Professional Documents
Culture Documents
LIST OF TABLES i
LIST OF CHARTS ii
APPENDICES
ANNEXURE I 40
ANNEXURE II 41
LIST OF TABLES
LIST OF CHARTS
Chart No: Chart Name Page No:
CHAPTER I
Outsourcing is one of the most essential parts of training strategies. Training Outsourcing
provides industry professional to work with an organization in achieving its training and
development objectives. According to IDC India, training outsourcing is a constant transfer of the
organization and implementation of one or more entire training processes to an external services
provider.
Select training outsourcing – In this type selected training activities are outsourced
Comprehensive total training – In this type, the entire training function is outsourced
BREAK-UP OF TRAINING ACTIVITY PRACTICED IN TRAINING OUTSOURCING
Custom website services including website design and development, consulting and
maintenance services regardless of the work complexity. The highly-skilled developers and
programmers accomplish various site development projects from the ground up, based on up-to-
date programming languages. The extensive experience in development applied to the hands-on
expertise will help you to establish your Internet presence and put your website on a professional
level.
1.2.5.a. Benefits :
Reduce Costs and increase Profits: As sales and revenues will increase directly
through your web site, there will be a reduction in distribution and result in higher
profitability.
Lead Management: Using our free lead management software, your Sales Rep.
can update online every action taken by him/her till order closing for every sales
lead generated through chat.
1.3.2. MISSION:
1.3.3. VISION
1.3.4. CLIENTS
1.3.5.C. TRAINING:
SANS INNOVATIONS has been conceived with the objective of increasing employability
through developing skills and competencies for aspirants fresh, experienced who are geared up
towards accomplishing their exciting career goal.
The basic business model of SANS INNOVATION Straining is to identify and understand the
manpower across industry verticals; determine the gaps between the employer needs and existing
talent pool and then design, develop and deliver programmes to bridge the gaps. In a nutshell
SANS core competencies comprise the ability and competency to deliver high quality need-based
training various customized solutions arrived by our panel of experienced professionals across
industry verticals to provide Industry oriented training.
Institutional Training
Corporate Training
1.2 INTRODUCTION FOR THE STUDY
1. The aim of the study is to find whether the grievance handling mechanism ensures that
employee’s problems are recognized and appropriately reviewed in a prompt and timely
manner.
2. The grievance mechanism acts as a foundation for a harmonious and healthy relationship
between employee and employer.
3. The grievance mechanism ensures a fair and just treatment of employee’s concerns and
prompt resolution of grievances without discrimination, coercion, restraint or reprisal
against any employee who may submit or be involved in a grievance.
CHAPTER II
REVIEW OF LITERATURE
GRIEVANCE
The formal mechanism for dealing with such worker’s 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.
1. Conference among the aggrieved employee, the supervisor, and the union steward.
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership.
4. Arbitration.
There may be variations in the procedures followed for resolving employee grievances.
Variations may result from such factors as organizational or decision-making structures or size of
the plant or company. Large organizations do tend to have formal grievance procedures involving
succession of steps.
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 labour 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.
Guidelines
When processing grievances, there are several important guidelines to consider:
Check the grievant’s title and employment status to determine if he / she are included in a
union eligible classification.
Review the requested solution to the grievance. Determine if the relief sought is beyond a
supervisor’s authority to grant.
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.
Articles related to grievance
Grievants 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. Grievants were more younger and had less education than
nongrievants.
Gordon and Miller, Allen and Keavney and Klass 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 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.
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 steward’s 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 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.
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 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 peer-
review committee. The step-review method had characteristics similar to the grievance /
arbitration procedures found in union contracts.
The step-review method has a preestablished set of steps for reviewing employee complaints by
succeeding higher levels of agency personnel.
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.
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.
CHAPTER III
PRIMARY OBJECTIVE
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
CHAPTER IV
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.
• 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.
Percentage method
In this project percentage method test and used. The following are the formula
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 :
√∑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.
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 : Employees at SANS INNOVATIONS.
