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Synopsis

The project work titled “AN ANALYTICAL STUDY ON THE


GRIEVANCE OF THE EMPLOYEES” was undertaken to find the level of
grievance toward Pragati Engineering Private Limited.

The study was mainly conducted to find out the causes and sources of
grievance, the time taken and the efforts of trade union to resolve the grievance,
the behavior and the attitude of supervisor, and the remedial measures so as to
reduce the rate of grievance.

The study is based entirely upon primary data, which was obtained through
direct interview and structured questionnaire. The sample sizes about 100
employees were considered.The charts were used for the analysis and meaningful
inferences were drawn from it.

Some of the statistical tools such as percentage analysis, chi-square,


correlation, weighted average mean are used in order to find the grievance of the
employees on pragati engineering private limited.

From the data collected, findings and suggestions obtained. It will help the
company to know the grievance of the employees.

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INTRODUCTION

The subject matter of personnel management is human behavior, which


differs from man to man. The persons working in a group cannot be fully satisfied
in all respects. The management even cannot satisfy the feeling and ego of all its
employees. It is therefore, but natural that workers have grievance against his
immediate supervisor or against the management as a whole or against the system
practices, which are followed in the organization.

The major disputes may be handed over to the statutory machinery set up
under the industrial disputes act 1947, but minor disputes or grievances cannot be
referred to the statutory machinery and must be settled by negotiations or by
establishing a grievance procedure so that the industrial relation should not be
embittered.

Both employees and management are required to arrive at a decision in


regard to a grievance within a specified time limit. For a foreman, this limit is
between one and three days. At the higher steps, it may be from one to three weeks.
An arbitrator is generally allowed a time limit of between two and four weeks,
within which he has to give his decisions

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Why Grievance Arise?

There may be several causes of grievances some of them are as follows.

a. Differences of opinion or though

b. Position of trade union in the organization

c. Demand for welfare facilities

d. Doubts and fears in the Mind of workers of management

e. Social injustice with the workers

f. Policies and procedures, if not followed strictly

Without an analysis of the nature and pattern the causes of employee


dissatisfaction cannot be removed. The personal Administration of an organization
should go into the details of the Grievances and find out the best possible methods
of settling them. The top management and line managers particularly foreman and
supervisors, in the formulation and implementation of the policies, programs and
procedures which would enable them to handle grievances. These policies,
programs and procedures are generally known as the grievance redressal procedure.

A grievance procedure is a formal process, which is preliminary to an


arbitration, which enables the partier to attempt to resolve their differences in a
peaceful, orderly and expeditious manner. It enables the company and the trade

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union to investigate and discuss the problems at issue without in any interrupting
the peaceful and orderly conduct of business.

Pragati

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PROFILE OF PRAGATI
ENGINEERING PRIVATE LIMITED

Pragati Engineering Management Services is founded by a team of


professional Engineers with the objective to serve the industry by utilizing
experience gained in Project Management & Engineering Manpower Supply while
working for the engineering companies.

Pragati Engineers and Consultants realized way back in 1999, the


importance of synergetic effect derived from arranging similar components in
different ways. The company identified various opportunities/areas in engineering
field where comprehensive packages required by the industry right from
consultancy services in the field of engineering project management, maintenance
management to machinery manufacturing activities.

Accordingly in 1999, the foundation of Pragati Engineers and Consultants


was laid with an objective of offering 'One stop Shop' solution for all engineering
based needs.

Pragati Engineers and Consultants is a common platform and a forum


where professionals from various facilities join hand and collectively individually
take responsibilities of delivering the desired customers objective.

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Pragati engineering follow the principle of "Do it right first time and
Dontastu" better than the best every time, which has resulted achieving the full
customer satisfaction.

Within a short span of few years Pragati has been able to make a name in the
areas of project management as well as special purpose machinery manufacturing
and reconditioning in rubber related industry.

Today the company has a reasonably good satisfied customer base and our
endeavour is to expand the horizon by offering quality services at reasonably
affordable prices.

Pragati engineering has a full time dedicated team and a set a quality
upgradation system. Shortly the company plan to be an ISO 9000 company.

Human Resource is the biggest single factor that decides the difference
between big- time success and ordinary achievement. Bearing this in mind, pragati
engineering have involved our activities with these core arenas of modern services
industry.
Pragati engineering are in this core business for last 5 years. Pragati
engineering operate within the framework of our core values - professionalism,
strong performance ethics, stable structure, honesty and integrity. These practices
collectively help us to work towards delivering a commitment given to our clients
with the best quality services in the industry.

Pragati engineering have a large pool of qualified and experienced


engineering manpower covering all major discipline in Engineering, Procurement,
Construction, Project Management, Commissioning, and Operation / Maintenance.
Our core engineering database of the engineers and designers have had extensive
experience both in the design offices and at plant construction sites worldwide and
have first hand exposure to working in demanding international environments.

