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Sri Jayachamarajendra College of Engineering, Mysore

CHAPTER- I
1.1 INTRODUCTION Grievance is defined as any dissatisfaction regarding work and workplace filed by employee formally to his immediate supervisor. An organization establishes a grievance procedure to give an avenue to the employee to file his or her dissatisfactions. The establishment of grievance procedure is in line with the principle of due process which guarantees the application of procedural justice and ethical decision making in an organization. Besides the establishment of grievance procedure will resolve employees dissatisfaction fairly, behavior of personnel who handle grievance also brings effect to the employees satisfaction on the result of grievance resolution. Managers will handle grievances referred to them base on their personality reference. Therefore, this research assumes that managers personalities have to be investigated to determine its influence on managers style in handling grievances. Management and trade unions try to provide benefits to the workers. But, still workers feel dissatisfaction. Workers dissatisfactions are dealt through grievance procedure. Workers may not discharge the duties as per their company requirements. Disciplinary procedure deals this issue. Grievance is any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the notice of the management. It is any discontent or dissatisfaction whether expressed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or even feels to be unfair, unjust or equitable. 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 with company operations or policy. It must involve an interpretation or application of the provisions of the labour contract. The study contains identifying various grievances which arises in the company and what are procedures carried in the company to resolve those grievance. For this study I have taken JK Tyre Company in Mysore, where there is more number of employees. In any company, employees will have grievance which may be related to work, personal, etc. So, this study aims at identifying those grievances and procedures carried to resolve those grievances.

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1.2 BACKGROUND-GRIEVANCE HANDLING: According to Prof. Pigors and Meyers, grievance is dissatisfaction. According to them, dissatisfaction of an employee is anything that disturbs the employee, whether expressed or not In the words of Dale Yoder, grievance is a written complaint filed by an employee and claiming unfair treatment. The National Commission of Labour states that complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion, seniority, work assignment, and discharges would constitute grievance A Grievance is a sign of an employees discontentment with his job or his relationship with his colleagues. Grievances generally arise out of the day-to-day working relation in an organization. An employee or trade union protests against an act or policy of the management that they consider as violating employees rights. Grievance handling is to help and possibly solve the problem of the person who is in trouble and wants some kind of help. A grievance can be of any type like someone trying to corner someone; not giving him his rights etc. and grievance handling is to help such a person in a way that can give him justice to his satisfaction. 1.3 WHY IS HANDLING AN EMPLOYEE GRIEVANCE SO IMPORTANT? Ensuring a sound professional conduct and a healthy environment for its internal customers is a predisposition for any company. Since, a firm is essentially comprised of individuals it is natural for disruptions to arise. However, how those disruptions and grievances are tackled is what plays a very important role for the smooth functioning of a work place. There may complaints or objects pertaining to the contract of an employee or the working pattern and parameters, or even out of cultural differences, at times even an employee persecution, disruptions arising out of salary and many other reasons.

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Effective human resource policies should handle the grievance in such a way, which causes minimum loss to either the employee or the company and holds to the focus on performance orientation. They should be fair in their conduct while tending the complaint and foster a positive environment which is suitable for not only the firms growth but also individuals professional and most importantly mental growth. Maintaining a positive rapport with the labor is the key to relationship building. 1.4 PROBLEM STATEMENT: The study is conducted to identify various grievances in JK Tyres and what are all the committees established to resolve these grievance. And analysis is conducted to know, how well employees in the company are aware of grievance procedure. 1.5 OBJECTIVES OF THE STUDY: 1. To determine the industrial relation in the JK Tyre. 2. To determine the causes and degree of dispute in the JK Trye. 3. To determine the machinery used to settle the dispute in JK Tyre. 4. To identify the areas of grievances in JK Tyre. 5. To determine the grievance handling procedure in the JK Trye. 6. To identify the type of grievance in JK Tyre.

1.6 SCOPE OF THE STUDY Industrial relations is an integral aspect of social relations arising out of employeremployee interaction in modern industries which are regulated by the State in varying degrees, in conjunction with organized social forces and influences by the existing institutions. So, the employees should be provided with all facilities and should identify his or her talents to avoid any grievance in the organization. The study about the grievance handling in JK Tyres and Industries Ltd., examines its effectiveness. This project also helps to know the inequalities with regard to employees and effective procedure to solve them.

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1.7 RESEARCH METHODOLOGY 1 primary data: A set of questionnaire had been prepared to gather the information related to the subject from the employees. Personal interview were conducted to get more information. Information is also collected by observing the employees. 2 secondary data: Data has been collected from organizations various documents from HR department. The process of data collection is further supplemented by various books and web-sites to get more information.

1.8 NEED FOR A GRIEVANCE PROCEDURE: Grievance procedure is necessary for any organization due to following reasons. 1. Most grievances seriously disturb the employees. This may affect their morale, productivity and their willingness to cooperate with the organization. If an explosive situation develops, this can be promptly attended to if a grievance handling procedure is already in existence. 2. It is not possible that all the complaints of the employees would be settled by first-time supervisors, for these supervisors may not have had a proper training for the purpose, and they may lack authority. Moreover, there may be personality conflicts and other causes as well. 3. It serves as a check on the arbitrary actions of the management because supervisors know that employees are likely to see to it that their protest does reach the higher management. 4. It serves as an outlet for employee gripes, discontent and frustration. It acts like a pressure valve on a steam boiler. The employees are entitled to legislative, executive and judicial protection and they get this protection from the grievance redressal procedure, which also acts as a means of upward communication. 5. The management has complete authority to operate the business as it sees fit subject, of course, to its legal and moral obligations and the contracts it has entered into with its workers or their representative trade union. But if the trade union or the employees do not like the way the

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management functions, they can submit their grievance in accordance with the procedure laid down for that purpose 1.9 THE CAUSES OF GRIEVANCES: The causes of employee grievances: 1. Demands for individual wage adjustments. 2. Complaints about the incentive systems. 3. Complaints about the job classifications. 4. Complaints against a particular foreman. 5. Complaints concerning disciplinary measures and procedures. 6. Objections to the general methods of supervision. 7. Loose calculation and interpretation of seniority rules, and unsatisfactory interpretation of agreements. 8. Promotions. 9. Disciplinary discharge or lay-off. 10. Transfer for another department or another shift. 11. Inadequacy of safety and health services / devices. 12. Non-availability of material in time. 13. Violation of contracts relating to collective bargaining. 14. Improper job assignment. 15. Undesirable or unsatisfactory conditions of work.

1.10 THE BENEFITS OF A GRIEVANCE HANDLING PROCEDURE: According to Jackson, further benefits that will accrue to both the employer and employees are: 1. It encourages employees to raise concerns without fear of reprisal. 2. It provides a fair and speedy means of dealing with complaints. 3. It prevents minor disagreements developing into serious disputes. 4. It saves employers time and money as solutions are found for workplace problems. 5. It helps to build an organizational climate, based on openness and trust.

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CHAPTER- II
2.1 LITERATURE REVIEW Grievances are normally associated with dissatisfaction among employees which related to working procedure, working facilities (Bean, 1994), confusions on provisions stated in companys policy (Ayadurai, 1996) and the violation of provisions in terms and conditions of employment stated in collective agreement (Salamon, 2000). In resolving grievances, aggrieved employees will file their dissatisfaction through grievance procedure and their immediate managers or supervisors are responsible to take action within period given. This procedure is important to deny the construction of employees dispute (Rose, 2004). Settling grievances as near as its origin is important in order to deny the construction of employees disputes. Therefore, immediate supervisors are responsible to settle the grievance as they are the nearest personnel that represent managerial team. The argument on the vital role played by supervisors in managing employees grievances paralleled that of past studies. Study made by Rollinson, et.al (1996) has identified that complaints are quite common and only extends to taking-up a matter informally with a supervisor. As maintained by Catlett and Brown (1990), there are a number of decisions making points in the grievance handling process that potentially involve the supervisor. Clark (1988) identified that correlation coefficients showed strong relationship between attitude toward the grievance procedure and attitude of the supervisors. Labig and Greer (1988) denote that a high number of grievances in a unit or subunit can be indicative of many factors, including both effective and ineffective supervisory performance. Bemmels and Reshef (1991) mentioned that in a specific work group, many grievances are in response to specific behaviors by the supervisors. Hence, this present research has targeted supervisors as unit of analysis. According to Clark (1988) and Bemmels and Reshef (1991) supervisors behavior and personal attitudes may affect their styles in handling grievance through grievance procedure. Thus, this study tends to evaluate the effect of personality on the selection of appropriate grievance handling styles among immediate supervisors. Grievance is a matter raised by employee to express dissatisfaction with management behavior and is an attempt to bring out changes (DCruz, 1999). Grievance involves an individuals
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claiming that he or she has suffered or been wronged, often because of the actions or decisions made by the manager acting on behalf of the organization (Anderson & Gunderson, 1982). A substantiated grievance is a signal that a managers behavior was in error or manager has breach workers right (Meyer, 1994). Often in organizations, the grievance arises because of lack of clarity in the explicit companys rules (Hook, et. al, 1996). Noe, Hollenbeck, Gerhart & Wright, (2003) pointed out that too many grievances may indicate a problem but so may too few. According to them, a very low grievance rate may suggest a fear of filing a grievance, a belief that the grievance procedure is not effective or a belief that representation is not adequate. 2.2 COMPANY PROFILES.

