CHAPTER-1

INTRODUCTION ______________________________________________________________________________ Human resource management is employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals of the organization, individual and the society. It is also concerned with behavior, emotional and social aspects of personnel. Its main goal includes equal employment opportunity, protecting the disadvantaged sections and physically handicapped, minimization of inequalities in the distribution of income by minimizing wage differentials, developing the society in general in general by organizing developmental activities etc. Human resource management aims at securing unreserved co-operation from all employees in order to attain predetermined goals. Employees are endowed with skills, knowledge, abilities, values, aptitude, attitude etc. Though the job and the organization mostly require employees skills and knowledge, it is inevitable to the management to bear and respect the total employee. Then only employee commits himself to the organization and he is loyal to the company. In the process of maintaining human relations, the company provides congenial work environment to its employees. The work environment should match with the requirements of plant and machinery in case of production requirements and job requirements, in case of other requirements in addition to the convenience and comfort of the employee. Human resources management practices result in creation of relations between the employees, management and trade unions. Such relations are called industrial relations. The industrial relations mean the relationship between employees and the management in the day-today working of the industry. It is a set of functional interdependence involving historical, economic, social, psychological, demographic, technological, occupational, political and legal variables. Industrial relations is concerned with the systems and procedures used by unions and employers to determine the reward for effort and other conditions of employment, to protect the interests of the employed and their employers and to regulate the ways in which employers treat their employees.

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. Complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotions, seniority, work assignment and discharge would constitute grievance. Where the points at dispute are of general applicability or considerable magnitude, they will fall outside the scope of this procedure. 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. 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. Rules and regulation are essential to maintain peace, prevent anarchy, regulate behavior of people and to hold the pieces together. Moreover, most of the employees prefer to work under disciplined environment as fair rules protect the individuals and the organization and enable team work. Further, disciplinary measures ensure just and equal treatment to all employees, efficient two-way communication, encourages cooperation and builds team pride. Disciplinary rules regulate the behavior of the employees in an organization as the law regulates the behavior of the people in the society.

Discipline refers to a condition or attitude, prevailing among the employees, with respect to rules and regulations of an organization. It does mean a strict and technical observance of rigid rules and regulations. It simply means working, cooperating and behaving in a normal and orderly way, as any responsible person would expect an employee to do. Discipline is a force that prompts individuals or groups to observe the rules, regulations and procedures which are deemed to be necessary for the effective functioning of an organization. It is training that corrects moulds, strengthens or perfects. It is control gained by enforcing obedience and it is punishment or chastisement. 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 TYRES 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.

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. 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.

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.

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.

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.

RESEARCH METHODOLOGY
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.

 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.

SAMPLE SIZE JK Tyre Ltd consists of more than 2000 employees, out of which 150 employees are selected for the appraisal on random sampling basis.

LIMITATIONS OF STUDY 1. The study is conducted by taking a limited number of sample sizes. 2. Getting the views and opinion of the interviewee was a difficult task. 3. Project period was 10 weeks so there was time limit to complete project before given span of time. 4. Due to confidentiality of the data few data could not be collected relevant to topic.

CHAPTER 2

LITERATURE REVIEW ______________________________________________________________________________ INTRODUCTION Maintaining quality of work life for its employees is an important concern for the any organization. The grievance handling procedure of the organization can affect the harmonious environment of the organization. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. Positive labor relations are two-way street both sides must give a little and try to work together. Relationship building is key to successful labor relations.

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
8

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.

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 management functions, they can submit their grievance in accordance with the procedure laid down for that purpose
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.

Effects of Grievance:
Grievances, if they are not identified and redressed, may affect adversely the workers, managers and their organization. The effects include: 1.On production : Low quality of production Low quality of production and productivity Increase in the wastage of material, spoilage/leakage of machinery. Increase in the cost of production per unit. 2. On employees: Increase in the rate of absenteeism and turnover. Reduces the level of commitment, sincerity and punctuality.
10

Increases the incidence of accidents. Reduces the level of employee morale. 3. On managers: Strains the superior-subordinate relations. Increases the degree of supervision, control and follow up. Increases in disciplinary action cases. Increases in unrest and, thereby, machinery to maintain industrial peace.

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 organizational 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. 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

11

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. 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.

12

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.

Forms of grievances:
The grievance may take any one of the following forms: a. 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. b. 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. c. 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 work spot with a heavy heart. If a new recruit gets a new table and almirah, this may become an eyesore to other employees who have not been treated likewise previously.

13

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.

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.

14

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.

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
15

CHAPTER 3

16

INDUSTRY PROFILE ______________________________________________________________________________ HISTORY:In the year 1887 the word rubber industry came in existence, with the process of tube vulcanization by Charles Good Year. However, towards the end of the century the industrial growth received a big boost. Bond Dunlop succeeded in making the vulcanization rubber into inflatable preamatic tyres. Since then the tyre industry has constituted a major segment of the rubber industry all over the world. Even in India, automotive tyres and tubes account for a major part of the Indian rubber product industry. Tyre industry in India:History of the Indian tyre industry could be classified into 4 periods 1920 to 1935 {multinational trading in tyre} 1935 to 1960 {multinationals manufacturing era } 1961 to 1974 {broadening of production base }

Trading tyres in India was first started in 1920 by Firestone, followed by Good year in 1922 and later by Dunlop in 1926. Dunlop set up the first tyre at saharganj, West Bengal, in the year 1936. Firestone set up a factory at Mumbai. At present there are 20 licensed companies and 24 factories with 11 large companies manufacturing the full range of tyres and tubes. The Indian tyre companies are having collaboration with tyre companies of U.S.A, U.K, West Germany and Japan. Significant changes occurred in the tyre manufacturing process, change over from rayon to nylon and introduction of radial tyres of both steel belt and fiber glass are most important. The hot cure conventional rethreading process is replaced with cold cure rethreading process. The truck and bus tyre mileage and load carriage capacity has gone up by 25%. The tyre industry is Rs.3500 Crore plus which manufacture tyres for truck and buses, light trucks, jeeps, cars, tractors trailer, power tillers, scooter, motor cycle, moped, cycle, earth moving equipments and dumpers, aircraft and special defense vehicles.

