TO STUDY THE GRIEVANCE HANDLING PROCEDURE USED IN VARIOUS PRIVATE BANKS IN JALANDHAR

Submitted To: CT Institute of Advance Management Studies, Jalandhar.

In partial fullfilment of the Masters of Business Administration (MBA)

Project Guide:
AARTI MEHTA (Assistant professor )

Submitted By:
GAGANDEEP KAUR (MBA SEM-4) 1173146

(Session 2011- 2013)

CT Institute of information technology and management Jalandhar

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CERTIFICATE

This is to certify that the project final project entitled A Study the grievance handling procedure used in various banks in Jalandhar submitted by GAGANDEEP KAUR is a bonafide piece of work conducted under my supervision and guidance. No part of this work has been submitted for any other degree of any other university. The data sources have been duly acknowledged. It may be considered for evaluation in partial fulfillment of the requirement for the award of degree of Master of Business Administration.

Date:

AARTI MEHTA ASSISTANT PROFESSOR CTIMIT

PREFACE

As MBA course require equal attention towards practical as well as theoretical aspects of business, various problems are to dealt with in that course. Thats why research program are there to give deep as well as thorough knowledge of subject and problems which are practical whenever one entered in the profession. Research programs are included in the curriculum of various management courses. So as to provide students with practical knowledge and exposure of practical life. The project entitled TO STUDY THE GRIEVANCE HANDLING PROCEDURE USED IN VARIOUS PRIVATE BANKS(HDFC,ICICI,CITI,AXIS) IN JALANDHAR. The research clears the importance of separate HR department. To study the importance of HR department, the first task was to know about the role being played by HR department in an organizations growth. Then we have to set criteria, on the basis of which the research has been done, analyzed , evaluated and then presented. The main purpose of this study is to get an overview of the grievance handling procedure in private sector.

ACKNOWLEDGEMENT

The accomplishment of this project was not being possible individually without the encouragement, assistance and valuable support from various sources. Thus our wholehearted thanks to Almighty. Knowledge and Co-operation are essential for success in any project field. My heartfelt gratitude to Dr.P.P SINGH, HOD Sir Mr.HARISH MEHTA , CT Institute of Management, Jalandhar who has given us the opportunity to emerge as professionals in the field of management I owe a great debt of gratitude to Mrs. Aarti Mehta , Lect. In C.T Institute of information and technology Management studies, who has supervised me in his project. She guided me to bring the project to its completion. In the end I would like to thank my parents who helped me directly or indirectly in the completion of this project and the respondents who gave their time to fill the questionnaires to complete the study.

DATE:

GAGANDEEP KAUR

TABLE OF CONTENTS

S.NO

CHAPTER

PAGE NO.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

CRETIFICATE PREFACE ACKNOWLEDGEMENT INTRODUCTION OF PRIVATE BANKS INTRODUCTION OF PROJECT TOPIC RESEARCH METHODLOGY OBJECTIVES OF THE STUDY DATA ANALYSIS AND INTERPRETATION FINDINGS SUGGUESTIONS LIMITIONS CONLUSION BIOLOGRAPHY

2 3 4 8-11 12-37 39-41 42 44-54 56 57 58 59 61

14.

OUESTIONNAIRE

62-64

INDEX OF TABLES AND FIGURES

TABLE NO. 1. 2.

PARTICULARS

PAGE NO. 45

Are you aware of the weekly/monthly meetings of the various committees which are being held? Does your higher authority listen when your grievance is presented? Is there a positive and friendly approach during grievance handling?

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3.

47

4.

Has the mechanism being followed resolves you grievance?

5.

48

How do you feel about the decision given corresponding to your grievance? Is it Do you feel open to share your grievances?

49

6. 50

7.

Are the procedures for conveying grievance simple and easy to utilize? Is the supervisor given authority to take action necessary to resolve the problem? Are the matters relevant to the grievance kept confidential?

51

8.

52

9. 53

10.

Do you feel that the supervisor possesses necessary human relation skills in terms of understanding your problem?
6

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INTRODUCTION OF PRIVATE BANKS INTRODUCTION OF PROJECT TOPIC

INTRODUCTION TO BANKING INDUSTRY

The achievement of an organization is the result of the combined efforts of each and every employee. All individuals want to do a good job, and if they are provided with the proper environment, they will do so. People rarely succeed at anything unless they enjoy doing it. The Bank has always viewed Human Resource (HR) Development as a critical activity, as it plays a very important role in culture building and gives an impetus to the effort put in achieving business goals more efficiently .A seminar was conducted in January 1999 which enabled the Bank to establish clearly the link between business strategy and human resource strategy. Accordingly, different kinds of mindsets were worked out to ascertain the requirements in the staff in the three main lines of business corporate banking, retail banking and treasury operations. A new organisational structure from April 1, 1999 was implemented successfully with the change agent role played by the HR Department. Three different job profiles viz., customer service and cross selling of products, back office operations ,marketing and sales emerged after the new organisational structure was put in to place.

These proactive HR policies have helped the Bank to obtain higher contributions from its employees as well as to achieve its business goals. The Bank has constantly strived to make the working conditions comfortable for its employees. It is,however, recognised that HR policies need to be fine-tuned regularly to ensure alignment with global best practices.

INTRODUCTION TO AXIS BANK

Axis Bank was the first of the new private banks to have begun operations in 1994,after the Government of India allowed new private banks to be established. The bank was promoted jointly by the Administrator of the specified undertaking of the Unit Trust of India(UTI-A),Life Insurance Corporation Of India(LIC) and General Insurance Corporation Of India(GIC) and other four PSU insurance companies ie National Insurance Company Limited.The New India Assurance Company Limited, The Oriental Company Insurance Limited and United India Insurance Company Limited. The bank as on 31 Dec 2010 is capitalized to the extent of Rs 409.90 crores with the public holding at 53.62% The banks Registered Office is at Ahmadabad and its Central Office is located at Mumbai. The bank has a very wide network of more than 1281 branches. The bank has a network of over 5303 ATMs providing 24 hours a day banking convenience to its customers. This has one of the largest ATM networks in the country. The banks has strengths in both Retail and Corporate banking and is committed to adopting the best industry practices internationally in order to achieve excellence.

INTRODUCTION TO ICICI BANK

ICICI Bank is Indias second largest bank and it is second amongst all the companies listed on the Indian Stock exchanges in terms of free float market capitalisation. The bank has a network of about 1,308 branches and 3,950 ATMs in India and presence in 18 countries. ICICI bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries and affiliates in the areas of Investment Banking,Life and Non life insurance,Venture capital and Asset Management. The bank currently has subsidiaries in the United Kingdom,,Russia, Canada,Branches in United states,Singapore,Bahrain,Hong Kong,Sri lanka,Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates,China, South Africa,Bangladesh,Thailand,Malaysia and Indonesia.

Our UK subsidiary has established branches in Belgium and Germany. ICICI bank equity shares are listed in India on Bombay Stock Exchange and National Stock Exchange Of India limited and its American Depositry Receipts(ADRS) are listed on the New York Stock Exchange(NYSE). ICICI bank was originally promoted in 1994 by ICICI limited, an Indian Financial Institution,and was its wholly owned subsidiary. ICICIs shareholding in ICICI bank reduced to 46% through a public offering of shares in india in Fiscal 1998,an equity offering in the form of ADRs listed on the New York Stock Excahnge fiscal 2000.Consequent to the merger the ICICI groups financing and banking operations, both wholesale and retail have been integrated in a single entity.