Fig 2.2.1 Company photography Metagalli Post, Near URS car Service Centre, Hebbal Industrial Estate Mysore, Karnataka 570016

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2.2.1 J K INDUSTRIES:

JK Organization owes its name to Late Lala Juggilal Singhania, a dynamic personality with a broad vision, Inspired by the Swadeshi movement of Mahatma Gandhi, and driven by the zeal to set up an Indian enterprise, Lala Kamlapat Singhania founded JK organization in the 19th century in India. The process of industrialization and diversification was worthily and successfully carried on by Lala Kamlapats three illustrious sons Sir Padampat, Lala Kailashpat and Lala Laksmipat, aided in no small measure by the late Gopal Krishna son of sir Padampat. JK Organization has been a forerunner in the economic and social advancement of India. It always aimed at creating job opportunities for a multitude of country men and provides high quality of products. It has driven to make India self reliant by pioneering the production of number of industrial and consumer products, by adopting latest as well as developing its own know-how. It has also under taken industrial ventures in several other countries. JK Organization is an association of industrial and commercial companies and charitable trust. Its member companies, employing nearly 50000 persons are engaged in the manufacture of variety of products and in diverse fields of commerce. Trust are devoted to promoting industrial, technical and medical researchers, education, religious values and providing better living and recreational facility. With the spirit of social consciousness uppermost in mind, JK organization is committed to cause the human advancement.

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Background and inception of the company 1933 First in India to manufacture calico prints-{Juggilal Kamlapat cottons spinning and weaving mills company, Kanpur} 1940 First in India to manufacture steel bailing Hoops for jute and cotton and to make the country self sufficient by meeting the entire demand- J.K Iron and Steel Co.Ltd., Kanpur. 1944 First in India to produce Aluminum Virgin Metal for Indian Bauxite- Aluminum Corporation of India Ltd., Jaykayanagar. 1949 1959 1960 First in India to manufacture Engineering files -J.K.Engineers files Bombay. First in India to set up a continuous process Rayon plant. First in India to set up a Hydraulically operated Cane Crushing Mill for Kandsari Sugar Plant and completed 100 ton plant. 1961 First in world to set up a plant for production of Hydrosulphite of soda by Sodium Amalagam process J.K.Chemicals Ltd., Bombay. 1962 First in India to produce Nylon-6 with its own polymerized raw material J.K.Synthetics Ltd., Kota. 1965 First to produce sodium Sulphoxylate Formaldehyde [Rangolite C of Formosul] in India J.K.Chemicals LTD., Bombay. 1968 1976 First to manufacture TV sets in India J.K.Electronics, Kanpur. First in India to produce steel belted Radial tyres for passenger car, trucks and buses J.K.Tyre plant, Kankroli. 1980 1984 1985 1989 1991 1992 1994 First in the world to make steel belted radial tyres for 3 wheelers. First in India to produce white cement through dry process. First in India to produce cathonic Dye able Polyester Fiber. First in India to produce magnetic tapes with cobalt technology. Banmore tyre plant { BTP} set up with the capacity of 5.7 lacks tyre per annum. R&D center setup at HASTERI. Indias first T-rated tyre launched Banmore Tyre Plant {BTP} Crossed 100 TPD.

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1995

Mercedes Benz launched on JK Steel Radials first tyre manufacturer in the world to get ISO 9001. Indias first dual contact high tractions steel radial- aqua sonic launched{ Introduce steel Wheels} First tyre manufacturer in the world to get QS9000. Awarded CAPEXILS highest export award for 1997-98.

1996

1998

1999

Synergy with VTL in procurement, marketing and production flexibility. Completion of states of the art modernizations of truck radials J.K.Tyres ranked 16th largest tyre company in the world. ISO-14001 accreditation for environment and safety.

2000 2001

J.K introduced national Go-carting championships. J.K industries received FOCUS LAC EXPORT award for the year 1999-2000 Commendation certification of CII ND National exam. Go-carting

championships held. 2002 JK industries ltd (JKI) has informed BSE that CRISIL has assigned a p1+ rating to the commercial paper program of the company. 2003 JK completes its comprehensive restructuring exercise of businesses that Leads to its emergence as a pure automotive tyre company. 2004 JK industries ltd has informed that its securities are delisted from delhi stock exchange association ltd (DSE) w.e.f. jan 29,2004. 2007 JK industries ltd has informed that the name of the company has been changed from JK industries ltd to JK tyre & industries ltd.w.e.f. april 02 2007. 2008 The company has issued rights in the ratio of 1:3 at a premium of Rs.75 per share. Table No 2.2.1 Background and inception of the company

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2.2.2 NATURE OF THE BUSINESS CARRIED. JK Industries is engaged in manufacturing and marketing of automotive tyres, tubes, flaps Products Involved: 1. Cross ply and radial tyres for light commercial vehicles. 2. Cross ply tyres for passenger cars. 3. Cross ply tyres for agricultural vehicles. 4. Cross ply tyres for of the road {OTR} vehicles. 5. Automotive inner tubes for trucks, buses, light commercial vehicles. 2.2.3 ACHIEVEMENTS /AWARDS. 1. JK Tyres ranked 16th largest company in the world. 2. ISO 14001 accreditation for environment and safety. 3. Indias first T rated tyre launched. 4. Mercedes Benz launched on JK Tyres radials first tyre manufacture in the world to get ISO 9001. 5. Only Tyre manufacture to get E mark certification. 6. First Tyre manufacture in the world to get RS 9000. 7. Awarded CEPEXILS highest export for 1997-98. 8. JK introduced national Go-carting championships. 9. JK industries received FOCUS LAC EXPORT award for the year 1999 and 2000. 10. Certified to ISO 9000 (1994 quality management systems).

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CHAPTER- III
3.1 RESEARCH AND METHODOLOGY OF THE STUDY

3.1.1 THE DISCOVERY OF GRIEVANCES:

Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital clues about employee grievances. Gripe boxes, open door policies, periodic interviews, exit surveys could also be undertaken to cover the mystery surrounding grievances. These methods are discussed below: 1. Observation: A manager/ supervisor can usually track the behaviors of people working under him. If a particular employee is not getting along with people, spoiling materials due to carelessness or recklessness, showing indifference to commands, reporting late for work or is remaining absentthe signals are fairly obvious. Since the supervisor is close to the scene of action, he can always spot such unusual behaviors and report promptly. 2. Grievance Procedure: A systematic grievance procedure is best means to highlight employee dissatisfaction at various levels. Management, to this end, must encourage employees to use it whenever they have anything to say. In the absence of such a procedure, grievances pile up and erupt in violent forms at a future date. By that time things might have taken an ugly shape, impairing cordial relations between labour and management. If management fails to induce employees to express their grievances, unions will take over and emerge as powerful bargaining representatives. 3 Gripe boxes: A gripe box may be kept at prominent locations in the factory for lodging anonymous complaints pertaining to any aspect relating to work. Since the complainant need not reveal his identity, he can express his feelings of injustice or discontent frankly and without any fear of victimization.

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4. Open door policy: This is a kind of walk-in-meeting with the manager when the employee can express his feelings openly about any work-related grievance. The Manager can cross-check the details of the complaint through various means at his disposal. 5. Exit interview: Employees usually leave their current jobs due to dissatisfaction or better prospects outside. If the manager tries sincerely through an exit interview, he might be able to find out the real reasons why X is leaving the organization. To elicit valuable information, the manager must encourage the employees to give a correct picture so as to rectify the mistakes promptly. If the employee is not providing fearless answers, he may be given a questionnaire to fill up and post the same after all his dues are cleared from the organization where he is currently employed. 6. Opinion Surveys: Surveys may be conducted periodically to elicit the opinions of employees about the organization and its politics.

3.1.2 FORMS OF GRIEVANCES: The grievance may take any one of the following forms: 1. Factual: A factual grievance arises when legitimate needs of employees remain unfulfilled, e.g., wage hike has been agreed but not implemented citing various reasons. 2. Imaginary: When an employees dissatisfaction is not because of any valid reason but because of a wrong perception, wrong attitude or wrong information he has. Such a situation may create an imaginary grievance. Though management is not at fault in such instances, still it has to clear the fog immediately. 3. Disguised: An employee may have dissatisfaction for reasons that are unknown to himself. If he/she is under pressure from family, friends, relatives, neighbors, he/she may reach the
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work spot with a heavy heart. If a new recruit gets a new table this may become an eyesore to other employees who have not been treated likewise previously.

3.2 GRIEVANCE PROCEDURE: The Model grievance procedure suggested by the National Commission of Labour involves six successive time bound steps each leading to the next, in case of dissatisfaction.

1. The aggrieved worker in the first instance will approach the foreman and tell him of his grievances orally. The foreman has to redress his grievance and if the worker is not satisfied with this redressal, he can approach the supervisor.

2. The Supervisor has to provide an answer within 48 hours. In the event of the supervisor not giving an answer or the answer not being acceptable to the worker, the worker goes to the next step.

3. At this stage, the worker either alone or accompanied with his departmental representative approaches the Head of the Department who has to give an answer within three days. 4. If the Department fails to give answer or if the worker is not satisfied with his answer, the worker may appeal to the Grievance Committee, consisting of the representatives of the employer and the employees. The recommendation of this Committee should be communicated to the Manager within seven days from the date of the grievance reaching it.