17

The tubes are manufactured from natural rubber as well as imported butyl rubber. Tyre inner tubes are covered under packaged commodities Act. The Government for the tyre industry set up various committees. Way back in 1955, the tariff commission was set up. The major trust of the commission report was the decentralization of the tyre industry. Between 1974 and 1985 the government referred to Bureau of industry cost and price {BICP} five timers for cost and price study of tyre industry. But, the studies of the BICP were not made public. In May 1974 the government set up a committee on tyre industry with Mr.M.Satyapal as chairman. This committee submitted its report to the government in 1985. Report has not been published. Dunlop, MRF, Ceat, Apollo and Modi rubber dominates the industry together accounting for much as 60% of the total output. Among individual companies, MRF is moving into aircraft tyre manufacturing in collaboration with Uni, Royal Goodrich. The total capacity of Ceat has gone up to 45 lacks tyres with the commence of Walaj plant and has plans to manufacture nylon cord tyres. Modi rubber industry has the modipuram plant and modinagar plant is under implementation. Vikrant tyres with a new all steel radial tyre plant for trucks and buses is the only company modernizing the existing plant and manufacturing new technological tyres of international standards and acceptability, Indian tyre industry is all set to capture a major share in export market and increases its share of export to various countries. The tyre industry is a raw material intensive industry. Raw materials account for about 55% of the total production cost. Two of the four major raw materials used in the tyre making i.e. Nylon tyre cord and synthetic rubber to natural petroleum based derivatives.

18

Inputs for tyre industry: The major raw materials and their weightage in the total raw materials structure are: 1. Natural rubber 2. Synthetic rubber 3. Carbon block 4. Nylon tyre cord/yarn(fabric) 25% 14% 13% 34%

(Remaining share of raw materials of 14% approx, is accounted by rubber chemicals)

Functions of the tyre: Tyre provides steering response. Durable and easy to drive. Has loan carrying capacity. Provides cushioning ability. Cooler running and gives more mileage. Having a minimum noise and vibration.

19

CHAPTER-4

20

COMPANY PROFILE ________________________________________________________________ JK 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. VIKRANT TYRES LIMITED VIKRANT TYRES LTD {VTL} is situated in an area of 53 acres in Mysore. VTL is a major tyre manufacturing company and one of the most successful industrial ventures in the state of Karnataka.

21

In the year 1970 this company was conceived as a joint venture by the participation of south Indian export company Pvt Ltd, Madras {Chennai} with Karnataka state industrial investment and development corporation Ltd{ KSIIDC } for establishing and automobile tyres and tubes manufacturing unit at Metagalli industrial area in Mysore. In 1977 the management was taken over by the Government of Karnataka state industrial investment and development corporation Ltd {KSIIDC}. The commercial production started from 19th may 1980. During 1985 a plant was set up for manufacturing of radial tyres. The company is certified under ISO 9001, QS 9000, ISO 14001 and ISO/TS 16949:2002 certifications, for design manufacture and sale of automobile tyres, tubes, flaps and tread rubber. JK industries ltd was inducted as strategic Alliance Partner {SAP} during may 1997 with a view to improve the overall performance of the company. Collaboration agreement was entered with the M/S continental tyres Germany in 1980. Vikrant tyres Limited, a JK tyres associate, manufactures cutting edge innovative products at conformed to the highest international standards. JK industries ltd, in 1997 acquired Vikrant Tyres Limited, Mysore. VTL has the first truck/bus steel radial in India. This has state of the art technology in technical collaboration with continental A G Germany. Vikrant tyres have successfully launched high performance steel truck radial tyres in the latest international pattern for the Indian as well as international market. Register Office at:VIKRANT HOUSE No 54,1st main road, V.V Mohalla, Mysore-570002

22

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.

23

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.

24

JK TYRES PLANT Kankroli Banmore Mysore Plant-1 {VTP} Mysore Plant-2{VTP} Rajasthan Madhya Pradesh Karnataka Karnataka

Milestones of Vikrant Tyres Limited {VTL} 1970 Joint Venture by SIEC Pvt. Ltd., and KSIIDC conceived to manufacture Automotive Tyre and Tubes at Mysore. 1973 Incorporated as a joint venture company by KSIIDC and SIEC Pvt. Ltd., Madras {Chennai} 1977 1980 1982 1985 1989 1991 1992 1994 1997 1999 Taken over by government of Karnataka through KSIIDC. Commercial production commenced. Collaboration with M/S AVON Tyres UK. T-Pilot plant setup for manufacturing of truck Radial Tyre Plant. Construction of new Truck Radial Tyre Plant. Commercial production of all steel truck Radial Tyre. First against OTR tyre rolled out. Certified to IS 9001:1994 quality management systems. JKIL inducted as Strategic Alliance Partner {SAP} by government of Karnataka. Certified to QS 9001:1998 QMS and also ISO 14001:1996 EMS. Turnaround under JK management within 10 months and declared divided after a gap of 6 years. Massive modernization and up gradation investing Rs.224.13 crores. 2000 2003 2004 March-Bias plant Rs 73.16 crores, December-Truck Radial Plan Rs 150.97 crores. Merged with JKIL. Certified to ISO/RS 16949:2002 process based QMS. First Indian tyre company to adopt process based management through Business Process Re-Engineering {BPR}.

25

Nature of the business carried JK Industries is engaged in manufacturing and marketing of automotive tyres, tubes, flaps. Products involved: Cross ply and radial tyres for light commercial vehicles. Cross ply tyres for passenger cars. Cross ply tyres for agricultural vehicles. Cross ply tyres for off the road {OTR} vehicles. Automotive inner tubes for trucks, buses, light commercial vehicles. Vision, Mission and Quality Policy Vision: TO BE AMONGEST THE MOST ADMIRED COMPANIES IN INDIA

COMMITTED TO EXCELLENCE Mission: To be a customer obsessed company. To be the largest and most profitable tyre company in India. To retain No 1 position in truck and bus segment and to be amongst top 2 in all other 4 wheeler tyres. To make truck/bus radial operations profitable and retain leadership in the passenger radial market. To enhance value to shareholders and service to all stake holders. To excel as a value driven organization. To be the most preferred tyre brand in India.