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Commitment
“Pragati engineering will never walk away from the project and the tasks you
entrusted to us to fulfill and pragati engineering will always put forth the effort and
resources to do whatever it takes to complete and deliver your project on time”

Dedication
Pragati engineering are dedicated to serving, satisfying and retaining existing
customers and to win new ones through excellence performance.

Vision
To exceed the client’s expectations by providing innovative, systematic and
goal- orientated quality services and solutions to enable them to operate at fullest
potential with competitive edge in modern industry.

Mission
To provide clients with Efficient, Cost –Effective and Quality services and
solutions by continuous review and improvement in our Services and Facilities
taking into account the exact needs and expectations of our clients.

Company’s Capabilities

• Consultancy services in the field of project management starting from


conceptualization to commissioning, capacity expansions, balancing of

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resources of existing plants. Pragati engineering handle assignments either
on turnkey basis or on part responsibility basis.
• Consultancy services in the field of maintenance management including
annual maintenance contract for the entire plant or critical equipments, shut
down maintenance, reconditioning of critical/heavy equipments and
automation.
• Design, manufacture and supply of special purpose machines including
custom built.
• Supply of spare parts including indigenization of spares.
• Supply of materials including special purpose items for all types of
industries.

Our business is structured into two verticals:

• Engineering Manpower for EPC, PMC, EPCM Projects


• Project Management Services

1. ENGINEERING

• Conceptual Engineering
• Conceptual Design & Study
• Feasibility Study
• Front End Engineering Design
• Basic Engineering
• Detail Engineering
• Design Field Engineering
• Engineering Manuals

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TYPE OF MANPOWER

I. Design Engineer
II. Designer / Checker
III. Field Engineer / Field Designer

DISCIPLINE - MANPOWER

• Process Design Engineer


• Thermal / HRSG Design Engineer
• Furnace / Combustion Design Engineer
• Pipeline Design Engineer
• Piping Layout Design Engineer
• Piping Stress Analysis Engineer
• Piping Material Engineer
• Static Design Engineer
• Rotary Design Engineer
• Packages Design Engineer
• Process Equipment Design Engineer
• Civil Design Engineer
• Structural Design Engineer
• Electrical Design Engineer
• Instrumentation & Control Design Engineer
• HSE Design Engineer
• QRA / RCM Engineer

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• Risk Analysis Engineer
• Loss Prevention Engineer
• Fire System Design Engineer
• HVAC Design Engineer
• PDS, PDMS, SACS, INTOOLS, E RACEWAY, Process
Simulations Specialist.

2. PROJECT / PROCUREMENT

Pragati engineering are Project Management Consultants and provide EPC


packages comprising of Engineering, Procurement, Erection and
Commissioning services in parts or on a turnkey basis as per customer
requirements. Pragati engineering are ideally suited for handling small and
medium sized projects, where the customer can provide basic engineering/
process technology. Pragati engineering also provide other project related
services such as Inspection, Expediting, Erection and Commissioning support
services for large projects.

• Project Management
• Contract Management
• Master plan for the entire project
• Procurement Management
• Supply Chain Management

TYPE OF MANPOWER

I. Manager
II. Engineer
III. Coordinator

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DISCIPLINE - MANPOWER

• Project Engineer
• Project Control Engineer
• Contract Administrator
• Contract Engineer
• Proposal Engineer
• Estimation Engineer
• Costing Engineer
• Planning Engineer
• Schedule Engineer
• Procurement Engineer
• Purchase Engineer
• Bulk Material Buyer
• Material Coordinator
• Logistic Coordinator
• Shipping Coordinator
• Supply Chain Coordinator
• Inspection Engineer
• Expediting Engineer
• QA / QC Assurance
• Material Planning & Control

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Scope of the study

The main aim of the study is to identify the grievance and reduce it to a lower
rate. The scope of study has been extended to all types of employees both male and
female to measure the level of grievance towards pragati engineering private
limited.

The survey covers 100 samples and the employees were interviewed and
questioner was used to determine the problem that leads to grievance and the data
were tabulated and interpreted suggestions were also offered to the management to
reduce the grievance.

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The management should take steps to find out the grievance and make the
employees to feel comfortable so that the efficiency of the employees is increased.

The chapter gives brief review of the study. This is to have a clear view of the
study and the objectives and hypothesis.

The problem of grievance is continuous and the management has to find out
the grievance of the employees.

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Objectives of the study

 To find out the causes and sources of grievance.

 To analysis the efforts of trade unions for solving the grievance.

 To study the time taken to resolve the grievance.

 The remedial measures should be taken so as to reduce the rate of the


grievance.

 To know the behavior and the attitude of the superior.

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Limitations of the study

 The time durations for interviewing were only short period and employees
are called while they are at work.

 Some respondents hesitated to answer to certain queries.

 The employees did not co-operate in order to give true picture.