5. Unanimous decisions, if any, of the Committee shall be implemented by the Management. If there is no unanimity, the views of the members of the Committee shall be placed before the Manager for decision. The Manager has to take a decision and the worker within three days. 6. The worker can make an appeal against the managers decision and such an appeal has to be decided within a week. A Union official may accompany the worker to the manager for discussion and if no decision is arrived at this stage, both the union and management may refer the grievance to voluntary arbitration within a week of receipt of the managements decision.
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7. The worker in actual practice may not resort to all the above mentioned steps. For example, if the grievance is piqued because of his dismissal or discharge he can resort to the second step directly and he can make an appeal against dismissal or discharge. 3.3 MODEL GRIEVANCE HANDLING PROCEDURE:

Procedure Appeal against within a week

Time Frame

Manager

3 days

Grievance Committee

7 days unanimous

HOD

3 days

Supervisor

48 hours

Foreman

Worker
Fig no 3.3.1 Grievance handling model
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3.4 ANALYSIS OF EXISTING SYSTEM As a result of this project entitled, Grievance Handling, I was able to acquire knowledge pertaining to human resource as a part of an organization as a whole. This three months journey through JK Tyres Ltd has given me knowledge on various aspects of employee with respect to their grievance. The learning I had in JK Tyre is as follows.
WELFARE ACTIVITIES IN JK TYRE:

1. Ensure proper maintenance of the garden at Plant-1 and other surrounding places. 2. Counsel the workers and ensure harmony at work place on day to day basis. 3. Co-ordinate with portal authorities distributes recurring deposit payments to employees. 4. Organize medical check to all regular staff/workmen, badlies and casuals in co-ordination with medical officer and arrange for the payment in co-ordination with the finance department. 5. Organize cultural and sports programs for promoting employees belongingness. 6. Organize Ayudha Pooja on annual basis. 7. Arrange and conduct training program for employees and badlies to improve their skills. 8. Organize weekly meeting with the union office bearers and management and submit the MOM and ensure its implementation. 9. Send greeting/invitation cards for various functions. 10. Co-ordinate with occupational health center to provide first aid and other medical services to the employees. 11. Co-ordination of smooth running of canteen at Plant-1 and manage contractual agreements. 12. Ensure safe working conditions for the employees. 13. Co-ordinate with BU and SSU heads with regard to proper housekeeping.
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14. Ensure supply of clean drinking water to the employees.


IR RELATED ACTIVITIES IN JK TYRES:

1. Ensure compliance and implement all labor legislation and guide the concerned for the same in time by coordinating with them. 2. Ensure submission of returns under various labor legislation by concerned. 3. Deal with legal issues related to employees including dismissals and termination. 4. Initiate disciplinary action on erring employees based on written reports. 5. Co-ordinate with the employee union to ensure that there is no loss in production and attends to their grievances. 6. Ensure that the workers/employees are following the rules and regulations set by the company. 7. Make arrangements of casual laborers through contractors on request from business units. 8. Assist line managers on matters relating to IR/discipline. 9. Assist the company advocate in court matters. 10. Represent the company in front of government and legal authorities. 11. Keep track of unauthorized absenteeism and take suitable action.

3.5 GRIEVANCE HANDLING PROCEDURE IN JK TYRES: In JK Tyre, they undertake different Grievance Handling procedure for both Management Cadre Staff and Non Management Cadre Staff. They are as follows:

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3.5.1 GRIEVANCE HANDLING PROCEDURE FOR MANAGEMENT CADRE STAFF:

1. It is proposed to have following Grievance Handling Procedure with a view to handle and settle the Grievance speedily. The Procedure and guidelines to handle Grievance are laid down as under which will come into force with effect from 1st sept. 2006. 2. A grievance is a complaint of an individual Management Cadre Staff on any aspect of his work situation, which disturbs/upsets him. It can include matters relating to leave, increment, promotion, acting arrangements, non-extension of benefits under rules, interpretation of service conditions, etc., of an individual nature. This will not include representation arising out of punishments. 3. If a grievance is one arising from an order of supervisor, That order must be complied with before the procedure is invoked. If, however, there is a time-lag between the issue of the order and the date of its coming into force, the procedure may be invoked immediately, but the order must nevertheless be compiled with on the due date even if the procedure is not exhausted by that time. 4. Subject to the above provisions individual grievance of Management Cadre Staff shall hence forth be processed and dealt with in the following manner: a. Stage 1 The aggrieved MCS may first approach the head of his BU/SSU verbally/ in writing. Who will give a personal hearing and try to resolve the grievance at his level within the scope of the authorities delegated to him. In respect of matters for which he is not the competent authority he will attend to the grievance after consulting VP-W through proper channel. He shall give his reply verbally/in writing 1 week of receipt of the complaint. b. Stage 2 If the MCS is not satisfied with the reply at stage 1, or in the event of there being no response, he may present his grievance in writing to VP-Works. VPWorks, upon receiving the grievance, shall acknowledge the same in writing. If
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he finds it necessary while enquiring into the grievance, he may discuss the same with the aggrieved MCS or his superior. After investigation and due consultations VP-Works shall give a written reply to the MCS through BU or SSU Head, within 3 week of his receiving the grievance. The aggrieved employee may, if he so desires, seeks through proper channel, personal interview with VP-Works to explain his case. The decision given by VP-Works in the case will be final. 5. In respect of BU or SSU Heads who are reporting directly to VP-Works, the grievance may be presented to VP-Works verbally or in writing and will be dealt with by VP-W.
3.5.2 GRIEVANCE HANDLING PROCEDURE FOR NON-MANAGEMENT CADRE STAFF:

1. It is proposed to have following Grievance Handling Procedure with a view to handle and settle the Grievance speedily. The procedure and guidelines to handle Grievance are laid down as under which will come into force with effect from 01-09-2006.

2. A Grievance is commonly defined as a written representation filed by an employee (workmen, staff, sub-staff and badly) expressing a Grievance. Most Grievance arise out of the wrong interpretation or application when dissatisfaction appears, it cannot be ignored. Sound administration requires that Grievance are handled promptly and not permitted to accumulate. It is said that employees use the Grievance Procedure to express their Grievance and Management administers it through three primary functions viz., a) Acknowledgement of Grievance. b) Investigating material facts of Grievance. c) Discussing and answering Grievance. d) Analyzing Grievance to determine their basic cause. e) Implementing action to resolve the Grievance.

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3. Grievance Handling Procedure seek to assure employees that they will have adequate opportunity to grieve if they feel that they have not been treated properly (harassment, victimization and bullying, prejudicial behavior, favoritism and bias) and that each of their representation will have speedy and thorough consideration. As a result, employees are encouraged and expected to express their Grievance.

4. Coverage and exclusions of types of Grievance: The matter connected to promotions, grading of jobs, collective disputes, disciplinary matters and policy matters is excluded from the coverage of Grievance Handling Procedure. 5. Status-quo clause: Union shall not raise any industrial dispute when the matter is under Grievance Procedure and until the matter has completed the Grievance Procedure Cycle. STAGE STAGE-1 REFERENCE Grievance ACTION TIME LIMIT

discussed The Shift Head shall 1 week

with the shift Head verify and respond to recorded prescribed maintained in the the problem of

Register aggrieved employee. by the He may seek the and

People Manager (Annexure-1).

assistance

clarification from any other BU/SSU,

required if any, to redress the Grievance at his level. STAGE-2 If not settled at stage- The concerned 10 days

1, the grievance to be BU/SSU Heads along referred to concerned with


Grievance Handling at JK Tyre Industries and Ltd

Head-SSU

5
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BU/SSU Heads.

shall review the case at his level and give his decision and the

communicate

same to the individual and authority. The concerned concerned

workman may avail the help/assistance of a co-workman to the

represent grievance. STAGE-3

If not settled at stage- If not satisfied with 2 weeks 2, the Grievance to be the outcome/decision referred to the Unit at Head. stage-3, the

aggrieved may

employee the

approach

Unit Head for the resolution of his

grievance. Unit Head will review the case and give his decision, after discussions with all concerned. The

decision of Unit Head will be final on and all

binding concerned.

Fig no 3.5.2.1 grievance handling procedure for non-management cadre staff

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6. In certain case the time gap at various stages may increase due to delay in completing the procedural formalities, Policy Decision and for want of Approval etc. However the effort should be to reduce the lead time and proper communication and feedback to be given to the aggrieved employees. 7. All Grievances received and redressed needs to be recorded and compiled in the prescribed Register by the People Manager. The centralized report from SSU-5 will be published on monthly basis (See format at Annexure-2) 3.6 SAMPLING TECHNIQUE: Though the study is confined to only one unit situated in Mysore Hotagalli Industrial area JK Tyre, a complete survey of all the employees is not possible, because of massive number of employee and time slice attached to the process. The sampling will be done only with the 10% total population of MCS and NON MCS. The total population is 2000 so I have taken 200. 3.6.1 Sampling: The random sample was selected from a population consisting of employees and the sample size was limited to 200 employees 100 each from the MCS and NON MCS respectively. Care was taken to include employees belonging to all the domains of work.

3.7 INSTRUMENTS:
This study will be conducted by collecting primary data using questionnaire for both MCS and NON MCS. The questionnaire consists of likert scaled and others. Structure of Questionnaire: Likert scaled: 16 Other: 27

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3.8 DIMENSIONS CONSIDERED FOR STUDY OF THE SYSTEM: The following are the some attributes we will gather about the present Grievance handling procedures. Main areas of the Grievances. Industrial relation between employee and employer About present redressed methods Types of the Grievances Interactions and opinions about management personnel. Employee observations on working condition or his attitude towards work. Comment on company actions about the system. Employees personal comments about their redress by managers. Employees comments about the Grievance handling procedures.

3.9 DATA COLLECTION The collection of data represents a prerequisite for carrying out a research and can be derived from a number of different sources. These sources are classified into secondary and primary data. Secondary data is material that has been gathered previously, and primary data consists of new material collected by the researcher for the purpose at hand by the use of questionnaires, interviews, and participant observation.