26

Quality Policy: The people of JK Tyre have an organization committed to quality in everything they do. They continuously anticipated and understand customer requirement, convert these into performance standards for their product and services and to meet the standards every time. Products/Service Profile The major products of JK Company are automobile Tyre {Nylon tube tyre, radial tube and tubeless tyre} tubes and flaps. The products are sold under different brand names. 1) Truck tyres: 1) Jet rib 2) Vikrant truck king 3) Star lug 4) Super T.K 5) JT King 6) Hi Life 2) Light trucks 1) Jet Rib 2) Star lug 3) Fleet king 4) Truck King 7)Jet star 8)Jet Truck 9)Sand cum hiway 10)Truck plus 11)J T classic 12)JETRK

27

3) O.T.R (Off The Road ): 1) VEM 99 E-3 T/L 2) VEM 99 E-4 T/T 3) VEM 99 SS E-4 T/L 4) EGO4 G2 T/T 4) Tubes: 1) JK Tubes 2) Vikrant Tubes 3) Tubes V EX 5) Flaps: 1) JK Flaps 2) JK RDFLAPS 3) JK EXP FLAP Area of Operation JK Tyre has been successful in establishing its brand name in the world market. It gives immense pride to India as JK Tyre and Vikrant Tyre has been rated amongst premium brands in highly sophisticated global Tyre markets. The exports account for over 30% of Indias total tyre export and they sell their products across 60 countries over to meet the growing demand of JK Tyre across the globe, the company is enhancing out sourcing activities from China in its own brand. Today, JK Tyres products compete with the best international players in the premium international bias market in more than 68 countries in 8 continents. The exports operate through a strong and distribution network, and distributors are fully supported by the companys

28

technical team in teams of continued international accreditation for its products in the US, Europe, South America and the Middle East. VTL exports in products to over 68 countries. The major countries include United States of America, Australia, United Kingdom and New Zealand, Hong Kong and Host of Middle East, African and Asian countries. SEGMENTS: Various segments to which JKIL-VTL supplies Tyres: 1) Original equipment manufactures 2) Replacement market 3) Export 4) State transport undertakings 5) Government { DGS & D- civil & defense } Ownership pattern Category Promoters Holding Sub Category Indian Promoters Foreign Promoters Persons concert Sub Total Institutional investors Mutual funds and UTI Banks, FLS, Insurances Cos, Central/State govt. Non govt Institutions FIIs Sub Total 26,29,787 95,21,741
29

No of Securities Held % of Holding 16376700 0 in 0 43.72 0.00 0.00

acting

16376700 33,904,248

43.72 8.82 9.57

35,87,706

7.02 25.41

Others

Private Bodies

Corporate 37,48,225

10.01

Indian Public NRI/OCBS Any other Sub Total Grand Total

37,51,796 40,60,884 0 1,15,60,905 3,74,59,346

10.02 10.84 0.00 30.87 100.00

Competitors Information Competitors for JK tyres in National Market and International Market:-

National Market:1) MRF 2) Good Year 3) CEAT 4) Apollo 5) Falcon Infrastructural Facilities

International Market:1) Bridge stone 2) Copper 3) Michelin 4) Sumitomo 5) Pirelli

It means the basic requirements that the company should look after in order to ensure free flow of activities. In order to satisfy its workers, distributors and customers the company is providing the following infrastructural facilities, stated by the Factories Act of 1948. 1) FIRST-AID APPLIANCES: If there is a accident, the workers will be taken to the health center which is inside the plant. All the minor and first aid is done here itself and when there is major accident first aid is done in the health center and then they are taken to the hospital. Every day at least
30

2 ambulances will be inside the plant, which will be kept ready to carry the injured whenever there is a major accident. 2) SAFETY: Management is providing its employees with earplugs, goggles, gloves, fire extinguisher etc as safety measures. The employees are also trained on the safely measures. In order to encourage trade union activities the 7 offices bearer who are elected are given only with general shifts. 3) CANTEEN: According to the section 48(1) it is obligatory on the part of every factory to provide canteen facility where in more than 200 employees are employed and hence Vikrant also provides canteen facility for its employees, which is well constructed, furnished with good furniture, equipments and also with good accommodation. Here 100% subsidy is provided for meals, coffee and tea, snacks is supplied with subsidy up to Rs.300 per month. 4) SPORTS AND CULTURAL ACTIVITIES: Sports and cultural activities are conducted every year on Kannada Rajyothsava Day for employees, their spouses and children. This is conducted in order to provide recreation facility to the employees and their family. 5) COUNSELING FOR SPOUSE AND CHILDREN: Outside experts for counseling is hired to conduct counseling serious on carries guidance to employees children and health care to spouses. 6) PROVIDING UNIFORM, SHOES ETC: As per the settlement between the management and the trade union company is providing its employees with uniforms, shoes, towels etc., at periodic intervals.

31

7) REST ROOMS: In J.K. industries provides rest room to the employers. During the interval the employees can relax. 8) MEETING ROOMS: Company provides adequate meeting rooms whenever there is any urgent meeting. 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 QS 9000. 7. Awarded CEPEXILS highest export for 1997-1998. 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). 11. First Indian Tyre Company to adopt process based management process based through business process re-engineering (BPRO). 12. It has ranked No.1 in customer satisfaction by the JD power Asia Pacific study. management

32

Work Flow Model

33

1) Compound at Ban bury: Compound is the process of mixing the necessary raw materials with selected elastomer in the banbury. Banbury is an internal mixer, which consists of a completely enclosed mixing chamber with two spiral shaped rotors. There is a hoper to feed the ingredients and a door to discharge the mix. The rubber ingredients like chemicals are weighted as mentioned in specification file and feed into hoper. Then better quality mixing. 2) Extruder: The main function of an extruder is to produce tread and side wall, bead, apex. Extrusion is a process of forcing the mixed compound by means of screw, which rotates inside the barrel. There are two types of extruder: a) Screw extruder b) Ram extruder. 3) Zell Plant: The dipping process takes place in a Zeal plant. Here rayon, naylon, polyesters are dipped in a solution containing normally a latex based resorcinol formaldehyde to improve adhesive properties. Then the fabrics is dried at a temperature of about 280-300 F for 150-180 sec, the fabric is stretches to about 0-15%. 4) Calendaring: Calendaring is a machine, which consists of three or four rolls held in a frame work used to produce the rubber sheets of required strength and length. To get a better quality calendared fabric with uniform gauges, viscosity is important in the same way, hot temperature of about 110-137 mm. 5) Bias Cutter: It is a machine used to make plys or to the rubber coated fabrics at required width and angle, which are used in the production of tyres. Bias angle is the angle of cords in tyres with respect to the central line. Based on the ideal cured angle, required for particular type size and pattern, bias angle is calculated for the particular drum. the mixing process takes place. Required mixing time is fixed to get