INTRODUCTION TO HDFC BANK The HR department at HDFC Bank has 54 people, including the trainers. The HR department is present in Mumbai, Chennai, Delhi, Ahmedabad, Kolkata, Bangalore, Hyderabad, Chandigarh, Pune and Lucknow. All people here in HR are MBAs, except for those handling HR operations. The most important thing in HR is to hold the confidence of people. Talent retention is a challenge today. Another challenge is managing expectations of youngsters, who are looking for fast tracking their career and want exposure quickly, they may not be lured by money alone, but the profile that they work for. HDFC Bank gives ample opportunity to those who seek job rotation. If the company has a new opening, it is being advertised internally. The companys philosophy is that it is better to lose a person to another department than to another bank. The companys performance management system is its signature system. The senior HR managers feel proud to say that they personally know most of the people across various levels in the organization. They constantly help people move internally and assist them to make a better career with the bank. In fact, the HR department is proud to admit that the company has one of the lowest rates of attrition. Middle management onwards the companys salaries are good. The company is young only 12 years old where the average age in the bank is 27. Women have been rising up the ranks in the bank. At the junior level, over 33% of the workforce in consumer and retail banking comprises of women. In the senior levels, it is about 12% and in the top management, it is about 6 to 9%.Over the years HDFC was very cost
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conscious. Today the company has foreign tours, parties at national and regional levels , award nights and outings to motivate and encourage its employees. As an organization HDFC bank had constantly emphasized on celebrating its hard earned success.

INTRODUCTION TO CITI BANK CITI group was incorporated on March8,1988.On October8,1998,Citi corporation merged with a subsidiary of Travellers group and Travellers group changed its name to Citi group Inc.At the time of the merger, Citi corporation stockholders received 2.5 citi group shares for every 1 share of citi corporation stock they previously owned. Travellers group stockholders maintained their shares of Travellers group stock under the Citi group name inc which is todays pre-eminent financial service company with some 200 million customer accounts in more than 100 countries. Our history dates back to the founding of Citi Bank in 1812,Bank Handlowyin 1870,Smith Barneyin 1873,Banamex in1884 and Salomon Brothers in1910.Other brand major names under Citi group trademark red umbrella include Citi Financial, Citi Mortgage and Citi Insurance.

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Introduction of Grievance handling

In practice there is hardly a company where the employees do not have grievances of one kind or the other. T hese grievances may be real or imaginary, valid or invalid, ture or false. A grievance produces low morale ,unhappiness, frustration and discontent in the in the employees which ultimately affects the concentration ,efficiency and productivity of the employees. The organizations that do not provide such complaint processing mechanisms for the employees may suffer from poor work, employee resentment, poor customer service, resistance to change and poor labour management relations grievances must not be allowed to accumulate relations .It will ultimately lead to increased absenteeism, go slow, work to rule, demonstrations, gheraos and strikes. Thus, grievance is a rust on human relations. In labour management relations, grievance is a complaint or representation made in writing as regard to a company related matter arising from employment or service conditions or from conditions involving unfair treatment or standing instructions. Grievance is also defined as real or imaginary feeling of personal injustice which an employee has concerning his employment relations. Grievance imples dissatisfaction or distress or suffering or gief caused unnecessarily or illegally. The grievance is a type of discontent which must 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.. An analysis of various definitions covered above reveal that: Grievance is a word which covers dissatisfaction and which has one or more of the following characteristices: 1) It may be unvoiced or expressly stated by an employee. 2) It may be written or oral. 3) It may be valid and legitimate, untrue or completely false or ridiculous.
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4) It may arise out of something connected with the organization or work like wages ,work assignments etc. 5) An employee feels that an injustice has been done to him.

The grounds for a grievance may be any measure or situation which concerns the relations between employer and worker or which affects or may affect the conditions of employment of one or several workers in the undertaking when that measure or situation appears contrary to provisions or an applicable collective agreement or of an individual contract of employment, to works rules, to laws or regulations or to the custom or usage of he occupation branch of economic activity or country, regard being faith. Grievances typically arise on such questions as discipline and dismissal, the payment of wages and other fringe benefits, working time, over-time and time-off entitlements, promotions, demotion and transfer, rights deriving form seniority rights of supervisors and union officers, job classification problems, the relationships of works rules to the collective agreement and the fulfillment of obligations relating to safety and health laid down in the agreement. Such grievances, if not dealt with in accordance with a procedure that secures the respect of the parties, can result in embitterment of the working relationship an a climate of industrial strife. In large undertakings, a common type of grievance procedure involves successive steps at different levels, a workers' grievance being first discussed with the immediate supervisor, and then if no solution is found with higher levels of management. The number of levels and steps in the procedure usually increases with the size of the undertaking. Sometimes, when an important question of principle, which would involve a number of workers, is concerned the matter may go directly to a higher level of management. Under some procedures, bipartite or joint grievance committees within the undertaking hear grievances when they have been considered at lower levels at a number of earlier stages in the procedure. A settlement reached jointly by the worker and management representatives at any level is also deemed to be settle if an appeal is not lodged at the next highest level within a given time

Causes of Grievances

Grievances generally arise form the day-do-day working relations in the undertaking, usually a worker or trade union protest against an act or omission or management that is considered to violate worker's rights. The causes of employee grievances includes: Demands for individual wage adjustments,
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 Complaints about the incentive systems Complaints about the job classifications, Complaints against a particular foreman
.

Complaints concerning disciplinary measures and procedures. Objections to the general methods of supervision, Loose calculation and interpretation of seniority rules, andunstis factory interpretation of agreements. Promotions Disciplinary discharge or lay-off, Transfer for another department or another shift, Inadequacy of safety and health services / devices Non-availability of material in time Violation of contracts relating to collective bargaining Improper job assignment, and Undesirable or unsatisfactory conditions of work.

Need for a Grievance Procedure:

Grievance procedure is necessary for any organisation due to the following reasons. Most grievances seriously disturb the employees. This may affect their morale, productivity and their willingness to cooperate with the organisation. If an explosive situation develops, this can be promptly attended to if a grievance handling procedure is already in existence. It is not possible that all the complaints of the employees would be settled by first-time supervisors, for these supervisors may not have a proper training for the purpose, and they may lack authority. Moreover, there may be personality conflicts and other causes as well. 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.
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 It serves as an outlet for employees 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. The top management becomes increasingly aware of employees problems ,expectations and frustrations. It becomes sensitive to their needs and cares for their well-being. This is why the management, while formulating plans that might affect the employees for example plant expansion or modification, the installation of labour saving devices,etc. should take into consideration the impact that such plans might have on the employee. The management has complete authority to operate the business a sit 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 management functions, they can submit their grievance in accordance with the procedure laid down for that purpose..

The benefits of a Grievance Handling Procedure:

According to Jackson, further benefits that will accrue to both the employer and employees are: It encourages employees to raise concerns without fear of reprisal. It provides a fair and speedy means of dealing with complaints. It prevents minor disagreements developing into serious disputes. It saves employers time and money as solutions are found for workplace problems. It helps to build an organisational climate, based on openness and trust.

Objective of a Grievance-Handling Procedure:

Jackson lays down the objectives of a grievance-handling procedure as follows: To enable the employees to air his/her grievance To clarify the nature of the grievance To investigate the reasons for dissatisfaction To obtain, where possible, a speedy resolution to the problem To take appropriate actions and ensure that promises are kept.