3.9.1 Secondary data Secondary data, in comparison with primary data holds the advantage that it is cheap and most of the time easy to access. However, it may also entail a large amount of flawed and/or inappropriate data. According to the literature, the researcher should first focus on secondary data in the process of data collection. Although a problem is not completely solved by secondary data, it contributes to a better statement of the problem under investigation. It offers improved methods or data. I have used several forms of secondary data in my research. These include books, articles and course literature with useful information for this study. Thereby, I received not only an indication of the content as well as an idea of their quality, but I also gained a deeper understanding of the presented research problem This secondary data was then used for writing the theoretical framework and the background.
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3.9.2 Primary data As mentioned above, secondary data rarely solves a research problem completely. Therefore, additional information to the problem at hand primary data is needed. Once secondary data has been examined, primary data can be selected by communication or observation. Communication involves the asking of questions to respondents in an oral or written form by the use of questionnaires. Communication may be served by mail questionnaires and interviews conducted either in person or over the telephone. Observation means that the researcher observes particular situations in order to record facts, actions, or behaviors that may be of interest for solving the research problem. The selection of primary data by communication is faster and cheaper than observation, and holds the advantage of versatility. On the other hand, observational data is more objective and accurate due to the fact that the collected information is not influenced by a person's memory, mood, or reluctance to provide the desired data. As mentioned before, the combination of several methods allows the researcher to consider the units under study from several directions and to enhance the understanding. The methodology employed in this research consisted of a mail questionnaire and the use of sample interviews. For instance, the questionnaire gathers only data about issues, which are a part of it, and may neglect other important things. This weakness might be compensated by the use of interviews additionally to the mail questionnaire. The use of observations was not considered since the extent to which an individual perceives satisfaction with his/her job features as well as the importance, which is attached to certain job features by this person, may be difficult to observe, particularly, in such a short time span that was available to accomplish this study.

3.10 QUALITATIVE & QUANTATIVE RESEARCH

Research methodology is often divided into the quantitative and qualitative research. Both of these types of research are considered in research design, data collection, analysis, and reporting. The quantitative method allows the measurement of relationships between variables in a systematic and statistical way and is therefore best suited for the positivistic researcher. The qualitative method, on the other hand, is most appropriate for the hermeneutic researcher in order to gain a deeper understanding of a special research problem. In any research, the researcher has to find the tools which best fit the research questions, context, and resources at hand. Thereby,
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multiple tools are often needed to research a topic thoroughly and to provide results that can be used. A combination of quantitative and qualitative methods in the same study is called the pragmatic view. That means tools that are available and appropriate to best serve the research problem should be used. Furthermore, the results of quantitative and/or qualitative research might permit various interpretations. In other words, there is no 'right way' or 'only way' to interpret the findings of the research. The quantitative research approach focuses on questions such as "How many?" and "How often?", which is easily processed in the form of numbers. In other words, the collected material can be expressed and analyzed in numbers. However the quantitative research holds not only the advantage of statistical and numerical measurement, but also the advantages of sub-group sampling or comparisons. Moreover, the quantitative research offers the possibility to repeat the survey in the future and to compare the results. Qualitative research on the other hand tends to answer questions such as "What?", "Why?" or "How?. Data is gathered in the form of words rather than numbers. In other words, the collected data cannot be analyzed and interpreted in numbers. The qualitative research permits the use of various techniques in order to gather data. In addition, the qualitative research has the advantages to be open-ended, dynamic, and flexible. It focuses on the depth of understanding, and considers a broader and deeper database. The individual's creativity is used and rationalized, and superficial responses are penetrated. This research approach is concerned with understanding things rather than with measuring them. Both types of research have their strengths and weaknesses. The qualitative and quantitative methods can be considered as complements to each other. Looking at things from several directions may provide the researcher with a better view of them. Partial views may be overcome and a complete, holistic picture may be presented by this called triangulation. The confidence of a researcher in the results is higher when using multiple methods instead of applying only one single method. Furthermore, the use of several methods enables the researcher to compensate the weakness of one employed method by the strengths of another method. Moreover, the reliability might be enhanced by the use of two or more methods on the same research problem. In addition, triangulation reduces measurement errors and is helpful in overcoming problems of bias. This study employed quantitative as well as qualitative methods (triangulation). The use of a questionnaire provided predominantly quantitative data and to a
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minor extent qualitative data. Furthermore, informal interviews provided qualitative data to the study. This qualitative data was used to shed some light on the quantitative data. This enabled me to investigate the research problem in more depth.

Following is the flowchart which shows the steps in the overall execution of the project.

Fig 3.10.1 Flowchart showing the steps involved in the execution of the project.

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CHAPTER- IV

4.1 STATISTICAL TOOLS AVAILABLE FOR ANALYSIS:


4.1.1 Factor analysis:

Factor analysis attempts to identify underlying variables, or factors, that explain the pattern of correlations within a set of observed variables. Factor analysis is often used in data reduction to identify a small number of factors that explain most of the variance observed in a much larger number of manifest variables. Factor analysis can also be used to generate hypotheses regarding causal mechanisms or to screen variables for subsequent analysis.
4.1.2 Kaiser-Meyer-Olkin test (KMO):

The Kaiser-Meyer-Olkin Measure of Sampling Adequacy is a statistic which indicates the proportion of variance in the variables which might be caused by new factors. Kaiser-MeyerOlkin (KMO) measure of sampling adequacy The inter-item correlation matrix should result in a positive relationship between each of the items and also Kaiser-Meyer-Olkin measure of sampling adequacy (small value of KMO indicates factor analysis is inappropriate) were used to validate the use of factor analysis.

4.1.3 Bartlett's Test:

Bartlett's test is used to test if k samples have equal variances. Equal variances across samples are called homogeneity of variances. Some statistical tests, for example the analysis of variance, assume that variances are equal across groups or samples. The Bartlett test can be used to verify that assumption. Bartlett's test is sensitive to departures from normality. That is, if your samples come from non-normal distributions, then Bartlett's test may simply be testing for non-normality

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DESCRIPTIVES VARIABLES=Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25 DESIGNATION GENDER AGE MARITALSTATUS RUALIICATION SERVICE /STATISTICS=MEAN STDDEV VARIANCE RANGE MIN MAX SEMEAN KURTOSIS SKEWNESS.

Descriptive
Descriptive Statistics N Statistic Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 Range Statistic 4.00 4.00 4.00 4.00 4.00 2.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Minimum Statistic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Maximum Statistic 5.00 5.00 5.00 5.00 5.00 3.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Mean Statistic 2.4500 2.1400 2.4100 2.3100 1.9550 1.6000 2.0350 2.2350 3.0900 2.3900 2.4150 1.9450 1.8900 2.3050 2.6800 3.2150 3.1650 Std. Error .10119 .08084 .09725 .09006 .06352 .04755 .06923 .07861 .09111 .08589 .08515 .06269 .07887 .07674 .11664 .08678 .08704 Std. Deviation Variance Statistic 1.43099 1.14321 1.37527 1.27358 .89834 .67250 .97906 1.11174 1.28849 1.21461 1.20417 .88651 1.11540 1.08529 1.64961 1.22732 1.23100 Statistic 2.048 1.307 1.891 1.622 .807 .452 .959 1.236 1.660 1.475 1.450 .786 1.244 1.178 2.721 1.506 1.515

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Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23

200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200

4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 6.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00

2.9300 3.0700 1.9950 3.3800 1.9250 2.8050 2.1300 2.2650 2.4050 2.5450 3.0450 2.8350 2.4950 2.4950 2.0200 2.1200 2.4550 2.3700 2.4250 2.4250 2.4200 2.1800 2.1500 2.1900

.08580 .09707 .07941 .10237 .05668 .10314 .06884 .09283 .09927 .10885 .11847 .08988 .07989 .09720 .06219 .07352 .08705 .09278 .09173 .10549 .09005 .07758 .07324 .07713

1.21345 1.37278 1.12307 1.44778 .80162 1.45863 .97357 1.31278 1.40386 1.53942 1.67541 1.27116 1.12976 1.37456 .87947 1.03971 1.23108 1.31214 1.29722 1.49181 1.27346 1.09710 1.03579 1.09080

1.472 1.885 1.261 2.096 .643 2.128 .948 1.723 1.971 2.370 2.807 1.616 1.276 1.889 .773 1.081 1.516 1.722 1.683 2.226 1.622 1.204 1.073 1.190

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R24 R25 DESIGNATION GENDER AGE MARITAL STATUS QUALIICATION SERVICE Valid N (listwise)

200 200 200 200 200 199

4.00 3.00 1.00 1.00 2.00 1.00

1.00 1.00 1.00 1.00 1.00 1.00

5.00 4.00 2.00 2.00 3.00 2.00

2.1450 2.1850 1.5000 1.0550 2.7050 1.0653

.06851 .06264 .03544 .01616 .03670 .01756

.96885 .88583 .50125 .22855 .51896 .24772

.939 .785 .251 .052 .269 .061

200 200 199

3.00 3.00

1.00 1.00

4.00 4.00

2.3850 2.4000

.07322 .08144

1.03544 1.15180

1.072 1.327

Table No 4.1.1 Descriptive statistics for mean, standard deviation and variances
Descriptive Statistics Skewness Statistic Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 .678 1.332 .810 1.081 1.685 .681 1.455 1.385 -.041 1.118 .777 Std. Error .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 Kurtosis Statistic -.946 1.107 -.643 .058 3.526 -.621 2.342 1.234 -1.290 .123 -.457 Std. Error .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342