34

6) Pocket Making: It is a process of making the pocket from the angle cutter fabrics. In pocket making section, three types of pockets are constructed. The plys used for the first and second pocket are known ad inner ply and those used for third pocket are known as outer ply. 7) Bladder: Butyl rubber compound is used for making the bladder. As first, butyl rubber is mixed with specified chemicals properly and then it enters the extruder section by the use of the extruder, a specific length and width of slug is extruded. Then the ends of the slugs are cut into the specified angle for proper joining. 8) Tyre Moulding: Before moulding operations, the green tyre has to be made ready for painting with inner lubricants inside tyre for easy release from the bladder and the side walls are to be coated with blemish paints. 9) Tyre Curing: It is a process of cross linking the rubber compounds through heat and pressure. For the pressure of curing tyres presses are used. These pressed are pre warmed before loading of green tyre is done in the top ring raise condition with vacuum. 10) Tyre Finishing and Inspection: After curing, the tyres obtained by trimming of the extensions on the tyres surfaces are checked for defects. Thus the process of removing excess materials from the tyre after curing is called finishing. The finishing process is done either by buffing or trimming method. All the tyres then are inspected and separated.

35

Future growth and prospectus: To be the No.1 tyre company in India. To be the largest export company in India. To be a customer obsessed company. High quality of products. Profit Maximization.

36

MICKENSYS 7S FRAME WORK WITH SPECIAL REFERENCE TO JK TYRE & INDUSTRIES LTD

. The McKinseys 7Sframework consists of seven factors namely Style, Structure, Strategy, System, Staff, Shared Values and Skills for a successful implementation of a strategy-Large or Small. Strategy, Structure and System can be considered the Hardware of success while Style, Skills and Shared Values can be seen as the Software of the companies, in which these soft elements are present, are usually more successful at the implementations of strategy. STRUCTURE The JK Tyres has a very well developed structure. It consists of various departments which contribute towards the operations of the organization.

37

It consists of departments such as:Production department, Engineering dept, Technical dept, Production Planning dept, Quality Assurance Material dept, Human Resource dept, Personnel and Administration Secretarial dept, Internet Audit, Electronic Data Processing dept, Industrial Engineering dept, Finance dept, Marketing dept & Technical Services dept. Bankers Assisting VTL:1) Corporation Bank 2) Punjab National Bank 3) State Bank of India 4) State Bank of Mysore JK Industries {VTP} Board Of Directors Chairman Vice chairman and managing Director Independent Directors - Mr. Hari Shankar Singhania - Mr. Raghupathi Singhania - Mr. Arvind Sing Mewar Mr. Bhakul Jain Mr. Sobha Nambisan(IAS) Mr. Prakesh Khaitan SKILL A skill is the ability, Knowledge, Understanding and judgment to accomplish a task. Skill may be defined as what the company does best, the distinctive capabilities and competencies that reside in the organization. The job requirements, type of job gives rise to different skills in the different jobs and different department of the company. 5) Indian Bank 6) Syndicate Bank 7) Vijay Bank

38

The skills differ with respect to performance of job for instance- in Quality control they need and Engineer and in HR department they require a post graduate with specialization in Human Resource Management. Types Of Training Programmes Followed At JK:1) Need based training 2) Induction training 3) On the job 4) In house training 5) Student training. A Technical Skill refers to the ability and Knowledge in unions, technique and procedures involved in performing specific tasks. At JK industries Ltd { Vikrant Tyre Plant Mysore} employees, both supervisors and workers, working in the entire production related department process the technical skill such as engineering skills and computer skills, etc. which are needed to handle work, related tools, machines and equipments. The man power at JK is huge and capable. The workers are very skilled so the company is capable of accepting and performing any type of the orders and executing it before schedule and to the expectations of the customers. STYLE The Style in an organization, according to McKinseys frame work refers to the Reporting Relationship between the superiors and the subordinates. It also conveys the flow of communication between them. Referring to the organization structure of JK Industries Ltd, {Vikrant Tyre Plant Mysore}. It can be said that the company is following the type of Line and Staff Organization. Reporting relationship at JK industries Ltd follows a formal channel. The communication follows the routes formally laid down in the organization structure and deliberately associated
39

with the status or the position of the sender and the receiver. Both downward and upward communication follows the path of formal channel. STRATEGY The integrated vision and direction of the company, as well as the manner in which it derives, articulates, communicates and implements that vision and direction. The main strategy is to ensure maximum utilization of available resources. For this purpose the company believes in mainly promoting from within the organization and there by encourage its people to strive for higher management stability. The set up also allows them to take the advantage of common pool of technical and marketing talent of the highest quality. SUB strategy and the functional strategies. Waste elimination strategy: The company insists on education on a continues basis for the workers and the staff. Total productive maintenance (TPM) and quality circles are practiced from the lowest level, as a management seeks continuous improvement from workers in every record. There exist clarity of vision and goal within the company as a result of which the productive efficiency of the company goes up. SYSTEM System refers to the procedure and the process such as the information system, manufacturing process, budgeting and the control process. The managerial function of controlling or the measurement and correction of the performance in order to ensure that the enterprise objectives and plans devised to attain them are being accomplished. It is a function of every manager from the president to the supervisor. The JK Vikrant plant has a wide scope and covers all most all areas of Human Resources; mainly it covers the following areas.