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 To inform the employee of his or her right to take the grievance to next stage of the procedure, in the event of an unsuccessful resolution.

FEATURES OF A GOOD GRIEVANCE-HANDLING PROCEDURE:

Torrington and hall refer to four key features of a grievance-handling procedure;

Fairness:-Fairness is needed not only to be just but also to keep the procedureviable,
for if employees develop the belief that the procedure is only a sham, then its value will be lost, and the other means sought to deal with the grievances. This also involves following the principles of natural justice, as in the case of a disciplinary procedure.

Facilities for Representation:-Representation , e.g. by a shop[ steward, can be of

help to the individual employee who lacks the confidence or experience to take on the management single-handedly. However, there is also the risk that the presence of the representative produces a defensive management attitude, affected by a number of other issues on which the manager and shop steward may be at loggerheads.

Procedural Steps:-Steps should be limited to three. There no value in having

more just because there are more levels in management hierarchy. This will only lengthen the time taken to deal with matters and will soon bring the procedure into disrepute. Promptness:-Promptness is needed to avoid the bitterness and frustration that can come from delay. When an employee goes into procedure, it is like pulling the communication cord in the train . The action is not taken lightly and it is in anticipation of a swift resolution .Furthermore, the manager whose decision is being questioned will have a difficult time until the matter is settled.

Beach also refers to several reasons why there should be a formal procedure to handle grievances:
All employee complaints and grievances are in actual practice not settled satisfactorily by the first level supervisor, due to lack of necessary human relations skills or authority to act. It serves as a medium of upward communication, whereby the management becomes aware of employee frustrations, problems and expectations.
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 It operates like a pressure-release valve on a steam boiler ,providing the employees with an outlet to vent their frustrations ,discontents and gripes. It also reduces the likelihood of arbitrary action by supervisors ,since the supervisors know that the employees are able to protect such behavior and make their protests heard by higher manager. The very fact that employees have a right to be heard-and actually are heard-helps to improve morale.

Steps in the Grievance Procedure:

Identify grievances: Employee dissatisfaction or grievance should be identified by the management if they are not expressed. If they are ventilated, management has to promptly acknowledge them. Define correctly: The management has to define the problem properly and accurately after it has been identified/ acknowledged. Collect Data: Complete information should be collected from all the parties relating to the grievance. Information should be classified as facts, data, opinions, etc. Prompt redressal: The grievance should be redressed by implementing the solution.

Implement and follow up: The Implementation of the solution must be followed up at every stage in order to ensure effective and speedy implementation. MODEL 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. 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. 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. 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. 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
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should be communicated to the Manager with in seven days from the date of the grievance reaching it. 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. 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 company 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. 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.

Guidelines for successful grievance handling procedure:

The helpful attitude and support of the management. Belief on the part of all concerned in the utility of the grievance handling procedure. Introduction of the procedure with the concurrence of the employees representatives and their trade unions. Simple,fair,easily comprehensible and expeditious grievance handling procedure containing a time limit for each step. Delegation appropriate authority so that action may be taken at all the levels of the management. A fact oriented,instead of an employee-oriented,discussion of grievances. Respect for the decision taken at each level of the management. Adequate publicity given to the procedure and its achievements in the company. A periodic review of the working of the grievance handling. A grievance procedure is a formal process which is preliminary proceeding of an arbitration, which enables the parties involved to attempt to resolve their differences in a peaceful, orderly and expeditious manner.

Advantages of the grievance procedure:

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It serves as a Channel through which any aggrieved employee may put forth his grievance. Procedure assuring a systematic handling of every grievance. Device whereby the aggrieved employee can relieve his feelings. Means of assuring promptness in the handling of grievances. Means by which employee satisfaction is obtained. Device to locate problem situations in the relation between a union and management. Channel of communication where information is channeled both ways between the top and bottom of the hierarchy. Machinery to promote harmonious and peaceful employee-employer relations.

Grievance Handling Procedure Prof.M.S.Rao

It is not always who is right and who is wrong. But it is always what is right and what is wrong. Prof .M.S.Rao, Chief Consultant, MSR Leadership Consultants, India.

What is Grievance?
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.

Essential Ingredients for Grievance Procedure:

The grievance process must be clear and simple. It must be well-defined. It must conform to the current legislation without any prejudice. There should not be any delay in the grievance process as it might result into crisis. Regular training must be provided to the supervisors and seniors who involve in this process so that they can handle effectively. Finally, there has to be follow-up to check the status of the grievance and for improving the systems better from time to time.

Prescriptions During Grievance Procedure:

If you are not the appropriate person, refer to the right person. Spend adequate time with the complainant. Be cool and composed during the process. Check for facts and figure rather than hearsay. Practice attentive listening skills. Find out what bugs the complainant. Dont have any preconceived notions about the involved parties. Dont threaten people.
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 Always try to settle the grievance at the lower level amicably rather than dragging to the higher levels where it might become more complicated. Conduct the grievance hearing privately. Make necessary changes, if there are any irregularities in policies and procedures. Keep the entire grievance process confidential. Always make the process win-win.

Handling Grievance & Discipline Procedures: Handling a grievance:

When dealing with a grievance:

ensure you're familiar with the procedure and apply it correctly hold any grievance hearing in private without interruptions where a grievance relates to the person's line manager, ensure that the employee can raise the grievance with someone else listen carefully to the person's explanation of the problem and consider whether there is a deeper issue which might be the root cause of the grievance listen to any conflicting points of view weigh up all evidence to see whether there is an issue you need to address decide what action to take, trying to balance fairness to the person without compromising the business or other workers inform all concerned parties of your decision and the appeal process ensure you resolve any problems relating to policies, procedures or conduct where the grievance procedure highlights these keep the process as confidential as possible

Deal with grievances sensitively, particularly where they concern other workers. You may wish to develop specific procedures for very sensitive matters involving unfair treatment eg, discrimination, bullying or harassment. . Consider also having a separate "whistleblowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing eg fraud, internally rather than disclosing them outside the business. If a worker raises a separate grievance during a disciplinary hearing, it's good practice to adjourn the hearing until the grievance is dealt with. By dealing with problems in a fair and reasonable manner, you are much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim.

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WHERE DO GRIEVANCES COME FROM?

For a real grievance to have occurred there must have been a violation of an employee's rights on the job. Also, it must have been the employer or one of his/her agents -- like a supervisor or manager -- who has violated these rights, directly or indirectly. If an employee makes a complaint that doesn't involve the employer in some way, you may still have to deal with it, but it won't be a grievance. Most grievances are "real" in the sense that we are sure the employer has violated someone's rights; but this doesn't mean we will always win the case. We are limited by the contract, by our skills, or by how much union power we have. So a grievance can turn out to be no more than an "alleged violation" or even just a complaint. It's your job as a steward to decide which rights have been violated and so determine whether a grievance exists. Because most employees' rights are contained in the contract, this is the first place you look to see if there is a real grievance against the management. If the grievance is a clear-cut violation of the contract, it will be easy to prove provided you stick to your guns. If it involves an interpretation of the contract, it will not be so easy to prove.