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Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17

1.638 1.273 1.298 .218 -.385 -.221 -.155 .120 1.042 -.325 1.083 .432 1.254 .805 .725 .395 .323 .077 .773 .568 1.080 1.004 .725 .893

.172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172

3.592 .893 .977 -1.649 -.996 -1.153 -1.225 -1.226 .212 -1.301 2.544 -1.316 1.418 -.473 -.751 -1.450 -1.559 -1.414 -.303 -.932 1.820 .237 -.523 -.424

.342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342

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R18 R19 R20 R21 R22 R23 R24 R25 DESIGNATION GENDER AGE MARITAL STATUS QUALIICATION SERVICE Valid N (listwise)

.857 .472 .881 1.113 1.202 1.141 1.245 .942 .000 3.933 -1.541 3.545 -.004 .367

.172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172 .172

-.480 -1.394 -.384 .611 1.360 .754 1.550 .278 -2.020 13.608 1.483 10.674 -1.198 -1.337

.342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .342 .343 .342 .342

Table No 4.1.2 Descriptive statistics for skewness and kurtosis

Refer annexure 3 for below variable:


Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

FACTOR
/VARIABLES Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 /MISSING MEANSUB /ANALYSIS Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 /PRINT INITIAL KMO EXTRACTION ROTATION /FORMAT BLANK (.6) /PLOT EIGEN

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/CRITERIA FACTORS (3) ITERATE (25) /EXTRACTION PC /CRITERIA ITERATE (25) /ROTATION VARIMAX /SAVE REG (ALL) /METHOD=CORRELATION.

4.1.4 Factor Analysis for first dimension


KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. .656 825.113 153 .000

Table No 4.1.4.1 KMO and Bartletts Test for Dimension 1


INTERPRETATION

The KMO statistics varies between 0 and 1. A value of 0 indicates that the sum of partial correlations is large relative to the sum of correlations, indicating diffusion in the pattern of correlations (hence factor analysis is likely to be inappropriate). A value close to 1 indicates that patterns of correlations are relatively compact and so factor analysis should yield distinct and reliable factors. Kaiser recommends accepting values greater than 0.5 as acceptable. For these data the values is .656, which is good Bartletts measure tests the null hypothesis that the original correlation matrix is an identity matrix. For factor analysis to work we need some relationship between variables and if the Rmatrix were an identity matrix ten all correlation coefficient would be zero. Therefore, we went to be significant test. It tells that R- matrix is not an identity matrix. For these data, Bartletts test is highly significant (p<0.05)

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Total Variance Explained Component Total 1 2 3 4 5 6 7 8 9


dimension0

Initial Eigen values % of Variance 16.500 13.198 11.784 7.203 6.538 5.784 5.498 4.830 4.825 4.231 3.433 3.191 2.909 2.661 2.313 2.128 1.620 1.355 Cumulative % 16.500 29.698 41.482 48.685 55.223 61.007 66.506 71.335 76.160 80.391 83.824 87.015 89.923 92.585 94.898 97.025 98.645 100.000

Extraction Sums of Squared Loadings Total 2.970 2.376 2.121 % of Variance 16.500 13.198 11.784 Cumulative % 16.500 29.698 41.482

2.970 2.376 2.121 1.297 1.177 1.041 .990 .869 .869 .761 .618 .574 .524 .479 .416 .383 .292 .244

10 11 12 13 14 15 16 17 18

Extraction Method: Principal Component Analysis.

Table No 4.1.4.2 Total Variance Explained for dimension 1

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Total Variance Explained Component Rotation Sums of Squared Loadings Total 1 2 3 4 5 6 7 8 9


dimension0

% of Variance 14.689 13.628 13.165

Cumulative % 14.689 28.317 41.482

2.644 2.453 2.370

10 11 12 13 14 15 16 17 18 Extraction Method: Principal Component Analysis.

Table No 4.1.4.3 Total Variance Explained (Rotation Sums of Squared Loadings) for dimension 1
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Fig 4.1.4.1 Scree plot for dimension 1


INTERPRETATION:

The scree plot is shown above with a thunderbolt indicating the point of inflexion on the curve. This curve is easy to interpret because the curve begins to tail off after three factors, but there is no another drop after that and graph gets flattened to x axis so SPSS extract three factors and compare the results.

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Rotated Component Matrix Component 1 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 .686 .673 .804 2 .732

.830 .828 .830

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization.

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Rotation converged in 4 iterations.

Table No 4.1.4.4 Dimension 1 Rotated Component Matrix


INTERPRETATION:

From the above rotated component matrix shows that it has three components and that has derived from that above table which variable have value greater than the 0.5 and they all merged together to form a component. These three components carrying higher weight age to above questionnaire and it has been taken into further analysis such as reliability test to check internal consistency. 4.1.5 CRONBACH'S ALPHA TEST: Cronbach's alpha is the most common measure of internal consistency ("reliability"). It is most commonly used when you have multiple Likert questions in a survey/questionnaire that form a scale and you wish to determine if the scale is reliable.
RELIABILITY /VARIABLES=Q10 Q11 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA.

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Reliability Scale: ALL VARIABLES


Reliability Statistics Cronbach's Alpha .620 N of Items 2

Table No 4.1.5.1 Reliability statistics for component 1


INTERPRETATION:

Above table shows that Cronbachs Alpha value greater than 0.6 so it indicates that Q10 and Q11 are internally consistency and also highly reliable.

RELIABILITY /VARIABLES=Q1 Q3 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA.

Reliability Scale: ALL VARIABLES


Reliability Statistics Cronbach's Alpha .814 N of Items 2

Table No 4.1.5.2 Reliability statistics for component 2


INTERPRETATION:

Above table shows that Cronbachs Alpha value greater than 0.6 so it indicates that Q1 and Q3 are internally consistency and also highly reliable. if the value reaches 0.8 and above that is absolutely correlated.

RELIABILITY /VARIABLES=Q16 Q17 Q18 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA.

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Reliability Scale: ALL VARIABLES


Reliability Statistics Cronbach's Alpha .814 N of Items 3

Table No 4.1.5.3 Reliability statistics for component 3


INTERPRETATION:

Cronbhachs Alpha value is .814 so it is highly reliable and more consistency in nature. Component 3 having value almost nearer to 0.9 so it is comes under superb so Q17, Q18 and Q19 are more consistent

FACTOR
/VARIABLES R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25 /MISSING MEANSUB /ANALYSIS R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25 /PRINT INITIAL KMO EXTRACTION ROTATION /FORMAT BLANK(.6) /PLOT EIGEN /CRITERIA FACTORS(3) ITERATE(25) /EXTRACTION PC /CRITERIA ITERATE(25) /ROTATION VARIMAX /SAVE REG(ALL)

/METHOD=CORRELATION

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4.1.6 Factor Analysis for second dimension


KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig. .755 1218.959 300 .000

Table No 4.1.6.1 KMO and Bartletts Test for Dimension 2


INTERPRETATION

The KMO statistics varies between 0 and 1. A value of 0 indicates that the sum of partial correlations is large relative to the sum of correlations, indicating diffusion in the pattern of correlations (hence factor analysis is likely to be inappropriate). A value close to 1 indicates that patterns of correlations are relatively compact and so factor analysis should yield distinct and reliable factors. Kaiser recommends accepting values greater than 0.5 as acceptable. For these data the values is .755, which is good Bartletts measure tests the null hypothesis that the original correlation matrix is an identity matrix. For factor analysis to work we need some relationship between variables and if the Rmatrix were an identity matrix ten all correlation coefficient would be zero. Therefore, we went to be significant test. It tells that R- matrix is not an identity matrix. For these data, Bartletts test is highly significant (p<0.05)
Total Variance Explained Component Total 1 2 3 4.826 2.302 1.746 Initial Eigen values % of Variance 19.303 9.208 6.983 Cumulative % 19.303 28.511 35.494 Extraction Sums of Squared Loadings Total 4.826 2.302 1.746 % of Variance 19.303 9.208 6.983 Cumulative % 19.303 28.511 35.494

dimension0

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4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

1.555 1.400 1.221 1.193 .979 .961 .882 .853 .781 .755 .652 .629 .546 .538 .524 .471 .442 .424 .376 .358 .336 .252

6.218 5.601 4.882 4.771 3.917 3.844 3.529 3.413 3.123 3.021 2.610 2.515 2.183 2.151 2.094 1.883 1.767 1.696 1.503 1.432 1.345 1.009

41.713 47.313 52.195 56.966 60.883 64.727 68.256 71.668 74.792 77.813 80.423 82.938 85.121 87.272 89.366 91.249 93.015 94.712 96.214 97.646 98.991 100.000

Extraction Method: Principal Component Analysis.

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Table no 4.1.6.2 Total Variance Explained for dimension 2


Total Variance Explained Component Rotation Sums of Squared Loadings Total 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 3.578 3.387 1.908 % of Variance 14.314 13.547 7.633 Cumulative % 14.314 27.861 35.494

dimension0

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20 21 22 23 24 25 Extraction Method: Principal Component Analysis.

Table no 4.1.6.3 Total Variance Explained (Rotation Sums of Squared Loadings) for dimension 2

Fig 4.1.6.1 Scree plot for dimension 2


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INTERPRETATION:

The scree plot is shown above with a thunderbolt indicating the point of inflexion on the curve. This curve is easy to interpret because the curve begins to tail off after three factors, but there is no another drop after that and graph gets flattened to x axis so SPSS extract three factors and compare the results.