40

a) Payroll Package: It has provision for deductions with respect to PF, VPF, HRA, Special allowance, etc. leave encashment, arrears, over time, loan details, deductions etc. b) Attendance: Attendance recording system is maintained daily, covering issue like daily attendance, late punching reports, employees who have omitted to punch out details, pertaining to man-hour utilization, absenteeism etc. c) Leave Maintenance: It is a part of time keeping, and has provision for issues like, daily updating leave cancellation, punching omissions, compensatory off, outdoor duty, indoor duty, leave details, leave credit or change. d) Personnel/HR: It has a package that deals with recruitment, career development, service exit etc. in recruitment, the package handles application processing, test and interview, preparation of selection list, appointment order etc. in career development it deals with training performance appraisal, transfer, promotion etc. STAFF The person in an organization is called staff. Here it is very useful to think not about individual personality but corporate demographics. An analysis of the corporate demographics of VTL reveals that most of the worker and staff belong to the 30-40 age groups. As such they are very active and learning oriented. The workers are quality conscious and aid the management to produce better quality of products, by cooperating with them in the most efficient manner. Almost all the employees are punctual and rate of accidents is very less in the staff as compared to the workers. The workers are provided with the uniforms this is the important way of ensuring

41

equality among the workers and there by aiding the concept of team work and interdependence, for better production both qualitative and quantitatively. The Employees Demographic are as follows: Workers Executives Staff Badli Workers Apprentice trainees Total number of employees - 1327 - 189 - 168 - 917 - 55 - 2656

Duties and Responsibilities of Technical Staff: To maintain safe working conditions To maintain quality systems Operation and maintenance of equipment Issue of spares Following statutory norms like factories Act, Boilers Act. SHARED VALUES: The values that go beyond, but might well include simple goal statement in determining corporate destiny. To fit the concept, these values must be shared by most people in the organization. VTP is a company that insists the following some core values most of these can be found in the companys vision statements as well as quality policy. The company considers employees are the greatest of its assets. Production and productivity is a derivative of employee welfare.
42

JK industries Ltd., take initiative to do social projects such activities like literacy program for village people. Conduct medical camps in villages, digging bore wells in villages, building bus shelter and employee welfare program. Likewise the company is always willing to participate in welfare activities. The companys focus on the customer and creating culture of interdependence are embodied in its statements of vision and quality. While the concept of TQM, TPM and QC are visible in the form of slogans, posters and well meaning clichs. the first serious attempt to institutionalize has started. Thus some of the values that are shared by the both employees and the management at JK Industries limited is as follows: Product and Service quality Productivity efficiency Punctuality Compensation Employees and Societal welfare Customer satisfaction Team work concept TQM {Total Quality Management} TPM{Total Productive Maintenance} Quality circle.

43

LEARNING EXPERIENCE
__________________________________________________________________________________________

In this competitive world it is very much important to have experience of working in an organization and only class room teaching is not enough. Doing this project I learnt why this activity is important. I got to know how the theoretical concept learned in the class would be applied at the corporate level. This project helped me to gain experience before completing my MBA course and made me to realize my talents. I have observed the co-ordination of the employees, good relation between workers and the superior managers. I learnt how the relationship affects the smooth functioning of an organization. The company gets the products of other competitors such as Bridgestone tyre to their testing labs and makes comparison with their product and adopts the technology of their competitors and attempts to give better product than their competitors. The company has adopted The participative leadership style so it encourages to its workers to show more interest in managerial activities. In production department, the process of the production is divided into different shops. It has safety measures at the work place. It has used advanced technology like automated machine in order to minimize cost of production. They produce quality product. Main strategic intention of the department is recycling the wastage. If any wastage comes after the recycling it is send to other company for making the rubber better. During the adoption of new technology, management provides more training skills to the workers for the efficient work and the work position. In order to motivate the employees, the company follows an internal recruitment process through promotions. If there is any vacant job the company first searches within the organization and if right employee is not available internally then it goes for external recruitment.

44

PERSONAL LEARNING
__________________________________________________________________________________________

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 distribute 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.
45

12. Ensure safe working conditions for the employees. 13. Co-ordinate with BU and SSU heads with regard to proper housekeeping. 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 labourers 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.

46

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:

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,
47

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 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
48

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. 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. 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.

49

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 discussed with the shift Head recorded in the prescribed Register maintained by the People Manager (Annexure-1) ACTION The Shift Head shall verify and respond to the problem of aggrieved employee. He may seek the assistance and clarification from any other BU/SSU, required if any, to redress the Grievance at his level. STAGE-2 If not settled at stage1, the grievance to be referred to concerned BU/SSU Heads. The concerned BU/SSU Heads along with Head-SSU 5 shall review the case at his level and give his decision and communicate the same to the individual 10 days TIME LIMIT 1 week

50

and concerned authority. The concerned workman may avail the help/assistance of a co-workman to represent the grievance. STAGE-3 If not settled at stage2, the Grievance to be referred to the Unit Head. If not satisfied with the outcome/decision at stage-3, the aggrieved employee may approach the 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 and binding on all concerned. 2 weeks

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.
51

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).

52

CHAPTER - 5

ANALYSIS AND INTERPRETATION

__________________________________________________________________________________

53

The interpretations are based on the feedback received from the employees through questionnaire, observation and answers received from employees during personal interview which were conducted during the study period. The following tables and graphs interpret the results of the study. 1. Gender Male Female Total sample size 28 2 30 93% 7% 100%

In JK Tyres, there are 93% of male working than female which is 7%. As it is a manufacturing sector, we can see more male population.

2. Age 19-25 3 10%

54

26-30 31-above Total sample size

3 24 30

10% 80% 100%

Most of the employees come under age group of 31 & above which is 80%. And other age group of 19-25 and 26-30 are both 10%. This shows that JK Tyres have experienced personnel, who are aware of grievance handling procedure.

3. Length of service in JK Tyre. 5-10 3

55

10%

20-30 30-40 Total sample size

22 5 30

73% 17% 100%

Most of the employees as rendered the service between 20-30 which is 73%, out of 100% and between 5-10 services, its 3% and between 30-40 services, its 5%. So, we can analyze that most of the employees has rendered service of 20-30 years.

1. Awareness of grievance committees. Table no: 1

56

Answers Yes No Total Sample Size

Observation 21 9 30

Percentage 70 30 100

Interpretation: From the analysis of the above table it is clear that, 70% of employees are aware of grievance committees in JK Tyre. So, we can analyze that most of the employees are aware of grievance committee.

2. Awareness of weekly/monthly meetings of the grievance committee.

57

Table no: 2 Answers Yes No Total Sample Size Observation 20 10 30 Percentage 67 33 100

Interpretation: From the analysis of the above table it is clear that, 67% of employees are aware of weekly and monthly meetings of grievance committees. Only few who are head of the department are aware of meetings. It was found that too little attention is paid in communicating the meetings of grievance committees.

