That is it can take care of the problem before it gets out of hand. In fact the management should hold formal and informal get together with the employees. The management should also remember that the employees might just need a patient hearing at times. They need blow off the steam as we hear it more commonly.

21

What leads to a grievance?

In order to handle the grievances efficiently, it is necessary to find and analyze the grievances of the subordinates. If a grievance is found to be genuine or real (factual), the corrective action should be taken immediately. But if the grievance arises due to imagination or disturbed frame of mind of the worker, then it is necessary to explain and clear up the matter. Before dealing with the grievances, their causes must be diagnosed. But when the grievances are not given expression by the subordinates, it is managers job to detect the possible grievances and their causes. He may realise the existence of grievances because of high turnover, high rate of absenteeism and poor quality of work. These problems will go on multiplying if the causes of grievances are not cured.

22

The causes of grievances may be broadly classified into the following categories: (1) Grievances resulting from working conditions (i) Improper matching of the worker with the job. (ii) Changes in schedules or procedures. (iii) Non-availability of proper tools, machines and equipment. (iv) Unreasonably high production standards. (v) Poor working conditions. (vi) Bad employer employee relationship, etc.

(2) Grievances resulting from management policy (i) Wage payment and job rates. (ii) Leave. (iii) Overtime. (iv) Seniority and Promotional. (v) Transfer. (vi) Disciplinary action. (vii) Lack of employee development plan. (viii) Lack of role clarity.

(3) Grievances resulting from personal maladjustment (i) Over ambition. (ii) Excessive self-esteem or what we better know as ego. (iii) Impractical attitude to life etc.

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Effects of Grievances:

Frustration Alienation Demotivation Slackness Low Productivity Increase in Wastage & Costs Absenteeism In discipline Labour unrest

24

Model Grievance Procedure

The Model Grievance Procedure was formulated in pursuance to the Code of discipline adopted by the 16th Session of the Indian Labour Conference in 1958. Most of the grievance procedures now a day are built around the Model Grievance Procedure with certain changes to suit the size and special requirements of an enterprise. The model Grievance Procedure provides for five successive time-bound steps. These are as under:

(1) An aggrieved employee 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 within 48 hours of the presentation of the complaint.

(2) If the worker is not satisfied with the decision of this officer or fails to receive an answer within the stipulated period, he shall in person or by his departmental representative, if required, present his grievance to the head of the department designated by the management for this purpose. And he will get the answer within 3 days of the presentation of his grievance.

(3) If the decision of the departmental head is unsatisfactory, the aggrieved worker may request the forwarding of his grievance to the Grievance Committee, which shall make its recommendations to the management within 7 days of the workers request. The final decision of the management shall be communicated to the worker within the stipulated period (3 days) by the Personnel Officer. 25

(4) A revision of his grievance can be done if the decision is not satisfactory. The management shall communicate its decision within a week.

(5) If no agreement is possible the union and the Management may refer the grievance to voluntary arbitration within a week from the date of receipt by the worker of the managements decision.

In the above-mentioned procedure the following points should be noted: Calculating the various time intervals under the above clauses, holidays shall not be included. The Management shall provide the necessary clerical and other assistance for the smooth functioning of the grievance machinery. During the working time, the concerned person may go for enquiry with the Labour/personnel Officer, provided the he has taken permission from his supervisor. Hence he may not suffer any loss of payment.

In the case of any grievance arising out of the discharge or dismissal of a worker, the above procedure shall not apply. If it is so, he may appeal wither to the dismissing authority or to a senior authority within a week from the date of dismissal or discharge.

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Guidelines for Effective Grievance Handling:

While dealing with grievances, a manager cannot depend upon some ready-made, solutions. Every case has to be dealt with on merit. The following guidelines may help to deal effectively with the grievances:

The complaint should be given a patient hearing by his superior. He should be allowed to express himself completely. The management should be empathetic. The superior should try to get at the root of the problem. It should be remembered that symptoms are not the problems. It should also be noted that if there are symptoms, there would be a problem as well. The management must show it anxiety to remove the grievances of the workers. The workers should feel that the management is genuinely interested in solving its problems. If the grievances are real and their causes located, attempts should be made to remove the causes. If the grievances are imaginary or unfounded, attempts should be made to convince the workers. Every grievance must be handled within the reasonable time limit. I am sure y ou will agree with this. Imagine you have a genuine problem and you share it with the authorities. You will also expect immediate action taken to take care of your problem. All grievances should be put into writing. Some proofs required as well . Relevant facts about the grievance must be gathered. The management should not haste!