Rotated Component Matrix Component 1 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 .653 .734 2 .733

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R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

.624 .772 .761 .664 .663

.663 .631

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 6 iterations.

Table No 4.1.6.4 Rotated Component Matrixa for dimension 2


INTERPRETATION:

From the above rotated component matrix consist of three component and having all values greater than the 0.5 and above three components carrying more weight age to result than the whole questions and component 1, 2 and 3 combination of one or more questions which can be checked in the next test whether they have internally consistent or what.

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. 4.1.7

CRONBACH'S ALPHA TEST FOR RELIABILITY /VARIABLES=R16 R17 R18 R19 R20 /SCALE ('ALL VARIABLES') ALL

RELIABILITY

/MODEL=ALPHA. scale: ALL VARIABLES


Reliability Statistics Cronbach's Alpha .803 N of Items 5

Table No 4.1.7.1 Reliability statistics for component 4


INERPRETATION:

We can see that in our example, Cronbach's alpha is 0.803, which indicates a high level of internal consistency for our scale with this specific sample.

RELIABILITY /VARIABLES=R13 R1 R3 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA. Reliability Scale: ALL VARIABLES
Reliability Statistics Cronbach's Alpha .704 N of Items 3

Table No 4.1.7.2 Reliability statistics for component 5


INERPRETATION:

From the above table, Cronbach's alpha is 0.704, which indicates a high level of internal consistency for our scale with this specific sample.

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RELIABILITY /VARIABLES=R23 R24 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA.

Reliability Scale: ALL VARIABLES


Reliability Statistics Cronbach's Alpha .630 N of Items 2

Table No 4.1.7.3 Reliability statistics for component 6


INERPRETATION:

From the above table, Cronbach's alpha is 0.630, which indicates a moderately internal consistency for our scale with this specific sample.

4.1.8 T-TEST: This analysis is appropriate whenever there is comparison of means of the two groups. The T-Test gives an indication of the separateness of two sets of measurements, and is thus used to check whether two sets of measures are essentially different. In simple terms, the t-test compares the actual difference between two means in relation to the variation in the data (expressed as the standard deviation of the difference between the means). a. One sample t-test: A one sample t-test allows us to test whether a sample mean (of a normally distributed interval variable) significantly differs from a hypothesized value. For example, below table, say we wish to test whether the average writing score (write) differs significantly from 3
/TESTVAL=3 /MISSING=ANALYSIS /VARIABLES= Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18

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R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

/CRITERIA=CI(.95).

T-Test Notes Output Created Comments Input Active Dataset Filter Weight Split File N of Rows in Working Data File Missing Value Handling Definition of Missing DataSet0 <none> <none> <none> 200 28-May-2012 22:28:33

User defined missing values are treated as missing. Statistics for each analysis are based on the cases with no missing or out-of-range data for any variable in the analysis.

Cases Used

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Syntax

T-TEST /TESTVAL=3 /MISSING=ANALYSIS /VARIABLES= Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

/CRITERIA=CI(.95).

Resources

Processor Time Elapsed Time

00 00:00:00.015 00 00:00:00.061

Table no 4.1.8.1 T test variable declaration table [DataSet0]

One-Sample Statistics Std. Deviation 1.43099 1.14321 1.37527 Std. Error Mean .10119 .08084 .09725
Page 50

N
Q1 Q2 Q3

Mean 2.4500 2.1400 2.4100

200 200 200

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Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9

200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200

2.3100 1.9550 1.6000 2.0350 2.2350 3.0900 2.3900 2.4150 1.9450 1.8900 2.3050 2.6800 3.2150 3.1650 2.9300 3.0700 1.9950 3.3800 1.9250 2.8050 2.1300 2.2650 2.4050 2.5450

1.27358 .89834 .67250 .97906 1.11174 1.28849 1.21461 1.20417 .88651 1.11540 1.08529 1.64961 1.22732 1.23100 1.21345 1.37278 1.12307 1.44778 .80162 1.45863 .97357 1.31278 1.40386 1.53942

.09006 .06352 .04755 .06923 .07861 .09111 .08589 .08515 .06269 .07887 .07674 .11664 .08678 .08704 .08580 .09707 .07941 .10237 .05668 .10314 .06884 .09283 .09927 .10885

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R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200

3.0450 2.8350 2.4950 2.4950 2.0200 2.1200 2.4550 2.3700 2.4250 2.4250 2.4200 2.1800 2.1500 2.1900 2.1450 1.8000

1.67541 1.27116 1.12976 1.37456 .87947 1.03971 1.23108 1.31214 1.29722 1.49181 1.27346 1.09710 1.03579 1.09080 .96885 .99748

.11847 .08988 .07989 .09720 .06219 .07352 .08705 .09278 .09173 .10549 .09005 .07758 .07324 .07713 .06851 .07053

Table No 4.1.8.2 One-Sample Statistics for both dimensions

One-Sample Test Test Value = 3 95% Confidence Interval of the Difference t


Q1

df 199

Sig. (2tailed) .000

Mean Difference -.55000

Lower -.7495

Upper -.3505

-5.436

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Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7

-10.639 -6.067 -7.662 -16.451 -29.441 -13.939 -9.731 .988 -7.102 -6.870 -16.830 -14.074 -9.056 -2.743 2.477 1.896 -.816 .721 -12.655 3.712 -18.965 -1.891 -12.638 -7.918

199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199

.000 .000 .000 .000 .000 .000 .000 .324 .000 .000 .000 .000 .000 .007 .014 .059 .416 .472 .000 .000 .000 .060 .000 .000

-.86000 -.59000 -.69000 -1.04500 -1.40000 -.96500 -.76500 .09000 -.61000 -.58500 -1.05500 -1.11000 -.69500 -.32000 .21500 .16500 -.07000 .07000 -1.00500 .38000 -1.07500 -.19500 -.87000 -.73500

-1.0194 -.7818 -.8676 -1.1703 -1.4938 -1.1015 -.9200 -.0897 -.7794 -.7529 -1.1786 -1.2655 -.8463 -.5500 .0439 -.0066 -.2392 -.1214 -1.1616 .1781 -1.1868 -.3984 -1.0058 -.9181

-.7006 -.3982 -.5124 -.9197 -1.3062 -.8285 -.6100 .2697 -.4406 -.4171 -.9314 -.9545 -.5437 -.0900 .3861 .3366 .0992 .2614 -.8484 .5819 -.9632 .0084 -.7342 -.5519

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R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

-5.994 -4.180 .380 -1.836 -6.322 -5.196 -15.759 -11.970 -6.261 -6.790 -6.269 -5.451 -6.441 -10.570 -11.605 -10.502 -12.480 -17.013

199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199 199

.000 .000 .704 .068 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

-.59500 -.45500 .04500 -.16500 -.50500 -.50500 -.98000 -.88000 -.54500 -.63000 -.57500 -.57500 -.58000 -.82000 -.85000 -.81000 -.85500 -1.20000

-.7908 -.6697 -.1886 -.3422 -.6625 -.6967 -1.1026 -1.0250 -.7167 -.8130 -.7559 -.7830 -.7576 -.9730 -.9944 -.9621 -.9901 -1.3391

-.3992 -.2403 .2786 .0122 -.3475 -.3133 -.8574 -.7350 -.3733 -.4470 -.3941 -.3670 -.4024 -.6670 -.7056 -.6579 -.7199 -1.0609

Table no 4.1.8.3 One-Sample Statistics with significant values Refer annexure 3 for below variable:
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 R11 R12 R13 R14 R15 R16 R17 R18 R19 R20 R21 R22 R23 R24 R25

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INTERPRETATION:

The mean of the variable write for Q9,Q17,Q18,R1,R5,R10 and R11 is not differ from the test value so these variables are more statistically insignificant and apart from these variable all other have statistically more significant. Which are statistically significantly different from the test value of 3. We would conclude that this group of variables has a significantly higher or lower mean on the writing test than 3 From the above one sample T test we can conclude here for both MCS and NON MCS having same problems with respect to factual and disguised grievance handling and also making awareness and grievance handling procedures. Finally I can say with help this above one sample T test both having very frank and full permission to get redress their problems from higher authority and that face to face or direct. Apart from above explanation everything have a one or other difference between MCS and NON MCS so I mentioned in the earlier itself Q9,Q17,Q18,R1,R5,R10 and R11 statistically insignificant. b. Independent Samples T-Test: An independent samples t-test is used when you want to compare the means of a normally distributed interval dependent variable for two independent groups. Assumptions: The dependent variable is normally distributed. The two groups have approximately equal variance on the dependent variable. The two groups are independent of one another. Hypotheses: Null: The means of the two groups are not significantly different. Alternate: The means of the two groups are significantly different.

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T-Test
Group Statis tics GROUP MCS Non-MCS MCS Non-MCS MCS Non-MCS MCS Non-MCS MCS Non-MCS MCS Non-MCS N 100 100 100 100 100 100 100 100 100 100 100 100 Mean 7.83 6.56 7.52 6.80 9.24 8.14 20.09 18.56 8.03 9.58 7.47 7.86 Std. Dev iation 1.781 2.129 1.828 1.959 3.188 2.995 3.753 4.345 1.690 2.109 1.920 1.576 Std. Error Mean .178 .213 .183 .196 .319 .300 .375 .434 .169 .211 .192 .158

C1 C2 C3 C4 C5 C6

Indepe ndent Sam ple s Te st t-test f or Equality of Means

C1 C2 C3 C4 C5 C6

t 4.575 2.687 2.515 2.665 -5.735 -1.570

df 198 198 198 198 198 198

Sig. (2-tailed) .000 .008 .013 .008 .000 .118

Mean Dif f erence 1.27 .72 1.10 1.53 -1.55 -.39

Table No 4.1.8.4 Independent samples test-MCS and Non MCS Refer annexure 3 for below components: C1, C2, C3, C4, C5, C6
INTERPRETATION:

From the above table shows that C1, C2, C3, C4 and C5 are statistically significant because significant (2-tailed) values are less than 0.05 and C6 is only one statistically insignificant . Comparing the means of a normally distributed interval dependent variable for two independent groups like MCS and NON MCS. C6 is statistically insignificant in these sense there is no differ in that means and C6 there is no much differs in both groups.