3. Communication of grievance for redressal.

58

Table no: 3 Answers Immediate Supervisor Department head Grievance committee Others Total Sample Size Observation 15 09 05 01 30 Percentage 50 30 17 3 100

Interpretation: From the analysis of the above table it is clear that, 50% almost half of the employees communicate their grievance with immediate supervisor and 30% to departmental head and 17% to grievance committee. Most of the employees believe that immediate superior is appropriate for the redressal as he is more aware regarding any grievance of his subordinates. Employees also want the department head to be involved in the grievance redressal. But fewer
employees communicate their grievance with grievance committee because of fear.

59

4. Informal channel to redress grievance.

Table no: 4 Answers Co-worker Peer If others, please specify Total Sample Size Observation 20 8 2 30 Percentage 67 27 6 100

Interpretation:

From the analysis of the above table it is clear that, 67% of grievance is referred informally with co-worker. As employees feel free with their co-worker, informal communication of grievance takes place between them. They even express their grievance with union office bearers in trade union.
60

5. Real problem identification. Table no: 5 Answers Strongly agree Agree Disagree Strongly disagree Total Sample Size Observation 05 20 05 00 30 Percentage 17 66 17 00 100

Interpretation: From the analysis of the above table it is clear that, 66% of problem is agreed. Most of the employees believe that their problems are listening by committees and exact problem is identified. Some employees think the real cause for grievance is not identified.

61

6. Reaction of higher authority to grievance. Table no: 6 Answers Listens patiently Shouts at you Does not listen at all Total Sample Size Observation 27 00 03 30 Percentage 90 00 10 100

Interpretation: From the analysis of the above table it is clear that, 90% of grievance is listened by higher authority. Employees believe that their grievance listened by their higher authority, and their grievance are redressed in time.

62

7. Type of grievance. Table no: 7 Answers Factual grievance Imaginary grievance Disguised grievance Total Sample Size Observation 26 01 03 30 Percentage 87 03 10 100

Interpretation: From the analysis of the above table it is clear that, 87% of grievance is real or factual grievance. Most of the grievances arise because of valid reasons related to job and breach of terms of employment, which is factual grievance. Imaginary grievances arise because of wrong perception, attitude and information. And disguised grievances arise because of personal problems which is very difficult to solve.

63

8. Regular feedback on grievance. Table no: 8 Answers Very often being informed Seldom being informed Does not inform at all Total Sample Size Observation 22 07 01 30 Percentage 74 23 3 100

Interpretation: From the analysis of the above table it is clear that, 74% of employees say that, they are constantly being informed about the grievance which is in redressal procedure. Very often whatever progress taken on grievance of employees is regularly communicated to employees. But some grievances which affect the goodwill of the company are kept confidential.
64

9. Causes for grievance. Table no: 9

Answers Working condition Difference of opinion Doubts and fears Management policies and practices Wages Other causes Total sample size observation 02 17 01 07 03 00 30 Percentage 6 57 3 24 10 0 100

Interpretation: From the analysis of the above table it is clear that, 57% of employees say that, the causes for grievance are mainly because of difference of opinion and 24% on
65

management policies and practices. Most of the employees say that problems arise due to difference in behavior which differs in each employee and which not so easy to solve. Some employees think the real cause is management policy which cannot be changed. 10. Positive and friendly approach during grievance handling. Table no: 10 Answers Yes No Total Sample Size Observation 27 03 30 Percentage 90 10 100

Interpretation: From the analysis of the above table it is clear that, 90% of employees say that, the grievance handling approach is friendly and positive. It was good to found that there is friendly

66

approach during the process of grievance handling which is a good sign for employees. It increases employee confidence and morale.

11. Discussion and conference is more importance than executive authority.

Table no: 11 Answers Strongly agree Agree Disagree Strongly disagree Total Sample Size Observation 18 08 03 01 30 Percentage 60 27 10 3 100

67

Interpretation: From the analysis of the above table it is clear that, 60% of employees strongly agree that discussion and conference is given more importance than executive authority. Most of the employees believe that along with the grievance committee, discussion of the problem directly, can have more impact rather than decision taken by executive authority. 12. Technique to identify grievances. Table no: 12
Answers Exit interview Suggestion boxes Opinion survey Open door policy observation others Total sample size observation 01 06 04 00 19 00 30 Percentage 3 20 13 0 64 0 100

Interpretation:

68

From the analysis of the above table it is clear that, 64% of employees say that grievance is identified through observation and 20% through suggestion boxes. Some grievances are not expressed orally. So, the organization had kept suggestion boxes in each department and department head will be observing the activities of employees. In company they will organize one session and opinions from all employees are collected about all matters which is relating to job. 13. Mechanism followed resolves your grievance.

Table no: 13 Answers Yes No Total Sample Size Observation 22 08 30 Percentage 73 27 100

69

Interpretation: From the analysis of the above table it is clear that, 73% of employees say that the existing mechanism resolves their grievance. Management had followed two different mechanisms for both MCS and Non-MCS for solving their grievances. Employees are happy with the mechanism which the company have followed to redress the grievance.

14. Is decision given corresponding to your grievance, Table no: 14 Answers Highly satisfactory Moderately satisfactory No satisfaction Total Sample Size Observation 03 24 03 30 Percentage 10 80 10 100

70

Interpretation: From the analysis of the above table it is clear that, 80% of employees are moderately satisfied with the decision given corresponding to grievance. The decision which is given corresponding to the grievance is accepted happily by the employees. At least not the extent of problem but to a certain employee has accepted the award and there is greater productivity.

15. Follow up to ensure that the right decision has ended up in satisfaction.

Table no: 15 Answers Yes No Total Sample Size Observation 25 05 30 Percentage 83 17 100

Interpretation:
71

From the analysis of the above table it is clear that, there is a regular follow up to ensure the right decision that has ended up in satisfaction for 83% of employees. Employees are not fully satisfied with the regular follow of decision. Employees expect more transparency in the system.

16. Temporary relief provided until proper decision.

Table no: 16 Answers Yes No Total Sample Size Observation 05 25 30 Percentage 17 83 100

Interpretation:
72

From the analysis of the above table it is clear that, 83% of employees say that no temporary relief is provided until proper decision. No temporary relief is provided to employees in most of the grievance, because it may cause adverse effects within organization. But, some grievances such as, relating to working condition and which matters ones health than temporary relief is provided.