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 The questionnaire had to explain in the regional language.

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Review of Literature

There is hardly a company or an industrial concern which functions


absolutely smoothly at all times. In some, the employees have complaints against
their employee: while in others it is the employees who have a grievance against

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their employees. These grievance may be real or imaginary, valid or invalid,
genuine or false. Broadly speaking a complaint affecting one or more workers
constitutes a grievance. The complaint may be related to the quantum of wages, the
mode of payment, payment for overtime work , leave. Interpretation, of service
agreements, working conditions, promotions, seniority, transfers, work assignments,
dismissal or discharge, or a complaint against a foreman, against the quality of the
plant or the parts used in it, machinery: or the food available in the canteen.

“where the points disputes are of a general applicability or are of a


considerable magnitude, they fall outside the scope of this procedure, i.e : the
grievance handling procedure”.

Definitions:

Beach as defined a grievance as “ any dissatisfaction or feeling of injustice in


connection which one’s employment situation that is brought to the notice of the
management”.

Flippo says “it is a type of discontent which must always be expressed. A


Grievance is usually more formal in character than a complaint. It can be valid or
ridiculous, and must grow out of something connected company operation or
policy. It must involve as interpretation or application of the provision of the labour
contract.

In the opinion of the national commission on labour, “ complaints affecting


one or more individual workers in respect of wage payments , overtime, leave,
transfer, promotion, seniority, work assignments and discharges constitute
Grievance.

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Meaning :

According to Michael J. Jucius, the term Grievances means any discontent or


dissatisfaction, whether expressed or not and whether valid or not, arising out of
anything connected with the company thinks, believes or even feels is unfair, unjust
or inequitable.

Causes or Sources Of Grievances:

From a practical point of view, it is probably easier to list those items that
don’t precipitate Grievance than to list the ones that do just above any factor
involving wages, hours or conditions of employment has and can be used as the
basis of Grievance.

An employee is dissatisfied and labours a Grievance when he feels that


there has been an infringement of his rights that his interests have been
jeopardized. This sense of Grievance generally arises out of misinterpretation or
misapplication of company policies and practices.

Calhoon Observes:

“Grievances exist in the minds of individuals, are produced and dissipated by


situations, are forted or healed by group pressures, are adjusted or made worse by
supervisors, and are nourished or dissolved by the climate in the organization which
is affected by all the above factors and by the management.

Characteristics of Grievance:

A Grievance may have the following characteristics

1. Factor :

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The employer employee relationship depends upon the job contact in
any organizations. This contract indicates the norms defining the limits
within which the employee expects the organizations to fulfill his aspirations,
needs or expectations. When these legitimate needs of exceptions or
aspirations are not fulfilled, the employee will be dissatisfied with the job.
Such dissatisfactions are called factual Grievance procedure.

2. Imaginary:

When the job contract is not clear-cut does not indicate the norms
defining the limits within which the employee expects the organization to
fulfill his needs or aspirations, employee develops such needs which the
organizations is to oblige to meet. Here Grievances are not based on facts.
Even then, the employee feels aggrieved. Normally, the organization does not
feel any kind of responsibility for such Grievance and their redressal ,
because they are based not only on wrong perceptions of the employee but
also on wrong information. However such Grievance can have far-reaching
consequence and organization because the employees are likely to develop an
altogether negative attitude towards the organizations, which decrease their
effectiveness and in work.

3. Diguised:

In general organization consider the basic requirements of the


employees . psychological needs of the employees such as the need for
recognition, affections, power, achievement etc, are normally unattended and
ignored.

Bethel and others have been given typical examples of workers

Grievance:

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i. Concerning wages :

a. Demand for individual adjustment: the worker feels that he is


underpaid

b. Complaints above incentives: piece rates are too low or too


complicated

c. Mistakes in calculating the wages of the worker

ii. Concerning supervision:

a. Complaints against discipline : the foreman picks on him: in adequate


instruction given for job performance

b. Objection to having a particular foreman: the foreman is playing


favorites; the foreman ignores complaints

c. Objection to the manner in which the general methods of supervision


are used; there are too many rules; regulation are not clearly posted;
supervision indulge in a great deal of snooping.

iii. Concerning individual advancement:

a. Complaint that the employee’s record of continuous service has been


unfairly broken
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b. Complaints that the claims of senior persons have been ignored; that
seriously has been wrongly determined; that younger workers have
been promoted ahead of older and more experienced employees

c. Charges are made disciplinary discharged are lay-off has been unfair;
that the penalty is too severe for the offence that is supposed to have
been committed; that the company wanted to get a rid of the
employees; hence the charges against him

iv. General working conditions:

a. Complaints about toilet facilities being in adequate; about inadequate


and I or dirty lunch rooms

b. Complaints about working condition, which can be easily corrected;


overtime is unnecessary; an employee loses too much time because
materials are not supplied to him in timing

v. Collective bargaining:

The company is attempting to undermine the trade union and the


workers who belong to that union the contract with labour has been violated.
The company does not deal effectively or expeditiously with union
Grievance.