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 Decision taken to redress the grievance of the worker must be communicated to him. Follow up action should be taken to know the response of the forced employee. This is to make sure that he is happy or not! At the end of the day the satisfaction of the aggrieved party is necessary.

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Essentials of Grievance Procedure:

A grievance procedure should incorporate the following features:

1. Conformity with existing legislation: The procedure should be designed in conformity with the existing statutory provisions. Where practicable, the procedure can make use of such machinery as the law might have already provided for.

2. Acceptability: Everybody must accept the grievance procedure. In order to be generally acceptable, it must ensure the following: A sense of fair-play and justice to the worker, Reasonable exercise of authority to the manager, and Adequate participation of the union.

3. Simplicity: The following points should be noted in this regard: The procedure should be simple enough to be understood by every employee. The steps should be as few as possible. Channels for handling grievances should be carefully developed. Employees must know the authorities to be contacted at various levels. Information about the procedure should be thoroughly disseminated among all employees through pictures, charts, diagrams, etc.

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4. Promptness: Speedy settlement of a grievance is the cornerstone of a sound personnel policy. It should be remembered that justice delayed is justice denied. The procedure should aim at a rapid disposal of the grievance. This can be achieved by incorporating the following feature in the procedure: (a) As far as possible, grievances should be settled at the lowest level (b) No matter should ordinarily be taken up at more than two levels, i.e. normally there should be only one appeal. (c) Different types of grievances may be referred to appropriate authorities. (d) Time limit should be placed at each step and it should be rigidly followed at each level.

5. Training: In order to ensure effective working of the grievance procedure, it is necessary that supervisors and the union representatives should be given training in working of the grievance procedure. All the policies should be conveyed to the concerned parties. 6. Follow-up: The personnel department should review the working of the grievance procedure periodically and necessary changes should be introduced to make it more effective. This is generally ignored by the organizations. A regular follow up of the system increase the faith of the people in the system. Therefore it is necessary that the grievance procedure should be reviewed whenever it is so required.

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3. Objectives of the study

PRIMARY OBJECTIVE To study the effectiveness of grievance handling mechanism.

SECONDARY OBJECTIVE 1. To identify whether the employees are aware of the grievance handling mechanism. 2. To identify whether the grievance handling system leads to a favorable attitude towards the management 3. To identify that the grievance handling system leads to a mutual understanding between workers and the management 4. To know the level of satisfaction towards the grievance handling procedure of the organization 5. To identify the factors influencing the effectiveness of the grievance handling in the organization

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3.1 Case study: Lucas TVS

PROFILE OF THE COMPANY Lucas - TVS was set up in 1961 as a joint venture of Lucas Industries PLC., UK and T V Sundaram Iyengar & Sons (TVS), India, to manufacture Automotive Electrical Systems. One of the top ten automotive component suppliers in the world, Lucas Varity was formed by the merger of the Lucas Industries of the UK and the Varity Corporation of the US in September 1996. The company designs, manufactures and supplies advanced technology systems, products and services to the worlds automotive, after market, diesel engine and aerospace industries. The combination of these two well-known groups has resulted in the establishment of a vibrant company, which has had a successful track record of sustained growth over the last three decades.TVS is one of India's twenty large industrial houses with twenty-five manufacturing companies and a turnover in excess of US$ 1.3 billion. The turnover of Lucas-TVS and its divisions is US$ 233 million during 2003-2004. Incorporating the strengths of Lucas UK and the TVS Group, Lucas TVS has emerged as one of the foremost leaders in the automotive industry today. Lucas TVS reaches out to all segments of the automotive industry such as passenger cars, commercial vehicles, tractors, jeeps, two-wheelers and off-highway vehicles as well as for stationary and marine applications. With the automobile industry in India currently undergoing phenomenal changes, Lucas-TVS, with its excellent facilities, is fully equipped to meet the challenges of tomorrow.