17. Involvement of committee members in resolving problem.

Table no: 17 Answers Yes No Total Sample Size Observation 27 03 30 Percentage 90 10 100

Interpretation:
73

From the analysis of the above table it is clear that, 90% of employees say that various committee members actively engage in resolving problem. Managers and employees also believe that performance management system results in frequent meetings of employees and their superior managers which help the managers to get closer to the employees and know more about them. Performance appraisal also helps the managers to get more insight about subordinates. 18. Opportunity to take to higher officials.

Table no: 18 Answers Yes No Total Sample Size Observation 22 08 30 Percentage 73 27 100

74

Interpretation: From the analysis of the above table it is clear that, 73% of employees believe that, they are given opportunity to take their grievance to higher authority if they are not satisfied. All such matters which is regarded as major problem in the organization are given opportunity to take it to higher officials. Certain grievances like fines, leave, safety appliances, condition of work, etc., can be redressed in lower level only. 19. Feel open to share grievances.

Table no: 19 Answers Yes No Total Sample Size Observation 27 03 30 Percentage 90 10 100

Interpretation:
75

From the analysis of the above table it is clear that, 90% of employees feel open to share their grievance. Employees feel that, without their grievance solved in time they cannot stay longer in the organization. They are aware of grievance redressal committee and they have no fear to express their grievance.

20. Human relation skills of supervisors understanding problem.

Table no: 20 Answers Very highly skilled Moderately skilled Not skilled Total Sample Size Observation 17 12 01 30 Percentage 57 40 3 100

76

Interpretation: From the analysis of the above table it is clear that, 57% of employees believe that their supervisor is very highly skilled human relation skills in understanding problem. Supervisors are highly talented and they have good problem solving ability and decision making skills. Employees are satisfied with the decision of the supervisor.

21. Confidentiality of grievance matters.

Table no: 21 Answers Highly confidential Not kept confidential Total Sample Size Observation 21 09 30 Percentage 70 30 100

77

Interpretation: From the analysis of the above table it is clear that, 70% employees say that their matters of grievance are kept highly confidential. Some matters which will affect the employees and organization as well are kept confidential. Grievances which have no effect are not confidential.

22. Procedures for conveying grievance.

Table no: 22 Answers Very simple Difficult to utilize Total Sample Size Observation 24 06 30 Percentage 80 20 100

78

Interpretation: From the analysis of the above table it is clear that, 80% of employees believe that the procedure of conveying grievance is simple and easy. Grievance procedure is simple and easy to utilize. It has transparency in its utilization.

23. Supervisor action to resolve the problem.

Table no: 23 Answers Has given authority Does not have authority Total Sample Size Observation 22 08 30 Percentage 73 27 100

79

Interpretation: From the analysis of the above table it is clear that, 73% of employees say that, the supervisor has given authority to take action to resolve the problem. Supervisor has taken action to resolve problem which is not related to management policies and practices.

24. Use of Collective Bargaining process to resolve the disputes. Table no: 24 Answers Yes No Total Sample Size Observation 21 9 30 Percentage 70 30 100

80

Interpretation: From the analysis of the above table it is clear that, 70% employee say that, dispute is resolved through collective bargaining. Collective bargaining process is used when employees are directly connected with the trade unions to resolve the grievance.

25. Maintenance of records of each grievance. Table no: 25 Answers Yes No Total Sample Size Observation 21 9 30 Percentage 70 30 100

81

Interpretation: From the analysis of the above table it is clear that, 70% of employees say that proper records are maintained on each grievance. Grievances which are resolved at lower levels, there no records are maintained. Records are maintained of grievances which adversely have effected both organization and employees.

26. Satisfaction of Grievance Handling Procedure. Table no: 26 Answers Yes No Observation 24 6
82

Percentage 80 20

Total Sample Size

30

100

Interpretation: From the analysis of the above table it is clear that, 80% of employees are satisfied with grievance handling procedure in JK Tyres. Employees are satisfied with their grievance handling procedure in organization. But those employees concerning grievance of different personality traits are not satisfied with the grievance handling procedure.

83

CHAPTER 6

FINDINGS AND SUGGESTIONS

__________________________________________________________________________________

FINDINGS
84

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, I tried to know the employees feelings and suggestions regarding grievance handling. 1. 70% of employees are aware of the grievance handling mechanism. 2. 67% of employees are aware of grievance committee meetings. 3. 50% of grievance is communicated with immediate supervisor. 4. 67% of employees redress their grievance with co-worker. 5. 66% of employees agree that the real basis of their problem is identified. 6. 90% of employees say that their grievance is patiently listened by higher authority. 7. 87% of grievance is factual grievance and 10% is disguised and 3% is imaginary grievance according to employees. 8. 74% employees say that feedback about what is done with their grievance is very often being informed to them. 9. 57% of employees believe that grievance arise because of difference of opinion, 24% believe on management policies and practices, 10% on wages, 6% on working condition and 3% on doubts and fears. 10. 90% of employees say that there is positive and friendly approach during grievance handling. 11. 60% of employees strongly agree that discussion and conference is more important than executive authority. 12. 64% of employees say Observation technique is used in the organization to identify grievance, 20% on suggestion boxes, 13% on opinion survey and 3% on exit interview 13. Decision given in correspondence to grievance is moderately satisfied by 80% of employees.

85

14. 83% say that regular follow up is taken to ensure that right decision is taken. 15. 83% of employees say that no temporary benefit is provided for time being until final decision. 16. 90% of employees say that other committees in company engage in resolving dispute. 17. 73% of employees say that they are given opportunity to take their grievance to higher authority if they are not satisfied. 18. 90% feel free to share their grievance. 19. 57% of employees say that, there are very highly skilled supervisor who understand the problem, 40% believes that they are moderately skilled. 20. 70% of employees say that, their grievance matters are kept confidential. 21. 80% of employees say that, the procedure for conveying grievance is very simple. 22. 73% employees say that supervisor has given authority to resolve the problem. 23. 70% of employees say that, the dispute is resolved through collective bargaining. 24. 70% of employees believe that proper records are maintained. 25. 80% of employees are satisfied with grievance handling procedure in JK Tyre.