Certain Do’s and Don’ts in Handling Grievance:

Do’s

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1) Investigate and handle each and every case as though it may eventually result
in an arbitration hearing.

2) Talk with the employee about his Grievance gives him a good and full
hearing.

3) Get the union to identify specific contractual provisions allegedy and violated
.

4) Enforce the contractual time limits.

5) Comply with the contractual time limits for the company to handle a
Grievance.

6) Determine whether all the procedural requirements, as dictated by the


aggrements have been complied with.

7) Visit the work area where the Grievance arose.

8) Determine if there were any witness.

9) Examine the relavant contract provisions and understand the contract


thoroughly.

10) Determine if there has been equal treatment of employees.

11) Fully informed your own superior of Grievance matters.

12) Satisfy the union’s right to relevant information.

Don’t

1) Apply the Grievance remedy to an improper Grievance.

2) Hold back the remedies if the comply is wrong.

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3) Give long written Grievance answers.

4) Admit the binding effect of part practice.

5) Redistinguish your authority to the union.

6) Make mutual consent aggrements regarding future action.

7) Bargain over items not covered by the contract act.

8) Argue Grievance issues off the work premises.

9) Settle a Grievance when you are in doubt.

10) Support another supervisor in a hopeless case.

11) Agree to informal amendments in the contract.

Identification of Grievance:

Grievance should be redressed by adopting proactive approach rather


than waiting for the Grievance to be brought to the notice of the management.
A proactive approach for Grievance redressal helps the management to take
action for modifying those factors that are responsible. For the emergence of
Grievance while in reactive approach a particular Grievance gets redressed
but its underlying problems unless this problem is overcome redressal of a
Grievance may be temporary solution. It is often said that a good
management redresses Grievance as they arise excellent management
anticipates them and prevents them for arising. For adapting proactive
approach to Grievance management, it is essential to identify the nature of
Grievance and the underlying factors. The management can be through four
methods of identifying Grievance exit interview, gripe box system opinion
surveys and open-door policy.

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1. Exit interview:

An employee may leave the organization either because of his dissatisfaction


with the organization or because of greener pasture somewhere else. Exit interview
if conducted properly, elicits important information about various aspects of the
organizational functioning relevant to employees such information is more valuable
than the information elicited by the existing employees as they may not be frank
enough to express Themselves fully. They may avoid much relevant information as
they see their career linked to the organization and frank expression of their views
may jeopardize their career. In an exit interview, there is no such inhibition.

2. Gripe box systems:

On the pattern of suggestion box system, the management can use gripe box
system to collect information about grievance from the employees. If need be the
employees many of encouraged to drop anonymous. Complaints as they may
develop a feeling that their identify for reporting complaints many invite
victimization especially when the complaints relate to management or supervision
styles and other personal matters. This methods more appropriate in them
organisation where there is lack of trust and understanding between employees and
their supervisors.

3. Opinion surveys:

Opinion surveys conducted periodically on the employee related issues


provide relevant information about the state of grievance among them, such surveys
maybe in the form of morale surveys attitude survey or a more comprehensive

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survey including all the above aspects. These surveys encourage the employees to
express their views more openly as these are conducted by persons who are not the
supervisors of the employees, further the employees identify is not disclosed.
Alternatives to formal surveys may be group meetings, periodicals interviews,
collective bargaining sessions, and informal get-together through which the
information about the current state of grievance may be collected.

4. Open door policy:

Open door policy implies that the employees are invited to discuss their
problem freely and frankly at any tome or drop their complaints to the relevant
manager’s room at any tome. The basic objective of an open door policy is to
encourage upward communication. However open door policy works effectively
when the mangers develop positive approach and keep their roars open physically
and psychologically. In large organizations open door policy should be adopted at
each successive management level.

Benefits of a Grievance Procedure:

1) It brings Grievance into the open so that management can learn about them and
try corrective action.

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2) It helps in preventing grievances from assuming big proportions. The
management catches and solve a Grievance before it becomes a dispute.

3) It provides employee formalized means of emotional release for this


dissatisfaction. Even if a worker does not use the Grievance system for his own
emotional release in a particular situation, he feels better because he knows the
system is there to use if he wants to do so. It builds within him a sense of emotional
security.

4) It helps in establishing and maintaining a work culture way of life as problems


are interpreted in the grievance procedure, the group learn how if is expected to
respond to the policies that hare been set up.

5) It acts as a check upon arbitrary and capricious management action. When a


manager knows that his actions are subject to challenge and review in a Grievance
system he becomes more careful in taking his decisions.