The kinds of grievances that may occur under the contract are: 1)Wage Grievance
Failure to pay agreed rating including Starting pay Automatic increase Merit increase Improper classification of job Employee wrongly classified Shift premium Vacation pay or bonus Call-in pay Improver incentive or piece rate 2) Wage Inequities Usually handled through collective bargaining negotiations or through supplementary wage agreements.
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3)Unreasonable Rate of Production or Workload (Speedup) Violation of time or production standard can be approached from the standpoint of a physical working condition or violation of principle of "fair day's work for fair day's pay." 4)Assignment and Placement of Workers Improper transfer (violation of seniority clause) Improper promotion Improper allocation of work (as in overtime) Improper layoff or recall 5)Disciplinary Action because of: Unreasonable rule Penalties without just cause Employees not properly notified of rule or penalties Reprimand (recording warning) Disciplinary layoffs Discharge 6)Physical Working Conditions Unsafe or unhealthy working conditions (could be a violation of provincial, state or federal safety laws or workplace rules). 7)Supervisory Practices Abuse of authority Intimidation or coercion Over-supervision (snooping) Inadequate supervision (failure to instruct properly) Supervisor working on bargaining unit jobs Discrimination Favoritism 8)Personal Rights and Privileges Leaves of absence Failure to accord equal treatment (discrimination)

9)Violation of Union Rights

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Failure to give proper representation (no steward working overtime) undermining the union undermining grievance procedure

10)Other Contract Violations Some contracts may contain clauses not covered by the above lists But, unless your contract limits grievances to items covered in the collective bargaining agreement, some grievances are outside the contract. These are:

Violation of federal or provincial or state law Here you might have the option of filing a grievance or going to the appropriate government agency to get redress. If advice from your chief steward or local union business representative is inconclusive, go ahead with both

Past practice in the workplace This can be the basis for a grievance, particularly in areas where the contract is silent or unclear, where a past practice has been violated by the management, an employee may have a real grievance. But, to be considered a past practice, the circumstances must have been repeated over an extended period of time; accepted explicitly or implicitly by both workers and management, e.g., by verbal agreement or in writing, without either side formally objecting; or while violating the contract, neither side has demanded that this part of the contact be enforced.

Failure of management to live up to their responsibilities, particularly over health and safety conditions

Employer's rules These can be made and changed as long as they are consistent with the contract. But, while they are in existence, they cannot be violated by either side and so they can be the basis for a grievance. WHO IS AGGRIEVED?

2.

Summary: we can classify grievances according to where they come from and how they arise, but we can also look at them according to who is affected.
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 Individual grievances

Most grievance affect only a single individual. Even so, you as a steward should be filing the grievance, not the employee on her/his own (if the contract permits it). It is in the interests of everyone in the union that the grievance is handled properly, bearing in mind the interests of the union as well as the griever. And, when an individual's rights have been violated and he or she refuses to file a grievance, you should file the grievance on behalf of the union -- especially if the contract specifically permits it. In this way, you will defend the collective bargaining agreement and protect the rights of all employees covered by it. The management's argument that you cannot file an individual grievance on behalf of the union is invariably false. Group grievances

This is where several employees have the same complaint. Usually you file the grievance on behalf of the group (who must be clearly named or defined) though there is nothing wrong with filing a series of individual grievances dealing with the same issue. Union grievance or policy grievance

Exactly what your rights are and exactly what these grievances are called depends on the language used in the contract. These two types of grievances usually mean the same thing. The union grievance is one that is filed by the union on behalf of a group of individuals or the whole bargaining unit -- or on behalf of an individual who refuses to file it. Invariably, a union grievance is one in which the union considers its rights to have been violated, and not just the rights of individuals in the bargaining unit. Again, you might find the expression "general grievance' used and it might mean union grievance, policy grievance, or group grievance, depending once more on the language used in the contract. 3. GRIEVANCE AND ARBITRATION

Almost all OPEIU contracts contain a section which gives the union the right to process a grievance to final and binding arbitration. If the employer ignores the grievance by not giving an answer as required by the collective bargaining agreement, then the union may advance the grievance to the next stage, and the next, until the issue is either before an arbitration board (in Canada) or arbitration is invoked by a court (in the U.S.). 4. WHEN IS A COMPLAINT NOT A GRIEVANCE?

If the management has not violated anyone's rights, there is no grievance. But, there may be a real complaint, and if you are a good steward you will deal with complaints as seriously as you would a grievance. Here are some types of complains:

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 Personal troubles and requests for advice

You will often find that people want to confide in you. Treat them sympathetically; try to help them and keep confidences strictly to yourself. Complaints about fellow workers

These need a lot of tact, diplomacy and moral authority on your part. This sort of complaint becomes a grievance if management gets involved when it shouldn't, according to the contract or past practice -- or it doesn't get involved when it should. Complaints about government agencies and local bodies Complaints against management not covered by the contract

There may be cases you have to face which do not involve an injustice, do not violate past practice and are not covered by the contract. It still may be possible to remedy these complaints by informal discussions between the union (you) and the employer. Borderline cases

You should seek advice from the chief steward or the grievance committee or your local business representative before taking these up as grievances. Report back to the person complaining as soon as possible, explaining what you are doing and why. Complains against the union

It is up to you to explain to the complainer what his or her rights are under the rules and constitution of the local and international union. 5. THE NEGOTIATED GRIEVANCE PROCEDURE

Every negotiated agreement (contract) has a negotiated grievance procedure. The grievance procedure can be set forth in the contract in many ways. However, most procedures follow a basic course from information to formal presentation with arbitration being the last recourse in most agreements. The grievance procedure provides for judicial review of any action taken by management that has impact on the employees covered by the negotiated agreement. Without a grievance procedure employees would have no internal process available for ensuring their right to justice
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on the job. The alternative to this procedure, group action or courts of law, is often costly, time consuming and insensitive to unique problems within an industry. Therefore, the grievance procedure provides a more effective means of redressing employee problems. 6. THE STEWARD'S ROLE IN GRIEVANCE HANDLING

The role the steward plays in the grievance procedure is a vital one. As the grievance moves up the ladder of the negotiated procedure it moves higher up the chain of command both in the industry and the union. For example, it usually goes from: STEP 1 UNION MANAGEMENT

Steward notifies union Immediate Supervisor in writing about grievance Steward and Union Representative Union Representative Department Manager

Top Management

Arbitrator

At first glance, one may think that the steward holds the least significant position in the grievance process. However, consider the origin of the grievance. The employee comes to the steward first! Therefore, the records, decisions and insights at this first step set the stage for any successful resolution that may come later. The burden is placed on the steward to accurately record all information necessary to provide those involved in the "grievance ladder" a clear picture of what actually took place. In other words, the employee and the steward have a better understanding of the grievance than anyone else. Winning or losing a legitimate grievance ultimately depends on the steward's ability to investigate and judge the information and evidence at the first step, and pass this information on as clearly and accurately as possible. Settling grievances at the first step, the most desired course of action, is also heavily dependent on the steward. However, if for various reasons the grievance is carried forth, the union representative must use the steward's records as the basis for the case. 7. RECORDING THE GRIEVANCE

When an employee comes to you with a complaint you should always make a note for your files listing the person, problem, date, supervisor and workplace. Also you should request the employee to write down the facts and keep an ongoing log of events that take place pertaining to the complaint. This is a safeguard in the event the complaint becomes a legitimate grievance and proceeds through the various steps of the grievance procedure. Trying to recall times, places and actions from memory is highly ineffective in grievance handling. Should you fail to settle the grievance at the first, informal step, the union will need these records in drafting the formal