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T-Test
Group Statis tics GENDER Male Female Male Female Male Female Male Female Male Female Male Female N 189 11 189 11 189 11 189 11 189 11 189 11 Mean 7.15 7.91 7.14 7.45 8.68 8.91 19.23 20.91 8.84 8.18 7.62 8.36 Std. Deviation 2.053 2.119 1.937 1.753 3.145 3.081 4.080 4.700 2.085 1.471 1.784 1.206 Std. Error Mean .149 .639 .141 .529 .229 .929 .297 1.417 .152 .444 .130 .364

C1 C2 C3 C4 C5 C6

Indepe ndent Sam ple s Te st t-test f or Equality of Means

C1 C2 C3 C4 C5 C6

t -1.185 -.521 -.238 -1.314 1.033 -1.355

df 198 198 198 198 198 198

Sig. (2-tailed) .238 .603 .812 .190 .303 .177

Mean Dif f erence -.76 -.31 -.23 -1.68 .66 -.74

Table No 4.1.8.5 Independent samples test-Male and female Refer annexure 3 for below components: C1, C2, C3, C4, C5, C6
INTERPRETATION:

From the above table shows that C1, C2, C3, C4, C5 and C6 all are statistically insignificant. Significant values are greater than the 0.05. Comparing the means of a normally distributed interval dependent variable for two independent groups like Male and Female. Above table clearly shows that there is no differ in both groups with respect to grievance handling redress and awareness towards grievance handling procedures and most of the employees who have got problems is same for both male and female. Data maintaining very confidentially for both.

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T-Test
Group Statis tics MARSTAT MARRIED UNMARRIED MARRIED UNMARRIED MARRIED UNMARRIED MARRIED UNMARRIED MARRIED UNMARRIED MARRIED UNMARRIED N 187 13 187 13 187 13 187 13 187 13 187 13 Mean 7.20 7.08 7.12 7.77 8.72 8.31 19.20 21.15 8.87 7.85 7.71 7.08 Std. Deviation 2.092 1.553 1.953 1.363 3.145 3.066 4.173 2.794 2.057 1.908 1.736 2.100 Std. Error Mean .153 .431 .143 .378 .230 .850 .305 .775 .150 .529 .127 .582

C1 C2 C3 C4 C5 C6

Indepe ndent Sam ple s Te st t-test f or Equality of Means

t C1 C2 C3 C4 C5 C6 .213 -1.182 .454 -1.662 1.746 1.245

df 198 198 198 198 198 198

Sig. (2-tailed) .831 .239 .650 .098 .082 .214

Mean Dif f erence .13 -.65 .41 -1.96 1.03 .63

Table No 4.1.8.6 Independent samples test-Married and unmarried Refer annexure 3 for below components: C1, C2, C3, C4, C5, C6
INTERPRETATION:

From the above table gives us to significant value so all components values more than that of standard value 0.05. so its statistically insignificant. It clears that there is no differ in that solving and getting redress from higher authority for both MARRIED and UNMARRIED. We can easily conclude on the bases of mean value only but we have to say whatever it may be with help of significant value. Once again it proves for MARRIED and UNMARRIED people there is no differ in any aspects like redress and awareness programs towards all employees.
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4.1.9 ANOVA: The reason for doing an ANOVA (Analysis of Variance) is to see if there is any difference between groups on some variable. ANOVA study is useful when we desire to compare the effect of multiple levels of two or more factors and we have multiple observations at each level. a. One Way ANOVA: A one-way analysis of variance (ANOVA) is used when you have a categorical independent variable (with two or more categories) and a normally distributed interval dependent variable and you wish to test for differences in the means of the dependent variable broken down by the levels of the independent variable If the sig value is greater than .05 You can conclude that there is no statistically significant difference between your six conditions. You can conclude that the differences between condition Means are likely due to chance and not likely due to the VII manipulation. If the sig value is less than or equal to .05 You can conclude that there is a statistically significant difference between your six conditions. You can conclude that the differences between condition Means are not likely due to change and are probably due to the VII manipulation.

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b.One way ANOVA test on ages of MCS and Non MCS group
Des criptives

N C1 19-25 26-30 31+ Total 19-25 26-30 31+ Total 19-25 26-30 31+ Total 19-25 26-30 31+ Total 19-25 26-30 31+ Total 19-25 26-30 31+ Total 6 47 147 200 6 47 147 200 6 47 147 200 6 47 147 200 6 47 147 200 6 47 147 200

C2

C3

C4

C5

C6

Mean 6.83 7.11 7.24 7.20 8.17 6.98 7.18 7.16 8.50 8.79 8.67 8.69 19.33 19.72 19.20 19.33 8.33 8.64 8.88 8.81 7.50 7.74 7.65 7.67

Std. Deviation 1.472 2.119 2.068 2.059 1.169 2.121 1.879 1.924 2.588 3.078 3.189 3.134 3.670 3.711 4.276 4.121 2.503 1.950 2.084 2.059 1.643 1.539 1.842 1.763

Std. Error .601 .309 .171 .146 .477 .309 .155 .136 1.057 .449 .263 .222 1.498 .541 .353 .291 1.022 .284 .172 .146 .671 .224 .152 .125

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ANOVA Sum of Squares 1.427 841.968 843.395 7.667 729.213 736.880 .741 1954.039 1954.780 9.858 3370.017 3379.875 3.415 839.980 843.395 .513 618.042 618.555 df 2 197 199 2 197 199 2 197 199 2 197 199 2 197 199 2 197 199 Mean Square .713 4.274 3.833 3.702 .370 9.919 4.929 17.107 1.707 4.264 .257 3.137 F .167 Sig. .846

C1

C2

C3

C4

C5

C6

Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total

1.036

.357

.037

.963

.288

.750

.400

.671

.082

.921

Table No 4.1.9.1.one way ANOVA values on employee ages. Refer annexure 3 for below components: C1, C2, C3, C4, C5, C6
INTERPRETATION:

From the above table shows that all components having greater significant value than the 0.05 so all are statistically insignificant and you can conclude that there is no statistically significant difference between your six components. You can conclude that the differences between condition Means are likely due to chance and not likely due to the VII manipulation. Finally it proves absolutely there is no statistically significant difference between six components with respect to age of the employees and we cannot conclude anything of the redress and satisfied employee on this age variable

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C.One way ANOVA test on Education of MCS and Non MCS group
Des criptives

N C1 HIGHER SECONDA RY DIPLOMA UNDER GRA DUA TE PG Total HIGHER SECONDA RY DIPLOMA UNDER GRA DUA TE PG Total HIGHER SECONDA RY DIPLOMA UNDER GRA DUA TE PG Total HIGHER SECONDA RY DIPLOMA UNDER GRA DUA TE PG Total HIGHER SECONDA RY DIPLOMA UNDER GRA DUA TE PG Total HIGHER SECONDA RY DIPLOMA UNDER GRA DUA TE PG Total 53 47 70 30 200 53 47 70 30 200 53 47 70 30 200 53 47 70 30 200 53 47 70 30 200 53 47 70 30 200

C2

C3

C4

C5

C6

Mean 6.51 7.34 7.34 7.83 7.20 6.70 7.47 6.97 7.93 7.16 8.28 7.96 9.24 9.27 8.69 18.23 20.79 19.37 18.87 19.33 9.72 8.79 8.67 7.53 8.81 7.70 7.81 7.64 7.43 7.67

Std. Dev iation 2.145 1.992 2.056 1.763 2.059 1.977 1.705 2.050 1.596 1.924 3.158 3.176 2.990 3.162 3.134 4.273 2.956 4.083 4.939 4.121 2.125 1.756 2.111 1.502 2.059 1.727 1.569 1.926 1.775 1.763

Std. Error .295 .291 .246 .322 .146 .272 .249 .245 .291 .136 .434 .463 .357 .577 .222 .587 .431 .488 .902 .291 .292 .256 .252 .274 .146 .237 .229 .230 .324 .125

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ANOVA Sum of Squares 39.658 803.737 843.395 36.199 700.681 736.880 65.372 1889.408 1954.780 170.910 3208.965 3379.875 93.858 749.537 843.395 2.670 615.885 618.555 df 3 196 199 3 196 199 3 196 199 3 196 199 3 196 199 3 196 199 Mean Square 13.219 4.101 12.066 3.575 21.791 9.640 56.970 16.372 31.286 3.824 .890 3.142 F 3.224 Sig. .024

C1

C2

C3

C4

C5

C6

Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total

3.375

.019

2.260

.083

3.480

.017

8.181

.000

.283

.837

Table No 4.1.9.2.one way ANOVA values on employee qualifications. Refer annexure 3 for below components: C1, C2, C3, C4, C5, C6
INTERPRETATION:

From the above table it clears that C3 and C6 values are greater than 0.05 so statically insignificant and there is no difference in mean. C1, C2, C4 and C5 significant values are less than 0.05 so statistically significant and significant differences between your components. From the above one way one ANOVA gives us to components 1, 2, 4 and 5 have significant and there is a significant differences in mean and generally gives the data grievance redress is bit faster towards the MCS and also most of the NON MCS employees having lot problems related to working condition and wages and salary and finally most of the has been kept confidentially from NON MCS

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C1 Dunc an
a,b

Subs et for alpha = .05 1 2 53 6.51 47 7.34 7.34 70 7.34 7.34 30 7.83 .064 .277 Means f or groups in homogeneous subsets are dis play ed. a. Uses Harmonic Mean Sample Siz e = 45.577. EDU HIGHER SECONDARY DIPLOMA UNDER GRADUATE PG Sig. N b. The group sizes are unequal. The harmonic mean of the group s iz es is used. Type I error levels are not guaranteed.