Desirable features of a Grievance Procedure

A Grievance procedure should incorporate the following features:

1) Conformity with existing legislation:

The procedure should be designed to supplement the existing statutory


provision. Where practicable, the procedure can make use of such machinery as the
law might have already provided for.

2) Acceptability:

The Grievance procedure must be accepted by everybody. In order to be


generally acceptable if must ensure

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(a) A sense of fair-play and justice to the work

(b) Reasonable exercise of authority to the manager, and

(c) Adequate participation of the union

3) Simplicity:

The procedure should be simple enough to be understood by every employee.


The step should be as few as possible. Channels for handling Grievance should be
carefully developed. Employees must know the authorities to be contacted at
various levels. Information about the procedure can be thoroughly disseminated
among all employees through pictures, charts, diagrams, etc.

4) Promptness:

Speedy settlement of a Grievance is the cornerstone of a sound personal


policy. Justice delayed if justice denied. The procedure should aim at a rapid
disposal of the Grievance. This can be achieve of by incorporating the following
features in the procedure.

a) As for as possible Grievance should be settled at the lowest level

b) No matter should ordinarily be taken up at more than two level i.e. normally
there should be only one appeal

c) Different types of grievance may be referred to appropriate authorities. It


may be useful to classify grievances as those arising from personnel
relationship and others arising out of conditions of employment. In the
former case, a grievance should be taken up, in the first instance, with the
authority in the line management immediately above the officer against
whom the complaint is made. Thereafter, the matter may go to the grievance
committee comprising reprehensive of management and worker other
grievance should be taken up in the first instance, with the authority

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designated by the management. Thereafter, a reference may be made to the
grievance committee and finally to the top management.

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 are given training in
grievance handling.

6) Follow up:

The working of the procedure should be reviewed periodically by the


personnel department and necessary structural changes introduced to make it more
effective.

Point to the remembered when handling a grievance:

1) Every grievance must be considered important no matter how irrelevant or


insignificant it is or seems.

2) A grievance should not be postponed in the hop that people will “see the
light” themselves. If an executive is tired, in a bad temper, or otherwise
feeling out of sorts, he may courteously, apologetically and with regret
postpone a grievances hearing, but he should never say something that would
never the distrust or enmity of the aggrieved employee.

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3) All grievances should be put in writing. This is necessary to avoid ambiguity
and to correctly determine the exact nature of a grievance writing about the
ambiguous nature of most grievances, jacius observers that” grievances of
today often have their roots in the acts of yesterday and their branchy in the
effects of tomorrow. The roots are sometimes difficult to locate, and how the
branch will grow, difficult to forecast. But difficult though the task is, it must
be tackled as best as one can, else grievance band ling becomes grievance
fighting”. A vague grievance will have to be solved over again.

4) All relevant facts about a grievance should be gathered by the management


and their proper records maintained this will convince the employees about
management’s sincerity integrity and honesty of purpose fell facts will also
help the management in reaching fair decision maintenance of records is
essential for future reference.

5) The worker should be given free time off to pursue his grievance.

6) Management should make a list of all solutions and later evaluate them one
by one interns of their total effect upon the organisation and not solely upon
their immediate or individual effect tentative solutions.

7) Decision once reached should be communicated to the employee and acted


upon by the management. If the decision is unfavourable its legitimate
foundations should be well explained.

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8) Follow – up must be done by the management to determine whether action
taken but it has favourable changed the employee’s attitude or not.

Grievance Handling Procedure in Small Company

Company Union
Representativ Arbitration Representativ
e e

Owner of Manager Local Union


Step 2
Representative

Supervisor Union Steward


Step 1

Employee

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Grievance Handling Procedure in Large Company

Company Union
Arbitration Representativ
Representativ
e e
Step 5

Company Personnel Regional Union


Step 4 Representative
offiecer

Step 3
Company Union
Grievance Committee

Departmental Chief Steward


Step 2
Head

Step 1 Supervisor Union Steward

Employee

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Grievance Handling Procedures

There are Two Procedures of Grievance Handling.

1)Common Procedure: The Steps in the procedure are

 Immediate Supervisor

 Departmental head or personnel relation officer

 Top Executive i.e., General Manager

 Grievance Handling Committee.

2) Model Grievance Procedure: The Steps are

 Officer-Designate for the purpose

 Head of the Department

 Grievance Committee

 Manager

 Appeal to Manager for Revision

 Voluntary Arbitration

 Formal Conciliation Machinery

3) Grievance Settlement Authority: Every Employee is required to setup a


Grievance settlement Authority if he employees 50 or more workers. Only dispute
connected with individual worker may be referred either by the worker or trade
union to the authority.

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Research methodology

Data Collection:

After identifying and defining the research problem and determining specific
information required solving the problem, the next step is to look for the type and
source of data that may yield the desired results. There are mainly two types of data
that a research can collect one is the primary data and the other is the secondary
data.