26

grievance statement. It is important for the union to keep records of grievances handled at the informal step, so send your documentation to your union representative if it is resolved. A complaint formally enters the grievance procedure when it is presented in writing. The steward, who normally has the responsibility for submitting the grievance for writing to the union, should do so only after completing Step I of the grievance procedure. When submitting the grievance to the union the steward should check carefully to make sure the Six W's - WHO, WHEN, WHERE, WHY WHAT and WITNESSES of the grievance form are covered. WHO: Refers to the employee filing the grievance and the supervisor (if any) involved. WHEN: Refers to the time element. Often information regarding more than one date is needed to complete the form properly: (1) the date on which the grievance is officially written; (2) the time and date on which the grievance actually happened; (3) the date on which the grievance was submitted to the immediate supervisor (first or informal step of the grievance procedure); and, (4) the date on which the immediate supervisor gave a decision. WHERE: Refers to the exact place where the grievance took place - the department, aisle, office, terminal or plant. WHY: Refers to the reason the complaint is considered a grievance. The WHERE and WHY are described under the section "Statement of Grievance" and must be clearly stated to obtain a clear picture of the facts. It is important to remember that it is possible to have a legitimate grievance without being able to point to a violation of a specific clause of the contract. WHAT: Refers to what should be done about the grievance - the corrective action desired and what adjustment is expected. WITNESSES: If a particular incident took place which gave rise to the grievance, the names of any witnesses who say what occurred should be listed on the grievance form. This should include the address and phone number of all witnesses. Both the employee and the steward should sign the grievance form. The employee's signature verifies the facts of the grievance. 8. UNDERSTANDING THE QUALITY OF INFORMATION

As you begin to investigate a grievance you will realize that the information you gather usually falls into two categories: a. b. Specific measurable information; and, Non-specific or unmeasurable information.

Both types of information will surface; however, non-specific information has little use in grievance handling. The following is a list of various types of "specific" information that frequently have impact on grievances. Also given is the method of measuring this information.
27

Information Years of Service ........

Methods of Measure Years, months and days Number of reported injuries in past period, hours lost

Medical Records . . . . . . . . . from work, kinds of injuries Absenteeism. . . . . . . . . . . . . Tardiness ........ .

Number of days lost Number of days tardy, number of hours lost from work Amount produced Job titles, period of time on each job Years in school, training programs attended, courses

Production . . . . . . . . . . . . . . Other Jobs Held . ........

Education and Training . . . . . taken Written Reprimands Quality of Work ......

Number, kind of violation Accuracy and quality

. . . . .. . . . . .

Although "specific" information seems to be fairly cut and dry on the surface, it can be very misleading. For example, take the area of absenteeism. If the grievance involves employee absenteeism, check for reasons, don't rely on the numbers alone. A person out for three weeks due to hospitalization would show 15 days absent from work. Whereas an employee who is down and out about one day a month for general illness might not show but 8-10 days absent. If reasons are not examined, the person with the most days absent could be wrongly labeled as "excessively absent." The steward must also make sure that the information is clear. While people can measure the information listed above, a skilled steward will ask the question: "Why did it happen?" or "Does that information apply to this particular grievance?" A worker has had production problems on his/her record which look pretty bad. A steward may find that the supervisor ordered him/her to do non-productive work during his/her regular operation. Additional investigation must take place to determine the importance of this information. A frequently used piece of information is years of education. Some questions that might be raised include: How good was the education or training? Does his/her education help a worker to do a better job? Will any subject taken in school help a worker to do the job that is now
28

open? After answering these kinds of questions, a steward can, then, determine the value of education in a union member's record. Years of education alone do not help very much. The same can be said for absenteeism, tardiness and medical records. A steward must find out how long ago they happened, reasons for the occurrences, whether the reasons apply to present situations, whether the record looks poor in comparison to records of other workers. This type of information is very important in many grievances and will be used by stewards frequently. Stewards only have to be certain that management understands the meaning. Much of grievance negotiation concerns the difference between steward and supervisor about the meaning of measurable information. Information that is non-specific and cannot be measured -- some words frequently used to describe a person or his/her behavior have little or no use in processing grievances. They include the following: Ability Attitude Personality Character Disability The word "ability" can be defined in terms of production, quality of work, and possibly attendance and medical records. But the word "ability' alone has very little meaning. Supervisors have said, "I can tell that one worker has more ability than another." If it cannot be measured and has no clear meaning, this statement is nothing more than a supervisor's opinion -may be accurate, may be inaccurate. The skilled steward must require proof for the statement, proof that is measurable and has clear meaning. "Attitude," "personality," "character," "dependability" -- these are words that never have been defined in away that produces agreement. One person's opinion about another person's attitude may be very different from other peoples' opinions. There is no way to specifically compare people's personalities and character. How do you know that one worker is more pleasant than another or one worker is more honest than another? And, even if we did, what does that have to do with a worker's ability to produce for his/her employer? Should a person be punished because he/she does not smile as frequently as another, or disagrees with his supervisor? A steward must know the circumstances surrounding the sour disposition or disagreement. A series of disagreements may involve the worker's rights under their union contract or refusal to accept the improper procedure demanded by their supervisor. The emphasis on proof helps cut through the main accusations made against workers that are accepted without challenge. Probably one of the greatest contributions that a union makes to a worker's life is comparative freedom from punishment based on a supervisor's unproven opinion.
29

9.

PRESENTING THE GRIEVANCE

Whether you are at the informal or formal stage of the grievance procedure, the way in which you present the grievance can have significant effect on the outcome. Keep the following points in mind when you present the grievance. a. Know Your Facts -- Be Confident

When you are ready to go into a conference with the supervisor try to outsmart them. Don't carry a chip on your shoulder, and don't anticipate being outsmarted or outwitted. Know your contract -- your rights under it -- and stick to them. State the facts plainly. Avoid opinions or hearsay evidence. Too many grievances are lost because the steward did not have the facts. b. Stick To The Point -- Be Business Like

As discussion progresses on a grievance, the supervisor may try to sidetrack the real issue and lead you into a discussion of irrelevant issues or inject additional complaints against the employee. Insist on discussing the issue raised by the grievance only, nothing else. c. Settle The Grievance At The First Step

The most desirable aspect is to have the grievance settled at the first step. This prevents the bogging down of grievance machinery and permits the union to devote more time and effort to problems of general concern to all members. d. Take A Positive Position -- Not Defensive

Don't be timid or convey the feeling to the supervisor that you are presenting the grievance because it is an obligation on your part. Avoid being apologetic; impress the supervisor that there is no possible doubt in your mind that the grievance has merit and should receive equitable settlement.

e.

Disagree With Dignity

Disagree with the supervisor in a calm, firm, positive manner. Avoid pounding the table, blowing up or making empty threats. Declare your intentions of taking the grievance to

30

the next step. As a rule, supervisors prefer to settle complaints before the complaint is carried to a higher management level.

f.

Maintain A United Position

Take the aggrieved along with you. This is necessary and prevents mistrust and establishes confidence in the steward. But, make sure you are both in accord on the facts and issues! g. Be Prompt -- Follow The Grievance Through

Refer the grievance to the chief steward or next step when not settled. Give him/her all the facts. Give him/her the argument used in your discussion with the supervisor. Don't allow the grievance to lay around. Keep a constant check on the progress of the grievance at what step it is in.

10.