Table No 4.1.9.3 Duncan test for component 1 with respect education of the employee
C2 Dunc an
a,b

EDU HIGHER SECONDARY UNDER GRADUATE DIPLOMA PG Sig.

N 53 70 47 30

Subs et for alpha = .05 1 2 6.70 6.97 7.47 7.47 7.93 .067 .242

a. Uses Harmonic Mean Sample Siz e = 45.577. b. The group sizes are unequal. The harmonic mean of the group s iz es is used. Type I error levels are not guaranteed.

Table No 4.1.9.4 Duncan test for component 2 with respect education of the employee
C4 Dunc ana,b EDU HIGHER SECONDARY PG UNDER GRADUATE DIPLOMA Sig. N 53 30 70 47 Subs et for alpha = .05 1 2 18.23 18.87 19.37 19.37 20.79 .206 .096

a. Uses Harmonic Mean Sample Siz e = 45.577. b. The group sizes are unequal. The harmonic mean of the group s iz es is used. Type I error levels are not guaranteed.

Table No 4.1.9.5 Duncan test for component 4 with respect education of the employee
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C5 Dunc an
a,b

EDU PG UNDER GRADUATE DIPLOMA HIGHER SECONDARY Sig.

N 30 70 47 53

Subs et for alpha = .05 1 2 3 7.53 8.67 8.79 9.72 1.000 .778 1.000

a. Uses Harmonic Mean Sample Size = 45.577. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

Table No 4.1.9.6 Duncan test for component 5 with respect education of the employee D. One way ANOVA test on length of service of MCS and Non MCS group
Des criptives

N C1 5-10 20-30 30-40 40+ Total 5-10 20-30 30-40 40+ Total 5-10 20-30 30-40 40+ Total 5-10 20-30 30-40 40+ Total 5-10 20-30 30-40 40+ Total 5-10 20-30 30-40 40+ Total 48 84 8 60 200 48 84 8 60 200 48 84 8 60 200 48 84 8 60 200 48 84 8 60 200 48 84 8 60 200

C2

C3

C4

C5

C6

Mean 7.48 6.87 7.13 7.43 7.20 7.31 7.15 7.50 7.00 7.16 8.83 8.76 7.13 8.68 8.69 19.85 18.67 18.38 19.95 19.33 8.85 9.24 7.50 8.33 8.81 7.65 7.70 8.13 7.57 7.67

Std. Deviation 1.935 2.138 1.553 2.078 2.059 2.002 1.898 1.604 1.966 1.924 3.198 3.378 1.642 2.873 3.134 3.952 4.580 5.181 3.285 4.121 1.989 2.285 1.604 1.664 2.059 1.744 1.919 .991 1.651 1.763

Std. Error .279 .233 .549 .268 .146 .289 .207 .567 .254 .136 .462 .369 .581 .371 .222 .570 .500 1.832 .424 .291 .287 .249 .567 .215 .146 .252 .209 .350 .213 .125

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ANOVA Sum of Squares 16.248 827.147 843.395 3.579 733.301 736.880 21.017 1933.763 1954.780 80.504 3299.371 3379.875 42.844 800.551 843.395 2.408 616.147 618.555 df 3 196 199 3 196 199 3 196 199 3 196 199 3 196 199 3 196 199 Mean Square 5.416 4.220 1.193 3.741 7.006 9.866 26.835 16.834 14.281 4.084 .803 3.144 F 1.283 Sig. .281

C1

C2

C3

C4

C5

C6

Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total Betw een Groups Within Groups Total

.319

.812

.710

.547

1.594

.192

3.497

.017

.255

.857

Table No 4.1.9.7.one way ANOVA values on employee length of service. Refer annexure 3 for below components: C1, C2, C3, C4, C5, C6
INTERPRETATION:

From the above table shows that component 6 value less than the 0.05 so (C6) statistically significant and significant differences in mean. Rest all components are statistically insignificant and they must differences in mean. In that component 6 for both MCS and NON MCS redress are quite different with respect to length of service and one may get early redress from higher authority than the other. Might be it adversely affecting on salary and promotion for NON MCS where as MCS not affecting that much. Rest components having significant value greater than 0.05 so they are statistically insignificant and there is no difference in mean of each components. Table values shows that there is no much difference in this length of service employees to get an redress and also involvement in keeping data confidential and there is absolutely no scope towards wages and salary to experienced employees if they were off duty for some personnel work.

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C5 Dunc an
a,b

SERVICE 30-40 40+ 5-10 20-30 Sig.

N 8 60 48 84

Subs et f or alpha = .05 1 2 7.50 8.33 8.33 8.85 9.24 .164 .155

a. Uses Harmonic Mean Sample Siz e = 22.935. b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type I error levels are not guaranteed.

Table No 4.1.9.8 Duncan test for component 5 with respect Length of service of the employee

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CHAPTER V FINDINGS AND SUGGESTIONS


5.1 FINDINGS: After visiting to the JK tyre and interacting with employees of various departments through questionnaire, observation and personal interviews which were conducted during the study period and my analysis, I tried to know the employees feelings and suggestions regarding grievance handling. 1. Most of employees are aware of the grievance handling mechanism. 2. Most of employees are aware of grievance committee meetings. 3. Nearly 40 t0 50% of grievance is communicated with immediate supervisor. 4. From the above analysis shows that significant mean differ in both MCS and NON MCS grievance redressal based on their qualification. 5. Most of the employees have factual grievances. 6. There is no much difference in both married and unmarried employees redressal. 7. There is no much difference in male and female employees grievance redressal technique. 8. Observation of NON MCS employees with face to face interview while collecting feedback, we come to conclusion that most of the committees giving preferences to solve first MCS grievances 9. From our analysis we can say most of the employees are certainly satisfied with whatever company providing medical and canteen facility. 10. Very few of them showed their disguised grievances and they intimated us through our questionnaire, company is not putting that much importance remove our disguised grievances.

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5.2 SUGGESTIONS: Suggestions are based on the areas in which the management and HR department should concentrate more to make the present grievance handling procedure more effective. From the analysis in JK Tyre, following suggestion is given: 1. The overall process and purpose of grievance handling procedure should be cleared and well communicated to the employees. 2. It is important to have a regular check on internal working conditions of employees once in a month. 3. Grievance committees meeting should be formally conducted between the employees and their line managers. Let this type of meetings be private and uninterrupted at a regular time interval. 4. Apart from providing best facilities, employees still have a complaint, which is called as factual grievance, which should be carefully investigated. 5. Management should try to adopt the voluntary arbitration procedure in both MCS and Non-MCS grievance handling procedure for solving grievance. 6. On the basis of reward given by any redressal committee, the management should take necessary steps to solve the grievance. 7. Management should provide pre-planned training programs as well as special training if possible on the demand of the employees for their personal development. This avoids imaginary and disguised grievance. 8. Management must provide attractive rewards which can satisfy the employees and be strong enough to motivate the individuals to perform well. 9. The level of trust between employees and system should be increased by encouraging maximum involvement of employees in management decisions.

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10. Management should look on health related factors in organization. As this company is related with the manufacturing of tyre, more attention should be given on employees working in those departments.

CHAPTER VI
CONCLSION: The main aim in grievance handling is to resolve subordinates dissatisfactions and maintaining harmonious working environment. To reach these circumstances, appropriate styles have to be selected to resolve different issues of grievance because each issue of grievance has its own uniqueness. For issues of grievance that related to employment lawsuits and companys policy, a more prescriptive style may be used. In issues of grievances that involved working facilities and environment, cooperative styles may be performed. As revealed by factor analysis, this research has exhibited that heads of department tended to employ integrating, compromising and dominating styles when confronted with grievances. Dominating style was performed to resolve grievances that related to companys rules and regulations and terms and conditions of employment. In addition, in resolving grievances that related to work and working environment, integrating and compromising grievance handling styles were used. Grievance is all about violation of the contract, practices, rules and regulations. As human beings are different there is bound to be grievances among employees leading to conflicts at the workplace. To avert any kind of conflicts within the organization, there is need for a proper grievance procedure so that the employees feel that their grievances are addressed and redressed. Proper training should be given to employees with regard to grievance committees and their mechanism. This leads to development industrial peace and

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BIBLIOGRAPHY
BOOKS Author Book Name : Dr. P. N. Udaya Chandra : HUMAN RESOURCE MANAGEMENT (Industrial Relations and Labour Legislation) Publication Author Book Name
Publication

: United publishers : C. S. Venkata Ratnam : INDUSTRIAL RELATIONS


: Oxford university press

JK Tyre & Industries ltd Annual Report 20011-2012

WEBSITES www.wikipedia.org www.citehr.com www.answers.yahoo.com www.jktyre.com www.grievancehandlingguide.com

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