Primary data:

It forms the major part of the study. Responses obtained from the employees
of various designation and department in Balaji distilleries limited formed as the
primary source of date. Questionnaires were circulated among the employees so as
to collect accurate data and result.

Secondary data:

The magazines, journals, operation rules and regulation, personnel manuals


etc., provided the researches with information on the topic.

Approach:

Primary data was collect through survey method. Some respondents were
asked to fill the questionnaire by themselves and the remaining respondents were
interviewed personally. Since the face-to-face interview was conducted to extract
data from them.

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Questionnaire design:

The questionnaire designed was based on a structured format and there were
both open ended and closed question, which was very clear to the respondents.

Data analysis:

The data so collected through questionnaire were tabulated and analyzed.


Appropriate statistical tools were also applied to yield accurate results.

Statistical tools description:

The researches used the following tools to analyze the data

i. Chi-square test

ii. Percentage method

iii. Weighted average method

iv. Correlation

Percentage method:

Percentage refers to a special kind of ration. Percentages are used in making


comparison between two or more series of data. Percentages are used to describe
relationship. Percentages can also be used to compare the relative terms the
distribution of two or more series of data

Percentage= No. Of Respondent/Total no. Of Respondent (100)

Chi-square test:

The ᴪ2 = ∑ (O-E)2 \ E

O - Observed Frequency

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E - Expected frequency

E=(RT*CT)/ N

RT= The row total for the row containing cell

CT= The column total for the column containing the cell

N= The Total No. Of observations

The quality ᴪ2 describes the magnitude of the discrepancy between theory


and observations. The calculated value of ᴪ2 is compared with the value ᴪ2 for
given degrees of freedom at a certain specified level of significance. If the
calculated value of ᴪ2 is more than table value of ᴪ2 the difference between theory
and observations on considered to be signification. If one of the other hands the
calculated value of ᴪ2 is less than the table value the difference between theory and
observations is not considered as significant.

Uses:

a. It is used as a test of independence.

b. It is used to test goodness of fit.

Weighted Average method:

Weighted average is assigning weight of different relative item. The weight


stands for the relative importance for the different items. The formula for
computing weighted average is

XW=E(wx) / EW

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Where XW represents the weighted average X represent then variable values
is x1,x2....xn.

W represents weights attached to variable values is w1,w2....wn.

Correlation:

Correlation analysis is used in measuring the closeness of relationship


between the two variables. It mainly determines the existence of the relationship
and tests it significantly and establishes a cause and effect relationship. The Pearson
co-efficient of correlation is denoted by the symbol r. It is one of the very few
symbols that is used universally for describing the degree of correlation between
two series. The formula for computing Pearson r is

r=∑ xy / ∑x2x∑y2

Where x=(x-x) any y=(y-y)

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Analysis and Interpretations

Table-1

Classification of Employees

(Age wise)

S.NO OPTIONS NO OF PERCENTAGE


RESPONDENTS
1 20 – 35 55 55 %

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2 35 – 50 35 35%
3 50 above 10 10%
TOTAL 100 100%

Inference:

The table shows that 55 % of the respondents fall under the age group of 20 – 35
and 35% of the respondents are under the age group of 35 – 50 and 10% of the
respondents are above 50.

CHART - 1

Classification of Employees

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Age Group

Table-2

Work experience

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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 1 - 10 20 20
2 11 - 20 80 80
3 21 – 30 - -
4 30 & above - -
Total 100 100

Inference:

The table shows that 20% of respondents basically 1 – 10 years of experience


in the organization and 80% of the respondents are 11 – 20 years of experience.

CHART - 2

Work experience

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Age Group

Table-3

Classification of employees

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(gender wise)

S.NO OPTIONS NO. OF PERCENTAGE


RESPONDENTS
1 male 60 60
2 female 40 40
Total 100 100

Inference:

The table estimates that 60% of the respondents are male and 40% of the
respondents are female.

CHART - 3

Classification of employees

(gender wise)
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Table-4

Opinion about physical working condition

S.NO OPTIONS NO. OF PERCENTAGE


RESPONDENTS
1 Satisfied 49 49

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2 Partly satisfied 41 41
3 Dissatisfied 10 10
Total 100 100

Inference:

The estimates that 49 % of the respondents are satisfied with physical working
condition and 41 % of the respondents are partly satisfied and 10% of the
respondents are dissatisfied.

CHART - 4

Opinion about physical working condition

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Table-5

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Wage satisfaction level

S.NO OPTIONS NO. OF PERCENTAGE


RESPONDENTS
1 Accepted 79 79
2 Not accepted 21 21
Total 100 100

Inference:

The table shows that 79% of the respondents are accepted with their wages
given by the management and 21% of the respondents are not accepted.

CHART - 5

Wage satisfaction level

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Table-6

Employees work load

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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Very high 20 20
2 High 25 25
3 Normal 55 55
Total 100 100

Inference:

The estimates that 20% of the respondents are having very high work load
and 25% of the respondents are having high work load and remaining 55% of the
respondents are having normal work load.