AUTHORITY OF SUPERVISOR

The degree to which grievances are successfully handled at the first step is largely dependent on the authority granted the supervisor. In some cases the supervisor is only the "messenger" for the management representative in the next step of the grievance procedure. If this situation exists, few settlements will take place at the first level. It is important to observe the steps in the grievance procedure even if the supervisor has limited authority. "Leapfrogging" to a higher step may have several undesirable effects. The supervisor may resent this and may be more difficult to deal with the next time, or management may seek to get the grievance thrown out because the proper steps were not followed. Even the best steward will, from time to time, have trouble in settling grievances because of various tactics used by the supervisor. Here a few examples: Delays - If the supervisor stalls in giving an answer on a grievance, the steward should not hesitate to invoke the time limitations spelled out in the contract. If there are no time limitations, it may be necessary to systematically nag the supervisor until you get an answer. If there is still no response you may have to file a grievance charging the supervisor with "stalling," or otherwise move directly to the next step in the procedure.

31

 Compromising - Sometimes the supervisor may offer to "split the grievances" - the union wins half and loses half. This may prove to be a temptation, but it is important to remember that each employee is entitled to fair treatment.

If the employee feels that his/her grievance has been traded off to benefit another worker this destroys his/her confidence in the union. Therefore, it is important to treat each grievance on its own merits. Losing Your Temper -- Sometimes management will deliberately provoke you hoping that you will lose your temper and make rash promises or threats which cannot be carried out. Such actions result in the stewards losing the respect of both management and the people he/she represents. Most people do not think straight when they are angry. Discussing Side Issues -- Often management will try to sidetrack the steward by discussing matters not related to the grievance under consideration. If it is of concern to the organization, the steward should ask that it be discussed after the grievance is resolved. If the subject is completely irrelevant, the supervisor should be reminded of the purpose of the meeting. But the supervisor should not be cut off so sharply that he/she takes offense. Know When To Stop Talking -- It is usually better to say too little than too much. A good rule of thumb is to talk 20% of the time and listen 80% of the time. By listening to the other side, it is often possible to get a better understanding to management's argument and, therefore, be in a better position to combat it. If management has conceded the grievance, the steward should end the discussion and not rehash it further. Otherwise, the supervisor may think of some additional reasons why their position is correct, and it may be necessary to reargue the entire case. If the employee is not present at the time of settlement, he/she should be notified immediately of the outcome of the case. 11. FAILURE TO REACH AGREEMENT

If the steward is unable to obtain a settlement, he/she should tell the supervisor that the grievance will be taken to the next step in the grievance procedure. The steward should inform the employee of what has happened. In addition, the steward should brief the chief steward or the union representative who is involved in the next step of the grievance procedure, as to the main line of argument taken by the supervisor. The way in which the steward has handled and documented the grievance up to this point will have quite an impact on the way the union representative at the next step will proceed. The union representative has very little to go on other than the background information received from you - the first line representative.

32

The steward should be careful never to guarantee the employee a successful settlement of the problem. What appears to be an airtight case is sometimes completely destroyed upon further investigation. It may be difficult to convince the employee why the case was lost. The steward should be prepared to process vigorously the grievances of all the employees he/she represented regardless of their personal feelings about them. This should be done both as a matter of justice and as a method of ensuring that dangerous precedents involving contract violations are not established. Since the employee wants their grievance settled "today," or "tomorrow at the latest," it is important that he/she be kept informed on the progress of the case. Sometimes it may take months before a grievance is completely processed. Therefore, an employee should be informed of the various time limitations in the procedure which make a more rapid settlement impossible.

12.

DO'S AND DON'TS

The following document is actually a leaf out of the employer's book. It is given to you to show the union steward that many of the skills and techniques used in grievance handling are also used by supervisors; only the perspective (management instead of union) is different. Read and study the document. From it you can learn to recognize what techniques a supervisor is using and respond in the appropriate way. Note down those techniques which you think are different from your own. Why do you think they differ? Examples of Guidance Provided to Supervisors: Grievance - Do's and Don'ts Usually, the supervisor had no hand in negotiating the contract or in drafting its provisions. Nevertheless, he/she is the one who deals most frequently with employees with the union -- and he/she must be quipped to represent management's interests and preserve management's rights. If he/she isn't, they will quickly go down the drain. The following checklist provides supervisor with a practical guide: what to do and what not to do in handling the grievance machinery. Naturally, all these points are not applicable to every case. But if you are familiar with all of them, you will be prepared for almost any kind of case that may arise.

Do's:
1. Require the steward to identify the specific contractual provision allegedly violated. Determine whether the matter can properly be constituted a grievance, as defined by the agreement.

33

2. Determine whether the grievance was filed, appealed, and processed from step to step within the contractual time limits and whether the grievance meets all other procedural requirements dictated by the agreement. 3. Examine the agreement carefully. Is it silent on the matter in dispute? If so, is there a past practice covering it? Is it known to both parties? Was it instituted unilaterally or bilaterally? Has it been relied upon before? How long has the practice existed? 4. Examine the relevant contract provision. Is it ambiguous or unclear. If so, how has the provision generally been interpreted by the parties? Has there been consistent administration? 5. Determine whether you have treated employees differently under similar circumstances. If so, why? Has the prior relationship with the grievant been good or poor? If poor, why? Has the grievant been disciplined on a prior occasion? Why, and what was the outcome? 6. Investigate or seek advice on past grievances for any similar issues that have been resolved in prior cases, for repeated grievances on the same issue, and for arbitration awards on the same issue. 7. Record all results of your investigation.

8. Gather for possible future use any records that bear on the case, such as time cards, production records, absenteeism reports, payroll records, etc. 9. Remember that the union is the moving party on all but discipline cases. Require the steward to present his argument, his positions, his case. 10. Permit a full hearing of the issues. Be sure the steward has presented his whole be sure you have everything on the record that is pertinent. case;

11. Give the steward reasonable latitude in the way he presents his case, but don't permit him to taken an excessive amount of time to demean management personnel. 12. Make a full record of both the steward's and your positions, arguments, witnesses, evidence, and participants in discussions. 13. Treat the steward with the respect due his office, and demand the respect due your office from him. 14. Control you emotions, your remarks, your behavior.

15. Pass along to your personnel officer your experience with any troublesome contract clauses. 16. Remember that your case may result in an arbitration hearing. Fully inform your personnel officer of all discussions about the grievance.
34

Don'ts:
1. Don't discuss the case with the union steward alone if the grievant is at work and can be present during the discussion. 2. 3. Don't argue with the steward in the presence of employees. Hold your discussions privately.

4. Don't admit to the binding effect of a past practice for settlement of the grievance until you have first discussed it with your personnel officer. 5. Don't assume a judicial role. Hear the union's case, then be an advocate. Represent management's interests. 6. Don't argue the merits of the grievance first, if the raising or filing of the grievance was untimely. If untimely: Present your arguments on the issue first -- giving reasons for considering it untimely. Be very clear that you are denying it first on that basis. 7. Don't withhold any relevant facts -- if they reveal weaknesses in your case, prepare logical and persuasive defenses. 8. Don't make settlements that obligate the employer to prior approval, mutual consent, or joint consultation with the union before management can act. 9. Don't ask favors of the union. It will expect a reciprocal concession from you some day.

10. Don't give lengthy written answers on grievance forms when denying a grievance. If the grievance should be legitimately denied -- after all persuasive efforts to resolve it have failed -give the simple written answer, "No contract violation. Grievance denied." 11. 12. Don't make any settlements "outside" the terms of the agreement. Don't hold back a remedy if the employer is clearly wrong.