Sample Size : 35 samples
Sample Test : Percentage Method & Correlation
Sample Media : Questionnaire
Sampling Method : Simple Random Sampling
CHAPTER V
Table: 5.1
1 Yes 19 54.3
2 No 16 45.7
Total 35 100
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.
temporary relief
60
50
40
30
20
10
Percent
0
yes no
temporary relief
Distribution of respondents based on age
Table: 5.2
1 19-25 6 17.1
2 26-30 29 82.9
Total 35 100
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.
age
19-25
26-30
Distribution of respondents towards supervisors’ level of skill
Table: 5.3
Supervisor
Sl.No. possess necessary Frequency Percentage
skill
Inference:
80
60
40
20
Percent
0
very highly skilled moderately skilled
Table: 5.4
Sl.No Awareness Frequency Percentag
of e
committees
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.
various committee
120
100
80
60
40
20
Percent
0
yes
various committee
Table: 5.5
Sl.No. Decision Frequency Percentage
given is
satisfactory
or not
1 Highly
satisfactory 31 88.6
2 Moderately 4 11.4
satisfactory
Total 35 100
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.
80
60
40
20
Percent
0
highly satisfactory moderately satisfact
Table: 5.6
Sl.No Informal No. of respondents Percentage
channel
1 co worker 23 65.7
2 peer 12 34.3
Total 35 100
Inference:
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.
informal channel
70
60
50
40
30
20
Percent
10
0
co w orker peer
informal channel
Table: 5.7
Sl.No. Real basis Frequency Percentage
1 strongly
agree 27 77.1
2 agree 8 22.9
Total 35 100
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.
agree
strongly agree
Table: 5.8
Sl.No. Mechanism No. of Percentage
resolves respondents
grievance or
not
1 yes 34 97.1
2 no 1 2.9
Total 35 100
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.
no
yes
Table: 5.9
Sl.No. Discussion and No. of Percentage
conference respondents
2 agree 6 17.1
Total 35 100
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.
80
60
40
20
Percent
0
strongly agree agree
Total 35 100
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.
co w orkers
friends
counsellor offiece bearers
union members
mangers
committee members
hr
Table: 5.11
Sl.No. Qualification Frequency Percentage
1 higher 31 88.6
secondary
2 diploma 1 2.9
Total 35 100
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.
qualification
under graduate
diploma
higher secondary
Table: 5.12
Various
Sl.No. committees Frequency Percentage
canteen,sga 1 2.9
1
Sga,tei, 4 11.4
2 transport
transport,welf 6 17.1
3 are,sga
4 transport, 4 11.4
safety,
canteen
5 safety,transpo 4 11.4
rt,sga
6 canteen,tei,sa 3 8.6
fety,transport
7 tei,sga,cantee 9 25.7
n,transport
8 transport, 2 5.7
welfare,
safety
9 tei,sga,transp 2 5.7
ort,welfare
Total 35 100
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.
available comit
tei,sga,transport,w e canteen,sga
transport,w elfare, s sga,tei, transport
transport,w elfare,sg
tei,sga,canteen,tran
transport,safety, ca
canteen,tei,safety,t
safety,transport,sga
Table: 5.13
Sl.No. Regular No. of Percentage
follow-up respondents
1 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.
regular follow up
120
100
80
60
40
20
Percent
0
yes
regular follow up
Table: 5.14
Sl.No Supervisor has given No. of Percentage
authority respondents
Total 35 100
Inference:
From the above table it is inferred that 100% of respondents have agreed that supervisor is given
authority.
100
80
60
40
20
Percent
0
has given authority
To know whether there is correlation between feel about decision given and real basis
identification
Table: 5.15
∑x2 ∑y2
moderately 2 2 4 ∑xy
180.5 satisfactory
364.5 256.5
Total 27 8 35
∑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
To know whether there is correlation between discussion and conference and supervisor
has skill
Table: 5.17
Total
supervisor has skill
moderately
skilled
very highly skilled
discussion
and strongly 28 1 29
conference agree
agree 4 2 6
32 3 35
Total
Table: 5.18
∑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.
CHAPTER VI
1. 54.3% of respondent’s state that they are being provided with temporary relief until final
decision is taken.
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.
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.
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.
6.2 SUGGESTIONS AND RECOMMENDATIONS
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.
CHAPTER VII
CONCLUSION
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.
CHAPTER VIII
• The project throws light on need for Grievance handling mechanism and this study
facilitates the management for further improvement on the same.
ANNEXURE I
BIBLIOGRAPHY
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.
WEB SITE
1. www.citehr.com
2. www.findatricles.com
ANNEXURE II
QUESTIONNAIRE
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
i.Yes[ ]
ii.No[ ]
10. .In case the grievance has to be immediately redressed to whom do you
communicate?
13. Does your higher authority listen when your grievance is presented?
i.Listens patiently[ ]
ii.Shouts at you[ ]
iii.Does not listen at all[ ]
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[ ]
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[ ]
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[ ]
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[ ]