CHART - 6

Employees work load

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Table-7

Welfare facilities

Options Excellent Good Fair

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Canteen 66 34 10
Restroom 53 33 14
Medical 61 23 11

Tool:

Weighted mean

Canteen =66+68+30/100=1.64

Rest room =53+66+42/100=1.61

Medical =61+56+33/100=1.50

Inference:

The above shows that highest value of 1.64 of the respondents feels that
canteen facility is excellent. 1.50 of the respondents feels that medical facility is
moderate.

Table-8

Duration to settle the grievance

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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Less than 15 days 49 49
2 15-30 days 36 36
3 30-40 days 15 15
Total 100 100

Inference:

The table estimates that 49% of the respondents says that their grievance are settled
in less than 15 days and 36% of the respondents says that their grievance are settled
in 15-30 days and 15% of the respondents says that their grievance are settled in 30-
40 days.

CHART - 7

Duration to settle the grievance

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Table-9

Relationship with supervisor

S.NO OPTIONS NO. OF PERCENTAGE

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RESPONDENTS
1 Good 31 31
2 Fair 54 54
3 Poor 15 15
Total 100 100

Inference:

The table shows 54% of the respondents are agree with the behavior of
supervisor is fair and 31% of the respondents are agree with the behavior of
supervisor is good and 15% of the respondents are agree with the behavior of
supervisor is poor.

CHART - 8

Relationship with supervisor

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Table-10

Opportunity to express feeling and dissatisfaction

S.NO OPTIONS NO. OF PERCENTAGE

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RESPONDENTS
1 Allowed 70 70
2 Not Allowed 30 30
Total 100 100

Inference:

70% of the respondents are agreeing that the management given an


opportunity to express feelin and dissatisfaction and the remaining 30% are not
agreed.

CHART - 9

Opportunity to express feeling and dissatisfaction

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Table-11

Relationship with colleagues


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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Very Good 55 55
2 Good 46 46
3 Fair 9 9
Total 100 100

Inference:

The table estimates that 55% of the respondents feel very good about their
colleagues and 46% of the respondents feel good about their colleagues and 9% of
the respondents feel fair about their colleagues.

CHART - 10

Relationship with colleagues

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Table-12

Relationship with workers and management

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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Very Good 60 60
2 Good 29 29
3 Satisfactory 11 11
Total 100 100

Inference:

The table estimates that 60% of the respondents have very good relation with
the workers and management and 29% of the respondents have good relation with
the workers and management and 11% of the respondents have satisfactory with
their relation .

CHART - 11

Relationship with workers and management

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Table-13

Correlation with education qualification and career


development program

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EDUCATIONAL CAREER DEVELOPMENT PROGRAM
QUALIFICATION YES NO TOTAL
10th 34 15 49
IIT/diploma 19 11 30
UG 11 2 13
PG 5 3 8
Total 69 31 100

Karl peason’s co-efficient of correlation is used to identify relationship if any


between employee qualification and career development.

X y X-X X2 y-y Y2 Xy
34 15 16.75 280.56 7.25 52.56 121.44
19 11 1.75 3.06 3.25 10.56 5.69
11 2 -6.25 39.06 -5.75 33.06 35.94
5 3 -12.25 150.06 -4.75 22.56 58.19

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69 31 472.74 1128.7 221.26
4

X=∑x/n=69/4

Y=∑y/n=7.75

r=∑xy/ ∑x2. ∑y2 => 221.26/ 472.74*118.74

=221.26/ 56133.15 =>221.26/236.92

R=0.934

Inference:

The correlation value is found to be 0.934. there is a positive correlation


between educational qualification and career development programs.

Table-14

Regarding distribution of overtime

S.NO OPTIONS NO. OF PERCENTAGE


RESPONDENTS
1 Yes 63 63
2 No 37 37

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Total 100 100

Inference:

The table shows 63% of the respondents are agree with the reasonable
distribution of overtime and 37% are not agreed.

CHART - 12

Regarding distribution of overtime

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Table-15

Regarding distribution of leave facility

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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Yes 66 66
2 No 34 34
Total 100 100

Inference:

66% of the respondents are agree with the satisfaction of leave facility available to
them and 34% of the respondents are not agreed.

CHART - 12

Regarding distribution of leave facility

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Table-16

Opinion about remedial measures


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S.NO OPTIONS NO. OF PERCENTAGE
RESPONDENTS
1 Routine meeting with 39 39
regard to grievance
2 Proper counseling 15 15
3 Settlement of grievance 56 56
should be prompt
Total 100 100

Inference:

56% of the respondents need settlement of grievance should be prompt and


39% of the respondents need routine meeting with regard to grievance and 15% of
the respondents need proper counseling.