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PRODUCTS Lucas-TVS manufacture the most comprehensive range of auto electrical components in the country. A range which continues to set standards in the industry. The products are designed to meet the demands of vehicle manufacturers both in India and worldwide. With the emission standards in India becoming increasingly stringent, LucasTVS has ensured that each of its products is manufactured to meet global standards

Lucas-TVS Product Range for Indian Market Starter Motor Alternator Headlamp

Lucas-TVS Product Range for US/European Market Starter Motor Alternator Small Motor 14W Wiper Motor WindShield Wiper Motor (GM Range) LRW Products

Small Motor Wiper Motor Blower Motor Fan Motor Dynamo Regulator Dynamo Ignition Coil Distributor Diesel fuel injection

Dynamo Regulator

Dynamo Auto Electricals

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Clients:
Customer International Collaborator

Cars Maruti Udyog Hindustan Motors TATA Engineering and Locomotive Company General Motors, India Ford India Daewoo Motors Co., India Ind Auto Hyundai Motors, India General Motors, USA Ford, UK Daewoo, Korea Fiat, Italy Hyundai Motors, Korea Tractors Mahindra & Mahindra International Harvester Corporation, UK Tractors and Farm Equipments (TAFE) Escorts HMT Eicher Tractors Punjab Tractors Gujarat Tractors L&T Tractors Greaves Tractors Zetor, Czechoslovakia Johndeer, USA Same, Italy Massey Ferguson, UK Ursus, Poland. Ford, UK Zetor, Czechoslovakia Good Earth, Germany Suzuki, Japan Isuzu, Japan. Mitsubishi, Japan

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DIVISIONS

Lucas TVS has grown hand in hand with the automobile industry in the country. The company's policies have recognized the need to respond effectively to changing customer needs, helping to propel it to a position of leadership. The company has raised its standards on quality, productivity, reliability and flexibility by channeling its interests.

At present, there are five divisions: 1. Auto Electricals L-TVS 2. Fuel Injection Equipment (FIE) - DTVS 3. Electronic Ignition Systems (INEL) 4. Automotive Lighting (IJL) 5. After Market Operations (LIS)

ACHIEVEMENTS Lucas-TVS, a TVS group company, has bagged the prestigious Deming Application Award for the year 2004. This was announced by the Deming Prize Committee of Japanese Union of Scientists and Engineers (JUSE).

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4. 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.

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DESCRIPTIVE RESEARCH AIM

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).

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.

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DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. One may undertake 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 Total no. of Respondent

x 100

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CORRELATION

Correlation analysis deals with the association between two or more variables. It does not tell anything about cause and effect relationship. Correlation is describd 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 correlati on. It is denoted by the symbol r. xy Formula for Karl Pearsons coefficient r = ______________

x2 * 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.

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Data collection method 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.

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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 Lucas- TVS Limited.

Sample Design Sample Element Sample Size Sample Test Sample Media Sampling Method : Employees at Lucas- TVS Limited. : 35 samples : Percentage Method & Correlation : Questionnaire : Simple Random Sampling

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5. Data Analysis & Interpretation

Distribution of respondents regarding Temporary relief

Table: 5.1

Sr. No.

Temporary relief

No. of respondents

Percentage

1.

Yes

19

54.3

2.

No

16

45.7

Total

35

100

42

Inference: 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.

Distribution of respondents regarding Temporary relief

Chart No: 5.1

temporary relief
60

50

40

30

20

Percent

10

0 yes no

temporary relief

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Distribution of respondents based on age

Table: 5.2

Sr. No.

Age

Frequency Percentage

19-25

17.1

26-30

29

82.9

Total

35

100

44

Inference: 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.

Distribution of respondents based on age

Chart No: 5.2

age
19-25

26-30

45

Distribution of respondents towards supervisors level of skill

Table: 5.3

Supervisor possess Sr. No. necessary skill Frequency Percentage

Very highly 1 skilled 32 91.4

Moderately skilled

8.6

Total

35

100

46

Inference:

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.

Distribution of respondents towards supervisors level of skill

Chart No: 5.3

supervisor has skill

100

80

60

40

Percent

20

0 very highly skilled moderately skilled

supervisor has skill

47

Distribution of respondents towards awareness of committees Table: 5.4

Awareness of Sr. No committees Frequency Percentage

1 Yes 35 100.0

Total

35

100

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

Chart No: 5.4

various committee
120

100

80

60

40

Percent

20

0 yes

various committee

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Distribution of respondents towards decision given

Table: 5.5

Decision given is Sr. No. satisfactory or not Frequency Percentage

Highly satisfactory 31 88.6

Moderately 2 satisfactory 4 11.4

Total

35

100

49

Inference: 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.

Distribution of respondents towards decision given

Chart No: 5.5

feel about decision given

100

80

60

40

Percent

20

0 highly satisfactory moderately satisfact

feel about decision given

50

Distribution of respondents towards the informal channel

Table: 5.6

Sr. No

Informal

No. of

Percentage

channel respondents

Co-worker

23

65.7

Peer

12

34.3

Total

35

100

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Inference:

From the above table it is inferred that 65.7% of respondents communicate to their coworkers and 34.3% of respondents communicate to their peer.