13. Don't count on the union to assume authority for resolving your problems, exercise your authority and dispose of issues.

35

14. Don't interrupt or stop operations to accommodate a union steward demanding instant handling of a grievance. However, don't postpone or delay grievance handling beyond the time when it will no longer interfere with production operations. 15. Don't cause the employee or union to default on their compliance with any time limits by your action or inaction. If you do, don't later deny the grievance for reasons of their noncompliance with such time limits. 16. Don't settle the grievance if you have any doubts. Discuss the case with your personnel officer.

Redressal of Grievances (ROG):

Nair and Nair state that in the Indian context, certain guidelines were evolved in formulating grievances-handling procedures in different types of organisations small, big, unionised, non-unionised.According to Nair and Nair, grievance-handling procedures can be broadly classified as 3-step, 4-step or 5-step. One of the prominent features of the procedure suggested by Nair and Nair is the intervention of Grievance Committees in the 5-step procedure, which works in the Indian context. This committee consists of: In unionised context, two nominees each from the management and the union (union representative should be from the same department as the aggrieved employee) In a non-unionised set up, two representatives from the management, representative in the Works secretary/vice president of the Works Committee.

GRIEVANCE MANAGEMENT IN INDIAN INDUSTRY:

At present, there are three legislations dealing with the grievances of employees working in industries. The Industrial Employment (Standing Orders) ACT, 1946, REQUIRES THATEVERY EST ABLISHMENT EMPLOYING 100 OR MORE WORKERS SHOULD FRAME STANDING ORDERS. These should contain, among other things, a provision for redressal of grievances of workers against unfair treatment and wrongful 7 lactions by employer or his agents. The Factories Act, 1948,provides for the appointment of a Welfare
36

Officer in every factory ordinarily employing 500 or more workers. These Welfare Officers also look after complaints and grievances of workers. They will look after proper implementation of existing labour legislation. Besides, individual disputes relating to discharge,dismissal or retrenchment can be taken up for relief under the Industrial Disputes Act, 1947, as amended in 1965.

However, the existing labour legislation is not being implemented properly by employers. There is a lack of fairness on their part. Welfare Officers have also not been keen on protecting the interests of workers in the organised sector. In certain cases ,they are playing a dual role. It is unfortunate that the public sector, which should set up an example for the private sector, has not been implementing labour laws properly. In India, a Model Grievance Procedure was adopted by the Indian Labour Conference in its 16th session held in 1958. At present, Indian Industries are adopting either the Model Grievance Procedure or procedures formulated by themselves with modifications in Model Grievance Procedure. In other words, the grievance procedures are mostly voluntary in nature.

Procedure in India Till the enactment of he industrial employment (standing orders) Act, 1946, the settlement of day-to-day grievances of workers, in India, did not receive much attention in the legislative framework, Clause 15 of the Model standing orders in the schedule of he industrial employment (standing orders) 1946 specified that:

All complaints arising out of the employment including those relating to unfair treatment or wrongful exaction on the part of the employer of his agent, shall be submitted to the manger or other person specified in his behalf with the right of appeal to the employer.

Under the factories act, 1948 the state government had framed rules requiring labour welfare offices to ensure settlement of grievances but this provision did not prove substantially helpful because of the dual role of these officers.

The industrial disputes (amendment) Act,1982 has provided for reference of certain individual disputes to grievances settlement authorities. Section 9 C of the act stipulates that n very establishment in which one hundred or more workmen are employed or have been employed on

37

any one day in the preceding twelve months, the employer shall set up a time-bound grievance redressal procedure.

RESEARCH METHODOLOGY OBJECTIVES OF THE STUDY

38

RESEARCH METHODOLOGY

RESEARCH
Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new fact in any branch of knowledge.

RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and predicting phenomena, is called Methodology. Methods compromise the procedures used for generating, collecting, and evaluating data. Methods are the ways of obtaining information useful for assessing explanation.

TYPES OF RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact finding related largely to the present, abstracting generations by cross sectional study of the current situation .The descriptive methods are extensively used in the physical and natural science, for instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its use in social science is more common, as in socio economic surveys and job and activity analysis.

DESCRIPTIVE RESEARCH AIMS

39

 To portray the characteristics of a particular individual situation or group(with or without specific initial hypothesis about the nature of this characteristics). To determine the frequency with which something occurs or with which it is associated with something else( usually , but not always ,with a specific initial hypothesis). The descriptive method has certain limitation; one is that the research may make description itself an end itself. Research is essentially creative and demands the discovery of facts on order to lead a solution of the problem. A second limitation is associated whether the statistical techniques dominate. The desire to over emphasis central tendencies and to fact in terms of Average, Correlation, Means and dispersion may not always be either welcome. This limitation arises because statistics which is partly a descriptive tool of analysis can aid but not always explain causal relation.

DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. One may under take a descriptive study about the work in the factory, health and welfare. A descriptive study may be concerned with the right to strike, capital punishment, prohibition etc: A descriptive study involves the following steps: 1. Formulating the objectives of the study. 2. Defining the population and selecting the sample. 3. Designing the method of data collection. 4. Analysis of the data. 5. Conclusion and recommendation for further improvement in the practices.

Description of statistical tools used

Percentage method

Percentage method
In this project percentage method test and used. The following are the formula

Percentage of Respondent = No. of Respondent Total no. of Respondent Data collection method

x 100

Data was collected using Questionnaire. This method is quite popular in case of big enquires. Private individuals, research workers, private and public organizations and even government are
40

adopting it. A questionnaire consists of a number of question involves both specific and general question related to Grievance Handling .

Sources of data
The two sources of data collection are namely primary & secondary.

Primary Data:
Primary data are fresh data collected through survey from the employees using questionnaire.

Secondary Data:
Secondary data are collected from books and internet. Research design Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. The research design followed for this research study is descriptive research design where we find a solution to an existing problem. The problem of this study is to find the effectiveness of Grievance Handling at PRIVATE BANKS(HDFC,ICICI,AXIES,CITI BANKS). Sample Design

Sample Element : Employees AT PRIVATE BANKS(HDFC,ICICI,AXIES,CITI BANKS). Sample Size : 50 samples Sample Test : Percentage Method Sample Media : Questionnaire

41

OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE

To study the effectiveness of grievance handling mechanism.

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

42

DATA ANALYSIS AND INTERPRETATION

43

DATA ANALYSIS AND INTERPRETATION

Data interpretation and analysis is basically deals with the data which is collected for the research purpose is here evaluated and then the data which is relevant is to be used for the research purpose and finally is should be used for the data interpretation with help of various diagrams and tables which is being used for the properly defining the data which is collected from the various respondents accordingly. The entire project is base upon training & its effectiveness. It was therefore necessary to check the effectiveness of training programmes conducted by PRIVATE BANKS. To fulfill this purpose , a questionnaire was designed & distributed to employees. The sample size taken was 50. The questionnaire is attached at the end of report. The analysis & findings are as follows:-

44

Q1):-Are you aware of the weekly/monthly meetings of the various committees which are being held?

Awareness of meeting

No.of respondents

%age of respondents

Yes No Total

50 0 50

100 0 100

%age
100

Yes

No

45

Interpretation: from the above figure,it had been anaylsed that 100% of respondents are
aware of the weekly/monthly meetings of the various committees which are being held.

Q2):Does your higher authority listen when your grievance is presented?