CHART - 13

Opinion about remedial measures

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Findings and observations

1. Most of the respondents feel under the age group of 20 to 35 years.

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2. Majority of the respondents were found to be male.

3. More than half of the respondents are satisfied with the present job.

4. 79% of the respondents are satisfied with the wages.

5. Welfare facilities like canteen facility highly satisfied when compared


to rest room facility.

6. About 55% of the respondents have normal work load.

7. Leave facility is satisfactory at the rate of 66%.

8. Distribution of overtime is reasonable at the rate of 63%.

9. Most of the respondents need the settlement of grievance should be


prompt.

10.Commenting about the functioning of trade union 49% of them are


favored for effectiveness of the trade union.

11.75% of the respondents are agree with that the union is participate in
solving grievance.

12.Normally it takes less than 15 days to settle their grievance.

13.Most of the respondent’s need their grievance should be settled in 1 -3


days.

14.Relationship with supervisor is fair.

15.Relationship with colleagues is good.

16.There is very good relationship between workers and the management.

17.More than half of the respondents are agree with proper career
development program of the company.

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18.80% of the respondents have the work experience of 11-20 years.

19.Nearly 50% of the respondents are below Graduate.

20.49% of the respondents are satisfied with the physical working


condition.

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Suggestions

 Conducting meeting at proper interval.

 Proper counseling should be done to get rid of their personal.

 The working condition can be improved.

 Work load of the employees can be optimum.

 The welfare facilities like medical facility can be improved.

 The employees can further educated by proper training of development


program.

 The over time can be reasonably distributed.

 The union should enhance their participation in the grievance.

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 Employees are in need of proper career development should be conducted at
the regular intervals.

 21% of the employees are not satisfied with the salary so measures can be
taken to satisfy them.

 The settlement of the grievance should be prompt.

 The management should be impartial with workers express their feelings and
dissatisfaction.

 The supervisors and union representatives must undertake human


relationship.

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Conclusion

Prompt and effective handling of grievance is the key to industrial peace.


Grievance should be resolved and eased long before they assume character of an
open conflict.

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The grievance should be open so that management can learn about them and
try corrective action. For an established organization “ Pragati engineering private
limited” they can always try to improve their standard by making good
psychological relationship with employees and by solving employee’s problems
not only in the industrial but also in the family. The action taken by the
management should make the employees change their character but not to confuse
the life of the employees. So the handling of grievance by the Pragati engineering
private limited must be improved so as to induce a more comfortable working
climate of the employees.

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Bibliography

Human resource management - l.m.prasad

Personnel/human resource management - p.subba rao

v.s.p. rao

personnel management - c.b.mamoria

personnel management and industrial relationship - p.c.tripati

research methodology – c.r.kothari

statistical methods – s.p.gupta

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Questionnaire

An analytical study on grievance of the employees

1. Name :

2. Age :

a) 20-35( ) b) 35-50( ) c)50&above ( )

3. How long have you been in this organization ?

a)1-10( ) b)11-20( ) c)21-30( ) d)30&above( )

4. sex :

a)male( ) b)female( )

5.Educational Qualification:

a)10th ( ) b)ITI/diploma( ) c)undergraduate ( )

d) postgraduate( )

6. what is your opinion about physical working condition?

a)satisfied( ) b)partly satisfied( ) c)dissatisfied( )

7.Are you satisfied with the job?

a)satisfied( ) b)dissatisfied( )

8.Are satisfied with the wages given by the management?

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a)accepted( ) b)not accepted( )

9.what do you think about the work load?

a)very high( ) b)high( ) c)normal( )

10.how about the facilities given by the management?

Facilities Good Satisfied Not bad


Canteen
Rest room
Medical

11.mention the duration normally takes to settle the grievance?

a)less than 15( ) b)15-30( ) c)30-45( )

12.how much time that you feel to settle the grievance?

a)1-3days( ) b)3-5days( ) c)5-8days( )

13.how do your supervisor act and respond in the work spot?

a)good( ) b)fair( ) c)poor( )

14.state your opinion about the following relationship?

i)relation with your colleagues

a)very good( ) b)good( ) c)fair( )

ii)workers and management

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a)very good( ) b)good( ) c)satisfactory( )

15.does the company provides proper career development program?

a)yes( ) b)no( )

16.does the management given an opportunity to express your feelings and


dissatisfaction?

a)allowed( ) b)not allowed( )

17.what do you feel about the functioning of trade union?

a)effective( )

b)not effective( )

c)partially effective( )

18.does the union have adequate participation in the grievance?

a)yes( ) b)no( )

19.is over time reasonably distributed?

a)yes( ) b)no( )

20.is the leave facility is satisfactory?

a)yes( ) b)no( )

21.state your opinion about the following remedial measures?

a)routine meeting with regard to the grievance( )

b)proper counseling( )

c)settlement of grievance should be prompt( )

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