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

52

Distribution of respondents towards real basis of identification of their grievance

Table: 5.7

Sr. No.

Real basis Strongly

Frequency Percentage

1 agree 27 77.1

Agree

22.9

Total 35 100

53

Inference:

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.

Distribution of respondents towards real basis of identification of their grievance

Chart No: 5.7

real basis identified

agree

strongly agree

54

Distribution of respondents towards mechanism resolves grievance or not

Table: 5.8

Mechanism resolves Sr. No. grievance or respondents not No. of Percentage

Yes

34

97.1

No

2.9

Total

35

100

55

Inference:

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.

Distribution of respondents towards mechanism resolves grievance or not

Chart No: 5.8

mechanism resolves grievance

no

yes

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Distribution of respondents towards importance given to discussion and conference

Table: 5.9

Discussion and Sr. No. conference

No. of Percentage respondents

Strongly agree

29

82.9

Agree

17.1

Total

35

100

57

Inference:

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.

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

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Distribution of respondents regarding whom they redress for grievance

TABLE NO: 5.10 Whom do you Sr. No. redress 1 Office bearers Committee 2 members 16 45.7 4 11.4 Frequency Percentage

3 HR

8.6

4 Managers

5.7

5 Union Members

20.0

6 Counselor

2.9

7 Friends

2.9

8 Co-workers

2.9

Total

35

100

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Inference:

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.

Distribution of respondents regarding whom they redress for grievance

Chart No: 5.10

to whom to redress
co w orkers friends counsellor offiece bearers

union members

mangers committee members hr

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Distribution of respondents based on qualification

Table: 5.11

Sr. No. Qualification Frequency Percentage

Higher 1 secondary 31 88.6

Diploma

2.9

Under 3 graduate 3 8.6

Total

35

100

61

Inference:

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.

Distribution of respondents based on qualification

Chart No: 5.11

qualification
under graduate diploma

higher secondary

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Distribution of respondents regarding awareness of various committees Table: 5.12

Various committees Sr. No. Frequency Percentage

Canteen, SGA 1

2.9

SGA, TEI, Transport 2 Transport,

11.4

6 3 Welfare,SGA Transport, Safety, 4 Canteen Safety, Transport, 5 SGA Canteen, TEI, Safety, 6 Transport TEI, SGA, Canteen, 7 Transport Transport, Welfare, 8 Safety TEI, SGA, Transport, 9 Welfare 2 2 9 3 4 4

17.1

11.4

11.4

8.6

25.7

5.7

5.7

Total

35

100

63

Inference: 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-welfare-sga,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. Distribution of respondents regarding awareness of various committees

Chart No: 5.12

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

transport,w elfare,sg tei,sga,canteen,tran

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

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Distribution of respondents regarding regular follow up Table: 5.13

Regular Sr. No. follow-up

No. of Percentage respondents

Yes

35

100.0

Total

35

100

Inference: 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. 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

65

Distribution of respondents regarding supervisors authority

Table: 5.14
Supervisor has given Sr. No authority respondents No. of Percentage

Valid

Has given authority Total

35 35

100.0 100

Inference: From the above table it is inferred that 100% of respondents have agreed that supervisor is given authority. 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

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ANALYSIS USING CORRELATION To know whether there is correlation between feel about decision given and real basis identification Let X be Feel about decision given Let Y be Real basis identification

Table: 5.15 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.

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ANALYSIS USING CORRELATION 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: 5.16 Values for correlation

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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6. Findings of the study

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.

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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.

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

15. When there is deviation in the real basis identification it will be reflected in the level of satisfaction regarding decision given.

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6.1 Suggestions and Recommendations

1. Job descriptions, responsibilities should be as clear as possible. Everyone should be informed of companys goals and expectati on 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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7. Questionnaire
1. Name: 2. Gender: i.Male ii.Female 3. Age: i.19-25 ii.26-30 iii.31 and above 4. Educational 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

72

8. Are you aware of the members of the various committees? i.Yes ii.No 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? i.Strongly 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 )

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14. Is importance 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 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

74

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 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

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

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8. Limitations / Scope:
Limitations of the study

The sample size was restricted to 100 Personal interview was not allowed.

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.

77

Bibliography
1. Aswathappa, K., Human resource and Personnel management, TATA McGrawHILL. 2. Arun monappa and Saiyadain, Mirza S., Personnel management, TATA McGraw- HILL. 3. Flippo, Edwin B., Personnel management, McGRAW-HILL International

Publications.

Websites
1. www.citehr.com 2. www.findatricles.com

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