Higher authority to listen

No. Of respondents

%age of respondents

Listen patiently Shouts at you Does not listen at all total

15 25 10 50

30 50 20 100

%age
50

30 20

Listen patiently

Shouts at you

Does not listen at all

46

Interpretation: form the above figure it had been anaylsed that 30% of higher authority listen
patiently,50% respondents shouts at you and 20% respondents does not listen at all when the grievance is presented.

Q3). Is there a positive and friendly approach during grievance handling?

Positive and friendly approach Yes No Total

No. of respondents

%age of respondents

40 10 50

80 20 100

%age
80

20

Yes

No

47

INTERPRETATION: From the above figure it had been analysed that 80% of respondents a
positive and friendly approach during the grievance handling and 20% of respondents said No.

Q4). Has the mechanism being followed resolves you grievance?

Response

No. Of respondents

%age of respondents

Yes NO Total

32 18 50

64 36 100

%age
%age

64 36

Yes NO

48

INTERPRETATION: From the above the figure, it had been analysed that 64% respondents
followed the mechanism of the grievance handling and 36% respondents does not followed the mechanism.

Q5).How do you feel about the decision given corresponding to your grievance? Is it

Response

No.of respondents

%age of respondents

Highly satisfactory Moderately satisfactory No satisfaction Total

25 16 9 50

50 32 18 100

49

%age
No satisfaction 18%

Moderately satisfactory 32%

Highly satisfactory 50%

INTERPRETATION: From the above the figure it had been analysed that 50% is feel highly satisfacted, 32% is moderately satisfacted and 18% is said no satisfaction about the decision given corresponding to your grievance

Q6).Do you feel open to share your grievances?

Response

NO.of respondents

%age of respondents

Yes

35

70

No

15

30

Total

50

100

50

%age
No 30%

Yes 70%

INTERPRETATION: From the above figure it had been analyzed that 70% of respondents feel
open to share your grievance and 30% does not ready to share your grievances.

Q7).Are the procedures for conveying grievance simple and easy to utilize?

Response

NO.of respondents

%age of respondents

Very simple

27

54

Difficult to utilize

23

46

Total

50

100

51

%age
Very simple Difficult to utilize

46% 54%

INTERPRETATION: From the above figure it had been analyzed that 46% of respondents
said that procedures of conveying the grievance are very simple and 54% of respondents said that it is difficult to utilize.

Q8). Is the supervisor given authority to take action necessary to resolve the problem?

Response

No.of response

%age of response

Has given authority

42

84

Does not have authority

16

Total

50
52

100

%age
Has given authority Does not have authority

16%

84%

INTERPRETATION: From the above figure it had been analyzed that 84% of respondents
given the authority to take the action for resolve the problem and 16% of respondents does not have any kind of authority to take the action.

Q9).Are the matters relevant to the grievance kept confidential?

Response

NO.of respondents

%age of respondents

highly confidential

44

88

Not kept confidential

12

Total

50

100

53

%age
highly confidential Not kept confidential

12%

88%

INTERPRETATION: From the above figure it had been analyzed that 88% of respondents
are kept highly confidential for grievance and 12% of respondents are not kept confidential.

Q10).Do you feel that the supervisor possesses necessary human relation skills in terms of understanding your problem?

Response

No.of respondents

%age of respondents

Very highly skilled

42

84

Moderately skilled

16

Not skilled

0
54

Total

50

100

%age
Very highly skilled Moderately skilled Not skilled

0% 16%

84%

INTERPRETATION: From the above figure it had been analyzed that 84% is very highly skilled supervisor,16% is moderately skilled supervisor to understanding the grievance problem.

55

FINDINGS SUGGUESTIONS LIMITATIONS CONLUSION

FINDING OF THE STUDY

There are some finding of the study:

84% is very highly skilled supervisor,16% is moderately skilled supervisor to understanding the grievance problem. 88% of respondents are kept highly confidential for grievance and 12% of respondents are not kept confidential.

84% of respondents given the authority to take the action for resolve the problem and 16% of respondents does not have any kind of authority to take the action.
56

 46% of respondents said that procedures of conveying the grievance are very simple and 54% of respondents said that it is difficult to utilize.

70% of respondents feel open to share your grievance and 30% does not ready to share your grievances.
64% respondents followed the mechanism of the grievance handling and 36%

respondents does not followed the mechanism.

100% of respondents are aware of the weekly/monthly meetings of the various committees which are being held. that 80% of respondents a positive and friendly approach during the grievance handling and 20% of respondents said No.

SUGGUESTIONS OF THE STUDY

Job descriptions, responsibilities should be as clear as possible. Everyone should be informed of companys goals and expectation including what is expected from each individual . Informal counseling helps to address and manage grievances in the workplace. Conflict management in the organization will be helpful to reduce the number of grievance rates.

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 Open door policy can be used. The barriers that exist between the various categories are to some extent broken by personal contact and mutual understanding. Suggestion boxes can be installed. This brings the problem or conflict of interest to light. Temporary relief can be provided so that the delay does not increase his frustration and anxiety and there by not affecting his / her morale and productivity.

LIMITIONS OF THE STUDY

The limitations of the study were as follows: Due to shortage of time available at disposal, we were not able to collect as much information as needed for the study. There may be untrue information provided by the respondents for the study. Biasness in the responses of respondents may be there.

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The sample may not be a true representative, as due to location factor, the respondents may not be representative of the whole universe.

Employees were not ready to reveal their actual intentions.

CONLUSION

The study reveals that the Grievance handling mechanism is satisfactory. The organization is recognizing the importance of satisfying the employees and retaining them. Further improvements can be made so that all members are highly satisfied with the procedure. The suggestions and recommendations when implemented will still more benefit the organization.

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5.1 BIOLOGRAPHY 5.2 QUESTIONNAIRE

5.1 BIOLOGRAPHY: www.wikipedia.com www.google.com BOOK: ORIGANISATIONAL DEVELOPMENT

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QUESTIONNAIRE

I GAGANDEEP KAUR student of CT Institute of Management and Information Technology, Jalandhar is conducting research on topic TO STUDY THE GRIVANCE HANDLING PROCEDURE IN VARIOUS BANKS IN JALANDHAR. Kindly help me to gather the information by sparing your 5-10 minutes for filling this questionnaire. I shall be very thankful.
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DEMOGRAPHIC PROFILE: Name: _____________________________ Age: 20- 30 40-50 Gender: Male 30-40 Above 50 Female 30-40

Q1):-Are you aware of the weekly/monthly meetings of the various committees which are being held? Yes No

Q2):-Does your higher authority listen when your grievance is presented? a) Listens patiently b) Shouts at you c) Does not listen at all

Q3):-Is there a positive and friendly approach during grievance handling? a) Yes b) No

Q4). Has the mechanism being followed resolves you grievance?

a) Yes b) No

Q5).How do you feel about the decision given corresponding to your grievance? Is it
a) Highly satisfactory b) Moderately satisfactory c) No satisfaction

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Q6).Do you feel open to share your grievances?

a) Yes b) No

Q7).Are the procedures for conveying grievance simple and easy to utilize?
a) Very simple b) Difficult to utilize

Q8). Is the supervisor given authority to take action necessary to resolve the problem?
a) Has given authority b) Does not have authority

Q9).Are the matters relevant to the grievance kept confidential?

a) highly confidential b) Not kept confidential

Q10).Do you feel that the supervisor possesses necessary human relation skills in terms of understanding your problem?
a) Very highly skilled b) Moderately skilled c) Not skilled

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