86

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.
87

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. 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. 11. Training and education regarding the existence of grievance handling mechanism in organization should be given. 12. Temporary relief, not to full extent but to some extent, where employee can have relief. 13. The grievance process must be clear and simple. It must be well-defined. It must conform to the current legislation without any prejudice. 14. There should not be any delay in the grievance process as it might result into crisis. 15. Regular training must be provided to the supervisors and seniors who involve in this process so that they can handle effectively. 16. Always try to settle the grievance at the lower level amicably rather than dragging to the higher levels where it might become more complicated. 17. Conduct the grievance hearing privately. Make necessary changes, if there are any irregularities in policies and procedures.

88

18. Keep the entire grievance process confidential. Always make the process win-win. Identify the grievance and acknowledge the same. Listen carefully to the complainant. Gather the complete information with facts and figures. 19. Analyze and search for multiple solutions to the grievance and finally select the best feasible and possible solution and implement the same. 20. Ensure that there is follow-up at each stage for successful grievance procedure.

CONCLUSION
__________________________________________________________________________________

Human resource is vital in organization, as people are considered as most valuable asset to the company. Industrial relation, that is relationship between employee and management relation should be maintained in organization. The main objective of industrial relations is to maintain and develop good and healthy relations between employees and employers or operatives and management. Industrial relation is often found poor in industrial organizations
89

because of grievance. Organization should have sound committees having personnel of expertise knowledge and skills to solve the problem. By solving the grievance of employees, company can maintain peace and harmony and contribute to the growth of the organization. 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 harmony.

ANNEXURE
__________________________________________________________________________________

Annexure-1 (Format of Register to be maintained by People Process Managers) Format for Register to be maintained by People Managers of BUs/SSUs:

90

Sl. No.

Date & time of receiving grievance

Brief description of grievance

Date & time of resolving the grievance

Grievance resolved at which stage

Remarks

Annexure-2 (Format of Centralized Report on Employee Grievance to be published by SSU 5-People Services) Consolidated Report for the month of: BU/SSU No. of grievances No. of Grievances resolved at each stage BU/SSU Stage 1: Stage 2: Stage 3: Stage 4: Total Stage 1: Stage 2: Stage 3: Stage 4: Remarks

91

Dear Sir/Madam, I am Leena P. S., student of MBA-II (HR) from Maharanis college, Mysore have undertaken the project work titled Grievance Handling in your organization, under the guidance of Mr. Krishanaprasad M. S., Sr. Manager-HR and Dr. Noor Afza (Faculty of HRM). So, I request you to devote some of your precious time and help me in gathering required information for my research by responding the provided questionnaire which would help me in completing my Project successfully. Note: Please tick () in [ ] of appropriate option. __________________________________________________________________________________ PART A: PERSONAL INFORMATION: Employee Name:

Gender (a) Male (

(b) Female (

Age (a) 19-25 ( ) (b) 26-30 ( ) (c) 31 & above ( )

Marital status (a) Married ( ) (b) Unmarried ( )

Designation (a) MCS ( ) (b) Non MCS ( )

Department

92

Educational Qualification (a) Higher secondary ( (c) Under graduate (e) others ( ) ( ) ) (b) Diploma ( (d) Post graduate ( ) )

Length of service rendered in this organization: (a) 5-10 (c) 30-40 (b) 20-30 (d) others

PART B: Questionnaire: 1. Are you aware of the various grievance committees that redress the disputes? (a) Yes (b) No

2. Are you aware of the weekly/monthly meetings of the grievance committees which are being held? (a)Yes (b)No

3. In case the grievance has to be immediately redressed to whom do you communicate? (a) Immediate superior (b) Department head (c) Grievance committee (d) Others 4. Is there any informal channel to redress your grievance such as (a) Co-worker (b) Peer (c) If others, please specify 5. Is the real basis of your problem identified?

93

(a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree 6. Does your higher authority listen when your grievance is presented? (a)Listens patiently (b)Shouts at you (c)Does not listen at all 7. Which type of grievance is more common in the organization? (a)Factual grievance (b)Imaginary grievance (c)Disguised grievance

8. Are you constantly informed on what is being done about your grievance? (a)Very often being informed (b)Seldom being informed (c)Does not inform at all 9. What are causes for grievance in the organization? (a) (b) (c) (d) (e) (f) Working condition Difference of opinion Doubts and fears Management policies and practices Wages Others causes

10. Is there a positive and friendly approach during grievance handling? (a) yes (b) No

11. Do you feel that discussion and conference is given more importance rather than executive authority? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree
94

12. Which technique is used to identify grievances? (a) (b) (c) (d) (e) (f) Exit interview Suggestion boxes Opinion survey Open door policy Observation Others

13. Has the mechanism being followed resolves your grievance? (a) Yes (b) No

14. How do you feel about the decision given corresponding to your grievance? Is it (a)Highly satisfactory (b)Moderately satisfactory (c)No satisfaction 15. Is there regular follow up to ensure that the right decision has ended up in satisfaction? (a) yes (b) no

16. Is there any temporary relief provided until proper decision is made so that it does not raise any adverse effects within the organization? (a) Yes (b) no

17. Do the various committee members actively engage in resolving your problem? (a) yes (b) no

18. If the decision is not satisfactory are you given opportunity to take it to higher officials? (a) yes 19. Do you feel open to share your grievances? (b) no

95

(a) yes

(b) no

20. 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 21. Are the matters relevant to the grievance kept confidential? (a)highly confidential (b)Not kept confidential

22. Are the procedures for conveying grievance simple and easy to utilize? (a)Very simple (b)Difficult to utilize 23. Is the supervisor given authority to take action necessary to resolve the problem? (a)Has given authority (b)Does not have authority 24. Do they use Collective Bargaining process to resolve the disputes? (a) yes (b) no

25. Are proper records maintained on each grievance? (a) yes (b) no

26. Are you satisfied with Grievance Handling Procedure in your organization? (a) yes (b) no

96

COMPANY PHOTOGRAPHS

Vikrant Bias Tyre Plant

Vikrant Radial Tyre Plant

97

Vikrant OTR

Plant

Kankroli Tyre Plant

Banmore Tyre Plant

98

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

Author Book Name Publication

: C. S. Venkata Ratnam : INDUSTRIAL RELATIONS : Oxford university press

JK Tyre & Industries ltd Annual Report 2007-2010

Web-sites: www.jktyre.com www.grievancehandlingguide.com www.citehr.com

99